INTRODUCTION

Employee satisfaction has become a very important determinant of a

company’s productivity. Every company is faced with the challenge of
understanding what drives employees most. Satisfied employees not only
remain with the company but are more productive. They are also loyal
and are most likely to recommend their company’s products and services
whenever and wherever possible. They would also help the company to
attract the best talent for future recruitment.

About Job Satisfaction:

The term job satisfaction refers to an individual general attitude towards

his/her job. A person with a high level of job satisfaction holds positive
attitude towards the job. A person who is dissatisfied with his/her job
holds negative attitude about the job.

When people speak of employee’s attitude, more often they may not
mean employee satisfaction. In fact, the two are frequently used
interchangeably.

Job satisfaction is an integral component of organizational climate and

an important element in management – employee relationship. Employee
satisfaction is a positive emotional state that occurs when a person job
seems to fulfill important job values provided these values are compatible
with one’s need . Employee satisfaction, in simple words is individual
emotional reaction to the job itself.

It is a person’s attitude towards a job. People said a sizeable amount of

time in work environment. From any minimally humanitarian point of
view, they expect that portion of their life to be more or less pleasant,
agreeable, satisfying and fulfilling.

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 DEFINITION OF EMPLOYEE JOB SATISFACTION:

Job satisfaction is very difficult to define because it is an intangible,

unseen and unobserved variable. Job satisfaction may be viewed as a
pleasurable emotional state resulting from the perception of one’s job as
are compatible with ones need.

 According to P.C. SMITH, job satisfaction is the persistent feeling

towards distrainable aspects of job situation.

 E.A.LOCKE admits that job satisfaction and dissatisfaction are

seen as functions of perceived it as often or entailing.

 Job satisfaction may be global or specific. Sometimes job

satisfaction is refers to as overall feeling of satisfaction, i.e., job
and satisfaction with the situation as-a-whole (global satisfaction).
At some other point of times, job satisfaction refers to a person’s
feelings towards some specific dimensions of the work
environment (facet or specific satisfaction).

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 NEED FOR THE STUDY

Why Measure Employee Satisfaction?

A company is only as strong and successful as its members, its

employees, are. By measuring employee satisfaction in key areas,
organizations can gain the information needed to improve employee
satisfaction, retention, and productivity. However, a recent study by the
Society of Human Resource Management (SHRM) indicated that often
the HR department's perceptions of employee satisfaction versus the true
measure of employee satisfaction are not always in sync.
Employees who aren’t satisfied with their jobs are very likely to leave. If
they don’t leave they can become a source of bad morale and do a great
deal of harm in the organization. In many cases employers without proper
data will assume the wrong reasons for employee dissatisfaction. Many
bosses will automatically think that money is the top reason for leaving a
job. Wouldn’t it be better to have real data and react accordingly?

Surveying employees on a regular basis is a great way to stay in touch

with the pulse of the business. Before launching a survey though it is
important to establish the ground rules.

Many employees will be unwilling to express their honest feelings if they

think they will be singled out. Make sure that the surveys are conducted
with anonymity. Be certain to have the support of company management
all the way to the top. Employees want to know that the leadership is
behind the survey and that their response will be taken seriously.

There are many resources to assist companies in the survey process.

However most human resource managers are very capable of designing
and conducting their own employee satisfaction survey

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 SCOPE OF THE STUDY

The study covers all levels of Employees and various aspects of

Employees like: Identifying Employees attitudes towards various
attributes at work place. This study gives us an insight of how Employees
see and perceive about Organization’s

Interpersonal relations,

Opportunities for career growth,

Compensation and benefits,

Training and development,

Working conditions,

Communications,

Dimensions of employee satisfaction survey are

 The knowledge of the company vision/ mission and strategies of

employees?
 Satisfaction with HR Policies and Procedures
 How confident is the employee about the Company’s ability to
reach its Goal
 Compensation and Benefits
 Work Environments
 Opportunities for growth
 Whether individuals are respected in this company.

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 OBJECTIVES OF THE STUDY

Since this is a growing company, it wanted to check out levels of

satisfaction before coming up with new policies to take future course of
actions. I was given the task to understand the various aspects related to
Employees satisfaction in the organization.

The company also wanted to make out an external survey in identifying

the benefits other company offers to its Employees and compare those
things along with the benefits offered by the company.

Organization also wanted to know Employees understanding of

company’s mission and vision statement.

Company also wanted to check Employees satisfaction levels with their

team leaders, with the Management and within the team members.

Some of the secondary objectives that I identified were:

 To measure the overall satisfaction of Employees in the company

 To measure Employees satisfaction on Compensation and Benefits.

 To find out the expectations of Employees from Management.

 To compare the desired satisfaction with the actual one.

 To compare the satisfaction in different levels i.e. female and male

Employees, juniors and seniors and within different teams.

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 METHODOLOGY FOR THE STUDY

To get information about satisfaction level of employees from

performance appraisal system and its effectiveness a stratified sample

survey was conducted. The information required for making a

comprehensive study on the performance appraisal system was gathered

through two sources:

 Primary data

 Secondary data

The primary data was mainly gathered from the HRD department through

direct meetings and personal discussions with all the departmental

employees in the organization.

The secondary data was collected through overall manual reports of

performance of employees in the early years. The records maintained by

the HR department served as valuable source of secondary information

required. Journals and magazines formed the basis for the information on

annual turnover of the company. The publications in various journals and

magazines were very handy during the tenure of the project. A lot of data

was also collected through the internet and website of the company.

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 LIMITATIONS OF THE STUDY

The study though taken up with all possible precautions had certain

limitations which hampered its complete evolvement.

 Time was the biggest limitation. The study was conducted only in

8 Weeks which was not sufficient.

 The study does not cover all the employees in the organization. It

was restricted only to assistant managers and general managers.

 They study is purely based on the perspective of quality and hence

the other perspectives were ignored.

 Due to many constraints only the existing system was studied.

There was no attempt to identify and introduce new and dynamic

performance appraisal systems.

 The study is completely based on the opinions collected from the

respondents. There is every scope for the opinions to be biased.

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 INDUSTRY PROFILE

HISTORY:

Solvent extraction industry was born in 1974. The industry has properly
established itself by the end of the 60’s and is growing rapidly today. The
solvent industry plays a vital role in the recovery of vegetable oils etc.

The oilseed scenario in the country has undergone a substantial change

during the past few years. The country is moving away from a situation of
scarcity and huge import bills to one of self sufficiency and possibly even export
of vegetable oils.

World production forecasts for oilseed oils and oil meals are
encouraging, Total world output of fats and oils during 2006 is estimated to rise
by 2.9% to 96.4% million tons over the previous year, In 2005 the
corresponding increase was by 2.1% to 94.3% Million tones.

India ranks high among the oilseeds producing countries in the world
with, perhaps, the largest number of commercial varieties of oil seeds, such as
groundnuts, rape and mustard sesame, kardi seed, Niger seed, Soybean,
sunflower seed linseed, castor seed, copra, cotton seed and a number minor
seeds of tree origin. Oil seeds take their place, next only to food grains, as the
second largest agricultural crop. The cultivation of oil seeds in India is spread.
Over various states with a distinct regional pattern covering about 29 to 30
million hectares, which accounts for about 21 percent of the total land under
cultivation in the country.

In India where fats of animal’s origin such fish oil and lard are seldom
used as cooking media, the term “vegetable oils” is used as synonym for “edible
oils”. However, it needs to be remembered that there on the one hand vegetable
oils such as castor oils which are non-edible and on the other hand edible like

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groundnut and coconut oil which are finding increasing industrial applications
as in cosmetics, soap marketing etc. oils are a major source of nutrition for the
people in the country. Oil cakes which are bye products of the oil extraction
process are important source of animal nutrition. They can also be processed
into protein rich edible flour.

IMPORT OF EDIBLE OILS:

The import of edible oils has not been done away with completely
but whatever import is now made is largely a measure of precaution than
out of any computation from 1998-99 the edible oils import has been
drastically cut down. Import to 4.92 lakh tones valued at Rs.322 crores in
1999-2000 from 11.23 lakh tones valued Rs.830 crores in 1998-99. In
2001-02 import totaled 3 lakh tones valued at Rs 325 crores and during
the next two years it is expected around the level. The import is
insignificant compared the whooping 21.45 lakh tones imported valued at
Rs 989 crores in 1997-98

India has signed a memorandum of understanding with

Malaysia for an annual import of two lakh tones of palm oils for two
years. Besides, the country is to receive 50,000 tons of soybean oil from
the U.S. as the gift for the social objective. Although in the context of
exceptionally large scale oil seeds producing during the current years,
there is hardly any need for import, the country may avail of the option
import bidding a buffer stock on to meet the need of public distribution
system during the learn period.

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EXPORT:

Export of oil meal, oil seed and minor oil are expected to gather
momentum following the announcement regarding the full float of rupee
on the trade account, according to sources in the trade. The present export
scenario shows that the trade is in a buoyant mood of achieving a
formidable target, with increased export earnings in the current year. This
basically emanates from bumper crop more over has compelled the union
minister of commerce to raise the current year export target for the oil
seeds sector from Rs. 1300 crore to over Rs.1400 crore.

According to the estimates made by the Central Co-ordination

committees, the exports of oil meals, oil seeds and minor oils during the
current year would be more than 33 lakhs tones with value of Rs 1362
Crore as against 30 lakhs tones with a value of Rs.10.48 crore achieved
during the year 1999-02. The export of oil meals, oil seeds and minor oils
during the period April 2000 to January 2001 stood at over 26 lakhs tones
valued at more than Rs. 2000 crore.

As per the latest estimate the total exports of oil seeds for the
year 2000-01 would be 80,000 tones with a value of Rs. 162 crores as
against 45,362 tons valued at Rs. 75.06 crore, last year. Exports of minor
oil in the other hand are expected to be 9000 tons valued at about Rs. 40
crores.

RICE BRAN OIL:

Rice bran is the most important source of edible oil among

the unconventional sources. Rice bran is the brown around the white
storing rice kernel, which is obtained by dishing paddy and polishing the
rice. Despite the impressive growth of rice bran technology in the
country, only a third of the available potential has been exploited.
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 India produces about 80 million tones of paddy annually. This
is an yield about 6 million tons of rice bran and the extent of 9 lakh tones
of rice bran oil. Production of rice bran oil is currently estimated at about
3 lakh tones and hardly 10-16 percent of it is of edible grade, although the
potential availability is reckoned at about 9 lakh tones. The wide gap
between the actual production and the partial availability of rice bran oil
is primarily due to the fact processed through huller mills while only 50
percent is producing by modern seller mills. It has been estimated that
huller mills number about 90,000 while there are only 29,000 modern
seller’s mills. The convection of huller mills into modern seller mills has
remained stagnant despite government legislation. Hence there is an
urgent need for rice bran processing.

VANASPATHI:

A hydrogenated hard fat vanaspathi has been looked upon as

poor man ghee on account of its cheapness. Hydrogenation established
the fats and prevents oxidation by increasing shell life of the product.
Hence over the years, vanaspathi is a mass consumption item. The
government looks upon it as our essential commodity, which introduced
in India. In the early 40’s the country enjoyed a surplus of vanaspathi
right upon the mid 70’s

The national council of applied economic research on household

consumption of edible oils and vanaspathi reveals some very interesting
aspects

a) Vanaspathi is consumed in all parts of the country unlike various

kinds of edible oils, which have specifies regional demand.

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 b) Vanaspathi is consumed on a significant scale in rural areas
accounting for 64 % of all India consumption.

c) 79% of consumption of vanaspathi is by households with per

capital income below Rs. 24,000 p.a.

d) 86% of Vanaspathi is purchased loose in small quantities mostly by

the poor.

Vanaspathi industry has made significant contributions to

oilseeds development and import substitution. .Vanaspathi industry
helped optimize the cost reduction of inputs by utilizing the cheapest oils
available internationally. The vanaspathi industry had till 1977 added to
the edible oil peel substation quantity of cottonseed oil, a resource that
was soft UN utilized earlier.

Recent trends

A quiet revolution is perceivable in oil seeds production. After

remaining at a fairly high level of 17 to 19 million tons during the past
four years production in the current year is likely to leap up to 22 million
tones `another encouraging development is the growing population
among farmers of non-traditional oil seeds like Soya beans and
sunflower, rice bran. This year edible oil supplies are expected to be
augmented by about 2.5 million tons for these non-traditional sources. In
addition, plans are afoot to grow oil palm in a big way in promising area,
that also may bring about an all round improvement in the availability of
edible oils in the nineties.

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PLANNING FOR FUTURE INCREASING PRODUCTION

Short-term strategy:

The national average yield of our oilseed crops is low.

However oil production in the country can be doubled and even tripled by
developing high yielding varieties of seeds, through subsidies and by
adopting proper input management.

Long-term strategy:

It is essential to given maximum encouragement to intensive

cultivation of coconut and African oil palm. The oil content in coconut is
60 to 65 percent. It yields both industry as well as edible oil. African oil
palm is very successful in Malaysia.

Bio Technology:

Biotechnology as a tool to improve the productivity and to

develop new varieties and hybrids of crop plants is to be encouraged.

Policy imperatives:

In January 1989 integrated oil seeds policy was announced by

the government with emphasis a boosting output through improved
technology and incentive price to the growers. At the same time the
interest of the consumers are taught to be protected through the
prescription of a price range for two major edible namely groundnut and
raised.

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 After decades of aphorism that passed for policy in the oil
seeds a sector, which resulted in stagnant production of oilseeds runway
price spiral in edible oil and huge imports to bridge the demand supply
gap, the central government has initiated a number of bold, innovative
and yet realistic measures to import dynamism to this crucial sector of our
economy.

The Government is implementing a programmed name

oilseeds production programmed (OPP) though the technology mission
on oilseeds and pulses (TMOP). Started in July 1990, the programmed
operated in 282 districts of 18 states for development of nine major
cultivated oilseeds. There is a specific thrust on development of
groundnut rape mustard rice bran, Soya bean and sunflower seed as there
account for over 80 percent of the total oil seeds production.

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DETAILS OF LICENSED AND INSTALLED CAPACITIES:

LICENSED INSTALLED

(a) BRAN, SAL SEED MT 75,000 OF RICE MT 300 OF RICE

etc BRAN PER YEAR AS BRAN etc PER DAY
REGISTERED WITH
DGTD

(b) HARDENED RICE MT 20 OF RICE MT 20 OF RICE

BRAN OIL BRAN OIL PER DAY BRAN OIL PER DAY
AS REGISTERED AS REGISTERED
WITH DGTD WITH DGTD

(c)VEGETABLE MT 15,000 OF OIL MT 15,000 OF OIL

REFINERY OIL PER ANNUM PER ANNUM

(d) ACID OIL MT 3,100 OF OIL PER MT 3,100 OF OIL PER

ANNUM ANNUM

(e) WAXES MT 75 PER ANNUM MT 75 PER ANNUM

(f) VANASPATHI MT 9000 PER MT 9000 PER

ANNUM ANNUM

Cogeneration Power 2.75 MW 2.75 MW

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PRODUCTION

In 1999-2000 production has increased in groundnuts, soya beans.

Sesame and sunflower while it has decreased in mustard and rape seed
due to inadequate moisture in Uttar Pradesh and Rajasthan. The increased
production of sunflower is due to better yield.

Out of the estimated production 31 million tones about Million

tones is from castor and linseed non edible oil seeds of the domestic
supply of 8 million tons of edible oil for 1999-2000, about 12.10 million
tones are from the 7 major oil seeds and balance from nontraditional
sources such as cotton, rice bran and coconut besides various minor oils
and solvent extracted oils.

OBJECTIVES:
1. To promote and protect the trade, commerce manufacturing and
exporting, trading and other facilities of SET.

2. To encourage and promote the use of SEO bearing materials a

rid their by products in India and advocate their uses through
publicity media including organizing seminars.

3. To represent and make new members point of view and the

interest of the SEI as a whole before government and quasi
government authorities trade or industrial bodies, chambers of
commerce, foreign trade and industrial interest and other
organizations.

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 4. To establish, promote, operate, maintain increase and encourage
directly as indirectly steady and stable expansion of the export
of detailed cake meals and far the purpose to carry on such
activates and implement such schemes by such method as may
be necessary.

The association has played very vital role in the growth and
development of the SEI during the last 3 decades. The industry had
achieved phenomenon progress under the umbrella of the association and
is playing a very useful and important role in the oil economy cattle feed
industry of our country. The association has been given representation on
various bodies committee set up by the Government of India:

1. Technology oil seeds and vegetable oils development board.

2. Development council soaps and detergents set up by the DGTD,

ministry of industry and the government of India.

3. Coordination committee on production of rice bran oil set up by

ministry by civil supplies.

4. National oil seeds and vegetable oil developments board.

5. Coordination committee is on says bean processing set up by the

ministry of civil supplies, government of India.

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 6. Development plans for minor oils of tree and forest origin set up by
the DGTD.

GROWTH AND DEVELOPMENT OF OIL PALM INDUSTRY

In the world we see that the Malaysia is the major country which
produces palm oil. Our country also depending on Malaysia for importing
palm oil the Government of India exercising a lot of control over imports
by imposing import duty.

WORLD PALM OIL PERFORMANCE

World Palm Oil Year 2004 Area (100 h.a)

Indonesia 2937

Malaysia 3320

Philippines 17

Thailand 224

Others 1472

TOTAL 7920

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 HISTORY OF OIL PALM PLANTATION IN INDIA

Oil palm plant was considered as ornamental plant till sixteen and
later on its was identified as a valuable oil seeds crop oil palm was first
brought to India biotical collection at the National Botanical Garden,
Kolkata.

Large-scale oil palm plantations were taken up in Kerala and in

Andaman in the years from 1972-1982. In Kerala plantation were taken
up deforested. Land under the control of oil can India limited, Kerala.
The plantations were under rained conditions.

The coverage of area was 3645 h.a. The yields were not
encouraging due to low fertility of the soils. The Andaman Forest and
plantation development corporation raised oil palm plantation in 1563
i.e., 1976

Forest department of Karnataka at Sambaed reserve forest during

1969 planted a small-scale plantation of 4.5. h.a with durra population.
No attempt was made to manage the plantation and left as forest crop.

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 STATES OF OIL PALM IN ANDHRA PRADESH

Status of oil palm in A.P and with particular reference to the

study of the unit of “Divisional Office of A.P. Oil fed” Eluru, West
Godavari Dist. A.P has been recognized as one of the potential state for
development of oil palm. In A.P 4lakhs h.a. has been identified as
potential area in nine Coastal Districts and Khammam based on the Agro
Climatic conditions occupies predominant place in “Oil Palm
Development”.

Estimated potential area in various District of A.P

(In thousands of hectors)

Districts Area
Srikakulam 35

Vijayanagaram
20
Visakhapatnam
10

East Godavari 100

West Godavari 100

Krishna 100

Guntur 20

Prakasam 10

Nellore 35

Khammam 20

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 COMPANY PROFILE

Brief History of a company:

The Gowthami Solvents Oils Limited was registered on 10th

January 1974. The factory is situated at about 3km from Tanuku. It has
got a very good infrastructure nicely equipped for production, in the same
campus there is a moderate administrative building with all facilities for
the working staffs.

The company started production on the 14th day of October 1975

with 60 TPD capacity solvent extraction and expanded its capacity
1000MTS per day during December 1973. By the end of 1994, its
capacities are as follows: Refinery units 50 TPD, Solvent Plant 300 TPD,
Hydrogenation Plant 20 TPD.

The Andhra Pradesh Industrial Development Corporation was

sanctioned a term loan of Rs.23, 00,000/- on 10th September 1974 and the
management was availed the loan completely. The company has taken up
the expansion of the unit by increasing the installed capacity to 100 MTS
per day during 1978 and the Andhra Pradesh Industrial Development
Corporation has sanctioned an additional term loan of Rs.12,81,000/- and
with a term loan of Rs.1,00,000/- for 10 years from State Bank of India,
Tanuku.

21
 Recently they have established a new plant and they are
hydrogenating the Ice Bran Oil. By hydrogenation, the oil is saturated and
turns hard. Their main products are Rice Bran Oil and De-oiled cake. The
licensed capacity of hydrogenation plant is 12 MT of Rice Bran Oil per
day. But at present the unit is working at 10 MT of Rice Burn Oil per day.
De-oiled cake has got good expert market and the company is exporting
the same.

It was established in 1975 on the outskirts of Tanuku. This factory

was proposed to manufacturing of vegetable of oil on extraction. The
capital investment put into this was total of Rs.70, 00,000/- from all
sources. From then onwards these had been the advent of a Golden era for
the establishment. It stands today as one of the most progressive industry
in the District with a turnover of 3.25cores and has to its credit marry a
service rendered to the society and the industry as a whole.

As firstly it started as a small organization, manufacturing 40-60

tones of finished product every day today stands with a fold increase its
productivity. Though this development has not been achieved on the over
night.

Another feature in the cap of ago to the commissioning of a

domestic oil unit in 1984. The establishment has large corporative houses
like HLL, Godrej etc., as some of its highly esteemed customers. There
has been continuous revamping of absolute technology and exploration of
alternative sources of oil extraction so as to overcome shortage in raw
material and to avoid technical snacks that may hinder production.

In the year 1995 the company established a power generation plant.

Though this company is getting own power resonances and it is also
cashing income by selling the surplus power.

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ORGANIZATIONAL STRUCTURE OF THE COMPANY:

The Board of the Directors consists of five members who hold

different position as Chairman, Managing Director, Joint Managing
Director, Assistant Director, and Whole time Director.

The name and designations of the directors are as follows:

LIST OF BOARD OF DIRECTORS

S.NO NAME ADDRESS

1 Sri Bhogavalli Subba Rao Undrajavaram,

(Chair man & Director) W.G.Dist., A.P

2 Sri Mallina Ramachandra Rao Indra nilayam,

(Managing Director) Park street, Sajjapuram,

Tanuku, A.P

3 Sri Bhogavalli Srimannarayana Undrajavaram,

(Joint Managing Director) Tanuku, W.G.Dist., A.P

4 Sri Mallina venkatanarayudu Indira nilayam,

(Whole time Director) Park street, Sajjapuram,

Tanuku, A.P

5 Sri B.V.S.N. Prasad Undrajavaram,

(Factory Manager) W.G.Dist., A.P

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 ORGANIZATION CHART
Investors

Board of Directors

Chairman

Managing Director

Whole Time Director Joint Managing Director

General Manager

Financial Production Personnel Office Marketing

Manager Manager Manager Administrator Manager

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PRESENT CAPACITIES OF THE PLANTS

1. Solvent extractions
a) Solvent Plant I 150 TPD/Rice Bran

i) b) Solvent Plant II 150 TPD/Rice Bran

2. Hydrogenation 20 TPD

3. Refinery 30 TPD

4. 2.75 M.V Cognation power plant 2.75 MW

5. Vanaspati 20 TPG

Beside the Rice Bran oil the solvent plants II & I are equipped
with salt, soy and other minor seeds preparatory equipment. The refinery
is equipped with equipment that can be used to refine different kinds of
oils obtained from solvent plants. G.S.O.P.L. has a running contract with
Hindustan Lever Limited (HLL) for processing Rice Bran for the last 6
years with 100%, solvent extraction capacity being operated for HLL
since 1990. The management is proposing to operate part of the solvent
extraction capacity for captive consumption I.e., 135 TPD.

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PRODUCTS OF G.S.O.P.L:

The products of GSOPL as follows:

 Refined oil

 Hindered Rice Brand oil

 Rice Bran oil

 Rice Bran and other extractions

 Acid oil

 Wax

 Gums

 Distilled fatty acid oil

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CO-GENERATION PLANT:
GSOPL has its own co-generation plant output of which is used by
GSOPL itself and the surplus is sold. During the year 2000, 160.70lakhs
power units were generated as against 152.45lakhs power units in the last
year.

The company has earned an income of Rs.355.53lakhs on account

of sale of surplus power as against Rs.330.35lakhs on previous year.

MARKETING ACTIVITIES:

The solvent oil is used by 476 registered users engaged in direct

human consumption. They use it in the manufacture of vanaspati. On the
other hand many concerns involved in the manufacture of the soap and
detergents and other industrial progresses.

The de-oiled cake obtained as a byproduct of solvent extraction is

used in the manufacture of veterinary field. Hence the customer counts is
large that averts the stagnation of the finished products.

The major portion of the finished products of the GSPOL is solvent

oil. This is purchased by Hindustan lever limited (HLL) which is one of
the largest manufactures of soap and detergents. The buyers also include
Godrej, Colgate, and Palmolive etc.

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G.S.O.P.L. AS A CONSUMER:

The buying situations that exist at GSOPL are mainly based upon
the availability of the Raw material. Since the availability of Raw
Material is more or less reasonable i.e., higher availability during harvest
months and availability during the rest of the year.

The purchase of the Raw Material at GSOPL takes place through

two channels:

1. Middle man
2. Agents

Middle man:
These are external to the organization and maintaining liaisons
between GSOPL and Rice mill. In the context of GSOPL middle men
acts as communication channel between the company and sellers. They
obtain commissions as percentage of price of goods bought and sold.

Agents:
These are recruited by GSOPL and operate as an information
gathering regarding, the availability of Raw Materials and price
competitiveness. Price is fixed as per market fluctuations and demand for
Raw Material. The price is adjusted per MT including taxes, levels and
duties on grass delivery weights with factory or Godown destination,
transport charges and sliding charges if applicable

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 CHANNELS OF DISTRIBUTION

GSOPL distributes its products directly to its consumers without

involvement of brokers and marketing agents it maintain customaries
HLL.

PAYMENTS:

Payment is made only with the purchased from GSOPL fulfills the
conditions readily. With the oil fails to conform the terms of quality laid
down in the contract, GSOPL will with rather stock from HLL premises
and replace it in specified time . The HLL is not liable to make any
payment in case of defaulted oil.

PRICE:
It is agreed by GSOPL and HLL the price a shell be exclusion of
excise duties, sales tax etc., the GSOPL is liable to compensate HLL for
any payment including cost and penalty.

EXCISE DUTY:

Unless specifically agreeing in reading HLL is not reasonable for

the payment of any excise duty since the contract price is deemed to
inclusive of above Rice Bran.

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PURCHASE ACTIVITIES:

There is no purchase department as such but executive director

looks after the purchasers. He is assisted by one assistant. We can call
this as a purchase department though the staff is less in number. The
purchase department mainly looks after the purchase of Raw Material i.e.,
Rice Bran. The need of Rice Bran is recognized by discussions with
production the need, as he is well aware of the need.

There purchase the required Rice Bran from local Registered Rice
mills. Most of their purchases are from regular suppliers. Present market
price of Rice Bran is paid only of the Bran contains standard percentage
of oil and sand and silica. In case the Bran contains more oil percentage
or less oil percentage the seller is paid accordingly. The amount to be
paid to the sellers is paid in time no due is left, so, the G.S.O.P.L. has
cordial relations with the sellers.

PRODUCTIONS ACTIVITIES:

Production means creation of utilities and covers all the activities

of procurement, allocation and utilization of resources such as labour,
energy, material, equipment, machinery, water etc.,

30
 PERSONNEL ASPECTS:
Managing Director is having ultimate authority to plan, implement
and organize work and work relationship. He is having the top level
managerial status. He is the person who sees that the staff assistants and
organizational seniors are working effectively. He communicates his
recommendation in a way that carries weight with the manager. The labor
office serves as advisor in the process of charges in organizational
matters.

There is one trade union registered under Indian Trade Union Act,
1926. All the members of the trade union are belonging to lower rank and
the activities of the trade union are not encouraging.

SALES ASPECTS OF G.S.O.P.L:

The Organization is selling Rice Bran oil with in the country and
exporting de-oiled cake to U.K. West Germany, East Germany, Holland
and Singapore.

The organization sells Rice Bran oil to :

a) M/s TATA OIL MILLS

b) M/s HINDUSTAN LIVER LIMITED
c) M/s GODREJ SOAPS (INDIA) LIMITED

31
 The organization sells RICE bran oil to those companies through
authorized brokers. There are around 4-6 authorized brokers all over
India for sale of this products. The broker may represent any area or any
company as per his convenience. User companies whenever they need
Rice Bran oil they contact the broker and tell the brokers their
requirements, and will take quotations of the solvent oils if the rates are
agreed upon the buyer will enter into contract with the seller.

PROMOTERS:

Mr. M. Ramachandra Rao is the Chief promoter of G.S.O.P.L. is

presently being managed by its Managing Director Sri M. Ramachandra
Rao. Joint Managing Director Sri B. Srinivasa Narayana, Whole Time
Director Sri M. Venkatarayudu under the supervision of Board of
Directors.

Sri M. Ramachandra Rao is an established industrialist in W.G.Dt

of Andhra Pradesh. G.S.O.P.L. under his leadership has been making
profits since inception. G.S.O.P.L. was started with 40 TPD capacity of
solvent extraction and is presently having a capacity of 300 TPD of
solvent extraction, 20 TPD Hydrogenation and 30 TPD of refinery.
G.S.O.P.L. under his leadership has excellent track record in terms of
dividend payment, prompt repayment of term loans to institutions and
excellent employee’s relationships without any strikes since inception. He
enjoys a healthy respect amongst all the companies like Hindustan Lever
limited. He is present by president of A.P. Rice Millers Association and is
a standing committee member of all India Solvent Extraction Association
of India.

32
 THEORETICAL FRAMEWORK

Job satisfaction is the result of employees perception satisfaction is a

pleasurable job emotional state resulting from the appraisal of one of low
well their job provides those things. Which are viewed as important job
satisfaction and country-workers, working conditions and the work itself.

Job satisfaction is related to productivity, turnover and

absenteeism where there is satisfaction, there is commitment to the
organization and will decrease turnover rate .highly satisfied employees
have better mental and physical health learn job related jobs tasks more
quickly, have better.

In the literature on industrial psychology the term job

satisfaction is quite frequently used for individual attitude towards the
specific task where as the term job satisfaction is higher order where it is
essentially related to human need and their fulfillment though work it is
generated by individual perception to how well his job satisfies his
various needs.

Specific employee attitude related to job satisfaction and

organization commitments are of major interest to the field of
organization behavior and practiced human resources management. Job
satisfaction focus on employee attitude towards their job and discuss of
organization commitments focus on their attitude towards the overall
organization.

Job satisfaction is primarily based upon the satisfaction

of needs the more closely will job satisfaction depend on its gratification
job satisfaction is a persons attitude towards the job. Positive attitude
towards the job are equivalents job satisfaction where as negative attitude
towards the job are equivalent to job dissatisfaction.
33
NATURE OF JOB SATISFACTION:

It expresses the amount of agreement between one’s

exceptions of the job and the rewards that the job provides. Since job
satisfactions involves exceptions. It relates to equity theory , the
psychological contract and motivation.

The nature of one’s environment affects one’s feelings on

the job. Since a job is an important part of life, job satisfaction influences
one’s general life satisfaction.

WHAT SATISFIED INDIAN EMPLOYEE:

In his study on American employees hop pock (1935) identified six

factors that contributed to job satisfaction among them. These are as
follows:

1. The way individual reacts to unpleasant situation. The facility

with which he adjusts himself to other persons.
2. His relative status in the social and economic group with he
identified himself.
3. The nature of the work in relation to the abilities, interests and
preparation of the worker.
4. Security.
5. Loyalty.

Job satisfaction has been the center of concentration for researchers over
three decades. The reasons for such concentration are manifold.

 Job satisfaction has some relation with mental health of the people;
dissatisfaction with one’s job may have an especially volatile spill
over affects.

34
  Job satisfaction has some degree of physical health of individuals

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

organization, people who feel positively about their work life are
more apt to voice ‘favorable’ sentiments about the organization to
the community at large.

 Individuals can live with the organization. On the country, a

chronicle-upset individual makes organization life vexation for
other whom he interacts.

 Reduces absenteeism and turnover.

JOB SATISFACTION & PRODUCTIVITY:

A satisfied employee is productive-is a popular about discredited view.

Does dissatisfaction in job result in curtailment of output? Does increased
job satisfaction lead to higher output and enhance productivity? These are
the haunting questions that have been nagged at both industrial
psychologist and manager in organization without discrimination for
nearly five decades. Briefly, let us review some studies pertaining to this
controversial topic.

 In one study by researchers at the university of Michigan in

1950,it was found that the productive groups showed a greater
job satisfaction than that did the less productive workgroups.

 The above results are sustained by two other studies-one

regarding the 200 railroad work and second one that of 6000
workers at a tractor factory.

35
  A review of above 20 studies by victor Vroom in 1964 disclosed
only the barest evidence supporting a direct link between
satisfaction and productivity .While job attitudes bear a
distrainable relationship such as absenteeism layout turn out, the
available avidance suggests that strong positive relation with
productivity is lacking visually.

MEASUREMENT OF EMPLOYEE JOB SATISFACTION:

Roughly six decades back the employee attitude surveys were

undertaken to measure job satisfaction and moral. It is now a slandered
practice for almost all the organizations to conduct such surveys most
frequently.

The survey generally is conducted as a part of organization development

program (OD) - Job satisfaction, whether in Toto or with specific aspects
of the organization, is measured by specially constructed, standardized
attitude scales.

Under this approach measurements are made of the discrepancy between

what an employee’s thinks should exist and what he observes to exists.
The larger the discrepancy, the higher is the dissatisfaction and vice-
versa. By conducting periodic audits of job satisfaction, Management can
spot trends in attitudes and thus will be able to take steps such as
necessary to avert rice in lab our grievances or turnover act.

Apart from overall (global) job satisfaction, a satisfaction about a

particular segment of organization can also be found. More recently,
some job attitudes scales were developed that permit overall job
satisfaction can be, under such a scale conveniently disassembled into
36
respectable scores indicating the employee’s attitudes about supervisors,
chances of promotion, about co-workers , about the work itself.

JOB SATISFACTION:

Human Resource is considered to be the most valuable assert in any

organization. It is the sum-total of inherent abilities, acquired knowledge
and skills represented by the talent and aptitudes of the employed persons
who comprise executive, supervisors and the rank and file employees. It
may be noted here that Human Resource should be utilized to the
maximum possible extent, in order to achieve individual and
organizational goals. It is thus the employee’s performance which
ultimately decides the attainment of goals. However, the employee
performance is to a large extent, influenced by motivation and job
satisfaction.

Job satisfaction refers to a person; feeling of the satisfaction on the job

which acts as a motivation to work. It is not the self-satisfaction,
happiness or self-contentment but the satisfaction on the job.

The term ‘job ‘relates to the total relationship between an individual and
the employers for which he is paid. Satisfaction does mean the simple
feeling-state accompanying the attainment of any goal; the end state is
feeling accompanying the attainment by an impulse of its objective. Job
dissatisfaction does mean absence of motivation at work.

Job satisfaction is defined as “the pleasures emotional state resulting

from the appraisal of one’s job as achieving or facilitating the
achievement of one’s job values”, in contrast, job dissatisfaction is
defined as the unpressured emotional state resulting from the appraisal of
one’s job as frustrating or blocking the attainment of one’s job values or
as entailing disvalues.
37
THEORIES OF EMPLOYEE JOB SATISFACTION:

There are vital differences among experts about the concepts of job
satisfaction. Basically, there are four approaches/ theories of job
satisfaction. They are

 Fulfillment theory

 Discrepancy theory

 Equity theory

 Two-factors theory

FULFILLMENT THEORY:

The proponents of this theory measure satisfaction in terms of rewards a

person receives or the extent to which his/her needs are satisfied. Further
they thought that there is a direct / positioned relationship between job
satisfaction and the actual satisfaction of the expected needs. The main
difficulty in this approach is that job satisfaction is absolved by willing ,is
not only a function of what a person receives as there would be
considerable difference in the actual and expectation of persons.

DISCREPANCY THEORY:

The proponents of this theory are that satisfaction is the functions of

what is person actually receives from the job situation and what he thinks
he should receive or what he expects to receive. When the actual
satisfaction derived is less than that of expected satisfaction, it results in
dissatisfaction. As discussed earlier,” Job satisfaction and dissatisfaction

38
are functions of perceived relationship between what one wants from
one’s Job and what one perceives, it is offering”. This approach does not
make it clear whether or not over satisfaction is a part of dissatisfaction
and if so, how does it differ from dissatisfaction. This led to the
development of equity theory of job satisfaction.

EQUITY THEORY

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

TWO-FACTOR THEORY:

This theory was developed by Hertzberg Mausner, Peterson and Cap well
who identified certain factors, as satisfied and dissatisfied. Factors such
as achievement, reorganization, and responsibility etc. are satisfied, the
presence of which cases satisfaction but their absence does not result in
dissatisfaction. On the other hand factors such as supervisions, salary,
working conditions etc, are dissatisfied the absence of which results in
dissatisfaction. Their presence, however, doesn’t result in job satisfaction.
The studies designed to test this theory failed to give any support to this
theory, as it seems that a person can get both satisfaction and
dissatisfaction at the same time, which is not valid.

39
FACTORS OF EMPLOYEE JOB SATISFACTION:

Employee Job satisfaction refers to a general attitude, which an employee

retains on account of many specific attitudes in the following areas.

o Job satisfaction
o Individual characteristics and
o Relationships outside the job.
There are different factors on which job satisfaction depends. Important
among them are discussed hereunder:

Personal Factors: They include workers sex education, age, marital

status and their personal characteristics, family background,
socioeconomic background and the like.

Factor Inherent in the Job: The factors have recently been studied and
found to be important in the selection of employees.

Instead of being guided by their coworkers and supervisors, the skilled

workers would rather like to be guided by their own inclination to choose
jobs consideration of what they have to do.

Factors Controlled By the Management: They include the nature of

supervision, job security, king of work group, wage rate, Promotional
opportunities, transfer policy, duration of work and since of
responsibilities. All these factors greatly influence the workers .Their
presence in the organization motivates the workers and provides a since
of job satisfaction.

One of the biggest preludes to the study of job satisfaction was the
Hawthorne studies. These studies (1924–1933), primarily credited to
Elton Mayo of the Harvard Business School, sought to find the effects of
various conditions (most notably illumination) on workers’ productivity.
40
These studies ultimately showed that novel changes in work conditions
temporarily increase productivity (called the Hawthorne Effect). It was
later found that this increase resulted, not from the new conditions, but
from the knowledge of being observed. This finding provided strong
evidence that people work for purposes other than pay, which paved the
way for researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on

the study of job satisfaction. Frederick Winslow Taylor’s 1911 book,
Principles of Scientific Management, argued that there was a single best
way to perform any given work task. This book contributed to a change in
industrial production philosophies, causing a shift from skilled labor and
piecework towards the more modern of assembly lines and hourly wages.
The initial use of scientific management by industries greatly increased
productivity because workers were forced to work at a faster pace.
However, workers became exhausted and dissatisfied, thus leaving
researchers with new questions to answer regarding job satisfaction. It
should also be noted that the work of W.L. Bryan, Walter Dill Scott, and
Hugo Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation

theory, laid the foundation for job satisfaction theory. This theory
explains that people seek to satisfy five specific needs in life –
physiological needs, safety needs, social needs, self-esteem needs, and
self-actualization. This model served as a good basis from which early
researchers could develop job satisfaction theories.

Job satisfaction can also be seen within the broader context of the range
of issues which affect an individual's experience of work, or their quality
of working life. Job satisfaction can be understood in terms of its

41
relationships with other key factors, such as general well-being, stress at
work, control at work, home-work interface, and working conditions.

MODELS OF JOB SATISFACTION

Affect Theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most

famous job satisfaction model. The main premise of this theory is that
satisfaction is determined by a discrepancy between what one wants in a
job and what one has in a job. Further, the theory states that how much
one values a given facet of work (e.g. the degree of autonomy in a
position) moderates how satisfied/dissatisfied one becomes when
expectations are/aren’t met. When a person values a particular facet of a
job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met),
compared to one who doesn’t value that facet. To illustrate, if Employee
A values autonomy in the workplace and Employee B is indifferent about
autonomy, then Employee A would be more satisfied in a position that
offers a high degree of autonomy and less satisfied in a position with little
or no autonomy compared to Employee B. This theory also states that too
much of a particular facet will produce stronger feelings of dissatisfaction
the more a worker values that facet.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory

Template:JacksonApril 2007. It is a very general theory that suggests that
people have innate dispositions that cause them to have tendencies toward
a certain level of satisfaction, regardless of one’s job. This approach
became a notable explanation of job satisfaction in light of evidence that

42
job satisfaction tends to be stable over time and across careers and jobs.
Research also indicates that identical twins have similar levels of job
satisfaction.

A significant model that narrowed the scope of the Dispositional Theory

was the Core Self-evaluations Model, proposed by Timothy A. Judge in
1998. Judge argued that there are four Core Self-evaluations that
determine one’s disposition towards job satisfaction: self-esteem, general
self-efficacy, locus of control, and neuroticism. This model states that
higher levels of self-esteem (the value one places on his/her self) and
general self-efficacy (the belief in one’s own competence) lead to higher
work satisfaction. Having an internal locus of control (believing one has
control over her\his own life, as opposed to outside forces having control)
leads to higher job satisfaction. Finally, lower levels of neuroticism lead
to higher job satisfaction

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s Two factor theory (also known as Motivator

Hygiene Theory) attempts to explain satisfaction and motivation in the
workplace[5] This theory states that satisfaction and dissatisfaction are
driven by different factors – motivation and hygiene factors, respectively.
An employee’s motivation to work is continually related to job
satisfaction of a subordinate. Motivation can be seen as an inner force
that drives individuals to attain personal and organizational goals
(Hoskinson, Porter, & Wrench, p. 133). Motivating factors are those
aspects of the job that make people want to perform, and provide people
with satisfaction, for example achievement in work, recognition,
promotion opportunities. These motivating factors are considered to be
intrinsic to the job, or the work carried out. Hygiene factors include

43
aspects of the working environment such as pay, company policies,
supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research, researchers have

been unable to reliably empirically prove the model, with Hackman &
Oldham suggesting that Hertzberg's original formulation of the model
may have been a methodological artifact. Furthermore, the theory does
not consider individual differences, conversely predicting all employees
will react in an identical manner to changes in motivating/hygiene
factors. Finally, the model has been criticised in that it does not specify
how motivating/hygiene factors are to be measured.

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is

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

44
Communication Overload and Communication Underload

One of the most important aspects of an individual’s work in a modern

organization concerns the management of communication demands that
he or she encounters on the job (Krayer, K. J., & Westbrook, L., p. 85).
Demands can be characterized as a communication load, which refers to
“the rate and complexity of communication inputs an individual must
process in a particular time frame (Faraca, Monge, & Russel, 1977).”
Individuals in an organization can experience communication over-load
and communication under- load which can affect their level of job
satisfaction. Communication overload can occur when “an individual
receives too many messages in a short period of time which can result in
unprocessed information or when an individual faces more complex
messages that are more difficult to process (Farace, Monge, & Russel,
1997).” Due to this process, “given an individual’s style of work and
motivation to complete a task, when more inputs exist than outputs, the
individual perceives a condition of overload (Krayer, K. J., & Westbrook,
L., p. 86) which can be positively or negatively related to job satisfaction.
In comparison, communication under load can occur when messages or
inputs are sent below the individual’s ability to process them (Farace,
Monge, & Russel, 1997).” According to the ideas of communication
over-load and under-load, if an individual does not receive enough input
on the job or is unsuccessful in processing these inputs, the individual is
more likely to become dissatisfied, aggravated, and unhappy with their
work which leads to a low level of job satisfaction.

45
Measuring job satisfaction

There are many methods for measuring job satisfaction. By far, the most
common method for collecting data regarding job satisfaction is the
Likert scale (named after Rensis Likert). Other less common methods of
for gauging job satisfaction include: Yes/No questions, True/False
questions, point systems, checklists, and forced choice answers. This data
are sometimes collected using an Enterprise Feedback Management
(EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin
(1969), is a specific questionnaire of job satisfaction that has been widely
used. It measures one’s satisfaction in five facets: pay, promotions and
promotion opportunities, coworkers, supervision, and the work itself. The
scale is simple, participants answer either yes, no, or can’t decide
(indicated by ‘?’) in response to whether given statements accurately
describe one’s job.

The Job in General Index is an overall measurement of job satisfaction. It

is an improvement to the Job Descriptive Index because the JDI focuses
too much on individual facets and not enough on work satisfaction in
general.Other job satisfaction questionnaires include: the Minnesota
Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and
the Faces Scale. The MSQ measures job satisfaction in 20 facets and has
a long form with 100 questions (five items from each facet) and a short
form with 20 questions (one item from each facet). The JSS is a 36 item
questionnaire that measures nine facets of job satisfaction. Finally, the
Faces Scale of job satisfaction, one of the first scales used widely,
measured overall job satisfaction with just one item which participants
respond to by choosing a face.

46
Superior-Subordinate Communication

Superior-subordinate communication is an important influence on job

satisfaction in the workplace. The way in which subordinate’s perceive a
supervisor’s behavior can positively or negatively influence job
satisfaction. Communication behavior such as facial expression, eye
contact, vocal expression, and body movement is crucial to the superior-
subordinate relationship (Teven, p. 156). Nonverbal messages play a
central role in interpersonal interactions with respect to impression
formation, deception, attraction, social influence, and emotional
expression (Burgoon, Buller, & Woodall, 1996). Nonverbal immediacy
from the supervisor helps to increase interpersonal involvement with their
subordinates impacting job satisfaction. The manner in which supervisors
communicate their subordinates may be more important than the verbal
content (Teven, p. 156). Individuals who dislike and think negatively
about their supervisor are less willing to communicate or have motivation
to work where as individuals who like and think positively of their
supervisor are more likely to communicate and are satisfied with their job
and work environment. The relationship of a subordinate with their
supervisor is a very important aspect in the workplace. Therefore, a
supervisor who uses nonverbal immediacy, friendliness, and open
communication lines is more willing to receive positive feedback and
high job satisfaction from a subordinate where as a supervisor who is
antisocial, unfriendly, and unwilling to communicate will naturally
receive negative feedback and very low job satisfaction from their
subordinates in the workplace.

47
Emotions

Mood and emotions form the affective element of job satisfaction. (Weiss
and Cropanzano, 1996).[8] Moods tend to be longer lasting but often
weaker states of uncertain origin, while emotions are often more intense,
short-lived and have a clear object or cause. There is some evidence in
the literature that moods are related to overall job satisfaction. Positive
and negative emotions were also found to be significantly related to
overall job satisfaction.

Frequency of experiencing net positive emotion will be a better predictor

of overall job satisfaction than will intensity of positive emotion when it
is experienced.

Emotion work (or emotion management) refers to various types of

efforts to manage emotional states and displays. Emotion management
includes all of the conscious and unconscious efforts to increase,
maintain, or decrease one or more components of an emotion. Although
early studies of the consequences of emotional work emphasized its
harmful effects on workers, studies of workers in a variety of occupations
suggest that the consequences of emotional work are not uniformly
negative.

It was found that suppression of unpleasant emotions decreases job

satisfaction and the amplification of pleasant emotions increases job
satisfaction. The understanding of how emotion regulation relates to job
satisfaction concerns two models:

1. Emotional dissonance. Emotional dissonance is a state of

discrepancy between public displays of emotions and internal
experiences of emotions, that often follows the process of emotion

48
 regulation. Emotional dissonance is associated with high emotional
exhaustion, low organizational commitment, and low job
satisfaction.
2. Social interaction model. Taking the social interaction perspective,
workers’ emotion regulation might beget responses from others
during interpersonal encounters that subsequently impact their own
job satisfaction. For example: The accumulation of favorable
responses to displays of pleasant emotions might positively affect
job satisfaction. performance of emotional labor that produces
desired outcomes could increase job satisfaction.
3. Relationships and practical implications == Job Satisfaction can be
an important indicator of how employees feel about their jobs and a
predictor of work behaviours such as organizational citizenship,
absenteeism, and turnover. Further, job satisfaction can partially
mediate the relationship of personality variables and deviant work
behaviors.
4. One common research finding is that job satisfaction is correlated
with life satisfaction. This correlation is reciprocal, meaning people
who are satisfied with life tend to be satisfied with their job and
people who are satisfied with their job tend to be satisfied with life.
However, some research has found that job satisfaction is not
significantly related to life satisfaction when other variables such
as non work satisfaction and core self-evaluations are taken into
account.

An important finding for organizations to note is that job satisfaction has

a rather tenuous correlation to productivity on the job. This is a vital piece
of information to researchers and businesses, as the idea that satisfaction
and job performance are directly related to one another is often cited in

49
the media and in some non-academic management literature. A recent
meta-analysis found an average uncorrected correlation between job
satisfaction and productivity to be r = 0.18; the average true correlation,
corrected for research artifacts and unreliability, was r = 0.30.[24] Further,
the meta-analysis found that the relationship between satisfaction and
performance can be moderated by job complexity, such that for high-
complexity jobs the correlation between satisfaction and performance is
higher (ρ = 0.52) than for jobs of low to moderate complexity (ρ = 0.29).
Job Satisfaction also have high relationship with intention to quit. It is
found in many research that Job Satisfaction can lead to Intention to Stay
Quit in an organization (Kim et al., 1996). Recent research has also
shown that Intention to Quit can have effect like poor performance
orientation, organizational deviance, and poor organizational citizenship
behaviours. In short, the relationship of satisfaction to productivity is not
necessarily straightforward and can be influenced by a number of other
work-related constructs, and the notion that "a happy worker is a
productive worker" should not be the foundation of organizational
decision-making.

With regard to job performance, employee personality may be more

important than job satisfaction. The link between job satisfaction and
performance is thought to be a spurious relationship; instead, both
satisfaction and performance are the result of personality.

New research findings on employee job satisfaction conducted by the

Human Performance Institute have shown that free cafeteria food and
flexible programs aren't enough. An employee's job satisfaction depends
as much on the positive mental, spiritual, physical, and emotional
resources the employee brings to the workplace, according to data

50
gathered from 75,000 working adults on a three-year study of personal
energy management and work-life balance.

"The people who score in the top 10 percent of job satisfaction report
they are also taking care of themselves in the mental, emotional, spiritual
and physical realms," says Dr. Jim Loehr, CEO of the Human
Performance Institute.

"Furthermore, people who report the highest job satisfaction are highly
self-confident individuals," adds Loehr, who notes an 85% correlation
between high job satisfaction and self-confidence. "They are not only
satisfied with their jobs, they also feel competent in work and life. These
two are mutually reinforcing."

The top 10 percent of people said they "agree" or "strongly agree" to the
statement, "I am happy and satisfied in my job." They also exhibit
positive energy management habits to a far greater degree than people in
the bottom 10 percent of job satisfaction.

Human Performance Institute describes five ways employers can create a

satisfying work environment:

1. Build employees' competence and self-confidence through training,

feedback and recognition. "There is a very close relationship
between high job satisfaction and feelings of effectiveness on the
job," says Dr. Loehr. "Encouragement of genuine self-confidence
is probably the number one way to achieve higher job satisfaction."
2. Communicate the value of the organization's products and services,
and the role the organization plays in the marketplaces where it
operates. "People with high job satisfaction also report an
extraordinarily high sense of mission, vision and passion for their

51
 work," says Loehr. "They feel their work is consistent with their
values.
3. Encourage and reward thoughtful risk-taking. "People with high
job satisfaction also score high on the desire to try novel
approaches, face challenges and perform problem-solving both
individually and in groups," says Loehr. "They appear to have an
appetite for mission-driven change. They also rate themselves very
high on perseverance."
4. Encourage positive workplace relations. "People who are highly
satisfied in their jobs report good feelings about their bosses, peers
and coworkers," says Loehr. "Their feelings of opportunity are
elevated, and they perceive a low hassle-factor."
5. Encourage meaningful rest breaks and light diversion. "High job
satisfaction correlates strongly with the feeling of having fun at
work," says Dr. Loehr. "Highly satisfied individuals also report that
they find it easy to wake in the morning, and that their sleep is deep
and restful." He adds: "This is consistent with our thirty years of
research on world-class athletes. Top performers in every field
know how to enhance performance through rest and recovery."

52
 1. Are you satisfied with the wages paid to you?

TABLE-1

Responses Percentages No. of Respondents

Yes 62% 31
No 38% 19
Total 100% 50

CHART -1

Percentages

38%

Yes
62%
No

INTERPRETATION:

Through analysis it was found that 62% of the executives said ‘Yes’ for
satisfied with the wages,38% of the executives are said ‘No’ that they didn’t satisfied
with the wages. However most of the executives said that they are satisfied with the
wages paid for them.

53
 2. Do you have any incentive schemes for efficient work in your
organisation?
TABLE-2

Responses Percentages No. of Respondents

Partial 16% 8
Fully partial 40% 20
Semi partial 44% 22
Total 100% 50

CHART-2

Percentages

16%

44%
Partial
40%
Fully partial
Semi partial

INTERPRETATION:

Through analysis it was found that for the above question are your views
are asked in decision making, only 62% of the executives responded as
‘yes’ that 16 % of the executives are said ‘Partial’ , 40% of the executives
are said ‘Fully partial’ 44% of the executives are said ‘Semi partial’ to the
extension of opinion is considered. However most of the executives are
responded that they ‘have incentive schemes for efficient work in
organisation are“Semi partial” only.
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 3. Is your job permanent or temporary?
TABLE-3

Responses Percentages No. of Respondents

Yes 62% 31
No 38% 19
Total 100% 50

CHART -3

Percentages

38%
62%
Yes
No

INTERPRETATION:

Through analysis it was found that 62% of the executives responded ‘Yes’ , to
permanent .And 38% of the executives are said they are not permanent. However
most of the executives said that they are permanent.

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 4. Are you secured about your job?
TABLE-4

Responses Percentages No. of Respondents

Yes 73% 32
No 27% 12
Total 100% 50

CHART -4

Percentages

27%

73%
Yes
No

INTERPRETATION:

Through analysis it was found that 73% of the executives responded ‘Yes’ .And 27%
of the executives are said ‘No’ for the job security. However most of the executives
said ‘Yes’ that they are secured.

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 5. Are you receiving job performance feed back?
TABLE-5

Responses Percentages No. of Respondents

Yes 62% 31
No 38% 19
Total 100% 50

CHART-5

Percentage

38%

62%
Yes
No

INTERPRETATION:

Through analysis it was found that 62% of the executives said ‘Yes’ . for
receiving job performance feedback,38% of the executives are said ‘No’
that they didn’t receive any job performance feedback. However most of
the executives said that they receiving job performance feedback.

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 6. Is your superior recognizes your performance?
TABLE-6

Responses Percentages No. of Respondents

Yes 77% 34
No 23% 16
Total 100% 50

CHART-6

Percentage

23%

77% Yes
No

INTERPRETATION:

Through analysis it was found that 77% of the executives said ‘Yes’ . for
their superior recognizes their performance. And 23% of the executives
are said ‘No’. However most of the people responded ‘Yes’ for their
superior recognizes their job performance.

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 7. What is your work experience in this organization?
TABLE-7

Responses Percentages No. of Respondents

Below 5 years 8% 4
6 to 10 years 20% 10
11 to 25 years 46% 23
above 25 years 26% 13
Total 100% 50

CHART-7

Percentages

8%
26%
20%
Below 5 years
6 to 10 years

46% 11 to 25 years
above 25 years

INTERPRETATION:

Through analysis it was found that ‘Below 5 years’ experienced people

are ‘8%’, ‘6 to 10 years’ experienced people are ‘20%’, ‘11 to 26 years’
experienced people are ‘46%’, ‘Above 25 years’ experienced people are
‘26%’. However in my research sample most percentage of the
exdecutives are ‘Above 25 years’ experienced only.
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 8. What is your Opinion about promotional opportunities?
TABLE-8

Responses Percentages No. of Respondents

Very Good 22% 11
Good 52% 26
Average 12% 6
Poor 14% 7
Total 100% 50

CHART-8

Percentages

14% 22%
12%
Very Good
Good

52% Average
Poor

INTERPRETATION:

Through analysis it was found that 22% of the executives said ‘Very
Good’ , 66% of the executives are feeling ‘Good’, 12% of the executives
are said ‘Average’, and 14% of the executives are said ‘Poor’ for their
Opinion about promotional opportunities. However most of executives
are feeling “Good” in the Opinion about promotional opportunities.
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 9. Are you satisfied with the working hours?
TABLE-9

Responses Percentages No. of Respondents

Yes 73% 32
No 27% 12
Total 100% 50

CHART-9

Percentage

27%

73 % Yes
No

INTERPRETATION:

Through analysis it was found that 73% of the executives responded

‘Yes’ .And 27% of the executives are said ‘No’ for the satisfaction with
the working hours. However most of the executives said ‘Yes’ for the
satisfaction with their working hours.

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 10.Are you satisfied with quality of food served in canteens?
TABLE-10

Responses Percentages No. of Respondents

Yes 62% 31
No 38% 19
Total 100% 50

CHART-10

Percentage

38%

62%
Yes
No

INTERPRETATION:

Through analysis it was found that 62% of the executives responded

‘Yes’ , with the satisfied with quality of food served in canteens .And
38% of the executives are said they does not satisfied with quality of food
served in canteens. However most of the executives said that they are
satisfied with quality of food served in canteens.
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 11.Are your views asked in decision making?
TABLE-11

Responses Percentages No. of Respondents

Yes 26% 13
No 74% 37
Total 100% 50

CHART-11

Percentages

26%

74%
Yes
No

INTERPRETATION:

Through analysis it was found that 26% of the executives responded ‘yes’
, and 74% of the executives are said ‘No’ for the requested query ‘Are
your views asked in decision making’. However most of the respondents
are said “No” for the Are your views asked in decision making.
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 12.If yes to what extent you opinion is considered.
TABLE-12

Responses Percentages No. of Respondents

Frequently 38% 19
Sometimes 42% 21
Not at all 20% 10
Total 100% 50

CHART-12

Percentages

38%

100% Frequently
42% Sometimes
Not at all
total
20%

INTERPRETATION:

Through analysis it was found that for the above question are your views
are asked in decision making, only 26% of the executives responded as
‘yes’ in that 38% of the executives are said ‘Frequently’ , 42% of the
executives are said ‘sometimes’ 20% of the executives are said ‘Not at
all’ to the extension of opinion is considered. However most of the
executives are responded that they ‘asking our views in decision making
mostly in “Sometimes” only.
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 13.Are you satisfied with facilities available at rest room?
TABLE-13

Responses Percentages No. of Respondents

Satisfied 56% 28
Not Satisfied 44% 22
Total 100% 50

CHART-13

Percentage

44%
56%
Satisfied
Not Satisfied

INTERPRETATION:

Through analysis it was found that 56% of the executives responded

‘Satisfied’ asking are you satisfied with facilities available at rest room,
And remaining 44% of the executives are said ‘No’ that are you satisfied
with facilities available in rest room. However most of the respondents
are said they are satisfied with facilities available at rest room.
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 14.Mention your level of satisfaction in job?
TABLE-14

Responses Percentages No. of Respondents

Very Good 10% 5
Good 70% 35
Average 14% 7
Poor 6% 3
Total 100% 50

CHART-14

Percentage

6% 10%
14%

Very Good
70% Good
Average
Poor

INTERPRETATION:

Through analysis it was found that 10% of the executives said ‘Very
Good’ for their level of satisfaction job, And 70% of the respondents are
responded ‘Good’, 14% of the executives are said ‘Average’, and only
6% of the respondents are responded ‘Poor’ for level of satisfaction in
job. However most of the respondents are responded for the level of
satisfaction in job is “good”.

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 15.How they explain work assignment to you?
TABLE-15

Responses Percentages No. of Respondents

Very Good 24% 12
Good 52% 26
Average 18% 9
Poor 6% 3
Total 100% 50

CHART-15

Percentage

Very Good
Good
Average
Poor

INTERPRETATION:

Through analysis it was found that 52% of the said ‘Very Good’ 24% of
the respondents are responded ‘Good’, 18% of the respondents are
responded ‘Average’, and 6% of the respondents are responded ‘Poor’ for
how they explain work assignment to you .However most of the
respondents are responded positively that to “good”.

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 16.Overall, Are you satisfied with your job?
TABLE-16

Responses Percentages No. of Respondents

Very Good 22% 11
Good 66% 33
Average 4% 2
Poor 8% 4
Total 100% 50

CHART-16

Percentage

Very Good 22%

Good 66%
Average 4%
Poor 8%

INTERPRETATION:

Through analysis it was found that 22% of the executives training said
‘Very Good’ for the overall satisfaction with their job .66% of the
respondents are responded ‘Good’, 4% of the respondents are responded
‘Average’, and 8% of the respondents are responded ‘Poor’ for the
overall satisfaction of the job .However most of the respondents are
responded positively that to “good”.

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 FINDINGS

 It was found that majority of the respondents are satisfied with the
present wage system in the organization.
 It was noticed that the present incentive schemes are not that good
in increasing the output.
 It was identified that the employees are receiving the valuable
feedback regarding their performance.
 It was found that the management is recognizing the employee’s
performance.
 It was observed that the promotions are also good in the company
 It was noticed that the employees are satisfied with the present
working conditions.
 It was observed that the company is also providing better canteen
facilities.
 It was identified that the company is not involving the employees
in decision making.

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 SUGGESTIONS

 It was suggested to the company to concentrate on better

compensation package to maintain satisfaction among the
employees.
 it was recommended to the company to implement better incentive
schemes which in turn results in efficient output.
 It was recommended to the company to maintain the performance
review system
 It was suggested to the company to involve the employees in
decision making.
 It was recommended to the company to maintain the extra mural
benefits to the employees.
 It was suggested to the company to concentrate on better
promotional activities
 It was recommended to the company to concentrate on rest rooms
for employees.

70
 BIBLIOGRAPHY

1.BOOKS:

Human Resource management - C.B.Mamoria & S.V.Gankar

Publisher: Mrs. MeenaPandey

Fifth Edition 2006

Personnel and Human Resources

Management - Dr. P.Subba Rao

Publisher: Mrs. MeenaPandey

Fifth Edition 2005

2.Company Magazines

3. WEBSITES:

www.gowthamisolventsoils.com

www.google.com

www.answers.com

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