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RIJS Volume 4, Issue 4 (April, 2015) ISSN: 2250 – 3994
Journal of Radix International Educational and Research Consortium
1 | P a g e www.rierc.org
EMPLOYEE JOB SATISFACTION IN FMCG SECTOR OF UTTARAKHAND
MRS. PRATIBHA PANT DR. H. K. PANT
Assistant Professor Assistant Professor
Department of Management Studies Department of Management Studies
Kumaun University Campus Bhimtal (Nainital) Kumaun University Campus Bhimtal (Nainital)
PROF. P. C. KAVIDAYAL DR. AMIT JOSHI
Head & Dean Associate Professor
Department of Management Studies Department of Management Studies
Kumaun University Campus Bhimtal (Nainital) Kumaun University Campus Bhimtal (Nainital)
ABSTRACT
This study is restricted to employee’s job satisfaction on FMCG sector in Uttarakhand. The main objective
of the study is to identify the employee’s job satisfaction among different categories in the selected
organizations of FMCG in Udham Singh Nagar district of Uttarakhand. Data was collected from 25
managers, 35 supervisors & 40 workers. Results show no significant difference among the status of
managers, supervisors and workers with regard to job satisfaction. However, high satisfaction among
managers results due to factors like sense of achievement, interest in job, visible results, interpersonal
results and salary. Supervisors & workers job satisfaction is positively influenced by factors like
responsibility, technical supervision, nature of work, salary etc.
INTRODUCTION
Uttarakhand comprises of two divisions Kumaun and Garhwal region. If we talk about State Infrastructure
Development Corporation of Uttarakhand Ltd (SIDCUL). One is developed in Kumaun region especially in
district of Udham Singh Nagar and another is developed in garhwal region specially spread in Haridwar and
A Journal of Radix International Educational and
Research Consortium
RIJS
RADIX INTERNATIONAL JOURNAL OF
RESEARCH IN SOCIAL SCIENCE
RIJS Volume 4, Issue 4 (April, 2015) ISSN: 2250 – 3994
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Dehradun districts. For proposed study only one SIDCUL situated in Udham Singh Nagar of Uttarakhand is
taken.
Udham Singh Nagar district, the biggest of Uttarakhand state is situated in North of the state at tarai area
of the state. This district is prosperous in terms of agriculture and industrial development. Earlier
government of India had emphasized its attention on this district for the development of agriculture based
industries and other industries. The industries like century pulp and paper ltd. Pepsi co. holdings (India) ltd.
Mahindra & Mahindra ltd., Shri Ram Honda India ltd., Philips India ltd., had established before 2000. The
government of newly formed state of Uttarakhand has formed an SIDCUL to govern, promote and attract
industrialists in the state. These industries are categories as newly established industries.
There are many industries based on IT sector, FMCG sector, Automobile sector and pharmaceutical sector
running successful & earning high profit and contributing in making economy strong.s
The term job satisfaction came into vogue when Hoppock (1935) published his classic work ‘Job
Satisfaction’. He defined job satisfaction as ‘any combination of psychological, psychological, and
environment circumstances that cause a person truthfully to say, I am satisfied with my job’. Milton Blum
(1949) later on has pointed out that job satisfaction is the result of various attitudes the employee holds
toward his job, toward related factors, and toward life in general. We say that job satisfaction is an
attitude which results from a balancing and summation of many specific likes and dislikes experienced in
connection with the job.
In job satisfaction, four parameters are involved: (i) The person’s needs, values and character traits, (ii) The
person’s education, training, skill, experience etc. that determine his contribution to the job, (iii) Rewards
the employer gives to him, (iv) Rewards given to other employees in this and other similar organizations.
Different combinations of these factors account for satisfaction-dissatisfaction of employees.
There are many theories of job satisfaction but each of these base their theory on a combination of a few
only of the above four parameters. Thus each theory embodies a partial truth and none covers the entire
spectrum of satisfaction-dissatisfaction.
From the practical point of view, the factors involved in job satisfaction can be classified in two: (i) Factors
which generate a negative feeling of dissatisfaction in the person; (ii) Factors which lead to positive feeling
of satisfaction. The fixed annual increment in salary is an example of the former; if not granted,
dissatisfaction results; when given, it is forgotten and no increase in satisfaction follows. Incentive
payment based on individual productivity, on the other hand, satisfies. Job security again acts as
dissatisfiers. It is understood that classification of factors as satisfiers and dissatisfiers depends on the
person, the organization and the socio-economic- technological environment of the particular society and
is not universal. What is true for America is not necessarily true for India.
Job satisfaction is closely related to the gratification of needs. It is composed of effective, cognitive and
behavioural elements. These elements vary in their intensity and consistency from one individual to
another. Thus, job satisfaction is the satisfaction is the satisfaction derived from any pursuit directed by
the process of the fulfillment of the needs. It is the favourableness or unfavourableness with which
RIJS Volume 4, Issue 4 (April, 2015) ISSN: 2250 – 3994
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employees view their work. It results from specific attitudes of employees in three areas viz., specific job
factors, individual adjustment on the job and group relationship.
Job satisfaction may refer either to a person or a group. It results from the best fit among job
requirements, wants and expectations of an employee. It is used to express the extent of match between
the employees’ expectations of the job and the rewards that the job providers.
REVIEW OF LITERATURE
A study was conducted by Kaloli Sen on the topic “Relationship between Job Satisfaction & Job Stress
Amongst Teachers & Managers”. A survey was conducted from 31 teachers and 34 managers in the NCR
region. Results show no significant differences in job stress and job satisfaction of teachers and managers.
However teachers experience low job satisfaction and they face Job stress while in case of managers the
two do not seem to be associate.
Another study was conducted by Chandraiah (2003) on the topic “The effect of occupational stress on job
satisfaction among 105 managers of different age groups” and found a positive relationship between role
stress and job satisfaction amongst older managers.
A study was conducted by Shailendra Singh (1988)”To diagnose the dimensions of organizational climate
which produce frustrations among executives”. 50 junior and middle level executives from 7 private and
public sector work organizations of north India. He found that out of 14 dimensions of organizational
climate 9 were significantly related with frustration. These dimensions were respectively as formalization,
autonomy, pressure for performance, centralization, non-participative climate, formalized cross checking,
inadequate welfare, concern and lack of growth orientation. Decentralized decision making and
interpersonal help emerged as negative correlates of frustration.
“A study on Motivation and Organizational climate” was conducted by Litwin, G and Stringer, R. They
considered 19 college educated females working in service department of a public utility. They found that
women were dissatisfied in service performance. However this study was unable to depict which
parameters they considered for motivation and organizational climate.
A study on “Investigating the Motivation of Retail Managers at a Retail Organization in the Western Cape”
conducted by Carr, G.G (2005) and found that retail managers are most likely to be motivated due to their
working conditions, personal and general dimensions and least motivated by the remuneration they
receive and promotion opportunities. However dimensions of working conditions are not taken into
account.
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OBJECTIVE & RESEARCH METHODOLOGY
The main objective of the study is to identify the employee’s job satisfaction among different categories in
the selected organizations of FMCG in Udham Singh Nagar district of Uttarakhand. The study is restricted
only to four organizations like Nestle, Dabur, Besleri & HUL of FMCG. Managers, Supervisors and workers
of these organizations are taken as the samples. Purposive sampling would be used to select the required
sample. However, the total number of managers, supervisors and workers from all the selected
organizations is 100. Out of 100 respondents 25 are managers, 35 respondents are supervisors and 40 are
workers.
Table- 1.1
Selected
Organization
Managers Supervisors Workers Total
Nestle 6 9 10 25
Bisleri 6 9 10 25
Dabur 6 9 10 25
HUL 7 8 10 25
Total 25 35 40 100
SCOPE OF THE STUDY
The study of job satisfaction can be attempted from various dimensions. The present study makes a
modest attempt to examine the issue in terms of selected dimensions. Further, in depth analysis is
confined to managers, supervisors and workers categories of employees only.
SOURCES OF DATA
The study is based mainly on primary data which is collected from managers (both senior & junior),
supervisors and workers of FMCG Sector.
METHODOLOGY
The methodology adopted in collecting the data, selection of the sample, analysis of data and
interpretation of data is presented below:
TECHNIQUES OF DATA COLLECTION
For the purpose of collecting primary data from the managers, supervisors & workers of SIDCUL region of
Udham Singh Nagar, the questionnaire based on LEA (Long Employee Attitude Scale) developed by Dr. H.C.
RIJS Volume 4, Issue 4 (April, 2015) ISSN: 2250 – 3994
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Ganguli consisting of all the 26 items relating to job satisfaction have been used. 26 items of LEA scale are
related to nature of work, income, security, supervision, colleagues, promotional & training opportunities,
welfare activities, union management relation, companies policy etc. Apart from questionnaire method,
group discussion, observation techniques have been adopted to elicit adequate information from the
respondents.
SAMPLE DESIGN
For the purpose of selecting the sample for managers, supervisors & workers in selected organizations
purposive sampling technique has been adopted. The sample respondents are selected from three
categories i.e., managers, supervisors &workers. For this purposive a list of managers, supervisors &
workers of selected organizations was obtained. The sample size for the study is 100
One of the widely used approaches to measure the overall job satisfaction of managers and supervisors is
by identifying the number of satisfied and dissatisfied managers, supervisors &workers in the selected
FMCG organizations situated in Udham Singh Nagar district of Uttarakhand. 26 job related factors have
been identified (as per the employee attitude scale given by Dr. H.C. Ganguli). These factors are:
(i) Achievement
(ii) Nature of work
(iii) Interest in job
(iv) Visible result
(v) Salary
(vi) Job security
(vii) Responsibility
(viii) Recruitment policy
(ix) Self-respect
(x) Work environment
(xi) Sense of belongingness
(xii)Performance
(xiii) Prestige attached to the job
(xiv) Recognition
(xv)Work group
(xvi) Opportunity for advancement
(xvii) Authority and power
(xviii) Company policy and administration
(xix) Technical supervision
(xx) Personal life
(xxi) Training & Education
(xxii) Freedom of expression
(xxiii) Association
(xxiv) Personal benefit
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(xxv) Betterment
(xxvi) Interpersonal relationship
In order to measure job satisfaction, the responses for each statement have been obtained on a five point
Likert- scale with ratings
(i) Highly satisfied (SS)
(ii) Satisfied (S)
(iii) Middling or average (M)
(iv) Dissatisfied (D)
(v) Highly dissatisfied (DD)
TABLE-1.2
LIMITATION OF THE STUDY
(i) The job satisfaction is complex behavioural aspect which can be examined from various angles. The
study examines these aspects from selected dimensions only.
(ii) In the process of obtaining the views relating to various statements, it is found that certain
statements were not understood by respondents. In such cases, sufficient explanation is given to
understand the meaning of the statement. However, adequate care is taken to see that opinions
are not imposed on the respondents.
(iii) The data for the present study is collected from the managers, supervisors & workers only. Trade
unions, middle level and top level executives are not included in the analysis. Therefore, the study
reflects the views of selected categories of organization members only.
(iv) Though the study aims at examining job satisfaction of selected organizations of SIDCUL region of
Udham Sing Nagar of Uttarakhand, the in depth analysis is restricted to selected units only.
Positive Statements Weights Negative
Statements
Weights
Highly satisfied 5 Highly satisfied
1
Satisfied
4 Satisfied
2
Middling
3 Middling
3
Dissatisfied
2 Dissatisfied
4
Highly dissatisfied 1 Highly dissatisfied 5
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(v) The analysis on job satisfaction is carried out only on the basis of identified factors/dimensions only
given by Mr. H.C. Ganguly. However, it is possible that there may be other factors which might not
have been included in these statements.
Analysis & Discussion Distribution of managers, supervisors and workers of FMCG among different
satisfaction categories:
TABLE-1.3
Category class
intervals
Managers
(Number)
(Percentage)
Supervisors
(Number)
(Percentage)
Workers
(Number)
(Percentage)
Highly
dissatisfied
(15 and less)
2 8 7 20 6 15
Dissatisfied
(16-30)
5 20 7 20 8 20
Middling (31-
50)
1 4 _ _ 2 5
Satisfied (51-
65)
10 40 14 40 16 40
Highly
Satisfied (66
and above)
7 28 7 20 8 20
Total 25 35 40
The table reveals that 40% of the managers are satisfied and 28% are highly satisfied. Together the
percentage of satisfied and highly satisfied managers comes to 68%. Only 28% managers are found to be
either dissatisfied or highly dissatisfied. One manager (4%) was found to be indifferent.
With regard to supervisors and workers 40%respondents are satisfied category and 20% in highly satisfied
category. Together, the number of percentage of satisfied and highly satisfied supervisors and workers is
found to be 60%. Remaining 40% supervisors belong to dissatisfied and highly dissatisfied category. On the
whole 60% supervisors and workers have expressed satisfaction with their jobs and remaining 40% have
expressed dissatisfaction. Remaining 40% workers, in which 35% workers belong to dissatisfied and highly
dissatisfied category, rest 5% of workers were found to be indifferent.
Table 1.4
Distribution of Satisfied and Dissatisfied Managers, Supervisors & Workers In Fmcg Sector In Udham
Singh Nagar District Of Uttarakhand
Category No. of Managers No. of Supervisors No. of
Workers
Total
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Satisfied 17 21 24 62
Percentage 68% 60% 60%
Dissatisfied 8 14 16 38
Percentage 32% 40% 40%
Total 25 35 40 100
The table reveals that the percentage of managers in the satisfied category is 68% as against the
percentage of satisfied supervisors of 60% &percentage of satisfied workers is also 60%. Thus, there
seems to be a relationship between job satisfaction and status of the employees. However, to prove
further statistically, chi-square test has been applied with the hypothesis that there is no relationship
between the job satisfaction and the status of the employees.
The results are shown as under:
Degrees of freedom: (r-1) (c-1) = (2-1) (2-1) =1
Observed value (X²) = 0.51
Expected value at 1% level = 6.635
Expected value at 5% level =3.846
Since the observed value is less than expected value at 1 % level and 5 % level the above hypothesis should
be accepted. Therefore, it can be concluded that job satisfaction does not vary according to status of
managers, supervisors &workers in FMCG sector in Udham Singh Nagar district of Uttarakhand.
IDENTIFICATION OF HIGH AND LOW JOB SATISFACTION FACTORS:
An important dimension used in the analysis of job satisfaction is to identify high and low job satisfaction
factors among various categories of employees. Such analysis will help the managers to take necessary
steps to reduce employee dissatisfaction relating to low job satisfaction factors. For this purpose, an
attempt is made to identify high and low job satisfaction factors among managers, supervisors & workers
of selected organization. In order to identify high or low job satisfaction factors, the score values obtained
for each factor in respect of each category of respondents in FMCG sector has been calculated. These
calculated score values of 26 job factors have been arranged in descending order to indicate the intensity
of satisfaction in terms of each factor. High and low job satisfaction factors are identified on the basis of
these scores.
Job satisfaction factors in FMCG
With a view to identify the high and low job satisfaction factors in FMCG, a separate analysis is made for
the managers, supervisors & workers, which are presented below:
Managers
In order to identify high and low job satisfaction factors, the job satisfaction scores obtained for managers
of FMCG for each job factor are arranged in descending order and shown in the table:
RIJS Volume 4, Issue 4 (April, 2015) ISSN: 2250 – 3994
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SCORE VALUES OF JOB SATISFACTION FACTORS OF MANAGERS IN FMCG
TABLE-1.5
Sl. No. Name of the Job Factor Score Value
1 Achievement 100
2 Nature of Work 96
3 Interest in Job 94
4 Interpersonal Relationship 91
5 Visible Results 84
6 Salary 82
7 Responsibility 82
8 Job Security 82
9 Recruitment Policy 80
10 Self-Respect 78
11 Work Environment 76
12 Sense of Belongingness 76
13 Performance 76
14 Prestige attached to the job 76
15 Recognition 76
16 Work Group 72
17 Opportunity for Advancement 70
18 Authority & Power 68
19 Company Policy &
Administration
60
20 Personal Life 60
21 Training & Education 60
22 Association 58
23 Freedom of Expression 58
24 Personal Benefits 56
25 Technical Supervision 56
26 Non –Medical Benefits 54
From these job factors, the high and low job satisfaction factors are identified on the basis of average
score values.
The average score value for 25 sample managers for 26 factors is calculated as mentioned below:
Average score value for each job factor=1+2+3+4+5÷5 =3
The values 1,2,3,4,5 indicate the weights assigned for rating highly dissatisfied, dissatisfied, middling,
satisfied and highly satisfied.
The average score for 25 respondents=3×25=75
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On the basis of this average score, the job factors have been classified into the following two categories:
1- High satisfaction job factors if score values above the average (75)
2- Low satisfaction job factors if score values below the average (75)
3- High satisfaction score = high satisfaction score value for each job factor× number of sample
managers= 5×25=125
THE SCORES OF HIGH SATISFACTION JOB FACTORS OF MANAGERS IN FMCG
TABLE-1.6
Sl. No. Name of the Job
Factor
Score Deviation
From Average
Satisfaction Score
Deviation form
(75)
Maximum
Satisfaction
Score (125)
1 Achievement 100 +25 -25
2 Nature of Work 96 +21 -29
3 Interest in Job 94 +19 -31
4 Interpersonal
Relationship
91 +16 -34
5 Visible Results 84 +9 -41
6 Salary 82 +7 -43
7 Responsibility 82 +7 -43
8 Job Security 82 +7 -43
9 Recruitment Policy 80 +5 -45
10 Self-Respect 78 +3 -47
11 Work Environment 76 +1 -47
12 Sense of
Belongingness
76 +1 -47
13 Performance 76 +1 -47
14 Prestige attached to
the job
76 +1 -47
15 Recognition 76 +1 -47
(a) HIGH SATISFACTION JOB FACTORS
The high satisfaction job factors for mangers of FMCG are presented below:
As shown in the table, the score of high satisfaction job factors range between 54 to 75. The highly
satisfied job factors among managers in FMCG are identified as achievement (100), nature of work (96),
interest in job, (94), visible results (85), salary (82), job security (82), responsibility (80), recruitment policy
RIJS Volume 4, Issue 4 (April, 2015) ISSN: 2250 – 3994
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(80), self-respect (78), work environment (76), sense of belongingness (76), performance (76), prestige
attached to the job (76), recognition (76).
LOW SATISFACTION JOB FACTORS
Having analyzed the high satisfaction job factors, it is now proposed to identify and examine the
dissatisfied job factors. For this purpose job factors with less than average score values (75) have been
taken. These job factors have been arranged in ascending order in the table given below:
Scores of Low Satisfaction Job Factors of managers in FMCG
TABLE-1.7
Sl. No. Job Factor Scores Deviation from
Average
Satisfaction
Score (75)
Deviation From
Maximum
Satisfaction
Score (125)
16 Work Group 72 -3 -53
17 Opportunity for
Advancement
70 -5 -55
18 Authority & Power 68 -7 -57
19 Company Policy &
Administration
60 -15 -65
20 Personal Life 60 -15 -65
21 Training & Education 60 -15 -65
22 Association 58 -17 -67
23 Freedom of Expression 58 -17 -67
24 Personal Benefits 56 -19 -69
25 Technical Supervision 56 -19 -69
26 Non –Medical Benefits 54 -21 -71
It can be observed from the table that score values for dissatisfied job factors range between 54 to 72.
The analysis reveals that managerial cadre of FMCG are highly dissatisfied with aspects like work group,
opportunity for advancement, authority and power, company policy & administration, personal life,
training and education, association, freedom of expression, personal benefits, technical supervision and
non-medical benefits. The more important aspect is about imparting required training and development
programmes which would promote professionalism among the managerial cadre of FMCG.
SUPERVISORS
For the sample supervisors (35) of FMCG, the average scores and high satisfaction scores for selected job
factors are compared as follows:
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1- Average satisfaction score =average score value on each job factor× Number of samples supervisors
3×35=105
2- High satisfaction score= High satisfaction score value for each job factor× Number of sample Supervisor
5×35=175
On this basis, the job factors with above 105 score (above average) are grouped as high satisfaction factors
and below 105 scores (below average) are grouped as low satisfaction factors.
HIGH SATISFACTION JOB FACTORS
It can be observed from the table that the score values of high satisfaction factors of supervisors in FMCG
range between +1 to +18
TABLE-1.8
Sl. No. Job Factor Scores Deviation from
Average
satisfaction score
(105)
Deviation from
maximum
satisfaction
score(175)
1 Responsibility 123 +18 +52
2 Nature of Work 118 +13 +57
3 Achievement 115 +10 +60
4 Interest in Job 112 +7 +63
5 Interpersonal
Relationship
110 +5 +65
6 Job- Security 110 +5 +65
7 Visible Results 108 +3 +67
8 Salary 106 +1 +69
9 Prestige Attached
to the Job
106 +1 +69
10 Work Group 106 +1 +69
The analysis reveals that supervisors are satisfied with responsibility given to them in performing their
duties. It also indicates that they are satisfied with the nature of work performed. Table also reveals that
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achievement, interest in job, interpersonal relationship, job security, visible results, salary, and prestige
attached to the job and work group are other indicators influencing the satisfaction level of the supervisor
LOW SATISFACTION JOB FACTORS
TABLE-1.9
Job Factors Scores Deviations From
Average
Satisfaction
Scores(105)
Deviation From
Maximum
Satisfaction
Score(175)
1 Working
Environment
93 -12 -82
2 Personal Life 78 -27 -97
3 Sense of
Belongingness
67 -38 -108
4 Performance
Appraisal
64 -41 -111
5 Recognition 63 -42 -112
6
Nature of Work 62 -43 -113
7 Prestige attached
to Job
56 -49 -119
8 Opportunity for
Advancement
53 -52 -122
9 Freedom of
Expression
50 -55 -125
10 Company Policy &
Administration
48 -57 -127
11 Associations 47 -58 -128
12 Self- Respect 45 -60 -130
13 Inter-personal
Relationship
44 -61 -131
14 Authority &Power 43 -62 -132
15 Training &
Education
42 -63 -133
The table reveals that the score value of low satisfaction job factors of supervisors range between 42 and
93. The supervisors in FMCG have expressed high dissatisfaction on training & Education , Authority &
power, interpersonal relationship , self –respect, associations, company policy & administration, freedom
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of expression, opportunity for advancement, prestige attached to the job, nature of work, recognition,
performance appraisal, sense of belongingness, personal life and work environment.
The management of FMCG has to focus its attention on these dissatisfied job factors in order to create
more satisfaction among the supervisors in FMCG.
Workers
For the sample workers (40) of FMCG, the average scores and high satisfaction scores for selected job
factors are computed as follows:
1- Average satisfaction score= average score value on each job factor × number of samples supervisors
Or 3×40=120
2. High satisfaction score= high satisfaction score value for each job factor× number of sample supervisors
Or 5×40=200
HIGH SATISFACTION JOB FACTORS
TABLE-1.10
Sl. No. Job Factor Scores Deviation from
Average
satisfaction score
(120)
Deviation from
maximum
satisfaction
score(200)
1 Responsibility 160 +40 +40
2 Work Group 158 +38 +42
3 Technical
Supervision
155 +35 +45
4 Salary 150 +30 +50
5 Achievement 145 +25 +55
6 Visible Results 140 +20 +60
7 Personal Benefits 135 +15 +65
8 Interest in Job 130 +10 +70
9 Job- Security 120 +0 +80
10 Recruitment Policy 120 +0 +69
An observation of the data shown in the table reveals that the score value of workers in FMCG range
between120 to160. The job factor ‘responsibility’ is perceived by the workers as high satisfaction factor. It
is followed by work group, technical supervision, salary, achievement, visible results and personal benefits,
interest in job, job security and recruitment policy.
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LOW SATISFACTION JOB FACTORS
TABLE-1.11
Job Factors Scores Deviations From
Average
Satisfaction
Scores(120)
Deviation From
Maximum
Satisfaction
Score(200)
1 Working
Environment
108 -12 -92
2 Personal Life 85 -35 -115
3 Sense of
Belongingness
80 -40 -120
4 Performance
Appraisal
80 -40 -120
5 Recognition 80 -40 -120
6
Nature of Work 75 -45 -125
7 Prestige attached
to Job
75 -45 -125
8 Opportunity for
Advancement
75 -45 -125
9 Freedom of
Expression
70 -50
-130
10 Company Policy &
Administration
68 -52 -132
11 Associations 65 -55 -135
12 Self- Respect 60 -60 -140
13 Inter-personal
Relationship
60 -60 -140
14 Authority &Power 55 -65 -145
15 Training &
Education
55 -65 -145
The data shown in the table reveals that the score value of low satisfaction job factors of workers range
between 55 and 108. The workers in FMCG have expressed high dissatisfaction on training & education,
authority & power, interpersonal relationship, self-respect, associations, company policy & administration,
freedom of expression, opportunity for advancement, prestige attached to the job, nature of work,
recognition , performance appraisal, sense of belongingness, personal life and working environment.
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CONCLUSION & SUGGESTIONS
The analysis is made on the basis of number of satisfied and dissatisfied members. Regarding the number
of satisfied and dissatisfied members, it is found that 68% managers, 60 % supervisors and 60% workers
possessing job satisfaction.
Regarding the factors contributing the job satisfaction, it is found that high satisfaction among managers
results due to factors like sense of achievement, interest in job, visible results, interpersonal results and
salary. However, supervisors & workers job satisfaction is influenced by factors like responsibility, technical
supervision, nature of work, salary etc.
Following suggestions are made to improve job satisfaction among the employee’s of FMCG.
(1) The behavioural aspects like recognition, job prestige, sense of belongingness and work environment
should be improved among managers. In addition, performance appraisal system and promotional
system should be improved.
(2) In order to improve job satisfaction of supervisors and workers, the management should pay more
attention to aspects like training, work environment, performance appraisal methods, relations with
associations, recruitment policy etc.
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