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A STUDY ON EMPLOYEES JOB SATISFACTION IN EMAMI LIMITED, PUDUCHERRYSUMMER PROJECT REPORTSubmitted by

S.SIVAPRIYA REGISTER NO: 27348343Under The Guidance Of

Mrs. K.VIDHYA, MBA,M.PHILFaculty, Department Of Management Studies in partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION DEPARTMENT OF MANAGEMENT STUDIES SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE PONDICHERRY UNIVERSITY PUDUCHERRYSeptember 2007

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGEMADAGADIPET PUDUCHERRY

DEPARTMENT OF MANAGEMENT STUDIESBONAFIDE CERTIFICATEThis to certify that the project work entitled A STUDY ON EMPLOYEES JOB SATISFACTION IN EMAMI LIMITED, PUDUCHERRY is a bonafide work done by S.SIVAPRIYA [ REGISTER NO: 27348343 ] in partial fulfillment of the requirement for the award of Master of Business Administration by Pondicherry University during the academic year 2007 2008.

GUIDE

HEAD OF DEPARTMENT

Submitted for Viva-Voce Examination held onEXTERNAL EXAMINER 1. 2.

LIST OF CHARTS

TABLE NO. 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 Experience of respondent

TITLE

PAGE NO. 17 18 18 20 21 22 23 24 25 26 27 28 29

Level of satisfaction of salary Classification based on monetary benefits Employees opinion about pay and performance Employees opinion about workload Employees opinion about their job security Classification based on feedback from their superior Classification based on relationship with peers Classification based on adequate training Classification based on working environment Respondents opinion whether their ideas& opinions are taken into consideration Respondents opinion about adequate resources in the organization Respondents opinion about opportunity for advancement

TABLE NO.

TITLE

PAGE NO.

5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 5.14 5.15 5.16 5.17 5.18 5.19 5.20 5.21 5.22

Experience of respondent Level of satisfaction of salary Classification based on monetary benefits Employees opinion about pay and performance Employees opinion about workload Employees opinion about their job security Classification based on feedback from their superior Classification based on relationship with peers Classification based on adequate training Classification based on satisfaction of working environment Respondents opinion whether their ideas& opinions are taken into consideration Respondents opinion about adequate resources in the organization Respondents opinion about opportunity for advancement Analysis of employees opinion regarding qualification of employees and monetary benefit given Expected count Chi-square table Analysis of employees opinion regarding level of workload and satisfaction of salary Expected count Chi-square table Analysis of employees opinion regarding years of experience and level of communication with their supervisor Expected count Chi-square table

17 18 19 20 21 22 23 24 25 26 27 28 29 30 30 31 32 32 33 34 34 35

LIST OF TABLES

TABLE OF CONTENT

LIST OF TABLES LIST OF CHARTS PAGE NO. 1 8 14 15 17 36 38 39

CHAPTER1 2 3 4 5 6 7 8

TITLE INTRODUCTION REVIEW OF LITERATURE OBJECTIVES OF THE STUDY RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION FINDINGS, SUGGESTIONS AND RECOMMENDATIONS OF THE STUDY CONCLUSION LIMITATION OF THE STUDY AND SCOPE FOR FURTHER STUDY

ANNEXURES 1. QUESTIONNAIRE 2. BIBLIOGRAPHY

ACKNOWLEDGEMENT The successful completion of any task would be incomplete without mentioning the names of persons who helped to make it possible. I take this opportunity to express my gratitude in few words and respect to all those who helped me for the completion of this summer project Iam extremely grateful to Our Principal Dr. V.S.K. Vengatachalapathy to

provide necessary and essential facilities to do this project report. I express our sincere thanks and deep sense of gratitude to our Head of Department Mr.S.Jayakumar, Department of management studies for providing me with a an opportunity to study and to do this report. I express a deep sense of gratitude to my guide Mrs. K.Vidhya,Faculty, Department of management studies, for her encouragement, support and guidance to complete this project work successfully. I convey my heartiest thanks to Mr. T. R. Rajan, General manager, Emami limited, Puducherry, who kindly granted permission to do this project report in his esteemed organization. Finally, I express our sincere thanks and deep sense of gratitude to my parents and friends for giving timely advice in all the ways and in all aspects for doing the project.

ABSTRACT

A STUDY ON EMPLOYEES JOB SATISFACTION IN EMAMI LIMITED is used to study the job satisfaction level of the employees in the organization and various factor involved in that. The data were collected from both primary and secondary sources. The primary data is collected from various and employees in Emami limited through questionnaire. And I

chose 100 as my sample. The secondary data were collected from various journals, magazines, articles, various sites and company records. The main objective of my study is to analyze the factors that are used to improve ones job satisfaction level. The study infers that most of the employees are satisfied with their job and also various benefits given by the organization.

CHAPTER-1 COMPANY PROFILEHISTORY OF THE COMPANY Emami was started in 1974 due to efforts of SHRI RADHE SHYAM AGARWAL and SHRI. RADHE SHYAM GOENKA who was fuelled by zeal to succeed a business ventures. They found a company to manufacture and market the cosmetics and toiletries.

Encouraged by success in cosmetics emami entered into paper, engineering, plastic, ayurvedic medicines. From a single company, emami through take over, the most significant being the acquisition of himani ltd speedily grew into the new successful emami group of companies. Emami has already opened offices and trades representatives in many parts of the world, is actively engaged in sealing joint ventures in tough profit areas with renowned profit nations. Emami limited companys products have retained their image in the market through good quality, attractive packaging and producing goods that are according to consumer needs. The power brands of emami Ltd like navaratna oil, fast relief, boroplus Antiseptic cream, menthoplus pain balm, etc., have retained their market for maintaining the standard level of quality. The success of the business will be in the hands of the quality control department of the concerned enterprises. EMAMI LIMITED- UNIT AND ITS OTHER BRANCHES Manufacturing unit:The following are the four manufacturing unit of Emami ltd. 1. Mettupalayam Pondicherry. 2. B.T-Road-Kolkata 3. Amingaon Guwahati

STUDY UNITEmami limited is located at mettupalayam industrial estate in Pondicherry. It is about 5 km from Pondicherry. Company Address-

UNIT-1 CS 46 and 47 Pipdic industrial estate. Metupalayam. Pondicherry 605009. UNIT 2 A 83 Pipdic industrial estate Mettupalayam Pondicherry 605 009. UNIT 3 A 24 and 25 Pipdic industrial estate, Mettupalayam. Pondicherry 605 009. UNIT-4 A 129 Pipdic Industrial Estates Mettupalayam. Pondicherry 605 009. EMAMI COMPANY PRODUCTS: Emami range of products are more than 20 products and is spread across the various products categories of personal, beauty and health care segments resulting in product visibility and brand recall. The companys products are sold under the Emami and himani brands. EMAMI: 1) Beauty secrets by madhuri a. Cream b. Talcum powder

c. Shampoo d. Three-in-one oil. 2) Golden beauty superfine talc. 3) Shadi palace sandalwood talc. 4) Herbal Glycerin soap. 5) Mentho plus balm. 6) Naturally fair. a. Herbal fairness talc. b. Cream Cold cream. Intensive fairness cream with pearls. 7) Odisi talc a. Red orchid. b. Wild flowers fragrance. c. Royal sandal. 8) Sprit of man a. Passion wood After shave lotion. Shaving cream. After shave lotion. Shaving cream.

b. Wild forest

9) Vanishing cream 10) Classic Elegance (Blue moon/fiery red) 11) Habit toothpaste Neem Fluoride Gel Nirog Dant Powder lal.

12) All days beauty cream. 13) Fair and handsome. 14) Fair and team. 15) Fair and Ageless. HIMANI: 1) Boroplus antiseptic cream. 2) Boroplus antiseptic lotion. 3) Boroplus lite. 4) Boroplus prickly heat powder. Icy cool. French lavender. French herbal. Ice sandal.

5) Gold Turmeric cream. 6) Honey bee. 7) Navaratna oil. 8) Navaratna coconut cool oil. 9) Navartna cool talc. 10) Sona chandi Chyawandprash. 11) Glycerin plus soap. Green almond. Aloe Vera. Saffron and turmeric.

12) Glycerin plus soap. MISSION: To sharpen consumers insight to understand and meet their needs with value Multi action cough syrup. Vaporizing ointments.

added differentiated products that are safe, effective and fast. To integrate dealers, distributors, retailers and suppliers into the Emami family, thereby strengthening their ties with the company. To recruit, develop and motivate the best talents in the country and provide Them with an environment that is demanding and challenging. To strengthen and foster in the employees, strong emotive feelings of owners with the company. To uphold the principles of corporate governance and move towards decentralization to generate long term maximum returns for all stake owners. To contribute whole-heartedly towards the environment and society and to emerge as a model corporate citizen. To bring down the political boundaries, bridge the seas and emerge as a significant player in the markets world wide to globalize in terms. VISION: A company, with the help of nature, caters to the consumers needs and their inner cravings for dreams of better life in the fields of personal health care, both in India and through out the world. FUTURE STRATEGY: Companys business plan for international market comprises of the following key factors. Investment in potential markets for key brands leading to higher possibility of returns in terms of turnover and market development in the long run. Adding new products for various keys markets. Customizations of product offerings under the same brand clubbing of familiar products under the same brand. Manufacturing facilities in high tariff markets to make prices more consumers friendly.

Acquisition in certain markets, company may consider buying existing brands instead of trying to build one.

ORGANISATION CHARTS Management team of emami LtdThis talented group of hard core professionals, dream from various disciplines like finance, marketing, production, human resource department, research, legal affairs, export lend their expertise to the brain thrust of emami groups activities. The management team has fully devoted itself to understand and cope with the vision of the board and thereby fulfill its objectives and goals. They work in union, share the work burden and enjoy the reward of interdependence. Management teamThe core management team of the Emami group comprises of Mr. A.V. Agarwal, Brand director. Mr. P. Sureka, Brand director. Mr. Mohan Goenka, Brand director. Mr. Prashant Goneka, Brand director. Mr. H.V. Agarwal, Brand director. Mr. Dhiraj Agarwal, media director. Mr. Ashok Dasgupta, president operation. Mr. Hari Gupta, president Business development. Mr. R.d. Daga, Chief legal affairs. Mr. R.k. Surana, sr. Vice president Commercial. Mr. N.H. Bhansil, Sr. Vice president Finance and Accounts. Mr. S. Rajagopalan, Sr. Vice president Pondicherry. Mr. A.B. Mukherjee, Vice president operation and planning. Dr. N.M. Sundar, Vice president Technical. Mr. A. Ghosh, Vice president Sale.

Mr. D. Podder, Vice president Co-ordination. Mr. Pradeep srivastav, Vice president Exports. Mr. Samir Kr. Mandal General Manager System. Mr. A.K. Joshi, Company Secretary. Mr. Manoj Agar weal General Manager International Auditor. Ms. Punita Kalra, General Manager Hari division. Mr. Surajit Chakra borty, General manager oversea operation. Mr. T.R. Rajan, General Manager Production. Pondicherry. Mr. A. Rajput, General manager- Ayurvedic operation. Mr. Goutam Dhar, Deputy General manage Mr. Partho Basu, Sr, manager Purchase. Mr. S. Mallhostra, manager sales training.

CHAPTER 2 REVIEW OF RELATED LITERATUREJOB SATISFACTION

Job satisfaction, its causal factors and its effect upon organizational health are all part of the various factors under study for this assignment. Job satisfaction for an individual can be influenced by a number of factors that include first the job itself, the salary, the promotion policy of the company, the attitudes of the co workers, the physical and mental stress levels involved, the working conditions, the interest and challenge levels. These various factors are just indicative of the many factors that contribute or take away from job satisfaction. Sometimes, even changing the colour of the furniture fabric can lead to higher levels of job satisfaction. While job satisfaction is not quite the same as motivation the two are closely linked and many times motivating actions also increase satisfaction levels. Most organizations periodically measure job satisfaction among employees through mainly quantitative techniques using rating scales. Numerous research studies on job satisfaction and reasons thereof have, as the following excerpts shows, ended in a number of very interesting findings, We view job satisfaction as emerging from a variety of factors, including characteristics of the organizational environment, specific features of the job, and the personal characteristics of the worker. PURPOSE OF STUDY: The purpose of this study is to take up the issue of job characteristics and job satisfaction in the workplace, with particular reference to Emami limited, examine the various components of job satisfaction, the general working conditions, employment policies and employee responses as also available statistical data to determine whether, by and large workers in the company are happy with their working conditions or not.

Abraham Maslow in his theory of hierarchical needs in 1943.Maslows theory opines that humans have five progressive sets of needs, the first set being purely physical needs, also called physiological needs. These include all the needs a person needs just to stay alive like food, water, air, the maintenance of body temperature and the necessity of voiding of natural human waste. It is only when this basic need set is satisfied that the

next set of needs will be thought of for satisfaction. A number of opinions have been voiced on the limitations of Maslows theory and the need to look at the issue from multiple perspectives before accepting a particular position. Clayton Alderfer revised Maslows theory of needs and called them Existence, Relatedness and Growth. ERG theory see different needs from different levels existing in a sort of continuum where while there is a hazy precedence for a lower level need, it can still very well exist in the presence of a higher level need. Victor Vroom, in 1964, stipulated in his theory of expectancy that the force motivating a person to exert effort or to perform an act in a job situation depends on the interaction between what the individual wants from a job (valence) and the degree to which he/she believes that the company will reward effort exerted (expectancy) on that job with the things he/she wants. Theorists such as Turner and Lawrence (1965), Hackman and Oldham (1975,1980), Szilogyi and Keller (1976), among others have proposed that intrinsically, satisfying jobs are those where there is variety, where workers have autonomy in choosing procedures, where feedback is received concerning the effectiveness and work impact, where the work has some social significance or makes an important contribution to a product or services.

The key task characteristics are as follows: Task Importance: The perceived importance of the task performed in a job is expected to correlate positively with overall satisfaction with the job (Hackman and Oldman, 1975,

1980) Level of supervision on the task: A task that is not closely supervised is likely to give sense of autonomy and personal accomplishment to the worker. This therefore means that freedom from supervision should be positively correlated with job satisfaction (Turner and Lawrence, 1965). Task complexity: A complex task engages more skills and abilities, it is more challenging and therefore, its expected to contribute to job satisfaction (Schwab and Cummings, 1976). Level of concentration required on the task: These mental demands required by a task be expected to relate positively to job satisfaction (Csiks Zeutmihalyi, 1975) Time: This has to do with the amount of time spent in performing a task. One would expect that a task that takes a great deal of the work day will have a greater impact on satisfaction with the work itself. (Schriber and Crutek 1987). Higher job satisfaction has been linked with employees who are able to exercise autonomy (Sekaran 1989) and with those who have a higher level of job involvement (Mortimer and Lorence 1989). Women have been found to report significantly higher job satisfaction than men (Hull 1999; Sousa-Poza and Sousa-Poza 2000), although this gender gap appears to be narrowing (Rose 2005). Some researchers have noted that older workers tend to have a higher level of job satisfaction, although a number of studies have shown that the age variable might be more a proxy for experience (Janson and Martin 1982; Kalleberg and Loscocco 1983; Brush, Moch et al. 1987). Older workers also tend to be situated in higher-level positions, which might be more fulfilling than the less exciting entry-level positions of those just entering the work (Danziger and Dunkle, 2005).

Gender differences in the job satisfaction of public employees: a study of seoul metropolitan Government,korea A Journal of Research, May, 2 by sangmook kim

A central paradox in studies of gender and job satisfaction is why women's job satisfaction is not lower than men's, given that women's job's are often inferior in terms of pay,autonomy,and promotional opportunity[chiu 1998]. However, very few researches have made an explicit attempt to explain this paradox. also much of the research on job satisfacton and gender has been conducted in the United States. Using the data set on work orientations from the 1997 international Social survey Program, Sousa-poza and Sousa-poza showed that in most countries women wewe actually less satisfied than men, whereas in the great Britian and the United States women had much higher job satisfaction levels than men among the 1 countries. Thus it seems that the gender/job-satisfaction paradox is not a worldwide but an Anglo-saxon phenomenon Job satisfaction palls quickly for most workers HR Magazine, March, 2007 Most employees are full of enthusisam when they begin a new job. Within six months, though, that enthusiasm wanes for most people, according to a survey released recently by Sirota survey intelligence. And it has nothing to do with age. employees of all ages who had been on the jobless than a year registered a 70 percent satisfaction level with their work. After two to five years, job satisfaction dropped to 53 percent.

sirota, which specializes in attitude research, examined the overall satisfaction of 64,304 workers surveyed for the firms clients, focusing particularly on job equity, or being treated fairly with respect to the basic conditions of employment. "Company culture-- or how management treat employees, and management's attitudes and behaviuors toward worker-- determines ow much of a downturn in enthusiasm there will be," says Sirota president Douglas Klein. "Older employees start new jbs with the same hopefulness as younger workers. They have the same fundamental needs as young employees," adds Klein. "Their level of enthusiasm depends on how well their needs are met as they move through the various stages of their employment life cycle."

Integrating situational and dispsitional determinants of job satisfaction: findings from three samples of professionals.[psychological research ] Journal of Psychology, the, july, 2006 Dette, Dorothea E. Job satisfaction is a central construct in organisatonal psychology. it is assosiated with important work related and general outcomes[e.g., higher levels of job performance, organisational commitment, discretionary activities such as organisational citizenship behavior, and life satisfaction] aswell as with lower levels of absenteeism, lateness, and turnover[Hullin & Judge, 2003 ; Johns,2001 2001 ; Warr, 1999] Gender- related effects in the job- design-job satisfaction relationship: an interactional approach A Journal of Research, August 2 by Jessica H. Carison, Steven Mellor ; Judge, parker, Colbert, Heller, & llies, by Chors, J. Christopher; Abele, Andrea E.;

What makes a job satisfying? Job design researchers have focused on this question for years, yet they have generated few answers. Furthermore, the answers have been diminished by modest and inconsistent results[e.g., Agho, 1993; Champoux, 1991; de jong, van der Velde, &Jansen,2001 ; Fried,1991; Griffin, 1991; Johns,Xie & Fang,1992; Renn & Vandenberg, 1995; Spector & Jex,1991; Tiegs Tetrick, & Fried, 1992 Zaccaro & Stone,1998]. Despite these results, job satisfaction is frequently used as a criterion variable in design studies, and it is nearly impossible to imagine an organisational develpment survey without satisfaction items [Griffin & McMahan, 1994; Spector, 1997] . The view among design researchers appears to be that even if we cant say much about what makes a job satisfying, more might be said with continued research (cf. Cranny, Smith, & Stone, 1992. In this study, We took an interactional approach to the question and sougt an answer from a gender related persective.

A STUDY ON EMPLOYEES JOB SATISFACTION IN EMAMI LIMITED, PUDUCHERRYSUMMER PROJECT REPORTSubmitted by

S.SIVAPRIYA REGISTER NO: 27348343Under The Guidance Of

Mrs. K.VIDHYA, MBA,M.PHIL

Faculty, Department Of Management Studies in partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION DEPARTMENT OF MANAGEMENT STUDIES SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE PONDICHERRY UNIVERSITY PUDUCHERRYSeptember 2007

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGEMADAGADIPET PUDUCHERRY

DEPARTMENT OF MANAGEMENT STUDIESBONAFIDE CERTIFICATEThis to certify that the project work entitled A STUDY ON EMPLOYEES JOB SATISFACTION IN EMAMI LIMITED, PUDUCHERRY is a bonafide work done by S.SIVAPRIYA [ REGISTER NO: 27348343 ] in partial fulfillment of the

requirement for the award of Master of Business Administration by Pondicherry University during the academic year 2007 2008.

GUIDE

HEAD OF DEPARTMENT

Submitted for Viva-Voce Examination held onEXTERNAL EXAMINER 1. 2.

LIST OF CHARTS

TABLE NO. 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 Experience of respondent

TITLE

PAGE NO. 17 18 18 20 21 22 23 24 25 26 27 28 29

Level of satisfaction of salary Classification based on monetary benefits Employees opinion about pay and performance Employees opinion about workload Employees opinion about their job security Classification based on feedback from their superior Classification based on relationship with peers Classification based on adequate training Classification based on working environment Respondents opinion whether their ideas& opinions are taken into consideration Respondents opinion about adequate resources in the organization Respondents opinion about opportunity for advancement

TABLE NO. 5.1 5.2 5.3

TITLE Experience of respondent Level of satisfaction of salary Classification based on monetary benefits

PAGE NO. 17 18 19

5.4 5.5 5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 5.14 5.15 5.16 5.17 5.18 5.19 5.20 5.21 5.22

Employees opinion about pay and performance Employees opinion about workload Employees opinion about their job security Classification based on feedback from their superior Classification based on relationship with peers Classification based on adequate training Classification based on satisfaction of working environment Respondents opinion whether their ideas& opinions are taken into consideration Respondents opinion about adequate resources in the organization Respondents opinion about opportunity for advancement Analysis of employees opinion regarding qualification of employees and monetary benefit given Expected count Chi-square table Analysis of employees opinion regarding level of workload and satisfaction of salary Expected count Chi-square table Analysis of employees opinion regarding years of experience and level of communication with their supervisor Expected count Chi-square table

20 21 22 23 24 25 26 27 28 29 30 30 31 32 32 33 34 34 35

LIST OF TABLES

TABLE OF CONTENT

LIST OF TABLES LIST OF CHARTS

CHAPTER1 2 3 4 5 6 7 8

TITLE INTRODUCTION REVIEW OF LITERATURE OBJECTIVES OF THE STUDY RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION FINDINGS, SUGGESTIONS AND RECOMMENDATIONS OF THE STUDY CONCLUSION LIMITATION OF THE STUDY AND SCOPE FOR FURTHER STUDY

PAGE NO. 1 8 14 15 17 36 38 39

ANNEXURES 1. QUESTIONNAIRE 2. BIBLIOGRAPHY

ACKNOWLEDGEMENT The successful completion of any task would be incomplete without mentioning the names of persons who helped to make it possible. I take this opportunity to express my gratitude in few words and respect to all those who helped me for the completion of this summer project Iam extremely grateful to Our Principal Dr. V.S.K. Vengatachalapathy to provide necessary and essential facilities to do this project report.

I express our sincere thanks and deep sense of gratitude to our Head of Department Mr.S.Jayakumar, Department of management studies for providing me with a an opportunity to study and to do this report. I express a deep sense of gratitude to my guide Mrs. K.Vidhya,Faculty, Department of management studies, for her encouragement, support and guidance to complete this project work successfully. I convey my heartiest thanks to Mr. T. R. Rajan, General manager, Emami limited, Puducherry, who kindly granted permission to do this project report in his esteemed organization. Finally, I express our sincere thanks and deep sense of gratitude to my parents and friends for giving timely advice in all the ways and in all aspects for doing the project.

ABSTRACT

A STUDY ON EMPLOYEES JOB SATISFACTION IN EMAMI LIMITED is used to study the job satisfaction level of the employees in the organization and various factor involved in that. The data were collected from both primary and secondary sources. The primary data is collected from various and employees in Emami limited through questionnaire. And I chose 100 as my sample.

The secondary data were collected from various journals, magazines, articles, various sites and company records. The main objective of my study is to analyze the factors that are used to improve ones job satisfaction level. The study infers that most of the employees are satisfied with their job and also various benefits given by the organization.

CHAPTER-1 COMPANY PROFILEHISTORY OF THE COMPANY Emami was started in 1974 due to efforts of SHRI RADHE SHYAM AGARWAL and SHRI. RADHE SHYAM GOENKA who was fuelled by zeal to succeed a business ventures. They found a company to manufacture and market the cosmetics and toiletries. Encouraged by success in cosmetics emami entered into paper, engineering, plastic,

ayurvedic medicines.

From a single company, emami through take over, the most

significant being the acquisition of himani ltd speedily grew into the new successful emami group of companies. Emami has already opened offices and trades representatives in many parts of the world, is actively engaged in sealing joint ventures in tough profit areas with renowned profit nations. Emami limited companys products have retained their image in the market through good quality, attractive packaging and producing goods that are according to consumer needs. The power brands of emami Ltd like navaratna oil, fast relief, boroplus Antiseptic cream, menthoplus pain balm, etc., have retained their market for maintaining the standard level of quality. The success of the business will be in the hands of the quality control department of the concerned enterprises. EMAMI LIMITED- UNIT AND ITS OTHER BRANCHES Manufacturing unit:The following are the four manufacturing unit of Emami ltd. 4. Mettupalayam Pondicherry. 5. B.T-Road-Kolkata 6. Amingaon Guwahati

STUDY UNITEmami limited is located at mettupalayam industrial estate in Pondicherry. It is about 5 km from Pondicherry. Company AddressUNIT-1

CS 46 and 47 Pipdic industrial estate. Metupalayam. Pondicherry 605009. UNIT 2 A 83 Pipdic industrial estate Mettupalayam Pondicherry 605 009. UNIT 3 A 24 and 25 Pipdic industrial estate, Mettupalayam. Pondicherry 605 009. UNIT-4 A 129 Pipdic Industrial Estates Mettupalayam. Pondicherry 605 009. EMAMI COMPANY PRODUCTS: Emami range of products are more than 20 products and is spread across the various products categories of personal, beauty and health care segments resulting in product visibility and brand recall. The companys products are sold under the Emami and himani brands. EMAMI: 8) Beauty secrets by madhuri a. Cream b. Talcum powder c. Shampoo

d. Three-in-one oil. 9) Golden beauty superfine talc. 10) Shadi palace sandalwood talc. 11) Herbal Glycerin soap. 12) Mentho plus balm. 13) Naturally fair. a. Herbal fairness talc. b. Cream Cold cream. Intensive fairness cream with pearls. 14) Odisi talc a. Red orchid. b. Wild flowers fragrance. c. Royal sandal. 8) Sprit of man a. Passion wood After shave lotion. Shaving cream. After shave lotion. Shaving cream.

c. Wild forest

9) Vanishing cream 10) Classic Elegance (Blue moon/fiery red) 11) Habit toothpaste Neem Fluoride Gel Nirog Dant Powder lal.

12) All days beauty cream.

13) Fair and handsome. 14) Fair and team. 15) Fair and Ageless. HIMANI: 5) Boroplus antiseptic cream. 6) Boroplus antiseptic lotion. 7) Boroplus lite. 8) Boroplus prickly heat powder. Icy cool. French lavender. French herbal. Ice sandal.

5) Gold Turmeric cream. 6) Honey bee. 7) Navaratna oil. 8) Navaratna coconut cool oil. 9) Navartna cool talc. 10) Sona chandi Chyawandprash. 11) Glycerin plus soap. Green almond. Aloe Vera. Saffron and turmeric.

12) Glycerin plus soap. MISSION: To sharpen consumers insight to understand and meet their needs with value added differentiated products that are safe, effective and fast. Multi action cough syrup. Vaporizing ointments.

To integrate dealers, distributors, retailers and suppliers into the Emami family, thereby strengthening their ties with the company. To recruit, develop and motivate the best talents in the country and provide Them with an environment that is demanding and challenging. To strengthen and foster in the employees, strong emotive feelings of owners with the company. To uphold the principles of corporate governance and move towards decentralization to generate long term maximum returns for all stake owners. To contribute whole-heartedly towards the environment and society and to emerge as a model corporate citizen. To bring down the political boundaries, bridge the seas and emerge as a significant player in the markets world wide to globalize in terms. VISION: A company, with the help of nature, caters to the consumers needs and their inner cravings for dreams of better life in the fields of personal health care, both in India and through out the world. FUTURE STRATEGY: Companys business plan for international market comprises of the following key factors. Investment in potential markets for key brands leading to higher possibility of returns in terms of turnover and market development in the long run. Adding new products for various keys markets. Customizations of product offerings under the same brand clubbing of familiar products under the same brand. Manufacturing facilities in high tariff markets to make prices more consumers friendly. Acquisition in certain markets, company may consider buying existing

brands instead of trying to build one.

ORGANISATION CHARTS Management team of emami LtdThis talented group of hard core professionals, dream from various disciplines like finance, marketing, production, human resource department, research, legal affairs, export lend their expertise to the brain thrust of emami groups activities. The management team has fully devoted itself to understand and cope with the vision of the board and thereby fulfill its objectives and goals. They work in union, share the work burden and enjoy the reward of interdependence. Management teamThe core management team of the Emami group comprises of Mr. A.V. Agarwal, Brand director. Mr. P. Sureka, Brand director. Mr. Mohan Goenka, Brand director. Mr. Prashant Goneka, Brand director. Mr. H.V. Agarwal, Brand director. Mr. Dhiraj Agarwal, media director. Mr. Ashok Dasgupta, president operation. Mr. Hari Gupta, president Business development. Mr. R.d. Daga, Chief legal affairs. Mr. R.k. Surana, sr. Vice president Commercial. Mr. N.H. Bhansil, Sr. Vice president Finance and Accounts. Mr. S. Rajagopalan, Sr. Vice president Pondicherry. Mr. A.B. Mukherjee, Vice president operation and planning. Dr. N.M. Sundar, Vice president Technical. Mr. A. Ghosh, Vice president Sale. Mr. D. Podder, Vice president Co-ordination.

Mr. Pradeep srivastav, Vice president Exports. Mr. Samir Kr. Mandal General Manager System. Mr. A.K. Joshi, Company Secretary. Mr. Manoj Agar weal General Manager International Auditor. Ms. Punita Kalra, General Manager Hari division. Mr. Surajit Chakra borty, General manager oversea operation. Mr. T.R. Rajan, General Manager Production. Pondicherry. Mr. A. Rajput, General manager- Ayurvedic operation. Mr. Goutam Dhar, Deputy General manage Mr. Partho Basu, Sr, manager Purchase. Mr. S. Mallhostra, manager sales training.

CHAPTER 2 REVIEW OF RELATED LITERATUREJOB SATISFACTION Job satisfaction, its causal factors and its effect upon organizational health are all part of

the various factors under study for this assignment. Job satisfaction for an individual can be influenced by a number of factors that include first the job itself, the salary, the promotion policy of the company, the attitudes of the co workers, the physical and mental stress levels involved, the working conditions, the interest and challenge levels. These various factors are just indicative of the many factors that contribute or take away from job satisfaction. Sometimes, even changing the colour of the furniture fabric can lead to higher levels of job satisfaction. While job satisfaction is not quite the same as motivation the two are closely linked and many times motivating actions also increase satisfaction levels. Most organizations periodically measure job satisfaction among employees through mainly quantitative techniques using rating scales. Numerous research studies on job satisfaction and reasons thereof have, as the following excerpts shows, ended in a number of very interesting findings, We view job satisfaction as emerging from a variety of factors, including characteristics of the organizational environment, specific features of the job, and the personal characteristics of the worker. PURPOSE OF STUDY: The purpose of this study is to take up the issue of job characteristics and job satisfaction in the workplace, with particular reference to Emami limited, examine the various components of job satisfaction, the general working conditions, employment policies and employee responses as also available statistical data to determine whether, by and large workers in the company are happy with their working conditions or not.

Abraham Maslow in his theory of hierarchical needs in 1943.Maslows theory opines that humans have five progressive sets of needs, the first set being purely physical needs, also called physiological needs. These include all the needs a person needs just to stay alive like food, water, air, the maintenance of body temperature and the necessity of voiding of natural human waste. It is only when this basic need set is satisfied that the next set of needs will be thought of for satisfaction. A number of opinions have been

voiced on the limitations of Maslows theory and the need to look at the issue from multiple perspectives before accepting a particular position. Clayton Alderfer revised Maslows theory of needs and called them Existence, Relatedness and Growth. ERG theory see different needs from different levels existing in a sort of continuum where while there is a hazy precedence for a lower level need, it can still very well exist in the presence of a higher level need. Victor Vroom, in 1964, stipulated in his theory of expectancy that the force motivating a person to exert effort or to perform an act in a job situation depends on the interaction between what the individual wants from a job (valence) and the degree to which he/she believes that the company will reward effort exerted (expectancy) on that job with the things he/she wants. Theorists such as Turner and Lawrence (1965), Hackman and Oldham (1975,1980), Szilogyi and Keller (1976), among others have proposed that intrinsically, satisfying jobs are those where there is variety, where workers have autonomy in choosing procedures, where feedback is received concerning the effectiveness and work impact, where the work has some social significance or makes an important contribution to a product or services.

The key task characteristics are as follows: Task Importance: The perceived importance of the task performed in a job is expected to correlate positively with overall satisfaction with the job (Hackman and Oldman, 1975, 1980)

Level of supervision on the task: A task that is not closely supervised is likely to give sense of autonomy and personal accomplishment to the worker. This therefore means that freedom from supervision should be positively correlated with job satisfaction (Turner and Lawrence, 1965). Task complexity: A complex task engages more skills and abilities, it is more challenging and therefore, its expected to contribute to job satisfaction (Schwab and Cummings, 1976). Level of concentration required on the task: These mental demands required by a task be expected to relate positively to job satisfaction (Csiks Zeutmihalyi, 1975) Time: This has to do with the amount of time spent in performing a task. One would expect that a task that takes a great deal of the work day will have a greater impact on satisfaction with the work itself. (Schriber and Crutek 1987). Higher job satisfaction has been linked with employees who are able to exercise autonomy (Sekaran 1989) and with those who have a higher level of job involvement (Mortimer and Lorence 1989). Women have been found to report significantly higher job satisfaction than men (Hull 1999; Sousa-Poza and Sousa-Poza 2000), although this gender gap appears to be narrowing (Rose 2005). Some researchers have noted that older workers tend to have a higher level of job satisfaction, although a number of studies have shown that the age variable might be more a proxy for experience (Janson and Martin 1982; Kalleberg and Loscocco 1983; Brush, Moch et al. 1987). Older workers also tend to be situated in higher-level positions, which might be more fulfilling than the less exciting entry-level positions of those just entering the work (Danziger and Dunkle, 2005).

Gender differences in the job satisfaction of public employees: a study of seoul

metropolitan Government,korea A Journal of Research, May, 2 by sangmook kim

A central paradox in studies of gender and job satisfaction is why women's job satisfaction is not lower than men's, given that women's job's are often inferior in terms of pay,autonomy,and promotional opportunity[chiu 1998]. However, very few researches have made an explicit attempt to explain this paradox. also much of the research on job satisfacton and gender has been conducted in the United States. Using the data set on work orientations from the 1997 international Social survey Program, Sousa-poza and Sousa-poza showed that in most countries women wewe actually less satisfied than men, whereas in the great Britian and the United States women had much higher job satisfaction levels than men among the 1 countries. Thus it seems that the gender/job-satisfaction paradox is not a worldwide but an Anglo-saxon phenomenon Job satisfaction palls quickly for most workers HR Magazine, March, 2007 Most employees are full of enthusisam when they begin a new job. Within six months, though, that enthusiasm wanes for most people, according to a survey released recently by Sirota survey intelligence. And it has nothing to do with age. employees of all ages who had been on the jobless than a year registered a 70 percent satisfaction level with their work. After two to five years, job satisfaction dropped to 53 percent.

sirota, which specializes in attitude research, examined the overall satisfaction of 64,304 workers surveyed for the firms clients, focusing particularly on job equity, or being

treated fairly with respect to the basic conditions of employment. "Company culture-- or how management treat employees, and management's attitudes and behaviuors toward worker-- determines ow much of a downturn in enthusiasm there will be," says Sirota president Douglas Klein. "Older employees start new jbs with the same hopefulness as younger workers. They have the same fundamental needs as young employees," adds Klein. "Their level of enthusiasm depends on how well their needs are met as they move through the various stages of their employment life cycle."

Integrating situational and dispsitional determinants of job satisfaction: findings from three samples of professionals.[psychological research ] Journal of Psychology, the, july, 2006 Dette, Dorothea E. Job satisfaction is a central construct in organisatonal psychology. it is assosiated with important work related and general outcomes[e.g., higher levels of job performance, organisational commitment, discretionary activities such as organisational citizenship behavior, and life satisfaction] aswell as with lower levels of absenteeism, lateness, and turnover[Hullin & Judge, 2003 ; Johns,2001 2001 ; Warr, 1999] Gender- related effects in the job- design-job satisfaction relationship: an interactional approach A Journal of Research, August 2 by Jessica H. Carison, Steven Mellor ; Judge, parker, Colbert, Heller, & llies, by Chors, J. Christopher; Abele, Andrea E.;

What makes a job satisfying? Job design researchers have focused on this question for

years, yet they have generated few answers. Furthermore, the answers have been diminished by modest and inconsistent results[e.g., Agho, 1993; Champoux, 1991; de jong, van der Velde, &Jansen,2001 ; Fried,1991; Griffin, 1991; Johns,Xie & Fang,1992; Renn & Vandenberg, 1995; Spector & Jex,1991; Tiegs Tetrick, & Fried, 1992 Zaccaro & Stone,1998]. Despite these results, job satisfaction is frequently used as a criterion variable in design studies, and it is nearly impossible to imagine an organisational develpment survey without satisfaction items [Griffin & McMahan, 1994; Spector, 1997] . The view among design researchers appears to be that even if we cant say much about what makes a job satisfying, more might be said with continued research (cf. Cranny, Smith, & Stone, 1992. In this study, We took an interactional approach to the question and sougt an answer from a gender related persective.

CHAPTER -3 OBJECTIVES

To study the present level of satisfaction of the employees. To study and analyse the monetary benefits given to the employees. To study and analyse the various factors that are affecting the job satisfaction level.

To study and analyse the factors that are improving ones job satisfaction level.

CHAPTER- 4 RESEARCH METHODOLOGY4.1 DATA COLLECTION: 4.1.1 Sources of data collection: 4.1.1.1 Primary data Primary data are collected afresh and for the first time. It is the data originated by the researcher specifically to address the research problem. In this study, primary data is collected primarily to understand the existing

recruitment and selection process the organization is using. 4.1.1.2 Secondary Data Secondary data includes those data which are collected from internet, registers, records and annual reports of the organization. 4.1.1.3 Data collection Instrument: Questionnaire Design begins with an understanding of the capabilities of a questionnaire and how they can help in research. If it is determined that a questionnaire is to be used, the greatest care goes into the planning of the objectives. Questionnaires are like any scientific experiment. One does not collect data and then see if they found something interesting. One forms a hypothesis and an experiment that will help prove or disprove the hypothesis. 4.2 DATA SAMPLING: Data sampling process includes the following steps that are sequentially shown Define the Target Population Define the Sampling frame Determine the sample size Execute the sampling process

4.2.1 Sample Size Design It refers to the number of elements to be included in the study.A sample design is a definite plan for obtaining a sample from a definite population. It refers to the technique or the procedure the researchers would adopt in selecting items for the sample. It is determined before data is collected. The total population is 246. In this study 100 samples are collected from employees.

4.2.2 Sampling Process Convenience Sampling: A convenience is obtained by selecting convenient population units. The method of convenience sampling is also called the chunk. A chunk refers to that fraction of the population being investigated which is neither by probability nor by judgement but by convenience.

4.3 TOOLS FOR ANALYSIS: Percentage Analysis Chi-square analysis

4.3.1 Percentage Analysis: In percentage analysis, charts like bar chart and pie charts are used to graphically represent the results from percentage analysis of the questionnaire 4.3.2 Chi-Square Analysis: The chi-square is one of the most widely used non-parametric tests in statistical work. The Chi-Square was first used by karl pearson in the year 1900. It is defined as x2= [O-E] 2/E

Chi-square test is applicable to a very large number of problems in practice. With the help of this test we can find out whether two or more attributes are associated or not. CHAPTER-5 DATA ANALYSIS AND INTERPRETATION TABLE 5.1 CLASSIFICATIONS BASED ON YEARS OF EXPERIENCE Sl.no Yrs of experience 1 2 3 4 Less than 2 yrs 3-5 yrs 6-8 yrs Above 8 yrs Total Respondent s 3 32 32 33 100 3 32 32 33 100 Percentage%

Inference: 3% of respondents belong to less than 3 yrs of experience, 32% of respondents belong to 3 -5 yrs of experience, 32% of respondents belong to 6-8 yrs of experience and 33% of respondents belong to above yrs of experience. CHART 5.1 CLASSIFICATIONS BASED ON YEARS OF EXPERIENCE

35

P e r c e n t a g e

30 25 20 15 10 5 0

less than 2 yrs 3-5 yrs 6-8 yrs above 8 yrs

Yrs of experience

TABLE 5.2 CLASSIFICATIONS BASED ON SATISFACTION OF SALARY LEVEL Sl.no Salary 1 2 3 satisfaction Highly satisfied Satisfied Highly dissatisfied Total Respondent s 31 68 1 100 31 68 1 100 Percentage%

Inference: 31% of employees are highly satisfied with their salary level, 68 % of employees are satisfied with their salary level and 1% of employees are highly dissatisfied with their salary level. CHART 5.2 CLASSIFICATIONS BASED ON SATISFACTION OF SALARY LEVEL

P e r c e n t a g e

80 70 60 50 40 30 20 10 0

Highly satisfied Satisfied Highly dissatisfied S a tisfa ction of sa la ry

TABLE 5.3 CLASSIFICATIONS BASED ON MONETARY BENEFITS

Sl.no Monetary benefits Respondent s 1 2 Highly satisfied Satisfied Total 62 38 100

Percentage% 62 48 100

Inference: 6% of the employees are highly satisfied with the monetary benefits given and 48% of the employees are satisfied with the monetary benefits given. CHART 5.3 CLASSIFICATIONS BASED ON MONETARY BENEFITS

P e r c e n t a g e

53 52 51 50 49 48 47 46 M one tary be nefits Highly satisfied satisfied

TABLE 5.4 EMPLOYEES OPINION ABOUT PAY AND PERFORMANCE Sl.no 1 2 Pay & Performance Yes No Total Respondents 52 48 100 Percentage% 52 48 100

Inference: 52 employees said that there is connection between pay and performance and 48 employees said that there is no connection between pay and performance.

CHART 5.4 EMPLOYEES OPINION ABOUT PAY AND PERFORMANCE

P e r c e n t a g e

70 60 50 40 30 20 10 0

Y es No

Pa y a nd P e rform a nce

TABLE 5.5 EMPLOYEES OPINION ABOUT WORKLOAD Sl.no 1 2 3 workload Very high High Low Total Respondents 9 67 24 100 Percentage% 9 67 24 100

Inference: 9% of the employees said that the workload given by the organization is very high and 67% of the employees said that their workload is high and 4% of the employees said that it is low.

CHART 5.5 EMPLOYEES OPINION ABOUT WORKLOAD

P e r c e n t a g e

80 70 60 50 40 30 20 10 0

V e ry h ig h H ig h Low

W o rk l o a d

TABLE 5.6 EMPLOYEES OPINION ABOUT THEIR JOB SECURITY Sl.no 1 2 Job security Yes No Total Respondents 87 13 100 Percentage% 87 13 100

Inference: 87% of the employees said that their job is secured and 13% of the employees said that their job is unsecured.

CHART 5.6

EMPLOYEES OPINION ABOUT THEIR JOB SECURITY

P e r c e n t a g e

100 90 80 70 60 50 40 30 20 10 0

Y es No

Job S ecurity

TABLE 5.7 CLASSIFICATIONS BASED ON FEEDBACK FROM THEIR SUPERIOR Sl.no Feedback from 1 2 superior Yes No Total Respondents 86 14 100 Percentage% 86 14 100

Inference: 86% of the employees said that they receive adequate feedback from their superior, and 14% of the employees said that they did not receive adequate feedback

from their superior. CHART 5.7 CLASSIFICATIONS BASED ON FEEDBACK FROM THEIR SUPERIOR

P e r c e n t a g e

100 90 80 70 60 50 40 30 20 10 0 Yes No Yes No

Feedback from superior

TABLE 5.8 CLASSIFICATIONS BASED ON RELATIONSHIP WITH PEERS Sl.no Relationship with 1 2 peers Yes No Total Respondents 83 17 100 Percentage% 83 17 100

Inference: 83% of the employees said that there is a good relationship with their peers and 17% of the employees said that there is no relationship with their peers.

CHART 5.8 CLASSIFICATIONS BASED ON RELATIONSHIP WITH PEERS

100

P e r c e n t a g e

80 60 40 20 0

Ye s No Ye s No

R e la t io n s h ip w it h pe e rs

TABLE 5.9 CLASSIFICATIONS BASED ON THE ADEQUATE TRAINING Sl.no Adequate training 1 2 Yes No Total Respondents 64 36 100 Percentage% 64 36 100

Inference: 64% of the employees said that they receive adequate training and 36% of the employees said that they are not receiving any adequate training. CHART 5.9 CLASSIFICATIONS BASED ON THE ADEQUATE TRAINING

Yes No

Adequate training

TABLE5.10 CLASSIFICATION BASED ON THE SATISFACTION OF WORKING ENVIRONMENT Sl.no Work environment Respondents Percentage%

1 2

Yes No Total

87 13 100

87 13 100

Inference: 87% of the employees said that they are satisfied with their working environment and 13% of the employees said that they are not satisfied with their working environment. CHART 5.10 CLASSIFICATIONS BASED ON THE SATISFACTION OF WORKING ENVIRONMENT

Yes No

Work Environm ent

TABLE 5.11 RESPONDENTS OPINION WHETHER THEIR IDEAS& OPINIONS ARE

TAKEN INTO CONSIDERATION Sl.no Ideas & opinions 1 2 Yes No Total Respondents 45 55 100 Percentage% 45 55 100

Inference 45 % of respondents inferred that there ideas and opinions are taken into consideration, 55 % of respondents inferred that there ideas and opinions are not taken into consideration

CHART 5.11 RESPONDENTS OPINION WHETHER THEIR IDEAS& OPINIONS ARE TAKEN INTO CONSIDERATION

60

P e r c e n t a g e

50 40 30 20 10 0

Yes No

Ideas & Opinions

TABLE 5.12 RESPONDENTS OPINION ABOUT ADEQUATE RESOURCES IN THE ORGANIZATION Sl.no Ideas & opinions 1 2 Yes No Total Respondents 55 45 100 Percentage% 55 45 100

Inference 55 % of respondents inferred that there are adequate resources in the organization, 45 % of respondents inferred that there are adequate resources in the organization. CHART 5.12 RESPONDENTS OPINION ABOUT ADEQUATE RESOURCES IN THE

ORGANIZATION

60

P e r c e n t a g e

50 40 30

Yes20 10 0

No

Adequate resources

TABLE 5.13 RESPONDENTS OPINION ABOUT OPPORTUNITY FOR ADVANCEMENT Sl.no Ideas & opinions 1 2 Yes No Total Respondents 65 35 100 Percentage% 65 35 100

Inference 65 % of respondents inferred that they have an opportunity for advancement in the organization, 35 % of respondents inferred that they dont have an opportunity for advancement in the organization

CHART 5.13 RESPONDENTS OPINION ABOUT OPPORTUNITY FOR ADVANCEMENT

70

P e r c e n t a g e

60 50 40 30 20 10 0

yes No

Opportunity for a dvance me nt

CHAPTER-6ANALYSIS OF EMPLOYEES OPINION REGARDING QUALIFICATION OF EMPLOYEES AND MONETARY BENEFITS GIVEN [USING CHI-SQUARE]

OBSERVED COUNT Table 5.14

Total HSC SSLC below SSLC Qualification EXPECTED COUNT of employees

MonetaryBenefits 52 10 20 22 48 29 11 8 Highly satisfied Table 5.15 satisfied

100 18 49 33 Total

Total HSC SSLC below SSLC Qualification of employees

Monetary benefits 52.0 25.5 17.2 9.4 48.0 23.5 15.8 8.6 Highly satisfied

100.0 18.0 49.0 33.0

satisfied Total

CHI-SQUARE TABLE Table 5.16

O 22 11 20 29 10 8

E 17.2 15.8 25.5 23.5 9.4 8.6

(O-E)2 23.04 23.04 30.25 30.25 0.36 0.36

(O-E)2/E 1.339 1.458 1.186 1.287 0.038 0.041 = 5.349

Null Hypothesis Ho: There is no association between the qualification of employees and monetary benefits given. Inference: Calculated value [O-E] 2/E = 5.349 The tabulated value for 2 degrees freedom at 5% level of significance is 10.6. The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.

ANALYSIS OF EMPLOYEES OPINION REGARDING LEVEL OF WORKLOAD AND SATISFACTION OF SALARY [USING CHI-SQUARE] OBSERVED COUNT Table 5.17 very high Total high low Workload Satisfaction of48 32 10 20 2 68 14 6 68 100 24 8 salary Highly satisfied Total satisfied

EXPECTED COUNT Table 5.18

very high high Workload low Total

Satisfaction of6 2 8 salary 20 48 Highly satisfied 68Total satisfied 10 14 24 32 68 100

CHI-SQUARE TABLE Table 5.19

O 2 6 20 48 10 14

E 2.56 5.44 21.76 46.24 7.68 16.32

(O-E)2 0.314 0.314 3.097 3.097 5.382 5.382

(O-E)2/E 0.122 0.057 0.142 0.066 0.100 0.851 =1.938

Null Hypothesis Ho: There is no association between the workload and satisfaction of salary. Inference: Calculated value [O-E] 2/E = 1.938 The tabulated value for 2 degrees freedom at 5% level of significance is 10.6. The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.

above 8 6-8 Total 3-5 thanyears less years 2 years Years of experience

Level of 21 12 3 4 2 79 30 20 28 1 communication Highly satisfied satisfied

100 33 32 3 Total

ANALYSIS OF EMPLOYEES OPINION REGARDING YEARS OF EXPERIENCE AND LEVEL OF COMMUNICATION WITH THEIR SUPERVISOR [USING CHI-SQUARE]

OBSERVED COUNT Table 5.20

EXPECTED COUNT Table 5.21

CHI-SQUARE TABLE Table 5.22 O 2 1 4 Years of 28 Experience less than 12 2 years 20 3-5 years 3 6-8 years30 above 8 years Total E .6 Level of 2.4 communication 6.7 Highly satisfied 25.3 satisfied .6 2.4 6.7 25.3 6.7 25.3 6.9 6.7 25.3 26.1 6.9 21.0 26.1 79.0 (O-E)2 1.96 1.96 7.29 7.29 28.09 28.09 15.21 15.21 (O-E)2/E 3.266 0.816 1.088 0.288 4.192 1.110 2.204 0.582 = 5.349

Total 3.0 32.0 32.0 33.0 100.0

Alternate Hypothesis H1: There is an association between years of experience and level of communication with

their supervisor. Inference: Calculated value [O-E] 2/E = 13.546 The tabulated value for degrees freedom at 5% level of significance is 12.8 The calculated value is lesser than tabulated value. Therefore hypothesis is rejected.

FINDINGS OF THE STUDY Most of the employees inferred that they are satisfied with the salary given to them. A majority of the employees suggested that there is a great connection between their performance and the payment given by the organisation, Most of the employees said that the workload given by the organisation is high. Many of them suggested that there is an opportunity for advancement in their organisation. Most of the employees inferred that the level of communication with their supervisor is satisfied. A majority of the employees inferred that their job is more secured. A majority of the respondents suggested that they receive useful and constructive

feedback from their superior. A majority of the employees inferred that their organisation gives adequate feedback about their performance. Most of the employees inferred that their organisation encourages teamwork and their relationship with their peers is also satisfied. A majority of the employees inferred that they get adequate training from their organisation. Most of the employees are suggested that they are satisfied with the work environment. Most of the employees are suggested that they receive adequate resources from their organization. A majority of the employees inferred that their ideas and opinions are not taken into consideration.

SUGGESTIONS AND RECOMMENDATIONS

1. Some of the employees feel that they are highly stressed because of the heavy work load. So, they can give regular interval during the work. 2. From the study it was found that, few of the employees felt that there is no sufficient materials available to do their job. So, they can allocate sufficient resources to do their job in a better way. 3. Few of the employees felt that their ideas and opinions are not taken into consideration. So, they can give priority to their ideas.

CHAPTER-7 CONCLUSIONThe project was helpful to study the employees job satisfaction in emami limited. This study would be helpful to understand how employees would perceive about the available facilities towards job satisfaction. From the study it was found that most of the employees were satisfied with their work environment. The employees felt that their direct supervisor was helpful to perform their job in a better way. The interpersonal relationships between the employees were healthy.

CHAPTER -8

LIMITATIONS OF THE STUDYDue to time constraint elaborate study was not made. Only certain factors are considered in this study to measure the job satisfaction level of the employees.

SCOPE FOR FURTHER STUDY1. The project was developed on the basis of employees job satisfaction. 2. It will be helpful to find out the factor which encourages the employee to work with high involvement. 3. It will be helpful for the company to find out the job satisfaction level of their employees and in turn help to create a favour job environment for the employee to increase the productivity of the company.

ANNEXURE-1 A STUDY ON JOB SATISFACTION IN EMAMI LIMITED

1. Name 2. Designation 3. Age 4. Marital status 5. Years of experience years

: : : a) 18-25 b) 26-35 c) 36-45 : a) Married b) Unmarried : a) Less than 2 years b) 3-5 years c) 6-8 years d)Above 8 d) above 45

6. Qualification

: a) Below SSLC b) SSLC c) HSC d) UG e) PG

7. Indicate the level of satisfaction for salary given to you a) Highly satisfied b) Satisfied c) Highly dissatisfied d) Dissatisfied 8. Identify the level of satisfaction for monetary benefits given to you a) Highly satisfied b) Satisfied c) Highly dissatisfied d) Dissatisfied 9. Is there any connection between pay and performance? a) Yes b) No 10. The level of workload a) Very high b) High c) very low d) Low 11. Is there any opportunity for advancement? a) Yes b) No 12. What is the level of communication with your supervisor? a) Highly satisfied b) Satisfied c) Highly dissatisfied d) Dissatisfied 13. Is your job secured? a) Yes b) No 14. Do you receive useful and constructive feedback from your superior? a) Yes b) No 15. Does your organization give adequate feedback about your performance? a) Yes b) No 16. Does your organization encourage teamwork? a) Yes b) No 17. Are you encouraged to learn from your mistakes? a) Yes b) No 18. Are you able to satisfy both your job and family responsibilities? a) Yes b) No 19. The level of relationship with your peers? a) Highly satisfied b) Satisfied c) Highly dissatisfied d) Dissatisfied 20. Do you have the resources that are needed to do your job well? a) Yes b) No 21. Do you have adequate opportunity for your career development in your Organization?

a) Yes

b) No

22. Do you receive adequate training that are needed to do your job well? a) Yes b) No 23. Do you have mentor at work? a) Yes b) No 24. Are you satisfied with the work environment in your organization? a) Yes b) No 25. Do you receive appropriate recognition for your contribution? a) Yes b) No 26. Is your ideas and opinions are taken into consideration? a) Yes b) No

ANNEXURE 2

BibliographyBooks Referred 1.Kothari C.R. Research methodology, published by Tata Mc Graw-Hill. 2. K. Aswathappa, Human Resource and Personnel Management Edition 1.

Sites Visited 1.www.emami.com. 2.www.citehr.com