EXECUTIVE SUMMARY

Job satisfaction is an integral component of organization climate and an

important element in management employee relationship. Employee satisfaction
is a positive emotional state that occurs when a person job seems to fulfill
important job values provided these values are compatible with one’s need. The
Employee satisfaction in simple words is the individual emotional reaction to the
job itself.
It is a personal attitude towards a job. People said a sizeable amount of
time in work environment. From any minimally humanitarian point of view, they
expect that portion of their life to be more or less pleasant, agreeable, satisfying
and fulfilling.
Human resource is considered to be the most valuable assert in any
organization. It is the sum-total of inherent abilities, acquired knowledge and
skills represented by the talent and aptitudes of the employed persons who
comprise executives, supervisors and the rank and file employees. It may be
noted here that human resource should be utilized to the maximum possible
extent, in order to achieve individual and organizational goals. It is thus the
employee’s performance which ultimately decides the attainment of goals.
However, the employee performance is to a large extent, influenced by
motivation and job satisfaction.
3F Industry Ltd., Tadepalligudem is a multinational company established
in the year 1962. It is an ISO 9001-2000 and HACCP, certified company in to
varied business of oil palm cultivation, manufactures of edible oil, vanaspati and
its by products, Specialty fats, Bakery Shortenings, commodities trading,
garments, engineering and Power with a present annual group turnover around
Rs.800 crores. This organization is professionally carrying the business activity
by “GOENKA” family. The Company is having its branches in Chennai, Mumbai,
Kolkata, Baroda, Hyderabad and Kakinada and having 25 depots in major cities
1
all over India. The Company has matured into conglomerate of 25 industrial units
spread over 55 acres constantly buzzing with activity and providing employment
more than 1000 persons.
The wheel of fortune has turned a full circle for Mr.B.K.Goenka the
architect of 3F LTD, born and bred in Burma. The Goenka family established and
respected in industry and trade. The rice bran from Mr.Goenka’s mill was avidly
sought as a mal feed and wrapping papers used for sampling could this oil
extracted.
The major objectives of the study to find out the “Job satisfaction of
employees” in 3F Industries Ltd., besides that a few more objectives are:
o The employees’ satisfactions over the wages and salaries given to the
employees.
o To find out whether the training program conducted by the organization are
effective.
o To assess employees satisfaction over organization polices, practices,
supervision and employees support behavior. To find whether the working
conditions of the organization are satisfactory for the employees.
o To assess the overall morale and motivation of employees of the company.
Methodology of the study includes primary data and secondary data. The
primary data are collected through personal observation, interviewing, discussion
with the management of human resource of the company. To study the perception
of employees towards job satisfaction of 3F Industries Ltd. A questionnaire
was designed and presented to them. Out of total 300 employees, 75 employees
responded to the questionnaire, their views have been tabulated and inferences
have been drawn.
The secondary data has been collected going through the company
manuals, records, journals, magazines and annual reports, websites, and various
files of 3F Industries Ltd.

2
Framework of the study:

Chapter-1: Comprises of theoretical perspectives of job satisfaction, objectives of

the study, methodology of the study, framework of the study, and limitations.
Chapter – 2: Reviews the profile of the Oil industry in India & Presents the
profile of 3F Industries Ltd.
Chapter-3: Deals with the theoretical framework of job satisfaction.
Chapter-4: Deals with the interpretation and analysis of the job satisfaction of 3F
Industries Ltd. Company.
Chapter-5: Embodies findings and suggestions.

3
 CHAPTER-1

INTRODUCTION
The term employee satisfaction refers to an individual general attitude
towards his/her job. A person with a high level of job satisfaction holds positive
attitude towards the job, a person who is dissatisfaction with his/her job holds
negative attitude about the job.
Job satisfaction is an integral component of organization climate and an
important element in management employee relationship. Employee
satisfaction is a positive emotional state that occurs when a person job seems to
fulfill important job values provided these values are compatible with one’s
need . The Employee satisfaction, in simple words is the individual emotional
reaction to the job itself.
It is a personal attitude towards a job. People said a sizeable amount of
time in work environment. From any minimally humanitarian point of view,
they expect that portion of their life to be more or less pleasant, agreeable,
satisfying and fulfilling.
Human resource is considered to be the most valuable assert in any
organization. It is the sum-total of inherent abilities, acquired knowledge and
skills represented by the talent and aptitudes of the employed persons who
comprise executives, supervisors and the rank and file employees.
It may be noted here that human resource should be utilized to the
maximum possible extent, in order to achieve individual and organizational
goals. It is thus the employee’s performance which ultimately decides the
attainment of goals. However, the employee performance is to a large extent,
influenced by motivation and job satisfaction.
Job satisfaction refers to a person; feeling of the satisfaction on the job
which acts as a motivation to work. It is not the self-satisfaction, happiness or
self- contentment but the satisfaction on the job.
4
 The term ‘job’ relates to the total relationship between an individual and
the employers for which he is paid, satisfaction does mean the simple feelings
state accompanying the attainment of any goal; the end state is feeling
accompanying the attainment by an impulse of its objective. Job dissatisfaction
does mean absence of motivation at work.

5
 OBJECTIVES OF THE STUDY

The major objectives of the study to find out the “Job satisfaction of
employees” in 3F Industries Ltd., besides that a few more objectives are:

 To find whether the working conditions of the organization are satisfactory

to the employees.

 To know the employee’s satisfactions over the wages and salaries given to

the employees.

 To find out whether the training program conducted by the organization

are effective.

 To assess employees’ satisfactions over organization polices,

practices, Supervision and employees support behavior.

 To assess the overall morale and motivation of employees of the company

6
 METHODOLOGY OF THE STUDY

Methodology of the study includes primary data and secondary data.

I. PRIMARY DATA:

The primary data are collected through personal observation, interviewing,

discussion with the management of human resource of the company. To
study the perception of employees towards job satisfaction of 3F Industries
Ltd. A questionnaire was designed and presented to them. Out of total 300
employees, 75 employees responded to the questionnaire, their views have
been tabulated and inferences have been drawn.

II. SECONDARY DATA:

The secondary data has been collected going through the company manuals,
records, journals, magazines and annual reports, websites, and various files
of 3F Industries Ltd.

7
 FRAMEWORK OF THE STUDY

The project report entitled “Employee Job satisfaction” in 3F Industries

Ltd has been organized in five chapters.

In the first chapter the introduction of employee job satisfaction, the

study objectives and the methodology are presented.

The second chapter deals with the profile of edible oil industry and the
profile of the company.

The third chapter carries theoretical framework of employee job

satisfaction. The fourth chapter deals with analysis of the survey conducted on
employees. The fifth and the last chapter give summary, findings and
suggestions.

8
 LIMITATIONS TO THE STUDY

The present study encompasses the employees of 3F Industries Ltd. The total
sample size of the study is 75 out of this 10 are clerks, 14 supervisors, 22 are
officers, 9 accountants and remaining 20 are belonged to other cadre. The
study is subjected to limited region. So, the inferences made by the study are
not applicable to the entire company.

 Time is an important limitation. The whole study is conducted within a

period of two months and the survey has to make a sincere attempt to collect,
the required information to maximum extent possible within the given period
of time.

 Collection of data from the company is also a major problem because

concerned staff is very busy with their pre-occupied work.

9
 CHAPTER-II

PROFILE OF 3F INDUSTRIES
Foods Fats and Fertilizers Ltd., Tadepalligudem is a multinational
company established in the year 1962. It is an ISO 9001-2000 and HACCP,
certified company in to varied business of oil palm cultivation, manufactures
of edible oil, vanaspathi and its by products, Specialty fats, Bakery
Shortenings, commodities trading, garments, engineering and Power with a
present annual group turnover around Rs.800 crores. This organization is
professionally carrying the business activity by “GOENKA” family. The
Company is having its branches in Chennai, Mumbai, Kolkata, Baroda,
Hyderabad and Kakinada and having 25 depots in major cities all over India.
The Company has matured into conglomerate of 25 industrial units spread
over 55 acres constantly buzzing with activity and providing employment
more than 1000 persons.
The wheel of fortune has turned a full circle for Mr.B.K.Goenka the
architect of FFF LTD, born and bred in Burma. The Genk family established
and respected in industry and trade. The rice bran from Mr.Goenka’s mill was
avidly sought as a mal feed and wrapping papers used for sampling could this
oil extracted.
These questions have to wait because in 1942. The Japanese invaded
Burma and Mr. Goenka has to abandon his business and return to India. Being
an optimist is transformed the adversity into opportunity by his grit and after a
brief spell in his native land in Rajasthan, his restless enterprising zeal brought
Mr. Goenka to Chennai in 1943. Where he is with his brother export of
handloom fabrics in due course, he established a textile business.
In 1959. Mr. Goenka read on article by Dr.RaghunathPrasad of central
food technological institution of Mysore that oil could be extracted from bran
using alcohol as a catalyst.
10
 Simultaneously his brother in Rangoon informed him of planes being
setup with Japanese and German technologies for extracting oil from rice bran
Mr. Goenka held deliberation with DrRaghunathprasad and visited Burma with
him to study the relevant technology better, he was not fully satisfied and asked
his brother Mr. G.G.Goenka who was in Japan to study in Europe to study the
process of Hurgi of Germany and Dr smith of Belgium.

VISION:
To be number one edible oil and specialty Fats Company in the country
targeting to reach 1000 cr. people by 2008.

PHILOSOPHY:
“Servicing the society through the industry”

3F GROUP OF COMPANIES IN INDIA:

1. Asia Pacific Commodities Ltd.,
2. Modesty Garments.
3. Galaxy Granites.
4. Golden Needle Apparels
5. Aujasya Agro Power Pvt. Ltd.,
6. Asian Renewable Energy.

OVERSEAS:

1. Ceylon Specality Fats Pte.Ltd., Srilanka

2. Parker International Pte Ltd., Singapore.
3. 3F Ghana Ltd., West Africa.

MISSION:

Safety and quality are wings of our success.

11
 OBJECTIVES OF THE ORGANISATION (FFF):

The main objectives of the organization are:

To serve the society through the success in the oil output. The objectives
towards organization are:
 Concern

 Commitment

 Integrity

 Quality

To make Food Fats and Fertilisers are business oil through a focus on
satisfying the integrated need of international holders.
DEPARTMENTS OF 3F:-
 Personnel department

 Production department

 Marketing department
 Accounts department

ADMINISTRATION AND ORGANIZATION STRUCTURE OF THE

INDUSTRY:
The 3F Limited Industry is under the direct administrative control of
board of Directors, the Industry was administered by the Board Directors
under the companies act 1956. The 3F Limited, Board of Directors consisting
the following members.

MANPOWER PARTICULARS:-
 Technical 242
 Banta workers 203
 Casuals 41
 Trainees 171
 Civil workers 33
12
 Garden workers 25

 Gunny Banta 33
 Contract 55

FINANCIAL STRUCTURE:
Finance is very much needed to any business so finance is as heart to
the business the company was incorporated in the year 1960. The original
share capital subscribed is Rs.5lakhs. The present subscribed and paid up
capital is Rs.10crores.

BANKERS:

 State bank of India [Chennai]

 State bank of Hyderabad [Chennai]

 Inducing bank ltd [Chennai]

 Bank Muscat international saog [Bangalore] the karurvysya bank ltd.,

[T.p.gudem]
 Uti bank ltd., [Kakinada]

BRANCHES:

 Mumbai
 Hyderabad
 Kakinada
 Kolkata
 Baroda

3F Ltd. is the flagship company of the 3F Group. Today the 3F Group has
matured into a conglomerate of 20 industrial units spread over 55 acres
constantly buzzing with activity and providing employment to over a 1000
people.

13
 3F Ltd. was conceived in 1959, born in 1960 and was on its feets by
1962. Our product range today includes oils of rice bran, soya bean, sunflower,
groundnut, sesame, palm, sal seed, mango kernel; acid oils, wax, gums,
deoiled meals (extractions), crude distilled and hydrogenated fat for industrial
use; vanaspati, bakery shortening, margarine, bakery fats, specialty fats for
manufacturing chocolate, confectionery and cosmetics, canned fruits and
vegetables; natural colors for use in food and feed industry; oleo resins and
herbal extracts. The company also undertakes fabrication and installation of
turnkey projects for processing of vegetable oils and their derivatives.

MULTIVARIOUS PROGRESS:
Starting with a solvent extraction plant in 1962, units were
continuously added year after year to form a wide spectrum of products.
Current manufacturing activities comprise of:
Solvent Extraction Plant I (Lurgi, Germany)
Solvent Extraction Plant II (Desmet, Belgium/India)
Solvent Extraction Plant II (Fabricated and installed by Engineering Division
3F Group)
Solvent Extraction Plant IV (Fabricated and installed by Oilex India and
Engineering Division 3F Group)
The above four extraction plants provide versatility of operation in
processing different oil seeds/ oil cakes at the same time and hence are highly
advantageous in marketing.
The plants have facilities to process a wide variety of oil seeds/ oil
cakes like rice bran, soya bean, sunflower, groundnut, rapeseed, sesame,
mango, sal, niger, etc. Continuous up gradation of manufacturing process
through in-house and worldwide research is our hallmark.

14
REFINERY
(Sharpels USA and Engineering Division 3F Group) High quality refining of a
wide variety of vegetable oils.
FATTY ACID DISTILLATION PLANT:
(Luwa, Switzerland) High quality distillation of crude fatty acids obtained
from the splitting plant.
GLYCERINE PLANT:
(Worsted& Sanger, USA)
Processing of sweet water obtained from fat splitting plant into various grades
of refined glycerine.
STEARIC ACID PLANT:
(Engineering Division 3F Group)
Hydrogenation of fatty acids into stearic acid flakes.
HYDROGENATION PLANT:
(Bernardini, Italy and Engineering Division of 3F Group)
Hydrogenation of fats and fatty acids for industrial use.
PHYSICAL REFINERY:
(Yoshino Technology and Engineering Division of 3F Group)
Refining of high free fatty acid oils by steam distillation.
CANNING DIVISION:
(Fabrication and installation by Engineering division of 3F group)
Processing of fruits into pulp, juice and bars.
VANASPATI –S HORTENING - MARGARINE DIVISION:
(Fabricated and installed by engineering division of 3F group)
Production of vanaspati, shortening, high quality bakery fats and margarine
from refined oils.
FRACTIONATION DIVISION:
This division produces high quality oleins and stearines from various
edible fats for use in manufacture of chocolate, confectionery and cosmetics.

15
Leading manufacturers in this field of activity all over the world are our
customers.

TURNKEY ENGINEERING DIVISION:

In collaboration with Yoshino Seisakusho Co. Ltd., Japan who have
done pioneering work in developing process and technical know-how for
refining high FFA Rice Bran Oil, our Engineering Division has installed and
commissioned five plants of a total project cost of Rs.170 million in South
India. India is the second largest producer of rice with a large potential of
crude rice bran oil to be processed and turned into a fine cooking medium to
satisfy the requirements of an immense Indian market.
3F Group's Engineering Division is equipped to set up any vegetable oil and
derivative processing project.
OIL PALM PROJECT:
Plantation of Oil Palm to progressively cover 25,000 hectares in
Andhra Pradesh and Karnataka, the Southern States of India is sponsored by
us. High yielding variety of sprouted seeds from India and abroad are grown
in our nursery and seedlings are regularly supplied for planting to the farmers
to cover the targeted area. Under comprehensive extension services provided
by us the maturing of plantation is expected to be ideal. Meanwhile the group
has set up plant and machinery along with suitable infrastructure to crush the
palm fruits and kernels into oil and process the same into refined oils, olein,
stearine and a host of other products. Total project outlay is estimated to be 1
billion Indian Rupees.
POWER GENERATION:
3F Group is having 6MW biomass power plant in Tadepalligudem and
another two plants in Chattisgarh. These plants are uses the agri waste like
Paddy husk, fire wood and palm bunches as fuels. The generated power is
utilizing for captive consumption and the remaining part is sold to AP
Transco.
16
INTERNATIONAL TRADING:
Besides the export of the manufactured products, with large warehouses
for dry cargo, bulk storage installation for liquid cargo at the ports, required
infrastructure at our command and international trading experience of over 40
years, the 3F Group has set up high standards and achieved substantial growth
in international trading of commodities like rice, edible oils, industrial fats,
maize, tapioca, HPS groundnut kernels, dyes and chemicals.
The group has been a pioneer in introducing various Indian products
manufactured by us to new international markets and has won awards for our
performance. Through Research & Development, new products and value
addition to the existing products is being done on a continuous basis for
enriching the international trading both in quality and volumes.
SEARCH AND RESEARCH:
Research and development is the pivot of our activities and has made us
to stand in good stead. Continuous up gradation of production processes with
the help of a well equipped R & D laboratory in Hyderabad and
diversification in new research based projects is our Corporation culture
leading us to a steady upward movement.
SERVICE TO SOCIETY:
The 3F Group is involved in a large way in social service activities. The
Goenka family Trust runs an Arts and Science College for Women in Andhra
Pradesh and a Higher Secondary School in Rajasthan. It has founded a boys
college in Andhra Pradesh, a Higher Secondary School in Myanmar and a
multi-storey building in Tamilnadu, providing accommodation to tourists,
social functions and a library and reading room. In addition to the above
projects, the group has also been regularly contributing to several educational,
medical and social service institutions.
3F Group manufactures a variety of products, including vanaspati,
granite, readymade garments, computer software etc. We have listed a few of

17
our products here.
TANDUL
Refined Rice bran oil Amulti purpose cooking medium judged as the
safest cooking oil in the world. Contains tocopherol and oryzanol that reduce
cholesterol. It is extensively used in Japan, an evidence for the Japanese longer
living.
Packing: 15 kg tin/1 litre flexi pouch

BAKERSPET
Bakery shortening multipurpose bakery shortening.Creamy white and
bland in taste. A blend of specially formulated and texturised hydrogenated
fats to provide excellent plasticity. The largest selling brand in South India for
manufacturing cakes, breads, biscuits, filling cream, cookies.Also used for
shallow and deep frying.
Packing: 15 kg Bag-in-box / 15 kg tin / 15 kg jar.

3F VANASPATI
100% granulated vegetable fat. A favourite of South Indian housewives
for cooking and deep frying.A must for all festival cooking and sweet
preparations.
Packing: 15 kg tin / 15 litre tin /1 litre flexi pouch/ 500, 200 and 100 ml flexi
pouch

BISCREME

Aerated bakery shortening uniform dispersion of nitrogen gas in the fat

produces a superior bakery shortening. (Contains 10% v/wt nitrogen).
Specially used for filling cream and icing. Best for premium biscuits and
cookies.
packing: 15 kg Bag-in-box

18
BAKERS DELITE
Puff pastry fat an in house development to produce a smooth fat
designed for use in puff pastry products. A specialty fat which gives a flaky
puff with a good lift.
Packing: 15 kg Bag-in-box
3F SUNFLOWER OIL
Packing: 1 ltr pouch x 10, 1 ltr x 20 pouches per carton.
BAHAAR
Mango bar Aampa pad made from mango pulp. Favourite mouth tingles for the
young and the old. Packing: 20 gms sachet
3F GLYCERINE
Refined glycerine made from sweet water obtained in fat
splitting. Grades available:
Industrial White - IW
Chemically Pure - CP
Indian Pharmacopeia - IP
Packing: 250 kg plastic drums

TRIFFA

Fatty Acids/Stearic Acids:

Standard and hardened quality distilled fatty acids made from Rice bran,
Palm, Coconut, Sunflower, Rape seed, Soya and Linseed oil. Custom made
formulations available on order. Raw material for Cosmetic, Premium Soap,
Lubricants, Chemical Industries, Rubber and PVC formulations.

Packing:
110 kg in plastic carboys for liquids 50 kg woven hdpe lined bags for hardened
quality in flake form

19
 OTHERS

 Crude Palm Oil-bulk

 Refined Palm Oil-bulk:
 Contract farming by farmers. We provide imported seedlings after
acclimatising. Know how for growing is provided to the farmers.
 Speciality Fats
 Refined Kokum Fat (Garcenia)
REFINED RICE BRAN OIL WAX:
Used in various industries like paper coating, candles, water proofing,
floor, shoe and furniture polish, cosmetics, carbon paper, printing inks, fruit
and vegetable coatings and pharmaceuticals. Rice bran oil wax may substitute
wax like carnauba. Packing: 25 kg in lined paper bags

EXPORTERS OF:
Indian Rice (non basmati)
De oiled rice bran
De oiled salseed meal-pellets,non-dusty

IMPORTERS OF:
Palm Oil and its fractions
Crude Sunflower Oil

CRUDE SOYA BEAN OIL:

Have sea-worthy barges for unloading from ships when anchored near
shallow water ports. Presence in all minor ports in India: West coast-Kochi and
Mangalore; East coast-Gopalpur, Kakinada and Nagapattinam
TURNKEY PROJECT:
Supplier for Double Solvent Refining of high FFA Oils up to 20% such
as RB oil, solvent extracted high FFA Oils. The refined oil obtained is of
excellent quality as per food standards.

20
SALES DEPOTS/STOCK POINTS IN INDIA:

Mumbai, New Delhi, Baroda, Calcutta, Raipur, Behrampur, Hyderabad,

Visakhapatnam, Tadepalligudem, Vijayawada, Vijayanagaram, Chennai,
Bangalore, Kochi, Tiruchirapalli.

GARMENT EXPORTERS

The company export women garments to United States of America, United

Kingdom, Canada, Germany, Japan, Chile, France and Australia. Our
customer span ranges from chain stores, mail order, boutiques and
wholesalers. Order sizes vary from 1,000 to 1,00,000 units.

GRANITE EXPORTERS

The Company initially started exporting rough blocks and have expanded by
exporting cut-to-size slabs and random slabs. Later we shifted towards
manufacturing of finished products.
For further details please refer the links given below

SOFTWARE DEVELOPMENT

GoenkaInfotech Limited provides the full range of IT solutions and services in

the following segments:
Conformance Services
Web Gardening
Software Maintenance and Web Enabling of Legacy
Applications IT Applications in Power Sector
Smart Card based Solutions
The 500 square metres of software development centre at Hyderabad has been
designed to provide the state of art infrastructure for software professionals.

21
ETHICS
The 3F Group is proud of its inherent values which are pursued
relentlessly to drive it towards sustainable growth. These values are the
common language that binds its entire people.
COMMITMENT OF FFF LTD., TO THE NEW MILLENNIUM
The new millennium has brought with it, new challenges and
expectations. At 3F Group, we already have our sights firmly focussed on the
future. We capitalize on our strengths to remain at the core sectors in India
and expand our global presence.
WITH A COMMITMENT TO ENHANCING LONG-TERM VALUE,
THE 3F GROUP:
» continues to build on its leadership in its existing core businesses
» anticipates the needs and create new products and markets for its
customer in its mind
» continuously upgrades the quality of its products and services,by using the
latest technological advances for creating growth through partnership with our
customers.
» constantly hones its skills in continuous improvement, cost
reduction and knowledge integration.
» builds linkages-forward and backward-to gain control over critical
inputs and to enhance its focus on value-added products.
» uses its strengths to seize emerging opportunities in key sectors.
» develops a clear sustainable advantage to be a dominant player in all its
business ventures.
The key to the success in these endeavors lies in the strength of the
human resources of the company. We have the right people in the right
positions. The company has set in motion, new development processes to help
our group reach optimum levels of performance. We believe, as our people
grow, the 3F Group grows.

22
INTRODUCTION OF OIL INDUSTRY
The power and strength of the company depends on how strong and
secure it is on the food front. In trying to achieve this goal, the oil seed scenario
in the country has undergone a substantial charge during the past few years.
The country is moving away from a situation of scarcity and huge import bills
to one of self-sufficiency and possibly even export of vegetable oils.
India ranks high among the oil seeds producing countries in the world
with perhaps the largest number of commercial varieties of oil seeds such as
ground not, rape and mustard, sesame, kardi seed, niger seed, soya beans,
sunflower seeds, linseed, castor seed, copra, cotton seed and a number of
minor seeds of tree origin oil seeds takes their place, as the second largest
agricultural crop, next only to food grains. The cultivation of oil seeds in India
is spread over various states with a distinct regional pattern covering about 19
to 20 million hectares, which accounts for about 11 percent of the total land
under cultivation in the country.
In India where fats of animal origin such as fish oil are seldom used as
coking media. The term “vegetable oils” is used as a synonym for “edible
oil”. However it needs to be recommended that there are, on the one hand
vegetables oils such as castor, groundnut and coconut oils, which are finding
increasing.
Industrial applications such as in cosmetics, soap making etc… edible
oils are a major source of nutrition for the people in the country. Oil cakes that
are by-products of the oil extraction process are an important source of animal
nutrition. They can also be processed in to protein rich edible.
India has a highly developed oil based industry employing more than
15millon persons. However it remains essentially food oil. Industry
accounting for as much as 83% of the total supply of vegetable oil in the
country. The major non-food users of oil are soap, paint and varnish
industries.
23
 Faced with major demand for their conventional products, FMCG
majors have been planning their hopes on branded staple foods to deliver
rapid top line extension. Negative growth in the oils and fats business has
been instruments in restraining top line growth for the FMCG.

PRODUCTS: Broadly edible oil or fat products can be categorized as fallows.

 Vegetable refined oil
 Hydrogenated oil
 Bakery fats
Expelled ground oil of good quality can be directly consumed. It can
also be refined to have higher purity other oils such as soya has to be refined
to make them edible.
Vanaspathi is obtained by hydrogenation of edible oil. It is used as a
suitable for ghee by some segments of sources and also for making sweets,
snacks including biscuits, cakes etc…
CONSUMER AWARENESS AND PENETRATION:
Among FMCG products, edible oils has one of the highest penetration
of 98% in urban as well as in rural areas penetration of all these 3 cooking
medium is very high at 99.8% in urban areas as well as rural areas.
Vanaspathi penetration averages 17.4% at all India level, significantly
higher at 28.8% in urban areas and 13% in rural areas. It is highest in medium
size towns of 0.5- 1mm population of 34.3% in metros and towns.
Metros refined edible oil is a relatively popular cooking medium. The
per capita vegetables oil consumption in the country was 7.6kg p.a in 1997-98,
significantly lower than 8.5 kg p.a during 1996-97.

CONSUMER HABITS AND PRACTICES:

Edible oil is one form or other is consumed is almost every household,
and Indian food habits show a strong preference for fried vegetables and
several other fixed snack. Traditionally the north and west have been milk
24
surplus regions in the country. This has led to surplus ghee production in
these areas and higher ghee consumption.
The lower ends of the society which cannot afford ghee consume
vanaspathi. Sweet meat makers in the unorganized sector, particularly in the
north represent one of the largest user segments for vanaspathi.
In the south there has been abundant availability of edible oils, namely
coconut oil, ground nut oil, sunflower oil etc. This had led to different
consumer habits southern consumer prefer refined oil cooking medium as
compared to ghee or vanaspathi. Similarly the eastern region, which is milk
deficient, has preference for vegetable oil as cooking medium. There are also
regional and cultural differences in the type of edible oil used for cooking. For
instance Kerala uses more of coconut oil for cooking. Sesame oil is widely
used in the north, mustard oil in the north and east while there is an over
whelming preference for groundnut oil is in the west.
Most consumers, especially in the rural areas buy edible oil in loose
form. Where as in large metros loose oil is scarcely available as retailers find
it difficult to handle the same. In medium sized towns, loose as well as
branded oil is available.
In the last few years popularity of branded oil has been increasing
particularly with the introduction of low cost poly packs with the government
ordering compulsory packaging of edible oil in the wake of dropsy deaths in
the country due to use of adulterated mustard oil, the wage of branded oils is
expected to witness phenomenal growth.
India accounts for 9.3% of world oil seed production. It has the world’s
fourth largest edible oil economy. In 1999, India ranked as the world’s largest
importer of edible oils, displacing china. The bulk of edible oil, India imports
under the open general license is RBD palmolein of Malaysian and
Indonesian origin.
India is one of the world’s leading producers of oil seeds and oil,

25
contributing to 9.3% world oil seed production. It produces the largest
number of commercial varieties of oil seeds over nearly 28.4 million hectares
of land.
The major edible oils produced in India are ground nut, rapeseed, soya,
cottonseed, sesame seed, castor seed, sunflower seed, etc. Groundnut was the
most widely consumed and traded edible oil determining edible oil
economics, but is now being displaced by others. India is the world’s second
largest production of groundnut, next only to china.
The govt. has set up a technology mission on oil seeds, to increase
production of other oil seeds and oil and to reduce dependence on imports.
The strategy followed was to:
Increase productivity with better inputs and practices Increase area
under oil seed crop
Encourage winter oil seed crops.
This led to a sharp increase in oil seed production driven mainly by
rapeseed, sunflower, castor seed and soya. India is today the world’s third
largest producer of rapeseed and cottonseed and the largest producer of caster
seed. India has approximately 300 edible oil refining units, 60-70% of which
are in the small scale unlike the bigger refiners, the smaller one are unable to
important huge quantities of crude either low capacity or lack of financial
resources, and may be forced to close down or sell out to the bigger ones in
the fore cable future.
Another major problem is the low capacity utilization. The installed
capacity of oil mills is around 36 million tonnes annually, but capacity
utilization is only 40% solvent extraction plants shows only 33% capacity
utilization of vegetable oil refineries 40% utilization.
The import of refined palm oil was put under OGC (Open general
license) in March 1994. Other edible oils were put under OGC in April 1995
when an item is brought under OGC, it means that the item can be imported

26
without seeking any approval originally there was no discrimination between
refined and non-refined edible oil as far as import duty was concerned. The
duty on both was 65% duty was then slashed to 30% for both then to 20% in
1996 and 15 % in the 1999-2000 budgets.
In most parts of the world, import duty on the oil seeds is lower than
that on oils. But in India, it is higher 40%. That is why no import of oil seeds
(or) oil-bearing material has taken place in India. The industry wants the duty
to be lowered from the present 40% to 50%.
Edible oil prices in the Indian market have crashed owe to large
imports by multinational trading houses. The edible oil industry is one sector
in India that will see considerable reform in the foreseeable future.
Major players in refined edible oils in the organizational sector are the
ITC Agrotech, Marico Industries, Ahmed mills, Godrej foods. HLL and
NDDB. The market is highly fragmented among various brands. Sundrop
refined Sunflower oil brand with around 13l market share/ ITC Agrotechs
other edible oil brands include Real Gold mustard oil, Crystal refined oil and
Sudan unrefined mustard oil. Sweekar sunflower oil marketed by marica has
an 8.2% share and saffola has 7.5% market share other leading edible oil
brands include NDDB’s Dhara rape seed oil.
Godrej foods (Godrej cooklite sunflower) with 11% market share,
HLL’s flora with 2.5% market share (6% in sunflower oil segment) and
Postman with around 8% market share.
The vanaspathi HLL’s Dalda is the oldest and largest brand with close
to 36% market share. Its brand extension Daldamanpasand was launched in
1996. In Feb 98, HLL launched another brand variant dalda feel light.
Other major vanaspathi manufacturers are Wipro, AmritVanaspathi,
IVP, Madhusudan industries Rasui and Pioneer Agro.

27
IMPORT OF EDIBLE OILS:
It has not been done away completely, but whenever import is now
made is largely a measure of precaution than out of any composition from
1988-89. The edible oils import has been drastically cut down/ In 1996-97,
import totalled 3 lakh tones valued at Rs 250 crores during the next 2 years it
is expected around the same level.
The present import is significant compared to the napping to 19.45 lakh
tones imported value at Rs 969 crore in 1997-98.
India has signed a memorandum of understanding with Malaysia for an
annual import of two lakh tones of palm oil for two years. Besides the country
is to receive 50,000 tones of soya been oil from the U.S. as a gift for meeting
social objectives. Although in the context of exceptionally large oil seeds
production during the current year, there is hardly any need for import, the
country may avail the option to import for building a buffer stock to meet the
needs of public distribution system during the lean period.
CUSTOMER SATISFACTION:
Satisfaction is a person’s feeling of pleasure (or) disappointment
resulting from comparing a products perceived performance in relation to his
(or) her expectation.
As this definition makes clear satisfaction is a junction of perceived
performance and expectations. If the performance falls short of expectation,
the customer is dissatisfied. If the performance matches the expectations, the
customer is satisfied or delighted.
Many companies are aiming for high satisfaction because customers
who are just satisfied still find it easy to.
When a better offer comes along those who are highly satisfied are
much less ready to switch. High satisfaction (or) delight creates an emotional
affinity with the brand, not just a rational preference. The request is high
customer loyalty.
28
 CHAPTER-III

THEORETICAL FRAMEWORK OF THE EMPLOYEE JOB

SATISFACTION
Job satisfaction is defined as “the pleasures emotional state resulting
from the appraisal of one’s job as achieving or facilitating the achievements of
one’s job values”, in contrast, job dissatisfaction is defined as the unpleasures
emotional state resulting from the appraisal of one’s job as frustrating or
blocking the attainment of one’s job values or as entailing disvalues.

DEFINITIONS
Job satisfaction is very difficult to define because it is an intangible,
unseen and unobserved variable. Job satisfaction may be viewed as a
pleasurable emotional state resulting from the perception of one’s job as are
compatible with ones need.
According to P.C.SMITH, job satisfaction is the persistent feeling
towards distrainable aspects of job satisfaction. E.A.LOCKE admits that job
satisfaction and dissatisfaction are seen as functions of perceived at as often
or entailing.
Job satisfaction may be global or specific. Sometimes job satisfaction is
refers to as overall feelings of satisfaction, i.e., job and satisfaction with the
situation as – a – whole (global satisfaction). At some other point of times,
job satisfaction refers to a person’s feelings towards some specific dimensions
of the work environment (facet or specific satisfaction).

IMPORTANCE OF JOB SATISFACTION:

 Job satisfaction has been the center of concentration for researchers over

three decades. The reasons for such concentration are manifold.

 Job satisfaction has some relation with mental health of the people;

29
 dissatisfaction with one’s job may have an especially volatile spill over
affects.
 Job satisfaction has some degree of physical health of individuals.

 Spreads good will about organization. From the point of view of an

organization, people who feel positively about their work life are more apt
to voice ‘favorable’ sentiments about the organization to the community at
large.
 Individual can live with the organization. On the country, a chronicle-upset

individual makes organization life vexation for other whom he interacts.

MAIN ELEMENTS OF JOB –SATISFACTION
Job –satisfaction depends on the nature of work, promotion chances,
quality of supervision, work group, and working conditions, Several Job
elements contribute to job – satisfaction. Those are wages given below.

WORKING WAGES NATURE OF

CONDITIONS WORK

MORALE JOBSATISFACTI MOTIVATION

ON

WORK GROUP SUPERVISION PROMOTIONC

HANCES

30
I. WAGES:
Wages play a significant role in influencing job-satisfaction. This is
because of two reasons. First, money is an important instrument in fulfilling
one’s needs. And two employees often see pay as a reflection of
management’s concern for them.
II. NATURE OF WORK:

Nature of Job determines job satisfaction which is in the form of

occupation level and job content. Most employees crave intellectual challenges
on job. They tend to prefer being given opportunities to use their skills and
abilities and being offered a variety of tasks, freedom, and feedback on how
well they are doing. These characteristics make jobs mentally challenging.
Jobs that have too little challenge create boredom. But too much challenge
creates frustration and a feeling of failure. Under conditions of moderate
challenge, employees experience pleasure and satisfaction.
III. PROMOTIONS:
Promotional opportunities affect job-satisfaction considerably. The
desire for promotion is generally strong among. Employees as it involves
change in job content, pay responsibility, independence, status and the like. It
is no surprise that the employee takes promotion as the ultimate achievement
in his career and when it is realized, he feels extremely satisfied.
IV. SUPERVISION:
There is a positive relationship between the quality of supervision and
job- satisfaction. Relationship with subordinates and take a personal interest
in them contribute to their employee satisfaction.
V. WORK GROUP:
The work group does serve as a source of satisfaction to individual
employees. The work group is an even stronger source of satisfaction when
members have similar attitudes and value causes less friction on a day to day

31
basis. Co – workers with similar attitudes and values can also provide some
confirmation of a person’s self- concept “we are ok and you are ok”.
VI. WORKING CONDITIONS:
Working conditions that are compatible with and that facilitate doing a
good job contribute to job- satisfaction. Temperature, humidity, ventilation,
lighting and noise, hours of work, cleanliness of the work place, and adequate
tools and equipment are the features which affect job-satisfaction.
VII. MOTIVATION:
A high level of satisfaction leads to organizational commitment, while
a low level or dissatisfaction, results in a behavior detrimental to the
organization. For example, employees who like their jobs, supervisors. And
factors related to the job will probably be loyal and devoted. It must be
remembered. That satisfaction and motivation are not synonymous.
Motivation is a drive to perform, whereas satisfaction reflects the individual’s
attitude toward the situation the factors that determine whether an individual
is adequately satisfied with the job differ from those that determine whether
he or she is motivated. The level of satisfaction is largely determined by the
situation. Motivation, on the other hand, is largely determined by the value of
rewards and their dependence on performance. The result of high satisfaction
is increased commitment to the organization, which may are may not result in
better performance.

VIII. MORALE:
Job satisfaction is not synonymous with organizational morale, which is the
possession a feeling of being accepted by and belonging to a group of
employees through adherence to common goals and confidence in the
desirability of these goals. Morale is a by-product of the group, while job
satisfaction is more an individual state of mind. However, the two concepts
are interrelated in that job satisfaction can contribute it morale and morale can
contribute to job satisfaction.
32
IX. ATTITUDE:
Though the terms job-satisfaction and attitudes are used interchangeably,
there are differences between the two. Attitude, as was mentioned earlier,
refers to predisposition to respond. Job-satisfaction on the other hand relates
to performance factors. Attitudes reflect one’s felling towards individuals,
organizations and objects. But satisfaction refers to one’s attitude to a job.
Job-satisfaction is therefore, a specific subset of attitudes.
DIMENSIONS OF JOB SATISFACTION
There are three important dimensions to job satisfaction.
Job-Satisfaction refers to one’s feeling towards one’s job in can only be
inferred but not seen.
1) Job-Satisfaction is often determined by how well outcomes meet or
exceed expectations. Satisfaction in one’s job means increased commitment in
the fulfilment of formal requirements. There is greater willingness to invest
personal energy and time in job performance.
2) The term job-Satisfaction and job attitudes are typically used
interchangeably. Both refer to effective orientations on the part of individuals
towards their work roles which they are presently occupying. Positive
attitudes towards the job are conceptually equivalent to job-Satisfaction and
negative attitudes towards the job indicate job-dissatisfaction
CONSEQUENCES OF JOB SATISFACTION
High job – satisfaction may lead to improved productivity, improved
attendance, reduced, accidents, less job stress, and lower unionization.
(I) PRODUCTIVITY:
There are two views about the relationship between job satisfaction and
productivity.
(1) A happy worker is a productive worker.
(2) A happy worker is not necessarily a productive worker.
The first view establish a direct cause –effect relationship between job
33
satisfaction and productivity when job satisfaction increases, productivity
increases when job satisfaction decreases, productivity decreases.
(II) ABSENTEEISM:
Absenteeism refers to the frequency of absence of a job holder form the
work place either unexcused absence due to some avoidable reasons or long
absence due to same unavoidable reasons. It is the former type of absence
which is a matter of concern. This absence is due to lack of satisfaction form
the job which produces a lack of will to work and alienate a worker form work
as far as possible. Thus, job satisfaction is related to absenteeism.
(III) EMPLOYEE TURNOVER:
Turnover of employee is at rate at which employee leave the organization
within a given period of time. If he is not alder to do so, he opts to leave the
organization. Thus, in general case, employee turnover is related to job
satisfaction is not the only cause of employee turnover, the other cause being
better opportunity elsewhere.

(IV) SATISFACTION AND SAFETY:

Poor safety practices are a negative consequence of low satisfaction
level. When people are discouraged about their jobs, company, and
supervision, they are more liable to experience accidents, as underlying reason
for such accidents is that discouragement may take one’s attention away from
the task at hand.
Inattention leads directly to accidents. For example, many hand injuries form
power tools can be attributed to the operator not paying careful attention
(V) SATISFACTION AND JOB STRESS:
Job stress is the body’s response to any job-related factor that threats to
disturb the person’s equilibrium In the process of experiencing stress, the
employee inner state changes. Prolonged stress can cause the employee
serious ailments such as heart disease, ulcer, blurred vision, lower back pain,
dermatitis, and muscle aches.
34
(VI) UNIONIZATION:
It is proud that job–dissatisfaction is a major cause for unionization.
Dissatisfaction with wages, job security, fringe benefits, changes for
promotion and treatment y supervision are reasons which make employees
join unions. Another dimension is that job – dissatisfaction can have an
impact on the union, such as filing grievances or striking.
Job satisfaction is a set of favorable or unfavorable feelings with which
employee view their work. Job satisfaction plays significant in the
organization. Therefore, managers should take concrete steps to improve the
level of job-satisfaction. These steps may be in the form of job redesigning to
make the job more interesting and challenging, improving quality of work of
life, linking rewards with performance, and improving overall organizational
climate.
DETERMINANTS OF JOB SATISFACTION
While analyzing the various determinants of job satisfaction It have to
keep in mind that: all individuals do not drive the same degree of satisfaction
through them perform the same job in the same job environment and at the
same time. Therefore it appears that besides the nature of job and job
environment, there are individual variables it effect job satisfaction. Thus, all
those factors which provide a fit among individual variables, nature of job,
and situational variables determine the degree of job satisfaction. Let us see
what those factors are.
INDIVIDUAL FACTORS:
Individuals have certain expectations from their jobs. It those
expectations are met from the jobs, they feel satisfied. These expectations are
bases on an individual level of education, age, and other factors.
 LEVEL OF EDUCATION
Have of education of an individual is a factor which determines the
degree of job satisfaction.
35
For example several studies have found negative correlation between the level
of education particularly higher level of education and job satisfaction the
possible reason for this phenomenon may be that highly educated persons
have very high expectations from than jobs, which remain unsatisfied.
 AGE

Individual experience different degree of job satisfaction at different

stages, gets gradually reduced, starts rising up to certain stage and finally lips
to a low degree. The possible reasons for this phenomenon are like this when
an individual an organization, he may have some un realistic assumptions
make them more satisfied .however, when these assumptions fall short of
reality, job satisfaction goes down. It starts rising again as the people start to
assumptions. At the last, particularly at the far end of the career, job
satisfaction goes down because of fear of retirement and future out come.
 OTHER FACTORS
Besides the above two factors there are other individual factors which
effect job satisfaction. It an individual does not favorable social and family
life He may not feel happy at the work place. Similarly, other personal
problems associated with him may affect his level of job satisfaction.
NATURE OF JOB SATISFACTION
Nature of job determines job satisfaction which is in the form of
occupation level and job content.
OCCUPATION LEVEL
Higher level jobs provide more sots faction as compared to lower
levels. This happens because high level jobs carry prestige and status in the
society which itself becomes source of satisfaction for the job holders. For
example, professionally derive more satisfaction as compared to salaried
people factory workers are least satisfied.

36
JOB CONTENT
Job content refers to the intrinsic value of the job which depends on the
requirement of skills for per forming it, and the degree of responsibility and
growth it offers.
Higher content of these factors provides higher satisfaction. For example, a
routine and repent the job provides lesser satisfied loon. The degrees of
satisfaction progressively increase in job rotation, job enlargement and job
environment.
EFFECTS OF JOB SATISFACTION
Job satisfaction has a variety of effects these effects may be seen on the
context of Individuals, physical and mental health, productivity absenteeism
and turnover

PHYSICAL & MENTAL HEALTH

The degree of job satisfaction affects an individual’s physical and mental
health, since job satisfaction is a type of mental feeling; its favorableness un
favorableness affects the individual psychologically. Which ultimately affects
his physical health? For example, has pointed out that dry always, alcoholism,
and mental and physical health result from physiologically harm full jobs.
Further since a job is an important point of life, job satisfaction influences
general life satisfaction. The result is that there is spillover effect which
occurs in both Directions between job and life satisfaction.

PRODUCTIVITY
The debate still continues on whether performance leads to satisfaction
or satisfaction leads to Performance. Another perennial question frequently
asked is whether satisfied employees register higher productivity. But
research has shown that there is no strong linkage between satisfaction and
productivity. In other words, satisfied workers need not be the highest
producers. There could be other interpretation i.e. there are other possible

37
variables , most important being reward after receiving which , they will be
satisfaction but are less likely to be invited in greater performance efforts.
JOB SATISFACTION AND TURNOVER
A related question to this is -Does high job satisfaction result in low job -
turnovers research in this area has shower a moderate relationship between
satisfaction and turnover.
 High job satisfaction help to keep the turnover low a here as, high job

dissatisfaction can result in high turnover.

 As job tenure increases, employees are less likely to leave the organization.

And tenure reduces the effect of dissatisfaction especially amongst male

employees.
 When good jobs are difficult to obtain employees will continue to work

regardless of how dissatisfied they are.

They to a certain extent job satisfaction affects employees turnover and
organization can gain from turnover in terms of lower training costs and
inexperienced personnel.
JOB SATISFACTION AND ABSENTEEISM
Research has shown on inverse relationship exists between job
satisfaction and absentee son .when Job satisfaction is high there could be low
absenteeism, but when job satisfaction is low, it is more likely to lead to high
Absenteeism. Simple stated the degree to which an employee finds his import
could have an impact on the leave of absenteeism. More is the change of his
remaining absent.
OTHER RELATED EFFECTS OF JOB SATISFACTION
There are a number of other positive effects of high job satisfaction like.
 Enthusiasm to learn new lob related tasks.
 Fewer on the -job accidents and grievances.
 Likely to engage in new - social behavior-tries to help colleagues,
customers and will be more co-operative

38
 Looking into all these benefits it would be apt to state that even though all
the positive effects of job satisfaction are not clearly defined job
satisfaction amongst employees is clearly a positive indication of
organizational health and effectiveness and therefore has a major role to
play in the field of organizational behaviour.
BENEFITS OF JOB SATISFACTION
1) One benefit of job-satisfaction servers is that they given management an
indication of general levels of satisfaction in a company. Servers also
indicate specific areas of satisfaction or dissatisfaction (as with employee
services) and particular groups of employees (as in the tool department or
among those over the age of forty).In other words, a sure very tells how
employees feel about their jobs, what parts of their jobs these feelings are
focused on, which departments.
2) Improved ammonization is another benefit of the surveys ammonization
flows in all directions as people. Plan the survey, talk and disabuse its
results. Particularly beneficial to the company is, the up words
communication when employees are encouraged to comment about what
they really have in their minds.
3) An unexpected benefit from a job-satisfaction survey is improved attitudes.
For some employees, the survey is a safety value, on emotional release, a
chance to get things off their chest. For others, the survey is a tangible
expression of management’s interest in employee welfare, which gives
employees a reason to feel letter towards management.
4) The job-satisfaction survey can help discover the causes of indirect
productivity problems such as absenteeism turnover and poor quality of
work .as was discuss, earlier, absenteeism and employee turnover are
highly correlated with job satisfaction in was also noted these ,in turn,
affect productivity. It an organization is disturbed by a high rate of
absenteeism or turnover, it might appropriately turn to job satisfaction

39
 surveys to diagnose the cause .the causes could be low pay, lack of
promotional opportunities, unchallenging jobs, unjust treatment, and the
lake without proper surveys, these could be ran Dom guessing on the part
of management A job satisfaction survey helps management both to get a
better handle on why employees are lagging and to plan better solution to
problems.
5) Another benefit of satisfaction surveys is that they help management
assess training needs usually; employees are given an opportunity to
report how they feel this supervisor performs certain parts of the jobs
such as delegating work and giving adequate job instructions. Since
employees experience these supervisory acts, their perceptions may
provide useful data about the training of their supervisors.

6) job-satisfaction survey is an indicator of the effectiveness of

organizational reward systems .As was discussed earlier , there is a
positive relationship between performance and satisfaction .This
relationship will be strong when rearwards are distributed equitably
contingent up on performance now job-satisfaction surveys can provide
some clues as to the effectiveness of the organizational rewards system.
They help managers judge.
7) One of the best uses of job-satisfaction surveys is in the evaluation of the
impact of Organizational changes on employee attitudes. For example,
has resulted in increased satisfaction to the employees. By comparing
perching data and post change data, it is easy to determine what impact
the redesigned work has on employee attitudes
8) Finally, it is not that, satisfaction surveys, benefit only management. there
are useful to union two often both management and union argue about
what the employee want, but neither really knows. The job- satisfaction
survey is one way to find out. It is for this reason that union support
surveys.
40
But the benefits discussed above would be realized subject to certain
prerequisites. Following are the conditions.
 Top management actively supports the survey.
 Employees are fully involved in planning the survey.
 A clear object exists for conducting the survey.
 The study is designed and administered consistent with standards of
sound research.
 Management is capable and willing to Lake Follow up action.
 Both the results and action plans are communicated to employees.
THEORIES OF JOB SATISFACTION:
There are vital differences among experts about the concepts of job
satisfaction. Basically, there are four approaches/theories of job satisfaction.
They are:
FULFILLMENT THEORY:
The proponents of this measure satisfaction in terms of rewards a person
receives or the extent to which his/her needs are satisfied. Further they thought
that there is a direct/position relationship between job satisfaction and the actual
satisfaction of the expected needs. The main difficulty in this approach is that
job satisfaction is observed by willing , is not only a function of what a person
receives as there would be considerable difference in the actual and
expectations of persons.
DISCREPANCY THEORY:
The proponents of this theory are that satisfaction is the functions of
what is person actually receives from the job situation and what he thinks he
should receive or what he expects to receive. When the actual satisfaction
derived is less than that of expected satisfaction, it results in dissatisfaction.
This approach does not make it clear whether or not over satisfaction is a part
of dissatisfaction. This led to the development of equity theory of job
satisfaction.

41
EQUITY THEORY:
The proponents of this theory are of the view that a person’s satisfaction
is determined by his perceived equity, which in turn is determined by his input-
output balance compared with his comparison of other input-output balance.
This theory of the view that both under and over-rewards lead to dissatisfaction
while the under reward causes feelings of unfair treatment, over-reward leads to
feelings of guilt and discomfort.

TWO-FACTOR THEORY:
This theory was developed by Hertzberg Mouser, Peterson and Cap
well who identified certain factors, as satisfied and dissatisfied. Factors such as
achievement reorganization, responsibility etc.., are satisfied, the presence of
which cases satisfaction but their absence does not result in dissatisfaction. On
the other hand factors such as supervisions, salary, working conditions etc, are
dissatisfied the absence of which results in dissatisfaction. Their presence,
however, doesn’t result in job satisfaction.

42
 CHAPTER-IV
DATA ANALYSIS & INTERPRETATION
Part-A
FACTORS INFLUENCING JOB SATISFACTION IN 3F COMPANY
LTD INTERNAL FACTORS:
JOB: Nature of work, hours of work, fellow workers, and opportunities on
the job for promotion and advancement, overtime regulations, interest in
work, physical environment, machines and tools etc. are at the satisfaction
level in the 3F LTD.
MANAGEMENT: Supervisory treatment, participation, reward and
punishment, praise and blame, leave policy, favouritism are perfect in the
3F LTD.
SOCIAL RELATIONS: Neighbours, friends and associates, attitudes
towards people in community, participation in social activities are very
good in the 3F LTD caste barriers very less in the 3F LTD.
THE WORK: The prime factor in job satisfaction is the work itself. It is
difficult, if not impossible, to have job satisfaction if you hate the work
you are doing. However, sometimes people claim to hate their job when in
fact they just hate doing the job for their current employer. The work
factor is considered satisfaction in the 3F LTD.
JOB VARIETY: Job satisfaction generally increases as the number of
skills used in performing a job increases. Additionally, job satisfaction
generally increases as the amount of knowledge needed to perform a job
increases. These two factors, required skills and quantity of knowledge
combine to form job variety.
The opposite of job variety is task specialization. The task
specialization is found rather the job variety in the 3F LTD.

43
Application in the company:
Autonomy refers to the level of control people have over their
work. The more freedom people have over the pace of their work and the
methods they may employ to perform it, the more autonomy they have
autonomy, or freedom, increases, and so does job satisfaction. The need
for autonomy, or freedom, increases. So does job satisfaction. The need for
autonomy is sometimes felt more strongly in people trying to fulfil the
higher needs on Maslow’s Hierarchy of needs. There higher-level needs
would include the need for status and self-esteem, self-actualization, and
knowledge; Autonomy is given to the employee’s up to the need in 3F
LTD.
GOAL DETERMINATION:
Application in the company: Goal determination refers to the freedom
people have to establish their own work goals and to determine their own
criteria for success. Increased freedom to determine goals and success
criteria can lead to increased job satisfaction. Freedom to determine goals
may not increase job satisfaction, but in most cases having clear, explicit
goals is better than having vague ones. The superiors encourage their
employees in the company towards the determination of goals and guide
towards achievement of those in 3F LTD.
FEEDBACK AND RECOGNITION:
Application in the company: In this context, recognition can be
differentiated from a manager, and it is received less often but carrier’s
greater significance than feedback. The feedback and recognition is
frequently given in the organization.
EXTERNAL FACTORS:
ACHIEVEMENT: Achievement refers to a person’s success on the job.
The general belief is that high achievers on the have high job satisfaction.
There are some, like the behavioural managers, who believe that job

44
satisfaction leads to high achievement. The reverse of this situation may
be even more important. Therefore, the cure for low job satisfaction may
be increase job performance
Application in the company: The employees their views regarding the
training programs are not up to the extent. The achievements are
supported by those elements, which makes an employee most familiar
with the work.
ROLE AMBIGUITY AND ROLE CONFLICT:
It is difficult for people to have high job satisfaction when they are unsure
what their job entails. Nor knowing what your job is or what your place is
in the organization is referred to as role ambiguity. Clarifying the tasks
that define your job and your place in the organization (in terms of
authority and responsibility) can reduce role ambiguity. Reducing role
ambiguity can lead to increased job satisfaction.
Application in the company: The superior guides every employee and
he clarifies the role of the employee and minimizes the role ambiguity in
3F LTD.
OPPORTUNITY: Many people may have more job satisfaction when
they believe that future prospects are good. These future prospects may
mean the opportunity for advancement and growth with their current
employer or the chance of finding work with another employer. If people
feel they have fewer opportunities with their current employer that they
would like, then their job satisfaction may be decrease. Note that we are
dealing with people’s feelings here. “If people feel they have fewer
opportunities”, they may in fact have chance for advancement, but if they
don’t think they do, their job satisfaction suffers anyway. Not only must
people think they have good future prospects with their employer, they
must think hat they a fair chance of obtaining the future prospects. The
same is generally true with opportunities with other companies.

45
Application in the company: In the 3F LTD the employee is given
opportunity for his career development. The performance and superiority
of an employee is taken into account and appropriate opportunities are
given to the right persons.
JOB SECURITY:
An example of Frederic Herzberg’s hygiene factors, job security
may affect job satisfaction more when it is not present that when it is.
When job security, the assurance of employment continuing in the future,
is absent there may be less job satisfaction. When present, job security
may be taken for granted. Job security itself is affected by intrinsic and
extrinsic factors.
Application in the company: Job security is provided to its employees,
the assurance of job security affects the work. It makes the employee to
work with dedication.
SOCIAL INTERACTIONS:
When the social interactions are not as described, job satisfaction
can decrease. These social interactions are complex entitles, the value to
the individual being affected by the quantity of interactions, physical and
mental isolation and the quantity of the interactions. As the quantity of
social interactions increases, job satisfaction may increase.
Application in the companies: The working environment of the 3F LTD
is having a very friendly nature. The social interactions are a part of its
work life.
SUPERVISION:
This means that when the quality of supervision is poor, a worker
can become dissatisfied. When the quality is good, the worker is not
dissatisfied (this does not mean that he or she is satisfied, but even a great
boss won’t make you jump of bed in the morning because you can’t wait
to get to work for him or her. This may seem like a factor that you have

46
little or no control over, but that may not be the case. Sometimes
managers do not manage because of the way they are but because of the
way people force them to manage.
Application in the company: The 3F LTD the supervision is good. The
superior guides his subordinate and direct towards the accomplishment of
the work.
ORGANIZATION CULTURE:
The overall organizational culture and management style can
increase or decrease job satisfaction. A manager may choose to use a
classical or behaviour style of management. A subordinate may force a
manager to use a classical style or may allow the manager to use a
behaviour style. Or the organizations culture or climate may be classical
or behavioural.
Application in the company: The 3F LTD has the style of behavioural style.
WORK SCHEDULES:
It is possible for work schedules to increase job satisfaction.
Compressed workweeks and flexitime (described earlier in this chapter)
may increase job satisfaction by allowing for a better interface between
someone’s personal life and work life. Job satisfaction can also be
positively influenced by allowing a subordinate’s input into the work
schedule or by allowing workers to trade days with other workers.
Application in the company: The work schedules in the 3F LTD; are
satisfactory level. The shift timings are very flexible.
SENIORITY:
Seniority affects job satisfaction differently for different people.
Sometimes satisfaction increases as people learn to perform more
proficiently. For others, satisfaction decreases due to boredom or due to
the realization that their goals and careers are not advancing as they had
hoped.

47
Application in the company: The 3F LTD; does not ignore the seniority;
the promotions of the employees are mainly based on the seniority and
performance of the employee.
COMPENSATION:
Ask most people why they work and they probably say that it is for
the money. Of course, money is an important reason for working, but
there are many other reasons people work. Still, it is important to
understand the special role money plays in the work. For instance, money
can satisfy two needs on Maslow’s Hierarchy the physiologic and status.
Application in the company: Compensation is the basic reason behind
work. The satisfaction of work life is depending on the expected salary of
the employee in the 3F LTD, the structure of compensation does not meet
the expectations of the employees.
INDIVIDUAL FACTORS:
COMMITMENT: The more carefully someone has researched, selected
and prepared for jobs, the more likely that person is to be satisfied with
the job. If the actions of researching, selecting, and preparing for the job
are highly visible to friends and family, then the person is more likely to be
satisfied with the job, and less likely to admit to any dissatisfaction. The
commitment the person has made to a job, the bigger the mistake would
appear to be if the person said he or she was wrong in selecting it. For a
few people, this means that they may stay in an unsatisfying job, un-
willing to look foolish or unable to admit to a mistake.
EXPECTATIONS:
People believe their jobs should fulfil certain needs. These beliefs,
or expectations, concerning a job’s ability to fulfil needs may be realistic
or unrealistic. People who expect work to fulfil all of their needs are
probably being unrealistic. Using Maslow’s hierarchy of needs as an
example, it is reasonable for work to fulfil physiologic needs, and some or

48
most of the safety needs, but only some of the belonging needs. Expecting
fulfilment of the social aspects and the individual.
JOB INVOLVEMENT:
Job involvement refers to how important a person’s job is in his or
her life? The more involved a person is in his or her job, the more
satisfaction he or she generally feels. It is possible, however, to become
over involved in a job.
Over involvement (becoming a “workaholic’) can be identified when
work becomes as pervasive as to affect one’s personal life negatively. At
this point, one might need to determine whether work is part of the
overall “solution” or part of the “problem”.
EFFORT/REWARD RATION:
People compare the rewards they receive from work to the effort
they put into work partially to determine job satisfaction. If the ratio
between the two is heavy on the effort side, then people generally feel less
satisfied because they feel they are putting more into their work they are
getting out of it.
Influence of Co-workers: The importance co-workers place on certain
issues affects the importance an individual places on those issues; this
influence of co-workers in turn may affect job satisfaction. For instance,
co-workers can influence your thinking if they constantly grumble about
the state of the equipment.
COMPARISONS:
People make compassions between their job and how satisfied they
are with them and the jobs of friends, Relatives, and neighbours. A person
who is a middle manager may feel quite satisfied if his or her family
members and neighbours all have lower-status, lower-paying jobs. This
same middle manager might fell less satisfaction if his or her family and
neighbours are CEOs and doctors. Here, each job has relative worth,

49
rather than absolute worth.
OPINIONS OF OTHERS:
The opinions of others concerning your job also affect your job
satisfaction. If other people especially people whom you admire and
respect, believe that you have a good job, then you will typically fell more
satisfied than if the people around you think you have a lousy job. This
also applies to the way society views entire professions. If society
generally regards your profession as valuable and of higher status, then
you will be more satisfied than if society feels you is of low status and
worth.
PERSONAL OUTLOOK:
A person’s general outlook on life another factor that influences
job satisfaction.People with high self-esteem, with confidence in his or
her abilities, and with a positive outlook on life in more likely to have
high job satisfaction than with a negative attitude.
AGE:
Job satisfaction typically increases with age. Older workers have
more work experience, they understand better what needs work can and
cannot satisfy, and overall they have a more realistic view of work and
life. Younger workers have comparatively few or no job experiences with
which to compare their current jobs. Because of this, they are more likely
to substitute the own idealistic views of what work should be for their lack
of experiences and can cause younger workers to fell less satisfaction than
they would if they had their own experiences to drawn.
Application in the company: The individual factors are not
organizational factors but a part of organization. Every human being is
having his own ideas about his work life. In 3F LTD., the company
handles different kinds of people with different perceptions. The
management successfully handles individual factors

50
 Part-B
INTERPRETATION AND ANALYSIS
TABLE NO 4.1
EMPLOYEES OPINION ON MORALE

OPTIONS RESPONDENCE PERCENTAGE

High 36 48.00

Average 21 28.00

Low 18 24.00

Total 75 100.00

INTERPRETATION:
The table no. 4.1 explains about employee’s opinion on morale in the
organization. It reveals that the 48% of employees have high morale and 28%
of employees have average morale and 24% of the employees low morale.

51
GRAPH NO 4.1

EMPLOYEES OPINION ON MORALE

60

50

40
PERCENTAGE

30

20

10

0
High Average Low

52
TABLE NO 4.2

RESPONDENTS OPINIONS ON THE MOTIVATION BY

ORGANIZATION.

OPTIONS RESPONDENTS PERCENTAGE

Very good 5 6.00

Satisfactory 10 13.00

Not satisfactory 60 81.00

Total 75 100.00

INTERPRETATION:
The table no.4.2 tells about respondent’s opinion on the
motivation by organisation.it explains that 6% of respondents feel that
the organization motivation programs are very good and 13% says that
organization motivation programs are satisfactory and 81% expressed
that motivation programs are not satisfactory.

53
GRAPH NO 4.2

RESPONDENCE OPINION ON THE

MOTIVATION IN ORGANIZATION
90

80

70

60
PERCENTAGE

50

40

30

20

10

0
VERY GOOD SATISFACTORY NOT SATISFACTORY

54
TABLE NO 4.3
OPINION ON WORKING CONDITIONS

OPTIONS `RESPONDENTS PERCENTAGE

Excellent 30 40.00

Average 20 26.00

Poor 25 34.00

Total 75 100.00

INTERPRETATION:
The table no.4.3 explains about the opinion on working
conditions in the organization. It explains that 40% of respondents said
that working conditions are excellent and 26% agree that the working
conditions are average and 34% said that working conditions are Poor.

55
GRAPH NO 4.3

OPINION ON WORKING CONDITIONS

45

PERCENTAGE 40

35

30

25

20

15

10

0
EXCELLENT AVERAGE POOR

56
TABLE NO 4.4
OPINION OF RESPONDENTS ABOUT WAGES.
OPTIONS RESPONDENTS PERCENTAGE
VERY GOOD 7 9.3
SATISFACTORY 23 30.7
NOT 45 60
SATISFACTORY
TOTAL 75 100

INTERPRETATION:
The table no.4.4 shows the respondents opinions about wages.
Here, 9.3% of respondents expressed that wage (scale) is very good and
30.7% of respondents said that wage (scale) is satisfactory and 60% of
respondents felt that wage (scale) was not satisfactory.

57
GRAPH NO 4.4

OPINION OF RESPONDENCE
ABOUT
70 WAGES
60
PERCENTAGE

50

40

30

20

10

0 VERY GOOD SATISFACTORY NOT SATISFACTORY

58
TABLE NO 4.5

EMPLOYEES OPINION ABOUT WORK GROUP.

OPTIONS RESPONDENCE PERCENTAGE

Satisfied 40 53.3

Not 35 46.7
Satisfied

Total 75 100.00

INTERPRETATION:
The table no.4.5 explains employees opinion about work group,
53.3% of employees are satisfied about work group and 46.7% of
employees are not satisfied with the work group.

59
GRAPH NO 4.5

EMPLOYEES OPINION ABOUT

WORK GROUP
54

52
PERCENTAGE

50

48

46

44

42
Satisfied Not Satisfied

60
TABLE NO 4.6
RESPONDENTS OPINIONS ON SUPERVISION OF SUPERIOR.

OPTIONS RESPONDENCE PERCENTAGE

EXCELLENT 35 30.6

AVERAGE 23 46.7

POOR 17 22.7

TOTAL 75 100.00

INTERPRETATION:
The table no.4.6 shows the respondents’ opinions about their
superiors, 30.6% of respondents feel that supervision is excellent and
46.7% of respondents said that supervision is average and 22.7% of
respondents said that supervision is poor.

61
GRAPH NO 4.6

RESPONDENCE OPINION ON ME
SUPERVISION OF SUPERIOR
50
45

40

35
PERCENTAGE

30

25

20

15

10

0
EXCELLENT AVERAGE POOR

62
TABLE NO 4.7.
RESPONDENTS OPINIONS ON THE NATURE OF WORK.

OPTIONS RESPONDENTS PERCENTAGE

Excellent 40 53.3

Good 21 28.00

Not 14 18.7
satisfactory

Total 75 100.00

INTERPRETATION:
The table no.4.7 gives the respondents opinion on the nature of
work, 53.3% of respondents feel that nature of work is excellent and
28% of respondents feel nature of work is good and 18.7% of
respondents feel that nature of work is not satisfactory.

63
GRAPH NO 4.7

RESPONDANCE OPINION ON THE

NATURE OF WORK
60

50

40
PERCENTAGE

30

20

10

0
Excellent Good Not satisfactory

64
TABLE NO 4.8
EMPLOYEES OF OPINIONS ON PROMOTION CHANCES

OPTIONS RESPONDENCE PERCENTAGE

VERY GOOD 25 33.3

SATISFACTORY 30 40.00

NOT
SATISFACTORY 20 26.7

TOTAL 75 100.00

INTERPRETATION:
The table no.4.8 tells about the employees opinion on promotion
chances, here 33.3% of employees feel that promotion chances are very
good and 40.00% of employees feel that promotion chances are
satisfactory and 26.7% of employees said that promotion chance are not
satisfactory.

65
GRAPH NO 4.8

EMPLOYEE OPINION ON
PROMOTION CHANCES
45

40

35

30
PERCENTAGE

25

20

15

10

0
VERY GOOD SATISFACTORY NOT SATISFACTORY

66
TABLE NO 4.9.

RESPONDENTS OPINION ON THEORGANISATION POLICIES

AND PRACTICES

OPTIONS RESPONDENTS PERCENTAGE

VERY GOOD 45 60.00

GOOD 20 26.6

SATISFACTORY 10 13.4

NOT SATISFACTORY 0 0.00

TOTAL 75 100.00

INTERPRETATION:

The table no.4.9 explains about the respondents opinion on the

organization policies and practices, here 60% of respondents feel that the
organization policies and practices are very good and 26.6% says that
organization policies and practices are good and 13.4% feel satisfactory and
no respondent expressed dissatisfaction about the organization policies and
practices in the organization.

67
GRAPH NO 4.9

RESPONDENTS OPINION ON THE

ORGANIZATION POLICIES AND PRACTICES
70

60

50
PERCENTAGE

40

30

20

10

0
VERY GOOD GOOD SATISFACTORY NOT SATISFACTORY

68
TABLE NO 4.10
RESPONDENTS OPINIONS ON THE PERFORMANCE BASED PAY

OPTIONS RESPONDENTS PERCENTAGE

HIGHLY SATISFIED 39 52.00

SATISFIED 20 26.6

SOME WHAT 10 13.4

SATISFIED

DIS SATISFIED 0 0.00

TOTAL 75 100.00

INTERPRETATION:

The table no.4.10 analyzes that the respondents opinion on the

performance pay, 52 % of the respondents are highly satisfied with the
performance based pay of the company.26.6 % of respondents are
satisfied with the current performance based pay system and 13.4 % of
respondents are partly satisfied with the performance based pay of the
company and only 8 % are dissatisfied with the performance based pay
system in the company.

69
GRAPH NO 4.10

RESPONDENTS OPINION ON THE

PERFORMANCE BASED PAY
60

50
PERCENTAGE

40

30

20

10

0
HIGHLY SATISFIED SATISFIED SOME WHAT DIS SATISFIED
SATISFIED

70
TABLE NO 4.11

RESPONDENTS OPINIONS ON THE CAREER PROGRESS

IN THE ORGANISATION

OPTIONS RESPONDENTS PERCENTAGE

HIGHLY 50 66.6

SATISFIED

SATISFIED 15 20.00

SOME WHAT 10 13.4

SATISFIED

DISSATISFIED 0 0.00

TOTAL 75 100.00

INTERPRETATION:

The table no.4.11 explains about the respondents opinion on the

career progress in the organization, 66.6 % of respondents are highly
satisfied with the career progress in the organization and 20 % of
respondents are satisfied and 13.4 % of respondents are somewhat
satisfied with the career progress in the organization and only 0 % are
dissatisfied with their career progress in the organization.

71
GRAPH NO 4.11

RESPONDENTS OPINION ON THE

CAREER PROGRESS IN THE
ORGANIZATION
70

60

50
PERCENTAGE

40

30

20

10

0
HIGHLY SATISFIED SATISFIED SOME WHAT DIS SATISFIED
SATISFIED

72
TABLE NO.4.12

RESPONDENTS OPINIONS ON THE TRAINING AND DEVELOPMENT

ACTIVITIES IN THE ORGANISATION:

OPTIONS RESPONDENTS PERCENTAGE

HIGHLY
60 80.00
SATISFIED
SATISFIED 10 13.34
SOME WHAT
5 6.67
SATISFIED
DISSATISFIED 0 0.00
TOTAL 75 100.00

INTERPRETATION:
The table no.4.12 reveals that the respondents opinions on the
training and development activities in the organization, 80 % of
respondents are highly satisfied with the training and development
activities in the company and 13.34 % are satisfied and 6.67 % are
somewhat satisfied and none of them expressed dissatisfaction on the
training and development activities of the organization .

73
GRAPH NO 4.12

RESPONDENTS OPINION ON THE

TRAINING AND DEVELOPMENT
ACTIVITIVES IN THE ORGANIZATION
90

80

70
PERCENTAGE

60

50

40

30

20

10

0
HIGHLY SATISFIED SATISFIED SOME WHAT DISSATISFIED
SATISFIED

74
TABLE NO4.13

RESPONDENTS OPINIONS ON THE RECOGNITION AND

REWARDS PROVIDED BY THE ORGANISATION

OPTIONS RESPONDENTS PERCENTAGE

HIGHLY 50 66.67
SATISFIED

SATISFIED 10 13.33

SOME WHAT 10 13.33

SATISFIED

DISSATISFIED 5 6.67

TOTAL 75 100.00

INTERPRETATION:

The table no.4.13 reveals that 66.67 % of the respondents are

highly satisfied with the recognition and rewards in the organization 13.33
% are satisfied and 13.33 % are somewhat satisfied and 6.67 % of
respondents are dissatisfied with the recognition and rewards provided by
the organization

75
GRAPH NO: 4.13

RESPONDENTS OPINION ON THERECOGNITION

AND REWARDS PROVIDED BY THE ORGANIZATION

80

70

60
PERCENTAGE

50

40

30

20

10

0
HIGHLY SATISFIED SATISFIED SAOME WHAT DIS SATISFIED
SATISFIED

76
TABLE NO: 4.14
RESPONDENTS OPINIONS ON THE JOB SECURITY IN THE
ORGANISATION

OPTIONS RESPONDENTS PERCENTAGE

HIGHLY SATISFIED 40 52

SATI0SFIED 20 27.6

SOME WHAT SATISFIED 10 13.4

DIS SATISFIED 5 7.00

TOTAL 75 100.00

INTERPRETATION:

The table no.4.14 reveals that the respondents opinions on the job
security in the organization,52% of the respondents feel highly satisfied
with the job security in the organization.27.6 % of respondents are
satisfied with the job security in their job.13.4 % are somewhat satisfied
and 7 % are dissatisfied with the job security in their job.

77
GRAPH NO: 4.14

RESPONDENTS OPINION ON THE JOB

SECURITY IN THE ORGANIZATION
60

50
PERCENTAGE

40

30

20

10

0
HIGHLY SATISFIED SATISFIED SOME WHAT DIS SATISFIED
SATISFIED

78
TABLE NO: 4.15.

RESPONDENTS OPINIONS ON THE SUPPORT BEHAVIOUR

OF MANAGEMENT

OPTIONS RESPONDENTS PERCENTAGE

VERY GOOD 57 76.00

GOOD 10 14.00

SATISFACTORY 8 10.00

NOT
SATISFACTORY 0 0.00

TOTAL 75 100.00

INTERPRETATION:

The table no.4.15 explains about the respondents opinions on the

support behavior of management. It reveals that 76 % of the respondents
expressed opinion that support behavior of the management is very good
and 14 % feel that support behavior is good and 0 % of the respondents
feel satisfactory and no respondent expressed dissatisfaction.

79
GRAPH NO: 4.15

RESPONDENTS OPINION ON THE SUPPORT

BEHAVIOUR OF MANAGEMENT
80

70

60
PERCENTAGE

50

40

30

20

10

0
VERY GOOD GOOD SATISFACTORY NOT
SATISFACTORY

80
TABLE NO4.16

SATISFACTION WITH THE SERVICES RENDERED

VARIABLE RESPONDENTS PERCENTAGE

EXCELLENT 29 38.66

GOOD 30 40.00

AVERAGE 10 13.34

POOR 6 8.00

TOTAL 75 100.00

INTERPRETATION:
The table no.4.16 describes the employees satisfaction over the
services rendered by the company, 38.66% of the respondents are
satisfied with the services rented by the co & 40% slandered that they are
good and 13.34% has average.8%of the respondent below average. Hence
we can conclude that most of the respondents are satisfied with the
services rendered by the company.

81
GRAPH NO: 4.16

SATISFACTION WITH THE SERVICES

RENDERED
45

40

35
PERCENTAGE

30

25

20

15

10

0
EXCELLENT GOOD AVERAGE POOR

82
 CHAPTER-V

FINDINGS

 The employees are satisfied by using all the amenities useful in the

field of production
 In 3F Industry all most all the respondents are utilizing the facilities

that are provided by the company

 The majority of the respondent stated that they are satisfied with the

medical facilities provided by 3F Industry Ltd.

 The employees of the 3F Industry are satisfied with the services

rendered by the company

 An absolute majority of 48% correspondents stated that they are

satisfied with the morale

 81% of the employees in the 3F Industry are not satisfied with

motivation level.
 An absolute majority 40% of respondents stated that they are satisfied
with in the working conditions
 The majority of the employees in the organization satisfied in their
work group i.e.,53.3%
 Majority i.e,53.3% of respondent stated that they are satisfied with the

nature of work
 Majority of the respondents are satisfied with the safety facilities

which include helmets, aprons and facility and uniform, shoes as

specified in the welfare amenities.

83
 SUGGESTIONS

 The organization should maintained better relations with the superiors,

subordinates and employees.

 Organization should try to enhance team spirit and coordination among

the employees through proper guidance and counseling.

 The organization provides training facilities by using high level language.

The workers are not able to understanding these problems. So the

organization should provide training in simple language for better
understanding.
 The company should implement various motivation methods for the
employees encouragement and job satisfaction.

84
CONCLUSION

In this study, I observed that, the employees are satisfied by using

all the amenities useful in the field of production and the majority of the
respondents stated that they are satisfied with the medical facilities
provided by 3F industry Ltd.

I suggested that, the organization should maintain the better

relations with the superiors, subordinates and employees and company
should implement to various motivation for the employees
encouragement and job satisfaction.

85
REFERENCES

 L.M. Prasad(2005), Organizational Behavior, Sultan Chand &

amp; Sons, 23, Daryaganj, New Delhi.

 K.Aswathappa(2004), Organizational Behaviour, Himalaya
Publishing House, Mumbai.
 C.B. Mamoria and Gondak (2012), Human Resource Management,

Himalaya Publishing House, Mumbai.

 P.SubbaRao(2004), Essentials of HRM And IR, Himalya
Publishing House, Delhi.
 Gandham Sri Rama Krishna & Kotta Ramesh& amp;

KollaSive Rama Krishna (2005),Marginalised Women And

Economic Development, Empowerment of Agricultural Labour,
Dominant Publishers And Distributors, New Delhi.

86
 ANNEXURE

1. Employees opinion on morale.

(A) High (b) Average (c) Low

2. Respondents opinions on the motivation in an organization

A) Very good b) satisfactory c) not satisfactory

3. Opinion on working conditions

A) Excellent b) average c) poor

4. Opinion of respondents about wages

A) Very good b) satisfactory c) not satisfactory

5. Employees opinion about work group

a)satisfactory b)not satisfactory

6. Respondents opinion on supervision on superior

A) Excellent b) average c) poor

7. Respondents opinion on the nature of work

A) Excellent b) good c) not satisfactory

8. Employees opinions on promotion

A) Very good b) satisfactory c) not satisfactory

9. Respondents opinion on the organization policies and practices

A) Very good b)good c)satisfactory d) not satisfactory

87
10. Respondents opinion on the performance based pay
A) Highly satisfied b) satisfied c) somewhat satisfied d) dissatisfied

11. Respondents opinion on the career opinion on the career progress in the
organization
A) Highly satisfied b) satisfied c) somewhat satisfied d) dissatisfied

12. Respondents opinion on the training and development activities in the

organization
A) Highly satisfied b) satisfied c) somewhat satisfied d) dissatisfied

13. Respondents opinions on the recognition and rewards provided by the

organization
A) Highly satisfied b) satisfied c) somewhat satisfied d) dissatisfied

14. Respondents opinion on the job security in the organization

A) Highly satisfied b) satisfied c) somewhat satisfied d) dissatisfied

15. Respondents opinion on the support behavior on management

A) Very good b) good c) satisfactory d) not satisfactory

16. Satisfaction with the services rendered

A) Excellent b)good c)average d)poor

88