Chapter-1: Job Satisfaction of Employees Oriental Extractions PVT LTD

Job Satisfaction Of Employees
Oriental Extractions Pvt Ltd

CHAPTER-1
INTRODUCTION
Holy Grace Academy of Management Studies Mala
1
INTRODUCTION
Human resource plays a crucial and vital role in the development of the organization. To
be successful, employee satisfaction is very much important for the organizations growth.
Employee satisfaction is the sense of contentment employees experience in and at their wor.
!atisfied employees add positive value to your organization. !atisfaction allows employee to
wor in a more pleasant manner which stimulates a better performance.
"n an organization many things are re#uired to be effective$ a method producing a product
or service, financial resources, a way of mareting whatever products or services that are created,
and human resources. %hile all these are important for organizational effectiveness, the only
factor that represents a potential competitive advantage is &human resource and how these
resources are managed and utilized'.
(y conducting a survey lie )ob satisfaction among employees we can understand their
views regarding the organization.
%ith due attention and importance of employee satisfaction, a research study was done in
*riental Extractions +vt ,td. This gave an opportunity for the researcher to wor with an
endeavour focusing on the study and interacting with various levels of executives at *riental
Extractions +vt ,td.
*ne of the most pressing problems facing organization today is how to motivate
employees to wor more productively and to increase feelings of satisfaction, involvement and
commitment. -ll around us we see examples of shoddy and imperfect wor in products such as
automobiles with faulty parts or in caring fewer mistaes made in government offices.
.anufactures, retail stores, and service industries echo the complaint. Too many employees
dont seem to care about doing a good )ob.
/ob satisfaction refers to the positive and negative feelings and attitude we hold about our
)ob. "t depend on many wor related factors, ranging from where we have to par to the sense of
fulfillment we get from our daily tass. +ersonal factors can also influence )ob satisfaction.
These factors include age, health, and length of )ob experience, emotional stability, social status,
leisure activities, family and other social relationships. *ur motivation and aspirations and how
0
well these are satisfied by our wor also affect our attitudes toward our )obs. "n other words it is
an emotional response to a )ob situation. "t is typically influenced by how well outcomes meet or
exceed personal expectations.
1or some employees, )ob satisfaction is a stable, enduring characteristic, independent of
the features of the )ob. 2hanges in the )ob status pay, woring conditions, and goals have little
effect on the )ob satisfaction of these people. Their personal tendency toward happiness
3satisfaction4 or unhappiness 3dissatisfaction4 varies little over time and circumstances.
/ob satisfaction describes how content and individual is with his or her )ob. The happier
people are within their )ob, the more satisfied they are said to be. /ob satisfaction is not the same
as motivation, although it is clearly lined.
/ob design aims to enhance )ob satisfaction and performance5 methods include )ob
rotation, )ob enlargement. *ther influences on satisfaction include the management style and
culture, employee involvement, empowerment and autonomous wor group. /ob satisfaction is a
very important attribute which is fre#uently measured by organizations. The most common way
of measurement is the use of rating scale where employees report their reaction to their )obs.
1.1 SCOPE OF THE STUDY
This study was entirely targeted towards the employees in order to get the re#uired
information about the )ob satisfaction of employees in *riental Extractions +vt ,td.
The scope of the study includes$
6nderstanding the satisfaction level of )obs.
7erifying the factors that satisfy the worers more.
Examine the woring environment provided at *riental Extractions +vt ,td.
To study the relationship of worers with the management.
The study will be helpful to the company to be aware of the motivation factors of the
employees and thereby the company can tae steps to increase the motivation level of the
employees.
1.2 OBJECTIVES OF THE STUDY
The ob)ective of the study is to understand the )ob satisfaction of employees in *riental
Extractions +vt ,td.
8
To attain this ob)ective, the study has the following sub ob)ectives.
To find out level of satisfaction in terms of monetary benefit. This can be classified as
under
a4 !alary
b4 "ncrement
c4 (onus
To identify the satisfaction level of employees in their interpersonal relationships. This
can be grouped as under.
a4 %ith superiors
b4 %ith subordinates
c4 %ith management
To identify satisfaction level of employees pertaining to non monitory benefits such as
a4 9egard for opinions and suggestions
b4 9ecognition for employees contribution
c4 :uidance from superior
d4 +rovision for carrier
To study the factors influencing )ob dissatisfaction of employees and to examine the
needs of the employees.
1.3 RESEARCH METHODOLOGY
9esearch is a scientific and systematic search for pertinent information on a scientific
investigation. "t is an art of scientific investigation. "t is a way to systematically solve the
research problem.
9esearch in common parlance refers to a search for nowledge. -ccording to 2lifford
%oody research comprises defining and redefining problems, formulating hypothesis or
suggested solutions5 collecting, organizing and evaluating data5 maing deductions and reaching
conclusions and at last carefully testing the conclusions to determine whether they fit the
formulating hypothesis.
- research methodology defines the activities of research is, how to proceed, how to
measure progress, and what constitutes success. 9esearch methodology is a way to
systematically solve the research problem. "t may be understood as a science of studying how
research is done systematically. Thus when we tal of research methodology we not only tal
about research methods but also consider the logic behind the method we use in the contest of
our research study and explain why we are using a techni#ue and why we are not using others so
that research results are capable of being evaluated either by the researcher or by others.
;
The process which wors upon is as shown as follows$
1. <efine the problem and 9esearch ob)ectives
0. <evelop the research plan
8. 2ollect the information
;. -nalyze the information
=. +resent the findings
>. .ae the decision
1.4 TYPE OF RESEARCH
Here descriptive type of research is being followed. <escriptive research includes surveys
and fact findings, en#uiries etc. The ma)or purpose of descriptive research is description of the
state of affairs as it exists at present.
RESEARCH DESIGN
- research design is the arrangements of conditions of collection and analysis of data in a
manner that aims to combine relevance to research purpose with economy in procedure.
The research design is a conceptual frame wor within which research is conducted.
9esearch design is needed because it facilitates the smooth sailing of various research operations,
thereby maing research as efficiently as possible yielding maximum information with minimum
expenditure of effort, time and money. "n this study, #uestionnaire design was used to collect
data. This method was used to ensure accuracy.
POPULATION
-ll the items under consideration in any field of en#uiry constitute a ?population @A
employees of *riental Extractions +vt ,td constitute the population of study
=
SAMPLE DESIGN
The techni#ue that is adopted in selecting the samples for this research is convenient
sampling.
SAMPLING UNIT
-n employee of *riental Extractions +vt ,td is the sampling unit for the study.
SIZE OF THE SAMPLE:
- sample size of @A employees at *riental Extractions +vt ,td was taen as the
respondents of the study.
SOURCES OF DATA
(oth primary and secondary data were used for data collection. +rimary data are
collected for the first time. The tools used for data collection is #uestionnaire schedule method.
!econdary data are those data that are collected from boos, magazines, newspapers, and reports.
The data relating to the history of the company were collected from the manual and records of
the company.
Pr!"r# $"%": it was collected by personal interviews with the help of structured #uestionnaires
which will help the researcher to gather the re#uired data from as many respondents as possible
within the limited time.
S&'()$"r# $"%"$ it was also collected from the study through
- 2ompany record
- 2ompany publication
- /ournal
- (oos
>
- %ebsites
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-part from #uestionnaires, additional information was gathered by discussion with the
employees.
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-fter the collection of data from the returned filled #uestionnaire, each sample #uestion
was classified, tabulated and then sub)ected to analysis. The editing function is the process of
scrutinizing the data in order to ensure consistency and accuracy. Editing can be undertaen even
when field survey is in progress. The data were analyzed using percentage analysis.
+ercentage is representation of data as a part of total of total 1AA. This helps to bring out a
uniform study of data.
DIAGRAMS 1 CHARTS
<iagrams and charts helps in diagrammatic representation of the data obtained and helps
to give a clear picture about the information obtained.
1.2 STUDY PERIOD
!tudy period has been limited to 0 wees starting from Bovember 0>
th
0AAC for the
overall completion of the pro)ect. <uring the period the following steps were taen$
*b)ectives were set and finalized
<ata was collected and recorded
1.3 LIMITATIONS OF STUDY
D
-s with every research, studies will have its own limitations$
!ample size is limited due to time constraint
!tudy is limited to some departments only
The study is not free from personal bias
The findings of the study is based on the assumptions that the respondents have given
their true and unbiased data
,ac of awareness about the topic among the employees was observed. This has effect on
their response.
@
CHAPTER 4 2
REVIE5 OF LITERATURE
C
Human resource is considered to be the most valuable asset in any organization. "t is the
sum total of inherent abilities, ac#uired nowledge and sills represented by talents and aptitudes
of employed persons who compromise executives, supervisors and the ran and the file
employees. "t may be noted that the human resources should be utilized to the maximum possible
extend, in order to achieve individual and organizational goals. "t is thus the employees
performance which ultimately decides in attainment of goals. However, the employee
performance is to a large extend, influenced by motivation and )ob satisfaction.
DEFINITIONS
/ob satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of ones )ob5 an affective reaction to ones )ob5 and an attitude towards ones )ob. %eiss
30AA04 has argued that )ob satisfaction is an attitude but points out that researchers should clearly
distinguish the ob)ects of cognitive evaluation which are affect 3emotion4, beliefs and
behaviours. This definition suggests that we form attitudes towards our )obs by taing into
account our feelings, our beliefs, and our behaviours.
HISTORY
1rederic %inslow Taylor one of the pioneers believed that worers motivation was
largely due to their interest in money. He also proposed that the most satisfying situation was one
in which a worer could mae the most money with the least effort. (oth productivity and
satisfaction would result, if worers were given fair wages and wor that could be done without
excess fatigue. 1rederic %inslow Taylors 1C11 boo, +rincipals of !cientific .anagement,
argued that there was a single best way to perform any given wor tas. This boo contributed to
a change in industrial production philosophies, causing a shift from silled labour and piece
wor towards the more modern approach of assembly lines and hourly wages. The initial use of
scientific management by industries greatly increased productivity because worers were forced
to wor at a faster pace. However, worers became exhausted and dissatisfied, thus leaving
researchers with new #uestions to answer regarding )ob satisfaction. "t should also be noted that
the wor of %.,.(ryan <ill !cott, and Hugo .unsterberg set the tone for Taylors wor.
1A
*ne of the biggest preludes to the study of )ob satisfaction was the Hawthorne studies.
These studies 31C0;E1C884, primarily credited to Elton .ayo of the Harvard (usiness !chool,
sought to find the effects of various conditions 3most notably illumination4 on worers
productivity. These studies ultimately that novel changes in wor conditions temporarily increase
productivity 3called Hawthorne Effect4. "t was later found that this increase resulted, not from the
new conditions, but from the nowledge of being observed. This finding provided strong
evidence that people wor for purposes other than pay, which paved the way for researches to
investigate other factors in )ob satisfaction.
The Hawthorne researches thought it might be the worers attitude about their wor that
caused their reactions. %orers were interviewed and encouraged to tal about what was
important and satisfying to them and what they lied and dislied about their )obs. .ost people
had mixed reactions to their )obs, and many taled more about social then economic conditions.
The researcher conclusion was that money actually was not very important. .ost of us, they
said, want the satisfaction that comes from social recognition.
!ome argues that .aslows hierarchy of needs theory, a motivational theory, laid the
foundation for )ob satisfaction theory. This theory explains that people see to satisfy five
specific need in life F physiological needs, social needs, self esteem needs, and self actualization.
This model served as a good basis from which early researchers could develop )ob satisfaction
theories.
"n recent years, )ob satisfaction is defined as )ob attitude along with other attitudinal
concepts, such as morale, )ob involvement, and organizational commitment and today it is blend
of many interrelated concepts.
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The proponents of this theory measures satisfaction in terms of rewards a person receives
or the extent to which his needs are satisfied. 1urther they thought that there is a direct or
positive relationship between )ob satisfaction and the actual satisfaction of expected needs. The
main difficulty in this approach is that )ob satisfaction as observed by willing, is not only a
function of what a person receives but also what he feels he should receive as there would be
11
considerable differences in the actual and expectations of persons. Thus )ob satisfaction cannot
be regarded as merely a function of how much a person receives from his )ob. -nother important
factor or variable that should be included to predict )ob satisfaction accurately is the strength of
the individuals desire of his level of aspiration in a particular area. This leads to the development
of discrepancyEtheory of )ob satisfaction.
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Edwin -. ,oces 9ange of -ffect Theory 31CD>4 is arguably the most famous )ob
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a )ob and what one has in a )ob. 1urther, the theory states
that how much one values a given fact of wor 3eg$ the degree of autonomy in a position4
moderates how satisfiedGdissatisfied one becomes when expectations areGarent met. %hen a
person values a particular fact of a )ob, his satisfaction is greatly impacted both positively 3when
expectations are met4 and negatively 3when expectations are not met4, compared to one who
doesnt value that facts. To illustrate if Employee - values autonomy in the wor space and
Employee ( is indifferent about autonomy, then Employee - 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 (. this theory also states that too much of a particular facet
will produce stronger feelings of dissatisfaction the more a worer values that facet.
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-nother well nown )ob satisfaction theory is <ispositional Theory. "t is very general
theory that suggests that people have innate disposition that cause them to have tendencies
towards a certain level of satisfaction, regardless of ones )ob. This approach became a notable
explanation of )ob satisfaction in light of evidence that )ob satisfaction tends to be a stable
overtime and across carriers and )obs. 9esearch also indicates that identical twins have similar
levels of )ob satisfaction.
- significant model that narrowed the scope of the <ispositional Theory was the core
selfE evaluation .odel, proposed by Timothy -. /udge in 1CC@. /udge argued that there are four
core selfEevaluations that determine ones disposition towards )ob satisfaction$ selfEesteem,
10
general selfEefficacy, locus of control, and neurotism. This model states that higher levels of selfE
esteem 3the value one places on his self4 and general selfEefficacy 3the belief in ones own
competency4 lead to higher wor satisfaction. Having an internal locus of control 3believing one
has control over hisGher on life, as opposed to outside forces having control4 leads to higher )ob
satisfaction. 1inally lower levels of neurotism lead to higher )ob satisfaction.
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1rederic Herzbergs TwoEfactor theory 3also nown as motivator hygiene theory
attempts to explain satisfaction and motivation in the wor place. This theory states that
satisfaction and dissatisfaction are driven by different factors E motivation and hygiene factors,
respectively. .otivating factors are those aspects of the )ob that mae people want to perform,
and provide people with satisfaction, for eg$ achievement in wor, recognition, promotion
opportunities. These motivating factors are considered to be intrinsic to the )ob, or the wor
carried out. Hygiene factors include aspects of the woring environment such as pay, company
policies, supervisory practices, and other woring conditions.
%hile Herzbergs model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hacman and *ldham suggesting that Herzbergs
original formulation of the model may have been a methodological artifact. 1urthermore, the
theory does not consider individual differences, conversely predicting all employees will react in
an identical manner to changes in motivatingGhygiene factors. 1inally, the model has been
criticized in that it does not specify how motivatingGhygiene factors are to be measured.
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Hacman and *ldham proposed the /ob 2haracteristics .odel, which is widely used as a
framewor to study how particular )ob characteristics impact on )ob outcomes, including )ob
satisfaction. The model states that there are five core )ob characteristics 3sill variety, tas
identity, tas significance, autonomy and feedbac4 which impact three critical psychological
states 3experienced meaningfulness, experienced responsibility for outcomes and nowledge of
the actual results4, in turn influencing wor outcomes 3)ob satisfaction, absenteeism, wor
motivation, etc4. the five core )ob characteristics can be combined to form a motivating potential
18
score 3.+!4 for a )ob, which can be used as an index of how liely a )ob is to affect an
employees attitude and behaviours.
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There are many methods for measuring )ob satisfaction. (y far, the most common method
for collecting data regarding )ob satisfaction is lie ,iert scale 3named after 9ensis ,iert4.
*ther less common methods for gauging )ob satisfaction include$ HesGBo #uestions, TrueG1alse
#uestions, point systems, checlists and forced choice answers. This data is typically collected
using an Enterprise 1eedbac .anagement 3E1.4 system.
The )ob descriptive index 3/<"4, created by !mith, Iendall and Hulin 31C>C4, is a specific
#uestionnaire of )ob satisfaction that has widely been used. "t measures ones satisfaction in five
facets$ pay, promotions and promotion opportunities, coEworers, supervision and the wor
itself.
The /ob in :eneral "ndex is an overall measurement of )ob satisfaction. "t is an
improvement to the /ob <escriptive "ndex because the /<" focuses too much on individual facets
and not enough on wor satisfaction in general.
*ther )ob satisfaction #uestionnaire include$ the .innesota !atisfaction Juestionnaire
3.!J4, the /ob !atisfaction !urveys 3/!!4, and the 1aces !cale. The .!J measures )ob
satisfaction in 0A facets and has a long form with 1AA 3five item with each facet4 and a short
form with 0A #uestions 3one item from each facet4. The /!! is a 8> item #uestionnaire that
measures C facets of )ob satisfaction with )ust one item which participants respond to by
choosing a face.
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/ob satisfaction can be an important indicator of how employees feel about their )obs and
a predictor of wors behaviours such as organizational citizenship, absenteeism and turnover.
1urther, )ob satisfaction can partially mediate the relationship of personality variables and
deviant wor behaviours.
1;
*ne common research findings is that )ob satisfaction is correlated with life satisfaction.
This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with
their )ob and people who are satisfied with their )ob tend to be satisfied with life. However, some
research has found that )ob satisfaction is not significantly related to life satisfaction when other
variables such as nonworing satisfaction and core selfEevaluation are taen into account.
-n important finding for organizations to note is that )ob satisfaction has a rather tenuous
correlation to productivity on the )ob. This is a vital piece of information to researchers and
businesses, as the idea that satisfaction and )ob performance are directly to one another is often
cited in the media and in some nonEacademic management literature.
5HAT DETERMINES JOB SATISFACTION>
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Employees tend to prefer )obs that give them opportunities to use their sills and abilities
and offer a variety of tass, freedom and feedbac and how well they are doing. These
characteristics mae wor mentally challenging. /obs that have too little challenge create
boredom, but too much challenge create frustration and feeling of failure. 6nder condition of
moderate, challenge most employees will experience pleasure and satisfaction.
E-.%"7*& R&9"r$+
Employees want their pay systems and promotion policies that they perceive are being
)ust ambiguous, and in line with their expectation when pay is seen as fair based on )ob demands,
individual sill level and community pay standards, satisfaction is liely to result. !imilarly
employees see fair promotion policies and practices.
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Employees are concerned with their wor environment for both personal comfort and
facilitating doing a good )ob. Temperature, light, noise and other environmental factors should
not be either extreme for example having too much beat or too little light. -dditionally most
employees prefer woring close to home, in clean and relatively moderate facilities and with
ade#uate tools and e#uipments supportive colleagues.
1=
Having friendly and supportive coEworers leads to increased )ob satisfaction. The
behaviour of one superior is a ma)or determinant satisfaction. !tudies generally finds that
employees satisfaction is increased when immediate superior is understanding and friendly.
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+eople with personality type congruent with their chosen vocation should find that they
have the right talent and abilities to meet the demands of their )obs. Thus they are more liely to
be successful on those )obs because their success have greatened probability of achieving high
satisfaction from their )ob.
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There are different factors on which )ob satisfaction depends5 important among those are the
following.
1. +ersonal factors$ They include worers age, sex, education, marital status and their
personal characteristics, family bacground, socio economic bacground and the lie.
0. 1actors "nherent in the /ob$ These factors have recently been studied and found to be
important in the selection of employees. "nstead of being guided by their coEworers and
supervisors, the silled worers would rather lie to be guided by their own inclination to
choose )obs in consideration of ?what they have to do. These factors include the wor
itself, conditions, influence of internal and external environment on the )ob which is
controlled by the management etc.
8. 1actors controlled by the .anagement$ They include nature of supervision, )ob security,
ind of wor group, and wage rate, promotional opportunities, and transfer policy,
duration of wor and sense of responsibilities. -ll these factors greatly influence the
worers. Their presence in the organization motivates the worers and provides sense of
)ob satisfaction.
1>
Though promotion and )ob satisfaction are influenced by different sets of factors, these two
can be related if management lins rewards to performance. "t is viewed that )ob satisfaction is a
conse#uence of performance rather than cause of it. !atisfaction strongly influences the
productive efficiency of an organization5 whereas absenteeism, employee turnover,
irresponsibility, uncommitment are the results of the )ob dissatisfaction. However )ob satisfaction
or dissatisfaction forms opinion about the )ob which results in employee morale.
CHAPTER- 3
COMPANY PROFILE
1D
COMPANY PROFILE:
&!< +harmacy' was started in 1C8C by .r. + ! Iesavan 7aidyan, father of the present
.anaging +artner .r.I 9amesh and since then, it has risen to become a house hold name among
ayurvedic consumers and ayurvedic pharmaceutical industry in Ierala. Bow, ! < +harmacy is a
partnership firm and the partners are family members of the )oint family founded by !ri. Iesavan
7aidyan.
-lthough it had a very modest beginning among traditional -yurvedic practitioners in
Ierala, ! < +harmacy has traveled a long distance since then. 2urrently !< +harmacy has about
8=A traditional -yurvedic preparations and =A proprietary medicines. The pharmacy has spread
throughout the length and breadth of Ierala and now has about ;1A agencies and 0A (ranches.
! < +harmacy group of companies is located at -lappuzha and has a wide and rich
experience for producing ayurvedic medicines.
! < +harmacys processing facility is one of the best in "ndia for -yurvedic products with
:.+ certification. "t is endowed with personnel having rich experience, some of them with 0A to
8A years of experience in the same facility. "n addition to modern scientific lab for #uality
control, the personnel are also experts in using their :od given senses of smell, taste and naed
eye examination of consistency.
PRODUCT PORTFOLIO
"t has an extensive portfolio of 8=A traditional medicines and =A proprietary medicines
covering practically all common ailments. +roducts include water extracts, cold ashayams,
1@
fermented preparations called -rishtams, semisolid preparations called ,ehyams and :hrithas
etc. Traditional oils, hand rolled pills and powders are also available.
-rishtams
-savams
Thailam, Iuzhambu K enna
2hoornas3powders4
Iashayas
(hasmas K sindooras
:ulias3pills4
:hrithams
,ehya K 9asayana
The port folio of proprietary medicines include
Thalees FThroat lozenge
<hathupushty F -phrodisiac
:astone F-nti flatulent F for gas trouble
+ile act F -nti hemorrhoidal F for piles
9umact F for -rthritis
(hramisathi F Energiser for brain
2havanaprasam F Batural nutritional supplement
(alabindhu F -ppetizer for children
A7(.% Or&)%"* E@%r"'%()+ P;%. L%$
*riental Extractions + ,td is one of the group companies from the promoters of the
renowned .Gs ! < +harmacy :roup having the tradition and excellence of over DA years in
-yurvedic Health 2are. The 2ompany was incorporated in 1CCD under the 2ompanies -ct 1C=>
and is engaged in development and commercialization of -yurvedic Herbal (ath soaps among
other herbal products. The company has been preserving and maintaining the tradition of .Gs !
< +harmacy :roup in terms of #uality excellence.
.Gs *riental Extractions +vt ,td started its commercial operations in 0AA8 F A; in a
modest way with an authorized capital of 9s.=A lahs and paid up capital of 9s.1 lahs. The
2ompany could increase its paid up capital to 9s.01.8A lahs during the first year of its
commercial operation. The net worth of the company as on 81.A8.A> is 9s.;@0.=> lahs, which
is more than 0A times of its paid up capital as on that date.
1C
The 2ompany has achieved a total turnover of 9s.@A million during the first nine months
of the financial year 0AA>FAD.
The 2ompany focuses on development and commercialization of innovative product
solutions exploiting natural ingredients in the field of fast moving consumer goods 31.2:4. The
ma)or sub segments are
Toilet soaps
2osmetics
!+- related
+ersonal care
<etergents
Pr($.'% R")<&
Toilet !oaps
2handanam E contains sandal oil, to eep the sin soft and youthful
.ullapoo F with the natural fragrance of )asmine flowers
Baranga F 2ontains ,emon extract which helps to remove blac mars on
the sin and improves complexion
-rogya !oap F 2ontains Triclosan, an anti bacterial agent, which protects
the sin from diseases
<etergents
Ileen %ash 2ae F 2ontains colour guard which protects the cloth from
colour fade. -lso, contains glycerin which protects the sin.
Ileen %ashing +owder F 2ontains 9 < (locer which prevents the dirt
3which is removed from the cloth4 from depositing again on the cloth
while washing.
!aree %ash !hampoo F1or washing high #uality garments.
Expertise -reas
Their core expertise is in formulating Biche Toilet soaps.
<eveloping aggressive 9egional .areting strategy
-dapting products for different regional marets in "ndia
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<eep understanding of test mareting and evaluation
!trong 9 K < striving for developing new products
C(!8&%%;& A$;")%"<&
"n the last few years there have been no new successful soap brands in the "ndian maret.
"n this scenario, the success of .an)al, 2handanam, .ullappoo soaps has great relevance and
importance. -lmost all their brands use regional naming strategy and hence =AL of the
communication about the brand is done with the name.
The pacage design is very uni#ue, so this stands out in the clutter in the shelf.
6se of regional herbs as ingredient for easy understanding and acceptance among customers.
-ll the soaps are distinct smelling and can be clearly differentiated from other soap brands in the
"ndia. -ll soaps have good creamy lather and a very smooth feel on sin.
Pr($.'%() C"8"'%#
The 2ompany has an established capacity to produce > .T of soap in single shift
operation of @ hrs. 1urther, the company has leased out facility for producing ; .T of soap every
day in single shift operation. The 2ompany is also in the process of creating facilities for
producing @ .T of soap every day at 2oimbatore in Tamilnadu. Therefore, on total
commissioning of the production facilities, the co could produce 1@ .T of soap every day in
single shift operation of @ hours. Therefore, the total production capacity of the company would
be =; .T per day, including the leased facility of 0; .T per day.
F.%.r& 8*")+
2ompany has the vision and strategy to develop and commercialize nearly 10 to 1=
-yurvedic Herbal !oap brands along with fast moving categories lie <ish %ash 32ae, ,i#uid4,
Toilet 2leaner, -garbathi, Talcum powder etc.
01
CHAPTER -4
DATA ANALYSIS AND
INTERPRETATION
00
TABLE NO: 1
GENDER OF EMPLOYEES IN THE COMPANY
G&)$&r N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
M"*& 23 AB CB
F&!"*& 24 AB 3B
INTERPRETATION
1rom the above table it is understood that among @A employees, DAL of them are male and 8AL
of them are female.
08
CHART NO: 1
GENDER OF EMPLOYEES IN THE COMPANY
0;
TABLE NO: 2
OUR COMPANY IS ONE OF THE BEST COMPANY TO 5ORD FOR
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& 2A AB 32
A<r&& 33 AB 42
N&.%r"* 4 AB 2
D+"<r&& B AB B
S%r()<*# D+"<r&& 12 AB 12
INTERPRETATION
1rom the above table it is inferred that 8=L of the employees strongly agree, ;=L agree, =L
neutral, AL disagree and 1=L strongly disagree that this company is one of the best company to
wor.
0=
CHART NO: 2
OUR COMPANY IS ONE OF THE BEST COMPANY TO 5ORD FOR
0>
TABLE NO: 3
AN EMPLOYEE IS PROUD TO BE A PART OF THIS COMPANY
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& 22 AB 32
A<r&& 2A AB 32
N&.%r"* B AB B
D+"<r&& B AB B
S%r()<*# D+"<r&& B AB B
INTERPRETATION
1rom the above table it is clear that >=L of the employees strongly agree, 8=L agree, AL
neutral, disagree and strongly disagree that they are proud to be a part of the company.
0D
CHART NO: 3
AN EMPLOYEE IS PROUD TO BE A PART OF THIS COMPANY
0@
TABLE NO: 4
EMPLOYEE IS SATISFIED 5ITH THE JOB AND 5ORD DONE
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& 4B AB 2B
A<r&& 32 AB 4B
N&.%r"* 4 AB 2
D+"<r&& 4 AB 2
S%r()<*# D+"<r&& B AB B
INTERPRETATION
0C
1rom the above table it is inferred that =AL of the employees strongly agrees, ;AL agrees, =L
neutral, =L disagrees and AL strongly disagrees about their satisfaction towards their )ob and the
wor they do at the worplace.
CHART NO: 4
EMPLOYEES SATISFACTION TO5ARDS HIS JOB AND THE 5ORD HE
DOES AT HIS 5ORDPLACE
8A
TABLE NO: 2
EMPLOYEE HAS THE MATERIAL1E0UIPMENT AND TOOLS FOR
PERFORMING HIS JOB
81
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& 4B AB 2B
A<r&& 24 AB 3B
N&.%r"* 13 AB 2B
D+"<r&& B AB B
S%r()<*# D+"<r&& B AB B
INTERPRETATION
1rom the above table =AL of the employees strongly agree, 8AL agree, 0AL neutral, AL
disagree and strongly disagree about the availability of materialGe#uipment and tools to perform
the )ob in the company.
CHART NO: 2
EMPLOYEE HAS THE MATERIAL1E0UIPMENT AND TOOLS FOR
PERFORMING HIS JOB
80
TABLE NO: 3
AS AN EMPLOYEE YOU ARE SATISFIED 5ITH YOUR 5ORDING
ENVIRONMENT
88
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& 12 AB 12
A<r&& 2A AB 32
N&.%r"* 4B AB 2B
D+"<r&& B AB B
S%r()<*# D+"<r&& B AB B
INTERPRETATION
1rom the table above employees satisfaction with his woring environment is strongly agreed by
1=L, agreed by 8=L, neutral by =AL, disagree and strongly disagree is said by AL.
CHART NO: 3
EMPLOYEES SATISFACTION 5ITH HIS 5ORDING ENVIRONMENT
8;
TABLE NO: C
MANAGER RECOGNISES AND ACDNO5LEDGES EMPLOYEES
PERFORMANCE
8=
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& 24 AB 3B
A<r&& 4B AB 2B
N&.%r"* B AB B
D+"<r&& 4 AB 2
S%r()<*# D+"<r&& 12 AB 12
INTERPRETATION
8AL of the employees strongly agree, =AL agree and AL neutral, =L disagree and 1=L strongly
disagree regarding the recognition and acnowledgement of employee performance by manager
from the above table.
CHART NO: C
8>
MANAGER RECOGNISES AND ACDNO5LEDGES EMPLOYEES
PERFORMANCE
TABLE NO: A
8D
PROMOTIONS ARE GIVEN TO EMPLOYEES 5HO DESERVE
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& 12 AB 12
A<r&& 24 AB 3B
N&.%r"* 44 AB 22
D+"<r&& B AB B
S%r()<*# D+"<r&& B AB B
INTERPRETATION
The above table states that 1= L strongly agree, 8AL agree, ==L neutral and AL disagrees and
strongly disagree with respect to the promotions given to the employees.
CHART NO: A
8@
PROMOTIONS ARE GIVEN TO EMPLOYEES 5HO DESERVE
8C
TABLE NO: E
MANAGER HELPS EMPLOYEES TO IMPROVE THEMSELVES
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& 24 AB 3B
A<r&& 22 AB 32
N&.%r"* 4 AB 2
D+"<r&& B AB B
S%r()<*# D+"<r&& B AB B
INTERPRETATION
1rom the table 8AL strongly agree, >=L agree, =L neutral and AL is disagreeing and strongly
disagreeing of managers helping employees to improve themselves.
;A
CHART NO: E
MANAGER HELPS EMPLOYEES TO IMPROVE THEMSELVES
;1
TABLE NO: 1B
EMPLOYEES ARE FREE TO TALD OPENLY AND HONESTLY TO
THEIR MANAGERS
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& 24 AB 3B
A<r&& 13 AB 2B
N&.%r"* 2B AB 22
D+"<r&& A AB 1B
S%r()<*# D+"<r&& 12 AB 12
INTERPRETATION
1rom the above table it is understood that 8AL of the employees strongly agree, 0AL agree, 0=L
neutral, 1AL disagree and 1=L strongly disagree with the employee being free and honest in
taling with their managers.
;0
CHART NO: 1B
EMPLOYEES ARE FREE TO TALD OPENLY AND HONESTLY TO
THEIR MANAGERS
;8
TABLE NO: 11
MANAGER HOLDS REGULAR MEETINGS 5ITH THE RESPECTIVE
EMPLOYEES
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& 24 AB 3B
A<r&& 13 AB 2B
N&.%r"* 2B AB 22
D+"<r&& A AB 1B
S%r()<*# D+"<r&& 12 AB 12
INTERPRETATION
.anagers hold regular meetings with their employees is strongly agreed by 8AL, agreed by 0AL,
neutral by 0=L, disagreed by 1AL and strongly disagreed by 1=Lfrom the above mentioned
table.
;;
CHART NO: 11
MANAGER HOLDS REGULAR MEETINGS 5ITH THE RESPECTIVE
EMPLOYEES
;=
TABLE NO: 12
EMPLOYEES ARE FREE TO TALD OPENLY AND HONESTLY AMONG
THEIR 5ORD GROUPS
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& 33 AB 42
A<r&& 24 AB 3B
N&.%r"* 13 AB 2B
D+"<r&& 4 AB 2
S%r()<*# D+"<r&& B AB B
INTERPRETATION
The above table interprets that ;=L strongly agree, 8AL agree, 0AL neutral, = L disagree and
AL strongly disagree of employees being free to tal openly and honestly among their wor
groups.
;>
CHART NO: 12
EMPLOYEES ARE FREE TO TALD OPENLY AND HONESTLY AMONG
THEIR 5ORD GROUPS
;D
TABLE NO: 13
EMPLOYEES ARE SATISFIED TO5ARDS COMPANYFS EMPLOYEE
5ELFARE PROGRAM SUCH AS RE5ARDSG INCENTIVES
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& 13 AB 2B
A<r&& 24 AB 3B
N&.%r"* 13 AB 2B
D+"<r&& 12 AB 12
S%r()<*# D+"<r&& 12 AB 12
INTERPRETATION
1rom the above table 0AL strongly agree, 8AL agree, 0AL neutral, 1=L disagree and strongly
disagree with the employee satisfaction towards companies employee welfare program.
;@
CHART NO: 13
EMPLOYEES ARE SATISFIED 5ITH COMPANYFS EMPLOYEE
5ELFARE PROGRAM SUCH AS RE5ARDSG INCENTIVES
;C
TABLE NO: 14
EMPLOYEES ARE SATISFIED 5ITH THE RECREATIONAL
ACTIVITIES PROVIDED BY THE COMPANY SUCH AS CELEBRATION
ETC.
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& B AB B
A<r&& 4 AB 2
N&.%r"* 12 AB 12
D+"<r&& 2B AB 22
S%r()<*# D+"<r&& 44 AB 22
INTERPRETATION
Employee satisfaction towards the recreational activities by the company is strongly agreed by
AL, agreed by =L, neutral by 1=L, disagreed by 0=L and strongly disagreed by ==L.
=A
CHART NO: 14
EMPLOYEES ARE SATISFIED 5ITH THE RECREATIONAL
ACTIVITIES PROVIDED BY THE COMPANY SUCH AS CELEBRATION
ETC.
=1
TABLE NO: 12
EMPLOYEES OPINION TO5ARDS THE EMPLOYEE PROGRAMS OF
THE COMPANY SUCH AS VALUABLE EMPLOYEE OF THE MONTHG
BIRTHDAY ANNOUNCEMENTS.
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& B AB B
A<r&& B AB B
N&.%r"* 12 AB 12
D+"<r&& 12 AB 12
S%r()<*# D+"<r&& 23 AB CB
INTERPRETATION
=0
Employees satisfaction towards employee program is strongly agreed and agreed by AL, neutral
by 1=L, disagreed by 1=L and strongly disagreed by DAL.
CHART NO: 12
EMPLOYEES OPINION TO5ARDS EMPLOYEE PROGRAMS OF THE
COMPANY SUCH AS VALUABLE EMPLOYEE OF THE MONTHG
BIRTHDAY ANNOUNCEMENTS.
=8
TABLE NO: 13
EMPLOYEE CAN VOICE HIS OPINION 5ITHOUT FEAR
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
=;
S%r()<*# A<r&& 13 AB 2B
A<r&& 12 AB 12
N&.%r"* 24 AB 3B
D+"<r&& A AB 1B
S%r()<*# D+"<r&& 2B AB 22
INTERPRETATION
Employees right to voice his opinion without fear is strongly agreed by 0AL, agreed by 1=L,
neutral by 8AL, disagreed by 1AL and strongly disagreed by 0=L.
CHART NO: 13
EMPLOYEE CAN VOICE HIS OPINION 5ITHOUT FEAR
==
TABLE NO: 1C
=>
COMPANY MAINTAINS A VERY GOOD SALARY LEVEL COMPARED
TO OTHER COMPANIES IN THIS AREA.
E!8*(#&&+ O8)() N(: O/ E!8*(#&&+ T(%"* E!8*(#&&+ P&r'&)%"<&
S%r()<*# A<r&& B AB B
A<r&& 32 AB 4B
N&.%r"* 32 AB 4B
D+"<r&& A AB 1B
S%r()<*# D+"<r&& A AB 1B
INTERPRETATION
The salary level of the company is maintained well comparing other companies in this area is
strongly agreed by AL, agreed and neutral by ;AL, disagreed and strongly disagreed by 1AL.
CHART NO: 1C
=D
COMPANY MAINTAINS A VERY GOOD SALARY LEVEL COMPARED
TO OTHER COMPANIES IN THIS AREA.
TABLE NO: 1A
=@
EMPLOYEES 5ANT STRIDES TO FULFILL THEIR 5ANTS AND
NEEDS AT 5ORD PLACE.
R&+8()+& N(: O/ R&+8()$&)%+ T(%"* R&+8()$&)%+ P&r'&)%"<&
Y&+ B AB B
N( AB AB 1BB
INTERPRETATION
Employees opinion for the strie to fulfill their wants and needs at worplace is said yes by AL
and no by 1AAL.
=C
CHART NO: 1A
EMPLOYEES 5ANT STRIDES TO FULFILL THEIR 5ANTS AND
NEEDS AT 5ORD PLACE.
>A
CHAPTER 4 2
FINDINGS AND CONCLUSION
FINDINGS
>1
-bout 8G;
th
of the company employees are male and the rest 1G;
th
are female.
.ost of the employees agreed that *riental Extractions is one of the best companies to
wor.
.ost of the employees agree that they are proud to be a part of the company
-ll most all employees are satisfied with their )ob and ind of wor they do.
Employees are satisfied with the availability of toolsGe#uipments to perform their )ob
well.
Employees of *riental Extractions dont have a strong opinion about the woring
condition to say good or bad.
Employees are happy with the recognition and acnowledgement given by the managers.
Employees of *riental Extractions dont have a strong opinion about the promotions
given to the employees
-ll most all employees agreed that the manager helps them to improve.
Half of the employees of *riental Extractions are free to tal openly and honestly to their
managers.
-bout half of the employees are satisfied with the meeting conducted by the managers.
-ll most all employees are free to tal openly and honestly with the members of the wor
group.
.ost of the employees are satisfied with the companies welfare programs such as
incentives, rewards etc
>0
Employees are not at all satisfied with the recreational activities provided by the
company.
The entire employee are with the opinion that there is no peoples program lie valuable
employee of the month, birthday announcements etc.
Half of the employees are with an opinion that they can voice their opinion without fear.
.ost employees are of neutral opinion with the companies salary level comparing to the
other companies in the same area.
There is no such strie in the organization for fulfilling the wants and needs of the
employees.
>8
SUGGESTIONS
"t is one of the best companies to wor with.
Even small matters of the employees are considered by the company.
There is no problem with the production of the product 3soap4, but the sales part is very
bad that no product is moving and is unaware of the soaps by the customers.
There is well defined wor group and are almost lie a family in the wor place.
.ae a good organizational structure clearly defined duties and responsibilities of
individual staff.
.anagement and employees should be in good terms.
There is no right to express once on feelings and opinions.
There is no much freedom given for employees to wor in their areas.
+lease bring recreational activities apart from the busy wor.
!hould reduce the wor time.

CONCLUSION
>;
Human resources are considered to be the most valuable asset in any organization. "t is
the sum total of inherent abilities, ac#uired nowledge and sills represented by the talents and
aptitudes of the employed persons who comprise executives, supervisors, and the ran and the
file employees. "t may be noted here that human resources should be utilized to the maximum
possible extend, in order to achieve individual and organizational goals. "t is thus employees
performance which ultimately decides the attainment of goals. However, the employee
performance is to a large extent, influenced by motivation and )ob satisfaction.
The primary ob)ective of the study was to now the overall satisfaction of employees in
the organization and to rate their satisfaction with regard to the monetary and non monetary
rewards provided to them.
The satisfaction of each and every employee is needed for the better performance of the
organization. !o the firm should increase the coverage of salary pacage by which all the
employees are satisfied. The company could also bring some employee programs such as
valuable employee of the month and the (irthday announcement and recreational activities so
that the employees are more dedicated to the wor they do and also indirectly brings a feel
among employees about being in a good family rather than a company. "t is necessary to get the
best from the company and it can only be done through the employees of the company and if
they are happy enough within the organization it will indirectly result in high performance of
business. !o prosperity is very near for smart fast (usiness.

>=
BIBLIOGRAPHY
>>
BOODS REFFERED
C.R D(%,"r 4 R&+&"r', M&%,($(*(<# : N&9 A<& I)%&r)"%()"* P.7*+,&r+= 2BB2.
H.!") R&+(.r'& M")"<&!&)% 4 A7$,.* A+++ D(r(%,
5EBSITES
999.9?8&$".'(!
999.+.%,.'(!
999.)$%;.'(!
999.78(%!&+.'(!
>D
ANNEHURE
>@
0UESTIONNAIRE
O!"E#$AL E%$!A&$"O#S EMPLO'EE SA$"S(A&$"O# S)!*E'
+lease tae a few minutes to complete this survey. Hour specific answers will be completely
anonymous, but your views, in combination with those of others, are extremely important.
%e ensure your anonymity, and as a part of the survey, indly give your open view to it, so
that the completed #uestionnaire will help to analyse and find solutions.
1. Hour genderM -ge$
a. .ale
b. 1emale
+lease use these rating scales for giving your valid view to the #uestions5
:1= Strongly agree , :2= Agree, :3= Neutral, :4= Disagree, :2= Strongly disagree

0. This company is one of the best companies to wor for.

314 304 384 3;4 3=4
8. " am proud to tell people " wor for this company.
>C

314 304 384 3;4 3=4
;. " am satisfied with my )ob and the ind of wor " do.

314 304 384 3;4 3=4
=. " have the materialGe#uipment and tools " need to do my )ob well.

314 304 384 3;4 3=4
>. " am satisfied with my woring conditions.

314 304 384 3;4 3=4
D. .y manager recognizes and acnowledges my good performance.

314 304 384 3;4 3=4
@. +romotion goes to those who most deserve it.

314 304 384 3;4 3=4
C. .y manager helps me to improve myself.

314 304 384 3;4 3=4
DA
1A. " feel free to tal openly and honestly to my manager.

314 304 384 3;4 3=4
11. .y manager holds regular meetings with my wor groups.

314 304 384 3;4 3=4
10. " feel free to tal openly and honestly with members of my wor group.

314 304 384 3;4 3=4
18. " am satisfied with the companys employee welfare programs such as rewards,
incentives, food coupons, insurance and health care, etc.

314 304 384 3;4 3=4
1;. " am satisfied with the recreational activities provided by the company, e.g. picnics and
celebrations etc.

314 304 384 3;4 3=4
1=. " am satisfied with the companys people programs, such as birthday announcements,
valuable employee of the month, bulletins and newsletter, etc.
D1

314 304 384 3;4 3=4
1>. " feel " can voice my opinion without fear.

314 304 384 3;4 3=4
1D. *ur company maintains salary levels that compare well to other companies in this area.

314 304 384 3;4 3=4
1@. <o you have stries at wor place for fullfilling your wants and needs.
a. Hes
b. Bo
1C. %hat is the best thing about your organizationM
NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNN
D0
0A. <o you have any general suggestions or improvements for the woring conditionsM "f yes
what are theyM
D8

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