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A STUDY ON EMPLOYEE JOB SATISFACTION OF ARANTHANGI CHEMICAL

PRODUCTS Ltd, ARANTHANGI


PROJECT REPORT
Submitted by
SARANRAJ.M
Register No: 711512631033
of
KALAIGNAR KARUNANIDHI INSTITUTE OF TECHNOLOGY
In partial fulfilment of the requirement
For the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
of
ANNA UNIVERSITY, CHENNAI
JULY, 2013
Under the supervision and guidance of
Mr.R.KARTHIKEYAN
Assistant professor
DEPARTMENT OF MANAGEMENT STUDIES
Kalaignar karunanidhi Institute of Technology, Coimbatore

KALAIGNAR KARUNANIDHI INSTITUTE OF TECHNOLOGY


COIMBATORE 641402.
DEPARTMENT OF MANAGEMENT STUDIES
PROJECT WORK
JUNE 2013
This is to certify that the project entitled
A STUDY ON EMPLOYEE JOB SATISFACTION OF ARANTHANGI CHEMICAL
PRODUCTS Ltd, ARANTHANGI
Is the bonafide record of project work done by
SARANRAJ.M
Register No: 711512631033
of
MASTER OF BUSINESS ADMINISTRATION during the year
2012 - 2014
___________

_______________________

Project Guide

Head of the Department

Submitted for the Project Viva-Voce examination held on _________

----------------------------Internal Examiner

DECLARATION

I affirm that the project work titled A Study On EMPLOYEE JOB SATISFACTION OF
ARANTHANGI CHEMICAL PRODUCTS Ltd, ARANTHANGI being submitted in
partial fulfilment for the award of Master Of Business Administration is the original work
carried out by me. It has not formed the part of any other project work submitted for award of
any degree or diploma, either in this or any other University.

SARANRAJ.M
Reg.No.711512631034
I certify that the declaration made above by the candidate is true

Signature of the Guide,

ACKNOWLEDGEMENT
The success of any project is the co-operative effort of the people around an
individual. For all efforts, project, I am highly intended to the following personalities without
whom this project would ever be completed.
I wish to express my sincere thanks and deep sense of gratitude to the,
Dr.P.ANBALAGAN, Director, Dr. N.Mohandas Gandhi, Principal, Kalaignar Karunanidhi
Institute of Technology, Coimbatore for providing the necessary facilities to carry out this
project work successfully.
I would like to extend my gratitude and sincere thanks to Ms.P.KAVITHA, Head of
the Department, Department of Management Studies who has been very supportive and
encouraging for my project work.
At the Outset, I deem it a pleasure in expressing my deep sense of gratitude and
sincere thanks to my guide Mr.R.KARTHIKEYAN, Assistant Professor, Department of
Management Studies who has extended a remarkable support and precious guidance in
helping me for completing the project and shared lot of his knowledge.
I wish to express my sincere thanks to ARANTHANGI CHEMICAL PRODUCTS
Ltd, for allowing me to do this project in their reputed concern.
I am also thankful to all the faculty members, Department of Management Studies for
their support and co-operation during the course of my project work. I would also like to
thank my parents, friends and well wishers who encouraged me to complete this project
successfully.

Place: Coimbatore
Date:

SARANRAJ.M

TABLE OF CONTENT

CHAPTER

DESCRIPTION

PAGE
NUMBER

CHAPTER 1

1.1 INTRODUCTION

1.2 NEED OF THE TRAINING


1.3 SCOPE OF THE TRAINING
1.4 OBJECTIVE OF THE TRAINING

CHAPTER 2

2.1 INDUSTRY PROFILE

2.2 COMPANY PROFILE


2.3 ORGANISATION CHART

CHAPTER 3

3.1 PURCHASE DEPARTMENT

3.2 PRODUCTION DEPARTMENT


3.3 FINANCE DEPARTMENT
3.4 HR DEPARTMENT
3.5 MARKETING DEPARTMENT
CHAPTER 4

4.1 PRODUCT APPLICATION

21

CHAPTER 5

5.1 ANALYSIS & INTERPRATATION

28

LIST OF CHARTS

CHAPTER
S
1.

TITLE
Table showing Gender of the Respondents

PAGE
NO
28

2.

Table showing Age of the Respondents

29

3.

Table showing how many years working this organization

30

4.

Table showing the working environment of the organization

31

5.

Table showing medical benefits provided by the organization for the


employees & their families

32

6.

Table showing working hours of the organization

33

7.

Table showing conveyance allowance offered by the organization

34

8.

Table showing Overtime allowance offered by the organization

35

9.

Table showing leave policy of the organization

36

10.

Table showing canteen services provided by the organization

37

11.

Table showing companies take care of the employees working in night


shift

38

12.

Table showing companies take safety measures for the employees


safety

39

13.

Table showing salary and incentive issue of you organization

40

14.

Table showing organization recognize and acknowledge your work

41

ABSTRACT OF THE STUDY

The purpose of this quantitative study is to discover the impact of innovation on


customers loyalty and satisfaction. Furthermore it is a brief review of some relevant
approaches which have been used for the measurement of customer satisfaction. It also
describes the number of factors which may consider facilitating customers in Pakistan. The
aims and objectives of this research are to determine the impact of innovation on customer
satisfaction, customer loyalty, new features of product, customer retention, the factors
affecting the innovation, and comparison of existing old and new product in terms of
innovation. This quantitative research was conducted through the responses collected by
Pakistani buyers with the help of close ended questionnaire developed on Likert and
dichotomous scale.

LITERATURE REVIEW

Voss et al, 2004; Vilares & Coehlo, 2003; Van der Weile et al, 2002 It
is not just a corporate offering, but a competitive weapon (Rosen et al, 2003) which
is essential to corporate profitability and survival (Newman & Cowling, 1996).
However, service quality, particularly within the Services sector, remains a complex
concept and there is little consensus as to the drivers for effective delivery (Voss et al,
2004; Johnston, 1995).
The service profit chain, first proposed by Heskett et al (1994), provides one of the
most powerful and widely supported perspectives on this issue. Within the service
profit chain, service quality is driven, primarily, by employee satisfaction, which, in
turn is influenced by HR practices. The overall chain sees service quality driving
customer satisfaction, which creates customer loyalty leading to growth and profit.
The original propositions were based on research in 20 large service organisations and
subsequent research has broadly supported the proposed linkages (Loveman, 1998;
Rucci et al, 1998; Brooks, 2000; Anderson & Mittal, 2000).
The specific relationship between employee satisfaction, service quality and customer
satisfaction has been the subject of a number of empirical studies. The relationship is
often described as the satisfaction mirror reinforcing the idea that business success
results from employee satisfaction being reflected in terms of customer satisfaction
(Schlesinger & Heskett, 1991; Norman & Ramirez, 1993; Liedtka et al, 1997). Whilst
Silvestro and Cross (2000) cast some doubts on the strength of the relationship, the
balance of evidence suggests that employee satisfaction is a key driver of service
quality. Voss et al (20041), for example, find that employee satisfaction directly
affects both service quality and customer satisfaction, whilst Vilares and Coehlo
(2003) are so convinced about the fit that they recommend changes to one of the
existing customer satisfaction indexes (ECSI) to recognise the cause and effect
relationship between employee behaviour and customer satisfaction.

The SERVQUAL literature, on the other hand, takes a rather different perspective on
service quality. Parasuranam, Zeithmal & Berry (1985), the originators of
SERVQUAL, argue that much of the confusion surrounding the service quality

concept has its legacy in the dominance of traditional manufacturing definitions of


quality which are not appropriate in the service context. Services are different to
goods in three critical dimensions:
Services are intangible; as such they are more akin to performances rather than
objects
- Services are heterogeneous; delivery can vary from provider to provider and
customer to customer
- Production and consumption of Services are inseparable. Services are not
manufactured remotely and then delivered intact to the customer.
As a result of these differences, service quality is more difficult for the customer to
evaluate than goods quality. Evaluations are not based solely on the outcome of the
service, the technical quality, they also involve the process of service delivery or
functional quality (Gronroos, 1984)
These distinctions enabled Parasuranam, Zeithmal & Berry (1985) to develop an
instrument for measuring Service quality, SERVQUAL, which has subsequently
dominated both academic and practitioner perspectives (Buttle, 1996; Robinson,
1999). SERVQUAL measures perceptions of service quality across five dimensions:
tangibles; reliability; responsiveness; assurance and empathy. A 22 item scale assesses
the gap between customers' expectations of the service and their perception of the
actual service received. Positive scores show better than expected service; negative
scores suggest poor service. An overall service quality score can be calculated based
on average performance across the five dimensions, although later versions include
weightings to reflect the relative importance which customers may attach to each
dimension.

SERVQUAL has been subject to a number of criticisms including the


theoretical base of the disconfirmation model (Cronin and Taylor, 1992), the
dimensionality (Babakus and Boller, 1992), the purpose (Cronin and Taylor, 1992),

CHAPTER I

CHAPTER 1
1.1 INTRODUCTION:
Internship is a system of on-the-job training for white-collar jobs, similar to an
apprenticeship. Interns are usually college or university students, but they can also be
high school students or post graduate adults seeking skills for a new career; they may also
be as young as middle school students in some areas. Student internships provide
opportunities for students to gain experience in their field, determine if they have an
interest in a particular career, create a network of contacts, or gain school credit.
Internships provide employers with cheap or free labour for (typically) low-level tasks.
Some interns find permanent, paid employment with the companies in which they
interned. Their value to the company may be increased by the fact that they need little to
no training.
An internship may be either paid, unpaid or partially paid (in the form of a stipend). Paid
internships are most common in the medical, architecture, science, engineering, law,
business (especially accounting and marketing), technology and advertising fields.
Internships in non-profit organizations such as charities and think tanks are often unpaid,
volunteer positions. Internships may be part-time or full-time; typically, they are part-time
during the university year and full-time in the summer.
1.2 NEED OF THE TRAINING:
As we (student) may not know the environment of the companies, in a view of
making them to undergo a real-time experience.
To make us (student) know the issues and problems which may occur in the company and
how to solve it.
To practically see the role and functions of the managers in the organization.

Identify the deficiencies


Determine whether employees lack KSAs
Benchmark for evaluation of training
Makes sure training is provided to the right people Increases the motivation of training
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1.3 SCOPE OF THE TRAINING


Training Scope gives you the opportunity to manage your Standards and Procedures, and
your staff training and certification in real time.
01StandardsandProcedures.
Standards and Procedures (SNPs) are created for every important task. Some will
even be created at the corporate level, while others will be established at the branch
level. These are maintained in the central SNP repository, where they can be
recalled at any time.
02-PositionTrainingProfiles.
A Position Training Profile (PTP) is developed at the branch level for every position
and this is entered into the system. SNPs are simply recalled from the central SNP
repository and added to the PTP with one click. This fast tracks the generation of
PTPs when creating new PTP's or perhaps preparing for the opening of new
operations where the same or similar positions will be required.
03-RatingStaffPerformance.
The PTP contains a reference line for each and every SNP that the staff member
needs to know. So the staff member and their mentors can quickly see exactly what
they are required to be able to do. Their mentor can rate the staff members
performance to the required SNPs, and easily update their PTP with the status of
their training effort.
04-Certification.
Training Scope tracks and records the required training and certification, and
monitors that staff member's training progress.
05-Reporting.
The central data repository enables a range of reports that identify the status of
training not only in the business as a whole, but also at each department within the
business and within defined regional areas.
06-MultilayeredSystem.
Training Scope is multilayered. The system cand be configured to allow for up to 8
levels within any organisation including Head Office, Regional Office, Property,
Department etc...
2
07-Accessability
Training Scope is delivered via the internet and can be ported into a company

intranet, web portal, or can simply be accessed directly via SNPNet. All participants
are issued with a username and password which is assigned their authorised access
rights, so participants can only access the content and level that they have authority
to access.
08-Security
The central repository resides in a Secure Sockets Layer (SSL) and can only be
accessed with an appropriate username and password. The security is bank strength.
1.4 OBJECTIVE OF THE TRAINING
A program targeted at interns in financial institutions to educate them in
Financial markets and products.
The program will take participants from an introduction to financial
markets and derivatives to an overview of Microsoft Excel and financial
Modelling.
By familiarizing participants with the basics of financial products this
Program will arm them with the starting knowledge necessary to
Commence their roles at their organizations.
As this program is open to interns across financial i institutions, it will allow
various firms to pool their r analysts into a single training program to
Maximise cost effectiveness.
In incorporating interns from various financial institutions, the program will
Give participants the opportunity to meet with their counterparts at other
Organizations and develop a network at an early stage in their careers.
The program will assign each participant with a pass or fail grade at the
End that will be reported to their relevant managers.

CHAPTER II
CHAPTER II
2.1 INDUSTRY PROFILE:
The calcium carbonate and dolomite sector is mainly composed of small and medium-sized
enterprises, but also includes some of the world's leading international companies. Unlike
other mining sectors, the industry and its markets are largely self-sufficient and the minerals
are extracted from deposits found across Europe. The European calcium carbonate and
dolomite producers Members of CCA-Europe operate more than 170 sites throughout
Europe, offering direct employment to some 6500 people. They process an annual volume of
some 23 million tones of minerals, providing downstream industries, such as the paper, paint
and plastics industries, with essential raw materials.
ARANTHAANGI CHEMCIAL PRODUCTS LIMITED (formerly known as Aranthangi
Chemicals Private Limited) was established in the year 1983. We are one of the pioneers and
leading manufacturers of quality Precipitated and Activated Calcium Carbonate from

imported limestone. We have committed to manufacture and supply a unique product to


satisfy all types of customers throughout the breadth and length of our country and abroad.
The company is popularly known as ACPL. With the well organized team under the guidance
of our Managing Director and Executive Director at the apex level, assisted by the dedicated
team of our experienced employees and support of our valued customers, we have been
achieving our objectives and goal. To suit the needs of our various types customers, our
products are manufactured in different grades. The specialty of our unit and product is that it
is the one and only unit in South India manufacturing Precipitated and Activated Calcium
Carbonate. Over the past 25 years, our company has been maintaining a steady growth in
production, sales volume, and clientele and dealer network. Thanks to the overwhelming
response and customers support we have gradually enhanced the annual production capacity
of Our Precipitated Calcium Carbonate and Activated Calcium Carbonate to the present level
of 20000 M.T & 8000 M.T., respectively .Our Company is located in Aranthangi in
Pudukkottai District in Tamil Nadu. Regarding infrastructure, the total area of land of our
company is 10.2 acres with a built up area of about 1, 00,000 sq.ft. There are separate
buildings for our administrative office, plant, and stores, go down, laboratory etc., our
laboratory is well equipped with modern equipments / apparatus and latest technology is
adopted for testing the material. The company has an organized team of directors under the
leadership of the Managing Director Mr.V.K.Veerappan.
2.2 COMPANY PROFILE:
Year of Establishment

: 1983

Constitution

: Limited Company

Managing Director

: Mr.V.K.VEERAPPAN

Executive Director

: Mr. V. KAILASAM, M.B.A

Director

: Mr.M.Syed Mohamed B.Sc

Director

: Mr.S.Ganesa Pandian

Total Area

: 3,95,280 Square Feet

Constructed Area

: 1,05,000 Square Feet

Installed Capacity

: 25,000 TPA

Utilized Capacity

: 24,000 TPA

Working Hours / Day

: 24 Hours (In 3 Shifts)

Employment Exposure

: Direct 300 Indirect 200

5
Vision:
Will Be Leading Specialty Chemical Company Whose Quality, Innovation, and
Service Exceeds the Expectation of Our Customers.
We Will Demonstrate Uncompromising Ethics, an Appreciation for Our
Employees, and Respect for the Environment and Concern for Our Community While
Providing a Fair Return to Our Owners.

Mission:
As a Manufacturing Company, chemical product is determined for stable profitable growth
through continuous improvement in manufacturing and progressive capital investment to
produce the best products for its.

As Marketing Company, is particularly conscious of the fact that its ultimate customers are.
We believe in responsibility to our customers by supporting a high standard of ethical
marketing conduct
Value for our customers, Prosperity and Opportunity for our employees, Fair Profit for our
owners, Societal Enrichment for the community in which we live and work.
Innovation focused on our customers needs will ensure a vigorous and productive future.
Our leadership and technologies will make it happen.

2.3ORGANISATIONCHART:

MECHANICAL

CHAPTER III
CHAPTER III
3.2 PRODUCTION DEPARTMENT
MANUFACTURING PROCESS OF PRECIPITATED CALCIUM CARBONATE
Limestone is burnt in kiln by using Producer gas from the Producer Gas Unit.
PRODUCER GAS UNITS:
Here we have produce Carbon Monoxide by burning wood Charcoal with moist air
through blower.
REACTION AT PRODUCER GAS UNIT:
5C

(Carbon)

H2 O

2 O2
(Air)

4CO

2H2 + CO2

(Carbon
Monoxide)

Here we get rich Carbon Monoxide and traces of Hydrogen and Carbondi-oxide as
impurities. The produced, Carbon Monoxide (Producer Gas) gas is used as fuel to burn the
Limestone in the Kiln, at a temp of 900o C to 1000 o C.
KILN:
Limestone is charged at top of the Kiln, by using electrically operated trolley. Limestone is
burnt hereby using Producer Gas from the P.G. unit at a temp of 900 o C to 1000o C. Burnt
Lime (Calcium Oxide) is drawn from the bottom of the Kiln.

REACTION AT KILN:
CaCo3

900o C to 1000o C

Ca O

(Calcium Carbonate)

(Calcium Oxide)

Co2
(Carbon di-Oxide)

By burning Limestone in the Kiln we get burnt lime (Calcium Oxide) and Carbon-di-oxide,
8
SLAKER TANK:
Required quantity of the above burnt lime is hydrated with water in the slacker tank
fitted with agitator, get Calcium Hydroxide slurry.
REACTION AT SLAKER:
CaCo3

(Calcium Carbonate)

H2O

Ca (OH) 2

(Water)

(Calcium Hydroxide)

Then the Calcium Hydroxide slurry is filtered through a vibrating screen, where grits and
unburned particles are removed. The above filtered Calcium Hydroxide is collected in a tank
and pumped into the Carbonator in lots. Here the Calcium Hydroxide slurry is reacts with
Carbon-di-oxide gas comes from the Kiln to get Precipitated Calcium Carbonate; the
completion of the reaction is checked my indicator paper after the completion of the reaction
the slurry is filtered through a vibrating screen to remove grits.
REACTION AT CARBONATOR:
Ca (OH)2

(Calcium Hydroxide Slurry)

CO2

CaCo3

(Carbon-di-oxide)

+ H2O
(Calcium Carbonate)

The filtered Calcium Carbonate slurry is collected in settling tank.


Here the slurry is washed with water to remove settling impurities. Then the slurry is
transferred to Film Drier feeding tank from where it is continuously fed to Film Drier. From
the Drier we get the final Product, the Precipitated Calcium Carbonate and packed in 50 Kg
HDPE bags.

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3.3 FINANCE DEPARTMENT
INTRODUCTION:
In finance, the financial system is the system that allows the
transfer of money between savers and borrowers. It comprises a set of complex and closely
interconnected financial institutions, markets, instruments, services, practices, and
transactions.
Financial systems are crucial to the allocation of resources in a
modern economy. They channel household savings to the corporate sector and allocate
investment funds among firms; they allow inter temporal smoothing of consumption by
households and expenditures by firms; and they enable households and firms to share risks.
These functions are common to the financial systems of most developed economies. Yet the
form of these financial systems varies widely.

STRUCTURE:
FINANCE MANAGER

CASHIER

ACCOUNTANT

DOCUMENTATION
INCHARGE
FUNCTIONS OF

FINANCE DEPARTMENT
The following are the important functions of finance
department.
(a) FINANCIAL CONTROLS AND MONITORING:
Financial controls and monitoring methods have a dual role in
supporting internal needs and external requirements. There are ve key aspects to nancial
controls and monitoring. These include:
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(b) ACCOUNTING RECORDS (ACCOUNT RECEIVEABLE AND PAYABLE):
Establish a process that records every nancial transaction by
maintaining paper les, an electronic database, and copying all records in a virtual library.
Your organization needs to be able to demonstrate what funds were received and how funds
were spent. Accounting records should be consistent. Choose a method and regular schedule
for tracking income and expenses that works for your organization. This is important in case
the organization is audited or if a funder requests information for a specic item or
transaction. A system should also be developed to track donations from individuals to keep
donors updated of the organizations progress or to solicit annual and repeat contributions.
A separate accounting system should be developed for funding from foundations with the
original proposal and budget, dates of receipt of funds, notes on allowable expenditures, and
reporting requirements so that you can respond to funders requests for nancial records or in
case of audits.
(c) FINANCIAL PLANNING:

Financial planning converts your organizations objectives


into a budget. The budget serves as a critical planning guide for your staff and governing
board. It is a public record for funders of how you intend to spend the funds received.
Financial planning allows you to review your organization, examining successes and
challenges in the past. Planning also enables you to make projections and set targets,
informing strategies for future success.
(d) FINANCIAL MONITORING AND REPORTING:
Drawing from the information in the accounting records,
your organization can create internal reports that help monitor progress by comparing budgets
to actual expenses. Frequent reviews and monitoring allows the governing board and staff to
measure your organizations progress and helps inform decision-making about the
organizations or a projects future. Internal reports, sometimes called management reports
allow you to be forward thinking as you assess the nancial status of the organization and
what will be needed to realize your goals. Accounting records are also the source for creating
external nancial reports that demonstrate to funders and other stakeholders how funds have
been spent. Funders may require nancial reports at the completion of the project or
periodically during the projects implementation.
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(e) GOVERING BOARD:
A governing board, whether comprised by a board of directors
or leadership from the community, serves as stewards of an organizations resources.
Governing boards should participate in approving budgets, nancial monitoring and reviews,
and agree upon and ensure that internal controls are implemented. The board treasurer who
has skills in accounting should be the lead person in working with the staff in ensuring
nancial accountability.
(f) INTERNAL CONTROLS:
Controls are organizational practices that help safeguard your
assets and ensure that money is being handled properly. Controls help detect errors in

accounting, prevent fraud or theft, and help support the people responsible for handling your
organizations nance.
NEED AND IMPORTANCE OF FINANCE:
The importance and needs of finance department are described as follows
1. ensure that there are adequate funds available to acquire the resources needed
to help the organisation achieve its objectives;
2. ensure costs are controlled;
3. ensure adequate cash flow;
4. Establish and control profitability levels.
One of the major roles of the finance department is to identify appropriate
financial information prior to communicating this information to managers and decisionmakers, in order that they may make informed judgements and decisions.
Finance also prepares financial documents and final accounts for managers to
use and for reporting purposes (AGM etc). Finance is said to be the life blood of an
organization. Finance helps in the smooth running of an organization for example a business
needs Finance to commence operation below are some reasons why finance is of great
importance:
1.

as said before finance is important to start operation

2.

business needs to acquire machines and equipment thus there is a great need for
finance
12

3.

since the market is becoming more and more competitive huge budget should be
allocated for effective marketing

4.

all businesses have to pay for electricity bills , bank charges, petrol, water supply etc
these are called day to day expenses thus finance is important for the smooth running
of the organization

5.

Finance is also needed for expansion, to invest in new technology.

INVESTMENTS:
Investment is the commitment of money or capital to purchase
financial instruments or other assets in order to gain profitable returns in the form

of interest, income, or appreciation of the value of the instrument. Own investment is


followed in the cassia organization.
3.4 HR DEPARTMENT
Human resources is a term used to describe the individuals who
comprise the workforce of an organization, although it is also applied in labour economics to,
for example, business sectors or even whole nations. Human resources is also the name of the
function within an organization charged with the overall responsibility for implementing
strategies and policies relating to the management of individuals.

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STRUCTURE:
HR MANAGER

HR ASSISTANT

SUPERVISOR

PERFORMANCE APPRAISER

KEY FUNCTIONS:
Human Resources may set strategies and develop policies,
standards, systems, and processes that implement these strategies in a whole range of areas.
The following are typical of a wide range of organizations:

Recruitment, selection, and on boarding (resourcing)

Organizational design and development

Business transformation and change management

Performance, conduct and behaviour management

Industrial and employee relations

Human resources (workforce) analysis and workforce personnel data management

Compensation, rewards, and benefits management

Training and development (learning management)


Implementation of such policies, processes or standards may be

directly managed by the HR function itself, or the function may indirectly supervise the
implementation of such activities by managers, other business functions or via third-party
external partner organizations.
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RECRUITMENT:

The employees are selected through direct interview. According


to their experience and qualification, the candidates should be placed for suitable job. Their
salary should be fixed according to their knowledge and performance in particular job.
OFFICE TIME:
The company working time should differ from labours and
staffs .For workers time should be carried out through shift basis.

EMPLOYEES

TIME

STAFFS

9: 30 A.M TO 7: 30 P.M

WORKERS

6:00 A.M TO 2: 00 P.M (FOR 1 SHIFT)


2: 00 P.M TO 10: 00 P.M (FOR 2 SHIFTS)
10: 00 P.M TO 6:00 A. M (FOR 3 SHIFTS)

TEA BREAK

: 10 MINUTES

LUNCH BREAK: 1 HOUR

TRAINING AND DEVELOPMENT


TRAINING:
Training is not something that is given only once to new
employees. All employees-new and old-learn and receive training throughout their stay in the
organization. This is so because in the process of directing employees efforts and
administering rewards and punishments to them, the manager continually shapes their
behaviour everyday-whether consciously or unconsciously.
15
MEANING:

Training is the act of increasing the knowledge and skill of an


employee for doing a particular job. It is concerned with imparting specific skills for
particular purposes. Training is also different from development. Being always work
oriented, training carries the narrow implication of imparting to an individual some specific
skills only.
ADVANTAGES OF A TRAINING PROGRAMME:
A systematic training programme offers the following
advantages to a company:

It helps in improving the quality and quantity of a workers output.

It develops in the worker effective work habits and methods of work, thereby
reducing the accident rate and the need for close supervision.

If facilitates promotion of workers to higher jobs and increases their market value
and earning power.

PERFORMANCE APPRAISALS:
A performance appraisal is the process of obtaining, analyzing
and recording information about the relative worth of an employee. The focus of the
performance appraisal is measuring and improving the actual performance of the employee
and also the future potential of the employee.
OBJECTIVES OF PERFORMANCE APPRAISAL:
The objectives of performance appraisal are
1. To review the performance of the employees over a given period of
time.
2. To judge the gap between the actual and the desired performance.
3. To help the management in exercising organizational control.
4. To help the management in exercising organizational control.
16
5. Helps to strengthen the relationship and communication between
superior subordinates and management employees.

6. To diagnose the strengths and weaknesses of the individuals so as to


identify the training and development needs of the future.
FRINGE BENEFITS:
Compensation in addition to direct wages or salaries,
such as company car, house allowance, medical insurance, paid holidays, pension schemes,
subsidized meals. Some fringe benefits are regarded part of a taxable income. Cosasia
Company also follows some strategy. The benefits given by cassia company are
I. Incentives
1. Yearly bonus
2. Mobile allowance
3. Petrol allowance
PROMOTIONAL ACTIVITIES:
The promotion activities followed in the cassia organization are
1.
2.
3.
4.
5.
6.

Providing incentives
Providing bonus
Providing training
Performance appraising
Reward system
Congratulating the employee in front of colleagues

17
3.5 MARKETING DEPARTMENT:
Mr.V.KAILASAM M.B.A., (Executive Director)

Mr.V.Kailasam, the Executive Director of our company is a young and energetic post
graduate in Business Administration. With his rich experience in administration and
marketing is looking after the overall affairs of the company in general and marketing
department in particular. Since we are quality conscious, he personally inspects the mines
abroad before placing orders to ensure that the quality and purity of limestone to be imported
are in tune with the prescribed standards. Thanks to his tireless efforts, our company has
secured sizeable orders from the prestigious companies like TNPL, Hindustan Unilever, TVS
etc and enjoys the reputation of being the only unit in South India manufacturing Precipitated
& Activated Calcium Carbonate that too from imported Limestone. He has absolute market
knowledge on the product and adopts suitable strategies for promoting sale. The marketing
team under his dynamic leadership has widened the sales network and maintaining excellent
rapport with customers.
The company has a wide sales net work and our products are sold throughout the breadth and
length of our country and abroad. An illustrative list of our Prestigious Customers is as
follows:

Tamilnadu Newsprint and Papers Limited (TNPL).


Hindustan Unilever Limited.
Jyothi Laboratories Limited.
Hwaseung Materials (India) Private Limited.
Sundaram Auto Components Limited.
Carborandum Universal Limited.
Biocon Limited.
Bharathi Soap Works.
T.S.R. & Co.
Cera-Chem Pvt Ltd.
Chemo coat.

18

Raw Materials used:

Lime Stone importod

Charcoal

Husk

19
PROCUREMENT OF RAW MATERIALS:

Lime Stone

: Imported in Bulk Quantity from Oman,

Philippines, and Dubai


Charcoal

: Purchased from local Market &

Surrounding Places
Husk

: Purchased from TNCSC Ltd

Through Tenders, outright purchase from Modern Rice Mills in


neighbouring place

20

CHAPTER IV
CHAPTER IV
PRODUCT APPLICATION:

The demand for Precipitated Calcium Carbonate and Activated Calcium Carbonate is ever on
the increase since they are used in a wide range of industries and products. With the heritage
of being a pioneer and supplier of quality material , we take utmost care in procuring the raw
material, Our Precipitated and Activated Calcium Carbonate are manufactured from the 100%
imported lime stones with other unique features. Our purchase team personally visits
/inspects the mines of our supplier abroad to ensure that the raw material is in accordance
with our specification and standards. An illustrative list of industries where PCC & ACC are
used is summarized below.
Paper Industry
Paint industry
Detergent Industry
Rubber Industry
Pharmaceutical industry
Ink Industry
Cosmetics Industry
Tooth paste & Powder Industry
Food Products
Shoe Polish Manufacturing Industry
PVC pipe
Water proof chemicals
Facial powder

MARKETING OBJECTIVES:

Marketing objectives are clearly stated goals that marketing team or campaign are
trying to achieve. For example, a marketing objective might be to increase revenue by 15
percent by the end of the year or to generate a specific number of new.
o

Clients or customers in a quarter. It is acceptable to have multiple objectives as long as


they do not contradict each other. Objectives are often based on areas where a business
needs to improve or the business's overall goals.

MARKETING STRATEGIES:
Marketing strategies describe how a marketing team plans to achieve the goals stated in
the marketing objectives. Marketing strategies should address the 4 Ps of marketing: product,
price, promotion and place (distribution). Marketing strategies should also detail the
resources you plan to use to achieve your objectives, such as people and equipment, as well
as the plan for implementing the campaign. For example, if your campaign is to increase the
number of customers in the young adult demographic by a certain percentage, then your
marketing strategy might be to launch social media contest campaigns or promote your
product on college campuses through posters and demonstrations.
PRODUCT- A product is seen as an item that satisfies what a consumer needs or wants.
It is a tangible good or an intangible service. Intangible products are service based like the
tourism industry, the hotel industry and the financial industry. Tangible products are those
that have an independent physical existence. Typical examples of mass-produced, tangible
objects are the motor car and the disposable razor. A less obvious but ubiquitous mass
produced service is a computer operating system.
Every product is subject to a life-cycle including a growth phase followed by a maturity
phase and finally an eventual period of decline as sales falls. Marketers must do careful
research on how long the life cycle of the product they are marketing is likely to be and focus
their attention on different challenges that arise as the product moves through each stage.

22
The marketer must also consider the product mix. Marketers can expand the current
product mix by increasing a certain product line's depth or by increasing the number of

product lines. Marketers should consider how to position the product, how to exploit the
brand, how to exploit the company's resources and how to configure the product mix so that
each product complements the other. The marketer must also consider product development
strategies.
PRICE The price is the amount a customer pays for the product. The price is very important
as it determines the company's profit and hence, survival. Adjusting the price has a profound
impact on the marketing strategy, and depending on the price elasticity of the product, often;
it will affect the demand and sales as well. The marketer should set a price that complements
the other elements of the marketing mix. When setting a price, the marketer must be aware of
the customer perceived value for the product. Three basic pricing strategies are: market
skimming pricing, marketing penetration pricing and neutral pricing. The 'reference value'
(where the consumer refers to the prices of competing products) and the 'differential value'
(the consumer's view of this product's attributes versus the attributes of other products) must
be taken into account.
PROMOTION- represents all of the methods of communication that a marketer may use to
provide information to different parties about the product. Promotion comprises elements
such as advertising, public relation, personal selling and sales promotion.
Advertising covers any communication that is paid for, from cinema commercials, radio and
Internet advertisements through print media and billboards. Public relations is where the
communication is not directly paid for and includes press releases, sponsorship deals,
exhibitions, conferences, seminars or trade fairs and events. Word-of-mouth is any apparently
informal communication about the product by ordinary individuals, satisfied customers or
people specifically engaged to create word of mouth momentum. Sales staff often plays an
important role in word of mouth and public relations (see 'product' above). PLACE- refers to
providing the product at a place which is convenient for consumers to access. Place is
synonymous with distribution. Various strategies such as intensive distribution, selective
distribution, exclusive distribution and franchising can be used by the marketer to
complement the other aspects of the marketing mix.
23

The ' Ps' refers to the already mentioned four Ps, plus 'physical evidence', 'people', and
'process'. 'Physical evidence' refers to elements within the store -- the store front, the uniforms
employees wear, signboards, etc. 'People' refers to the employees of the organisation with
whom customers come into contact with. 'Process' refers to the processes and systems within
the organization that affects its marketing process. These later three factors are not cited
nearly as often as the first four outlined in depth above.
The Cs of the compass model:

The company its organization, competitors, and stakeholders.

The competition the areas in which the company competes with other firms in its
industry. These are the four Ps, renamed and reworded to provide a customer focus:
o Product commodity the product itself, and more importantly, the utility
that is provides to the consumer
o Price cost how much the consumer has to give up so that he or she can
obtain and utilize this product
o Promotion communication how the consumer is made aware of the product,
its utility, and its cost
o Place channel how the product is made available to the consumer, and how
that affects its utility and cost.

The consumer The factors that lead customers to purchase a product These can be
remembered by the cardinal directions, hence the name compass model;
o N = needs
o W = wants
o S = security
o E = education

The circumstances the uncontrollable external factors affecting the companies. These
can also be remembered by the cardinal directions marked on a compass:
o N = national and international political circumstances
o W = weather
o S = social and cultural circumstances
o E = economic circumstances
24

The seven Cs compass model is a framework in co-marketing. It has been criticized for
being little more than the four Ps with different points of emphasis. In particular, the Cs
inclusion of consumers in the marketing mix is criticized, since they are a target of
marketing, while the other elements of the marketing mix are tactics. The seven Cs also
include numerous strategies for product development, distribution, and pricing, while
assuming that consumers want two-way communications with companies.
MARKETING ACTIVATION:
Marketing activation is the execution of the marketing mix as part the marketing process.
The activation phase typically comes after the planning phase during which managers plan
their marketing activities and is followed by a feedback phase in which results are evaluated
with marketing analytics.
Depending on the business objective, two types of marketing activation can be used as part of
a marketing strategy.

Brand activation, sometimes called brand engagement which focuses on building a


longer term emotional connection between the brand and the customer.

Activation based on direct-respect market will focus on generating immediate sales


transactions.
The marketing mix consists of the 4 Ps: Product, Price, Promotion, and Place.

The product is the most important aspect of the marketing mix. The product can be a service
or even a holiday destination. Products have both tangible and intangible benefits. Tangible
benefits include benefits which can be measured such as the top speed of a car. Intangible
benefits are benefits that cannot be measured such as the enjoyment the customer will get
from the product. It is important that the product is changed as necessary to bring it up to date
and prevent it from being overtaken by competitors.
It is very important that the correct price is charged for a product. If the price is too high
consumers will avoid the product as they will believe it to be too expensive yet if the product
is priced too low they may believe that there is something wrong with the product for it to be
so cheap. Also if the company charges too low a price, it may not cover its costs.
25
Once the product has been made and the price set, it is important that potential customers are
told about the product. Promotion can also be used for reassuring the consumer that the
product is of good quality and persuading them to purchase the product. Promotional methods
include: advertising, direct selling, point of sale and incentives.
Place decides where the product is to be sold. There are 3 main distribution channels to
choose

from:

Traditional - selling the product to wholesalers who will then sell the product on to retail
outlets.
Modern

producers

selling

the

product

directly

to

the

retail

outlet.

Direct - the producer selling directly to the consumer such as door to door sales or over the
internet.
It is known as a mix because each ingredient affects the other and the mix must overall be
suitable to the target customer.For instance:
High quality materials used in a product may mean that a higher selling price can be
achieved.

An advertising campaign carried in one area of the country requires distribution of the
product to be in place in advance of the campaign to ensure there are no disappointed
customers.

Promotion is needed to emphasis the new features and benefits of a product.

EFFECTIVE OF MARKETING MIX: An effective marketing mix is one which:

Meets customer needs

Achieves marketing objectives

Is balanced and consistent

Creates a competitive advantage for the business

The marketing mix for each business and industry will vary; it will also vary over time.

26
SCOPE OF MARKETING REPORT:
The objective of this study was to examine whether there are adequate opportunities of
business for a new entrant manufacturing Precipitated Calcium Carbonate in India. To
address it, the Client desired that the following aspects be considered:

To find the number of manufacturers of Precipitated Calcium Carbonate in


India.
To derive the market demand in India in general, and in Western Region in
particular.
To find the Demand-Supply gap if any.
To highlight the various types of process technology used in India.

27

CHAPTER V
ANALYSIS & INTERPRATATION
ARANTHAANGI CHEMICAL PRODUCTS LIMITED
Table: 1

Gender
S. no

Gender

No of participants

Percentage

Male

40

80%

Female

10

20%

percentage
90%
80%
70%
percentage

60%
50%
40%
30%
20%
10%
0%

INTERPRETATION
It is observed from the above table that out of total respondents taken for the
study 80% of the respondents belong to male and 20% of the respondents
belong to female.

28

Table: 2
Age
S no

Age

1
2
3
4
Total

20-25
25-30
30-40
Above 40

No of
respondent
8
25
10
7
50

Percentage
16.00%
50.00%
20.00%
14.00%
100.00%

Percentage
60.00%
50.00%
40.00%

Percentage

30.00%
20.00%
10.00%
0.00%
20-25

25-30

30-35

Above 40

INTERPRETATION
It is observed from the above table that out of total respondents taken for the
study 16% of the respondents belong to 20-25 years and 50% of the respondents
belong to25-30 years and 20% of the respondents belong to 30-40 years and
14% of the respondents belong to above 40 years.

29

Table: 3
From how many years you are working with this organization?

S no

Year

1
2
3
4
Total

0-5
5-10
10-15
Above 15

No of
respondent
18
5
12
15
50

Percentage
36%
10%
24%
30%
100.00%

Percentage
40%
35%
30%
25%

Percentage

20%
15%
10%
5%
0%
0 to 5

5 to 10

10 to 15

Above 15

INTERPRETATION
It is observed from the above table that out of total respondents taken for the
study 36% of the respondents belong to 0-5 years worked in the organization
and 10% of the respondents belong to5-10 years worked in the organization and
24% of the respondents belong to 10-15 years worked in the organization and
30% of the respondents belong to above 15 years worked in the organization

30

Table: 4
How do you the working environment of the organization?
S no
1
2
3
4
5
Total

Satisfaction level
Highly satisfy
Satisfy
Neutral
Dissatisfy
Highly Dissatisfy

No of Respondents
27
6
7
2
8
50

Percentage
54%
12%
14%
4%
16%
100%

Percentage
40%
35%
30%
25%
20%
15%
10%
5%
0%

Percentage

INTERPRETATION
It is observed from the above table that out of total respondents taken for the
study 54% of the respondents belong to Highly satisfy in working environment
of the organization and 12% of the respondents belong to satisfy in working
environment of the organization and 14% of the respondents belong to Neutral
in working environment of the organization and 4% of the respondents belong
to Dissatisfy in working environment of the organization and 16% of the
respondents belong to Highly Dissatisfy in working environment of the
organization.
31
Table: 5
How do you the medical benefits provided by the organization for the
employees & their families?
1
2
3
4
5
Total

Satisfaction level
Highly satisfy
Satisfy
Neutral
Dissatisfy
Highly Dissatisfy

No of Respondents
31
4
12
3
0
50

Percentage
62%
8%
24%
6%
0%
100%

Percentage
40%
35%
30%
25%
20%
15%
10%
5%
0%

Percentage

INTERPRETATION
It is observed from the above table that out of total respondents taken for the
study 62% of the respondents belong to Highly satisfy in Medical benefits
provided by the organization and 8% of the respondents belong to satisfy in
Medical benefits provided by the organization and 24% of the respondents
belong to Neutrally satisfy in Medical benefits provided by the organization and
6% of the respondents belong to Dissatisfy in Medical benefits provided by the
organization and 0% of the respondents belong to Highly Dissatisfy in Medical
benefits provided by the organization.
32
Table: 6
How to you the working hours of the organization?

S no
1
2
3
4
5
Total

Satisfaction level
Highly satisfy
Satisfy
Neutral
Dissatisfy
Highly Dissatisfy

No of Respondents
17
14
9
8
2
50

Percentage
34%
28%
18%
16%
4%
100%

Percentage
40%
35%
30%
25%
20%
15%
10%
5%
0%

Percentage

INTERPRETATION
It is observed from the above table that out of total respondents taken for the
study 34% of the respondents belong to Highly satisfy in working hours of the
organization and 28% of the respondents belong to satisfy in working hours of
the organization and 18% of the respondents belong to Neutrally satisfied in
working hours of the organization and 16% of the respondents belong to
Dissatisfy in working hours of the organization and 4% of the respondents
belong to Highly Dissatisfy in working hours of
33
Table: 7
How to you the conveyance allowance offered by the organization?
S no
1
2
3
4
5
Total

Satisfaction level
Highly satisfy
Satisfy
Neutral
Dissatisfy
Highly Dissatisfy

No of Respondents
22
3
0
10
15
50

Percentage
44%
6%
0%
20%
30%
100%

Percentage
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Percentage

INTERPRETATION
It is observed from the above table that out of total respondents taken for the
study 44% of the respondents belong to highly satisfy in conveyance allowance
offered by the organization and 6% of the respondents belong to satisfy in
conveyance allowance offered by the organization and 0% of the respondents
belong to Neutrally satisfy in conveyance allowance offered by the organization
and 20% of the respondents belong to Dissatisfy in conveyance allowance
offered by the organization and 30% of the respondents belong to highly
Dissatisfy in conveyance allowance offered by the organization.

34
Table: 8
Overtime allowance offered by the organization?
S no
1
2
3
4
5
Total

Satisfaction level
Highly satisfy
Satisfy
Neutral
Dissatisfy
Highly Dissatisfy

No of Respondents Percentage
32
7
6
5
0
50

64%
14%
12%
10%
0%
100%

Percentage
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Percentage

INTERPRETATION
It is observed from the above table that out of total respondents taken for the
study 64% of the respondents belong to highly satisfy in overtime allowance
offered by the organization and 14% of the respondents belong to satisfy in
overtime allowance offered by the organization and 12% of the respondents
belong to Neutrally satisfy in overtime allowance offered by the organization
and 10% of the respondents belong to Dissatisfy in overtime allowance offered
by the organization and 0% of the respondents belong to highly Dissatisfy in
overtime allowance offered by the organization.

35
Table: 9
How to you the leave policy of the organization?

S no
1
2
3
4
5
Total

Satisfaction level
Highly satisfy
Satisfy
Neutral
Dissatisfy
Highly Dissatisfy

No of Respondents
9
5
23
13
0
50

Percentage
18%
10%
46%
26%
0%
100%

Percentage
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Percentage

INTERPRETATION
It is observed from the above table that out of total respondents taken for the
study 18% of the respondents belong to Highly satisfy in leave policy of the
organization and 10% of the respondents belong to satisfy in leave policy of
the organization and 46% of the respondents belong to Neutral in leave policy
of the organization and 26% of the respondents belong to Dissatisfy in leave
policy of the organization and 0% of the respondents belong to Highly
Dissatisfy in leave policy of the organization.
36
Table: 10
How to you the canteen services provided by the organization?

S no
1
2
3
4
5
Total

Satisfaction level
Highly satisfy
Satisfy
Neutral
Dissatisfy
Highly Dissatisfy

No of Respondents
32
2
4
4
8
50

Percentage
64%
4%
8%
8%
16%
100%

Percentage
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Percentage

INTERPRETATION
It is observed from the above table that out of total respondents taken for the
study 54% of the respondents belong to Highly satisfy in working environment
of the organization and 12% of the respondents belong to satisfy in working
environment of the organization and 14% of the respondents belong to Neutral
in working environment of the organization and 4% of the respondents belong
to Dissatisfy in working environment of the organization and 16% of the
respondents belong to Highly Dissatisfy in working environment of the
organization
37
Table: 11
How to you the companies take care of the employees working in night shift?

S. No
1
2
Total

Night shift
Yes
No

Respondent
32
18
50

Percentage
64
36
100

Percentage
70
60
Percentage

50
40
30
20
10
0
Yes

No

INTERPRETATION
It is observed from the above table that out of total respondents taken for the
study 64% of the respondents belong to work in night shift 36% of the
respondents belong to no in working environment of the organization.

38
Table: 12
How to you the companies take safety measures for the employees safety?

s. no
1
2
Total

Safety
Yes
No

Respondent
50
0
50

Percentage
100
0
100

percentage
100
80

percentage

60
40
20
0
yes

no

INTERPRETATION
It is observed from the above table that out of total respondents taken for the
study safety measure organization in100% of the respondents belong to no in
working environment of the organization.

39
Table: 13
Are you satisfied with respect to salary and incentive issue of you organization?
s. no
1
2
3
Total

Salary
Yes
No
Not sure

Respondent
36
14
0
50

Percentage
72
28
0
100

percentage
80
70
60

percentage

50
40
30
20
10
0
yes

no

notsure

INTERPRETATION
It is observed from the above table that out of total respondents taken for the
study on salary and incentives 72% of the respondents belong to28%of the
respondents belong to no in working environment of the organization.

40
Table: 14
Does your organization recognize and acknowledge your work?

S no
1
2
3

Satisfaction level
Highly satisfy
Satisfy
Neutral

No of Respondents
41
5
4

Percentage
82%
10%
8%

4
5
Total

Dissatisfy
Highly Dissatisfy

0
0
50

0%
0%
100%

Percentage
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Percentage

INTERPRETATION
It is observed from the above table that out of total respondents taken for the
study 84% of the respondents belong to highly satisfy in working environment
of the organization and 10% of the respondents belong to satisfy in working
environment of the organization and 8% of the respondents belong to Neutral in
working environment of the organization

41

Chi-Square Test
Frequencies
Gender
Observed N Expected N Residual
male

40

25.0

15.0

female

10

25.0

-15.0

Total

50

Age
Observed N Expected N Residual
20-25

12.5

-4.5

25-30

25

12.5

12.5

30-40

11

12.5

-1.5

12.5

-6.5

above 40
Total

50
Test Statistics
Gender

Chi-Square

Age

18.000a

17.680b

.000

.001

df
Asymp. Sig.

a. 0 cells (.0%) have expected


frequencies less than 5. The
minimum expected cell
frequency is 25.0.
b. 0 cells (.0%) have expected
frequencies less than 5. The
minimum expected cell
frequency is 12.5.

FINDING:
The quality of product is also good but it is relatively higher in terms of prices as compare to
other companies.
Maximum marketing place order in the company for at least once in a month.

Mostly marketing manager are highly satisfied with the product and services of chemical
product and also they think that there is no need for chemical product to improve the quality
as it is already excellent in terms of quality.
Some time company requires products in smaller quantity which company does not given or
sell.
The companies do not receive order for chemical product from the customer as due to high
prices they purchase from other companies.

SUGGESTIONS:
Chemical product pvt limited should be little flexible in the pricing and credit policy.
Major and old customers should be given more importance.

There should be some marketing personnel who should be given the responsibility of creating
more one to one relationship and be in regular contact with them.
There should be only one price decider in every branch office, who should get the
quotation approved by the head office before telling to customers.
There should be more of advertisement.
There should be more of publicity acti vities like inviting the customers for get
together or parties and functions.
Steps should be taken to create the awareness about the company especially in that region
where chemical product is supplied by its agent.
Due to time constraint the survey has been done on the basis of convenience.

CONCLUSION:
We believe there is adequate marketing mix to justify the feasibility of new
entrants who are able to provide excellent quality of products in this sector. A couple of
major manufacturers closed down in the past apparently due to their failure to deliver high

quality product, in which case they were competing with small and tiny sectors whose
overheads are much less.

BIBLIOGRAPHY

WWW.ACPL.COM
WWW.GOOGLE.COM
WWW.WIKIPEDIA.COM

EMPOLEEYES SATISFACTION QUESTIONARIES

1. Name
2. Gender
A. Male

B. Female

3. Age
A.20 - 25 Years

B. 25 - 30 years

C.30 - 40 years

D. More than 40 years

4. From how many years you are working with this organization?
A. 0-5 Years

B. 5-10 Years

C. 10-15 Years

D. More than 15 Years

5. How do you the working environment of the organization?


A. Highly Satisfied

B. Satisfied

D. Dissatisfied

E. Highly Dissatisfied

C. Averagely Satisfied

6. How do you the medical benefits provided by the organization for the employees & their
families?
A. Highly Satisfied

B. Satisfied

C. Averagely Satisfied

D. Dissatisfied

E. Highly Dissatisfied

7. How to you the working hours of the organization?


A. Highly Satisfied

B. Satisfied

D. Dissatisfied

E. Highly Dissatisfied

C. Averagely Satisfied

8. How to you the conveyance allowance offered by the organization?


A. Highly Satisfied

B. Satisfied

C. Averagely Satisfied

D. Dissatisfied

E. Highly Dissatisfied

9. Overtime allowance offered by the organization?


A. Highly Satisfied

B. Satisfied

D. Dissatisfied

E. Highly Dissatisfied

C. Averagely Satisfied

10. How to you the leave policy of the organization?


A. Highly Satisfied

B. Satisfied

D. Dissatisfied

E. Highly Dissatisfied

C. Averagely Satisfied

11. How to you the canteen services provided by the organization?


A. Highly Satisfied

B. Satisfied

D. Dissatisfied

E. Highly Dissatisfied

C. Averagely Satisfied

12. How to you the companies take care of the employees working in night shift?
A. Yes

B. No

13. How to you the companies take safety measures for the employees safety?
A. Yes

B. No

14. Are you satisfied with respect to salary and incentive issue of you organization?
A. Yes

B. No

C. Not Sure

15. Does your organization recognize and acknowledge your work?


A. Highly Satisfied

B. Satisfied

D. Dissatisfied

E. Highly Dissatisfied

C. Averagely Satisfied