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CHAPTER 1
INTRODUCTION






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CHAPTER I
INTRODUCTION
In the literature of the industrial philosophy the term job satisfaction is quite
frequently used for individuals attitude towards the specification aspects of the
total work situation. The job is used in a restricted sense. Its essentially related
to human needs and their fulfillment through work, it is generated by the
individual perception of how well his job is satisfied his various needs.
A job satisfaction survey is an indicator of the effectiveness of organizational
reward systems. There is a positive relationship between performance and
satisfaction. Job satisfaction surveys can provide some clues as to the
effectiveness of the organizational reward system.
As a pleasurable or positive emotional state resulting from the appraisal of
ones job or job experience.
LOCKE
Job satisfaction has been defined as a pleasurable emotional state
resulting from the appraisal of ones job; an affective reaction to ones job and
an attitude towards ones job. Weiss (2002) has argued that job satisfaction is an
attitude but points out that researchers should clearly distinguish the objects of
cognitive evaluation which are affect (emotion), beliefs and behavior. This
definition suggests that we form attitudes towards our jobs by taking into
account our feelings, our beliefs and our behaviors.



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STATEMENT OF THE PROBLEM
The job satisfaction survey helps to discover the causes of indirect
productivity problems, such as absenteeism, turnover and poor quality of work.
Without proper surveys, there could be random guessing on the part of
management. A job satisfaction survey helps management both to get a better
handle on why employees are lagging and to plan better solutions to problem.
SCOPE OF THE STUDY
The most important benefit of job satisfaction survey is that give
management an indication of general levels of satisfaction in a company.
Survey also indicates specific areas of satisfaction or dissatisfaction. A survey
tells how employees feel about their jobs, what part of their jobs these feelings
are focused on, which departments are particularly affected, and whose feelings
are involved. The survey is a powerful diagnostic instrument for assessing
employee problems.
Improved communication is another benefit of the surveys.
Communication flows in all directions as people plan the survey, talk and
discuss its results. Particularly beneficial to the company is the upward
communication when employees are encouraged to comment about what they
really have in their minds.
One of the best uses of job satisfaction surveys is in the evaluation of the
impact of organizational changes on employee attitudes.
Finally, it is not that satisfaction surveys benefit only management. They
are useful to unions too. Often, both management and union argue what the
employees want, but neither really knows.

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OBJECTIVES OF THE STUDY
The primary objective of the study is to understand the workers
satisfaction level towards the job. The objectives are to analyze the factors
influencing job satisfaction of employees, to study the welfare facilities existing
in the organization and to make suggestions based on the findings.
The main objectives of the study are:
- To study the workers satisfaction towards the job
- To analyze the factors influencing job satisfaction of employees.
- To study the welfare facilities existing in the organization
COLLECTION OF DATA
Primary data was collected from the respondents through interview method.
Secondary data are collected from printed broachers, existing website and from
other records that is maintained within the company.
TOOLS FOR ANALYSIS: For analyzing the data appropriate tools like
percentages and diagrams have been applied.
LIMITATIONS OF THE STUDY
- The period taken for the study is limited days, so time is a major
limitation.
- The result of the study depends upon the information given employees,
which may be biased.
- There was lack of co-operation from some employees.
- Trainees and temporary employees were not subjected to the study.

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CHAPTER II
REVIEW OF LITERATURE







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CHAPTER II
THE CONCEPT OF JOB SATISFACTION

INTRODUCTION
The satisfaction that individuals receive from their employment is largely
depends up on extends to which the job and everything associated is largely
depends up on extends to which the job and everything associated with it meets
their needs and wants. Wants are the conscious desire or conditions that
individuals believe will provide satisfaction.
When allowed to operate freely job satisfaction can contribute substantially
to organizational effectiveness. It can contribute to produce output in the form
of high quality of products or services, as well as to organizational maintained
objectives.

OUTCOMES OF JOBS SATISFACTION
For Society as a whole, as well as from individual employee stand point, job
satisfaction is and of itself is a desirable outcome. However from a pragmatic
managerial and organizational effectiveness perspective, it is important to know
how if at all, satisfaction relates to outcome variable.





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SATISFACTION AND PRODUCTIVITY
The findings of several investigations suggest that job satisfaction is
positively correlated with high production. The result of a study by Katz and
Haiman indicate that workers satisfied with their job, produced more. But recent
research evidence indicates that there is no string linkage between satisfaction
and productivity. Satisfied worker will not necessarily be the highest producers.
The most important of which seems to be rewarded. If people receive reward,
they will be satisfied and this is likely to result in greater performance effort.

FACTORS INFLUENCING JOB SATISFACTION
An individual satisfaction on the job satisfaction on the job related to his
total and therefore, it cannot be explained on the basis of any single factor.
There are number of factors that influence job satisfaction. The major ten
determinants of job satisfaction are;
Income/ Wages
A satisfactory wage is an essential factor and important incentive Living
wage is based on the family budget and cost of living. It taken into account the
social and personal needs of the workers, providing for his food, house and
education of his children, medical aid and other amenities of life. It wages are to
give satisfaction, they must be fair.
Working condition
If the working condition is good the person will find it easier to carry out
their job or they may not be highly satisfied with their job. If the working
conditions are poor, he will find it more difficult to get things done.

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Job security
Security is a defined to include those features of job, situation which
leads to insurance for continued employment, either within the same company
or within same type of work or profession.
Ages
As employees grow older they tend to be more satisfied. There are a
number of reason such as lowered expectations and better adjustments to their
work situations because of their experience with its younger workers on the
other hand to be less satisfied of higher experience with its younger workers on
the other hand to be less satisfied of higher expectations, less adjustments and
other causes.
Education and intelligence
Numerous studies have pointed out that education and intelligence of a
person determines his level of job satisfaction. Too much education and
intelligence that is; more than job requirement may lead to dissatisfaction.
Similarly too little will, wake the job prove too much a challenge and this also
lead to job dissatisfaction.
SOCIAL ASPECTS OF THE JOB
It includes all job aspects in the workers with employees, especially those
employees at the same level within the organization.
- Opportunity for Advancement
This factors include all those job aspects with the individual see potential source
if betterment of economics position, Organizational status or professional
experience.
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- Benefits
This includes all those specific phase of company policy which attempt to
prepare the worker for emergencies, illness, old age etc. company allowances
for holidays leave and vacation are also include with this factor. The welfare
measures like medical and educational facilities for children, transportation
facilities for work[lace, safety measures, job security, canteen facility, housing
facility etc are also the determinants of job satisfaction.
Theories of job satisfaction
The main theoretical approaches to job satisfaction are follows;
- Need Fulfillment Theory
According to this theory a person is satisfied when he gets from job want he
wants. The more he wants or more important it is to him, the more satisfied him
is when he received it. In other words job satisfaction will vary directly with
the extent to
Which those needs of an in individual which can be satisfied are actually
satisfied are actually satisfied. The fulfillment theory suffers from major draw
backs. Satisfaction is a function of not only what a person received but what he
feels should received. The strength of an individuals desire or his level of
inspiration is an important determination of job satisfaction. Thus job
satisfaction is a function of the degree to which the employee needs are fulfilled
in the job satisfaction.
- Equity Theory
Under this theory is believed that a person job satisfaction depends up on
his perceived equity as determined by his input-output balance. In comparison
with the input output balance of others. Every individual compare his rewards
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with those of a reference group. If he feels satisfied job satisfaction is thus a
function of the degree to which job characteristics meet the desire of the
reference group. Equity theory takes in to accounts not only the needs of an
individual but also the opinion of the reference group to which the individual
looks for guidance. Equity theory of job satisfaction.

- Two Factor Theory
Frederick Hertzberg & his colleagues developed the two factor theory.
According to his theory satisfaction & dissatisfaction are interdependent of
each other & exit on a separate continuum. One set of factor known as hygiene
factor (company policy & administration, supervision, pay, working
dissatisfied. Their absence cause dissatisfaction but their presence does not
result in positive satisfaction. The other set of factors know as satisfiers
(Achievement, advancement, recognition, work itself & responsibility) leads to
satisfaction. The other set of factors know as satisfiers (Achievement,
advancement, recognition, work itself & responsibility) leads to satisfaction.
Several studies design to test the two factor theory provides little Support
to his theory. The same factor may serve as a satisfier for one but a dissatisfied
at the same time.





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DISCREPANCY THEORY
According to his theory job satisfaction depends upon what a person
actually receives from his job & what he expect to receives when the rewards
actually received are less than expected to receives when the rewards actually
received are less than expected rewards it cause dissatisfaction.

Figure3.1















Perceived B outcome
received

Outcomes A
One feel he should
receive
A = B Perceived satisfaction
A > B Perceived
dissatisfaction

A < B Perceived over
dissatisfaction
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DISCREPANCY APPROACH TO JOB SATISFACTION
- Equity Discrepancy Theory
This is a combination of equity & discrepancy theories. Lawler has adopted
the different approach of discrepancy theory rather than ratio approach of equity
theory. From equity theory concepts of comparison has been selected to serve as
an intervening variable.


Figure 3.2
Perceived
personal job
input













Perceived inputs&
Outcomes of
different
groups
Perceived outcomes
of different groups

Actual outcomes
received
Perceived
amount
received

Perceived
amount A that
should be
received
A+B
Satisfaction
A>B
Dissatisfaction
A<B Guit
Inequity
discomfort
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Under this theory satisfaction is defined as the difference between the
outcomes that one perceives he actually received and outcomes that one feels he
should received is equal to what he perceives he should there is satisfaction.
This model revels that a person perception or what he should receive is
influenced by input & output of others. If his inputs are similar to those of
referenced group but his outcomes is less he is likely to be dissatisfied. Lawler
suggests that those individuals are likely to be more satisfied who perceive.

Their inputs are low
Their jobs are less demanding
Their reference groups have less favorable inputs- outputs balance
They are receiving a high outcome level
Their refrace groups are receiving less output

- Social Reference Group Theory
Reference group theory defines the way an individual looks at the world.
According to this theory job satisfaction occurs when the job meets, the interest,
desires & requirement person reference groups. In other words, job satisfaction
is faction of the degree to which job meets the approval of the group to which
the individual looks for guidance in evaluating the world & defining & social
reality.

Job Satisfaction has been defined as a pleasurable emotional state
resulting from the appraisal of ones job; an affective reaction to ones job and
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an attitude towards ones job. Weiss (2002) has argued that job satisfaction is an
attitude but points out that researchers should clearly distinguish the objects of
cognitive evaluation which are affect (emotion), beliefs and behavior. This
definition suggests that we form attitudes towards our jobs by taking into
account our feelings, our beliefs and our behaviors. Mood and emotions while
working are the raw materials which cumulate to form the affective element of
job satisfaction. (Weiss and Cropanzano, 1969). Moods tend to be longer lasting
but often weaker states of uncertain origin, while emotions are often more
intense, short-lived and have a clear object or cause
There is some evidence in the literature that state moods are related to overall
job satisfaction. Positive and negative emotions were also found to be
significantly related 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
experience. Emotion regulation and emotion labour are also related to job
satisfaction. Emotion work (or emotion management) refers to various efforts to
manage emotional states and displays. Emotion regulation includes all of the
conscious and unconscious efforts to increase, maintain or decrease one or more
components of an emotion. Although early studies of the consequences of
emotional labor emphasized its harmful effects on workers, studies of workers
in a variety of occupation suggest that the consequences of emotional labor are
not uniformly negative.
It was found that suppression of unpleasant emotions decreases job satisfaction
and the amplification of pleasant emotion increase job satisfaction. The
understanding of how emotion regulation relates to job satisfaction concerns
two models:

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- Emotional dissonance:
Emotional dissonance is a state of discrepancy between public displays of
emotions and an internal experience of emotions that often follows the process
of emotion regulation. Emotional dissonance is associated with high emotional
exhaustion, low organizational commitment, and low job satisfaction.
- Social interaction model:
Not taking the social interaction perspective, workers emotion regulation
begets 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
From which early researchers could develop job satisfaction theories. 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. 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, from the
new conditions, but from the knowledge of being observed. This finding
provided strong evidence that people work for purpose other than pay, which
paved the way for researchers to investigate other in job satisfaction.
Scientific management also had a significant impact on the study of job
satisfaction, Frederick Winslow Taylors 1911 book, principles of Scientific
Management, urged that there was a single best way to perform any given work
task. This book contributed to a change in industrial production philosophies,
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causing a shift from skilled labor and piecework towards the more modern
approach of assembly lines and 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.













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CHAPTER III
COMPANY PROFILE








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CHAPTER III
COMPANY PROFILE
2.1 History of the Company
Plant lipids was incorporated on 15
th
march 1979 as a private company
with a view to carry out business of extraction, purchase, sale, import, export
and the dealing in of extracts out of spices, aromatic plants, tobacco, medicinal
herbs, agricultural products and food items. It is started as accompany for
making steam distilling essential oils mainly from spices and selling the
products within India. In 1989 the solvent extraction was also introduced to
produce both spices and oleoresins. Now at present plan lipids is one of the
countrys leading manufacturers and exporters of spice oil, oleoresins and
natural food colors. The product of the company is mainly exported to USA,
European Union, Far East and Oceania.
The main raw material proceed in the early days was black pepper, hot
chilly etc, within a short span ginger, turmeric and celery seeds was also
processed. The company claims that the increase demand in western countries
gave them the encouragement for processing pepper, ginger and chilly. The
demand for turmeric oleoresin was because out of their wide usage in outside
countries as a major natural food color. In the early 90s nutmeg become a major
raw material with a good demand for both oil and oleoresin. In the mid 90s
there was a great demand for grainier extract as a nutraceuticial for weight
control and slimming. But soon the demands for this com down because it was
found to have great anti-oxidant property. But a big boot in the export happened
in the late 90s when the Indian paprika oleoresin was accepted as natural food
color. Today oleoresin paprika is the biggest items of export.
The hard commenced its work in Kadayiruppu, near Kolenchery as a
medium scale company, in its cycle it has a later on acquired about 30 acres of
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land, well structured building, amenities etc. The company had about 400
permanent employees and about 50 temporary employees working at present.
Now at the present in the company is well established and has got branches at
Hyderabad and Bangalore which is engaged in the same business.
The company has got good status within the local and export market. The
company also claims that to had worked its best top keep their fame and had
never faced any type of strikes or lay off in its life time.

2.2 OBJECTIVES
The main objects to be pursued by the company on its incorporation are:
- To carry on the business of extraction and manufacture, purchase, sales,
import and dealing in of extracts out of tobacco, spices and aromatic
plants, medicinal herbs, agricultural products and synthetic chemicals.
- To carry on the business of purchase, sales, export, import, processing
and conversation of spices, tobacco, aromatic products, agricultural
products and medicinal herbs.
- To manufacture, process can and deal in all kind of food products,
dispersed spices and agricultural products.
Objects, incidental or ancillary to the attainment of the above main objects are :-
- To make use of the spare capacity of the plant. Machinery and factory
premises of the company by undertaking job work relating to the main
objects of the company.
- To establish laboratories and undertaken necessary researches in chemical
organic aldehydes and their derivatives this may directly or indirectly
increase the efficiency of the company.
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- To sell, hire borrow, exploit or in any other manner handle or deal in
technical know how relating to the products manufactured or otherwise
dealt in by the company.
- To take on lease, hire, purchase or otherwise acquire, erect, construct,
work maintain and improve land,factories,building,testhouse,plants,
machineries, work and all other appliances, apparatuses, convenience
required for the purpose of the company.
- procure the registration or recognition of the company in or under the loss
of any place outside of India.
- To purchase or other wise acquire and undertake or any part of the
business, property and liability of any person, firm, society or company
carrying any business in India or else where, of similar nature to the
business of the company, or position of off property suitable for the
purpose of the company.
- Generally to do all such other things ask may appear incidental or
conductive to the attainment of the aforementioned objects or any of
them.
2.3 VISION

- To set higher quality standards for each new products and become a
trendsetter in the industry.
- To make the company brand image synonym with quality.
- To conceptualize the customer need for extracting product realization.
- To apply the latest in science and technology available anywhere in the
world so as to remain a world class supplier.
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- To respect the environment by continuing to contribute to substantial
and sustained effort in pollution control and the there by a role model for
the community.

2.4 MISSION
- To maintain consistency and continual improvement in quality.
- To ensure customer delight over and above customer satisfaction.
- To ensure highest value for money for the customer.
- To provide quality beyond the expectation of the customer.
- To ensure the environmental friendliness in every phase of production.
- To be a socially responsible organization.
2.5 QUALITY POLICY OF THE COMPANY
We are committed to maintain the highest quality standards meeting the
requirements of the customers in national and international markets. Our quality
management system ensured food safety requirements as per the customer,
national and international specifications. We try to create an excellent working
environment



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2.6 CERTIFICATION OF MERIT
The spice board of India has recognized the company for its excellence in
export and the certificate of the spices board has been remitted to the firm.
The certification of Kosher by star k, U.S.A for the products of the
company, which means that the products do not contain any non vegetarian
contents and which is a must for the Jewish community of the world.
The company has awarded certification of merits in making substantial
and sustained effort in pollution by Kerala state Pollution Control Board in
1997-78 and 1999-2000.
MANAGEMENT OF THE COMPANY
The board of directors of plant lipids constitute of six members. The day to day
affairs of the company are looked after by Sir C.J. George (Managing
Director), and Dr. A.G. Mathew, who are been assisted by well qualified and
experience team of professional in technical, marketing, financial,
administrative and other areas.
Plans lipids are a member of FIEO, APEAD, Spices Board and Cochin
chamber of commerce. The company is also been recognized as a Two Stat
level export house by the central govt. of India.
DIFFERENT PHASES OF DEVELOPMENT FROM INCEPTION TO
PRESENT
YEAR 1979:
The company was incorporated in the year. The company was engaged in
the extraction, manufacture, purchase, sale, import, Export and the extracts out
of spice, aromatic plants, tobacco, herbs, agricultural products and food items.
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YEAR 1980-1984:
Companys operation during the year was impressive. The total value of
sale has gone up from 49 lakhs in the year 1983-84. A dividend of 20% was
provided to the equity share holders. The company has been undertaking job
works to utilize its spare capacity. During these the company has achieved
better capacity utilization for the first time in the year 1984 the company was
successful in exporting cocoa beans.
Year 1985-1987:
The turnover was twice the turnover for the previous years. There was a
sizable increase in the turnover of cocoa beans. The company has been achieved
better capacity utilization on the distillation of essential of the distillation of
essential oils.
YEAR 1988-1990:
During the year of 1988 the company had increased the sale of essential
oils by 50 % (approx) in the year of 1989, new shares were allotted by the
company which was fully subscribed and allotted. During the year of 1990, the
company standardized the isolation of certain essential oils, oleoresins and also
the technology for the extraction of cocoa butter, cocoa bits and flats by its won
research efforts. Steps were initiated to minimize energy consumption at every
point of production. The company also successfully installed a waste-cum
firewood based boiler to minimize the consumption of the furnace oil.
YEAR 1991-1993:
The company successfully implemented the commercial production of
essential oils and oleoresins with the state of art technology, which has been
readily accepted with an excellent product mix, helped the cost of energy by
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recycling the waste from production for steam generation. Use of electrical
energy was also minimized where ever possible. Companys export were
Rs233lakh as against Rs 109 lakhs. The dividend of the company was raised to
40% for the equity shareholders.
YEAR 1994-1996:
New products were introduced during the year and the company could
realize better price for the existing products. During the year the company made
a quantum jump in exports. The company its expended its capacities for the
existing products. During the year 1994 the company was able to associate with
a pharmaceutical company in USA and entered into exclusive manufacture of
Gracincia extracts.

YEAR 1997-1999:
The company laid emphasis on products development and quality control.
During the year 1997 the company the acquired sophisticated and R&D
equipment. The company has soured its energy from agro waste produced in the
factory, energy recovery systems like heat enhancers , waste heat driers for
spice have been installed.

YEAR 2000-2002:
The company was awarded certification of merit in June 2000 in making
substantial and sustained effort in pollution control by the Kerala State Pollution
Control Board. The spices Board had also recognized the company and a
Certificate of Honor has been conferred.

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YEAR 2003-2005:
During the Year of 2003 the company has been issued the certificate of
ISO 90001:2000 by jas-Anz, accreditations by the joint accreditation system of
Australia and Zealand and global HACCP keeping in view the standard
achieved by the company. In the year 2005 the Joint Director General of foreign
trade has recognized the company for its excellence in exports and accorded
during the year the status of two star export houses in accordance with provision
of EXIM policy.
YEAR 2006-2007:
The company was committed in enlarging the Foreign Exchange
earnings. Active measures were take to cut down the use of electrical energy by
replacing steam dryers. The company has also started a project on wind mill for
the production of electrical energy.

2.8 FUTURE PLANS
A) New markets and with new opportunities the company is trying expand their
Operations both in manufacturing and sales.
B) Trying to expand the production of specially products such as :
- Pepper extracts.
- 45 different types of black pepper.
- 140 different types of capsicum extracts
C) With more and more companies seeking to reduce costs, the company is
planning
To take up a variety of outsourcing jobs such as;
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- Joint ventures, setting up of complete plant and production lines.
- Spray drying operations.
- Specially extraction.
D) New ventures into species:
- Ground spice with various specifications.
- Heat treated spice to control microbiological parameters.
E) Customs mix:
- With a full range of spice products the company will be able to
offer.
- Spice mixes/recipes as per customers requirements.
2.9 PRODUCT MIX
Spice oils, oleoresins and natural food colors are the products of the
company, oils are the obtained by the steam distillation of the dried and the
powdered spices, oleoresins are obtains by solvent form the micelle obtained.
Spice oils represent the plate aroma and complete taste including pungency as
well as any color present.

2.9.1 Spice products
The essential constituents of spices which provide aroma, flavor,
pungency and color together make up a very a small part, often less than
10%,by weight of the whole. The balance mainly functions as the protective
sheath for these essential constituents.
Spice generally has two flavor attributes, aroma and pungency. Aroma is
represented by the volatile compounds that constitute the essential oil. Thus
essential oils of various spice represents the aroma of the respective raw spice.
Taste giving, notably pungent constituents and coloring principles present in
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the spice are the present in resins, for presenting total quality of aroma,
pungency and color , only answer is to spice oleoresins.
These extracts are free of many of the disadvantages of the host spice
from which they are prepared, particularly being free of contamination or
hygiene risk, consistent quality and strength.
The actual composition of the oleoresins depends on the spice selected
for extraction, its maturity, and post harvest treatment importantly, the solvent
and conditions selected for extractions and distillation technique used.
The consistent high quality of spice oils and oleoresins required by the
user depends very much on the experience, skill and expertise, provided by the
manufacture in the selection of the raw material, its handling, processing and
finally bending of the extracts.
Plant lipids have more than 500 specific products, broadly classified
under the following categories:
1) Spice oils.
2) Spice oleoresins
3) Spice colors
4) Specially extracts
5) Floral concentrates
6) Spices.
1) Spice Oils:
On steam distillation, the spices yield their volatile constituents. The essential
oil obtained from steam distillation is endowed with the major part of the spice
flavor and fragrance properties.
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Depending on the final environment of use for the spice oils, the standards of
quality required will differ and these would demand the manufacturer to tailor
oils to the customers extracts requirements.
Plant lipids have got the following range of spice and other essential oils.

1) Ginger oil
2) Coriander oil
3) Cry leaf oil
4) Mace oil
5) Cassia bark oil
6) Cinnamon bark oil
7) Clove bud oil
8) Parley Seed oil
9) Black pepper oil
10) Cardamom Oil
11) Clover leaf oil
12) Cumin seed oil
13) Curcuma aromatic oil
14) Dill seed oil
15) Lemon grass oil
16) Nutmeg oil
17) Palmrosa oil
18) Turmeric oil



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2) Spice Oleoresins:
Taste giving constituents and coloring principles present in the spices are
non volatile.
The oleoresins, containing all the volatile as well as non volatile constituents
of the spices, most closely represent aroma, taste and color of the fresh spice in
a highly concentrated form.
Since non violate parts cannot be collected by steam distillation, the
oleoresin is produced by extraction of the dry spices with a solvent.
1) Black Pepper
2) Cardamom
3) Celery seed
4) Coriander seed
5) Ginger
6) Lemon Grass
7) Nutmeg
8) Onion
9) Rosemary extracts
10) White pepper
11) Capsicum
12) Cassia park
13 Clove bud
14) Garlic
15) Mace
16) Parsley seed
17) Vanilla extract
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3) Spice Colors:
The subject of the spice product cannot be left without referring to
their natural coloring factors which are isolated from creating spices. Yellow
coloring matter of turmeric and red of chillies is natural colors. These natural
colors for mixture of them have wide application in diary and fat composition,
cosemetics, sauces, curries. Pickles etc.
Some other products are:
1) Oleoresins turmeric
2) Curmerin powder
3) Marigold extract
4) Chlorophyllin
5) Annatto extract
4) Specialty Extracts
Plant lipids manufacture specialty extracts classified under the following
categories:
1) Green Extractives:
2) Coriander leaf oil
3) Curry leaf oleoresins
4) Garlic oil
5) Green chilly oleoresins
6) Onion oleoresins

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Roasted Extractives:
a) Coffee extract
b) Cumin seed oleoresins
c) Fennel seed oleoresins
d) coriander seed oleoresins
e) Green pepper oil
5) Floral concentrates:
A plant lipid is a major supplier of the floral extracts to perfumeries and
fragrance manufactures world wide. Quality control and time tested sourcing
and extraction processes and preservation of the delicate fragrances of very
blossom that they use in the manufacture of floral extracts.
6) Spice:
Plant lipids deals in both whole and ground spices, it manufactures both
whole and ground steam sterilized spices. The main products that they dealt in
are given below:
1) Cassia
2) Black pepper
3) Cinnamon
4) Clove
5) Coriander
6) Cumin
7) Celery seed
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8) Dill seed
9) Fennel seed
10) Fenugreek seed
11) Nut Meg
12) Red chilly
Spices generally have two flavor, aroma and pungency, Aroma is
represented by the volatile compounds that constitute the essential oil. Thus
essential oil of various spices represented the aroma of the respective raw
spices. Taste giving notably pungent constituents and coloring principles
present in the spice are present in resins.
Spice which provide the aroma, flavor, pungency and color together make
up a very small part, often less than 10% weight of the whole materials. Actual
composition of the oleoresins depends on the spice selected for extraction, its
maturity, post harvest treatment and importantly, the solvent and condition
selected for the extraction and the distillation technique used for extraction.








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CHAPTER IV
DATA ANALYSIS AND
INTERPREATION









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CHAPTER IV
DATA ANALYSIS AND INTERPREATION

The chapter deals with the analysis of data that is been collected. The
analysis is done by representing the data in the forms of table and figures.
Further the relationship between the data is established by indicating the data in
the chi-square charts. Each questioner is analyses with tables and figure.

TABLE: 4.1 AGE OF THE RESPONDENTS

Age Frequency percent Valid
percent
Cumulative
percent
Below 20 2 4 4 4
21-30 23 46 46 50.0
31-40 16 32 32 82
41 and above 9 18 18 100.0
Total 50 100.0 100.0 100.0

Chart 4.1




AGE
0
20
40
60
80
100
120
Frequency Percent Valid Percent Cumulative
Percent
Below
21-30
31-40
41 and above
35


Primary data

INFERENCE:
From the response received from the respondents its been seen that
almost 46% of the employees fall under the age group of 21-30 years of age.
This shows that most of the employees are smart young chits who are energetic
in their work. The next highest percentage of 32% falls within the age group 31-
40 years of age, who are mostly experience in the work and has good
knowledge about the work.













36


TABLE: 4.2 SEX RATIO OF RESPONDENTS

sex Frequency percent Valid
percent
Cumulative
percent
male 40 80 80 80
Female 10 20 20 100
Total 50 100 100 100

Chart 4.2


Source: Primary data
INFERENCE:
From the chart it is clear that the firm has got more population of males
up to 80% than female that 20%. The firm concentrates more on employing
males than females. The females are employed in the functional areas of the
work


SEX
0
50
100
150
200
Frequency Percent Valid Percent Cumulative
Percent
Male
Female
Total
37

TABLE: 4.3 THE EDUCATION OF THE RESPONDENTS

Education frequency percent Valid percent Cumulative
percent
HSE 3 6 6 6
Graduate 18 36 36 40
post graduate 26 52 52 92
Others 3 6 6 100
Total 50 100 100 238

Chart: 4.3



Source: Primary data
INFERENCE:

Majority of the respondents prefer post graduation is better than
others. The least percentage is goes to HSE and others.

EDUCATION QUALIFICATION
HSC
GRADUATE
POST GRADUATE
OTHERS
TOTAL
38


TABLE: 4.4 THE EXPERIENCE OF THE RESPONDENTS
Year Frequency percent Valid percent Cumulative
percent
Newly joined 11 22 22 22
2-5 years 17 34 34 56
5-10 years 15 30 30 86
10 years and
above
7 14 14 100
Total 50 100 100 100

Chart 4.4

Source : primary data
INFERENCE:
22% of the respondents were newly joined.14%of the respondents
were having an experience of more than 10 years.30% of the employees are
having 5-10 years of experience.
EXPERIENCE
0
20
40
60
80
100
120
Newly
Joined
2-5 years 5-10 years 10 years and
above
Frequency
Percent
Valid Percent
Cumulative Percent
39


TABLE: 4.5 THE SATISFACTION OF THE RESPONDENTS
Hours Frequency percent Valid
percent
Cumulative
percent
Working hours 21 40 40 42
Motivation 15 30 30 72
Monitory
benefits
6 12 12 84
Responsibilities 8 16 16 84
Total 50 100 100 282

Chart 4.5


Source: Primary data
INFERENCE:
40% of the respondents are satisfied with the working hours. 30% of the
respondents highlighted the motivation level they have gained to work in the
firm.
SATISFACTION
0
10
20
30
40
50
60
70
80
90
Working hours Motivation Monitory benefits Responsibilities
Frequency
Percent
Valid Percent
Cumulative Percent
40


TABLE: 4.6 THE RESPONDENTS OPINION ABOUT THE JOB

Basis Frequency Percent Valid percent Cumulative
percent
Highly
satisfied
19 38 38 38
Satisfied 18 36 36 74
Dissatisfied 10 20 20 94
Highly
dissatisfied
3 6 6 100
Total 50 100 100 306

Chart 4.6

Source: primary data
INFERENCE:
38% Of the respondents were highly satisfied in their job, About 20%
(10+5)of the respondents showed dissatisfaction towards the job.

JOB
0
20
40
60
80
100
120
Highly
satisfied
Satisfied Dissatisfied Highly
Dissatisfied
Frequency
Percent
Valid Percent
Cumulative Percent
41

TABLE 4.7: ACCEPTANCE LEVELS OF SUGGESTIONS BY THE
SUPERVISOR
Basis Frequency percent Valid percent Cumulative
percent
Always 20 40 40 40
Occasionally 19 38 38 78
Rarely 7 14 14 92
Never 4 8 8 100
Total 50 100 100 310

Chart 4.7

Source: Primary data
INFERENCE:
40% of the respondents feel that the management accepts their
suggestions always. 8% of the respondents claim that the management does not
see to accept any suggestions from the employees .
Acceptance Level
Always
Occationaly
Rarely
Never
42

TABLE 4.8 THE OPINION ABOUT THE RELATIONSHIP WITH THE
SUPERVISOR
Opinion Frequency Percent Valid percent Cumulative
percent
Good 22 44 44 44
Average 20 40 40 84
Poor 8 16 16 100
Total 50 100 100 228

Chart: 4.8


Source: Primary data
INFERENCE:

44% of the respondent maintains a very good relationship with the
supervisor. 14% of the respondent has got a poor opinion with regards to the
relationship with the supervisor.
Relationship with the Supervisor
0
20
40
60
80
100
120
Frequency Percent Valid Percent Cumulative
Percent
Good
Average
Poor
43

TABLE 4.9 THE OPINION REGARDING THE SAFETY

Opinion Frequency percent Valid
percent
Cumulative
percent
Very Good 17 34 34 34
Good 13 26 26 60
Satisfactory 16 32 32 62
Poor 4 8 8 10
Total 50 100 100 256

Chart: 4.9


Source: Primary data
INFERNCE:
Most of the respondents are satisfied with the safety measures provided
by the company. Only 8% of the respondent has got an opinion that the safety
measures provided by the company were poor.

SAFETY
0
20
40
60
80
100
120
1 2 3 4
Very Good
Good
Satisfactory
Poor
44

TABLE 4.10 THE OPINION RESPONDING WORKING
ENVIRONMENT
Opinion Frequency Percent Valid
percent
Cumulative
percent
Highly
satisfied
20 40 40 40
Satisfied 26 52 52 92
Dissatisfied 4 8 8 100
Total 50 100 100 232

Chart 4.10

Source: Primary data
INFERENCE:
Majority of the respondent are satisfied with the working environment.
40% of the respondents are highly satisfied and 52% are at the satisfactory level
regarding the working environment within the firm.
0
5
10
15
20
25
30
35
40
1 2 3 4
Working environment
Highly Satisfied
Satisfied
Dissatisfied
45






CHAPTER V
FINDINGS SUGGESTIONS AND
CONCLUSION




46

CHAPTER V
FINDINGS, SUGGESTIONS ,CONCLUSION
The most important benefit of job satisfaction survey was that give
management an indication of general levels of satisfaction in a company.
Survey also indicates specific areas of satisfaction or dissatisfaction. A survey
tells how employees feel about their jobs, what part of their jobs these feelings
are focused on, which departments are particularly affected, and whose feelings
were involved. The survey was a powerful diagnostic instrument for assessing
employee problems.
One of the best uses of job satisfaction surveys was in the evaluation of the
impact of organizational changes on employee attitudes. Finally it was not that
satisfaction surveys benefit only management. They were useful to unions too.
Often, both management and union argue about what the employees, want, but
neither really knows.
The main objectives of the study were.
- To study the workers satisfaction level towards the job
- To analyze the factors influencing job satisfaction of employees.
- To study the welfare facilities existing in the organization
- To make suggestions based on the findings.
Primary data was collected from the respondents through interview
method. Secondary data were collected from printed broachers, existing
website and from other records that is maintained within the company.
47

The first chapter includes introduction, significance of the study, scope of
the study, objectives of the study, collection of data, selection of sample, tools
for analysis, period of study limitations if the study and Chapterisation.
The second chapter contains the company profile. The third chapter contains
the literature review of the topic selected for the study that is employee
satisfaction level. The fourth chapter gives a detailed analysis of the data and
its interpretation. The fifth chapter includes finding of the study that have been
done and its also contain suggestions and recommendation to the management
based on the study made. A detailed conclusion is also been made the end of
this chapter.
Major findings of the study were:
44% of the respondents had good relationship with the supervisors.
18% of the respondents were dissatisfied in recruitment and
selection process.
86% of the respondents were highly satisfied about the package
provided by the firm.
. 40% of the respondents were highly satisfied in their working
environment.
There was significant relationship between safety measures
provided by the company and job satisfaction.
There was significant relationship between job security of
employees and job satisfaction

48

SUGGESTIONS

On the basic of the findings of data that is been collected, the following
suggestions and recommendation are been made to the management so as to
improve the job satisfaction level of the employees, their by improving the
employee productivity, production turnover etc.
The management should give effective training to the employee.
The management should induce carrier development programme to the
employees.
The management should revise the facilities provided with in the rest
room as to gain 100% satisfaction level.
The management should adopt a more reliable selection and recruitment
procedure.









49


CONCLUSION

Job satisfaction may be defined as the level of satisfaction that an employee
gains through performing a particular job. Job satisfaction is useful to improve
production, organizational effectiveness, morals and economic development of
the country. I would like to conclude that, considering all the facts there are few
problems faced by the employees in the organization that case certain level of
job dissatisfaction to employees. It would be better if the organization may
follow certain procedures and provides special benefits to the employees due to
whom they may feel fully satisfied by the working conditions and feel free to
communicates and coordinate with each other. Employee welfare is the back
bone of development of an organization.










50






APPENDIX










51

Appendix- QUESTIONNAIRE
For the partial fulfillment of my B.com programme I have been doing a
study on the topic Employee job satisfaction in plant Lipids Pvt.Ltd*. I humbly
request you to co-operate for filling out this Questionnaire. I promise that the
information provided by you will be used only for my study and the individual
response will not be disclosed to other officials of the company.
1) Name:
2) Age:
Below 20 years 21-30
31- 40 years 41 and above

3) Sex :
Male Female

4) Years of experience in the present job
Newly joined 2-5 Years
5-10 Years 10Years & above
5) How do you feel about your job?
Highly satisfied Satisfied
Dissatisfied Highly dissatisfied



52

6) Do the management consider your personal Problems?
Yes No
If yes,
Frequently Rarely If problems occurs
7) Are you satisfied with the recruitment and selection practices adopted
in the company?

Highly satisfied Satisfied
Dissatisfied highly dissatisfied
8) How does your superior welcome your suggestions?
Always Occasionally
Rarely Never

9) What is your opinion about co-workers co-operation?
Very good Good
Satisfactory Poor

10) How do you feel about your relationship with superior?
Good Average Poor

53

11) What is your opinion about the safety measures provided in the
concern?
Very good Good
Satisfactory Poor

12) How do you feel about the working environment?
Highly satisfied Satisfied
Dissatisfied highly dissatisfied

13) What do you feel about the working hours?
Satisfied Dissatisfied

14) What is your opinion about the rest room provided to you?
Highly satisfied Satisfied
Dissatisfied Highly dissatisfied

15) Which of the following satisfy you more?
Working hours Motivation
Monitory benefits Responsibilities

16) What is your opinion about bonus system?
Good Fair Poor


54

17) Do you feel that the company is providing a fair package?
Yes No

18) Educational Qualification
HSE Graduate
Post graduate Others
19) Annual income :
Below 50,000 Rs 50,000-1,00,000
1,00,0002,00,000 above 2,00,000

20) Marital Status
Married Single

21) Recommend your suggestions for improving job satisfaction?
i) __________________
ii) __________________







55






BIBLIOGRAPHY







56

BIBLIOGRAPHY

Organizational Behavior : Aswathappa.K
Himalaya Publishing
House
VII Edition-1997
Work Motivation and
Job satisfaction Industrial : Das.G
Manu Rastogi Enterprises,
Delhi1994
Essentials of Organizational Behavior : Stephen Robbins
Book on Management : Grey Smith
Managing Behavior in Organization : Jerald Greenberg
Research Methodology : Suresh C Sinha
Motivation and job Satisfaction : K Koteswara rao

Websites:
www.indianspices.com
www.plantlipids.com
www.ufstudies.net