Job Satisfaction On Nagarjuna

JOB SATISFACTION ON NAGARJUNA HERBAL CONCENTRATES LTD
INTRODUCTION
The project done in Nagarjuna Herbal concentrates Ltd; with a view to understand the job
satisfaction of employees. This study revels about various aspects, which increase the level
of satisfaction of employees in an organization.
Health safety measures, performance
appraisal, counseling service. Periodical employees evaluation on the basis of performance,

works participation in management etc. Will increase level of job satisfaction of employees
in an organization.
The success of an organization depends largely on the quality of its human resources.
No organization can be successful in the long run without having the right number and the
right kind of people doing the right jobs at the right time. It is through the combined efforts
of people that material and monetary resources are effectively utilized for the attainment of
common objectives.
Managements can do its job only by motivating people to work for managements objectives.
But it is impossible to understand motivation without considering what people want and
expect from their job.
One of the surest sign of deteriorating conditions in an organization is low job satisfaction.
So satisfaction of job of the individuals is important for an organization to get more results
from its employees.
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OBJECTIVES OF THE STUDY

The objectives can be broadly categorized under primary objective and secondary objective:To be more specific intention may give to workers perception of job satisfaction.
Primary Objectives
1.
To study the job satisfaction in Nagarjuna Herbal concentrates Ltd.
Secondary Objectives
1.
To find out their job is interesting and challenging.
2.
To find out they are satisfied with the pay structure.
3.
To find out the relationship between employer and employee.
4.
To find out they are satisfied with the monitory policy, welfare measures, safety
measures, training and other development facilities given by the organization.

5.
To find out the chances of career development in the organization.
6.
To find out the attitude of workers towards their management and company.
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SCOPE OF THE STUDY

This project report is focus to bring out of the degree of job satisfaction measures in
Nagarjuna Herbal concentrates Ltd. In fact management needs job satisfaction information in
order to make some decisions. Job satisfaction may return to a person or a group. This study
will help the management in directing and co-coordinately the
human relations of an
organization with a view to get maximum production with minimum effort and skill. Job
satisfaction may also apply to part of an individual job. This study help the management to
understand that, the reward from the job performance and once expectations of the job are in
consonance with each other. Managers must keep their eyes towards the satisfaction is the
key to the main problem. So managers must keep their eyes towards the satisfaction of their
workers. There is a co- relocation between job satisfaction at home and in community
relationship may be either positive or negative. This study will help the managers to think
that person is satisfied with his family life, his job satisfaction is high. So managers had
given more pay and proportional opportunities to the workers to improve their working
conditions. This will leads to high job satisfaction to employees and increase the production
and reputation of the company.
Importance
The study is conducted at Nagarjuna Herbal Concentrates Ltd. Thodupuzha
The study covers both the internal and external details of the company
The study was for a period of one month
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METHODOLOGY OF THE STUDY

a) Research design
The blue print of the study is designed as empirical and descriptive. It is empirical as a study
is a data based research and relies on observation, First hand information and experienced to
draw inferences and descriptive as it is a fact finding study, explained the state of affairs as it
exists at present.
b) Methods of Collection of data.

The investigator used primary and secondary data for this study.
PRIMARY DATA:The sample data was obtained from the employees through questionnaire and by mutual
discussion. The doubts raised by the respondents were clarified on the spot to get perfect
answer from the respondents.
SECONDARY DATA:Secondary data sources were publication, journals, magazines, company profiles, internet etc.
Review of literature helped to understand the underlying concepts, Principles, and the present
conditions of the subjects.
a)
Sampling Technique
A sample of 40 employees at random were selected and interviewed. The selected employees
are given questionnaire and are asked to fill in up the questionnaire.
d) Sample size
From the population of 400 employees, 40 employees are selected as sample.
e) Tools of analysis.
The tools used in this study is statistical tools like percentages were used analyzing the
collected data.
Diagrams, graphs, charts, tables etc. are used for analyzing data in a
simplified and attractive manner.

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PERIOD OF STUDY
One month study
LIMITATION OF THE STUDY

(1)
Due to the short spam of time allocated for the project work an intense study was
not possible.
(2)
The researcher could not interview all the workers and managers, so the
information collected should not be completely reliable.

(3)
The management was not ready to supplying certain critical information about the
company in generate and employees in particular.

(4)
Only a single department conducted study, so only a few data could be collected.
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CHAPTER 2
INDUSTRY AND COMPANY PROFILE
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INDUSTRY PROFILE
INTRODUCTION
Ayurveda is the 5000 years old Indian old Indian system of medicine. Ayurveda which
literally means the Science of Life is traditional natural healing system of Indian Sub
continent. The word Ayurveda comes from two words. The word Ayur which means life
and Veda means knowledge. Ayurveda is the knowledge of what is appropriate, happy,
sorrowful conditions of living as well as what is auspicious for congerity. This system of
medicine follows a holistic approach, diagnosing not just the disease but the whole body
constitution of the patient. Today Ayurveda is gaining global popularity. The world Health
Organizatin recognizes Ayurveda as an alternative system of medicines used safest system of
medicinces.
Rejuvenatin and therapeutic procedure are unique to Ayurveda.
This
comprehensive, multidisciplinary system of medicine offers specialties like paediatrics,

genetics, gynaecology, physiotherapy and rejuvenation.
Ayurveda is part of Vedas. The oldest literature of the Indian Sub continent perhaps of the
world and it is a collection of fundamental principles regarding life. Entwired in vedic
culture, which includes yoga, astrology and so on. Ayurveda is a Darshan which includes
observation of phenomenon a logical system based on these observations and both reflecting
profound living experience. Originally the Ayurvedic principles, principles are the Darshans
of the Brahma itself, according to the Vedic texts.
Most of the Ayurvedic texts are until on by the ancient Rishis. The prominent ayurvedic
texts are Charakasamhita, Bhyshajyrathavali, Ashtanga Hrudayam Yogaratnakarak and
Chikitsa manjari by the texts the Rishis.
Give solutions to the diseases that were common at that time and also seen in the modern age.
There are the authoritative texts in ayurvedic for the compound of medicine, manufacturing
process and quality control activities.
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When the Europeans come to India, they brought with them another branch of Medical
Science called Allopathy. Where it some basic chemical mixture were used this become very
popular. It had some serious disadvantages like side effects, which were harmful to human
beings. It was also not effective in treatment of certain diseases. This brought ayurveda in to
prominence again due to absence of any side effect.
Ayurveda was predominant in Kerala and most of the other parts of the India for a long
period. But newly developed fear of the side effects and long term ill effects of allopathic
medicines coupled with inefficiency to compact a large number of diseases have brought the
attention not only Kerala and India but whole world to the biologically based medicines.
Now it is the resurrection time of the sciences. A large number of new organizations in India
are entering in the area of Ayurvedic medicines manufacturing. The curiosity lof the whole
world is to high research and development taking place all over the world in this science.
Companies like Dabur and Himalaya are as strong as any allopathic medicine company. A
large number of allopathic medicines manufacturing has started including Ayurvedic
medicines in this production list.
Apart from Ayurvedic medicines which is based on the traditional Indian system of diagnosis
and treatment. A large number of herbal medicines are also available in the world market. In
fact the growth of the market shores of these products suppresses the growth of Ayurvedic
makert by several times.
Easy methof administration, convenient dosage, more easily
understandable scientific explanation makes it more attractive. More over the possibility of
the standardization of herbal medicines is better than the Ayurvedic medicines.
Ayurveda has excellent remedies for diseases like rheumatic diseases, arthrithis, paralysis,
spondyltiis etc Ayurvedic science deals with not only with the treatment of some diseases
but a complete way of life. Ayurveda deals with panchakarma cleansing and therapeutic
treatment using herbal preparation medicated oil manufactured.
AYURVEDA IN WORLD SCENARIO

Ayurveda gained recognition in the western world as medical scholars researched and
outlined its various postulates. The United States of America, expends some of its $123
million budget on ayurvedic medicines research.
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In addition, the National Insititue of

Ayurvedic Medicine, established by Dr.Scott Gerson is an example of a research institute that
has carried out research into ayurvedic practices.
The Chinese pilgrim Fa Hsien wrote about the health care system of the Gupta empire(320550 CE) and-in the process-described the institutional approach of Indian medicine which is
also visible in the work of Charaka, who mentions a clinic and how it should be equipped.
Madhava(700 CE), Sarngadhara(1300 CE) and Bhavamisra(1500 CE) complied works on
Indian medicine. The medical works of both Sushruta and Charaka were translated into the
Arabic language during the Abbasid Caliphate(750 CE). These Arabic Works made their
way into Europe via intermediateries. In Italy the Branca family of Sicily and Gaspare
Tagliacozzi(Bologna) became familiar with the technique of Sushruta.
British physicians traveled to India to see Rhinoplasty being performed by native methods
report on Indian Rhinoplasty was published in the Gentlemans Magazine by 1794, Joseph
Constantine Carpue spent 20 years in India studying local plastic surgery methods. Carpue
was able to perform the first major surgery in the western world by 1815. Instruments
described in the Sushruta Samhita were further modificed in the Western World.
AYURVEDA INDIAN SCENARIO

Ayurveda is one of the greatest gifts of the sages of ancient India to mankind and is accepted
as the oldest scientific medical system with a long record of clinical of human beings.
Ayurveda treats man as a whole, which is a combination of body experience. Ayurveda aims
at the physical mental and spiritual well being, mind and soul. India is known worldwide for
its ayurveda treatment.
In 1970, the Indian Medical Central Council Act was passed by the Parliament of India,
which aims to standardize qualifications for Ayruveda and provide accredited institutions for
its study and research. In India over 100 colleges offer degrees in traditional Ayruvedic
medicine. The Indian government supports research and teaching in ayurveda through many
channels both at the national and state levels and helps institutionalize through many
channels both at the national and state levels and helps institutionalize traditional medicine so
that it can be studied in major towns and cities. The state-sponsored Central Council for
Research in ayruveda and Sidda(CCRAS) is the apex Institution for promotion of traditional
medicine in India.
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AYURVEDA MEDICINE INDUSTRY IN INDIA
There are number of companies producing ayruvedic medicines in India. But most of them
are quite small, including numerous neighbourhood pharmacies that compound ingredients to
make their own remedies. It is estimated that the total value of product from the entire
ayurveic production in India is on the order of one Billion Dollars(U.S). The industry has
been dominated by less than a dozen major companies for decades, joined recently by a few
others that have followed their lead, so that there are today 30 companies doing a million
dollars or more per year in business to meet the growing demand for ayruvedic medicines.
Ayurveda manufacturing units can be broadly classified into organized and unorganized
sectors. The organized sectors consist of both large and small manufacturing units. The large
manufacturing units comprise the well established manufacturers who operate in both
domestic and international markets. They are the flag bearers of of industry and mainly
responsible for the revival and growth of ayrueda. The organized sector include companies
such as Dabur India LTd, Himalaya Drug company Ltd, Baidyanath Ayurveda Bhavan ltd,
Zandu Pharmaceuticals Lts, Charak Pharmaceutical Ltd etc, Many more companies have
diversified into ayurveda.
These include ayurvedic companies such as Cadila Health Care
Ltd, Albert Davaid Ltd, Cipla Ltd. Small manufacturing units manufacture a few medicines
and operate in small area. Such units are quite strong in their area of operation. There are
certain small manufacturing units who cater to export market only. The key supplies in
ayurvedic products are Dabur, baidyanath and Sandu, which together have about 85% of
Indias domestic market.
Dabur India Ltd is India largest ayruvedic medicines supplier and the fourth largest producer
of FMCG. It was established in 1884, and had grown to a businesss level in 2003 of about
650 million dollars per year, though only a fraction of that is involved with ayurvedic
medicine. Daburs ayruvedic specialites division has over 260 medicines for treating a range
of ailments and body conditions from common cold to chronic paralysis. These materials
constitue only 7% of Daburs total revenue. Dabur Chyawanprash has a marker share of 70%
and chewable Hajmola Digestive Tablest has an 88% share. Other major products are Dabur
Amla Hair Oil, Vatika(shampoo) and Lal Dant Manjan(tooth powder).
Zandu pharmaceutical works was incorporated in Bombay in 1919, named after an 18th
century Ayruvedic. The company focuses primarily on Ayurvedic products. Today Zandu
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has a chemicals division and cosmetics division. Its total sales volume is about 45 million
dollars.
The Himalaya Drug Company was established in 1934 in Bangalore. It currently has a
business level of about 500 million dollars and has a U.S distribution division. It is known in
the U.s for the product LIv-52, marketed as a liver protector and therapy for liver diseases
like hepatitis, the product was first marketed in India in 1955.
Sri Baidyanath Ayurvedic Bhavan Ltd(Baidyanath for short) was founded in 1917 in Calcutta
and specializes in Ayurvedic medicines, though it has recently expanded into FMCG sector
with cosmetic and hair care products. Baidyanath has a sales volume of about 350 million
dollars, but most of the products sales are in the cosmetic range. The company is having over
700 ayurvedic products, made at 10 manfucturing centers, with1600 employees.
Vicco Laboratories was established in 1958. It mainly produces topical therapies based on
ayurveda and is best known internationally for its toothpaste product, Vajradanti, which has
been marketed in the U.S for more than 25 years.
The Emami Group founded in 1974, provides a diverse range of products, doing 110 million
dollars of business annually, though only a portion is involved with ayruvedic products,
through its Himani lin, the company is mainly involved with toiletries and cosmetics, but also
provides Chyawanprash and other health products.
Ayurveda Medicine Kerala

Kerala have a a rich tradition of Ayurveda. Kerala is the most famous destination for
ayruvedic treatment in India. It attracts tourists not only from the other parts of India but also
from different countries.
The knowledge of Sanskrit enables the healers of Kerala to interpret the ayurvedic system
accurately and get a proper insight. Kerala has been able to preserve authentic ayurveda as
well as make some impressive contributions of its own. During this period, ayruveda is
dominated by eight families who considered it as their family profession. They are called
Ashtavaidyas(Eight physicians) and where well-versed in vaghatas Ashtangahridya. Each of
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them specialized in one of the eight branches of ayruveda and helped in keeping the
traditional art of healing alive and dynamic. The major credit for reviewing and spreading
this message in the 20th century goes to the Kottakkal Arya Vaidyasala and its founder
Vaidyanathan P.S.Varrier called the pioneer of Ayruveda in South India. He is the first man in
South India to organize the treatment of patients under the ayurvedic sysem. He pioneered
the production of ayruvedic medicines on modern times and ensured that ayurveda occupied
the right place among the countrys major medical system. The ayurveda vidyas also their
contribution ot the development and improvement of the health care system, and many of
them prepard some formulations themselves regionally according to the provisions of
Ayurvedic texts like astangahridayam, charaka samhita etc. Exports of ayurvedic medicines
have reached about 110 million dollars a year and it is about the 10% of the value of entire
ayurvedic industry in India. For promoting ayurveda as a system, ther should be adequiate
infrastructure, R&D aimed at ensuring quality control, new product development, basic
research and product standarsization.
The ancient ayruvedic system has eight branches.
They are Kaya chiskista(general
medicine), Shalya tantra(surgery), Shalakya Tantra (ENT and ophthalmology), Graha

(Psychotherapy), Damshitra (toxicology), Kumara bhritya(pediatrics and Gynacology)Rasaya
(rejuvenation) and Vajikarana(Aphrodisiacs). Kerala Ayurvedic treatment is unique and some
treatment is done only by some specialized practioners or ayurvedic hospitals in kerala.
Example, Reduction therapy has two parts called pacification and purification. Pacificiation
is done with herbs, fasting, exercise, sunbathing and exposure to wind. Purification is a
special form of therapy for elimination of the disease causing humours.
Ayurvedic
elimination therapy is its system for guiding the toxins to their sites for elimination. It
consists of five parts- Thepancha karmas- cleaning enemas, nasal medication, purgation,
Emesis and bloodletting. All these require preliminary ayruvedic practices of oleation and
sweating. Kerala has developed its own Ayruvedic treatment modalities like Dhara, pizhichil,
Navarakizhi, Elakizhi, Sirovasthi, Thalopothichil etc.
which are highly effective in a
anumber of diseases which include Motor neuron diseases, Arthritis of various kinds, skin
disease, heart diseases, peptic ulcer, Asthama, Peripheral vascular diseases etc. One of the
many available Ayruvedic therapies in Keral is massaging. Massaging is offered here as a
method of rejuvenation as well as a treatment. It gives relief from pains and aches, increasing
blood circulation, enhancing immunity rejuvenates the body and relaxes the mind. Another
ayruvedic remedy is Marma chikilsa, a treatment similar to the Chineses acupuncture, is an
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advanced form of massage and is widely utilized by Kalaripayattu(keralas maetaial
art)exports for improving flexibility. The ayruvedic Acharyas (vdyas) in Kerala are also
proficient in vishagara-vairodh Anteiror Toxicology. Medicines like gorochandanadi used in
the cure of ver, epilepsy, treatement of small pox and other infectious deceses. Today
Ayruveda is one of the emergin sector in kerala, which is growing rapidly because of the
growth in tourism sector. The numer of torusits visiting Keral is increasing year over year.
In order to take the advantage of it many ayruvedic groups started ayruvedic hospitals and
Resorts.
The Kerala Government and some social organizations are also conducting
awareness programs for the promotion of ayruveda.
COMPANY PROFILE
Nagarjuna Herbal Concentrates Ltd is a public limited company engaged in the production
vedlarizing the indigenous system of medicines in our country, is located at Thodupuzha The
construction of the company started in the year 1985, and commissioned in October 1989. In
the beginning company had only 87 agencies but now the authorized agencies are more than
800 and it is spreading through out the state. During the short span of its existence Nagarjuna
has been able to contribute significantly to the advancement popularization of ayurveda.
Besides the manufacture of wide range of classical formulations. Nagarjuna has entered the
realms patented preparations as the testimony of Nagarjuna commitment to exploring a
logical basic for the propagation of plant based medicines as an alternative to chemotherapy.
Over the years, Ayurveda the ancient wisdom of healing from the Indian subcontinent has
been on the path of dynamic resurgence as a holistic health care system attracting worldwide
attention. Established in the year 1989 "Nagarjuna Herbal concentrates Limited" has one
basic mission that is restoration of Ayurveda to its original glory. It was specifically setup
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with the mission to contribute to this resurgence in a creative manner in Kerala and
elsewhere. By pursuing this path with single minded devotion, the company hopes to become
the worthy inheritor of a priceless heritage. Even a casual, glance at the track record of the
company would show that company is well on its way to achieve its mission and going
beyond.
In this search for excellence, Nagarjuna has gone one step further. For the first time, it has
brought together the Aryavaidya and Ashtavaidya schools of thought to take advantage of the
finer points of both. To sustain this delicate synthesis, Nagarjuna draws on the expertise of
advisory committee consisting of renewed Ayurvedic physicians.
Within a short span of 18 years (commercial production commenced in 1989), Nagarjuna has
become the second largest Ayurvedic house in Kerala with a turnover of 27crores,
continuously making profit since 1991 and declaring dividends regularly for the last 16 years.
The company's loan and interest payments are so prompt that it has won the admiration of the
financial institutions that support it.
Nagarjuna Herbal Concentrates Limited is also the first corporate house in the Ayurvedic
sector in Kerala. It is also having the certification of ISO 9001-2000. The company provides
employment to over 1200 persons directly and indirectly.
Nagarjuna state-of-the-art of manufacturing facilities are located at Alakode, 6km from
Thodupuzha in the Idukki District of Kerala where traditional values and strict adherence to
ancient Ayurvedic texts as the law. This place has proximity to the Western Ghats, which has
abundant resources of herbal plants.
The production facilities are also streamlined to incorporate modern technology to have the
benefits of its accuracy, hygiene and speed in mass production supervised by experts in
Ayurvedic wisdom as well as by knowledgeable Engineers.
The venture has active participation from the Kerala State Industrial Development
Corporation, Kerala Financial Corporation and the Industrial Development bank of India. The
company is promoted by Sri.V.G.Devadas Namboothirippadu, first time entrepreneur with
financial support from the above said Financial Institutions KSIDC and IDBI. Ayurvedic
Literature and so on is some of its many projects. Another ambitious project of a HitchAyurvedic retreat is stated to come up in Bangalore.
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THE ENTER OF NAGARJUNA

Nagarjuna was established in the year 1989 by Sree V.G.Devdas Namboothirippadu an
entrepreneur with a few experts in the ayurveda field in the board of management.
The First
Nagarjuna has several first to its credit. Some of these are;the first to create synergy
between Ayurveda & Ashtavaidya schools of thought in ayurveda.
The first to take the franchise model of business to service health needs, on a wide
scale, across the state of Kerala, particularly to the rural areas.
The first to provide consistent focus on R&D activities in ayurveda sector in Kerala
and establish a fully fledged facility for the same.
The first to create wide spread awareness of medical plants among people and to
make its cultivation a popular as well as income generation programme.
to
The first to use modern promotional methods such as TV Advertising on a large scale
propagate Ayurveda.
The Groups
Nagarjuna ayuvedic group presently consists of the following organizations;
NAGARJUNA HERBAL CONCENTRATES LTD(NHCL), the flagship company
and the GMP certified manufacturing facility. Which began commercial production in 1989,
is situated at Alakodu panchyat, Thodupuzha in Kerala.
NAGARJUNA AYURVEDIC CENTRE LTS.(NACL) is the hospital providing
authentic Ayurvedic treatments situated on banks of Periyar at Kalady in Kerala in an

atmosphere of tranquility and science charm.
NAGARJUNA AYURVEDIC RETREAT LTD(NARL) is a holistic health care
which provides alternative therapies besides ayurveda including classes in Indian philosophy
and culture well supported by a well stocked reference library began operation in 2006 at
Moolamkuzhi. Malayattoor in Kerala.
NAGARJUNA RESERCH FOUNDATION (NRF) is a charitable trust whose
taistees are eminent personalities in the society. Besides research activities NRF has done
yeoman service in popularizing such a planting and distribution of sapling, imparting
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technical advice, conducting classes and giving awards yearly ("Oushathamithram Awarrd").
So for it has distributed over 25 lakhs sapling across Kerala.
NAGARJUNA SOCIAL SERVICE SOCIETY (NSSS) Is an NGO established
specially to cany out the promotional activities related medical plants began by Nagarjuna
Research Foundation.
NAGARJUNA AYURVEDIC INSTITUTION (NAI) a charitable trust established
to conduct educational programmes to a variety of target group including international

students.
Corporate Mission & Vision

Restoration of Ayurveda to its original glory Objectives of the Organization
To any on the business of manufacturing, processing, formulating and distribution of
Ayurvedic Medicines.
To undertake service of Ayurvedic treatment centers.
To cultivate medical herbs, shrubs and trees.
To make publication based on Ayurvedic texts.
To promote charitable organization for popularizing awareness about Ayurveda.
Comprehensive, multi-feed development of Ayurveda in all its varied aspects and
expensive propagations of its message.
Quality Policy
Committed to quality of the product.
Restore Ayurveda as a mainstream health management system.
Achieve a sustained organizational growth.
Quality Objectives
Focusing on process and customer
Developing and empowering people.
Encouraging creativity, innovation and team work. Using effective information
technology.
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VALUES
To company delivers solutions that will please its customers. Deliver returns that motivate its
investors. By understanding the deep and fundamental needs if its people, its customers its
investors and Eco system (Alliance, community and Environments).Take actions that
strengthen the company and inspire the best in other (By setting an example in relationships,
integrity, honesty, humility and hard work).
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MAIN OBJECTIVES OF COMPANY
Nagarjuna commitment to advance to cause of Ayurveda does not stop at manufacturing and
marketing drugs but conversing a broad spectrum of activities in the true spirit of ayurveda
like;
Development of new medication to prevent and cure deceases inherent in the
changing life style and to combat the evil effect of the modern civilization.
Cross pollination of the different branches of ayurveda and modernizations of this
versatile science.
Establishment and maintenance of botanical gardens of medical Plant and verbs to
eliminate the dearth of drugs.
Identification, production and marketing of specific drugs through modern technology
and methods to make these essential drugs available freely for the alleviation of human
suffering
Comprehensive, multi-faced development of Ayurveda in all its Varied aspect and
extensive propagation of its message.

CAPITAL STRUCTURE OF THE NAGARJUNA HERBAL CONCENTRATED LTD.
The company has an authorized capital of 500,00,000 divided into 50,00,000 equity shares of
Rs. 10 each. The issued and subscribed capital of Rs. 2648000 divided into equity shares of
10 each.
The paid up capital is 2648000 divided into equity shares of Rs. each fully paid-up and
384306 equity shares of Rs. 10 each partly paid up. Of above shares 180772 shares have been
allotted as fully paid by way of bonus shares.
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PRODUCT PROFILE
Nagarjuna is an oldest follower of the Ayurvedic tradition. But modern technology has its
own contribution to be made by way of hygiene, accuracy and speed. So the company's
manufacturing operation has been mechanized to a large extent. These operators are
organized under the supervision of doctors and health scientists and also Nagarjuna made a
determined entry into the area of patent formulations. The R&D division of Nagarjuna has
evolved strength testing procedure for its drugs. A significant development recently is the
establishment of a modern laboratory set up of a cost of Rs.70lakhs. The laboratory has an
on-going program of basic research in Ayurveda, besides development of new formulation
and standardization of drugs. Nagarjuna has more that 500 products, which can be classified
as follows. The important traditional medicines of Nagarjuna are:
Arishtams
Asavams
Thailams
Kuzhambus
Ghruthams
Lehyams
Avarthies
Choornams
Kashaya Choornams
1. Arishtams
These are fermented decoctions of medicines prepared by adding honey, jiggery, sugar and
the powder of some medicines including spices. These preparations have alcohol content
within a range of 6-10% which is generated because of fermentation itself. Self-fermented
preparations using Kashayams are called Arishtams.
1. Abayarishtam
2. Amrutharishtam
3. Asokarishtam
4. Balakrishtam
5.
Dasamoolarishtam
2.Asavams
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These are fermented preparations produced adding honey, jiggery, sugar juices and the
powder of some medicines including spices. These preparations have alcohol within a range
of 6-10% which-ds generated as
1.
Aravindasavam
2.
Vhringarajasam
3.
Chandanasavam
4.
Kanakasavam
5.
Kumaryasavam
6.
Lohasavam etc.
a result of fermentation itself.
3. Thailams
These are medicated oils. Decoction juice, milk etc, is added to oils like sesame soil, coconut
oil or caster oil and is heated with powered raw drug, until the water content evaporates
completely. In this process, the medicinal extracts of the raw drugs make the oil medicated.
1.
Amrutdithailam
2.
Arimedhas thailam
3.
Baiaadhaathryadi thailm
4.
Brahmee thailam
5.
Balaaguioochuaadi thailam
4. Ghrutham
These are only for external application, unique to Kerala. A mixture of sesame oil, ghee and
castor oil substitute's oils base of medicines for external application.
1.
Balaaswagandhaadi Kuzhambu
2.
Dhanwantharam Kuzhambu
3.
Eladadi Kuzhambu
4. Kaarpasathyaadi Kuzhambu etc.

5. Kaarpasathyaadi kuzhambu etc.
5.Ghrutham
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Ghrutham are medicated preparations of ghee. Ghee is medicated by adding decoction,
power, juice etc. and is processed until the ghee becomes medicated and water free.
1. Bhrami ghrutham
2. Gulguluthiktaka ghrutham
3. Indukaanda ghrutham
4. Jaathyadi ghrutham
5. Phalasarpis etc.
6. Lehyams
Lehyams are semi solid preparation of drug, prepared with the addition of jiggery or sugar
candy and boiled with the prescribed liquid and fine powder of drugs, until the correct
constituency is obtained.
1. Agashtya Rasayanam
2. Ajamamsa Rasayanam
3. Amruthaprasa Rasayanam
4. Dasamoola Rasayanam
5. Gomoothra Harithaki etc.
7. Gulikas
These are pills/tablets, common mode of use: Grind and mix the tablet in suitable kashaya or
any other additives.
1. Dasaangam gulika
2. Dhanwantharam gulika
3. Kanchanaara gulgulu gulika
4. Shaddharanam gulika
5. Siva gulika etc.
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8. Aavarthies
Aavarthies come under the category of medicated oil. Here the selected quantity of oil is
being medicated by adding medicines repeatedly. The process of medication is repeated to
7,14,41 or 101 times. This enhances the potency of oil.
1. Dhanvvamtharam Avavarthi
2. Ksheerabala Aavarthi 101
9. Choornams
These are fine powders of herbal medicines.
1. Ashta choornams
2.Elaadigana choornams
3. Hinguvachaadi choornams
4.Raasnadi choornams
5. Thaaleespathraadi choornams
10.Kashayams
Disintegrated drugs are concentrated and extracted into
water. The drugs are boiled in
water and are concentrated.

1. Amruthotharam kashayam
2. Aaragwadham kashayam
3. Balaguloochyaadi kashayam
4. Dasamooladuthrayam kashayam
5. Dasamoolam kashayam
11.Kashayacoornam
Kashaya choornam is a dry mixture of coarsely powdered raw materials used for the
kashayam.
1 .Amruthotharam Kashaya Choornam
2.Dasamooladuthrayam kashaya choornam
3.Dasamoolam kashaya choornam
4.Aragwadham Kashaya Choornam
5.Balaguloochyaadi Kashaya Choornam
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ORGANIZATIONAL CHART
Managing Director
Chief Executive
Officer
General Manager
Personal
Manager
Assistant
Manager
Production
Manager
R&D
Department
Marketing
Department
Finance
Department
Purchase
Department
Assistant
Manager
Assistant
Manager
Assistant
Manager
Assistant
Manager
Assistant
Manager
Works Manager
Accounts Manager
Accounts Officer
Stores and Maintenance

Manager
Operators
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SWOT ANALYSIS OF NAGARJUNA HERBALS CONCENTRATES

LIMITED
Strength:
Since Nagarjuna products are manufactured as per strict guidelines, they are able to
make high quality products.
Company has a policy of continuous development and innovation in products
thatenables it to maintain high marketing share.
Frequent meeting between the owners and employers helps to build a good employer-
employee relationship.
Efficient R&D departments to develop new and efficient products.
Excellent brand image
Good costumer relationship
Wide variety of products
Good relationship between management and trade union
Good customer satisfaction index
Weakness:
Lack of enough advertisement
Low number of production and manufacturing units
Lack of enough medicinal gardens
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CHAPTER 3
REVIEW OF LITERATURE
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DETERMINANTS OF JOB SATISFACTION

Factors influencing job satisfaction may be classified in to two categories.
I Environmental factors
II Personal Factors
I. ENVIRONMENTAL FACTORS:
This factor relates to the work environment.
1. Job Content:Job content includes recognition achievement, advancement, responsibility and work itself.
Presence of this factors provides satisfaction but the absence of this doesn't cause
dissatisfaction.
2. Occupational level:
Higher level job are generally better paid, more challenging and provided greater freedom of
operation. The higher is the job in organizational hierarchy the greater is the satisfaction of
the individual.
3. Pay and Promotion:

Higher pay and better opportunities for promotion leads to higher job satisfaction.
4. Work Group:
Being a social animal man like to be associate with others interaction in the work group for
the satisfaction of social and physiological needs. Job satisfaction is higher when an
individual is accepted by his peers.
5. Supervision
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Consideration supervision tends to improve job satisfaction of workers. A considerate
supervision takes personal interest in his subordinate and allow them to participation the
decision making process.
II. PERSONAL FACTORS:

1. Age:
The relationship between age and job satisfaction could be complex. Generally it is expected
that workers in the advanced age group tends to be more satisfied probably because of the
experience.
2. Sex:
Many studies revealed that women are less satisfied because of lack of job opportunities. But
female workers may be more satisfied due to this lower occupational aspiration.
3. Educational level:
Generally more educated employees lead to the less satisfied with their job due to their higher
job aspiration. But research does not show conclusive relationship between the two variables.
4. Marital Status:
The general impression is that married employees tend to be more dissatisfied due to their
greater responsibilities. But such employees may be more satisfied because they value their
job more than unmarried workers.
5. Experience:
Job satisfaction tends to increase with the increasing years of experience.
6 Medical fitness
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JOB SATISFACTION AND WORK BEHAVIOURS

The success or failure of job satisfaction related with various aspect of work behavior like
absenteeism, adjustment, accident, productivity and union affiliation. Many studies have been
revealed varying number of relationship between these variables.
1. Absenteeism and job satisfaction:

Absenteeism means the failure of a worker to report on the work when he is scheduled to
work. Most of this studies revealed that low absent employees are more satisfied with their
work.
2. Adjustment and job satisfaction:

If an employee is facing problems in general adjustment, it is likely to affect his work life.
There is a positive relationship between job satisfaction and adjustment.
3. Productivity and job satisfaction:

It is generally assumed that a satisfied employee will also be a productive employee. But
research reveals no relationship between job satisfaction and productivity.
4. Accidents and job satisfaction:

An industrial accident is a sudden and unexpected occurrence in an industrial
undertaking causing body injury and interruption in the progress of work. Research on
relationship between variables shows that satisfied employees cause fewer accidents.
5. Job satisfaction and unions:
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The purpose of unions is to protect economic interest of its members and to ensure and
maintain desirable working conditions for them. Research revealed that unionized workers
tend to be more satisfied whereas employees disturbed organizations were less satisfied.
Job satisfaction refers to the degree to which a job satisfies the needs and expectations of the
job holder. Several factors related to job holder and his work environment determine job
satisfaction.
MODELS OF JOB SATISFACTION

Affect Theory
Edwin A. Locke's Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise 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.g. the degree of autonomy in a
position) moderates how satisfied/dissatisfied one becomes when expectations are/aren't met.
When a person values a particular facet of a job, his satisfaction is more greatly impacted
both positively (when expectations are met) and negatively (when expectations are not met),
compared to one who doesn't 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 and less satisfied in a
position with little or no autonomy compared to Employee B. This theory also states that too
much of a particular facet will produce 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 of 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.
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A significant model that narrowed the scope of the Dispositional Theory was the Core Selfevaluations Model, proposed by Timothy 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/her 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 (Motivator-Hygiene Theory)

Frederick 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. An employee's motivation to work is continually related to job satisfaction of a
subordinate. Motivation can be seen as an inner force that drives individuals to attain
personal and organizational goals. Motivating factors are those aspects of the job that make
people want to perform, and provide people with satisfaction, for example achievement in
work, recognition, promotion opportunities. These motivating factors are considered to be
intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working
environment such as pay, company policies, supervisory practices, and other working
conditions. While Hertzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham suggesting that
Hertzberg'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.
Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
satisfaction. The model states that there are five core job characteristics (skill variety, task
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identity, task significance, autonomy, and feedback) which impact three critical
psychological states (experienced meaningfulness, experienced responsibility for outcomes,
and knowledge of the actual results), in turn influencing work outcomes (job satisfaction,
absenteeism, work motivation, etc.). The five core job characteristics can be combined to
form a motivating potential score (MPS) for a job, which can be used as an index of how
likely a job is to affect an employee's attitudes and behaviors. A meta-analysis of studies that
assess the framework of the model provides some support for the validity of the JCM.
COMMUNICATION OVERLOAD AND COMMUNICATION UNDER LOAD

One of the most important aspects of an individual's work in a modern organization concerns
the management of communication demands that he or she encounters on the job (Krayer, K.
J., & Westbrook,). Demands can be characterized as a communication load, which refers to
"the rate and complexity of communication inputs an individual must process in a particular
time frame (Faraca, Monge, & Russel, 1977)." Individuals in an organization can experience
communication over-load and communication under- load which can affect their level of job
satisfaction. Communication overload can occur when "an individual receives too many
messages in a short period of time which can result in unprocessed information or when an
individual faces more complex messages that are more difficult to process (Farace, Monge, &
Russel, 1997)." Due to this process, "given an individual's style of work and motivation to
complete a task, when more inputs exist than outputs, the individual perceives a condition of
overload (Krayer, K. J., & Westbrook,) which can be positively or negatively related to job
satisfaction. In comparison, communication under load can occur when messages or inputs
are sent below the individual's ability to process them (Farace, Monge, & Russel, 1997)."
According to the ideas of communication over-load and under-load, if an individual does not
receive enough input on the job or is unsuccessful in processing these inputs, the individual is
more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a
low level of job satisfaction.
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MEASURING JOB SATISFACTION

There are many methods for measuring job satisfaction. By far, the most common method for
collecting data regarding job satisfaction 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, checklists, and forced choice answers. This data is
typically collected using an Enterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific
questionnaire of job satisfaction that has been widely used. It measures one's satisfaction in
five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the
work itself. The scale is simple, participants answer either yes, no, or can't decide (indicated
by '?') in response to whether given statements accurately describe one's job.
The Job in General Index is an overall measurement of job satisfaction. It is an
improvement to the Job Descriptive Index because the JDI focuses too much on individual
facets and not enough on work satisfaction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire
(MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job
satisfaction in 20 facets and has a long form with 100 questions (five items from each facet)
and a short form with 20 questions (one item from each facet). The JSS is a 36 item
questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job
satisfaction, one of the first scales used widely, measured overall job satisfaction with just
one item which participants respond to by choosing a face.
SUPERIOR-SUBORDINATE COMMUNICATION
Superior-subordinate communication is an important influence on job satisfaction in the
workplace. The way in which subordinate's perceive a supervisor's behavior can positively or
negatively influence job satisfaction. Communication behavior such as facial expression, eye
contact, vocal expression, and body movement is crucial to the superior-subordinate
relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal
interactions with respect to impression formation, deception, attraction, social influence, and
emotional expression (Burgoon, Buller, & Woodall, 1996). Nonverbal immediacy from the
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supervisor helps to increase interpersonal involvement with their subordinates impacting job
satisfaction.
The manner in which supervisors communicate their subordinates may be more important
than the verbal content (Teven, p. 156). Individuals who dislike and think negatively about
their supervisor are less willing to communicate or have motivation to work where as
individuals who like and think positively of their supervisor are more likely to communicate
and are satisfied with their job and work environment. The relationship of a subordinate with
their supervisor is a very important aspect in the workplace. Therefore, a supervisor who uses
nonverbal immediacy, friendliness, and open communication lines is more willing to receive
positive feedback and high job satisfaction from a subordinate where as a supervisor who is
antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback
and very low job satisfaction from their subordinate's in the workplace., motions ==Mood
and emotions while working are the raw materials which cumulate to form the affective
element of job satisfaction. (Weiss and Cropanzano, 1996). Moods tend to be longer lasting
but often weaker states of uncertain origin, while emotions are often more intense, short-lived
and have a clear object or cause.
There is some evidence in the literature that state moods are related to overall job satisfaction.
Positive and negative emotions were also found to be significantly related to overall job
satisfaction. Frequency of experiencing net positive emotion will be a better predictor of
overall job satisfaction than will intensity of positive emotion when it is experienced.
Emotion regulation and emotion labor are also related to job satisfaction. Emotion work (or
emotion management) refers to various efforts to manage emotional states and displays.
Emotion regulation includes all of the conscious and unconscious efforts to increase,
maintain, or decrease one or more components of an emotion. Although early studies of the
consequences of emotional labor emphasized its harmful effects on workers, studies of
workers in a variety of occupations suggest that the consequences of emotional labor are not
uniformly negative. It was found that suppression of unpleasant emotions decreases job
satisfaction and the amplification of pleasant emotions increases job satisfaction.The
understanding of how emotion regulation relates to job satisfaction concerns two models:
1.
Emotional dissonance. Emotional dissonance is a state of discrepancy between
public displays of emotions and internal experiences of emotions, that often follows the
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process of emotion regulation. Emotional dissonance is associated with high emotional
exhaustion, low organizational commitment, and low job satisfaction.
2.
Social interaction model. Taking the social interaction perspective, workers'
emotion regulation might beget responses from others during interpersonal encounters that
subsequently impact their own job satisfaction. For example: The accumulation of favorable
responses to displays of pleasant emotions might positively affect job satisfaction.
Performance of emotional labour that produces desired outcomes could increase job
satisfaction.
RELATIONSHIPS AND PRACTICAL IMPLICATIONS

Job Satisfaction can be an important indicator of how employees feel about their jobs and a
predictor of work behaviors such as organizational citizenship, absenteeism, and turnover.
Further, job satisfaction can partially mediate the relationship of personality variables and
deviant work behaviors. One common research finding is that job satisfaction is correlated
with life satisfaction. This correlation is reciprocal, meaning people who are satisfied with
life tend to be satisfied with their job and people who are satisfied with their job tend to be
satisfied with life. However, some research has found that job satisfaction is not significantly
related to life satisfaction when other variables such as nonworking satisfaction and core selfevaluations are taken into account.
An important finding for organizations to note is that job satisfaction has a rather tenuous to
productivity on the job. This is a vital piece of information to researchers and businesses, as
the idea that satisfaction and job performance are directly related to one another is often cited
in the media and in some non-academic management literature. A recent meta-analysis found
an average uncorrected correlation between job satisfaction and productivity to be r=. 18; the
average true correlation, corrected for research artifacts and unreliability, was r=.30. Further,
the meta-analysis found that the relationship between satisfaction and performance can be
moderated by job complexity, such that for high-complexity jobs the correlation between
satisfaction and performance is higher than for jobs of low to moderate complexity.
Job Satisfaction also high relationship with intention to quit. It is found in many research that
Job Satisfaction can lead to Intention to Stay / quit in an organization. Recent research has
also shown that Intention to Quit can have effect like poor performance orientation,
organizational deviance, and poor organizational citizenship behaviors .In short, the
SAIAS PONKUNNAM
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relationship of satisfaction to productivity is not necessarily straightforward and can be
influenced by a number of other work-related constructs, and the notion that "a happy worker
is a productive worker" should not be the foundation of organizational decision-making.
With regard to job performance, employee personality may be more important than job
satisfaction. The link between job satisfaction and performance is thought to be a spurious
relationship; instead, both satisfaction and performance are the result of personality.
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CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
JOB SATISFACTION OF WORKERS IN NAGARJUNA
CONCENTRATES LTD
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DATA ANALYSIS AND INTERPRETATIONS

ANALYSIS OF DATA
The part of the study deals with analysis and interpretation of data collected from the
respondent. The data collected have been tabulated, analyzed and interpreted using tables,
percentages graphs and diagrams. The analysis and interpretation are done in relation to the
set of objectives of the study, the research gathered data with the help of questionnaire. This
part contains personal details of the respondents and the general aspect related to the
satisfaction of the employees in Nagarjuna Concentrates Ltd. Thodupuzha.
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TABLE SHOWING THE GENDER WISE CLASSIFICATION

TABLE- 4.1
Sex
No. of respondents
Percentage
Male
14
35
Female
26
65
Total
40
100
Source: Primary Data
GRAPH SHOWING THE GENDER WISE CLASSIFICATION

70
60
Percentage
50
40
65
30
20
35
10
0
Male
Female
Sex
FIGURE 4.1 Classification of employees according to sex distribution of employees

according to the age.
INTERPRETATION
Form the above table it is clear that majority of the workers are females. That is above 65
percentages.
INFERENCE
This reveals that Nagarjuna Concentrates provides job opportunity for women.
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TABLE SHOWING DISTRIBUTION OF EMPLOYEES ACCORDING

TO THE AGE
TABLE 4.2
Age
No. of respondents
Percentage
Below 20
20-29
16
40
30-39
16
40
40-49
10
Above 49
10
Total
40
100
GRAPH SHOWING DISTRIBUTION OF EMPLOYEES ACCORDING

TO THE AGE
45
40
Percentage
35
30
25
20
40
40
15
10
5
0
0
Below
20-29
30-39
10
10
40-49
Above 49
Age
FIGURE 4.2 Distribution of employees according to age

INTERPRETATION
Among the respondents 80 percentage of them are in the age group of 20-39 and 10
percentage of employees are in the age group of 40-49.
INFERENCE
The remaining 10 percentage is above the age of 49.
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TABLE SHOWING DISTRIBUTION OF EMPLOYEES ACCORDING

TO EDUCATIONAL QUALIFICATION
TABLE 4.3
Qualification
No. of respondents
Percentage
S.S.L.C
10
25
P.D.C/ +2
14
35
DEGREE
10
P.G
I.T.C/ DIPLOMA
10
25
OTHERS
TOTAL
40
100
Source: primary data
GRAPH SHOWING DISTRIBUTION OF EMPLOYEES ACCORDING
40
35
30
25
20
15
10
5
0
35
25
25
10
er
s
th
O
P.
G
I.T
.
.C
/D
ip
lo
m
a
re
e
D
eg
S.
S
.L
.
P.
D
.C
/+
2
Percentage
TO EDUCATIONAL QUALIFICATION
Qualification
.
FIGURE 4.3 Distribution of employees according to educational qualification
INTERPRETATION
From the above table it is clear that, most of the employees
level of P.D.C/+2. 25 %
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belong to the educational
TABLE SHOWING CLASSIFICATION OF EMPLOYEES ACCORDING

TO MARITAL STATUS
Marital status is an important factor, which affect the attitude of the employee. After marriage
responsibility of a person increases and show more interest to come for work.
TABLE 4.4
CLASSIFICATION OF EMPLOYEES ACCORDING TO MARITAL STATUS
Marital status
No. of respondents
Percentage
Married
32
80
Unmarried
20
Total
40
100
GRAPH SHOWING CLASSIFICATION OF EMPLOYEES

ACCORDING TO MARITAL STATUS
20%
Married
Unmarried
80%
FIGURE 4.4 Distribution of employees according to the marital status

INTERPRETATION
Most of the employees are married and only 20 percentage of the respondents are unmarried.
TABLE SHOWING SUITABILITY OF JOBS IN RESPECT OF

EDUCATIONALQUALIFICATION
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Job suitability means the right people, in the right place, with the right capabilities at the right
time.
TABLE 4.5
SUITABILITY OF JOB INRESPECT OF EDUCATIONAL QUALIFICATION
Opinion
No. of respondents
Percentages
Strongly Agree
20
Agree
22
55
Disagree
10
25
Total
40
100
GRAPH SHOWING SUITABILITY OF JOBS IN RESPECT OF

EDUCATIONALQUALIFICATION
60
Percentage
50
40
30
55
20
10
25
20
0
Strongly Agree
Agree
Disagree
Suitability of Job
FIGURE 4.5 Suitability of job in respect of education qualification.

INTERPRETATION
20 percentage of respondents strongly agree that their job suites their educational
qualification. 55 percentage respondents agree that their job suits for their educational
qualification and remaining 25 percentage disagree.
TABLE SHOWING SATISFACTION LEVEL OF EMPLOYEES ON

SALARY
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Salary is an important factor affecting industrial relation and sound wage and salary rate is
essential to retain the present employees. So it is essential to know satisfaction of employees
on salary received.
TABLE 4.6
SATISFACTION OF EMPLOYEES ON SALARY
Satisfaction level
No. of respondents
Percentage
Highly satisfied
14
35
Satisfied
20
50
Not satisfied
15
Total
40
100
Source.; Primary Data
GRAPH SHOWING SATISFACTION LEVEL OF EMPLOYEES ON

SALARY
15%
35%
Highly satisfied
Satisfied
Not Satisfied
50%
FIGURE 4.6 Satisfaction of employees on salary

INTERPRETATION
85 percentage of employees were satisfied with their salary and 15 percentage of them were
not satisfied with salary .
TABLE SHOWING PERCENTAGE OF EMPLOYEES RECEIVING

PRODUCTION INCENTIEVES
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Production incentives are those incentives which are paid to employees to increase their
individual efficiency and productivity.
TABLE 4.7
PERCENTAGE OF EMPLOYEES RECEIVING PRODUCTION INCENTIVES
Opinion
No. of respondents
Percentage
Receiving
32
80
Not receiving
20
Total
40
100
GRAPH SHOWING PERCENTAGE OF EMPLOYEES RECEIVING

PRODUCTION INCENTIEVES
90
80
Percentage
70
60
50
40
80
30
20
10
20
0
Receiving
Not Receiving
Production Incentives
FIGURE 4.7 Percentage of employees receiving production incentives

INTERPRETATION
Among the respondents 80 percentage of them receives production related incentives. That
means the company provides production related incentives for the employees.
TABLE SHOWING LEVEL OF SATISFACTION REGARDING

COMPANY'S INCENTIVE PLANS OR SCHEMES
TABLE 4.8
SATISFACTION ABOUT INCENTIVE PLANS
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Satisfaction Level
No. of respondents
Percentage
Highly Satisfied
15
37.5
Satisfied
20
50
Not Satisfied
12.5
Total
40
100
Source: primary Data
GRAPH SHOWING LEVEL OF SATISFACTION REGARDING

COMPANY'S INCENTIVE PLANS OR SCHEMES
60
Percentage
50
40
30
50
20
37.5
10
12.5
0
Highly Satisfied
Satisfied
Not Satisfied
Satisfaction Level
FIGURE 4.8 level of satisfaction about companys incentive plans or scheme.

INTERPRETATION
37.5% of respondents are highly satisfied in the companys production related incentive
scheme. 50% of the respondents are satisfied with the incentive scheme and 12.5% are not
satisfied.
TABLE SHOWING SATISFACTION OF EMPLOYEES IN TRAINING

SYSTEM
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Training is the process of increasing knowledge and skill for a specific job. The Nagarjuna
Concentrates Ltd provides its employees various types of training like shop floor, rotation
training etc.
TABLE 4.9
SATISFACTION OF EMPLOYEES IN TRAINING SYSTEM
Satisfaction level
No. of respondents
Percentage
Highly satisfied
12
30
Satisfied
20
50
Not satisfied
20
Total
40
100
GRAPH SHOWING SATISFACTION OF EMPLOYEES IN TRAINING
Percentage
SYSTEM
50
45
40
35
30
25
20
15
10
5
0
50
30
20
Highly
satisfied
Satisfied
Not satisfied
Satisfaction Level
FIGURE 4.9 Satisfaction of employees in training system.

INTERPRETATION
30 percentage of respondents were highly satisfied with training system. 50 percentage were
satisfied with it and the remaining 20 percentage were not satisfied with training provided to
them.
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TABLE SHOWING SATISFACTION OF EMPLOYEES ON

PROMOTION POLICY
Promotion refers to advancement of employee to a higher post carrying great responsibilities,
higher status and better salary. It is essential to boost morale and sense of belonging to
employees.
TABLE 4.10
SATISFACTION OF EMPLOYEES ON PROMOTION POLICY
Satisfaction level
No. of respondents
Percentage
Highly satisfied
10
Satisfied
14
35
Not satisfied
22
55
Total
40
100

PROMOTION POLICY
10%
Highly Satisfied
55%
35%
Satisfied
Not satisfied
FIGURE 4.10 Satisfaction of employees on promotion policy.

INTERPRETATION
Among the 40 respondents 45 percentage of them were satisfied with promotion policy and
the remaining 55 percentage were not satisfied with the promotion policy.
TABLE SHOWING ATTITUDE OF MANAGEMENT TOWARDS

EMPLOYEES
SAIAS PONKUNNAM
47

A good relationship between management and employee will create a good working
environment and will lead to improving the job satisfaction of the employees.
TABLE 4.11
ATTITUDE OF MANAGEMENT TOWARDS EMPLOYEES
Attitude
No. of respondents
Percentage
Co-operative
30
75
Formal
10
25
Non' co-operative
Total
40
100
GRAPH SHOWING ATTITUDE OF MANAGEMENT TOWARDS

EMPLOYEES
80
70
Percentage
60
50
40
75
30
20
25
10
0
Co-operative
Formal
0
Non co-operative
Attitude
FIGURE 4.11 Attitude of management towards employees.

INTERPRETATION
75 percentage of the employees have the opinion that management maintains co-operative
attitude towards them and the remaining 25 percentage have the opinion that there is formal
relationship.
INFERENCE
Nobody have negative opinion regarding these are. It means the management maintain good
relationship with them.
SAIAS PONKUNNAM
48

INTERACTION WITH CO-WORKERS
It is essential to maintain good relationship among workers of an organization. If there is
good relationship it will enhance morale of employees and can avoid dissatisfaction.
TABLE 4.13
SATISFACTION OF EMPLOYEES ON INTERACTION WITH CO-WORKERS
Satisfaction level
No. of respondents
Percentage
Highly Satisfied
26
65
Satisfied
14
35
Not Satisfied
Total
40
100
GRAPH SHOWING SATISFACTION OF EMPLOYEES ON

INTERACTION WITH CO-WORKERS
70
60
Percentage
50
40
65
30
20
35
10
0
Highly Satisfied
Satisfied
Not Satisfied
Satisfactional Level
FIGURE 4.13 Satisfaction of employees on interaction with co-workers.

INTERPRETATION
All the respondents are satisfied with relationship among the co-workers.
TABLE SHOWING OPINION ABOUT COMPANY'S FLEXIBLE

WORKING HOURS
SAIAS PONKUNNAM
49

The company provides flexible working hours to their employees. They are satisfied in the
policy of the company. Flexible working hours reduces the wastage of material and wear and
tear of machinery.
TABLE 4.14
COMPANY'S FLEXIBLE WORKING HOURS
Opinion
No. of respondents
Percentage
Strongly Agree
20
50
Agree
14
35
Disagree
15
Total
40
100
GRAPH SHOWING OPINION ABOUT COMPANY'S FLEXIBLE

WORKING HOURS
50
35
50
Percentage
40
15
30
20
10
0
Strongly Agree
Agree
Disagree
Opinion
FIGURE 4.14 Company's flexible working hours.

INTERPRETATION
50 percentage of the respondents strongly agree that the company provid flexible working
hours.
TABLE SHOWING FREEDOM IN WORK

SAIAS PONKUNNAM
50

It is very important to have enough freedom for the employee in their work. It is an important
factor which affects the satisfaction of employees.
TABLE 4.15
FREEDOM IN WORK
Opinion
No. of respondents
Percentage
Yes
30
75
No
10
25
Total
40
100
GRAPH SHOWING FREEDOM IN WORK

80
70
Percentage
60
50
75
40
30
20
10
25
0
Yes
No
OPINION
FIGURE 4.15 Freedom to do job.

INTERPRETATION
Among the 40 respondents only 10 of them have an opinion that, they don't have freedom to
do job and with satisfies the remaining 30 employees that is about 75 percentage have
opinion that they enjoy freedom to do job.
SAIAS PONKUNNAM
51
TABLE SHOWING SATISFACTION LEVEL OF EMPLOYEES IN

COMPANY'S PRESENT WORKING CONDITION
Employees' freedom means encouraging and allowing individuals to take a way to do their
job and contribute to the organization's goals. It is simply gaining the power to make their
voice heard, to contribute to plans and decisions that affect them, to use their expertise at
work to improve their performance and with it the performance of their whole organization.
TABLE 4.16
SATISFACTION LEVEL OF EMPLOYEES' IN COMPANY'S
PRESENT WORKING CONDITION
Satisfaction Level
No. of respondents
Percentage
Highly satisfied
12
40
Satisfied
14
47
Not satisfied
14
13
Total
40
100
GRAPH SHOWING SATISFACTION LEVEL OF EMPLOYEES IN

COMPANY'S PRESENT WORKING CONDITION
13
40
Highly Satisfied
Satisfied
Not satisfied
47
FIGURE 4.16 Satisfaction level of employees' in company's present working condition.

INTERPRETATION
In the company's present working condition,.40 percentage of employees are highly satisfied
and 47 percentage are satisfied.
INFERENCE
Only 13 percentage are not satisfied.
TABLE SHOWING EMPLOYEES RECEIVING MONETARY BENEFIT

OTHER THAN SALARY
SAIAS PONKUNNAM
52

Human being engage in work to earn a living. If they get additional monitory benefit it will
certainly satisfy them.
TABLE-4.17
EMPLOYEES RECEIVING MONETARY BENEFIT OTHER THAN SALARY
Opinion
No. of respondents
Percentage
Yes
34
85
No
15
Total
40
100
GRAPH SHOWING EMPLOYEES RECEIVING MONETARY

BENEFIT OTHER THAN SALARY
Percentage
85
90
80
70
60
50
40
30
20
10
0
15
Yes
No
Opinion
FIGURE 4.17 Percentage of employees receiving monetary benefit other than salary.
INTERPRETATION
Most of the employees are of opinion that company provides monitory benefit to them other
than salary.
TABLE SHOWING SATISFACTION OF EMPLOYEES ON WELFARE

MEASURES
SAIAS PONKUNNAM
53

Employees welfare implies the service, facility and amenities provide to workers with in and
outside the establishment for their physical, mental and social wellbeing. It is an important
factor that affects satisfaction of employees.
TABLE 4.19
SATISFACTION ON WELFARE MEASURES
Satisfaction level
No. of respondents
Percentage
Highly satisfied
15
Satisfied
28
70
Not satisfied
15
Total
40
100
GRAPH SHOWING SATISFACTION OF EMPLOYEES ON WELFARE

MEASURES
70
70
PERCENTAGE
60
50
40
30
15
15
20
10
0
Highly Satisfied
Satisfied
Not satisfied
SATISFACTION LEVEL
FIGURE 4.19 Satisfaction of employees on welfare measures.

INTERPRETATION
The above table shows that 85 percentage of the respondents are satisfied with the welfare
measures taken by the company, and the rest that is 15 percentage of them were not satisfied
with it.
TABLE SHOWING SATISFACTION OF EMPLOYEES ON CANTEEN

FACILITY
SAIAS PONKUNNAM
54

Canteen facility comes under the welfare measures provided with in the organizations. If
there is canteen it will enable them to get food at subsidized rate.
TABLE4.20
SATISFACTION OF EMPLOYEES ON CANTEEN FACILITY
Satisfaction Level
No. of respondents
Percentage
Highly satisfied
15
Satisfied
28
70
Not satisfied
15
Total
40
100
GRAPH SHOWING SATISFACTION OF EMPLOYEES ON CANTEEN

FACILITY
25%
30%
Highly Satisfied
Satisfied
Not satisfied
45%
FIGURE 4.20 Satisfaction of employees on canteen facility.

INTERPRETATION
The above table shows that 85 percentage of the employees were satisfied with canteen
facility and only 15 percentage were not satisfied with it.
TABLE
SHOWING
SATISFACTION
ACTIVITIES OF TRADE UNION
SAIAS PONKUNNAM
55
OF
EMPLOYEES
ON

Trade unions are setup to protect and promote interests of employees. Workers join union to
secure steady employment, economic benefit, sense of belonging etc.
TABLE 4.21
SATISFACTION OF EMPLOYEES ON ACTIVITIES OF TRADE UNION
Satisfaction level
No. of respondents
Percentage
Highly satisfied
10
25
Satisfied
18
45
Not satisfied
12
30
Total
.40
100
GRAPH
SHOWING
SATISFACTION
OF
EMPLOYEES
ON
ACTIVITIES OF TRADE UNION
30%
25%
Highly Satisfied
Satisfied
Not satisfied
45%
FIGURE 4.21 Satisfaction of employees on activities of trade union.

INTERPRETATION
Among the 40 respondents 70 percentage of them were satisfied with the activities of trade
union and the remaining 30 percentage were not satisfied with the functioning of trade union.
TABLE SHOWING SATISFACTION OF EMPLOYEES ON CRECHE

FACILITY
SAIAS PONKUNNAM
56

Crche facility is provided as apart of informal welfare service. According to Factories Act
1948, crche should be there in concern were more than 30 women are employed. In
Nagarjuna Concentrates most of the workers are women.
TABLE 4.22
SATISFACTION OF EMPLOYEES ON CRECHE FACILITY
Satisfaction level
No. of respondents
Percentage
Highly satisfied
Satisfied
20
Not satisfied
30
75
Total
40
100
GRAPH SHOWING SATISFACTION OF EMPLOYEES ON CRECHE

FACILITY
75
80
70
Percentate
60
50
40
30
20
20
10
0
Highly satisfied
Satisfied
Not satisfied
Satisfaction Level
FIGURE 4.22 Satisfaction of employees on crche facility opinion about the over all job
security provided by companies.
INTERPRETATION
Even though the company provides crche facility only few of the employees were satisfied
on it that is only 25 percentage and the remaining 75 percentage were not satisfied with
crche facility.
SAIAS PONKUNNAM
57
TABLE SHOWING OPINION ABOUT THE OVER ALL JOB

SECURITY PROVIDED BY COMPANY'S
TABLE 4.23
Satisfaction level
No. of respondents
Percentage
Highly satisfied
10
25
Satisfied
14
40
Not satisfied
16
35
Total
40
100
TABLE SHOWING OPINION ABOUT THE OVER ALL JOB

SECURITY PROVIDED BY COMPANY'S
25%
35%
Highly satisfied
Satisfied
Not satisfied
40%
FIGURE 4.23 Opinion about the over all job security provided by the company.
INTERPRETATION
Most of the respondents are satisfied with their over all job security. Only 35 percentage are
not satisfied with their over all job security.
TABLE SHOWING SATISFACTION OF EMPLOYEES ON JOB

SAIAS PONKUNNAM
58

Job satisfaction refers to the degree of satisfaction, in which a job satisfies needs and
expectations of the job holder. Job satisfaction influences work behavior and performance of
a person. So it is essential to conduct study on job satisfaction of employees.
TABLE 4.24
SATISFACTION OF EMPLOYEES ON JOB
Satisfaction level
No. of respondents
Percentage
Highly satisfied
14
35
satisfied
20
50
Not satisfied
15
Total
40
100
GRAPH SHOWING SATISFACTION OF EMPLOYEES ON JOB

60
50
PERCENTAGE
50
40
35
30
20
15
10
0
Highly satisfied
Satisfied
Not satisfied
SATISFACTION LEVEL
FIGURE 4.24 Satisfaction of employees on job.

INTERPRETATION
The above table shows that most of the employees that is 85 percentage were satisfied with
job and only 15 percentage of them were not satisfied with their job
SAIAS PONKUNNAM
59
CHAPTER 5
FINDINGS, SUGGESTIONS AND CONCLUSION
FINDINGS,SUGGESTIONS AND CONCLUSION
SAIAS PONKUNNAM
60

The area of this study is about the job satisfaction of employees in The analysis of the level of
satisfaction of employees established that they are not at 100 percentage . The main findings
of the study are based on the analysis of data obtained from the respondents with the help of
interview, questionnaires and researcher's observation is presented in this chapter.
FINDINGS
These are the following findings:1)
The investigator found that among the 40 respondents 34 of them are satisfied
with the job that is 85 percentage of the employees are satisfied with job. The remaining 15
percentage is not satisfied with job because of the instability in job as they were temporary
workers.
2)
Its clear from that there is no relationship between job satisfaction and personal
factors like age, education, sex etc. The main cause of unsatisfaction among few workers is
the lack of job security.
3)
From the study it is clear that the company provides various benefits to its
employees such as medical allowances, special transportation allowances etc.

4)
Among the respondents 85 percentage were satisfied with salary earned and 80
percentage of them receives production related incentives and 85 percentage of them receives
monitory benefits other than salary.
5)
Most of the respondents have good opinion about training system
6)
40 percentage of the respondents are not satisfied with promotion policy followed
by the company.
7)
Most of the workers have good opinion about the working atmosphere of the
organization. They are satisfied with management attitude and interaction with co-workers.
8)
The investigator found that company provides various welfare services. 85
percentage of the employees were satisfied with it and few of them have negative opinion
about creche facility which is essential for organization.
9)
CITU is the only trade union in the organization and most of the respondents have
good opinion about the activities of trade union
SUGGESTIONS
SAIAS PONKUNNAM
61

Employees are the seal benefit of the company. Their satisfaction is vital for the growth and
development of the company Nagarjuna Concentrates Ltd is absolutely lucky to have its
workers satisfied with their job. The company may try to maintain and improve the
satisfaction of the labours. So that it can achieve more quality and excellence.
1.
Since most of the workers are women management must provide better crche
facility in the organization.

2.
Company should give a little more care on the job security of employees.
3.
Monetary benefits
of course is the
dominant
factors
for
employee
satisfaction. Salary should be made reasonable in accordance with the change in standard of
living of employees.
4.
Employees should be given participation in organization decision making
process.
5.
Most of the workers are satisfied with the quality of the food provided by the
canteen. If subsidized food is provided it will be more benfical to the workers.

6.
Transportation facility must be increased.
CONCLUSION
SAIAS PONKUNNAM
62

The study on job satisfaction in Nagarjuna Herbal Concentrates LTD. Thodupuzha was
conducted with the main objectives of evaluating the level of satisfaction among the
employees.
Nagarjuna is one among the very few profit making companies and hence they must make
adequate funds for the safety and welfare of the employees. NHCL should concentrated
furthers to improve the motivation of workers, and they by increasing productivity and
reputation of the company. He study should reveal that the employees in NHCL are satisfied
with their present job and working conditions.
Ayurveda can be promoted as a complete after native system of medicine in the world, as it is
the only one, which is well documented and conditioned, as has the potential for further
development. During the short span of its time of existence. NHCL has been able to
contribute significantly to the advancement and popularization of Ayurveda. As part of the
diversification programmed NHCL plan to setup a full-fledged hospital of International
Standards by foreigner's and this be helping the nation to earn substantial to foreign
exchange.
To conclude the study was very useful to get knowledge regarding the partial implication of
the theoretical aspects. Also aids to get knowledge regarding the actual working of an
organisation.
SAIAS PONKUNNAM
63
BIBLIOGRAPHY
BOOKS
SAIAS PONKUNNAM
64

1.
A.K Sharma,
Functional Management
2.
Company Journal
3.
L.M Prasad,
organizational Behaviour
4.
P.C Tripathy, Personal
Management and Industrial relation

5.
Philips J.
Doughlas, Job satisfaction ,Personal Journal.Vol.69, No.12 December 1990.
WEBSITES
www.google.com
www.yahoo.com
SAIAS PONKUNNAM
65
APPENDIX
SAIAS PONKUNNAM
66
QUESTIONNAIRE
Please tick mark your choice
General Information
Name
1.Gender(M/F)
2.Age group
Below 20 20-29
40-49
3.Educational qualification :
30-39
Above 49
SSLC PDC/+2 DEGREE

P.G I.T.C/ DIPLOMA OTHERS
4.Marital status
Single married
5. If your are suitable with the job in respect of your educational qualification?
Strongly Agree
Agree
Disagree
6. Satisfaction level of salary system?

Highly satisfied
Satisfied
Not Satisfied
7. Are you receive the production incentives?

Receiving Not receiving
8. Are you satisfied with the companys incentive plan or schemes?
Highly satisfied
Satisfied
Not Satisfied
9. Are you get adequate training facilate on your job?

Highly satisfied
Satisfied
Not Satisfied
10. Are you satisfied with the promotional chances provide by company?
Highly satisfied
Satisfied
Not Satisfied
11.Attitude of management towards employees?

Co-operation
Formal
Non co-operative
12. Are you satisfied with co- workers?

Highly satisfied
Satisfied
Not Satisfied
13. Are you satisfied with the working hours the company?
Strongly Agree
Agree
Disagree
14. I have freedom in my job?

Yes No
15. Satisfaction level with the present working condition in the company?
SAIAS PONKUNNAM
67

Highly satisfied
Satisfied
Not Satisfied
16.Are you Reciving monitary benefit?

Yes No
17. Are you satisfied with statutory welfare measures provided by company?
Highly satisfied
Satisfied
Not Satisfied
18. .Are you satisfied with canteen facility provided by company?

Highly satisfied
Satisfied
Not Satisfied
19. .Are you satisfied with support from trade union?

Highly satisfied
Satisfied
Not Satisfied
Satisfied
Not Satisfied
20.Satisfaction with crche facility?

Highly satisfied
21.Opinion about the over all job security provided by the company?
Highly satisfied
Satisfied
Not Satisfied
Not Satisfied
22. Are you satisfied with the present job?

Highly satisfied
SAIAS PONKUNNAM
Satisfied
68

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JOB SATISFACTION ON NAGARJUNA HERBAL CONCENTRATES LTD

Health safety measures, performance

appraisal, counseling service. Periodical employees evaluation on the basis of performance,