A STUDY ON EMPLOYEES JOB SATISFACTION IN

EMAMI LIMITED,
PUDUCHERRY
SUMMER PROJECT REPORT
Submitted by
S.SIVAPRIYA
REGISTER NO: 27348343

Under The Guidance Of

Mrs. K.VIDHYA, MBA,M.PHIL
Faculty, Department Of Management Studies

in partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
PONDICHERRY UNIVERSITY
PUDUCHERRY
September 2007
 SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
MADAGADIPET PUDUCHERRY

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

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

GUIDE HEAD OF DEPARTMENT

Submitted for Viva-Voce Examination held on

EXTERNAL EXAMINER
1.
2.
 LIST OF CHARTS

TABLE TITLE PAGE

NO. NO.
5.1 Experience of respondent 17

5.2 Level of satisfaction of salary 18

5.3 Classification based on monetary benefits 18
5.4 Employees opinion about pay and performance 20
5.5 Employees opinion about workload 21
5.6 Employees opinion about their job security 22
5.7 Classification based on feedback from their superior 23
5.8 Classification based on relationship with peers 24
5.9 Classification based on adequate training 25
5.10 Classification based on working environment 26
5.11 Respondents opinion whether their ideas& opinions are taken into 27
consideration
5.12 Respondents opinion about adequate resources in the organization 28
5.13 Respondents opinion about opportunity for advancement 29
TABLE TITLE PAGE
NO. NO.
5.1 Experience of respondent 17
5.2 Level of satisfaction of salary 18
5.3 Classification based on monetary benefits 19
5.4 Employees opinion about pay and performance 20
5.5 Employees opinion about workload 21
5.6 Employees opinion about their job security 22
5.7 Classification based on feedback from their superior 23
5.8 Classification based on relationship with peers 24
5.9 Classification based on adequate training 25
5.10 Classification based on satisfaction of working environment 26
5.11 Respondents opinion whether their ideas& opinions are taken into 27
consideration
5.12 Respondents opinion about adequate resources in the organization 28
5.13 Respondents opinion about opportunity for advancement 29
5.14 Analysis of employees opinion regarding qualification of employees 30
and monetary benefit given
5.15 Expected count 30
5.16 Chi-square table 31
5.17 Analysis of employees opinion regarding level of workload and 32
satisfaction of salary
5.18 Expected count 32
5.19 Chi-square table 33
5.20 Analysis of employees opinion regarding years of experience and level 34
of communication with their supervisor
5.21 Expected count 34
5.22 Chi-square table 35
 LIST OF TABLES

TABLE OF CONTENT

LIST OF TABLES
LIST OF CHARTS

PAGE
CHAPTER TITLE
NO.

1 INTRODUCTION 1
2 REVIEW OF LITERATURE 8
3 OBJECTIVES OF THE STUDY 14
4 RESEARCH METHODOLOGY 15
5 DATA ANALYSIS AND INTERPRETATION 17
FINDINGS, SUGGESTIONS AND
6 RECOMMENDATIONS OF THE STUDY 36

7 CONCLUSION 38
LIMITATION OF THE STUDY AND SCOPE
8 FOR FURTHER STUDY 39

ANNEXURES

1. QUESTIONNAIRE
2. BIBLIOGRAPHY
 ACKNOWLEDGEMENT

The successful completion of any task would be incomplete without mentioning the
names of persons who helped to make it possible. I take this opportunity to express my gratitude
in few words and respect to all those who helped me for the completion of this summer project

Iam extremely grateful to Our Principal Dr. V.S.K. Vengatachalapathy to provide

necessary and essential facilities to do this project report.

I express our sincere thanks and deep sense of gratitude to our Head of Department
Mr.S.Jayakumar, Department of management studies for providing me with a an opportunity to
study and to do this report.

I express a deep sense of gratitude to my guide Mrs. K.Vidhya,Faculty, Department of

management studies, for her encouragement, support and guidance to complete this project work
successfully.

I convey my heartiest thanks to Mr. T. R. Rajan, General manager, Emami limited,

Puducherry, who kindly granted permission to do this project report in his esteemed
organization.

Finally, I express our sincere thanks and deep sense of gratitude to my parents and
friends for giving timely advice in all the ways and in all aspects for doing the project.

ABSTRACT
A STUDY ON EMPLOYEES JOB SATISFACTION IN EMAMI LIMITED is used to
study the job satisfaction level of the employees in the organization and various factor involved
in that.

The data were collected from both primary and secondary sources. The primary data is collected
from various and employees in Emami limited through questionnaire. And I chose 100 as my
sample.

The secondary data were collected from various journals, magazines, articles, various sites and
company records. The main objective of my study is to analyze the factors that are used to
improve ones job satisfaction level.

The study infers that most of the employees are satisfied with their job and also various benefits
given by the organization.

CHAPTER-1
 COMPANY PROFILE

HISTORY OF THE COMPANY

Emami was started in 1974 due to efforts of SHRI RADHE SHYAM AGARWAL and
SHRI. RADHE SHYAM GOENKA who was fuelled by zeal to succeed a business ventures.
They found a company to manufacture and market the cosmetics and toiletries. Encouraged by
success in cosmetics emami entered into paper, engineering, plastic, ayurvedic medicines. From
a single company, emami through take over, the most significant being the acquisition of himani
ltd speedily grew into the new successful emami group of companies.

Emami has already opened offices and trades representatives in many parts of the world,
is actively engaged in sealing joint ventures in tough profit areas with renowned profit nations.
Emami limited companys products have retained their image in the market through good
quality, attractive packaging and producing goods that are according to consumer needs. The
power brands of emami Ltd like navaratna oil, fast relief, boroplus Antiseptic cream, menthoplus
pain balm, etc., have retained their market for maintaining the standard level of quality.

The success of the business will be in the hands of the quality control department of the
concerned enterprises.

EMAMI LIMITED- UNIT AND ITS OTHER BRANCHES

Manufacturing unit:-
The following are the four manufacturing unit of Emami ltd.
1. Mettupalayam Pondicherry.
2. B.T-Road-Kolkata
3. Amingaon Guwahati

STUDY UNIT-
Emami limited is located at mettupalayam industrial estate in Pondicherry. It is about 5
km from Pondicherry.

Company Address-
UNIT-1
CS 46 and 47
Pipdic industrial estate.
Metupalayam.
Pondicherry 605009.

UNIT 2
A 83 Pipdic industrial estate
Mettupalayam
Pondicherry 605 009.

UNIT 3
A 24 and 25
Pipdic industrial estate,
Mettupalayam.
Pondicherry 605 009.
UNIT-4
A 129 Pipdic Industrial Estates
Mettupalayam.
Pondicherry 605 009.

EMAMI COMPANY PRODUCTS: -

Emami range of products are more than 20 products and is spread across the various
products categories of personal, beauty and health care segments resulting in product visibility
and brand recall. The companys products are sold under the Emami and himani brands.

EMAMI: -
1) Beauty secrets by madhuri
 a. Cream
b. Talcum powder
c. Shampoo
d. Three-in-one oil.
2) Golden beauty superfine talc.
3) Shadi palace sandalwood talc.
4) Herbal Glycerin soap.
5) Mentho plus balm.
6) Naturally fair.

a. Herbal fairness talc.

b. Cream
Cold cream.
Intensive fairness cream with pearls.
7) Odisi talc
a. Red orchid.
b. Wild flowers fragrance.
c. Royal sandal.
8) Sprit of man
a. Passion wood
After shave lotion.
Shaving cream.
b. Wild forest
After shave lotion.
Shaving cream.
9) Vanishing cream
10) Classic Elegance (Blue moon/fiery red)
11) Habit toothpaste
Neem
Fluoride
Gel
 Nirog Dant Powder lal.
12) All days beauty cream.
13) Fair and handsome.
14) Fair and team.
15) Fair and Ageless.

HIMANI: -
1) Boroplus antiseptic cream.
2) Boroplus antiseptic lotion.
3) Boroplus lite.
4) Boroplus prickly heat powder.
Icy cool.
French lavender.
French herbal.
Ice sandal.
5) Gold Turmeric cream.
6) Honey bee.
7) Navaratna oil.
8) Navaratna coconut cool oil.
9) Navartna cool talc.
10) Sona chandi Chyawandprash.
11) Glycerin plus soap.
Green almond.
Aloe Vera.
Saffron and turmeric.

12) Glycerin plus soap.

Multi action cough syrup.
Vaporizing ointments.
MISSION:-
 To sharpen consumers insight to understand and meet their needs with value added
differentiated products that are safe, effective and fast.
To integrate dealers, distributors, retailers and suppliers into the Emami family, thereby
strengthening their ties with the company.
To recruit, develop and motivate the best talents in the country and provide
Them with an environment that is demanding and challenging.
To strengthen and foster in the employees, strong emotive feelings of owners with the
company.
To uphold the principles of corporate governance and move towards decentralization to
generate long term maximum returns for all stake owners.
To contribute whole-heartedly towards the environment and society and to emerge as a
model corporate citizen.
To bring down the political boundaries, bridge the seas and emerge
as a significant player in the markets world wide to globalize in
terms.

VISION: -
A company, with the help of nature, caters to the consumers needs and their inner
cravings for dreams of better life in the fields of personal health care, both in India and through
out the world.

FUTURE STRATEGY: -
Companys business plan for international market comprises of the following key factors.
Investment in potential markets for key brands leading to higher possibility of
returns in terms of turnover and market development in the long run.
Adding new products for various keys markets.
Customizations of product offerings under the same brand clubbing of familiar
products under the same brand.
Manufacturing facilities in high tariff markets to make prices more consumers
friendly.
Acquisition in certain markets, company may consider buying existing brands
 instead of trying to build one.

ORGANISATION CHARTS
Management team of emami Ltd-
This talented group of hard core professionals, dream from various disciplines like
finance, marketing, production, human resource department, research, legal affairs, export lend
their expertise to the brain thrust of emami groups activities.
The management team has fully devoted itself to understand and cope with the vision of
the board and thereby fulfill its objectives and goals.
They work in union, share the work burden and enjoy the reward of interdependence.

Management team-
The core management team of the Emami group comprises of
Mr. A.V. Agarwal, Brand director.
Mr. P. Sureka, Brand director.
Mr. Mohan Goenka, Brand director.
Mr. Prashant Goneka, Brand director.
Mr. H.V. Agarwal, Brand director.
Mr. Dhiraj Agarwal, media director.
Mr. Ashok Dasgupta, president operation.
Mr. Hari Gupta, president Business development.
Mr. R.d. Daga, Chief legal affairs.
Mr. R.k. Surana, sr. Vice president Commercial.
Mr. N.H. Bhansil, Sr. Vice president Finance and Accounts.
Mr. S. Rajagopalan, Sr. Vice president Pondicherry.
Mr. A.B. Mukherjee, Vice president operation and planning.
Dr. N.M. Sundar, Vice president Technical.
Mr. A. Ghosh, Vice president Sale.
Mr. D. Podder, Vice president Co-ordination.
Mr. Pradeep srivastav, Vice president Exports.
 Mr. Samir Kr. Mandal General Manager System.
Mr. A.K. Joshi, Company Secretary.
Mr. Manoj Agar weal General Manager International Auditor.
Ms. Punita Kalra, General Manager Hari division.
Mr. Surajit Chakra borty, General manager oversea operation.
Mr. T.R. Rajan, General Manager Production. Pondicherry.
Mr. A. Rajput, General manager- Ayurvedic operation.
Mr. Goutam Dhar, Deputy General manage
Mr. Partho Basu, Sr, manager Purchase.
Mr. S. Mallhostra, manager sales training.

CHAPTER 2

REVIEW OF RELATED LITERATURE

JOB SATISFACTION

Job satisfaction, its causal factors and its effect upon organizational health are all part of the
various factors under study for this assignment. Job satisfaction for an individual can be
influenced by a number of factors that include first the job itself, the salary, the promotion policy
of the company, the attitudes of the co workers, the physical and mental stress levels involved,
the working conditions, the interest and challenge levels. These various factors are just indicative
of the many factors that contribute or take away from job satisfaction. Sometimes, even changing
the colour of the furniture fabric can lead to higher levels of job satisfaction. While job
satisfaction is not quite the same as motivation the two are closely linked and many times
motivating actions also increase satisfaction levels. Most organizations periodically measure job
satisfaction among employees through mainly quantitative techniques using rating scales.

Numerous research studies on job satisfaction and reasons thereof have, as the following
excerpts shows, ended in a number of very interesting findings, We view job satisfaction as
emerging from a variety of factors, including characteristics of the organizational environment,
specific features of the job, and the personal characteristics of the worker.

PURPOSE OF STUDY:

The purpose of this study is to take up the issue of job characteristics and job satisfaction in the
workplace, with particular reference to Emami limited, examine the various components of job
satisfaction, the general working conditions, employment policies and employee responses as
also available statistical data to determine whether, by and large workers in the company are
happy with their working conditions or not.

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

Clayton Alderfer revised Maslows theory of needs and called them Existence, Relatedness and
Growth. ERG theory see different needs from different levels existing in a sort of continuum
where while there is a hazy precedence for a lower level need, it can still very well exist in the
presence of a higher level need.

Victor Vroom, in 1964, stipulated in his theory of expectancy that the force motivating a person
to exert effort or to perform an act in a job situation depends on the interaction between what the
individual wants from a job (valence) and the degree to which he/she believes that the company
will reward effort exerted (expectancy) on that job with the things he/she wants.

Theorists such as Turner and Lawrence (1965), Hackman and Oldham (1975,1980), Szilogyi
and Keller (1976), among others have proposed that intrinsically, satisfying jobs are those
where there is variety, where workers have autonomy in choosing procedures, where feedback is
received concerning the effectiveness and work impact, where the work has some social
significance or makes an important contribution to a product or services.

The key task characteristics are as follows:

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

Level of supervision on the task: A task that is not closely supervised is likely to give sense of
autonomy and personal accomplishment to the worker. This therefore means that freedom from
supervision should be positively correlated with job satisfaction (Turner and Lawrence, 1965).

Task complexity: A complex task engages more skills and abilities, it is more challenging and
therefore, its expected to contribute to job satisfaction (Schwab and Cummings, 1976).

Level of concentration required on the task: These mental demands required by a task be
expected to relate positively to job satisfaction (Csiks Zeutmihalyi, 1975)

Time: This has to do with the amount of time spent in performing a task. One would expect
that a task that takes a great deal of the work day will have a greater impact on satisfaction with
the work itself. (Schriber and Crutek 1987).

Higher job satisfaction has been linked with employees who are able to exercise autonomy
(Sekaran 1989) and with those who have a higher level of job involvement (Mortimer and
Lorence 1989). Women have been found to report significantly higher job satisfaction than men
(Hull 1999; Sousa-Poza and Sousa-Poza 2000), although this gender gap appears to be narrowing
(Rose 2005). Some researchers have noted that older workers tend to have a higher level of job
satisfaction, although a number of studies have shown that the age variable might be more a
proxy for experience (Janson and Martin 1982; Kalleberg and Loscocco 1983; Brush, Moch et al.
1987). Older workers also tend to be situated in higher-level positions, which might be more
fulfilling than the less exciting entry-level positions of those just entering the work (Danziger
and Dunkle, 2005).

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

metropolitan Government,korea

A Journal of Research, May, 2 by sangmook kim

A central paradox in studies of gender and job satisfaction is why women's job satisfaction is
not lower than men's, given that women's job's are often inferior in terms of pay,autonomy,and
promotional opportunity[chiu 1998]. However, very few researches have made an explicit
attempt to explain this paradox. also much of the research on job satisfacton and gender has been
conducted in the United States.

Using the data set on work orientations from the 1997 international Social survey Program,
Sousa-poza and Sousa-poza showed that in most countries women wewe actually less
satisfied than men, whereas in the great Britian and the United States women had much higher
job satisfaction levels than men among the 1 countries. Thus it seems that the gender/job-
satisfaction paradox is not a worldwide but an Anglo-saxon phenomenon

Job satisfaction palls quickly for most workers

HR Magazine, March, 2007

Most employees are full of enthusisam when they begin a new job. Within six months,
though, that enthusiasm wanes for most people, according to a survey released recently by Sirota
survey intelligence.
And it has nothing to do with age. employees of all ages who had been on the jobless than a
year registered a 70 percent satisfaction level with their work. After two to five
years, job satisfaction dropped to 53 percent.

sirota, which specializes in attitude research, examined the overall satisfaction of 64,304
workers surveyed for the firms clients, focusing particularly on job equity, or being treated fairly
with respect to the basic conditions of employment.

"Company culture-- or how management treat employees, and management's attitudes and
behaviuors toward worker-- determines ow much of a downturn in enthusiasm there will be,"
says Sirota president Douglas Klein.

"Older employees start new jbs with the same hopefulness as younger workers. They have the
same fundamental needs as young employees," adds Klein. "Their level of enthusiasm depends
on how well their needs are met as they move through the various stages of their employment
life cycle."

Integrating situational and dispsitional determinants of job satisfaction: findings from

three samples of professionals.[psychological research ]
Journal of Psychology, the, july, 2006 by Chors, J. Christopher; Abele, Andrea E.; Dette,
Dorothea E.

Job satisfaction is a central construct in organisatonal psychology. it is assosiated with

important work related and general outcomes[e.g., higher levels of job performance,
organisational commitment, discretionary activities such as organisational citizenship behavior,
and life satisfaction] aswell as with lower levels of absenteeism, lateness, and turnover[Hullin &
Judge, 2003 ; Johns,2001 ; Judge, parker, Colbert, Heller, & llies, 2001 ; Warr, 1999]

Gender- related effects in the job- design-job satisfaction relationship: an interactional

approach

A Journal of Research, August 2 by Jessica H. Carison, Steven Mellor

What makes a job satisfying? Job design researchers have focused on this question for years, yet
they have generated few answers. Furthermore, the answers have been diminished by modest and
inconsistent results[e.g., Agho, 1993; Champoux, 1991; de jong, van der Velde, &Jansen,2001 ;
Fried,1991; Griffin, 1991; Johns,Xie & Fang,1992; Renn & Vandenberg, 1995; Spector &
Jex,1991; Tiegs Tetrick, & Fried, 1992 Zaccaro & Stone,1998]. Despite these results, job
satisfaction is frequently used as a criterion variable in design studies, and it is nearly impossible
to imagine an organisational develpment survey without satisfaction items [Griffin & McMahan,
1994; Spector, 1997] . The view among design researchers appears to be that even if we cant say
much about what makes a job satisfying, more might be said with continued research (cf.
Cranny, Smith, & Stone, 1992. In this study, We took an interactional approach to the question
and sougt an answer from a gender related persective.
A STUDY ON EMPLOYEES JOB SATISFACTION IN
EMAMI LIMITED,
PUDUCHERRY
SUMMER PROJECT REPORT
Submitted by
S.SIVAPRIYA
REGISTER NO: 27348343

Under The Guidance Of

Mrs. K.VIDHYA, MBA,M.PHIL
Faculty, Department Of Management Studies

in partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
PONDICHERRY UNIVERSITY
PUDUCHERRY
September 2007
 SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
MADAGADIPET PUDUCHERRY

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

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

GUIDE HEAD OF DEPARTMENT

Submitted for Viva-Voce Examination held on

EXTERNAL EXAMINER
1.
2.
 LIST OF CHARTS

TABLE TITLE PAGE

NO. NO.
5.1 Experience of respondent 17

5.2 Level of satisfaction of salary 18

5.3 Classification based on monetary benefits 18
5.4 Employees opinion about pay and performance 20
5.5 Employees opinion about workload 21
5.6 Employees opinion about their job security 22
5.7 Classification based on feedback from their superior 23
5.8 Classification based on relationship with peers 24
5.9 Classification based on adequate training 25
5.10 Classification based on working environment 26
5.11 Respondents opinion whether their ideas& opinions are taken into 27
consideration
5.12 Respondents opinion about adequate resources in the organization 28
5.13 Respondents opinion about opportunity for advancement 29

TABLE TITLE PAGE

NO. NO.

5.1 Experience of respondent 17

5.2 Level of satisfaction of salary 18
5.3 Classification based on monetary benefits 19
5.4 Employees opinion about pay and performance 20
5.5 Employees opinion about workload 21
5.6 Employees opinion about their job security 22
5.7 Classification based on feedback from their superior 23
5.8 Classification based on relationship with peers 24
5.9 Classification based on adequate training 25
5.10 Classification based on satisfaction of working environment 26
5.11 Respondents opinion whether their ideas& opinions are taken into 27
consideration
5.12 Respondents opinion about adequate resources in the organization 28
5.13 Respondents opinion about opportunity for advancement 29
5.14 Analysis of employees opinion regarding qualification of employees 30
and monetary benefit given
5.15 Expected count 30
5.16 Chi-square table 31
5.17 Analysis of employees opinion regarding level of workload and 32
satisfaction of salary
5.18 Expected count 32
5.19 Chi-square table 33
5.20 Analysis of employees opinion regarding years of experience and level 34
of communication with their supervisor
5.21 Expected count 34
5.22 Chi-square table 35
LIST OF TABLES
 TABLE OF CONTENT

LIST OF TABLES
LIST OF CHARTS

PAGE
CHAPTER TITLE
NO.

1 INTRODUCTION 1
2 REVIEW OF LITERATURE 8
3 OBJECTIVES OF THE STUDY 14
4 RESEARCH METHODOLOGY 15
5 DATA ANALYSIS AND INTERPRETATION 17
FINDINGS, SUGGESTIONS AND
6 RECOMMENDATIONS OF THE STUDY 36

7 CONCLUSION 38
LIMITATION OF THE STUDY AND SCOPE
8 FOR FURTHER STUDY 39

ANNEXURES

1. QUESTIONNAIRE
2. BIBLIOGRAPHY
 ACKNOWLEDGEMENT

The successful completion of any task would be incomplete without mentioning the
names of persons who helped to make it possible. I take this opportunity to express my gratitude
in few words and respect to all those who helped me for the completion of this summer project

Iam extremely grateful to Our Principal Dr. V.S.K. Vengatachalapathy to provide

necessary and essential facilities to do this project report.

I express our sincere thanks and deep sense of gratitude to our Head of Department
Mr.S.Jayakumar, Department of management studies for providing me with a an opportunity to
study and to do this report.

I express a deep sense of gratitude to my guide Mrs. K.Vidhya,Faculty, Department of

management studies, for her encouragement, support and guidance to complete this project work
successfully.

I convey my heartiest thanks to Mr. T. R. Rajan, General manager, Emami limited,

Puducherry, who kindly granted permission to do this project report in his esteemed
organization.

Finally, I express our sincere thanks and deep sense of gratitude to my parents and
friends for giving timely advice in all the ways and in all aspects for doing the project.

ABSTRACT
A STUDY ON EMPLOYEES JOB SATISFACTION IN EMAMI LIMITED is used to
study the job satisfaction level of the employees in the organization and various factor involved
in that.

The data were collected from both primary and secondary sources. The primary data is collected
from various and employees in Emami limited through questionnaire. And I chose 100 as my
sample.

The secondary data were collected from various journals, magazines, articles, various sites and
company records. The main objective of my study is to analyze the factors that are used to
improve ones job satisfaction level.

The study infers that most of the employees are satisfied with their job and also various benefits
given by the organization.

CHAPTER-1

COMPANY PROFILE
HISTORY OF THE COMPANY
Emami was started in 1974 due to efforts of SHRI RADHE SHYAM AGARWAL and
SHRI. RADHE SHYAM GOENKA who was fuelled by zeal to succeed a business ventures.
They found a company to manufacture and market the cosmetics and toiletries. Encouraged by
success in cosmetics emami entered into paper, engineering, plastic, ayurvedic medicines. From
a single company, emami through take over, the most significant being the acquisition of himani
ltd speedily grew into the new successful emami group of companies.

Emami has already opened offices and trades representatives in many parts of the world,
is actively engaged in sealing joint ventures in tough profit areas with renowned profit nations.
Emami limited companys products have retained their image in the market through good
quality, attractive packaging and producing goods that are according to consumer needs. The
power brands of emami Ltd like navaratna oil, fast relief, boroplus Antiseptic cream, menthoplus
pain balm, etc., have retained their market for maintaining the standard level of quality.

The success of the business will be in the hands of the quality control department of the
concerned enterprises.

EMAMI LIMITED- UNIT AND ITS OTHER BRANCHES

Manufacturing unit:-
The following are the four manufacturing unit of Emami ltd.
4. Mettupalayam Pondicherry.
5. B.T-Road-Kolkata
6. Amingaon Guwahati

STUDY UNIT-
Emami limited is located at mettupalayam industrial estate in Pondicherry. It is about 5
km from Pondicherry.
Company Address-
UNIT-1
CS 46 and 47
Pipdic industrial estate.
Metupalayam.
Pondicherry 605009.

UNIT 2
A 83 Pipdic industrial estate
Mettupalayam
Pondicherry 605 009.

UNIT 3
A 24 and 25
Pipdic industrial estate,
Mettupalayam.
Pondicherry 605 009.
UNIT-4
A 129 Pipdic Industrial Estates
Mettupalayam.
Pondicherry 605 009.

EMAMI COMPANY PRODUCTS: -

Emami range of products are more than 20 products and is spread across the various
products categories of personal, beauty and health care segments resulting in product visibility
and brand recall. The companys products are sold under the Emami and himani brands.

EMAMI: -
8) Beauty secrets by madhuri
a. Cream
 b. Talcum powder
c. Shampoo
d. Three-in-one oil.
9) Golden beauty superfine talc.
10) Shadi palace sandalwood talc.
11) Herbal Glycerin soap.
12) Mentho plus balm.
13) Naturally fair.

a. Herbal fairness talc.

b. Cream
Cold cream.
Intensive fairness cream with pearls.
14) Odisi talc
a. Red orchid.
b. Wild flowers fragrance.
c. Royal sandal.
8) Sprit of man
a. Passion wood
After shave lotion.
Shaving cream.
c. Wild forest
After shave lotion.
Shaving cream.
9) Vanishing cream
10) Classic Elegance (Blue moon/fiery red)
11) Habit toothpaste
Neem
Fluoride
Gel
Nirog Dant Powder lal.
 12) All days beauty cream.
13) Fair and handsome.
14) Fair and team.
15) Fair and Ageless.

HIMANI: -
5) Boroplus antiseptic cream.
6) Boroplus antiseptic lotion.
7) Boroplus lite.
8) Boroplus prickly heat powder.
Icy cool.
French lavender.
French herbal.
Ice sandal.
5) Gold Turmeric cream.
6) Honey bee.
7) Navaratna oil.
8) Navaratna coconut cool oil.
9) Navartna cool talc.
10) Sona chandi Chyawandprash.
11) Glycerin plus soap.
Green almond.
Aloe Vera.
Saffron and turmeric.

12) Glycerin plus soap.

Multi action cough syrup.
Vaporizing ointments.
MISSION:-
To sharpen consumers insight to understand and meet their needs with value added
differentiated products that are safe, effective and fast.
 To integrate dealers, distributors, retailers and suppliers into the Emami family, thereby
strengthening their ties with the company.
To recruit, develop and motivate the best talents in the country and provide
Them with an environment that is demanding and challenging.
To strengthen and foster in the employees, strong emotive feelings of owners with the
company.
To uphold the principles of corporate governance and move towards decentralization to
generate long term maximum returns for all stake owners.
To contribute whole-heartedly towards the environment and society and to emerge as a
model corporate citizen.
To bring down the political boundaries, bridge the seas and emerge
as a significant player in the markets world wide to globalize in
terms.

VISION: -
A company, with the help of nature, caters to the consumers needs and their inner
cravings for dreams of better life in the fields of personal health care, both in India and through
out the world.

FUTURE STRATEGY: -
Companys business plan for international market comprises of the following key factors.
Investment in potential markets for key brands leading to higher possibility of
returns in terms of turnover and market development in the long run.
Adding new products for various keys markets.
Customizations of product offerings under the same brand clubbing of familiar
products under the same brand.
Manufacturing facilities in high tariff markets to make prices more consumers
friendly.
Acquisition in certain markets, company may consider buying existing brands
instead of trying to build one.
 ORGANISATION CHARTS
Management team of emami Ltd-
This talented group of hard core professionals, dream from various disciplines like
finance, marketing, production, human resource department, research, legal affairs, export lend
their expertise to the brain thrust of emami groups activities.
The management team has fully devoted itself to understand and cope with the vision of
the board and thereby fulfill its objectives and goals.
They work in union, share the work burden and enjoy the reward of interdependence.

Management team-
The core management team of the Emami group comprises of
Mr. A.V. Agarwal, Brand director.
Mr. P. Sureka, Brand director.
Mr. Mohan Goenka, Brand director.
Mr. Prashant Goneka, Brand director.
Mr. H.V. Agarwal, Brand director.
Mr. Dhiraj Agarwal, media director.
Mr. Ashok Dasgupta, president operation.
Mr. Hari Gupta, president Business development.
Mr. R.d. Daga, Chief legal affairs.
Mr. R.k. Surana, sr. Vice president Commercial.
Mr. N.H. Bhansil, Sr. Vice president Finance and Accounts.
Mr. S. Rajagopalan, Sr. Vice president Pondicherry.
Mr. A.B. Mukherjee, Vice president operation and planning.
Dr. N.M. Sundar, Vice president Technical.
Mr. A. Ghosh, Vice president Sale.
Mr. D. Podder, Vice president Co-ordination.
Mr. Pradeep srivastav, Vice president Exports.
Mr. Samir Kr. Mandal General Manager System.
Mr. A.K. Joshi, Company Secretary.
 Mr. Manoj Agar weal General Manager International Auditor.
Ms. Punita Kalra, General Manager Hari division.
Mr. Surajit Chakra borty, General manager oversea operation.
Mr. T.R. Rajan, General Manager Production. Pondicherry.
Mr. A. Rajput, General manager- Ayurvedic operation.
Mr. Goutam Dhar, Deputy General manage
Mr. Partho Basu, Sr, manager Purchase.
Mr. S. Mallhostra, manager sales training.

CHAPTER 2

REVIEW OF RELATED LITERATURE

JOB SATISFACTION

Job satisfaction, its causal factors and its effect upon organizational health are all part of the
various factors under study for this assignment. Job satisfaction for an individual can be
influenced by a number of factors that include first the job itself, the salary, the promotion policy
of the company, the attitudes of the co workers, the physical and mental stress levels involved,
the working conditions, the interest and challenge levels. These various factors are just indicative
of the many factors that contribute or take away from job satisfaction. Sometimes, even changing
the colour of the furniture fabric can lead to higher levels of job satisfaction. While job
satisfaction is not quite the same as motivation the two are closely linked and many times
motivating actions also increase satisfaction levels. Most organizations periodically measure job
satisfaction among employees through mainly quantitative techniques using rating scales.

Numerous research studies on job satisfaction and reasons thereof have, as the following
excerpts shows, ended in a number of very interesting findings, We view job satisfaction as
emerging from a variety of factors, including characteristics of the organizational environment,
specific features of the job, and the personal characteristics of the worker.

PURPOSE OF STUDY:

The purpose of this study is to take up the issue of job characteristics and job satisfaction in the
workplace, with particular reference to Emami limited, examine the various components of job
satisfaction, the general working conditions, employment policies and employee responses as
also available statistical data to determine whether, by and large workers in the company are
happy with their working conditions or not.

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

Clayton Alderfer revised Maslows theory of needs and called them Existence, Relatedness and
Growth. ERG theory see different needs from different levels existing in a sort of continuum
where while there is a hazy precedence for a lower level need, it can still very well exist in the
presence of a higher level need.
Victor Vroom, in 1964, stipulated in his theory of expectancy that the force motivating a person
to exert effort or to perform an act in a job situation depends on the interaction between what the
individual wants from a job (valence) and the degree to which he/she believes that the company
will reward effort exerted (expectancy) on that job with the things he/she wants.

Theorists such as Turner and Lawrence (1965), Hackman and Oldham (1975,1980), Szilogyi
and Keller (1976), among others have proposed that intrinsically, satisfying jobs are those
where there is variety, where workers have autonomy in choosing procedures, where feedback is
received concerning the effectiveness and work impact, where the work has some social
significance or makes an important contribution to a product or services.

The key task characteristics are as follows:

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

Level of supervision on the task: A task that is not closely supervised is likely to give sense of
autonomy and personal accomplishment to the worker. This therefore means that freedom from
supervision should be positively correlated with job satisfaction (Turner and Lawrence, 1965).

Task complexity: A complex task engages more skills and abilities, it is more challenging and
therefore, its expected to contribute to job satisfaction (Schwab and Cummings, 1976).

Level of concentration required on the task: These mental demands required by a task be
expected to relate positively to job satisfaction (Csiks Zeutmihalyi, 1975)

Time: This has to do with the amount of time spent in performing a task. One would expect
that a task that takes a great deal of the work day will have a greater impact on satisfaction with
the work itself. (Schriber and Crutek 1987).

Higher job satisfaction has been linked with employees who are able to exercise autonomy
(Sekaran 1989) and with those who have a higher level of job involvement (Mortimer and
Lorence 1989). Women have been found to report significantly higher job satisfaction than men
(Hull 1999; Sousa-Poza and Sousa-Poza 2000), although this gender gap appears to be narrowing
(Rose 2005). Some researchers have noted that older workers tend to have a higher level of job
satisfaction, although a number of studies have shown that the age variable might be more a
proxy for experience (Janson and Martin 1982; Kalleberg and Loscocco 1983; Brush, Moch et al.
1987). Older workers also tend to be situated in higher-level positions, which might be more
fulfilling than the less exciting entry-level positions of those just entering the work (Danziger
and Dunkle, 2005).

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

metropolitan Government,korea

A Journal of Research, May, 2 by sangmook kim

A central paradox in studies of gender and job satisfaction is why women's job satisfaction is
not lower than men's, given that women's job's are often inferior in terms of pay,autonomy,and
promotional opportunity[chiu 1998]. However, very few researches have made an explicit
attempt to explain this paradox. also much of the research on job satisfacton and gender has been
conducted in the United States.

Using the data set on work orientations from the 1997 international Social survey Program,
Sousa-poza and Sousa-poza showed that in most countries women wewe actually less
satisfied than men, whereas in the great Britian and the United States women had much higher
job satisfaction levels than men among the 1 countries. Thus it seems that the gender/job-
satisfaction paradox is not a worldwide but an Anglo-saxon phenomenon
Job satisfaction palls quickly for most workers

HR Magazine, March, 2007

Most employees are full of enthusisam when they begin a new job. Within six months,
though, that enthusiasm wanes for most people, according to a survey released recently by Sirota
survey intelligence.
And it has nothing to do with age. employees of all ages who had been on the jobless than a
year registered a 70 percent satisfaction level with their work. After two to five
years, job satisfaction dropped to 53 percent.

sirota, which specializes in attitude research, examined the overall satisfaction of 64,304
workers surveyed for the firms clients, focusing particularly on job equity, or being treated fairly
with respect to the basic conditions of employment.

"Company culture-- or how management treat employees, and management's attitudes and
behaviuors toward worker-- determines ow much of a downturn in enthusiasm there will be,"
says Sirota president Douglas Klein.

"Older employees start new jbs with the same hopefulness as younger workers. They have the
same fundamental needs as young employees," adds Klein. "Their level of enthusiasm depends
on how well their needs are met as they move through the various stages of their employment
life cycle."

Integrating situational and dispsitional determinants of job satisfaction: findings from

three samples of professionals.[psychological research ]

Journal of Psychology, the, july, 2006 by Chors, J. Christopher; Abele, Andrea E.; Dette,
Dorothea E.
 Job satisfaction is a central construct in organisatonal psychology. it is assosiated with
important work related and general outcomes[e.g., higher levels of job performance,
organisational commitment, discretionary activities such as organisational citizenship behavior,
and life satisfaction] aswell as with lower levels of absenteeism, lateness, and turnover[Hullin &
Judge, 2003 ; Johns,2001 ; Judge, parker, Colbert, Heller, & llies, 2001 ; Warr, 1999]

Gender- related effects in the job- design-job satisfaction relationship: an interactional

approach

A Journal of Research, August 2 by Jessica H. Carison, Steven Mellor

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

CHAPTER -3
 OBJECTIVES

To study the present level of satisfaction of the employees.

To study and analyse the monetary benefits given to the employees.

To study and analyse the various factors that are affecting the job satisfaction level.

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

CHAPTER- 4
 RESEARCH METHODOLOGY

4.1 DATA COLLECTION:

4.1.1 Sources of data collection:

4.1.1.1 Primary data

Primary data are collected afresh and for the first time. It is the data originated by the
researcher specifically to address the research problem.
In this study, primary data is collected primarily to understand the existing recruitment
and selection process the organization is using.
4.1.1.2 Secondary Data
Secondary data includes those data which are collected from internet, registers, records and
annual reports of the organization.
4.1.1.3 Data collection Instrument:
Questionnaire Design begins with an understanding of the capabilities of a questionnaire
and how they can help in research. If it is determined that a questionnaire is to be used, the
greatest care goes into the planning of the objectives.
Questionnaires are like any scientific experiment. One does not collect data and then see
if they found something interesting. One forms a hypothesis and an experiment that will help
prove or disprove the hypothesis.

4.2 DATA SAMPLING:

Data sampling process includes the following steps that are sequentially shown
Define the Target Population
Define the Sampling frame
Determine the sample size
Execute the sampling process
4.2.1 Sample Size Design
It refers to the number of elements to be included in the study.A sample design is a definite plan
for obtaining a sample from a definite population. It refers to the technique or the procedure the
researchers would adopt in selecting items for the sample. It is determined before data is
collected. The total population is 246. In this study
100 samples are collected from employees.

4.2.2 Sampling Process

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

4.3 TOOLS FOR ANALYSIS:

Percentage Analysis
Chi-square analysis
4.3.1 Percentage Analysis:
In percentage analysis, charts like bar chart and pie charts are used to graphically represent
the results from percentage analysis of the questionnaire

4.3.2 Chi-Square Analysis:

The chi-square is one of the most widely used non-parametric tests in statistical work. The Chi-
Square was first used by karl pearson in the year 1900.
It is defined as

x2= [O-E] 2/E

Chi-square test is applicable to a very large number of problems in practice. With the
help of this test we can find out whether two or more attributes are associated or not.
CHAPTER-5
 DATA ANALYSIS AND INTERPRETATION

TABLE 5.1
CLASSIFICATIONS BASED ON YEARS OF EXPERIENCE
Sl.no Yrs of experience Respondents Percentage%

1 Less than 2 yrs 3 3

2 3-5 yrs 32 32
3 6-8 yrs 32 32
4 Above 8 yrs 33 33
Total 100 100

Inference:
3% of respondents belong to less than 3 yrs of experience, 32% of
respondents belong to 3 -5 yrs of experience, 32% of respondents belong to 6-8 yrs of experience
and 33% of respondents belong to above yrs of experience.

CHART 5.1
CLASSIFICATIONS BASED ON YEARS OF EXPERIENCE
 35
P 30
e
r 25
less than 2 yrs
c 20
e 3-5 yrs
15
n 6-8 yrs
t 10 above 8 yrs
a 5
g
0
e
Yrs of experience

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

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

P 80
e 70
r 60 Highly satisfied
c 50
e 40 Satisfied
n
30
t
20 Highly
a
10 dissatisfied
g
0
e
Satisfaction of salary

TABLE 5.3
CLASSIFICATIONS BASED ON MONETARY BENEFITS
Sl.no Monetary benefits Respondents Percentage%

1 Highly satisfied 62 62
2 Satisfied 38 48
Total 100 100
 Inference:
6% of the employees are highly satisfied with the monetary benefits given
and 48% of the employees are satisfied with the monetary benefits given.

CHART 5.3
CLASSIFICATIONS BASED ON MONETARY BENEFITS

53
P
e 52
r 51
c
50
e Highly satisfied
n 49
satisfied
t 48
a
47
g
e 46
Monetary benefits

TABLE 5.4
EMPLOYEES OPINION ABOUT PAY AND PERFORMANCE
Sl.no Pay & Performance Respondents Percentage%

1 Yes 52 52
2 No 48 48
Total 100 100
 Inference:
52 employees said that there is connection between pay and performance and
48 employees said that there is no connection between pay and performance.

CHART 5.4
EMPLOYEES OPINION ABOUT PAY AND PERFORMANCE

P 70
e 60
r 50
c
40
e Yes
n 30
20
No
t
a 10
g 0
e
Pay and Performance

TABLE 5.5
EMPLOYEES OPINION ABOUT WORKLOAD
Sl.no workload Respondents Percentage%

1 Very high 9 9
2 High 67 67
3 Low 24 24
Total 100 100

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

CHART 5.5
EMPLOYEES OPINION ABOUT WORKLOAD

P 80

e 70

r 60

c 50
Very high
e 40

n 30 High
t 20
Low
a 10

g 0

e
Workload
 TABLE 5.6
EMPLOYEES OPINION ABOUT THEIR JOB SECURITY
Sl.no Job security Respondents Percentage%

1 Yes 87 87
2 No 13 13
Total 100 100

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

CHART 5.6
EMPLOYEES OPINION ABOUT THEIR JOB SECURITY
 100
P
90
e
r 80

c 70

e 60

n 50 Yes
t 40
No
a 30
g 20
e 10

Job Security

TABLE 5.7
CLASSIFICATIONS BASED ON FEEDBACK FROM THEIR SUPERIOR

Sl.no Feedback from Respondents Percentage%

superior
1 Yes 86 86
2 No 14 14
Total 100 100

Inference:
86% of the employees said that they receive adequate feedback from their
superior, and 14% of the employees said that they did not receive adequate feedback from their
superior.
 CHART 5.7
CLASSIFICATIONS BASED ON FEEDBACK FROM THEIR SUPERIOR

P 100
e 90
r 80
c 70
e 60 Yes
n 50 No
t 40
a Yes
30
g No
20
e
10
0
Feedback from superior

TABLE 5.8
CLASSIFICATIONS BASED ON RELATIONSHIP WITH PEERS

Sl.no Relationship with Respondents Percentage%

peers
1 Yes 83 83
2 No 17 17
Total 100 100
 Inference:
83% of the employees said that there is a good relationship with their peers
and 17% of the employees said that there is no relationship with their peers.

CHART 5.8
CLASSIFICATIONS BASED ON RELATIONSHIP WITH PEERS

100
P 80
e
r 60 Yes
c No
e 40
Yes
n
t 20 No
a
0
g
e Relationship with peers

TABLE 5.9
CLASSIFICATIONS BASED ON THE ADEQUATE TRAINING

Sl.no Adequate training Respondents Percentage%

1 Yes 64 64
2 No 36 36
Total 100 100
 Inference:
64% of the employees said that they receive adequate training and 36% of the
employees said that they are not receiving any adequate training.

CHART 5.9
CLASSIFICATIONS BASED ON THE ADEQUATE TRAINING

Yes
No

Adequate training

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

1 Yes 87 87
2 No 13 13
Total 100 100

Inference:
87% of the employees said that they are satisfied with their working
environment and 13% of the employees said that they are not satisfied with their working
environment.

CHART 5.10
CLASSIFICATIONS BASED ON THE SATISFACTION OF WORKING
ENVIRONMENT

Yes
No

Work Environm ent

 TABLE 5.11
RESPONDENTS OPINION WHETHER THEIR IDEAS& OPINIONS ARE TAKEN
INTO CONSIDERATION
Sl.no Ideas & opinions Respondents Percentage%

1 Yes 45 45
2 No 55 55
Total 100 100

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

CHART 5.11
RESPONDENTS OPINION WHETHER THEIR IDEAS& OPINIONS ARE TAKEN
INTO CONSIDERATION
 60

P 50
e
r 40
c
e 30
Yes
n
20 No
t
a
g 10
e
0

Ideas & Opinions

TABLE 5.12
RESPONDENTS OPINION ABOUT ADEQUATE RESOURCES IN THE
ORGANIZATION
Sl.no Ideas & opinions Respondents Percentage%

1 Yes 55 55
2 No 45 45
Total 100 100

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

60

P 50
e
r 40
c
e 30
n Yes
t 20 No
a
g 10
e
0

Adequate resources

TABLE 5.13
RESPONDENTS OPINION ABOUT OPPORTUNITY FOR ADVANCEMENT
Sl.no Ideas & opinions Respondents Percentage%

1 Yes 65 65
2 No 35 35
Total 100 100
 Inference
65 % of respondents inferred that they have an opportunity for advancement in
the organization, 35 % of respondents inferred that they dont have an opportunity for
advancement in the organization

CHART 5.13
MonetaryBenefits RESPONDENTS
OPINION ABOUT
OPPORTUNITY FOR
ADVANCEMENT

70
P
60
e
r 50
c
40
e
n yes
30
t No
20
a
g 10
e
0

Opportunity for advancement

CHAPTER-6

ANALYSIS OF EMPLOYEES OPINION REGARDING QUALIFICATION OF

EMPLOYEES AND MONETARY BENEFITS GIVEN
[USING CHI-SQUARE]

OBSERVED COUNT
Table 5.14
 Qualification Highly satisfied Total
of employees satisfied

below SSLC 22 11 33

SSLC 20 29 49

HSC 10 8 18

Total 52 48 100
EXPECTED COUNT
Table 5.15

Monetary benefits
Qualification Highly satisfied Total
of employees satisfied

below SSLC 17.2 15.8 33.0

SSLC 25.5 23.5 49.0

HSC 9.4 8.6 18.0

Total 52.0 48.0 100.0

CHI-SQUARE TABLE
Table 5.16

O E (O-E)2 (O-E)2/E
22 17.2 23.04 1.339
11 15.8 23.04 1.458
20 25.5 30.25 1.186
29 23.5 30.25 1.287
10 9.4 0.36 0.038
8 8.6 0.36 0.041
 = 5.349

Null Hypothesis Ho:

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

ANALYSIS OF EMPLOYEES OPINION REGARDING LEVEL OF WORKLOAD AND

SATISFACTION OF SALARY
[USING CHI-SQUARE]

OBSERVED COUNT
Table 5.17

Satisfaction of
salary
 Workload Highly satisfied Total
satisfied
very high 2 6 8

high 20 48 68

low 10 14 24

Total 32 68 100

EXPECTED COUNT
Table 5.18

Satisfaction of
salary
Workload Highly satisfied Total
satisfied
very high 2 6 8

high 20 48 68

low 10 14 24

Total 32 68 100

CHI-SQUARE TABLE
Table 5.19

O E (O-E)2 (O-E)2/E

2 2.56 0.314 0.122

 6 5.44 0.314 0.057
20 21.76 3.097 0.142
48 46.24 3.097 0.066
10 7.68 5.382 0.100
14 16.32 5.382 0.851
=1.938

Null Hypothesis Ho:

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

ANALYSIS OF EMPLOYEES OPINION REGARDING YEARS OF EXPERIENCE AND

LEVEL OF COMMUNICATION WITH THEIR SUPERVISOR
[USING CHI-SQUARE]

OBSERVED COUNT
Table 5.20
 Level of
communication
Years of Highly satisfied Total
experience satisfied
less than 2 years 2 1 3

3-5 years 4 28 32 EXPECTED

COUNT
6-8 years 12 20 32
Table 5.21
above 8 years 3 30 33

Total 21 79 100

Level of
communication
Years of Highly satisfied Total
Experience satisfied
less than 2 .6 2.4 3.0
years
3-5 years 6.7 25.3 32.0

6-8 years 6.7 25.3 32.0

above 8 years 6.9 26.1 33.0

Total 21.0 79.0 100.0
CHI-SQUARE TABLE
Table 5.22

O E (O-E)2 (O-E)2/E
 2 .6 1.96 3.266
1 2.4 1.96 0.816
4 6.7 7.29 1.088
28 25.3 7.29 0.288
12 6.7 28.09 4.192
20 25.3 28.09 1.110
3 6.9 15.21 2.204
30 26.1 15.21 0.582
= 5.349

Alternate Hypothesis H1:

There is an association between years of experience and level of communication with their
supervisor.
Inference:
Calculated value [O-E] 2/E = 13.546
The tabulated value for degrees freedom at 5% level of significance is 12.8
The calculated value is lesser than tabulated value. Therefore hypothesis is rejected.

FINDINGS OF THE STUDY

 Most of the employees inferred that they are satisfied with the salary given to them.
A majority of the employees suggested that there is a great connection between their
performance and the payment given by the organisation,
Most of the employees said that the workload given by the organisation is high.
Many of them suggested that there is an opportunity for advancement in their
organisation.
Most of the employees inferred that the level of communication with their supervisor is
satisfied.
A majority of the employees inferred that their job is more secured.
A majority of the respondents suggested that they receive useful and constructive
feedback from their superior.
A majority of the employees inferred that their organisation gives adequate feedback
about their performance.
Most of the employees inferred that their organisation encourages teamwork and their
relationship with their peers is also satisfied.
A majority of the employees inferred that they get adequate training from their
organisation.
Most of the employees are suggested that they are satisfied with the work environment.
Most of the employees are suggested that they receive adequate resources from their
organization.
A majority of the employees inferred that their ideas and opinions are not taken into
consideration.

SUGGESTIONS AND RECOMMENDATIONS

1. Some of the employees feel that they are highly stressed because of the heavy work

load. So, they can give regular interval during the work.
2. From the study it was found that, few of the employees felt that there is no sufficient

materials available to do their job. So, they can allocate sufficient resources to do their

job in a better way.

3. Few of the employees felt that their ideas and opinions are not taken into

consideration. So, they can give priority to their ideas.

CHAPTER-7
CONCLUSION

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

CHAPTER -8

LIMITATIONS OF THE STUDY

Due to time constraint elaborate study was not made.

Only certain factors are considered in this study to measure the job satisfaction level of
the employees.

SCOPE FOR FURTHER STUDY

1. The project was developed on the basis of employees job satisfaction.

2. It will be helpful to find out the factor which encourages the employee to work with high involvement.

3. It will be helpful for the company to find out the job satisfaction level of their employees and in turn help
to create a favour job environment for the employee to increase the productivity of the company.

ANNEXURE-1

A STUDY ON JOB SATISFACTION IN EMAMI LIMITED

1. Name :
2. Designation :
3. Age : a) 18-25 b) 26-35 c) 36-45 d) above 45
4. Marital status : a) Married b) Unmarried
5. Years of experience : a) Less than 2 years b) 3-5 years c) 6-8 years d)Above 8 years
6. Qualification : a) Below SSLC b) SSLC c) HSC d) UG e) PG
7. Indicate the level of satisfaction for salary given to you
a) Highly satisfied b) Satisfied c) Highly dissatisfied d) Dissatisfied
8. Identify the level of satisfaction for monetary benefits given to you
a) Highly satisfied b) Satisfied c) Highly dissatisfied d) Dissatisfied
9. Is there any connection between pay and performance?
a) Yes b) No
10. The level of workload
a) Very high b) High c) very low d) Low
11. Is there any opportunity for advancement?
a) Yes b) No
12. What is the level of communication with your supervisor?
a) Highly satisfied b) Satisfied c) Highly dissatisfied d) Dissatisfied
13. Is your job secured?
a) Yes b) No
14. Do you receive useful and constructive feedback from your superior?
a) Yes b) No
15. Does your organization give adequate feedback about your performance?
a) Yes b) No
16. Does your organization encourage teamwork?
a) Yes b) No
17. Are you encouraged to learn from your mistakes?
a) Yes b) No
18. Are you able to satisfy both your job and family responsibilities?
a) Yes b) No
19. The level of relationship with your peers?
a) Highly satisfied b) Satisfied c) Highly dissatisfied d) Dissatisfied
 20. Do you have the resources that are needed to do your job well?
a) Yes b) No
21. Do you have adequate opportunity for your career development in your
Organization?
a) Yes b) No
22. Do you receive adequate training that are needed to do your job well?
a) Yes b) No
23. Do you have mentor at work?
a) Yes b) No
24. Are you satisfied with the work environment in your organization?
a) Yes b) No
25. Do you receive appropriate recognition for your contribution?
a) Yes b) No
26. Is your ideas and opinions are taken into consideration?
a) Yes b) No

ANNEXURE 2

Bibliography
Books Referred
1.Kothari C.R. Research methodology, published by Tata Mc Graw-Hill.

2. K. Aswathappa, Human Resource and Personnel Management Edition 1.

Sites Visited
1.www.emami.com.

2.www.citehr.com