INDEX

Contents

Chapter – I

Introduction

Need for the study

Objectives

Methodology

Limitations

Chapter – II

Industry Profile

Chapter – III

Company Profile

Chapter – IV

Theoretical Framework

Data Analysis and Interpretation

Chapter – V

Findings

Suggestions

Conclusion

Bibliography
CHAPTER -I
 INTRODUCTION
 NEED FOR THE STUDY
 SCOPE OF THE STUDY
 OBJECTIVES OF THE STUDY
 METHODOLOGY OF THE STUDY
 LIMITATIONS FOR THE STUDY
 INTRODUCTION
Human Resource Management in its simplest definition means management of
organization’s manpower or workforce or human resources. Human Resource has evolved from
many terms and functions such as human capital, laborers, personnel and currently human
resources. The evolution of human Resource Management has progressed through the ages from
times when people were abused in slavery working conditions to the modern environment where
people are valued and respected and viewed as strategic partners to business. The term Human
resource management has to a larger extent replaced the term personnel management
from around the late 20th century.

Human Resource Management (HRM) are the policies and practices involved in

carrying out the “people” of human resource aspects of managing position, including recruiting,
screening, training, rewarding and appraising. The shorter meaning of HRM is the act of
managing the process of recruitment and selection, compensation and benefits as well as
employee’s safety and health in an organization. In today’s competitive global world, hiring the
right people & retaining them has become the greatest challenge faced by any organization. With
increased job opportunities and business developments, Attrition has become the major problem
faced by organizations. Retaining the key talent is essential for an organization’s sustainable
growth and hence, countering & controlling attrition has become one of the major concerns in
the business world.

JOB SATISFACTION:

Job satisfaction represents a combination of positive or negative feelings that workers

have towards their work. Meanwhile, when a worker employed in a business organization, brings
with it the needs, desires and experiences which determinates expectations that he has dismissed.
Job satisfaction represents the extent to which expectations are and match the real awards. Job
satisfaction is closely linked to that individual's behavior in the work place (Davis et al.,1985).

Job satisfaction is a worker’s sense of achievement and success on the job. It is

generally perceived to be directly linked to productivity as well as to personal well-being. Job
satisfaction implies doing a job one enjoys, doing it well and being rewarded for one’s efforts.
Job satisfaction further implies enthusiasm and happiness with one’s work. Job satisfaction is the
key ingredient that leads to recognition, income, promotion, and the achievement of other goals
that lead to a feeling of fulfillment (Kaliski,2007).

Job satisfaction can be defined also as the extent to which a worker is content with the
rewards he or she gets out of his or her job, particularly in terms of intrinsic motivation (Stat,
2004). The term job satisfaction refers to the attitude and feelings people have about their work.
Positive and favorable attitudes towards the job indicate job satisfaction. Negative and
unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006).
 Job satisfaction is the collection of feeling and beliefs that people have about their
current job. People’s levels of degrees of job satisfaction can range from extreme satisfaction to
extreme dissatisfaction. In addition to having attitudes about their jobs as a whole. People also
can have attitudes about various aspects of their jobs such as the kind of work they do, their
coworkers, supervisors or subordinates and their pay (George etal., 2008).

Job satisfaction is a complex and multifaceted concept which can mean different things
to different people. Job satisfaction is usually linked with motivation, but the nature of this
relationship is not clear. Satisfaction is not the same as motivation. Job satisfaction is more of an
attitude, an internal state. It could, for example, be associated with a personal feeling of
achievement, either quantitative or qualitative (Mullins, 2005).

We consider that job satisfaction represents a feeling that appears as a result of the
perception that the job enables the material and psychological needs (Aziri, 2008). Job
satisfaction can be considered as one of the main factors when it comes to efficiency and
effectiveness of business organizations. In fact the new managerial paradigm which insists that
employees should be treated and considered primarily as human beans that have their own wants,
needs, personal desires is a very good indicator for the importance of job satisfaction in
contemporary companies. When analyzing job satisfaction the logic that a satisfied employee is a
happy employee and a happy employee is a successful employee.

The importance of job satisfaction specially emerges to surface if had in mind the many
negative consequences of job dissatisfaction such a lack of loyalty, increased absenteeism,
increase number of accidents etc. Specter (1997) lists three important features of job satisfaction.
First, organizations should be guided by human values. Such organizations will be oriented
towards treating workers fairly and with respect.

In such cases the assessment of job satisfaction may serve as a good indicator of
employee effectiveness. High levels of job satisfaction may be sign of a good emotional and
mental state of employees. Second, the behavior of workers depending on their level of job
satisfaction will affect the functioning and activities of the organization's business.

From this it can be concluded that job satisfaction will result in positive behavior and
vice versa, dissatisfaction from the work will result in negative behavior of employees. Third,
job satisfaction may serve as indicators of organizational activities. Through job satisfaction
evaluation different levels of satisfaction in different organizational units can be defined, but in
turn can serve as a good indication regarding in which organizational unit changes that would
boost performance should be made. Christen, Iyer and Soberman (2006) provide a model of job
satisfaction presented in Figure 1 in which the following elements are included:

 Job related factors,

 Role perceptions,
  Job performance and

 Firm performance.

MEASURING JOB SATISFACTION

Usually job satisfaction is measured by using general scientific research methods such as the

questionnaire. Some of the most commonly used techniques for measuring job satisfaction

include:

 Minnesota satisfaction questionnaire and

 Job description index

The Minnesota Satisfaction Questionnaire is a paper-pencil type of a questionnaire and can be

implemented both individually and in group, but it does not take sex differences into

consideration. This questionnaire has one short form and two long forms that date from 1967 and

1977. In fact 20 work features in five levels are measured with this questionnaire. Responding to

this questionnaire usually takes between 15-20 minutes. The 1967 version of the Minessota

Satisfaction Questionnaire uses the following response categories:

 Not satisfied,

 Somewhat satisfied,

 Satisfied,

 Very satisfied and

 Extremely satisfied.

The 1977 version of the Minessota Satisfaction Questionnaire uses the following response

categories:
  Very satisfied,

 Satisfied,

 Neither satisfied nor dissatisfied,

 Dissatisfied and

 Very dissatisfied.

If compared its obvious that in a way the 1977 version of this questionnaire is more balanced

compared to the 1967 version. This questionnaire the following aspects of job:

 Co-workers

 Achievement

 Activity

 Advancement

 Authority

 Company Policies

 Compensation

 Moral Values

 Creativity

 Independence

 Security

 Social Service

 Social Status

 Recognition
  Responsibility

 Supervision-Human Relations

 Supervision-Technical

 Variety

 Working Conditions

The Job Description Index is one of the most widely used techniques for measuring job

satisfaction. It is a simple and easily applicable method. The measurement of strength and

weakness within each factor are a sign as in which field improvement and changes are necessary.

This questionnaire allows acquisition of information on all major aspects of work and

takes sex differences into consideration. This questionnaire was first introduced in 1969 and it

measures five major job satisfaction aspects with a total of over 70 potential job descriptions.

The factors considered by the job description index are:

 The nature of work,

 Compensation and benefits,

 Attitudes toward supervisors,

 Relations with co-workers and

 Opportunities for promotion.

Descriptors on each of the five factors can be evaluated with three potential options by the

employees:

1which means that the description is relevant,

2 which means that the description is not relevant and

3 that means that the employee does not have an opinion.

NEED FOR THE STUDY

The present study is a part and parcel in MBA curriculum, after completion of 1st year during the
summer i have undergone project work. I have decided to do my project in Hr area for that the
present topic has been selected. It is my duty to fulfill the curriculum which will helps us to new
look inside of the learning that has been processed or taken into consideration therefore, as per
the norms and regulations of the JNTUK. I have opted to do research project according to my
interest in the field of HR the main reason behind for choosing this topic is to get an in-depth of
study of the employee retention and also the techniques that should be applied to reduce the
retention.

 The success of any organization depends largely on the workers.

 The study was mainly undertaken to identify the level of employee’s attitude, the
dissatisfaction factors they face in the organization and for what reason they prefer to
change their job.
 Once the levels of Employee’s attitude are identified, it would be possible for the
management to take necessary action to increase retention level. Since they are
considered as backbone of the Company, their progression will lead to the success of the
Company for the long run.
 It is important to the organization to retain their human assets as they hold the key to
build organization culture and its productivity.
 SCOPE OF THE STUDY

 The project has been prepared with an intention to make one realize and
understand the significance of employee retention.

 Job satisfaction has become major goal of the organization.

 Initially recruitment was only talked about, now in today’s corporate world,
recruitment has become just a part of HRM. Major importance is attached to
Job satisfaction

 This project not only aims to present the theoretical aspects, but the practical
aspects as well as a survey has been done to understand the strategies
followed by various organizations to ensure employee retention.
 OBJECTIVES OF THE STUDY

 To analyze the reasons for employee branding.

 To analyze the programs for job satisfaction.

 To analyze the various elements/aspects of satisfaction factors .

 To study the co-relation between employer branding and employee

retention.

 Evaluation of current brand equity.

 METHODOLOGY OF THE STUDY

SOURCES OF DATA COLLECTED

Primary Data:
Questionnaires are prepared and personal interview was conducted. Most of the
questions are consist of multiple choices. The structured interview method was undertaken. The
interview was conducted in English. Proper care was taken to frame the interview schedule in
such a manner it should be easily understood in view of educational level of the employees.
Generally 25 questions are prepared and asked to the employees.

Secondary Data:
Secondary data was collected from Internets, various books, Journals, and Company
Records.

QUESTIONNAIRE CONSTRUCTION:
Questionnaires were constructed based on the closed ended questions

DEFINING THE POPULATIONS:

The Population or Universe can be Finite or infinite. The population is said to be finite if
it consist of a fixed number of elements so that it is possible to enumerate it in its totality. So In
this projects consist of finite population.

SAMPLING PLAN:
A sampling plan is a definite design for obtaining a sample from the sampling frame. It
refers to the technique or the procedure the researcher would adopt in selecting some sampling
units from which inferences about the population is drawn. Sampling design is determined before
any data are collected.

Selective Sampling technique was adopted. In this method the researcher select those units of the
population in the sample, which appear convenient to him or the management of the organization
where he is conducting research.
SAMPLE: The sample size is 100 employees are taken.

LIMITATIONS FOR THE STUDY

1. The survey was conducted within limited time frame and hence a few short comings may

be expected.

2. The respondent’s personal basis may be another factor which is beyond my control.

3. The finding of the survey is based on the responses of employees.

4. The factory functions in shift system so all shift workers did not take part in the sample.

5. Due to lack of time, the survey was conducted with 100 Respondents.
CHAPTER-2
 INDUSTRY PROFILE

INTRODUCTION:

Jute (जूट) is a natural fiber with golden and silky shine and hence called The Golden Fibre. It

is the cheapest vegetable fiber procured from the bast or skin of the plant's stem and the second

most important vegetable fiber after cotton, in terms of usage, global consumption, production,

and availability. It has high tensile strength, low extensibility, and ensures better breath ability of

fabrics.

Jute fiber is 100% bio-degradable and recyclable and thus environmentally friendly. It is one of

the most versatile natural fibers that has been used in raw materials for packaging, textiles, non-

textile, construction, and agricultural sectors. It helps to make best quality industrial yarn, fabric,

net, and sacks.

Jute, the golden fiber, is the raw material for one of India’s oldest industries. The first jute mill

started production in Bengal in 1856. After more than 150 years, the jute industry is now

challenged by competition from alternative materials, by the recession in the international

markets and by low awareness among consumers of the versatile, eco-friendly nature of jute

fabric itself. Yet this industry still provides a livelihood to more than 250,000 mill workers and

more than 4 million farmers’ families. It is a golden bond with the Earth, Its use is a statement

about ecological awareness as it is a fully bio-degradable and eco-friendly fiber. It comes from

the earth, it helps the earth and once its life is done it merges back into the earth.
 Advantages of jute include good insulating and antistatic properties, as well as having low

thermal conductivity and a moderate moisture regain. It include acoustic insulating properties

and manufacture with no skin irritations. Jute has the ability to be blended with other fibers, both

synthetic and natural, and accepts cellulosic dye classes such as natural, basic, vat, sulfur,

reactive, and pigment dyes. While jute is being replaced by relatively cheap synthetic materials

in many uses, but jute’s biodegradable nature is suitable for the storage of food materials, where

synthetics would be unsuitable.

Jute in Ancient times

Jute has been used since ancient times in Africa and Asia to provide a cordage and weaving

fiber from the stem and food from the leaves. In several historical documents ( Ain-e-Akbari by

Abul Fazal in 1590) during the era of the great Mughal Emperor Akbar (1542 –1605) states that

the poor villagers of India used to wear clothes made of jute. Simple handlooms and hand

spinning wheels were used by the weavers, who used to spin cotton yarns as well. History also

states that Indians, especially Bengalis, used ropes and twines made of white jute from ancient

times for household and other uses.

Chinese papermakers from very ancient times had selected almost all the kinds of plants as

hemp, silk, jute, cotton etc. for papermaking. Qiu Shiyu, researcher of the Harbin Academy of
Sciences and expert of Jin history, concluded that Jews used to take part in the work of designing

"jiaozi," made of coarse jute paper. A small, piece of jute paper with Chinese characters written

on it has been discovered in Dunhuang in Gansu Province, in northwest China. It is believed it

was produced during the Western Han Dynasty (206 BC--220 AD).

Period from 17th century:

The British East India Company was the British Empire Authority delegated in India from the

17th century to the middle of 20th century. The company was the first Jute trader. The company

traded mainly in raw jute during the 19th century. During the start of the 20th century, the

company started trading raw jute with Dundee’s Jute Industry. This company had monopolistic

access to this trade during that time. Margaret Donnelly I was a jute mill landowner in Dundee in

the 1800s. She set up the first jute mills in India. The Entrepreneurs of the Dundee Jute Industry

in Scotland were called The Jute Barons.

In 1793, the East India Company exported the first consignment of jute. This first shipment,

100 tons, was followed by additional shipments at irregular intervals. Eventually, a consignment

found its way to Dundee, Scotland where the flax spinners were anxious to learn whether jute

could be processed mechanically.

Starting in the 1830's, the Dundee spinners learned how to spin jute yarn by modifying their

power-driven flax machinery. The rise of the jute industry in Dundee saw a corresponding

increase in the production and export of raw jute from the Indian sub-continent which was the

sole supplier of this primary commodity.

PERIOD FROM 1855:

Calcutta (now Kolkata) had the raw material close by as the jute growing areas were

mainly in Bengal. There was an abundant supply of labor, ample coal for power, and the city was

ideally situated for shipping to world markets. The first jute mill was established at Rishra, on

the River Hooghly near Calcutta in 1855 when Mr. George Acland brought jute spinning

machinery from Dundee. Four years later, the first power driven weaving factory was set up.

By 1869, five mills were operating with 950 looms. Growth was rapid and, by

1910, 38 companies operating 30,685 looms exported more than a billion yards of cloth and over

450 million bags. Until the middle 1880's, the jute industry was confined almost entirely to

Dundee and Calcutta. France, America, and later Germany, Belgium, Italy, Austria, and Russia,

among others, turned to jute manufacturing in the latter part of the 19th century.

In the following three decades, the jute industry in India enjoyed even more remarkable

expansion, rising to commanding leadership by 1939 with a total of 68,377 looms, concentrated

mainly on the River Hooghly near Calcutta. These mills alone have proved able to supply the

world demand.
The earliest goods woven of jute in Dundee were coarse bagging materials. With longer

experience, however, finer fabrics called burlap, or hessian as it is known in India, were

produced. This superior cloth met a ready sale and, eventually, the Indian Jute Mills began to

turn out these fabrics. The natural advantage these mills enjoyed soon gave Calcutta world

leadership in burlap and bagging materials and the mills in Dundee and other countries turned to

specialties, a great variety of which were developed.

Jute Industry after 1947:

After the fall of British Empire in India during 1947, most of the Jute Barons started to

evacuate India, leaving behind the industrial setup of the Jute Industry. Most of the jute mills in

India were taken over by the Marwaris businessmen.

In East Pakistan after partition in 1947 lacked a Jute Industry but had the finest jute

fiber stock. As the tension started to rise between Pakistan and India, the Pakistani felt the need

to setup their own Jute Industry. Several group of Pakistani families (mainly from West

Pakistan) came into the jute business by setting up several jute mills in Narayanganj of then East

Pakistan, the most significant ones are: Bawanis, Adamjees, Ispahanis and Dauds. After the

liberation of Bangladesh from Pakistan in 1971, most of the Pakistani owned Jute Mills were
taken over by the government of Bangladesh. Later, to control these Jute mils in Bangladesh, the

government built up Bangladesh Jute Mills Corporation (BJMC).

JUTE TRADE:

Jute trade is currently centered around the Indian subcontinent. Bangladesh is the largest

exporter of raw jute, and India is the largest producer as well as largest consumer of jute products

in the world. The local price of Jute Goods in India is the international price. Nearly 75% of Jute

goods are used as packaging materials, burlap (Hessian), and sacks. Carpet Backing Cloth, the

third major Jute outlet, is fast growing in importance. Currently, it consists of roughly 15% of the

world’s Jute goods consumption. The remaining products are carpet yarn, cordage, felts,

padding, twine, ropes, decorative fabrics, and miscellaneous items for industrial use.

Jute has entered the non-woven industry as it is one of the most cost effective high tensile

vegetable fiber. Therefore, the demand for Jute has made its way into the automotive industry.

Jute is now being used to manufacture more eco-friendly interiors for cars and automobiles.

JUTE ORGANIZATIONS:

The Central Research Institute for Jute & Allied Fibres (CRIJAF) formerly known as

Jute Agricultural Research Institute (JARI) started functioning after the partition of India in

1947. The Gunny Trades Association was established in 1925 in Calcutta (Kolkata) as a non-

profit sharing company. Indian Jute Mills Association (IJMA), Jute Manufactures Development

Council (JMDC), Institute of Jute Technology, Indian Jute Industries Research Association

(IJIRA), Office of Jute Commission (Ministry of Textile) and many more jute organizations’

after 1947..
 The International Jute Study Group (IJSG) is an intergovernmental body set up under

the aegis of UNCTAD to function as the International Commodity Body (ICB) for Jute, Kenaf

and other Allied Fibres. In Bangladesh, the government built up Bangladesh Jute Mills

Corporation (BJMC), to control their Jute mills. Bangladesh Jute Mills Corporation (BJMC), a

public corporation in Bangladesh, is the largest state owned manufacturing and exporting

organization in the world in the jute sector. See details of the Jute Organizations

Properties of Jute:

Jute is one of the strongest natural fibers. The long staple fiber has high tensile

strength and low extensibility. Its luster determines quality; the more it shines, the better the

quality. It also has some heat and fire resistance. Jute is a biodegradable features.

Jute include good insulating and antistatic properties, as well as having low thermal

conductivity and a moderate moisture regain. It include acoustic insulating properties and

manufacture with no skin irritations. Jute has the ability to be blended with other fibers, both

synthetic and natural, and accepts cellulosic dye classes such as natural, basic, vat, sulfur,

reactive, and pigment dyes.

Jute can also be blended with wool. By treating jute with caustic soda, crimp, softness,

pliability, and appearance is improved, aiding in its ability to be spun with wool. Liquid

ammonia has a similar effect on jute, as well as the added characteristic of improving flame

resistance when treated with flame proofing agents.

TYPES OF JUTE:

For general utility purposes, jute products fall into four classes of manufacture:
 HESSIAN or BURLAP: A plain woven fabric of 5 to 12 ozs. a yard, made of good quality

jute yarn. It is used for a wide range of applications as in cloth form and in the form of bags.

SACKING: It is also known as "heavy goods," made from lower grades of fiber, loosely

woven cloth, in plain or twill weave, weighing from 12-20 ozs. per yard of different widths. It is

used for bags of all types.

CANVAS - The finest jute product, closely woven of the best grades of fiber widely used in

India for protection from the weather.

JUTE YARN and TWINE - Most of the single strand jute yarn produced is consumed by the

mills themselves in fabric and twine manufacture. Jute twine in varying weights and thickness is,

used extensively both in India and abroad for sewing, tying, and for a variety of industrial

applications such as packing pipe joints, cable binding, etc. See the basic products of Jute in

detail - Basic Product

CULTIVATION OF JUTE:

Jute is a rain-fed crop and its cultivation is concentrated in Bangladesh, India, China,

and Thailand. The jute fiber comes from the stem and ribbon (outer skin) of the jute plant. The

fibers are first extracted by retting. The retting process consists of bundling jute stems together

and immersing them in low, running water. There are two types of retting: stem and ribbon.

After the retting process, stripping begins. In the stripping process, non-fibrous matter is scraped

off, then the workers dig in and grab the fibers from within the jute stem.

Production of Jute:
 The production of jute goods from raw jute in jute mills involves several process. See in

details Production and Manufacturing of Jute Goods

Uses of Jute:

Jute is the second most important vegetable fiber after cotton; not only for cultivation,

but also for various uses. Jute is used chiefly to make cloth for wrapping bales of raw cotton, and

to make sacks and coarse cloth. The fibers are also woven into curtains, chair coverings, carpets,

area rugs, hessian cloth, and backing for linoleum.

While jute is being replaced by synthetic materials in many of these uses, some uses take

advantage of jute's biodegradable nature, where synthetics would be unsuitable. The fibers are

used alone or blended with other types of fibers to make twine and rope. Jute butts, the coarse

ends of the plants, are used to make inexpensive cloth. Conversely, very fine threads of jute can

be separated out and made into imitation silk. As jute fibers are also being used to make pulp and

paper, and with increasing concern over forest destruction for the wood pulp used to make most

paper, the importance of jute for this purpose may increase.

Jute has a long history of use in the sackings, carpets, wrapping fabrics (cotton bale), and

construction fabric manufacturing industry. But, the major breakthrough came when the

automobile, pulp and paper, and the furniture and bedding industries started to use jute and its

allied fibers with their non-woven and composite technology to manufacture nonwovens,

technical textiles, composite production of sheet molding compound, resin transfer molding,

vacuum pressing techniques and injection. During 1941, Henry Ford tested the strength of a car

trunk made from soybean fiber and used flax. But after research jute has become the better

option over flax in

producing car interiors.

Jute can be used to create a number of fabrics such as Hessian cloth, sacking, scrim,

carpet backing cloth (CBC), and canvas. Hessian, lighter than sacking, is used for bags,

wrappers, wall- coverings, upholstery, and home furnishings. Sacking, a fabric made of heavy

jute fibers, has its use in the name. CBC made of jute comes in two types, primary CBC and

secondary CBC. Jute packaging is used as an eco-friendly substitute.

Jute leaves are consumed as a food in countries. It is a popular vegetable in West

Africa, the Yoruba of Nigeria call it "ewedu" and the Songhay of Mali call it "fakohoy." It is

also a popular dish in the northern provinces of the Philippines, also known as saluyot. The

leaves are rich in betacarotene, iron, calcium, and Vitamin C. The plant has an antioxidant

activity with a significant α-tocopherol equivalent Vitamin E.

Jute diversification:

Jute has entered various diversified sectors, where natural fibers are gradually becoming

better substitution. Among these industries are paper, celluloid products (films), non-woven

textiles, composites (pseudo-wood), and geotextiles. Diversified jute products are becoming

more and more valuable to the consumer today. Among these are espadrilles, floor coverings,

home textiles, high performance technical textiles, Geotextiles, composites, and more.

Geotextiles, is more popular in the agricultural sector. It is a lightly woven fabric made from

natural fibers that is used for soil erosion control, seed protection, weed control, and many other

agricultural and landscaping uses. The Geotextiles can be used more than a year and the bio-

degradable jute Geotextile left to rot on the ground keeps the ground cool and is able to make the

land more fertile.

 Jute floor coverings consist of woven and tufted and piled carpets. Jute non-wovens

and composites can be used for underlay, linoleum substrate, and more. Jute has many

advantages as a home textile, either replacing cotton or blending with it. It is a strong, durable,

color and light-fast fiber. Its UV protection, sound and heat insulation, low thermal conduction

and anti-static properties make it a wise choice in home décor. Also, fabrics made of jute fibers

are carbon- dioxide neutral and naturally decomposable. Diversified byproducts which can be

cultivated from jute include uses in cosmetics, medicine, paints, and other products.

Production And Distribution Of Jute Textiles Industry In India!

This is the second important textile industry of India after cotton textile industry.

This industry existed in Bengal as handloom industry but the large-scale industry started in 1855

at Rishra, near Kolkata. In 1859, the first power looms were started in the same mill and the

spinning as well as weaving was undertaken.

It was an export-oriented industry and it made rapid progress. The number of jute

mills increased from 24 in 1884 to 76 in 1918-19 and to 112 in 1947. This industry suffered a

great setback as a result of partition of the country in 1947 because 81 per cent of the jute output

went to Bangladesh (erstwhile East Pakistan) while 102 out of 112 jute mills remained in India.

Consequently, acute shortage of raw jute was felt in India because we could not get the same

from Bangladesh due to our political differences with that country.

Many of the sick and inefficient mills had to be closed down due to shortage of raw

material. At present, there are 73 mills in India. A relentless campaign to increase the production

of raw jute by increasing area under jute cultivation in the Brahmaputra valley, West Bengal,

Tarai and in East coastal areas and by increasing yield per hectare eased the situation to a great
extent. The production of raw jute increased from 33 lakh bales (of 180 kg each) in 1950-51 to

103 lakh bales in 2003-04.

Production and Distribution:

Table shows the production trends in jute textile industry.

Year 1950- 1960- 1970- 1980- 1990- 1996- 1997- 1998- 1999-

51 61 71 81 91 97 98 99 00

Production 837 1,071 1,060 1,392 1,430 1,401 1,678 1,587 1,591

in

thousand

tonnes

It is clear from the above table that there are great variations in the production of jute textiles. It

increased from 837 thousand tonnes in 1950-51 to 1,430 thousand tonnes in 1990-91, thereby

recording a growth of 70.85 per cent in a span of forty years. The production declined to 1,401

thousand tonnes in 1996-97. However, varying trends have been observed thereafter. Data after

1999 – 2000 are not available.

West Bengal has the largest concentration of jute industry. This state has 56 jute mills and 41,2b

looms which respectively account for 76 per cent and 80 per cent of all India installation. Over

84 per cent of jute goods production of India comes from West Bengal.
Andhra Pradesh is a distant second producing only 10 per cent of the Indian jute goods. Most of

the mills are within a distance of 64 kilometres from Kolkata along the Hugli River. As a matter

of fact, there is a narrow belt of jute mills which is 100 km long and 3 km wide along both the

banks of Hugli River. Apart from Kolkata, the other important centres of jute textile industry are

Titagarh (9 mills), Jagatdal (8 mills), Budge Budge (8 mills), Haora (8 mills), Bhadreswar (6

mills), Bally, Agarpara, Rishra, Serampara, Shibpur, Shyamnagar, Bansbaria, Kankinara,

Uluberia, Naihati, Baidyahati and many others

Following few factors have been responsible for high concentration of jute mills in Hugli basin.

(i) The Ganga-Brahmaputra delta grows about 90 per cent of India’s jute and provides raw

material to jute mills here.

(ii) Coal is obtained from Raniganj fields which are hardly 200 km away.

(iii) Cheap water transportation is available. The area is also served by a network of roads and

railways (Fig. 27.2).

(iv) Abundant water is available for processing, washing and dyeing jute.

(v) Humid climate is very convenient for spinning and weaving.

(vi) Kolkata is a big port which helps in the import of machinery and spare parts and in the

export of finished jute products.

(vii) High density of population in West Bengal and in the neighbouring parts of Jharkhand and

Bihar provides abundant cheap labour. Some labour comes from Uttar Pradesh also.
(viii) Big capitalists are living in and around Kolkata which makes easy flow of capital in this

industry.

(x) The early arrival of British merchants under the aegis of East India Company in Kolkata

helped in setting this industry here. So Kolkata enjoys the advantage of an early start.

In addition to West Bengal, jute mills are also located at Guntur, Vishakhapatnam and

Nelimarla, Chellivelsa, Eburu and Ongole in Andhra Pradesh; Kanpur, Shahjanwan and

Gorakhpur in Uttar Pradesh; Purnea, Katihar, Samastipur, Darbhanga and Gaya in Bihar;

Raigarh in Chhattisgarh and Cuttack in Orissa. Assam and Tripura also have one jute mill each.

Problems Of Indian Jute Industry:

Indian jute industry is facing some very serious problems. Some of these are briefly described as

under:

1. Most of the jute-producing areas went to Bangladesh (erstwhile East Pakistan) resulting in

acute shortage of raw jute. Although successful efforts have been made to increase the supply of

raw jute since Independence, it still falls short of our current requirements.

2. Most of our customers could not get our jute products during World War II as a result of

which several countries developed many substitutes to jute. Even today, our jute industry has to

face a very tough competition from synthetic packing materials of the advanced countries of

Europe and North America. As such the market for jute goods has shrunk.

3. The newly established mills and improved machines in Bangladesh are able to produce better

quality goods and have an edge over the Indian jute products in the international markets.

4. The overall demand for jute products is gradually decreasing in the international market.
5. The input cost for jute products in India is quite high.

In order to solve the above-mentioned problems, we have to increase the production of

raw jute in India for which new areas are to be brought under jute cultivation. There is also an

urgent need for replacing the old and obsolete machinery in order to compete quality wise.

The National Jute Manufacturing Corporation has undertaken the modernization of its

units. Attempts are being made to diversify the product range, to improve the quality of goods, to

reduce the cost and to develop new products.

EXPORTS:

It is traditionally an export oriented industry and its survival largely depends upon its

export performance. The rise and fall of the industry is closely linked with demand for jute goods

in the international and national market. India lost much of her market as a result of World War-

II and owing to sharp rise in synthetic substitutes as packing materials.

COMPANY PROFILE
Sri Krishna Jute Mills Limited was registered at Registrar of Companies Hyderabad on 18 July,

1904 and is categorised as Company Limited by Guarantee and an Indian Non-Government

Company. Sri Krishna Jute Mills Limited's Corporate Identification Number (CIN) is

U15312AP1904PLC000014 and Registeration Number is 000014.

Sri Krishna Jute Mills Limited registered address on file is Rd., T.s.no.874, Ward No. 15 Eluru,

West Godavari Distt. Andhra Pradesh India, - , Andhra Pradesh, India.

Sri Krishna Jute Mills Limited is involved in Manufacturing - Food Stuffs Activity and currently

company is in Dormant Status.

Company Details

CIN U15312AP1904PLC000014

Company Name SRI KRISHNA JUTE MILLS LTD

Company Status Under Process of Striking Off

RoC RoC-Vijayawada

Registration Number 14

Company Category Company Limited by Guarantee

Company Sub Category Non-govt company

Class of Company Public

Date of Incorporation 18 July 1904

Age of Company 115 years, 5 month, 24 days

 Activity Manufacture of grain mill products,
starches and starch products,
and prepared animal feeds

MISSION:

Srikrishna jute Mills Limited is committed to actively promote the safety, health and
wellbeing of all its personnel. Delta Paper Mills Ltd will ensure that these aspects are inbuilt and
become integral part of its operations and strategic planning.

Srikrishna jute Mills Ltd also is committed to make available necessary funds, resources
and any such means required to implement the occupational health, safety and welfare (OHS&
W) policy and commits to ensure:

 A safe work culture that minimizes the risk of injury or illness to its personnel Adequate
facilities at work places Regular training, instructions and information to all its OHS

VISION:

Srikrishna jute Mills Limited, is committed to satisfy our customers, for the products we
develop and supply with an emphasis on

 Customer requirement at competitive prices

 Use of Eco friendly systems to the extent possible
 Continuous process of improvement for betterment in quality
 Continuous interaction between the mills, suppliers, dealers and customers
SWOT ANALYSIS:
Swot analysis is a structured planning method used to evaluate the strengths,
weakness, opportunity and threats involves in a project or in a business venture and the swot
analysis for the delta paper mills ltd. is done below.

 STRENGTHS:
 The management of Srikrishna jute Mills Limited is very strong in production activities
and decision making
  Optimum utilization of company resources and human skills and capacity
 Consistency in the quality of the product irrespective of the market conditions etc.
 Fulfilling social responsibility by keeping environment clean.

 WEAKNESS:
 
 The Srikrishna jute Mills Limited is located in a remote place so there are few skilled
labor 

 The brightness of the paper produced is dull which limits its value in the market.

 The employees leaving the firm are notable and been a problem in controlling the issue.

 OPPORTUNITIES:

 There is an opportunity to use new technology i.e. oxygen bleaching system

 Expanding the company product line like as tissue papers and card boards

 Expanding into new geographic markets science there is only one manufacturing unit.

 Increase in the demand and usage of different types of paper in the national and global
arena.

 The Srikrishna jute Mills Limited has an opportunity to updated technology with further
improvement in the global technical expertise
 THREATS:

 The availability of raw material is been very difficult and is been a continuous threat to
the firm and the industry
 The import duties charged by the government on the import of the new technology and
raw materials

 The 100% foreign direct investment in the industry has lead in many international firms
to enter the market increasing the market completion.

ORGANIZATION CHART:
SHARE HOLDERS

BOARD OF DIRECTORS

CHAIR MAN

MANAGING DIRECTOR

EXECUTIVE DIRECTOR




CHIEF EXECUTIVE

FACTORY OFFICE ADMINISTRATION

CHAPTER-3
 THEORITICAL FRAME WORK

In organizations, whether they are private companies, public undertakings or

governmental bureaucracies, job satisfaction assumes increasingly higher significance. Any
industrial organization requires not only machines, raw materials, factory buildings, furniture and
money, but also men to run it efficiently. The speed of achieving the economic goal will depend
not only on how the persons work, but also on the optimal social and physical conditions in
which they work. In the earlier days the management considered the raising of pay packet to be
the solution to all human problems in the industries. The classical Hawthorne studies and other
similar investigations in the field of industrial psychology have provided enough of evidence that
quite often workers care more for other factors than those considered important for them by the
management. If employees are satisfied with their jobs, there is an increase in organizational
productivity, a reduction in labor turnover and rate of accidents, and there also is good job
performance.

EVOLUTION:

Before the Industrial Revolution, the employer's only aim was to get the work done by
the workers whatever be the nature of work conditions. They did not care for the satisfaction of
the workers. As the industries started to grow, the primary concern of the industrialists was the
improvement in productivity and not the psychological well-being of the workers. Foremost in
this direction of study was Frederick Taylor, the Father of Scientific Management. His approach
to job satisfaction was based on a very pragmatic but essentially pessimistic philosophy that man
is motivated by money alone, the workers are essentially stupid and phlegmatic and they would
be satisfied with work if they got higher economic returns from it. In this period also, satisfaction
of workers was not of prime interest.

The significance of the problem of job satisfaction came to the fore with the findings
of Hawthorne experiments carried out at the Philadelphia plant of the Western Electric Supply
Company in the 1920's. These investigations (Mayo, 1993; Roethlisberger and Dickson, 1939)
led the organizations to believe that promoting job satisfaction would also promote productivity.
Later on, the interest in the study of problem of job satisfaction, however experienced a set back
when it came to be realized that the felt satisfaction of the employees in their work roles did not
necessarily lead to increased productivity. The job satisfaction of workers could be high yet their
productivity could be low. Conversely, the job satisfaction could be low yet the productivity
could be high. This problem still continues to be fairly important for effective organizational
functioning. This has assumed greater importance today in the current set up than it had ever
been before in industrial history.

The working force is getting better organized each day. It is conscious of its power of
members, and is much more politically active today than it had ever been. As such, employers
can hope to seek its willing co-operation if only it is kept reasonably satisfied with its job. A
dissatisfied and disgruntled work group could create havoc in the organization through go-slow
tactics, agitations and strikes. Apart from human considerations, keeping the workers reasonably
satisfied on the job is the demand of expediency for the smooth organizational functioning in the
present-day set up.

CONCEPT OF JOB-SATISFACTION:

Job satisfaction refers to a person's feeling of satisfaction on the job, which acts as a
motivation to work. Here, it is not merely satisfaction, happiness Or self-contentment, but it is
always in relation to the job. Job satisfaction is ME necessarily one "on the job". "Job" from the
operational point of view is not only "an activity which is performed under contractual
agreement and for which one gets paid" but also the "total relationship of an individual with the
firm, not the specific duties or responsibilities which he might have," Satisfaction means the
simple feeling of state accompanying the attainment of any goal; the end state in feeling,
accompanying the attainment by an impulse of its objective". Satisfier means 'any stimulus,
situation or experience, which meets a need or represents a goal.

Job satisfaction is a motivation factor and an integration factor as well. It is equally a

morale booster. Job satisfaction refers to the attitude of the employee towards his job. It is related
to the degree to which the employee's personal needs are fulfilled in the job situation. Thus, job
satisfaction is the favorableness with which employees view their work. Job satisfaction has been
defined and viewed variously by different authors. Porter and Lawler (1969) reported that people
having high self-control, responsibility and high level of challenge derive more intrinsic
satisfaction from the job. Luthans (1987) elaborated job satisfaction as an emotional response to
a job situation. Smith el al., (1969) suggested five major characteristics which contribute to the
job satisfaction of an employee. These are 'work itself, 'pay package', 'promotional opportunities',
'nature of supervision' and 'interpersonal relationship with peers'.

Locke (1976) defines job satisfaction as "a pleasurable or positive emotional state
resulting from the appraisal of one's job or job experiences.

Davies (1979) found that organisational size is negatively related to job satisfaction and
argued that large organisational size tends to create an unfavourable environment due to the
lesser degree of communication, co-ordination and participation among employees.

Cherrington (1989) observed that age, education and occupation are three personal
characteristics that have been constantly related to job satisfaction.

MC Cormick and Joseph Tiffin define it as "satisfaction with one's job, which in turn is a
function of the degree of need satisfaction derived from or experienced in the job.

Gilmer defines job satisfaction as "job satisfaction or dissatisfaction is the result of various
attitudes the person holds towards his job, towards the related factors and towards life in general.

Thus, job satisfaction is an expected outcome of positive job involvement. High job
satisfaction contributes to organizational commitment, job involvement, better physical and
mental health and quality life to the employees. On the other hand, job dissatisfaction leads to
absenteeism, labor turnover, labor problems and a negative organizational climate.

IMPORTANCE OF JOB SATISFACTION:

Obviously job satisfaction significantly contributes to employees' productivity and morale.

An industrial organization can be substantially benefited if it cares to develop general individual
attitudes in its personnel that can effectively contribute to job satisfaction. If an organization or
company appropriately discovers attitudes on factors related to the job, it can take necessary
steps to prevent bad situations and thereby improve the job satisfaction of its employees. Victor
H. Vroom examined the relationship between job satisfaction and certain acts of job behavior,
namely "turnover, absenteeism, accidents and .job reformed". He found that "the higher an
employee's satisfaction, the less 43 apt he is to leave his job; there is little relationship between
the amount of job satisfaction and the degree of work absenteeism; there is negative or no
relationship between accidents and job satisfaction since there is considerable evidence to show
that most accidents are caused simply by chance factors. Thus while each of the categories
considered by Vroom is concerned with job-related behaviors and job satisfaction, none of these
seems to be directly related to actual job performance, that is, how well the employee actually
accomplishes the job assigned to him.

APPROACHES TO JOB SATISFACTION:

Research on job satisfaction can be divided into different schools of thought. There is
what can be called the psychological needs school-exemplified by psychologists such as
Maslow, Herzberg, Liker and others. They see motivation as the central factor in job satisfaction
and concentrate their attention on stimuli which are believed to lead to motivation. The needs of
individuals for achievement, recognition, responsibility, status and advancement are the stimuli.'
I A second school devotes its attention to leadership as a factor in job satisfaction.

Psychologists see the behavior of supervisors as an important 44 influence on employees'

attitudes and direct their observations at leadership style and the response of subordinates. The
third school, strongly represented at the Manchester Business School by Lupton., Growler and
Legged, approach job satisfaction from a quite different angle and examine the effort-reward
bargain as an important variable. This leads to a consideration of how the wages and salaries of
particular groups are constructed and the influences of factors such as overtime pay and the state
of labor market on earnings and employees' attitudes to them. Yet another school of thought
approaches job satisfaction from an entirely different angle and sees management ideology and
values as an important influence.

Writers such as Crosier and Gouldner categories varieties of management behavior as

'punishment-centered', and 'mock' bureaucracy. Punishment-centered bureaucracy is the type of
management behavior which responds to deviations from rules and procedures. Mock
bureaucracy is said to exist when an organization has rules and procedures but neither
management nor the workers identify it with these or accept them as legitimate. in consequence
they are generally ignored. Although a discussion of values as such does not appear often in the
job satisfaction literature, it is clear that the kind of legislation formulated by management., and
employees' perceptions of the legitimacy of this, must have an influence on job satisfaction.
Fifthly, there are behavioral scientists who say that the factors described above are extrinsic to
the tasks an employee is required to carry out and therefore a less important factor in job
satisfaction than the work itself and the way it is structured. This group concentrates on the
content of work and on the job design factors.

In Europe they are represented by Cooper at Livepool, Herbst Thorsmd and Gulowsen in
Norway and the Tavistook Institute in London. Sixthly, some contributors thinking on the
subject, including the Herberg School, seems to suggest that it is only necessary to identify the
needs of an employee. The organisation for which he works must then ensure that these needs
are met if it wishes to secure the advantages of a labour force performing at a high level of job
satisfaction. As such, job satisfaction is positively related to the degree to which one's personal
needs are fulfilled in the job situation.

A more realistic approach to job satisfaction may be to look at the individual's needs in the
work situation and to examine also the needs of the firm and the demands which it has to make
of its employees because of pressure exerted by the environment in which it operates. This leads
to a consideration of job satisfaction in terms of the degree of fit between what an organisation
requires of its employees and what the employees seek from the firm.

THEORIES OF JOB SATISFACTION:

Four approaches can be identified in the theoretical work on satisfaction. Fulfilment theory was
the first approach to develop. Equity theory and discrepancy theory developed later, partially as
reactions against the shortcomings of fuLfilment theory. Two-factor theory, the fourth approach,
represents an attempt to develop a completely new approach to thinking about satisfaction.

FULFILMENT THEORY

Schaffer has argued that "Job satisfaction will vary directly with the extent to which those needs
of an individual which can be satisfied are actually satisfied. Vroom also sees job satisfaction in
terms of the degree to which a job provides the person with positively valued outcomes. He
equates satisfaction with valence and adds, "if we describe a person as satisfied with an object,
we mean that the object has positive valence for him. However, satisfaction has a much more
restricted usage. In common parlance, we refer to a person's satisfaction only with reference to
objects which he possesses. Researchers who have adopted the fulfillment approach measure
people's satisfaction by simply asking how much of a given facet or outcome they are receiving.
Thus, these researchers view satisfaction as depending on how much of a given outcome or
group of outcomes a person receives.

Fulfilment theories have considered how facet-satisfaction measures combine to

determine overall satisfaction. The crucial issue is whether the facet-satisfaction measures should
be weighed by their importance to the person when they combine. Some job factors are more
important than other job factors for each individual. Therefore, the important factors need to be
weighed more in determining the individual's total satisfaction. However, there is evidence that
the individual's facet satisfaction scores reflect this emphasis already and thus do not need to be
further weighed.

A great deal of research shows that people's satisfaction is a function both of how much
they receive and of how much they feel they should and or want to receive. A foreman, for
example, may be satisfied with a salary of $12,000, while a company president may be
dissatisfied with a salary of $ 100,000, even though the president correctly perceives that he
receives more than the foreman. The point is that people's reactions to what they receive are not
simply a function of how much they receive; their reactions are strongly influenced by such
individual-difference factors as what they want and what they feel they should receive.

Individual-difference factors suggest that the fulfillment theory approach to job

satisfaction is not valid, since this approach fails to take into account differences in people's
feelings about what outcomes they should receive. Morse stated this point of view as follows; At
first, satisfaction would simply be a function of how much a person received from the situation
or what we have called the amount of environmental return. It made sense to feel that those who
were in more need-fulfilling environments would be more satisfied.

But the amount of environmental return did not seem to be the only factor involved. Another
factor obviously had to be included in order to predict satisfaction accurately. This variable was
the strength of an individual's desires, or his level of aspiration in a particular area. If the
environment provided little possibility for need satisfaction, those with the strongest desires, or
highest aspirations, were the least happy. Discrepancy theory represents an attempt to take into
account the fact that people do differ in their desires.

DISCREPANCY THEORY:

Recently many psychologists have argued for a discrepancy approach to thinking about
satisfaction. They maintain that satisfaction is determined by the differences between the actual
outcomes a person receives and some other outcome level. The theories differ widely in their
definitions of this other outcome level. For some theories it is the outcome level the person feels
should be received, and for other theories it is the outcome level the person expects to receive.
All of the theoretical approaches argue that what is received should be compared with another
outcome level, and when there is a difference when received outcome is below the other outcome
level, dissatisfaction results, thus, if a person expects or thinks he should be satisfied with pay.
Further, the prediction is that he will be more dissatisfied than the person who receives a salary $
9,000 and expects or thinks he should receive a salary of$ 10,000. Katzell and Locke have
probably presented the two most completely developed discrepancy theory approaches to
satisfaction.

According to Katzell, Satisfaction = 1- (IX-V)/V, where X equals the actual amount of the
outcome and V equals the desired amount of the outcome. 15 Like man* discrepancy theorists,
he sees satisfaction as the difference between an actual amount and some desired amount; but,
unlike most discrepancy theorists, he assumes that this difference should be divided by the
desired amount of the outcome. By using Katzell's formula, it is to be believed that the more a
person wants of an outcome the less dissatisfied he would be with a given discrepancy. He offers
no evidence for this assumption, and it is hard to support logically. A discrepancy from what is
desired would seem to be equally dissatisfying regardless of how much is desired. Katzell 50
also speaks of "actual" discrepancies, while most discrepancy theorists talk of "perceived"
discrepancies.,

Note also that by Katzell's formula, getting more than the desired amount should produce
less satisfaction than getting the desired amount. Locke has stated a discrepancy theory that
differs from katzell's in several ways. First, Locke emphasizes that the perceived discrepancy,
not the actual discrepancy, is important. He also argues that satisfaction is determined by the
simple difference between what the person wants and what he perceives he receives. The more
his wants exceed what he receives the greater is his dissatisfaction. Locke says, "Job satisfaction
and dissatisfaction are a function of the perceived relationship between what one wants from
one's job and what one perceives it is offering". Porter in measuring satisfaction, asks people
how much of a given outcome there should be for their job and how much of a given outcome
there actually is; he considers the discrepancy to be the most widely used. It differs from Locke's
approach since it sees satisfaction as influenced not by how much a person wants but by how
much he feels he should receive.

A few researchers have argued that satisfaction is determined by what a person expects
to receive rather than by what he wants or feels he should receive. Thus, the literature on job
satisfaction contains three different discrepancy approaches; the first looks at what people want,
the second at what people feel they should receive, and the third at what people expect to
receive. The last of these approaches has seldom been used and can be dismissed. As Locke
points out, the expectation approach is hard to defend logically. Admittedly, getting what is not
expected may lead to surprise, but it hardly need lead to dissatisfaction. It is not obvious on
logical grounds that either of the first two approaches can be rejected as meaningless. Both
approaches seem to be addressing un important but perhaps different affective reactions to a job.
There clearly is a difference between asking people bow much they want and how much they
think they should receive. People do respond differently to such questions.

A person's satisfaction with the fairness of what he receives for his present job would
seem to be more influenced by what he feels he should receive than by what he ultimately
aspires to. The difference between what the person aspires to or wants and what he receives
gives us an insight into his satisfaction with his present situation relative to his long-term aspired
to, or desired, situation. These two discrepancy measures can and do yield different results. For
example, a person can feel that his present pay is appropriate for his present job, and in this sense
he can be satisfied; however, he can feel that his present pay is much below what he wants, and
in this sense he can be dissatisfied.

In most cases, however, these two discrepancies probably are closely related and
influence each other. Thus, the difference between the two discrepancies may not be as large or
as important as some theorists have argued. Like the fulfillment theorists, many discrepancy
theorists argue that total job satisfaction is influenced by the sum of the discrepancies that are
present for each job factor. Thus, a person's overall job satisfaction would be equal to his pay-
satisfaction discrepancy plus his supervision-satisfaction discrepancy, and so on. It has been
argued that in computing such a sum it is important to weigh each of the discrepancies by the
importance of that factor to the person, the argument being that important factors influence job
satisfaction more strongly than unimportant ones. Locke, however, argues that such a weighing
is redundant, since the discrepancy score is a measure of importance in itself, because large
discrepancies tend to appear only for important items.

Most discrepancy theories allow for the possibility of a person saying he is receiving
more outcomes than he should receive, or more outcomes than he wants to receive. However, the
theories do not stress this point, which presents some 53 problems for them. It is not clear how to
equate dissatisfaction (or whatever this feeling might be called) due to over-reward with
dissatisfaction due to under-reward.

EQUITY THEORY:

Equity theory is primarily a motivation theory, but it has some important things to say
about the causes of satisfaction/dissatisfaction. Adams (1963, 1965) argues in his version of
equity theory that satisfaction is determined by a person's perceived input-outcome balance in the
following manner: the perceived equity of a person's rewards is determined by his input-outcome
balance; this perceived equity, in turn, determines satisfaction. Satisfaction results when
perceived equity exists, and dissatisfaction results when perceived inequity exists. Thus,
satisfaction is determined by the perceived ratio of what a person receives from his job, relative
to what a person puts into his job. According to equity theory, either under-reward or over-
reward can lead to dissatisfaction, although the feelings are somewhat different.

The theory emphasizes that over-reward leads to feelings of guilt, while under-reward
leads to feelings of unfair treatment. Equity theory emphasizes the importance of other people's
input-outcome balance in determining how a person will judge the equity of his own input-
outcome balance. Equity theory argues that people evaluate the fairness of their own input-
outcome balance with their "comparison-other" (the person they compare with). This emphasis
does not enter into either discrepancy theory or fulfillment theory as they are usually stated.
Although there is an implied reference to "other" in the discussion of how people develop their
feelings about what their outcomes should be, discrepancy theory does not explicitly state that
this perception is based on perceptions of what other people contribute and receive. This
difference points out a strength of equity theory relative to discrepancy theory. Equity theory
rather clearly states how a person assesses his inputs and outcomes in order to develop his
perception of the fairness of his input-outcome balance. Discrepancy theory, on the other hand, is
vague about how people decide what their outcomes should be.

TWO-FACTOR THEORY:

Modern two-factor theory was originally developed by Herzberg, Mausner, Peterson,

and Capwell (1957), in which the authors stated that job factors could be classified according to
whether the factors contribute primarily to satisfaction or to dissatisfaction. 19 Two years later,
Herzberg, Mausner and snyderman published the results of a research study, which they
interpreted as supportive of the theory. Since 1959, much research has been directed towards
testing the two-factor theory. Two aspects of the theory are unique and account for the attention
it has received. First, the two-factor theory says that satisfaction and dissatisfaction do not exist
on a continuum running from satisfaction through neutral to dissatisfaction.

Two independent continua exist, one running from satisfied to neutral and another
running from dissatisfied to neutral. Second, the theory stresses that different job facets influence
feeling of satisfaction and dissatisfaction. The results of a study made by Herzberg which show
that factors such as achievement, recognition, work itself, and responsibility are mentioned in
connection with satisfying experiences, while working conditions, interpersonal relations,
supervision, and company policy are usually mentioned in connection with dissatisfying
experiences. The study shows the frequency with which each factor is mentioned in connection
with high (satisfying) and low (dissatisfying) work experiences. Perhaps the most interesting
aspect of Herberg's theory is that at the same time a person can be highly satisfied and highly
dissatisfied.

Also the theory implies that factors such as better working conditions cannot increase
or cause satisfaction, as they can only affect the amount of dissatisfaction that is experienced.
The only way satisfaction can be increased is by effecting changes in those factors contributing
primarily to satisfaction. The results of the studies designed to test the two-factor theory, have
not provided clear-cut support for the theory, nor have these studies allowed for the 56 total
rejection of the theory. Even proponents of the theory admit that the same factors can cause both
satisfaction and dissatisfaction and that a given factor can cause satisfaction in one group of
people and dissatisfaction in another. Other researchers point out that results supporting the
theory seem to be obtainable only when certain limited research methodologies are used. The
major unanswered question with respect to the two-factor theory is whether satisfaction and
dissatisfaction really are two separate dimensions.

The evidence is not sufficient to establish that satisfaction and dissatisfaction are
separate, making this the crucial unproven aspect of the theory. Neither the fact that some factors
can contribute to both satisfaction and dissatisfaction nor the fact that, in some populations, some
factors contribute to satisfaction while, in other populations, these same factors contribute to
dissatisfaction, which is sufficient reason to reject the theory. Although these findings raise
questions about the correctness of the theory, they do not destroy its core concept, which is that
satisfaction and dissatisfaction are, in fact, on different continua.

Significantly, while considerable research has tried to determine which factors

contribute to satisfaction or dissatisfaction, little attention has been directed towards testing the
motivation and performance implications of the theory. In agreement with the theory, the
subjects reported that the presence of satisfiers boosted performance, while the presence of
dissatisfies reduced performance. At best, the results of this study give weak evidence that these
job factors influence performance as suggested by the theory. Only self-reports of performance
were used, and in many cases, the subjects were reporting on events that had happened some
time prior to the date of the interviews. The evidence, although not at all conclusive, at least
suggests the kinds of experiences that might lead to a strong motivation to perform effectively.
Unfortunately, Herzberg and others did not develop any theoretical concept to explain why the
job factors should affect performance.

Their theory contains little explanation of why outcomes are attractive, and it fails to
consider the importance of associative connections in determining which of a number of
behaviours a person would choose to perform in order to obtain a desired outcome. Thus, it is not
a theory of motivation, rather, it is a theory primarily concerned with explaining the determinants
of job satisfaction and dissatisfaction.

A MODEL OF FACET SATISFACTION:

Figure presents a model of the determinants of facet satisfaction. The model is intended to
be applicable to understanding what determines a person's satisfaction with any facet of the job.
The model assumes that the same psychological processes operate to determine satisfaction, with
job factors ranging from pay to supervision and satisfaction with the work itself. The model
given in Figure is a discrepancy model in the sense that it shows satisfaction as the difference
between

a) what a person feels he should receive, and

b) what he perceives that he actually receives.

The model indicates that when the person's perception of what his outcome level is and
his perception of what his outcome level should be are in agreement, the person would be
satisfied. When a person perceives his outcome level as falling below what he feels it should be,
he would be dissatisfied. However, when a person's perceived outcome level exceeds what he
feels it should be, he would have feelings of guilt and inequity and perhaps some discomfort.
Thus, for any job factor, the assumption is that satisfaction with the factor will be determined by
the differences between how much of the factor there is and how much of the factor the person
feels there should be.

Present outcome level is shown to be the key influence on a person's perception of

what rewards he receives, but his perception is also shown to be 60 influenced by his perception
of what his "referent others" receive. The higher the outcome levels of his "referent others", the
lower his outcome level will appear. Thus, a person's psychological view of how much of a
factor he receives is said to be influenced by more than just the objective amount of the factor.
Because of this psychological influence, the same amount of reward often can be seen quite
differently by two people; to one person it can be a small amount, while to another person, it can
be a large amount.
The model given in Figure also shows that a person's perception of what his reward level should
be is influenced by a number of factors. Perhaps the most important influence is perceived to be
job inputs. These inputs include all of the skills, abilities, and training a person brings to the job
as well as the behaviour he exhibits on the job. The greater he perceives his inputs to be, the
higher will be his perception of what his outcomes should be. Because of this relationship,
people with high job inputs must receive more rewards than people with low job inputs or they
will be dissatisfied. The model also shows that a person's perception of what his outcomes
should be is influenced by his perception of the job demands. The greater the demands made by
the job, the more he will perceive he should receive. Job demands include such things as job
difficulty, responsibilities, and organization level. If outcomes do not rise along with these
factors, the clear

prediction of the model is that the people who perceive they have the more difficult,
higher-Level jobs will be the most dissatisfied. The model shows that a person's perception of
what his outcomes should be is influenced by what the person perceives his "comparison-other's"
inputs and outcomes to be. This aspect of the model is taken directly from equity theory and is
included to stress the fact that people look at the inputs and outcomes of others in order to
determine what their own outcome level should be. If a person's "comparison-other's" inputs are
the same as the person's inputs but the other's outcomes are much higher, the person will feel that
he should be receiving more outcomes and will be dissatisfied as a result.

The model allows for the possibility that people will feel that their outcomes exceed
what they should be. The feelings produced by this condition are quite different from those
produced by under-reward. Because of this difference, it does not make sense to refer to a person
who feels over-rewarded as being dissatisfied. There is considerable evidence that very few
people feel over-rewarded, and this fact can be explained by the model. Even when people are
highly rewarded, the social-comparison aspect of satisfaction means that people can avoid
feeling over-rewarded by looking around and finding someone to compare with who is doing
equally well. Also, a person tends to value his own inputs much higher than they are valued by
others. Because of this discrepancy, a person's perception of what his outcomes should be is
often not shared by those administering his rewards, and is often above what he actually
receives.
 Finally, the person can easily increase his perception of his inputs and thereby justify a
high reward level. As a way of summarizing some of the implications of the model, statements
can be made about who should be dissatisfied if the model is correct, other things being equal:

1. People with high perceived inputs will be more dissatisfied with a given facet than people with
low perceived inputs.

2. people who perceive their job to be demanding will be more dissatisfied with a given facet
than people who perceive their jobs as undemanding.

3. People who perceive similar others as having a more favourable input-outcome balance will
be more dissatisfied with a given facet than people who perceive their own balance as similar to
or better than that of others.

4. People who receive a low outcome level will be more dissatisfied than those who receive a
high outcome level.

5. The more outcomes the other receives in comparison, the more dissatisfied the person will be
with his own outcomes. This should be particularly true when the 'comparison-other' is seen to
hold a job that demands the same or fewer inputs.

FACTORS RELATING TO JOB SATIS FACTION AND DISSATISFACTION:

The nature and extent of factors contributing to job satisfaction are not yet fully known.
But a good deal of research studies in various countries with different cultures which have
accumulated by now, have certainly advanced the understanding of the factors. The studies of
Herzberg, Mausner, and Snyderman and the two-factor theory of job satisfaction -dissatisfaction
proposed by them provide possibly the broadest scope so far in understanding the relevant
factors prevailing across cultures as well as in India.

Herzberg and his associates explored job satisfaction from a basically dynamic view and
offered an approach to an understanding of motivation to work. They noted an important
distinction between two kinds of factors: One group of factors dealt with the nature of job and
the other was related to the environment in which the job was done. One set of factors, according
to them, contributed to satisfaction. They are referred to as intrinsic, job content, motivators, or
satisfiers. Another set of factors contributed to dissatisfaction. They are termed as extrinsic, job
context, hygiene, or dissatisfiers.

CONSEQUENCES:

While job satisfaction is obviously of great personal concern, employers are also
concerned with the consequences of job satisfaction, for it greatly affects employees' behaviour.
Hence, it is essential to examine the ways in which job satisfaction/dissatisfaction affects
employees' behaviour, to consider how job satisfaction affects a variety of factors, some
economic and some personal. Job Satisfaction and Job Performance In the 1950's two major
literature reviews showed that in most studies only a slight relationship was found between
satisfaction and performance.

A later review by Vroom also showed that studies had not found a strong relationship
between satisfaction and performance. In other words, better performers did seem to be slightly
more satisfied than poor performers. Lawler and Porter explained this as "performance causes
satisfaction". Good performance may lead to rewards, which in turn lead to satisfaction. Clearly,
a more logical view is that performance is determined by people's efforts to obtain the goals and
outcomes they desire, and satisfaction is determined by the outcomes people actually obtain. Yet,
for some reason, many people believed - and some people still do believe - that the "satisfaction
causes performance" view is the best. Job Satisfaction and Turnover In most studies, researchers
have measured job satisfaction among a number of employees and then waited to see which of
the employees studied left during an ensuring time period (typically, a year).

The satisfaction scores of the employees who left have then been compared with the
remaining employees' scores. Although relationships between satisfaction scores and turnover
have not always been very strong, the studies in this area have consistently shown that
dissatisfied workers were more likely than satisfied workers to terminate employment. Thus,
satisfaction scores can predict turnover. Job Satisfaction and Accidents Research on the
relationship between job satisfaction and accident generally shows that the higher the satisfaction
with the job, the lower is the rate of accidents. A satisfied employee would not be careless or
negligent and would encounter lesser possibilities of running into an accident situation. The more
favourable attitude towards the job would make him more positively inclined to his job and there
would be a lesser probability of getting in 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.
Dissatisfied workers are more likely to have accidents in order to remove themselves from their
unpleasant work situation.

To conclude, dissatisfaction is associated with a predisposition towards accidents. Job

Satisfaction and Absenteeism In every-day life certain contingencies require a little extra effort
on the part of the workers to come work. For a dissatisfied worker these may be major reasons
for missing the work but for a satisfied worker these may be irrelevant. The fact, however,
remains that the absence from work, adds considerable cost to the process of output. Like
turnover, absenteeism has been found to be related to job dissatisfaction. If workers absent
themselves voluntarily without giving prior notice it amounts to dissatisfaction with the work.

The research studies that have separated voluntary absences from overall absences
have, in fact, found that voluntary absence rates are much more closely related to dissatisfaction
than are overall absence rates. Job Satisfaction and Unionism In the Indian context where unions
are strong and persuasive, to think of job satisfaction without unionism would be very
unrealistic. Most workers tend to look up at the union official to settle their grievances. The
purpose of unions is to protect the economic interest of its members and to ensure and maintain
desirable working conditions for them.

In addition, they also serve as watch dogs to unfair labour practices. To conclude,
dissatisfaction with work makes the employee to form or join a union. Job Satisfaction and
Productivity Of all behaviours that job satisfaction or dissatisfaction could affect, the most
important is performance. It is generally assumed that a satisfied employee will also be a
productive employee. It is quite natural that more positive feelings about work lead to greater
output and higher quality work. Job Satisfaction and Organizational Effectiveness The research
evidence on the determinants of satisfaction suggests that satisfaction is very much influenced by
the actual rewards a person receives though the organisation has a considerable amount of
control over these rewards. Absenteeism and turnover have a direct influence on organizational
effectiveness. The organization can control absenteeism and turnover by rewarding well the best
performers. Although identifying and rewarding the better performers is not always easy, the
effort may have significant pay-offs in terms of increased organizational effectiveness.
 DATA ANALYSIS AND INTERPRETATION

1) Gender
a) Male b) Female

Gender
Female; 11; 11%

Male
Female

Male ; 89; 89%

Interpretation:

From the above analysis it is found that about 89% of the employees are male and 11% are
female.
 2. Age group of the employees in the company
a) Less than 30 b) 31- 40 c) 40 - 50

Age

40 - 50; 23; 23%

Less than 30 ; 40; 40% Less than 30
31- 40
40 - 50

31- 40 ; 37; 37%

Interpretation:

From the above analysis it is found that about 40% of the employees are of the age group of
below 30, about 375 of the employees are of the age group of 31- 40 and about 23% of the
employees are of the age group of 40 - 50
3. Category of employees
a) Permanent employee b) probation employee c) part time employee

Sales

part time employee ; 23; 23%

Permanent employee ; 31; 31%
Permanent employee
probation employee
part time employee

probation employee ; 46; 46%

4. How long you have been working in the industry ?

a) less than 3 b) 3-5 years c)more than 5 years

work experiecnce in the company

less than 3 ; 32; 32%

more than 5 years ; 40; 40% less than 3
3-5 years
more than 5 years

3-5 years ; 28; 28%

Interpretation:

From the above analysis it is found that about 40% of the employees have more than 5 years,
28% have 3-5 years and 32% have less than 3 years of experience in the company.
5.whether the employees in the company are Encouraged for self thinking while at work

a) Always b) Sometimes c) Never

self thinking at work

never ; 22; 22%

always
sometimes
sometimes ; 17; 17% never
always ; 61; 61%

Interpretation:

From the above analysis it is found that about 61% of the employees feel that always encouraged
and 22% of the employees feel that employees are encouraged sometimes and 17% of the
employees feel that employees are never encouraged for self thinking while at work.
6. Is there Communication of information about what is going on in the organization
a) Yes b) No

communication among employees

no ; 32; 32%

yes
no

yes ; 68; 68%

Interpretation:
From the above analysis it is found that 68% feel yes and 32% feel no that there is
Communication of information about what is going on in the organization
 7. Does Care Shown upon the employee by the superior in learning their job
a) Sometimes b) every time c) never

care shown by superiors

Never; 29; 29%

Sometimes; 35; 35%
Sometimes
Every time
Never

Every time; 36; 36%

Interpretation:

From the above analysis it is found that about 61% of the employees feel that always care shown
and 22% of the employees feel that sometimes care shown and 17% of the employees feel that
never care is shown by the superiors.
 8. Whether the organization follow Method of distinction between the best and less
performers
a) Yes b) No

method of distinction

Yes ; 41; 41%

Yes
No
No; 59; 59%

Interpretation:

From the above analysis it is found that 41% feel yes and 59% feel no that the organization
follow Method of distinction between the best and less performers
 9. Do employees have Comfort ability to work under the existing environment
a) Yes b) No

comfort ability

No; 37; 37%

Yes
No

Yes; 63; 63%

Interpretation:

From the above analysis it is found that 63% feel yes and 37% feel no that employees have
Comfort ability to work under the existing environment.
 10. Whether employees have Encouragement to participate in the external training courses
a) Yes b) No

external training courses

No; 29; 29%

Yes
No

Yes; 71; 71%

Interpretation:

From the above analysis it is found that 71% feel yes and 29% feel no that employees have
Encouragement to participate in the external training courses.
11. How do you feel the working environment ?

a) excellent b) good c)satisfactory d)not satisfactory

working environment

not satisfactory; 15; 17%

excellent
satisfactory ; 10; 11% good
excellent ; 48; 53% satisfactory
not satisfactory

good; 17; 19%

Interpretation:

From the above analysis it is found that about 53% of the respondents feel the company had
excellent working environment, 17% of the respondents feel the company had good working
environment, 10% of the respondents feel the company had satisfactory working environment
and 15% of the respondents feel the company had dissatisfactory working environment.
12. How secure do you feel in your job ?

a) high secure b) secure c)insecure

job security

insecre; 22; 22%

high secure ; 36; 36% high secure
secure
insecre
secure; 42; 42%

Interpretation:

From the above analysis it is found that about 36% of the respondents feel the company had high
job security, 42% of the respondents feel the company had job security, and 22% of the
respondents feel job is insecure in the company.
13. How do you feel the smooth relationship with your employers and co- workers ?

a) very high b) high c) medium d) low

smooth relationship

low; 20; 20% very high ; 24; 24%

very high
high
medium; 17; 17% medium
low
high; 39; 39%

Interpretation:

From the above analysis it is found that about 24% of the respondents feel there is very high
relationship levels between employers an co-workers, 39% of the respondents feel there is high
relationship levels between employers an co-workers, 17% of the respondents feel there is
medium relationship levels between employers an co-workers, and 20% there is low relationship
levels between employers and co-workers.
14. Are you satisfied with the appreciation or reward system provided by your management?

a) highly satisfied b) satisfied c) needs improvement

Reward system

needs improvement ; 26; 26%

highly satisfied
highly satisfied ; 46; 46% satisfied
needs improvement

satisfied; 28; 28%

Interpretation:

From the above analysis it is found that about 46% of the respondents feel highly satisfied, 28%
feel satisfied and 26% feel the company needs improvement in the reward system.
15. Are you satisfied with the bonus and incentives given ?

a) highly satisfied b) satisfied c) needs improvement

bonus & incentives

needs improvement ; 20; 20%

highly satisfied
highly satisfied ; 41; 41%
satisfied
satisfied; 39; 39% needs improvement

Interpretation:

From the above analysis it is found that about 41% of the respondents feel highly satisfied, 39%
feel satisfied and 20% feel the company needs improvement in the bonus & incentives given by
the company.
16. Are you satisfied with the overall compensation package ?

a) highly satisfied b) satisfied c) needs improvement

compensation package

needs improvement ; 34; 34% highly satisfied ; 37; 37%

highly satisfied
satisfied
needs improvement
satisfied; 29; 29%

Interpretation:

From the above analysis it is found that about 37% of the respondents feel highly satisfied, 29%
feel satisfied and 34% feel the company needs improvement in the overall compensation package
given by the company.
17. How do you feel about the welfare scheme of your company ?

a) highly satisfied b) satisfied c) needs improvement

welfare scheme

highly satisfied ; 27; 27%

needs improvement ; 32; 32%
highly satisfied
satisfied
needs improvement
satisfied; 41; 41%

Interpretation:

From the above analysis it is found that about 27% of the respondents feel highly satisfied, 41%
feel satisfied and 32% feel the company needs improvement in the welfare scheme of the
company.
18. Have you ever observed or experienced any of the following forms of discrimination in the
company ?

a) Racial discrimination b) age discrimination c) gender discrimination d) none of the above

Discrimination

Racial discrimination ; 12; 12%

Racial discrimination
age discrimination ; 19; 19% age discrimination
gender discrimination
none of the above
none of the above ; 55; 55%

gender discrimination ; 14; 14%

Interpretation:

From the above analysis it is found that 12% of the respondents feel racial discrimination, 19%
feel age discrimination, 14% feel gender discrimination, 55% feel none of the above
19.do you really enjoy / relax in your tea time and lunch break?

a) Yes b) No

Enjoy/Relax break time

No; 29; 30%

Yes
No

Yes ; 69; 70%

Interpretation:

From the above analysis it is found that 69% disagree, 29% disagree that the employees really
enjoy / relax in your tea time and lunch break
20.My manager/supervisor provides me with continuous feedback to help me achieve their goals

a)strongly disagree b)disagree c)agree d)strongly agree

continous feedback

strongly disagree ; 12; 12%

disagree; 9; 9%
strongly disagree
disagree
strongly agree ; 55; 55% agree
strongly agree
agree; 24; 24%

Interpretation:

From the above analysis it is found that 12% strongly disagree, 9% disagree, 24% agree, 55%
strongly agree that manager/supervisor provides employees with continuous feedback to help
them achieve their goals
 CHAPTER -5

 FINDINGS
 SUGGESTIONS
 CONCLUSION
 BIBLIOGRAPHY
 ANNEXURES
 FINDINGS AND SUGGESTIONS
1. From the study, it is observed that the main cause of dissatisfaction is career
development.
 It is advised that training programs may be carried out so as to reduce the
retention.
2. Company is recruiting the off spring of present & retired employees and trains them in
various jobs. The training period ranges from 2 to 5 years depending on the skill required.
 It is advised that the management may conduct regular meetings to know about
what exactly employees expect. Organization should focus on exit interviews.
3. Ambulance and medical facilities are available in case of any accidents in work area.
 I suggest Health benefits may be extended to employees family members as they
live closer to the factory; they are more exposed to hazardous environment.
4. The employee pay structure includes perks and production linked pay along with the
basic pay/salary.
 Providing educational loans and primary educational benefits to the employees
may increase their engagement with their organization.
5. A green belt area is maintained inside the work place to ensure employee health & to
control the pollution.
 It is suggested that not only inside of the organization but also near to the
organization green belt should be maintained.
CONCLUSION:

From the study it is concluded that the retention levels are good. Providing new
opportunities for the growth of their employees and an effective training programm to retain the
employees will lead to employee job satisfaction . This study concludes that providing good
welfare aminities attrition in small companies like this. The main aim of any organization is to
earn maximum profits for that the organization should concentrate on engaging with the
employees and find the ways to retain them for their long term growth.
1. How long you have been working in the industry ?

a) less than 3 b) 3-5 years c)more than 5 years

2. How do you feel the working environment ?

a) excellent b) good c)satisfactory not satisfactory

3. How secure do you feel in your job ?

a) high secure b) secure c)insecure

4. How do you feel the smooth relationship with your employers and co- workers ?

a) very high b) high c)medium d)low

5. Opinion about your job

a) highly satisfied b) satisfied c) others (specify) ………….. d) not satisfied

6. Are you satisfied with the appreciation or reward system provided by your management?

a) highly satisfied b) satisfied c)needs improvement

7. Are you satisfied with the bonus and incentives given ?

a) highly satisfied b) satisfied c)needs improvement

8. Are you satisfied with the overall compensation package ?

a) highly satisfied b) satisfied c)needs improvement

9. How do you feel about the welfare scheme of your showroom ?

a) highly satisfied b) satisfied c)needs improvement

10. Have you ever observed or experienced any of the following forms of discrimination in the
company ?

a) Racial discrimination b) age discrimination c) gender discrimination d) none of the above

11.do you really enjoy / relax in your tea time and lunch break?

a) Yes b) No

12.My manager/supervisor provides me with continuous feedback to help me achieve

a)strongly disagree b)disagree c)agree d)strongly agree

13.)