JOB SATISFACTION

When we study the interaction between human needs and organizational

climate several questions arise, such as, what does workers expect from job up the organization?
How does the attitude of workers affect the quality of products? What do they think about the
management? Etc. The answer of all these questions may be that they think favorable if they are
satisfied with the job or they are dissatisfied they think unfavorable. Thus job-satisfaction is the
key to the main problem.
Job satisfaction is derived from the Latin word satis and facers which
means enough and o do respectively.
C.L.Huplin measured the effects of community characteristics of job
satisfaction of female clerical workers. He found that job conditions held constant job
satisfaction.
The success of any organization depends on the effective utilization and
motivation of human resource.
More often Employee attitude, Job satisfaction and Industrial morale
are used synonymously but they are not the same.
A favorable attitude may contribute to job satisfaction because job satisfaction
is the result of so many attitudes. Likewise job satisfaction and morale do not carry the same
meaning, though job satisfaction improves employee morale.

MEANING & DEFINITIONS:

The term job satisfaction refers to an employees general attitude towards
his/her job.
Job satisfaction is the favorableness or unfavorableness which employees
view in their work.
A person is satisfied with his home and community life is also satisfied with
his job.

DEFINITION:
According to KEITH DAVIS Job satisfaction is the favorableness or
unfavorableness which employees view in their work.
According to LOCKE Job satisfaction as a pleasurable or positive
emotional state resulting from the appraisal of ones job experience.
According to ROBERT C.KHAN Job satisfaction does seem to reduce
absence, turnover and perhaps accident rates.

THEORIES OF JOB SATISFACTION

Job satisfaction has been treated as s complex set of variables. There have
been several attempts to explain job satisfaction differently. A briefly resume of some important
theories related to dynamics of job satisfaction will point out that in these discussions it becomes
difficult to consider motivation as separate part from job satisfaction. Although there are both
theoretical and practical differences between the two concepts, but it must be noted that the two
are closely related and Werment Toren and Kappell (1970) pointed out the analysis of the
procedures used in studies of job satisfaction.
2

There are three types of theories.

1. Hertzbergs motivation hygiene theory.
2. Need fulfillment theory.
3. Social reference group theory.

1. HERTZBERGS MOTIVATION - HYGIENE THEORY:

This theory was proposed by Herzberg & his assistants in 1969. On the basis
of his study of 200 engineers and accountants of the Pittsburgh area in the USA, he established
that there are two separate sets of conditions (and not one) which are responsible for the
motivation & dissatisfaction of workers. When one set of conditions (called 'motivator') is
present in the organization, workers feel motivated but its absence does not dissatisfy them.
Similarly, when another set of conditions (called hygiene factors) is absent in the organization,
the workers feel dissatisfied but its presence does not motivate them. The two sets are
unidirectional, that is, their effect can be seen in one direction only.

According to Hertzberg following factors acts as motivators:

Achievement,
Recognition,
Advancement,
Work itself,
Possibility of growth,&
Responsibility.

Hygiene factors are:

Company policy & administration,
Technical supervision,
Inter-personal relations with supervisors, peers & Subordinates,
Salary.
Job security,
Personal life,
Working Conditions, &
Status
3

Herzberg used semi-structured interviews (the method is called critical

incident method). In this technique subjects were asked to describe those events on the job which
had made them extremely satisfied or dissatisfied. Herzberg found that events which led people
to extreme satisfaction were generally characterized by 'motivators' & those which led people to
extreme dissatisfaction were generally characterized by a totally different set of factors which
were called 'hygiene factors.
Hygiene factors are those factors which remove pain from the environment.
Hence, they are also known as job - environment or job - context factors. Motivators are factors
which result in psychological growth. They are mostly job - centered. Hence they are also known
as job content factors.
The theory postulated that motivators and hygiene factors are independent &
absence of one does not mean presence of the other. In pleasant situations motivators appear
more frequently than hygiene factors while their predominance is reversed in unpleasant
situations.

2.Need Fulfillment Theory :

Under the need-fulfillment theory, it is believed that a person is satisfied if he
gets what he wants & the more he wants something or the more important it is to him, the more
satisfied he is when he gets it & the more dissatisfied he is when he does not get it. Needs may
be need for personal achievement, social achievement & for influence.

a) Need for personal achievement:

Desires for personal career development, improvement in one's own life
standards, better education & prospects for children & desire for improving one's own work
performance.
4

b) Need for social achievement:

A drive for some kind of collective success is relation to some standards of
excellence. It is indexed in terms of desires to increase overall productivity, increased national
prosperity, better life community & safety for everyone.

c) Need for influence:

A desire to influence other people & surroundings environment. In the works
situation, it means to have power status & being important as reflected in initiative taking and
participation in decision making.
In summary, this theory tell us that job satisfaction is a function of, or is positively related to the
degree to which one's personal & social needs are fulfilled in the job situation.

3. Social References - Group Theory:

It takes into account the point of view & opinions of the group to whom the
individual looks for the guidance. Such groups are defined as the 'reference-group' for the
individual in that they define the way in which he should look at the world and evaluate various
phenomena in the environment (including him). It would be predicted, according to this theory
that if a job meets the interest, desires and requirements of a person's reference group, he will
like it & if it does not, he will not like it.
A good example of this theory has been given by C.L. Hulin. He measures the
effects of community characteristics on job satisfaction of female clerical workers employed in
300 different catalogue order offices. He found that with job conditions held constant job
satisfaction was less among persons living in a well-to-do neighborhood than among those
whose neighborhood was poor. Hulin thus provides strong evidence that such frames of reference
for evaluation may be provided by one's social groups and general social environment.
To sum up, we can say, Job satisfaction is a function of or is positively related to the degree to
which the characteristics of the job meet with approved & the desires of the group to which the

Individual looks for guidance in evaluating the world & defining social reality.

Relationship among motivation, attitude and job satisfaction:

Motivation implies the willingness to work or produce. A person may be
talented and equipped with all kinds of abilities & skills but may have no will to work.
Satisfaction, on the other hand, implies a positive emotional state which may be totally unrelated
to productivity. Similarly in the literature the terms job attitude and job satisfaction are used
interchangeably. However a closer analysis may reveal that perhaps, they measure two different
anchor points. Attitudes are predispositions that make the individual behave in a characteristic
way across the situations.

They are precursors to behaviour & determine its intensity and direction. Job
satisfaction, on the other hand is an end state of feeling which may influence subsequent
behaviour. In this respect, job attitude and job satisfaction may have something in common. But
if we freeze behaviour, attitude would initiate it which job satisfaction would result from it.

Relationship between Morale & Job Satisfaction:

According to Seashore (1959), morale is a condition which exists in a context

where people are :
a) Motivated towards high productivity.
b) Want to remain with organization.
c) Act effectively in crisis.
d) Accept necessary changes without resentment or resistance.
e) Actually promote the interest of the organization and satisfied with their job.

According to this description of morale, job satisfaction is an important

dimension of morale itself. Morale is a general attitude of the worker and relates to group while
6

job satisfaction is an individual feeling which could be caused by a variety of factors including
group. This point has been summarized by Sinha (1974) when he suggests that industrial morale
is a collective phenomenon and job satisfaction is a distributed one. In other words, job
satisfaction refers to a general attitude towards work by an individual works. On the other hand,
morale is group phenomenon which emerges as a result of adherence to group goals and
confidence in the desirability of these goals.

Relationship between job satisfaction and work behaviour:

Generally, the level of job satisfaction seems to have some relation with
various aspects of work behaviour like absenteeism, adjustments, accidents, productivity and
union recognition. Although several studies have shown varying degrees of relationship between
them and job satisfaction, it is not quite clear whether these relationships are correlative or
casual. In other words, whether work behaviour make him more positively inclined to his job and
there would be a lesser probability of getting to an unexpected, incorrect or uncontrolled event in
which either his action or the reaction of an object or person may result in personal injury.

Job satisfaction and productivity:

Experiments have shown that there is very little positive relationship between
the job satisfaction & job performance of an individual. This is because the two are caused by
quite different factors. Job satisfaction is closely affected by the amount of rewards that an
individual derives from his job, while his level of performance is closely affected by the basis for
attainment of rewards. An individual is satisfied with his job to the extent that his job provides
him with what he desires, and he performs effectively in his job to the extent that effective
performance leads to the attainment of what he desires. This means that instead of maximizing
satisfaction generally an organization should be more concerned about maximizing the positive
relationship between performance and reward. It should be ensured that the poor performers do
not get more rewards than the good performers. Thus, when a better performer gets more rewards
he will naturally feel more satisfied.
7

Job satisfaction and Absenteeism:

One can find a consistent negative relationship between satisfaction and
absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes
sense that dissatisfied Sales Persons are more likely to miss work, other factors have an impact
on the relationship and reduce the correlation coefficient. E.g. Organizations that provide liberal
sick leave benefits are encouraging all their Sales Persons, including those who are highly
satisfied, to take days off. So, outside factors can act to reduce the correlation.

Job satisfaction and Turnover:

Satisfaction is also negatively related to turnover, but the correlation is
stronger than what we found for absenteeism. Yet, again, other factors such as labour market
conditions, expectations about alternative job opportunities, and length of tenure with the
organization are important constraints on the actual decision to leave one's current job. Evidence
indicates that an important moderator of the satisfaction-turnover relationship is the Sales
Person's level of performance. Specifically, level of satisfaction is less important in predicting
turnover for superior performers because the organization typically makes considerable efforts to
keep these people. Just the opposite tends to apply to poor performers. Few attempts are made by
the organization to retain them. So one could expect, therefore, that job satisfaction is more
important in influencing poor performers to stay than superior performers.

Job Satisfaction and Adjustment:

If the Sales Person is facing problems in general adjustment, it is likely to

affect his work life. Although it is difficult to define adjustment, most psychologists and
organizational behaviorists have been able to narrow it down to what they call neuroticism and
anxiety. Generally deviation from socially expected behaviour has come to be identified as
neurotic behaviour. Though it may be easy to identify symptoms of neuroticism, it is very
8

difficult to know what causes. Family tensions, job tensions, social isolation, emotional stress,
fear, anxiety or any such sources could be a source of neuroticism. Anxiety, on the other hand,
has a little clearer base. It is generally seen as a mental state of vague fear and apprehension
which influences the mode of thinking. Anxiety usually shows itself in such mental state as
depression, impulsiveness, excessive worry and nervousness. While everyone aspires for a
perfect state of peace and tranquility, the fact is that some anxiety is almost necessary for an
individual to be effective because it provides the necessary push for efforts to achieve excellence.
Adjustment problems usually show themselves in the level of job satisfaction.
For long, both theorists and practitioners have been concerned with Sales Persons' adjustment
and have provided vocational guidance and training to them to minimize its impact on work
behaviour. Most literature, in this area, generally suggests a positive relationship between
adjustment and job satisfaction. People with lower level of anxiety and low neuroticism have
been found to be more satisfied with their jobs
.

Determinants of Job Satisfaction:

According to Abrahan A.Korman, there are two types of variables which
determine the job satisfaction of an individual.
They are:
1. Organizational variables and
2. Personal variables.

1. Organizational variables:
9

a) Occupational Level:
The higher the level of the job, the greater is the satisfaction of the individual.
This is because higher level jobs carry greater prestige and self control.

b) Job Content:
Greater the variation in job content and the less repetitiveness with which the
tasks must be performed, the greater is the satisfaction of the individual involved.

c) Considerate Leadership:
People like to be treated with consideration. Hence considerate leadership results
in higher job satisfaction than inconsiderate leadership.

d) Pay and Promotional Opportunities:

All other things being equal these two variables are positively related to job
satisfaction.

e) Interaction in the work group:

Here the question is: When is interaction in the work group a source of job
satisfaction and when it is not? Interaction is most satisfying when (a) It results in the cognition
that other person's attitudes are similar to one's own. Since this permits the ready calculability of
the others behaviour and constitutes a validation of one's self; (b) It results in being accepted by
others; and (c) It facilitates the achievements of goals.

2. Personal Variables:
For some people, it appears most jobs will be dissatisfying irrespective of the
organizational condition involved, whereas for others, most jobs will be satisfying. Personal
variables like age, educational level, sex, etc. are responsible for this difference.

(a)Age:
10

Most of the evidence on the relation between age and job satisfaction, holding
such factors as occupational level constant, seems to indicate that there is generally a positive
relationship between the two variables up to the pre-retirement years and then there is a sharp
decrease in satisfaction. An individual aspires for better and more prestigious jobs in later years
of his life. Finding his channels for advancement blocked his satisfaction declines.

(b) Educational Level:

With occupational level held constant there is a negative relationship between the
educational level and job satisfaction. The higher the education, the higher the reference group
which the individual looks to for guidance to evaluate his job rewards.

(c) Role Perfection:

Different individuals hold different perceptions about their role, i.e. the kind of
activities and behaviours they should engage in to perform their job successfully. Job satisfaction
is determined by this factor also. The more accurate the role perception of an individual, the
greater his satisfaction.

(d)Sex:
There is as yet no consistent evidence as to whether women are more satisfied with
their jobs than men, holding such factors as job and occupational level constant. One might
predict this to be the case, considering the generally low occupational aspiration of women.
Some other determines of job satisfaction are as follows:
(i) General working conditions.
(ii) Grievance handling procedure.
(iii) Fair evaluation of work done.
(iv) Job security.
(v) Company prestige.
(vi) Working hours etc.

NEED FOR THE STUDY

11

Job satisfaction is a result of employees perception of how well their job

provides those things that are viewed as important. It has been recognized in the organizational
behavioral field. Job satisfaction is the important and frequently studied attitude.
In the present situation all he industrial organizations say that whether the
employees are satisfying with their skills and performances are not. So, this study is expected to
step in this direction i.e. Job satisfaction.
Job satisfaction implies the provision of various services, a congenial work
atmosphere etc. It also refers to a condition of well being. It also speaks of measures which
promote the physical, psychological and general well beings of the working employees.
Almost all organizations are adopting satisfaction measures but varying in
degrees. The present study was made on the employees of EUREKA FORBES. It is one such
organization, which is taking due care of its employees, and it can be easily inferred that it is
adopting certain measures for the employees satisfaction and quality of their work.

SCOPE OF THE SUDY

The present study is a micro level, confined to the study of job satisfaction
and attempted from various dimensions. It also makes a modest attempt to examine the
contribution made to employees productivity and moral.
The study is carried out on technical and non- technical employees regarding
their satisfaction of job in the organization. The sample of the study is confined to small percent
of total employees based on simple random sampling covering all departments to find out the
levels of job satisfaction.

OBJECIVES OF THE STUDY

The main objective of the study is to analyze and examine level of job
12

satisfaction in the EUREKA FORBESand to know the problems faced by the employees. The
specific objectives as follows:

To highlight the level of satisfaction among the employees relating to the

nature of the job and other factors.

To find out the impact of work life on job satisfaction.

To evaluate the existing jobs and increase the efficiency of he employees.

To observe the difficulties of employees regarding their job.

Finally to offer the suitable suggestions for improving the job satisfaction
measures.

LIMITATIONS
However maximum efforts have been put to avoid any limitation but the
present study may suffer from the following limitations.
The limitations regarding each and every aspect of the organization is
necessary to make a complex and exact report. Due to shortage of time the information regarding
each and every aspect could not be gathered.
Moreover some of the employees have not shown interest in filling the
questionnaire and some did partially.
There is every possibility of deviations in the answering pattern from what he
respondents really feel.

REASERCH MEHODOLOGY

1. DATA COLLECTION:
13

The data for present study is collected from two sources. They are
I)

Primary Data.

II)

Secondary Data.

II.PRIMARY DATA:
Following three methods have been adopted in collection of the primary data.
1) Questionnaire
2) Observation &

3) Interviews.

II. SECONDARY DATA:

Secondary data is obtained from journals, reports, government publications,
publication of research organization etc.
The data collected from various sources has been scrutinized, edited and
presented in the form of the tables and diagrams; using certain mathematical techniques has done
the analysis of data.

SAMPLE SIZE:
Sample size taken for the study 50 and the sampling technique used is simple
random sampling.

14

Indian Water Purifier industry

Globally more than one billion people lack access to safe drinking water nearly all of them in the
developing countries, including India. Nearly a third of the worlds population worldwide live in
water-stressed areas. This figure is expected to rise to two-third of the population by 2025. In
India, over one lakh people die of water borne diseases annually. It is reported that groundwater
in one-third of Indias 600 districts is not fit for drinking as the concentration of fluoride, iron,
salinity and arsenic exceeds the tolerance levels. With increasing number of people becoming
conscious of the risks of drinking contaminated water, the demand for water purifiers is rising
rapidly. In the past few years, Indian water purifier industry has witnessed an exponential growth
of more than 22% CAGR.
According to TechSci Research, the water purifier industry sales grew dramatically during FY10
15

as compared to previous fiscals due to improving demand and expanding production capacity. In
2011, the organised water purifier market stood at INR1,500 Crore. Given the increasing
awareness, and largely untapped market potential, the sector is expected to grow at a CAGR of
more than 20 percent till 2016. RO water purifier is the largest segment accounting for 42
percent of the market in 2011, while offline water purifiers contributed for about 20 percent of
the market. However, by 2016, offline water purifier segment is expected to grow at a very rapid
pace and increase its share to about 38 percent of the total market and is a key focus area for
water purifier manufacturers, due to the large target customer base it offers, is expected to
continue its rapid growth.
TechSci Research conducted a survey across 10 major cities in India with 500 users of water
purifier to understand the market size, growth drivers, issues and buying behaviour patterns, etc.
The cities covered in survey were, Delhi, Mumbai, Kolkata, Chennai, Bangalore, Hyderabad,
Ahmedabad, Chandigarh, Pune and Bhopal. The Indian market has tremendous potential which
is more evident from the fact that global majors such as Philips and Hindustan Lever have
stepped in and are looking to increase their share of the market. The three principal players today
are Eureka Forbes, KENT RO and HUL. In the years to come, we are likely to see others
entering the fray. India Water Purifier Market Forecast & Opportunities 2011-2016 discusses
the following opportunities in the Indian water purifier industry:

Market Size & Growth Segment Wise

Water Purifier Industry Production by Segment

Industry Sales

Drivers & Challenges

Consumer Survey Analysis

On-going Market Trends

Competitive Landscape

India Water Purifier Market Forecast & Opportunities 2011-2016 gives a detailed and unbiased
unprejudiced overview on the Water Purifier market in India. This report help readers to identify
the on-going trends in the industry and expected anticipated growth in the coming years or
16

future, as a consequence of depending upon changing industry dynamics in the coming years.
The report will help industry consultants, water purifier companies and other stakeholders to
align their market-centric strategies according to on-going and expected future trends in future.

LUCKNOW: Concerned over the mushrooming of local water purifier manufacturers peddling
sub standard products the large established players have taken on an initiative to set
manufacturing standards for the industry.
Under the banner of the Water Quality Association (WQA), India chapter the big water purifier
manufacturers hope to educate the masses about sub standard products thronging the market and
persuade industry players to follow minimum standards for pure and healthy drinking water to
customers.

CEO Direct Sales, Eureka Forbes, Marzin R Shroff who is also the head of WQA, India, said that
manufacturers peddling cheap products are playing with the health of the people as many tend to
use punctured membrane rejected by Chinese manufacturers.
"The number of local manufacturers I shuge and most often than not they use cheap imported
parts which are mostly rejects and do not conform to safety standards. These products fail to
provide safe drinking water while most local manufacturers shut shop after a couple of years and
then relaunch under a different name" said Shroff.
WQA which has among its members all large established players has now started putting
together a minimum standard of manufacturing to be followed by the Rs 1,700 crore water
purifier industry.
"By the middle of next year we hope to finalise the minimum standards and make it a benchmark
for the industry. We will also encourage manufacturers to get their products certified so that the
consumer is assured of a quality product. Also we will be undertaking mass awareness
campaigns to educate people about inferior products" said Shroff.
17

He said that Eureka Forbes which is a market leader in the water purifier segment with 52 per
cent of the market share is all set to enter some new segments to expand the portfolio of products
it already has. Besides water purifiers, vacuum cleaners, the company is also in the home
security, solar lights segments. It is geared up to launch a new product segment in October and
enter other categories over the next few months.
As part of the companies social initiative Eureka Forbes has also started " Aquaguard Water
Shops" for rural areas, where in a small water purifier plant is set up in a village by NGO's which
supply pure water to villagers at 1520 paise per litre.
"An average village household can fulfill its daily need of pure water for about Rs 10 a day
making it a viable option for villagers" said Shroff. The initiative has already covered about 140
villages and some villages in UP are also beneficiaries.

18

Water purifier market may grow 229% by 2017

BHUBANESWAR: The water purifier market in India is expected to grow 229 per cent, up from
Rs.18.64 billion in 2012 to Rs 61 billion in 2017, market research firm Market Pulse said on
Thursday.

The firm carried out an extensive survey among 10,000 households in 62 towns to glean
consumer behaviour over the last few years to arrive at its conclusion.
"Nearly 67 per cent of the Indian households do not treat drinking water and those who treat
were found to be relying largely on age-old boiling method. This situation has given rise to the
water purifier market," Market Pulse chief executive officer Ejaz Hoda said.
The industry offers three types of water purification technology - reverse osmosis (RO),
ultraviolet (UV) and offline or storage water purifiers.
The RO purifier market is likely to grow to more than three million units valued at almost Rs 41
billion in 2017 from the existing 786,000 units valued at almost Rs 10 billion, he said.
In the category of RO water purifiers, Kent and Eureka Forbes are the largest players; they have
a combined market share of more than 70 per cent.
Pureit water purifiers from Hindustan Unilever and TATA Chemicals' Swach are the main players
in the offline category.
Aquasure and AquaGuard from Eureka Forbes continue to dominate the ultraviolet water purifier
category.

19

India Water Purifier Market Forecast & Opportunities,

2018
FEATURED COMPANIES

Essel Nasaka

Eureka Forbes Limited

Godrej Industries Ltd.

Hi Tech RO Systems

HUL

Ion Exchange India Ltd.

During the past decade, the Indian population has witnessed considerable improvement in
accessing drinking water. However, the poor quality of the water supplied by the civic authorities
still remains a challenge. Diarrhoea, a disease resulting from consumption of contaminated water
accounts for 13% of overall deaths in children younger than 5 years of age. Poor water quality
and complications associated with it are contributing to the increasing demand for water purifiers
in Indian market. Water purifier in India is no longer a consumer electronic good limited to
affluent households as it is available at low prices and has started to penetrate in lower income
and rural households.
20

According to India Water Purifier Market Forecast & Opportunities, 2018 the four edition of it
water purifier report, the Indian market has shown tremendous growth during the last few years.
The water purifier market revenues in India are expected to grow at the CAGR of 24% till 2018.
High metal content in water sources in areas such as West Bengal, Bihar, Rajasthan and Orissa,
Tamil Nadu, Andhra Pradesh are contributing to the water purifier demand in Tier II and Tier III
cities. Till recently, rural Indian markets were not exposed to water purifiers as a result of
economic factors and poor sales and distribution networks in these areas. However, companies
with innovative products are now targeting this segment and the rural Indian markets now
indicates high growth potential, particularly for offline water purifiers.
India Water Purifier Market Forecast & Opportunities, 2018 report elaborates following
particulars:
- India Water Purifier Market Size, Share and Forecast
- RO, UV and Filter based Water Purifier Market Size & Forecast
- Policy & Regulatory Landscape
- Pricing Analysis & Sales Channel Analysis
- Changing Market Trends & Emerging Opportunities
- Competitive Landscape & Strategic Recommendations
Why You Should Buy This Report
- To gain an in-depth understanding of water purifiers market in India
- To identify the on-going trends and anticipated growth in the coming years
- To help industry consultants, water purifier manufacturers and stakeholder to align their
market-centric strategies
- To obtain research based business decision and add weight to presentations and marketing
materials
- To gain competitive knowledge of leading players
- To avail 10% customization in the report without any extra charges and get the research data or
21

trends added in the report as per the buyers specific needs

Report Methodology
The information contained in this report is based upon both primary and secondary sources.
Primary research included interviews with water purifier manufacturers, distributors and industry
personnel. Secondary research included an exhaustive search of relevant publications like paid
databases and company annual reports. SHOW LESS

HISTORY OF EUREKA FORBES:

Eureka Forbes, born out of a joint venture between the Shapoorji Pallonji Groups
Forbes & Company Ltd. based in Mumbai, and Electrolux of Sweden in the year 1982 is now a
250US$million. Consumer durable company. Eureka Forbes which started as a small firm to
introduce domestic water purifier the Aquaguard, is now a multi-product, multi-channel
organization and is Asias largest direct sales company by Brand equity.
Eureka Forbe's direct selling strategy has been considered very successful in India. They are now
Asia's largest direct selling organisation with a 7,500 strong direct sales force touching 1.25
million Indian homes and adding 1,500 customers daily

Eureka Forbes Ltd.(Customer Care) in Mumbai:

The brand sells many electronic appliances. Eureka Forbes is an Indian brand,
selling domestic home appliances. The company is a joint venture business of the Shapoorji
Pallonji Groups Forbes & Company Ltd. and Electrolux. It was started in the year 1982. The
company started its business by selling only water purifiers named Aquaguard. The huge demand
22

for its product led it to add more products into its interest. At present, it offers a number of home
products. It is highly trusted for its consumer durable products.
The company offers various products which are used for different purpose.
Therefore, it has developed customer care department. The customer care department has a
number of executives who are trained to help and guide customers to use their products and
services. A helpline number is provided to the customers which is operational for 24 hours. The
centres are located at various places including Mumbai. The customer care executives also help
individuals to buy the products. The company has well developed branches. It has a fleet of
mobile service vans which help to deliver products from place to place. It has more than 1,500
service centres. One can call on Eureka Forbes Customer Care (Mumbai) number to know more
details about the products. The customer care executives help with the required information.

PROFILE OF EUREKA FORBES :

Industry
Home Appliances
Founded
1982
Headquarters Mumbai, Maharashtra, India
Suresh Goklaney (Vice-Chairman &
Key people
MD)[1]
Water Purifiers, Vacuum Cleaners, Air
Products
Purifiers, Security Systems
Employees
10000
Parent
Forbes & Company Ltd.[2]
Website
Official Website
About Eureka Forbes, Mumbai:
The company is head-quartered in Mumbai. It has an employee base of more than
10,000 individuals. The company is best known for its direct selling strategy. It ranks amongst
Asia's largest direct selling organizations. It has about 8,000 direct sales employees. They reach
about 1.25 million homes in India with their genuine products.

23

The company offers water purifiers, vacuum cleaners, fire extinguisher, automation solutions, air
purifiers and security systems. Eureka Forbes sells products to around 1,500 new customers
everyday. The products are stylish, durable and easy to use. Aquaguard is the flagship water
purification brand of the company. It provides pure and safe drinking water. It is the leading
brand among all the categories of products. The purifier is used by 40 million people.
The company has branches in more than 550 cities across India. At present, the company has
more than 1500 service centers. It has a wide consumer channel. It includes about 15,000 dealers
across 1,800 cities. The company has a team of highly qualified technicians. It has more than
5,800 trained technicians. It has over 1,100 service centers. The company provides technical help
to more than 25,000 customers through these service centers.
The customer has always been at the centre of our business and we are constantly
expanding our ways of reaching out to them to understand their needs and aspirations. Passion
for delivering with excellence has always motivated us to come up with high quality products to
ensure satisfaction and the wellbeing of the families.
In a similar endeavor, we introduced direct selling in India and pioneered the water
and air purification systems, vacuum cleaners and security systems. We have since added
channels to enhance our reach and respond effectively to the needs of our customers.
Our Consumer Channel was established to effectively respond to the expectations of
customers looking for the means to safer and healthier living. It offers them a range of water
purification and home cleaning products through a network that has rapidly spread to encompass
over 15,000 dealers across over 1,800 cities and towns across India.
Valuing the special bond it shares with customers, our team puts in extra efforts to
maintain and deliver products of unmatched quality. Strict adherence to quality control policies
ensures that its products meet the customer expectations in every way. Crafted carefully to meet
the needs and suit the lifestyle of modern-day customer base, these home products are extremely
convenient to use. Eureka Forbes products for home feature the latest technology that simplifies
tasks, enhance efficiency levels and save time.
24

The comprehensive range of products offered by Eureka Forbes are a perfect blend of personal
touch with professional craftsmanship making them stand out.
We, at Eureka Forbes, always put our customers first. That is why we do everything to ensure
that the product you buy meets all your needs. Should you have any unresolved service request,
do get in touch with us right away. We will try our best to help you out.

Products and Services:

Eureka Forbes offers products for both, household and institutional purposes. Its core
products are consumer durable products (which include water purifiers, security systems, air
purifiers and vacuum cleaners) and ancillary services.
Home Products:
Water Purifiers
Eureka Forbes offers water purifiers which help in removing bacteria, algae, viruses, fungi,
suspended particles etc. from water and make if fit for drinking. It is quite better than the
traditional water purification like filtration and sedimentation. The purifiers are equipped with Eboiling +, UV+, RO+ UF+ and SMP+ technologies which help in purification of water.

25

Eureka Forbes Aqua-guard

Security Systems

Air Purifiers
Eureka Forbes air purifier heducts are beneficial to allergic and asthmatic patients and can be
used in home and commercial establishments like
Vacuum Cleaners
Eureka Forbes vacuum cleaners are available under two categories: Euro-clean and Forbes.
Vacuum cleaners can also be classified as "only dry" OR "wet and dry". These vacuum cleaners
are air pumps which suck up dust and dirt in a dirt bag by creating partial vacuum.
Institutional Products
Industrial Water Purifiers
26

Eureka Forbes offers customized total water treatment solutions for both commercial as well as
industrial purpose. These could be either membrane-based, reverse osmosis or UV-based
purifiers.
Cleaning Equipment
Eureka Forbes industrial cleaning equipment include commercial vacuum cleaner, hard floor
cleaner, scrubbers and maintenance equipment and high-pressure cleaners.
Services
Forbes facility services and Forbes Pro Railway Solutions are two of the services offered under
the ambit of Industrial services. It leverages its technical expertise and offers professional
mechanized housekeeping and other services to industrial customers. Forbes also offers
mechanized cleaning services to Indian Railways and is ISO 9000, 14000 and 18000 certified.

Forbes Pro Railway Service

Customer Confidence Centre:
As the majority of the sale happens by direct selling to customer by the sales person
(trained health specialist of Eureka Forbes) there have been some unfortunate incidents where
people disguised as Eureka Forbes salesperson indulged in unethical or fraudulent activities.
Eureka Forbes launched its Customer Confidence Service which enabled the customer to verify
the salesperson by his unique ID and password.
World class solutions for every institution:

27

An Institutional services offered by Eureka Forbes is one prime example of it. Conceived to
address intensive organizational requirements, this unique initiative targets to serve esteemed and
established industrial players.
Eureka Forbes delivers customized solutions to multiple institutions operating in different
industrial spaces. Driven by cutting-edge technology, institutional services offered by Eureka
Forbes include professionally mechanized housekeeping, water treatment solutions, mechanized
cleaning services that have become integral for the smooth functioning of various client
organizations. Extremely economical from business point of view, the services rendered by
Eureka Forbes are truly world-class. Not just that, these robust institutional services can be
conveniently implemented in the operational chain.
Log a Service Request:

Step 1
For quick servicing of your product, call our 24 hours customer care helpline on 3988 3333.
We will contact you within 24-72 hours.
Escalate your request:
Step 2
If not satisfied with solution you received, email our Customer Care Executive Ms. Anu Kotian.
We will contact you within 24-48 hours.

Step 3
Escalate your request to our Head of Customer Care, Ms. Vinath Hegde .
28

We will contact you within 24-36 hours.

Step 4
If still your Service Request remains unresolved, you may directly contact the Ombudsman for a
solution at +91 22 3044 9768 (on every second and fourth Thursday between 2:30 PM - 4:30
PM)
Corporate Social Responsibility:
Euro-Able
Eureka Forbes in association with National Society for Equal Opportunities for the Handicapped
(NASEOH) launched Euro-Able, India's first state-of-the-art call centre manned by people with
special needs.
1. Whether the employees feel that their job suits to their educational qualification.

S.No

Response

No.Of

Percentage

Yes

Respondents
46

92

No

Total

50

100

29

Interpretation:
92% of employees said that their job suited to their educational qualification. Only 8% of
employees said that their job not suited to their educational qualification.

2. View of employees regarding their job.

Sl.No

Response

No.Of Respondents

Percentage

1
2
3

Challenging
Responsible
Motivating

2
38
2

4
76
4

4
5

Secured
Total

8
50

16
100

30

Interpretation:
Above data states that 76% of employees feel that their job is more responsible, 16% of
employees feel that their job is more secured, 4% of employees feel that their job is motivating
and 4% of employees feel that their job is more challenging.
3. Whether the employees have faced any stress in their job.

Sl.No

Response

No.Of

Percentage

Yes

Respondents
32

64

No

18

36

Total

50

100

31

Interpretation:
From the above data analysis it is clear that 64% of employees are not feeling stress and 36% of
employees are feeling stress.

4. Do the employees paid with a performance linked salary.

Sl.No

Response

No.Of

Percentage

Yes

Respondents
15

30

No

35

70

Total

50

100

32

Interpretation:
The data states that 70 % of employees are not paid with performance linked salary and 30% of
employees are paid with performance linked salary.

5. Satisfaction with pay package.

Sl.No

Response

No.Of

Percentage

Highly satisfied

Respondents
0

2
3
4

Satisfied
Dissatisfied
Highly dissatisfied

42
8
0

84
16
0

Total

50

100

33

Interpretation:
Above data states that 84% of employees are satisfied with their pay package and 16% of
employees are dissatisfied with their pay package.
6. Satisfaction with the present position in the organization.

Sl.No

Response

No.Of

Percentage

Highly satisfied

Respondents
0

Satisfied

39

78

3
4

Dissatisfied
Highly dissatisfied

11
0

22
0

Total

50

100

34

Interpretation:
Above data represents that 78% of employees are satisfied with their present position in the
organization and 22% of employees are dissatisfied with their present position in the
organization
7. The organization provides flexible working hours.

Sl.No

Response

No.Of

Percentage

Yes

Respondents
41

82

No

18

Total

50

100

35

Interpretation:
The data states that 82 % of employees are comfortable with working hours provided by the
organization and 18% of employees are uncomfortable with working hours provided by the
organization.
8. Satisfaction with overall job security.
Sl.No

Response

No.Of

Percentage

Highly satisfied

Respondents
4

2
3
4

Satisfied
Dissatisfied
Highly dissatisfied

46
0
0

92
0
0

Total

50

100

36

Interpretation:
The above data represents that 8% of employees are highly satisfied with their overall job
security, 92% of employees are satisfied with their overall job security and no one is dissatisfied
with their overall job security.
9. Level of satisfaction regarding superior subordinate relationship.

Sl.No

Response

No.Of

Percentage

Highly satisfied

Respondents
0

2
3

Satisfied
Dissatisfied

45
5

90
10

Highly dissatisfied

Total

50

100

37

Interpretation:
The above data reveals that 90% of employees are satisfied with their superior subordinate
relationship, 10% of employees are satisfied with their superior subordinate relationship, and
no one is dissatisfied & highly dissatisfied with their superior subordinate relationship
10. Level of satisfaction regarding the work environment.

Sl.No

Response

No.Of

Percentage

Highly satisfied

Respondents
0

2
3

Satisfied
Dissatisfied

35
10

70
20

Highly dissatisfied

10

Total

50

100

38

Interpretation:
The above data denotes that 70% of employees are satisfied with their working environment,
20% of employees are dissatisfied with their working environment, and 10% employees are
highly dissatisfied with their working environment.
11. Satisfaction with team spirit in the work environment.
Sl.No

Response

No.Of

Percentage

Highly satisfied

Respondents
10

20

Satisfied

40

80

3
4

Dissatisfied
Highly dissatisfied

0
0

0
0

Total

50

100

39

Interpretation:
The above data denotes that 20% of employees are highly satisfied with their team spirit in
working environment, 80% of employees are satisfied with their team spirit in working
environment, and no one is dissatisfied &highly dissatisfied with their team spirit in working
environment.
12. Benefits that the organization is extending is sufficient.

Sl.No

Response

No.Of

Percentage

Fully sufficient

Respondents
0

Sufficient

42

84

3
4

Insufficient
Total

8
50

16
100

40

Interpretation:
The above data represents that 84% of employees are feeling sufficiency with their benefits &
incentives, and 16% of employees are feeling insufficiency with their benefits & incentives.
13. The employees are recognized as individuals.

Sl.No

Response

No.Of

Percentage

Yes

Respondents
26

52

No

24

48

Total

50

100

41

Interpretation:
84% of employees said that they are recognized as individuals, and 16% of employees said that
they are not recognized as individuals.
14. Whether the organization clearly communicates its goals and strategies.

Sl.No

Response

No.Of

Percentage

Yes

Respondents
46

92

No

Total

50

100

42

Interpretation:
92% of employees said that they had clear communication about the organizational goals and
strategies, and 8% of employees said that they did not have clear communication about the
organizational goals and strategies.
15. Opportunity to use new technology.

Sl.No

Response

No.Of

Percentage

Yes

Respondents
22

44

No

28

56

Total

50

100

43

Interpretation:
44% of employees said that they have the opportunity to use new technology, and 56% of
employees said that they had no opportunity to use new technology.
16. Ranks of the attributes of job satisfaction.
Rank

Response

No.Of

In

No.Of

In

No.Of

In

No.Of

In

Work environment

Resp.
5

%
10

Resp.
10

%
20

Resp.
25

%
50

Resp.
10

%
20

Job security

40

80

10

3
4

Salary
3
Superior-subordinate 2

6
4

25
12

50
24

5
15

10
30

17
21

34
42

relationship
Total

100

50

100

50

100

50

100

Sl.No

50

ii

Interpretation:

44

iii

iv

10% of employees had given first rank, 20% of employees had given second rank, 50% of
employees had given third rank, and 20% of employees had given fourth rank to work
environment. 80% of employees had given first rank, 6% of employees had given second rank,
10% of employees had given third rank, and 4% of employees had given fourth rank to job
security. 6% of employees had given first rank, 50% of employees had given second rank, 10%
of employees had given third rank, and 34% of employees had given fourth rank to salary. 4% of
employees had given first rank, 24% of employees had given second rank, 30% of employees
had given third rank, and 42% of employees had given fourth rank to Superior-subordinate
relationship.
Thus from the above table, it can be concluded that 80% of employees had given most important
to job security. Salary variable stands second in the ranking of attributes with 50%. Work
environment has been given third rank with 50% and the last rank has been given to superiorsubordinate relationship with 42%.
This can be interpreted that job security is the main criteria for the employees working in Diesel
loco shed. Salary, working environment have been rated second and third criteria for job
satisfaction. Superior-subordinate relationship has been given least importance by the most of
employees.

CONCLUSIONS
This study reveals the job satisfaction among the employees in EUREKA FORBES
high.The satisfaction regarding the working environment, performance linked salary, pay
package, present position in the organization, flexibility of working hours, and superior
subordinate relationship is high. They are satisfied with the organization culture.
Most of the employees are facing stress when they are performing the job.
The employees are satisfied team-spirit in working environment,
The employees are taking their jobs as responsible and some employees are viewing their jobs as
secured. The employees are proud to be the part of their organization, which takes care of their
working life.
45

The relationship between employees and management and the managerial communication in
decision making also satisfied the employees of EUREKA FORBES.
Training facilities are provided to the employees.

SUGGESTIONS & RECOMMANDATIONS

The employees of the Eureka forbes are well educated. So, the management has to utilize their
educational abilities to do the work effectively & efficiently.
The employees are facing stress. So in order to free from the stress, the management has to
provide relief programs,
The employees are slightly dissatisfied with their package. So, the management has to revise its
pay scales..
The employees are satisfied with their present job security. So, the management has to utilize the
skills of the employees optimally,
The employees need recognition from the management. So, the management has to give
recognition to its employees based on their performance to encourage the employees.
46

QUESTIONNAIRE
47

QUESTIONNAIRE
Date:-

Name of the employee:-.

Designation:-
Service:-
Age:-.
Experience:- .
1. Whether the employees feel that their job suits to their educational qualification
48

[a]Yes

[b] No

2. View of employees regarding their job.

[a ] Secured

[b] Motivating

[c] Challenging

[d] Responsible

3. Whether the employees have faced any stress in their job.

[a]Yes

[b] No

4. Do the employees paid with a performance linked salary.

[a]Yes

[b] No

5. Satisfaction with pay package.

[a]Highly dissatisfied
[c]Satisfied

[b ]Dissatisfied

[d] Highly satisfied

6. Satisfaction with the present position in the organization.

[a]Highly dissatisfied
[c]Satisfied

[b ]Dissatisfied

[d] Highly satisfied

7. The organization provides flexible working hours.

[a]Yes

[b] No

8. Satisfaction with overall job security.

49

[a]Highly dissatisfied
[c]Satisfied

[b ]Dissatisfied

[d] Highly satisfied

9. Level of satisfaction regarding superior subordinate relationship.

[a]Highly dissatisfied
[c]Satisfied

[b ]Dissatisfied

[d] Highly satisfied

10. Level of satisfaction regarding the work environment.

[a]Highly dissatisfied
[c]Satisfied

[b ]Dissatisfied

[d] Highly satisfied

11. Satisfaction with team spirit in the work environment.

[a]Highly dissatisfied
[c]Satisfied

[b ]Dissatisfied

[d] Highly satisfied

12. Benefits that the organization is extending is sufficient.

[a]Insufficient

[b] Sufficient

[c]Fully sufficient

13. The employees are recognized as individuals.

[a]Yes

[b] No

14. Whether the organization clearly communicates its goals and strategies.
50

[a]Yes

[b] No

15. Opportunity to use new technology.

[a]Yes

[b] No

16. Ranks of the attributes of job satisfaction.

[a]Superior-subordinate relationship
[c]Job security

[b]Salary

[d] Work environment

51

BIBILOGRAPHY

52

BIBILOGRAPHY
BOOKS:

Human Resource Management

LM Prasad CB mammoria and Gankar

Essentials of HRM and Industrial relation

P.Subba rao

Human Resource and personnel management

Aswathappa (2001) Tata McGraw Hills Publishing.co.ltd

Human Resource Development

T.V.Rao (2006)Oxford and IBH Publishing co.pvt.ltd

WEBSITES:www.google.com
www.citeHR.com
www.business dictionary .com

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