A Study On Employees Job Satisfaction in Emami Limited

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
MADAGADIPET PUDUCHERRY
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.
5.10 Classification based on satisfaction of working environment 26
consideration
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
5.20 Analysis of employees opinion regarding years of experience and level 34
of communication with their supervisor
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 company’s 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.
UNIT-4
A – 129 Pipdic Industrial Estates
Mettupalayam.
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 company’s 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
• 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.

• 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 consumer’s 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: -
Company’s 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.Maslow’s 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 Maslow’s theory and the need to look at the issue from
multiple perspectives before accepting a particular position.
Clayton Alderfer revised Maslow’s 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, it’s 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

PONDICHERRY UNIVERSITY
PUDUCHERRY
September 2007

MADAGADIPET PUDUCHERRY
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.

5.10 Classification based on working environment 26
consideration
TABLE TITLE PAGE

NO. NO.
5.10 Classification based on satisfaction of working environment 26
consideration
5.14 Analysis of employees opinion regarding qualification of employees 30
and monetary benefit given
5.17 Analysis of employees opinion regarding level of workload and 32
satisfaction of salary
5.20 Analysis of employees opinion regarding years of experience and level 34
of communication with their supervisor
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 company’s 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
UNIT – 3
A – 24 and 25
Pipdic industrial estate,
Mettupalayam.
UNIT-4
A – 129 Pipdic Industrial Estates
Mettupalayam.
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 company’s 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
• Shaving cream.
c. Wild forest
• 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.
• Green almond.
• Aloe Vera.
• Saffron and turmeric.

• 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 consumer’s 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: -
Company’s 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.Maslow’s 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 Maslow’s theory and the need to look at the issue from
multiple perspectives before accepting a particular position.
Clayton Alderfer revised Maslow’s 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, it’s 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= Σ [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 Respondent Percentage%
s
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 Respondent Percentage%
satisfaction s
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
S a tisfa ction of sa la ry
TABLE 5.3
CLASSIFICATIONS BASED ON MONETARY BENEFITS
Sl.no Monetary benefits Respondent Percentage%
s
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
M one tary be nefits
TABLE 5.4
EMPLOYEE’S 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
EMPLOYEE’S OPINION ABOUT PAY AND PERFORMANCE
P 70
e 60
r 50
c
40
e Y es
n 30
20
No
t
a 10
g 0
e
Pa y a nd P e rform a nce
TABLE 5.5
EMPLOYEE’S 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
EMPLOYEE’S OPINION ABOUT WORKLOAD
P 80
e 70
r 60
c 50
V e ry h ig h
e 40
n 30 H ig h
t 20
Low
a 10
g 0
e
W o rk l o a d
TABLE 5.6
EMPLOYEE’S 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
EMPLOYEE’S OPINION ABOUT THEIR JOB SECURITY
100
P
e 90
r 80
c 70
e 60
n 50 Y es
t 40
No
a 30
g 20
e
10
Job S ecurity
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 Ye s
c No
e 40
Ye s
n
t 20 No
a
0
g
e
R e la t io n s h ip w it h pe e rs
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
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
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 don’t have an
opportunity for advancement in the organization
CHART 5.13
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 a dvance me nt
CHAPTER-6
ANALYSIS OF EMPLOYEES OPINION REGARDING QUALIFICATION OF

EMPLOYEES AND MONETARY BENEFITS GIVEN
[USING CHI-SQUARE]
OBSERVED COUNT
Table 5.14
below SSLC
SSLC
HSC
Total MonetaryBenefits
22
20
10
52 11
29
48
8 100
33
49
18
Qualification Highly satisfied Total
EXPECTED
of employees satisfied
COUNT
Table 5.15
below SSLC
SSLC
HSC
Total Monetary
17.2
25.5
52.0
9.4 benefits
15.8
23.5
48.0
8.6 100.0
33.0
49.0
18.0
Qualification Highly satisfied Total
of employees satisfied
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
Σ = 5.349
Null Hypothesis Ho:

There is no association between the qualification of employees and monetary
benefits given.
Inference:
Calculated value Σ [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
very
high
Total
lowhigh Satisfaction
20
10
32
2 of68
48
14
6 68 100
24
8
salary
Workload Highly satisfied Total
satisfied
EXPECTED COUNT
Table 5.18
very high Satisfaction

2 of6 8
salary
high
Workload 20
Highly 48
satisfied 68Total
satisfied
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
Σ =1.938
Null Hypothesis Ho:

There is no association between the workload and satisfaction of salary.
Inference:
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.
above
less
3-5
6-8 years
than
Total
8 years
2 Level
12
21
342 of 28
20
30
79
1 100
32
33
3
years communication
Years of Highly satisfied Total
experience satisfied
ANALYSIS OF EMPLOYEES OPINION REGARDING YEARS OF

EXPERIENCE AND LEVEL OF COMMUNICATION WITH THEIR
SUPERVISOR
[USING CHI-SQUARE]
OBSERVED COUNT
Table 5.20
EXPECTED COUNT
Table 5.21
CHI-SQUARE TABLE
Table 5.22
O E (O-E)2 (O-E)2/E
2 .6 1.96 3.266
1 Level of 2.4 1.96 0.816
communication
4 6.7 7.29 1.088
Years of Highly satisfied Total
28
Experience satisfied 25.3 7.29 0.288
less than 12
2 .6 2.4
6.7 3.0 28.09 4.192
years 20 25.3 28.09 1.110
3-5 years 6.7 25.3 32.0
3 6.9 15.21 2.204
6-8 years30 6.7 25.3
26.1 32.0 15.21 0.582
Σ = 5.349
above 8 years 6.9 26.1 33.0
Total 21.0 79.0 100.0
Alternate Hypothesis H1:
There is an association between years of experience and level of communication with

their supervisor.
Inference:
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 employee’s 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 employee’s 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
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?
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?
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

A Study On Employees Job Satisfaction in Emami Limited

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A STUDY ON EMPLOYEES JOB SATISFACTION IN

Under The Guidance Of

in partial fulfillment for the award of the degree

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

DEPARTMENT OF MANAGEMENT STUDIES

This to certify that the project work entitled “A STUDY ON EMPLOYEES

GUIDE HEAD OF DEPARTMENT

Submitted for Viva-Voce Examination held on

TABLE TITLE PAGE

5.2 Level of satisfaction of salary 18

TABLE TITLE PAGE

The successful completion of any task would be incomplete without

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

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

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