1
Job Satisfaction in Manufacturing Industry
A report submitted towards the partial fulfillment of full Time course in Post Graduate Diploma in Business Management
Submitted to :- Mr. Karan Nagrani1 Submitted by – Aslesha Shukla (HR Executive) Session – 2010 – 2012
Banshi College of EducationBANSHI GROUP OF INSTITUTIONS. Bithoor, Kanpur- 209 201 (U.P.). Ph. No. 0512-3200638, 2790156. E-mail: [email protected] 2
ACKNOWLEDGEMENT
We express our sincere gratitude to Mr. Karan Nagrani(HR Executive) for giving us the opportunity to undergo this project. We further thank him for lending a helping hand when it came to solving our problem related to the project. This project would not have been possible without his valuable time and support.
We also thank Bansi Group of institutions for an opportunity to undertake a soft skill project at this crucial time in our life in MBA which helped us to understand the topics deeply which were untouched before.
Any suggestions to improve are always welcomed.
Aslesha Shukla 3
Executive Summary
This is based on our research work on Detergents industry, being FMCG, it made us go to employee and interact to find out the satisfactions behavior in the organization. Our objectives were to find out what are the main features employee satisfaction in detergents industry , To gather the data we used the questionnaires method. This data was fed in a data analysis tool SPSS. With the help of which we analysed and interpreted the data gathered, pertaining the jobs satisfactions. Along with questionnaires, we also used Internet to find out about the detergent industry and the various brands available.
There are more than 10 brands available in the Indian market, but we have chosen 6 major brands. The Indian laundry market is Rs 5000 crore, with HUL enjoying highest 38% of share, followed by others like P&G, Nirma, Ghari etc. Detergent bar comprises of 43% of market share and powder enjoying the rest 57%. The brands which we tapped are Nirma, Ariel, Surf, Tide, Wheel, Surf Excel and leaving others as option. Competition in this market is really high with HUL, P&G, Ghari etc strategizing and innovating to capture the market.
The research design used in our research was descriptive incorporating knowledge from secondary information analysis, qualitative research, methodology selection, question measurement & scale selection, questionnaire design and sample design to be used. And simple random sampling was done. Target employee were mainly works, . The age group was not defined. Area where research is done is UP, because of the convenience factor. Marjory Quantitative Techniques like frequency distribution and cross tabulation to make interpretations 4
CHAPTER - I
COMPANY PROFILE
Rohit Surfactants Private Limited (RSPL)
Rohit Surfactants Private Limited, a flagship company of RSPL Group, owner of Trademark “GHARI”, was incorporated on 22nd June 1988 with the name Shri Mahadoe Soap Industries Private Limited and the name was changed to its present name with effect from 17th June 2005.
The group has under gone another major restructuring in the year 2008. The said restructuring has enabled the group to consolidate the detergent and leather business, alongwith all related brands into one single entity and separating the real estate business into another entity.
Historical Background:
Late Dayal Das with his sons Shri Murli Dhar Ji and Shri Bimal Kumar Ji initiated the group as a small family business. It is said that knowledge and expertise comes from experience. It was their efforts and dedication that laid the foundation on which the empire of RSPL group has been build up within a span of three decades.
Group comprises of companies mentioned under:-
1) Rohit Surfactants Private Limited -Company does the manufacturing and marketing of detergents, toilet soaps, leather & footwear, wind energy and other FMCG products.
2) Nimmi Build Tech Private Limited (formerly known as Poonam Developers & Infrastructure India Private Limited) - This company is involved in the business of construction and real estate. 5
3) Namaste India Foods Private Limited – This is the latest venture of the group into the dairy business. The Company has set up number of milk collection centers at Shivrajpur, Kanpur for collection of milk from villagers.
All the Companies are under the supervision and control of the single management thereby making its recognition as the “RSPL GROUP”.
Company overview by Business Standard (13 th August 2010)
Kanpur-based detergent firm, Rohit Surfactants Private Limited (RSPL) which owns the flagship brand, Ghari, is all set to reinforce its FMCG presence by foraying into Rs 85,000 crore homecare segment from its present interest in cluttered washing soap section.
The company has commenced production at its new manufacturing facility in Haridwar with a production capacity of 123 tonnes/day to meet its requirements in the new fragment. The plant will manufacture homecare and cosmetic products market with a range of shampoos, facial and shaving creams, toilet cleaners, floor cleaners, hair oil etc.
According to group corporate affairs president, S K Bajpai, the detergent and fabric wash segment in the country is characterised by low per capita consumption, especially in the rural markets. “To further enhance our portfolio and market penetration, we will have a slew of homecare consumer products including low-cost options for consumers,” Bajpai told Business Standard.
He said that the launch initiative was buoyed by the fact that the group had outdone all its local competitors in the markets of Uttar Pradesh excluding the National Capital Region (NCR). “We already have a strong dealer and marketing network across the country and are among the leading groups in the north Indian market, which will be a great advantage for us,” said Bajpai. 6
When asked about the stiff competition from other market biggies like Marico and Cavincare, Bajpai said the company would continue to invest in the traditional mom-and- pop stores but sharing shelf space with bigger brands would provide an easy avenue of cannibalising into others’ share.
“Modern trade has helped us in sharing shelf space with bigger brands and beat them in securing place in the consumer’s basket. We have strong brand presence in our niche markets where we will target our consumers initially,” he said. He said the decision to foray into broader FMCG space was taken last year after due market research conducted by reputed consultants.
“Contrary to popular notion, the reports reflected a lack of cost-effective options in homecare segment for consumers in interior U P and parts of M P and Bihar. We have decided to launch our entry from these markets as we also have advantage of strong dealer network and brand presence here,” he added.
Asked if the company was planning to introduce more products in the segment, he said it would first look at increasing market share of the existing products before planning additional products.
“In this category, establishing a brand is a pricey proposition. One has to spend money on mass advertising and image building. Establishing a brand well is as important as pricing in this segment,” he added.
He, however, added that R&D efforts were on to improve formulation and the relaunch of the new versions might take place in the next six months or so. 7
The company has four prevailing detergent brands — Ghari powder and cakes, Xpert- the dishwasher, MR2- the premium category detergent powder and Venus toilet soaps.
The group has recently relaunched its existing toilet soap brand, Venus backed with an aggressive marketing and advertising campaign apart from attractive sops to distributors.
The soap will now be available in three variants targeting the middle class users, which form the lion’s share of the company’s consumers. 8
CHAPTER – II
INDUSTRY PROFILE
Detergent is a material intended to assist cleaning. The term is sometimes used to differentiate between soap and other surfactants used for cleaning. As an adjective pertaining to a substance, it (or "detersive") means "cleaning" or "having cleaning properties"; "detergency" indicates presence or degree of cleaning property.
The term detergent by itself is sometimes used to refer specifically to clothing detergent, as opposed to hand soap or other types of cleaning agents.
Plain water, if used for cleaning, is a detergent. Probably the most widely used detergents other than water are soaps or mixtures composed chiefly of soaps. However, not all soaps have significant detergency and, although the words "detergent" and "soap" are sometimes used interchangeably, not every detergent is a soap. The term detergent is sometimes used to refer to any surfactant, even when it is not used for cleaning. This terminology should be avoided as long as the term surfactant itself is available.
Component
Detergents, especially those made for use with water, often include different components such as:
• Surfactants to 'cut' (Emulsify) grease and to wet surfaces • Abrasive to scour • Substances to modify pH or to affect performance or stability of other ingredients, acids for descaling or caustics to break down organic compounds • Water softeners to counteract the effect of "hardness" ions on other ingredients • oxidants (oxidizers) for bleaching, disinfection, and breaking down organic compounds • Non-surfactant materials that keep dirt in suspension • Enzymes to digest proteins, fats, or carbohydrates in stains or to modifyfabric feel • Ingredients that modify the foaming properties of the cleaning surfactants, to either stabilize or counteract foam • Ingredients to increase or decrease the viscosity of the solution, or to keep other ingredients in solution, in a detergent supplied as a water solution or gel 9
• Ingredients that affect aesthetic properties of the item to be cleaned, or of the detergent itself before or during use, such as optical brighteners, fabric softeners, colors, perfumes, etc. • Ingredients such as corrosion inhibitors to counteract damage to equipment with which the detergent is used • Ingredients to reduce harm or produce benefits to skin, when the detergent is used by bare hand on inanimate objects or used to clean skin • Preservatives to prevent spoilage of other ingredients Sometimes materials more complicated than mere mixtures of compounds are said to be detergent. For instance, certain foods such as celery are said to be detergent or detersive to teeth. Types
There are several factors that dictate what compositions of detergent should be used, including the material to be cleaned, the apparatus to be used, and tolerance for and type of dirt. For instance, all of the following are used to clean glass. The sheer range of different detergents that can be used demonstrates the importance of context in the selection of an appropriate glass-cleaning agent:
• a chromic acid solution—to get glass very clean for certain precision demanding purposes such as analytical chemistry • a high-foaming mixture of surfactants with low skin irritation—for hand washing of dishware in a sink or dishpan • any of various non-foaming compositions—for dishware in a dishwashing machine • other surfactant-based compositions—for washing windows with a squeegee, followed by rinsing • an ammonia-containing solution—for cleaning windows with no additional dilution and no rinsing • ethano l or methanol in windshield washer fluid—used for a vehicle in motion, with no additional dilution • glass contact lens cleaning solutions, which must clean and disinfect without leaving any eye-harming material that would not be easily rinsed History of Detergent
The earliest detergent substance was undoubtedly water; after that, oils, abrasives such as wet sand, and wet clay. The oldest known detergent for wool-washing is stale (putrescent) urine. Other detergent surfactants came from saponin sand ox bile. 10
The detergent effects of certain synthetic surfactants were noted in 1913 by A. Reychler, a Belgian chemist. The first commercially available detergent taking advantage of those observations was Nekal, sold in Germany in 1917, to alleviate World War I soap shortages. Detergents were mainly used in industry until World War II. By then new developments and the later conversion of USA aviation fuel plants to produce tetrapropylene, used in household detergents, caused a fast growth of household use, in the late 1940s. In the late 1960s biological detergents, containing enzymes, better suited to dissolve protein stains, such as egg stains, were introduced in the USA by Procter & Gamble.
Indian detergent market
The first companies to manufacture detergents in India were HLL and Swastik. HLL test marketed Surf between 1956 and 1958 and began manufacturing it from 1959. Swastik launched Det, a white detergent powder, in 1957.
By 1960, Det had made rapid inroads in eastern India. Surf, a blue detergent powder, became the national market leader with dominant positions in the west, north and south. In the early 1960s, the total volume of detergents manufactured in India grew from around 1600 tonnes to 8000 tonnes. HLL dominated the market with a share of almost 70 % compared to Det's 25%. In 1966, another player entered the fray. Tata Oil Mills Company (TOMCO)2 launched its detergent powder 'Magic'.
In 1973, TOMCO introduced 'Tata's Tej' in the low-priced segment. TOMCO unveiled another economy detergent powder called OK in 1977.
Important inventions over the years of the history of detergents
1950s
Liquid laundry, hand dishwashing and all-purpose cleaning products
• Automatic dishwasher powders 11
• Detergent with oxygen bleach • Fabric softeners (rinse-cycle added)
1960s
• Laundry powders with enzymes • Prewash soil and stain removers • Enzyme presoaks
1970s
• Fabric softeners (sheets and wash-cycle added) • Multifunctional products (e.g., detergent with fabric softener) • Liquid hand soaps
1980s
• Automatic dishwasher liquids • Detergents for cooler water washing • Concentrated laundry powders
1990s
• Ultra (super concentrated) powder and liquid detergents • Automatic dishwasher gels • Ultra fabric softeners • Laundry and cleaning product refills
Indian Market
• The Indian laundry market is estimated to be Rs 5,000 crore in size • Making India world’s third largest detergents market. • Detergent bars comprise 43 per cent of the total market and detergent powders comprise the balance 57 per cent.
However, the detergent bar market is shrinking in India 12
Detergent Brands
Ghari
Various Products offered by Ghari are:
Ghari Detergent Powder
This product created a marketing miracle, when introduced in the domestic marketplace. when the detergents were priced so exorbitantly that for most of the Indians, it was a luxury item. Ghari envisioned the vast Fabric Wash market segment and sensed a tremendous potential therein. This product was priced at almost one third to that of the competitor brands, resulting into instant trial by the consumers. Owing to its unique environment-friendly, phosphate-free formulation, the consumers became loyal to this brand, helping it to over-take the decades’ old brands, in terms of volumes. This brand had been ranked as the “Most widely distributed detergent powder brand in India” as per All India Census of Retail Outlets carried out in 435 urban towns by the AIMS (Asian Information Marketing & Social) Research agency [Brand Equity - The Economic Times, March 11, 1997]. As per the ORG-MARG Rural Consumer Panel [December 1998] survey, Gmail brand has been ranked as highest in terms of penetration in washing powder category [BT Rural Market Watch, Business Today, June 22, 1999].
WHEEL
Wheel - your smart laundry choice
The largest laundry brand in Bangladesh, Wheel has always been focused in making laundry a pleasurable and delightful experience for the housewives. Based on its years of understanding of its consumers and huge experience in laundry, Wheel has been continually improving its formulation and form to suit the modern day users. Different formats and pack sizes of Wheel has been designed to cater to the requirements of users with different family sizes, laundry requirements and income groups.
Wheel Laundry Soap Wheel Laundry Soap has a perfect formulation that not only gives great clean, but also is gentle to both hand and cloth. The soap comes in individual shrink wrap designed to ensure that the 13 consumers receive a fresh soap with great lemon fragrance. The improved formulation of Wheel Laundry Soap also helps the users to wash more number of clothes than the traditional ball soap.
Wheel Washing Powder A dominant market leader in the detergent segment, Wheel Washing Powder is known for its great cleaning ability with minimum effort. The superior formulation of Wheel Washing Powder is enhanced with the power of lemon, which not only removes the tough dirt in your cloth, but also leaves a pleasant lemon fresh fragrance well after washing. The convenience provided by Wheel Washing Powder has relieved many housewives from the laborious laundry process of the tradional Ball Soaps.
ARIEL
Ariel is a marketing line of laundry detergents made by Procter & Gamble. It is the flagship brand in Procter & Gamble's European,Mexican, Japanese, Brazilian, Peruvian, Turkish, Filipino, and Venezuelan portfolios.
Ariel first appeared on the UK market circa 1968 and was the first detergent with stain-removing enzymes. It was a high-sudsing powder designed for twin-tub and top-loading washing machines. With the rise in popularity of automatic front-loading washing machines, a suitable low-suds variant was launched in the early 1970s. The mid-eighties saw the range expanding to encompass liquid detergent and compact powder.
The compact powder was originally known as "Ariel Ultra"; and was subsequently reformulated into the nineties as "Ariel Futur". This was possibly in response to Unilever's launch of the ultimately doomed "Persil Power", which was seen to damage clothes. Compact powders never proved popular in the UK; so when the tablet variant appeared in July 1999, the compact version disappeared. 14
In 2003, Ariel brought out its quickwash action to its detergents, to allow consumers to be able to do their laundry on a quickwash cycle.
In 2006, Ariel started its "turn to 30" campaign to inspire consumers to wash in cool water so that energy can be saved.
Ariel launched a concentrated version of their liquid detergents named Ariel Power in the spring of 2008.
In October 2008, Ariel launched their new Excel Gel product which can be used in temperatures as low as 15 degrees celsius. This product was launched under Ariel's "cold is the new hot" campaign. SURF EXCEL
• Launched in 1959 & first in Indian detergent powder mkt. • It was the first Fast Moving Consumer Goods (FMCG) for Detergent. • Surf was the first brand of detergent that was advertised on TV. It is advertised on more than 300 channels across the globe . • Introduced the concept of bucket wash to housewives who up till now used to washing clothes with laundry soap bars. • Brand to set up a one-stop shop - called Care line - for people seeking solutions to their varied laundry problems. • Surf Excel, launched in 1954, is one of the oldest detergent powders in India. Initially, the brand was positioned on the clear proposition of “washes whitest”. • Surf Excel underwent various changes in its Brand Communication; from ‘Lalitaji' to 'dhoondte reh jaaoge' to 'jaise bhi daag ho, surf excel hai na', and is today communicated on the platform of 'Dhaag achcha hai'. • 2006 saw a unique marketing move from HLL. • Rin Supreme bar is being migrated to Surf Excel. • Right from ‘Lalitaji’, representative of the true-blue cost-conscious Indian woman, till the inspiring storyboards of today, Surf Excel has done it all and in style! • HLL to revise Surf Excel pricing - A change in the pricing strategy for HLL Surf Excel brand, which dominates the Rs 5,000 crore detergent powder market, seems to be on the cards. 15
Price Index Size Market growth TO NEAREST COMPETITOR Unilever brand Relative share
PREMIUM 15% ++ Surf Excel 2.4
MID-PRICED 25% ++ RIN 1.8
MASS 60% + Wheel 1.4
• HLL is now reworking the Surf Excel strategy by moving away from positioning the brand on functional benefits, to building an emotional connect
TIDE
• Tide is the name of a popular laundry detergent in the market of Canada, the United States and other countries. • It is manufactured by Procter & Gamble. • First introduced in test marketed in 1946 with national distribution reached in 1949 • Tide is the World’s Oldest & Most Trusted Detergent brand and is the Market Leader in 23 Countries around the world. • The brand regularly introduces new products and technologies to beat the laundry blues • Launched in India in mid-2000 • It gives outstanding whiteness due to its anti redeposition global technology 16
• Anti-redeposition Agents help keep soils from re-settling on clothes after they have been removed during the wash itself • It offers solution to virtually any stain • The brand in India being a relatively new entry has only two types of products namely Tide detergent and Tide bar • Tide detergent is available in India in packs of 200 gm, 500 gm, 1 kg, 2 kg and 20 gm single use sachet. • Tide bar is available in 75gm,125gm,200gm bars.
Fighting Competition
• The latest move comes in the wake of the high profile launch of Tide detergent bar. • Tide and Ariel always created problems for Surf and Rin. The migration of Rin Supreme bar to Surf Excel bar is aimed at countering Tide. • HLL has announced a drastic reduction in price by Rs 20 per kilo on Surf Excel, its premium detergent brand, making it cheaper than competing brand Ariel from Procter & Gamble (P&G). price cut, from Rs 155 to Rs 135 per kg.
17
CHAPTER – III
INTRODUCTION
Job satisfaction describes how content an individual is with his or her job. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by the occupation of that person’s parent. There are a variety of factors that can influence a person’s level of job satisfaction. Some of these factors include the level of pay and benefits, the perceived fairness o the promotion system within a company, the quality of the working conditions, leadership and social relationships, the job itself (the variety of tasks involved, the interest and challenge the job generates, and the clarity of the job description/requirements).
The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to 18 enhance job satisfaction and performance methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous workgroups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to relate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1 – 5 scale 9where 1 represents “not all satisfied” and 5 represents “extremely satisfied”).
Definitions
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job; an affective reaction to one’s job; and an attitude towards one’s job. Weiss (2007) 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 from attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.
Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premises of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.e. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/are not met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and 19 negatively (when expectations are not met), compared to one who does not value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy compared to Employee B. this theory also states that too much of a particular facet will produces stronger feelings of dissatisfaction the more a worker values that facet.
Dispositional Theory
Another well known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of one’s job. This approach became a notable explanation of job satisfaction in light evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the core Self-evaluations Model, proposed by Timorthy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general self-efficacy (the belief in one’s own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her/his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.
Two – Factor Theory (Motivation – Hygiene Theory)
Fredrick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want o perform, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work carried out. Motivating factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. 20
While Herzberg’s model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Herzberg’s original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured. 21
Measuring Job Satisfaction
There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfacting is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklist, forced choice answers.
The Job Descriptive Index (JDI), created by smith, Kendall, & Hulin (1969), job satisfaction that has been widely used. It measures one’s satisfaction in five facets: pay, promotions and opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or decide in response to whether given statements accurately describe one job.
The Job in General Index is an overall measurement of job satisfaction. It was an improvement to the job Descriptive Index because the JDI focused too much on individual facets and not enough on work satisfaction in general.
1.1 Objective of the study
The objective of the study is as follows
To assess the satisfaction level of employees in orient glass pvt ltd.
To identify the factors which influence the job satisfaction of employees.
To identify the factor which improves the satisfaction level of employees.
To know the employee satisfaction towards the facilities.
To offer valuable suggestions to improve the satisfaction level of employees. 22
1.2 Scope of the study
This study emphasis in the following scope:
To identify the employees level of satisfaction upon that job.
This study is helpful to that organisation for conducting further research.
It is helpful to identify the employer’s level of satisfaction towards welfare measure.
This study is helpful to the organization for identifying the area of dissatisfaction of job of the employees.
This study helps to make a managerial decision to the company.
1.3 Research Methodology
Research methodology is the systematic way to solve the research problem. It gives an idea about various steps adopted by the researcher in a systematic manner with an objective to determine various manners.
1.3.1 Research Design
A research design is considered as the framework or plan for a study that guides as well as helps the data collection and analysis of data. The research design may be exploratory, descriptive and experimental for the present study. The descriptive research design is adopted for this project.
1.3.2 Research Approach The research worker contacted the respondents personally with well-prepared sequentially arranged questions. The questionnaire is prepared on the basis of objectives of the study. Direct contract is used for survey, i.e., contacting employees directly in order to collect data.
1.3.4 Sample size 23
The study sample constitutes 100 respondents constituting in the research area.
1.3.5 Sampling Area
The study is conducted in employees of Ghari Industries pvt ltd.
1.3.6 Sampling Design
The researcher has used probability sampling in which stratified random sampling is used.
1.3.7 Collection of Data
Most of the data collected by the researcher is primary data through personal interview, where the researcher and the respondent operate face – to – face.
1.3.8 Research Instrument
The researcher has used a structured questionnaire as a research instrument tool which consists of open ended questions, multiple choice and dichotomous questions in order to get data. Thus, Questionnaire is the data collection instrument used in the study. All the questions in the questionnaire are organized in such a way that elicit all the relevant information that is needed for the study
1.3.9 Statistical Tools
The statistical tools used for analyzing the data collected are percentage method, chi square, bar diagrams and pie diagrams. 24
1.3.10 Analysis of Data
The data are collected through survey and books, reports, newspapers and internet etc., the survey conducted among the employees of Ghari Industries Pvt ltd. The data collected by the researcher are tabulated and analyzed in such a way to make interpretations.
Various steps, which are required to fulfill the purpose, i.e., editing, coding, and tabulating. Editing refers to separate, correct and modify the collected data. Coding refers to assigning number or other symbols to each answer for placing them in categories to prepare data for tabulation refers to bring together the similar data in rows and columns and totaling them in an accurate and meaningful manner
The collected data are analyzed and interrupted using statistical tools and techniques.
1.4 Research period
The research period of the study has from 1st June to July 15th 2011 having 6 weeks of duration.
1.5 Limitations of the study
The survey is subjected to the bias and prejudices of the respondents. Hence 100% accuracy can’t be assured.
The researcher was carried out in a short span of time, where in the researcher could not widen the study.
The study could not be generalized due to the fact that researcher adapted personal interview method. 25
CHAPTER - IV
DATA ANALYSIS AND INTERPRETATION
The data after collection is to be processed and analyzed in accordance with the outline and down for the purpose at the time of developing research plan.
Technically speaking, processing implies editing, coding, classification and tabulation of collected data so that they are amenable to analysis. The term analysis refers to the computation of certain measures along with searching for pattern groups. Thus in the process of analysis, relationship or difference should be subjected to statistical tests of significance to determine with what validity data can be said to indicate any conclusions.
The analysis of data in a general way involves a number of closely related operations, which are performed with the purpose of summarizing the collected data and organizing them in such a manner that they answer the research questions. In this study the researcher followed above process carefully and it is presented in this chapter 26
Table 4.1 – To know the department in which employees are belongs to
SI. N Department No. of Respondents Percentage o .
1. Mechanical 30 30
2. Electrical 25 25
3. Production 35 35
4. Others 10 10
Total 100 100
Source: survey data
Inference:
From the above table it shows that 35% of employees are belongs to production department. 27
FIGURE 4.1
REPRESENTS THE DEPARTMENT 28
Table 4.2 – To know working experience of the employees
SI. N Work Experience No. of Respondents Percentage o .
1. Below 2 years 13 13
2. 2 – 4 years 30 30
3. 4 – 6 years 34 34
4. Above 6 years 23 23
Total 100 100
Source: survey data
Inference:
From the above table it shows that 34% of the employees have 4 – 6 years experience. 29
FIGURE 4.2
REPRESENTS THE EXPERIENCE OF THE EMPLOYEES 30
Table 4.3 – To know the physical working environment
SI. N Working Environment No. of Respondents Percentage o .
1. Excellent 12 12
2. Good 57 57
3. Fair 28 28
4. Poor 3 3
5. Very Poor 0 0
Total 100 100
Source: survey data
Inference:
From the above table it shows that 57% of the employees were feeling good about the working environment. 31
FIGURE 4.3
REPRESENTS THE PHYSICAL WOKING ENVIRONMENT 32
Table 4.4 – To know the satisfaction level of employees towards the non-monitory benefits
SI. N Non-Monitory Benefits offered No. of Respondents Percentage o to Employees .
1. Highly satisfied 14 14
2. Satisfied 54 54
3. Neither Satisfied nor Dissatisfied 25 25
4. Dissatisfied 5 5
5. Highly Dissatisfied 2 2
Total 100 100
Source: survey data
Inference:
From the above table it shows that 54% of the employees were satisfied towards the non-monitory benefits. 33
FIGURE 4.4
REPRESENTS THE SATISFACTION LEVEL OF EMPLOYEES TOWARDS THE NON- MONITORY BENEFITS 34
Table 4.5 – To know the satisfaction level of respondents towards the work assigned
SI. N Amount of Work No. of Respondents Percentage o .
1. Highly satisfied 20 20
2. Satisfied 45 45
3. Neither Satisfied nor Dissatisfied 12 12
4. Dissatisfied 18 18
5. Highly Dissatisfied 6 6
Total 100 100
Source: survey data
Inference:
From the above table it shows that 45% of the respondents were satisfied towards the work assigned. 35
FIGURE 4.5
REPRESENTS THE SATISFACTION LEVEL OF RESPONDENTS TOWARDS THE WORK ASSIGNED 36
Table 4.6 – Opinion about the career development programme in their organisation
SI. N Career Development No. of Respondents Percentage o .
1. Highly satisfied 12 12
2. Satisfied 56 56
3. Neither Satisfied nor Dissatisfied 22 22
4. Dissatisfied 10 10
5. Highly Dissatisfied 0 0
Total 100 100
Source: survey data
Inference:
From the above table it shows that 56% of the employees were satisfied with the opinion about the carrier development programme in their organisation. 37
FIGURE 4.6
REPRESENTS OPINION ABOUT THE CAREER DEVELOPMENT PROGRAMME IN THEIR ORGANISATION 38
Table 4.7 – To know the cooperation of co-workers
SI. N Co-operation of Workers No. of Respondents Percentage o .
1. Highly satisfied 20 20
2. Satisfied 66 66
3. Neither Satisfied nor Dissatisfied 11 11
4. Dissatisfied 3 3
5. Highly Dissatisfied 0 0
Total 100 100
Source: survey data
Inference:
From the above table it shows that 66% of the employees were satisfied with the cooperation of co-workers. 39
FIGURE 4.7
REPRESENTS THE COOPERATION OF CO-WORKERS 40
Table 4.8 – To know the satisfaction of Respondents with top management
SI. N Satisfaction with Top No. of Percentage o Management Respondents .
1. Highly satisfied 26 26
2. Satisfied 51 51
3. Neither Satisfied nor Dissatisfied 17 17
3. Dissatisfied 6 6
4. Highly Dissatisfied 0 0
Total 100 100
Source: survey data
Inference:
From the above table it shows that 51% of the employees were satisfied with the top management. 41
FIGURE 4.8
REPRESENTS THE SATISFACTION OF RESPONDENTS WITH TOP MANAGEMENT 42
Table 4.9 – To know the satisfaction of Respondents with their subordinates
SI. N Satisfaction with Subordinates No. of Respondents Percentage o .
1. Highly satisfied 12 12
2. Satisfied 67 67
3. Neither Satisfied nor Dissatisfied 14 14
4. Dissatisfied 7 7
5. Highly Dissatisfied 0 0
Total 100 100
Source: survey data
Inference:
From the above table it shows that 67% of the employees were satisfied with their subordinates. 43
FIGURE 4.9
REPRESENTS THE SATISFACTION OF RESPONDENTS WITH THEIR SUBORDINATES 44
Table 4.10 – To know the level of satisfaction regarding nature of job
SI. Job Satisfaction No. of Percentage N Respondents o .
1. Highly satisfied 22 22
2. Satisfied 56 56
3. Neither Satisfied nor Dissatisfied 16 16
4. Dissatisfied 7 7
5. Highly Dissatisfied 0 0
Total 100 100
Source: survey data
Inference:
From the above table it shows that 56% of the employees were satisfied with their job. 45
FIGURE 4.10
REPRESENTS THE LEVEL OF SATISFACTION REGARDING THE NATURE OF JOB 46
Table 4.11 – To know whether there is any job pressure in their work
SI. Job Pressure No. of Respondents Percentage N o .
1. Yes 72 72
2. No 28 28
Total 100 100
Source: survey data
Inference:
From the above table it shows that 72% of employees said there is job pressure in their work. 47
FIGURE 4.11
REPRESENTS WHETHER THERE IS ANY JOB PRESSURE IN THEIR WORK 48
Table 4.12 – To know the opinion regarding opportunity provided by the organisation in developing skills & talents
SI. N Development of Skills and Talents No. of Respondents Percentage o .
1. Highly Agree 12 12
2. Agree 52 52
3. Neither Agree nor Disagree 28 28
4. Disagree 6 6
5. Highly Disagree 2 2
Total 100 100
Source: survey data
Inference:
From the above table it shows that 52% of employees agreed regarding opportunity provided by the organisation in developing skills & talents. 49
FIRGURE 4.12
REPRESENTS THE OPPORTUNITY PROVIDED BY THE ORGANISATION IN DEVELOPING SKILLS & TALENTS 50
Table 4.13 – To know the satisfaction level of welfare facilities provided by the management
SI. Welfare Facilities No. of Percentage N Respondents o .
1. Highly satisfied 9 9
2. Satisfied 57 57
3. Neither Satisfied nor Dissatisfied 29 29
4. Dissatisfied 5 5
5 Highly Dissatisfied 0 0
Total 100 100
Source: survey data
Inference:
From the above table it shows that 57% of the employees were satisfied with the welfare facilities provided by the management. 51
FIGURE 4.13
REPRESENTS THE SATISFACTION LEVEL OF WELFARE FACILITIES PROVIDED BY THE MANGEMENT 52
Table 4.14 – To know the employee satisfaction towards the salary
SI. Payment Satisfaction No. of Respondents Percentage N o .
1. Yes 67 67
2. No 33 33
Total 100 100
Source: survey data
Inference:
From the above table it shows that 67% of the employees were satisfied with their salary. 53
FIGURE 4.14
REPRESENTS THE SATISFACTION TOWARDS THE SALARY 54
Table 4.15 – To know the employees willingness to continue
SI. Willingness to Work No. of Respondents Percentage N o .
1. Yes 59 59
2. No 41 41
Total 100 100
Source: survey data
Inference:
From the above table it shows that 59% of the employees were willing to continue in this organisation. 55
FIGURE 4.15
REPRESENTS THE EMPLOYEES WILLINGNESS TO CONTINUE 56
Table 4.16 – To know the opinion about company’s policy and practices
SI. Company’s Policy and No. of Respondents Percentage N Practices o .
1. Excellent 13 13
2. Very Good 23 23
3. Good 47 47
4. Bad 12 12
5. Very Bad 5 5
Total 100 100
Source: survey data
Inference:
From the above table it shows that 47% of the employees were feels good about the company policy and practices. 57
FIGURE 4.16
REPRESENTS THE OPINION ABOUT COMPANY POLICY AND PRACTICES 58
Table 4.17 – To know the company’s promotion policy
SI. N No. of Company’s Promotion Policy Percentage o Respondents .
1. Highly Satisfied 14 14
2. Satisfied 57 57
3. Neither Satisfied nor Dissatisfied 20 20
3. Dissatisfied 7 7
4. Highly Dissatisfied 2 2
Total 100 100
Source: survey data
Inference:
From the above table it shows that 57% of the employees were satisfied about the company’s promotion policy. 59
FIGURE 4.17
REPRESENTS THE COMPANY’S PROMOTION POLICY 60
Table 4.18 – To know the overall job satisfaction
SI. N No. of Overall Job Satisfaction Percentage o Respondents .
1. Highly Satisfied 22 22
2. Satisfied 30 30
3. Neither Satisfied nor Dissatisfied 29 29
4. Dissatisfied 12 12
5. Highly Dissatisfied 7 7
Total 100 100
Source: survey data
Inference:
From the above table it shows that 30% of the employees were satisfied in their over all job satisfaction. 61
FIGURE 4.18
REPRESENTS THE OVERALL JOB SATISFACTION 62
CHI-SQUARE METHOD
The chi square test is one of the simplest and most widely used non- parametric tests in statistical work. As a non-parametric test it can be used to determine if categorical data shows dependency or the two classifications are independent. It can also be used to make comparisons between theoretical population and actual data when categories are used.
n
Chi square, χ²= ∑ (O-E) ² / E
i =1
Where, O= observed frequency
E= expected frequency
OBSERVED FREQUENCY 63
Table 4.19 shows the relationship between the department and the job satisfaction
Over All Neither Job Highly Satisfied Highly Sub Satisfied Dissatisfied Satisfaction Satisfied nor Dissatisfied Total Dissatisfied
Mechanical 5 6 14 3 2 30
Electrical 6 8 6 3 2 25
Production 9 13 7 4 2 35
Others 2 3 2 2 1 10
Sub Total 22 30 29 12 7 100 64
EXPECTED FREQUENCY
Over All Neither Highly Job Satisfied Highly Sub Satisfie Satisfied Dissatisfied Satisfaction nor Dissatisfied Total d Dissatisfied
Mechanical 7 8 9 4 2 30
Electrical 5 8 7 3 2 25
Production 8 11 10 4 2 35
Others 2 3 3 1 1 10
Sub Total 22 30 29 12 7 100
Null Hypothesis (Ho)
There is no significant difference between the department and the job satisfaction.
Alternative Hypothesis (Ho)
There is significant difference between the department and the job satisfaction.