Employee Job Satisfaction Factors

Employee Job Satisfaction
Chapter – I
INTODUCTION
YOGI VEMANA UNIVERSITY, KADAPA Page 1

1.1 INTRODUCTION
JOB SATISFACTION
Human Resource management plays a vital role in organization

which follows the functions like acquisition, development, motivation & maintenance.
Without human resource there is no organization. So the organization provides different
facilities to the employees for satisfying their jobs.
Therefore Job satisfaction is a popular concept in industrial and

organizational psychology. Job satisfaction is a very important attribute which is
frequently measured by organizations. Job satisfaction describes how content an
individual is with his or her job. It is a relatively recent term since in previous centuries
the jobs available to a particular person were often predetermined by the occupation of
the person’s parent.
Job satisfaction is in regard to one's feelings or state-of-mind

regarding the nature of their work. Job satisfaction can be influenced by a variety of
factors, e.g., the quality of one's relationship with their supervisor, the quality of the
physicals environment in which they work, degree of fulfillment in their work, etc
The goals are purpose to which needs are directed are technically
termed incentives. Needs are terminated by attainment of incentives. This termination
of accompanies a “simple feeling – state” known as satisfaction.
Job satisfaction has been the subject of research at least since the
Hawthorne studies of the 1920s. Job satisfaction is defined as the "pleasurable or
positive emotional state resulting from the appraisal of one's job or job experiences".
Churchill, Ford, & Walker define job satisfaction for salespeople as "all characteristics
of the job itself and the work environment which salesmen find rewarding, fulfilling,
and satisfying, or frustrating and unsatisfying.”

An individual's attitude about his or her job should have meaningful

implications about how he or she does it. Many human-relations era researchers sought
to establish job satisfaction as a driver of performance (e.g. McGregor, 1960). Bray
field & Crockett (1955), however, cited conflicting research results and questioned this
view. Porter & Lawler (1968) espoused the contrary view that performance leads to job
satisfaction. This has become the generally accepted view. Even so, the strength of the
relationship appears to be very weak.
Greater job satisfaction has also been generally related to reduced intent
to leave the organization and with reduced rates of absenteeism. In addition, job
satisfaction has been shown to be strongly related to organizational commitment and to
organizational citizenship behaviors.
The importance of job satisfaction lies not in its relationship with

performance but with its stabilizing effects (reducing tardiness, absenteeism, and
turnover) and through its effects on cohesion (increasing organizational citizenship
behaviors and organizational commitment). Job satisfaction appears to mediate the
effects of in-role performance, role conflict, and job-induced tension on intent to leave
and extra-role performance
For many of us, the idea of having a job that is truly satisfying - the kind
where work doesn't feel like work anymore is pure fantasy. Sure, professional athletes,
ski patrollers, and golf pros may have found a way of doing what they love and getting
paid for it. But is there actually anyone out there who dreams of sitting at a desk and
processing paper, or watching products fly by them on conveyor belts, or working to
solve other people's problems.
The heart of job satisfaction is in your attitude and expectations; it's

more about how you approach your job than the actual duties you perform. Whether
you work on the farm, a production line, in the corner office or on the basketball court,
the secret is to understand the key ingredients of your unique recipe for job satisfaction.

Job Satisfaction is the favorableness or un-favorableness with which the

employee views his work. It expresses the amount of agreement between one’s
expectation of the job and the rewards that the job provides. Job Satisfaction is a part of
life satisfaction.
DEFINITIONS OF JOB SATISFACTION

According to vroom (1967), “Job satisfaction is the reaction of the
workers against the role they play in their work”.
Blum and Naylor (1986) define job satisfaction as a general attitude of
the workers constituted by their approach towards the wages, working conditions,
control, promotion related with the job, social relations in the work, recognition of
talent and some similar variables, personal characteristics and group relations apart
from the work life.
Locker’s (1976) definition of job satisfaction, a pleasurable or positive
emotional state resulting from the appraisal one’s job or job experience. It is a set of
favorable or unfavorable feeling and emotions with which an employee views his/her
work.
In general, job satisfaction refers to an individual’s positive emotional
reaction to a particular job. In other words, job satisfaction is the condition of
establishing a healthy organizational environment in an organization.
Identify Your Satisfaction Triggers
There are three basic approaches to work: is it a job, a career, or a passion? Depending
on which type of work you are in right now, the things that give you satisfaction will
vary.
• If you work at a JOB, the compensation aspects of the position will probably
hold more appeal than anything else, and have the greatest impact on whether
you stay or go.

• If you work at a CAREER, you are looking for promotions and career
development opportunities. Your overall satisfaction is typically linked with
your status, power, or position.
• If you work at a PASSION, the work itself is the factor that determines your
satisfaction, regardless of money, prestige, or control.
Building Job Satisfaction

Once you have identified the blend of status, power, or intrinsic enjoyment that
need to be present in your work for you to feel satisfied, you then need to work on some
of our seven 'ingredients' for a satisfying job. These ingredients are:
• Self-awareness
• Challenge
• Variety
• Positive attitude
• Knowing your options
• Balanced lifestyle
• Find a Sense of Purpose
Self-Awareness
The first step in the search for job satisfaction is to know yourself. If you're to be
happy and successful, you need to understand your strengths and weaknesses. This will
help you identify what types of profession will allow you to build on those strengths,
and minimize those weaknesses.
It is difficult to feel satisfied with something you aren't very

good at, so rather than spend time beating yourself up about it, take a long hard look at
the things at which you excel, and try to find a position that uses some of those skills
too.

Challenge
Some days you may deny it, but we all thrive on interesting challenges. Does
this mean your job has to be the head of engineering at NASA? No, different things
challenge different people at different times. You just need figure out what you can do
to make sure you don't allow yourself to go stale at work. Even if the job itself is not all
that challenging, you can make it challenging. Some great ideas here include:
• Set performance standards for yourself - aim to beat your previous record, or set
up a friendly competition among co-workers.
• Teach others your skills - nothing is more challenging, or rewarding, than
passing your skills and knowledge on to others.
Variety
Closely related to the need for challenge is the need to minimize boredom.
Boredom is a common culprit when it comes to job dissatisfaction. Some common
methods to alleviate boredom at work include:
• Cross train and learn new skills.

• Ask to work a different shift.
• Volunteer to take on new tasks.
• Get involved with committee work.
• Go on an extended leave, or take a sabbatical.
Positive Attitude
Attitude plays a huge role in how you perceive your job and your
life in general. If you are depressed, angry or frustrated, you're much less likely to be
satisfied with anything. However, over time, you can turn your internal dialogues

around and start to see most events in your life as positive and worthwhile. Here are
some tips:
• Stop negative thoughts from entering your brain.

• Reframe your thoughts to the positive.
• Become an optimist. Don't dwell on setbacks.
• Commit to viewing obstacles as challenges.
• Accept that mistakes are simply opportunities to learn.
Know Your Options:
When you feel trapped, you can start to get anxious. At first you wonder what else is
out there for you. This progresses to the point where you become convinced that
anything other than the job you're doing has got to be more satisfying.
• Keep a list of your accomplishments.

• Update your resume on a regular basis.
• Keep up to date on employment trends.
Maintain a Balanced Lifestyle

You'll have heard many times that you need to keep your life and work in
balance. When you focus too much on one at the expense of the other you risk putting
your whole system in distress. The Life Career Rainbow and The Wheel of Life are two
great tools to use when seeking to attain and maintain an appropriate work life balance.
Find a Sense of Purpose:

Last, but certainly not least (for many people) is the need to find a sense
of purpose in the things you do. Even if you have a boring job, it helps a lot if you can
see the real benefit you're providing for people.
Even the most mundane job usually has purpose if you dig deep enough.

And if it doesn't, should you be wasting your life doing it?

If you're struggling to see the value in what you do (or if you want to sharpen
your image of it) see our article on mission statements and vision statements:
Factors influencing job Satisfaction
The major factors influencing job satisfaction are presented below:
Supervision:
To a worker, Supervision is equally a strong contributor to the job
satisfaction as well as to the job dissatisfaction. The feelings of workers towards his
supervisors are usually similar to his feeling towards the company.
Co-Workers:
Various studies had traced this factor as a factor of intermediate importance.

One’s associates with others had frequently been motivated as a factor in job
satisfaction. Certainly, this seems reasonable because people like to be near their
friends.
Pay:
Studies also show that most of the workers felt satisfied when they are paid
more adequately to the work performed by them. The relative important of pay would
probably changing factor in job satisfaction or dissatisfaction.
Age:
Age has also been found to have a direct relationship to level job of satisfaction of
employees. In some groups job satisfaction is higher with increasing age, in other
groups job satisfaction is lower and in other there is no difference at all.
Marital Status:
Marital status has an important role in deciding the job satisfaction. Most of the studies
have revealed that the married person finds dissatisfaction in his job than his unmarried
counterpart. The reasons stated to be are that wages were insufficient due to increased
cost of living, educations to children etc.
Education:
Studies conducted among various workers revealed that most of workers who had not
completed their school education showed higher satisfaction level. However, educated
workers felt less satisfied in their job.
Working Condition:
The result of various studies shows that working condition is an important factor. Good
working atmosphere and pleasant surroundings help increasing the production of
industry. Working conditions are more important to women workers than men workers.
HETZBERG’S THEORY
Fredericick Hetzbeg carried our wide spread surveys to find out what gave people
satisfaction at work. Two sets of factors emerged which affected behaviors differently.
Hetzberg stressed that both sets of factors are important.
If hygiene factors were missing, people felt are being treated unfairly and this led to a
revenge psychology. He also promoted the idea of job enrichment and developed his
almost well – know statement that, “every job should be a growth experience”. His two
sets of factors are:

Hygiene Factors Motivation
Company policy Achievement
Supervision Recognition
Salary Nature of work it self
Working condition Responsibility
Relationship Advancement
The two factors theory has resulted in much more attention being paid to
building in job satisfaction and creative elements to work tasks.
EQUITY THEORY
Adam’s equity theory also contains a social element in which the individual compares
his inputs and outcomes to those of others. It argues that a major input into job
performance and satisfaction is the degree of equity (or inequity ) that people
perceived in their work situation. Equity occurs when,
Person’s outcome other’s outcome

--------------------------- = -------------------------
Person’s inputs other’s inputs

MEASUREMENT OF JOBSATISFACTION
There are several measures for measuring job satisfaction and employee
attitudes. For instances, Interpretation, prediction from behavioral data, interviews and
questionnaires and scales. However as interviews do not have high reliability,
questionnaires and sales have been used in the combination with interviews or
independently to get increased reliability and objecting.
The liker method is much simpler and more suitable for practical
purposes. In this method, each statement in a series is usually followed by a five – step
scale: ‘strongly agree’, ‘agree’, ‘disagree’, ‘undecided’, and ‘strongly disagree’.
Statements, which have the most discriminating, power and selected on the basis of
‘scale value difference analyses. Based on these methods several techniques have been
devised to measure job attitudes and satisfaction.
YOGI VEMANA UNIVERSITY,KADAPA Page 11

CHAPTER II
INDUSTRY PROFILE&
COMPANY PROFILE

1.2 INDUSTRY PROFILE

Drink:
The term "soft drink" specifies the absence of alcohol in contrast to "hard
drink" and "drink". "Drink" is nominally neutral but often connotes alcoholic content.
Beverages such as soda pop, sparkling water, iced tea, lemonade, squash, and fruit
punch are the most common soft drinks. Milk, hot chocolate, tea, coffee, milkshakes,
and tap water are not considered to be soft drinks. Some carbonated soft drinks are
available in versions that are sweetened with a sugar substitute.
NARTD (non-alcoholic ready to drink) market can be divided into fruit drinks
& soft drinks. The soft drinks can be further divided into carbonated and non
carbonated drinks. Mango drinks come under non carbonated category and carbonated
drinks comprises of cola, lemon and orange flavor drinks.
The soft drinks till early 1990s were in the hands of domestic players like
Company, Thumps-up, Limca, etc. But with the opening up of economy & coming of
MNC players Pepsi & Coca-Cola the market has come totally under their control, Pepsi
entered in Indian market in 1991.Coke re-entered (after they thrown out in 1977 by the
then central govt.)in1993.
The growth of soft drinks in India is very high compared to other countries. The
annual growth rate has been observed as around 10%.So this attracted the attention of
world leading market players a lot. Before the entry of Pepsi in India the market share
of coca-cola was 80%, but with the entry of Pepsi its market share has decreased by
10%.

Major players in soft drinks industry:
➢ Coca cola Pvt. Limited
It entered in to Indian market by signing en agreement with Parle exports

limited. Its brands are Coca-Cola, Fanta and Sprite etc. On September 25th the
Chairman Brothers signed an agreement with Coke selling their best brands like
Thumps-up, Limca, Maaza and Gold spot.
➢ Pepsi foods Private Limited
It came into India In 1956 and left the country in 1961 due to unsuccessful
operations. In the year 1990 it re-entered Indian market in collaboration with
Punjab Agro Industry Corporation.
➢ Other Players
Besides these established manufactures there are more than 200 units of
independent manufactures of soft drink industry. They constitute very small market
share around 4% of the entire soft drink industry.
This is in brief about soft drink industry
STRONG GROWTH FORECAST IN SOFT DRINKS
The total of-trade volume of soft drinks is forecast to grow by a compounded

average of 11% over the forecast period. Total value growth is expected to track
volume growth closely because intensifying competition in carbonates, which
dominate in both total volume and value sales, is expected to keep prices per liter
under check.

However, 100% juice is forecast to experience price per liter increases as the
pitch on the health platform is expected to enable manufactures to keep their
products relatively price-intensive. With increases expected in tourism, distribution
and a changing lifestyle, bottled water is the one to watch in the forecast period,
with an expected CAGR OF 15% in off-trade volume sales growth. Our local
strategy enables us to listen to all the voices around the world asking for beverages
that span the entire spectrum of tastes and occasions.
What people want in a beverage is a reflection of who they are, where they
live, low they work and play, and how they relax and recharge, whether You’re a
student in the United States enjoying a refreshing Coca-Cola, a woman in Italy
taking a tea break, a child in Peru asking for a juice drink, or a couple in Korea
buying bottled water after a run together, we’re there for you.
We are determined most only to make great drinks, but also to contribute to
communities around the world through our commitments to education, health,
wellness, and diversity. We strive to be a good neighbor, consistently shaping our
business decisions to improve the quality of life in the communities in which we do
business. It’s a special thing to have billions of friends around the world, and we
never forget it.

1.3 COMPANY PROFILE
History
The Coca-Cola Company traces its beginning to 1886, when an Atlanta,
Georgia Pharmacist, Dr. John Pemberton, began to produce coca-cola syrup for sale in
the fountain drink. However, with the exemption of an independent bottling operation
established in 1894 in Viking, Mississippi, the history of large scale bottling did not
begin until 1899 when two Chattanooga businessmen, Joseph B. Whitehead and
Benjamin F. Thomas, secured the executive rights to bottle and sell Coca-Cola for most
of the United States from the Coca-Cola company.
The Coca-Cola bottling system continued to operate as an independent local

business until the late 1970’s and early 1980’s when, for an economic and other
reasons, bottling franchise ownership began to consolidate. In 1986, the Coca-Cola
Company recognized the opportunity to significantly advance this consolidation by
merging some of this company owned operations with two large ownership groups that
were for sale. These bottling operations were combined to into Coca-Cola Enterprise
Inc. The company offered its stock in the New York Stock Exchange on November
21st,1986,in the largest initial public offering made up to that date.
BUSINESS
Coca-Cola Enterprises is in the business of Marketing, Producing and
Distributing liquid non alcoholic refreshments to customers in their franchise tern
tones. In 1994 they distributed approximately 1.7 billion equivalents case of the product
throughout their territories, which comprise of 38 states and the District of Columbia in
the United States. Their territory also extended to, many foreign countries.

The Coca-Cola Enterprise and The Coca-Cola Company are in business

partnership. The Coca-Cola Company develops the product; while as a bottler the
Coca-Cola Enterprise combines the product Concentrates with other ingredients and
packages the beverages in bottles, Cans and fountain containers.
OUR PRODUCTS:


STATUS OF AUTONOMOUS MAINTAINANCE:
 Initial clean-up
 Action for easy clean inspection
 Improve tentative standards
 General inspection
 Autonomous inspection
 Standardization
 Full autonomous maintenance
CERTIFICATION:
BV ISO 9001:2000
ISO 14001:2004
AWARDS:
NCQC PAR EXCELLENT AWARD 2007 KOLKATA.

CCQC EXCELLENT AWARD 2007 (QCFI) HYDERBAD.
CCQC DISTINGUISHED AWARD 2006 (QCFI) HYDERBAD.
NCQC DISTNGUISHED AWARD 2006 (QCFI) KANPUR.
TOP AWARD IN TPM BY ABK- AOTS DOSOKAI CHENNAI.

BVQI ISO 9001-2000 SKAL INTERNATIONALISO14001 Certification
OKEO- TEX Certification QUALITY CIRCLE AWARD

Managers of Coca-Cola Beverages Private Limited Logo of

Coca-Cola PVT. Ltd
Vision Mission Statement:
Vision:
To make every Indian’s first choice of refreshment available within easy reach
 People: Be a great place to work where people are inspired to be

the best they can be.
 Portfolio: Bring to the world a portfolio of quality beverage brands
that anticipate and satisfy people's desires and needs.
 Partners: Nurture a winning network of customers and suppliers,
together we create mutual, enduring value.
 Planet: Be a responsible citizen that makes a difference by helping
build and support sustainable communities.
 Profit: Maximize long-term return to shareowners while being
mindful of our overall responsibilities.
 Productivity: Be a highly effective, lean and fast-moving
organization.

Mission:
To build a consumer-driven, customer-focused, profitable, sustainable and socially
responsible business in India.
Our Roadmap starts with our mission, which is enduring. It declares our
purpose as a company and serves as the standard against which we weigh our actions
and decisions.
▪ To refresh the world...

▪ To inspire moments of optimism and happiness...
▪ To create value and make a difference.
Values:
✓ Leadership
✓ Empowerment
✓ Passion for winning
✓ Citizenship
✓ Integrity
✓ Accountability
✓ Teamwork
Say Yes 5s:
Sort: Eliminate unnecessary items

Set: Place items in the appropriate locations
Standardize: Create a consistent process
Shine: Clean all items
Sustain: Creating positive behavior

TRADE MARKS OF THE COMPANY
The company creates demand by continually expanding the relationship that

bonds the trademarks, principally Coca-Cola with the 5 billion people on this planet.
Every thing the company does must strengthen that bond and it will utilize every
available resource to expand the value of Coca-Cola’s trademarks in the hearts and
minds of its consumers.
➢ Coca-Cola will continue to make its trademarks, and especially Coca-Cola, the
most recognized, most powerful commercial symbols in any market where they
are present.
➢ Coca-Cola will continually strive to enhance every aspect of product and
package quality.
➢ Coca-Cola will always communicate advertising messages that bond with its
consumers.
Coca-Cola will never hesitate to adjust its product line keep the Coca-Cola,
trademark strong, pervasive and present, as such adjustment may become necessary due
to changes in the desire and needs of its consumers. In doing this, Coca-Cola will never
compromise the integrity of its core trademark and all for which it stand.

Awards:
❖ Received a prestigious DuPont Award for Packaging Innovation for our Company’s Plant
Bottle
.
❖ Plant Bottle also won the 2010 Design for Recycling Award from the Institute of Scrap
Recycling Industries.
❖ China's Best Corporate Citizen Conduct Award, 21st Century Business
❖ Product of the Year, Non-Alcoholic Beverages Category, Coca-Cola Zero,(Germany)

(October 2006)
❖ Most Trusted Brands, Coca-Cola, Reader's Digest in India (Sep 2006)
❖ Coca-Cola world's most valuable brand (Interbrand 2002)
❖ Coca-Cola named Best Brand overall, Super Brands Award 2002, Malaysia
❖ Coca-Cola world's best-selling brand (ACNielsen)
❖ Coca-Cola named number-one beverage in Korea
❖ International Supplier of the Year, Wal-Mart (May 2006)
❖ 2006 Cooling Industry Awards (October 2006),
❖ Pollution Control Award 2005-2006, Coca-Cola IndiaPatna Unit, BiharState Pollution

Control Board (June 2006)
❖ Golden Peacock Environment Management Special Commendation Award, World

Environment Foundation (June 2006)
❖ Coca-Cola India plant in Ameenpur, Hyderabad, took second place at International

Standardization Organization (ISO) 14001 certificate to Coca-Cola Bottling

CHAPTER III
REVIEW OF LITERATURE
&
RESEAERCH
METHODOLOGY
REVIEW OF LITERATURE

Job satisfaction is a popular concept in industrial and organizational psychology. It has been linked
to productivity, motivation, absenteeism and tardiness accidents, mental health, physical health and
general life satisfaction.
Hoppock defined job satisfaction as any combination of psychological,
psychological and environmental circumstances that cause a person truthfully to say I am satisfied
with my job (Hoppock, 1935). According to this approach although job satisfaction is under the
influence of many external factors, it remains something internal that has to do with the way how
the employee feels. That is job satisfaction presents a set of factors that cause a feeling of
satisfaction.
Vroom in his definition on job satisfaction focuses on the role of the employee in
the work place. Thus he defines job satisfaction as affective orientations on the part of individuals
towards work roles which they are presently occupying (vroom, 1964).
Bullock (1952) defined job satisfaction as an attitude, which results from balancing
and summation of may specific likes and dislikes experienced in connection with the job.
Mira Singh and Pestonjee (1990), hypothesized that Job Satisfaction is influenced by the levels of
Occupation, Job involvement and Participation. The sample for the study consisted of 250 officers
and 250 clerical cadres belonging to a Nationalised bank in Western India. The study confirmed the
hypothesis and it was found that Job Satisfaction of the Bank employees was positively affected by
the Occupational level, Job involvement and participation.
Mathew (1991) tested the relationship between Satisfaction and Organisational
commitment with a Non-recursive model that permitted the simultaneous examination of the
influence of satisfaction on commitment and the influence of commitment on satisfaction. The
study highlighted that the two variables were reciprocally related but that the influence of
satisfaction on commitment was stronger.
Mehra and Mishra (1991) in their study explored the potential moderator effect of
mental health on the Intrinsic Job Satisfaction-Occupational stress relationship. The study was
conducted on 250 blue collar industrial workers of UPTRON India Ltd. The findings of the study
showed that mental health has a moderating effect on the Intrinsic Job Satisfaction-Occupational
stress relationship.
Rama Devi (1997) conducted a study on faculty Job Satisfaction and their views
on management of the two universities in Andhra Pradesh. The sample consisting of 200 teaching
faculty and 100 members were selected randomly from each university and the attempt was made to

measure Job Satisfaction of the faculty in universities of Andhra Pradesh. The study found that the
factors such as freedom in job, scope for self-improvement, income and job security were causing
satisfaction while bureaucratic rules, no recognition for work and routine work were causing
dissatisfaction to them.
The goals or purpose to which needs are directed are technically termed incentives.
Needs are terminated by attainment of incentives. This termination accompanies a simple “feeling –
state” known as
satisfaction according to Driver satisfaction is the “end – state” in feeling accompanying the
attainment by an impulse of it objective. The resultant feeling of satisfaction of the motive strength
and the opportunity that environment provides for the attainment of the appropriate incentive.
Job satisfaction is the result of various attitudes possessed by an employee. In
a narrow sense, these attitudes are related to the job and are concerned with such specific factors as
wages, supervision, and steadiness of employment, conditions of work, advancement opportunities,
and recognition of ability, fair evaluation of work, social relations of the job, prompt settlement of
grievances, fair treatment by employer, and other similar items.
However, a more comprehensive approach requires that many additional factors
be included before a complete understanding of a job satisfaction can be obtained. Such factors as
employee’s age, health, temperament, desire and level of aspiration should be considered. Further,
his family relationships, social status, recreational outlets, activity in organizations – labor, political,
purely social contribute ultimately job satisfaction.
Job satisfaction is a general attitude that is the result of many specific attitudes
in three areas, namely specific job factors, individual characteristics, and group relationship outside
the job.
The term job satisfaction refers to an employee’s general attitude his job. Lock
defines job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of
ones job or job experiences the extent that a persons job fulfils his dominant need and is consistent
with his expectations and values, the job will be satisfying.
RESEARCH METHODOLOGY

Human resources are one of the most important assets if the organization and
assessing its value is important if its utility is to be optimized. The performance of HR will
determine the efficiency of the organization.
Job satisfaction is seen as one factor that is important for business effectiveness. The
high level of employee job satisfaction contributes to low employee turnover and the outstanding
company reputation.
Job satisfaction is a topic of wide interest to both people who work in organizations
and people who study them. It is a central variable in both research and theory of organization must
satisfy people’s needs and support. Proactive attitude of people towards their job, good
communication system and individual objectives are some of the factors of job satisfaction.
3.2 NEED FOR THE STUDY
An employee is always an asset to the organization. A satisfied employee is the

most important resource for an organization success it is important to know to what extent the
employee are satisfied.
Job satisfaction is a prerequisite to user in quality at the human social subsystem of

an organization enabling better renewal process and adaption of important of job satisfaction. The
research under look a study to determine the level of job satisfaction of employees.
3.3 SCOPE OF THE STUDY

Job satisfaction is most important outcome for which job incumbents work in the
organizations. They expend their energies, use their abilities and skill to benefit monetarily and
apart from such extrinsic organization, intrinsic variables like recognition, belongingness and job
satisfaction. The researcher has undertaken a study to measure job satisfaction levels among
categories of executive and non-executive.
3.4 OBJECTIVES OF THE STUDY
❖ To identify the specific areas of satisfaction and dissatisfaction
of employees in the organization.
❖ To analyze the employee’s response towards their priorities
in the organization.
❖ To find out the organization encouragement at all levels of
employees.
❖ To analyze the work environment and work life of employees in the
organization.

3.5 METHODOLOGY
The key determining factor is the success or failure of any project is the Research
Methodology. Hence, one should take care in performing the research methodology such as the way
of collecting date, analyzing or processing it into detailed information, sample selection techniques,
etc.,
RESEARCH DESIGN
“Research” as the “Systematic investigation in to and the study of materials and sources
in order to establish facts and reach new conclusion”.
❖ A Research design involves the complete process of planning and operation of the research.
❖ A research design is an instrument, which helps in achieving scientific accuracy of the study
under consideration.
❖ How many observations should be made one of each unit in the study?
❖ The researcher has covered all the levels of the employees.
TYPES OF RESEARCH DESIGN
A good research methodology clearly defines the advantages and problems in particular
area of research. These are mainly three types of research methods in common use viz.
❖ Exploratory Research
❖ Descriptive Research and
❖ Casual Research
Exploratory Research:
This research method is used at preliminary stages for defining and identification of the problem.
Here the major emphasis is on discovery of ideas and inside of the problem. It helps formulating
hypothesis leading to further research. It is also useful establishing priorities to clarity concepts.

Descriptive Research:
This method is concerned with determining the frequency with which

something happens or how two variables vary together. It is used for Questionnaires with
specifications of who, what, when, where, why and how aspects of the research.
Casual Methods:
This method is used to study the various causes of the problem. These are some
of the methods used in conducting research in any organization. These three methods are
collectively used in a sequential order to reap fruitful results at the right time in a right manner.
Research Tools:
• Data source : Primary and secondary
• Sampling technique : Simple random sampling
• Research instrument : Survey conducted through
• Sample unit : Employees of Srikalahasti COCA-COLA Industries
• Population : 450
• Sample size : Information has been collected from the employees belonging to
various segments. The sample size is 120. The respondents are workers and supervisors.
• SAMPLING TECHNIQUE :
Stratified sampling:- If a population from which a sample is to be drawn does not constitute a
homogeneous group, stratified sampling technique is generally applied in order to obtain
representative sample.
• RANDOM SAMPILNG : This type of sampling can be choosing on the basis of Random.
DATA COLLECTION
Data refers to information or facts. Often researchers understand by data as only

numerical figure. It also includes descriptive facts, on numerical information, qualitative and
quantitative information.
Collection of data is an important stage in research. In fact the quality of the data
collected determines the quantity of the research.
Collection of data is done by 2 methods.
1. Primary data collection

2. Secondary data collection
1.Primary data collection:
Primary data is also known as the data collected for the first time through the field
survey. Such data are collected with specific set of objectives to assess the current of any
variable studied.
➢ Interviews
➢ Questionnaires
➢ Informal talk
➢ Questions comprising of closed ends
2.Secondary data collection:
The secondary data, which is needed for my study was collected from the various
record reports, publications and company’s database.
SAMPLING
Sampling is an internal part of the data collection process. Due to the time cost and it
is feasible to collect data from each and very employee.
Sampling design: We can list down the good sample design.
1. Sample design must truly representative sample.
2. Sample design must be such which results in a small sampling error.
3. Sample design must be viable in the context of funds available for the research study.
4. Sample design must be such so that systematic bias can be controlled in a better way.
5. Sample should be such that the results of the sample study can be applied, in general, for the
universe with a reasonable.

STATISTICAL TOOLS USE:

Tools used for research:
The main method used for data collection is the questionnaire. There are one type of question that are
asked viz., Closed-End Question. The design used to analyze the data is percentage method.
PERCENTAGE METHOD:
The method is very simple to analyze the data. The sample size may be large. To analyze
such large size of data. We change in to percentages. To change that the formula is
No.of respondents
Percentage method = ------------------------------ x 100
Total respondents
3.6 LIMITATIONS OF THE STUDY
❖ Due to lack of time this project duration is limited.

❖ As the respondents are engaged in wider spectrum of responsibilities their availability and
their availability and their willingness to spend time.
❖ Some employees are not showing interest in answering the questions.

CHAPTER IV
DATA ANALYSIS &

INTERPRETATION
DATA ANALYSIS & INTERPRETATION
4.1 Opinion of employees about salary package.

Table: 1
Dimension No. of Respondents % of Respondents
Not satisfied 1 1
Satisfied 102 85
Neither satisfied 4 3
Fully satisfied 13 11
Total 120 100
Chart No.1
90 85
80
70
60
50
%Of respondents
40
30
20 11
10 1 3
0
tfd tfd fd tfd

sa Sa at sa
t rs ly
No ith
e
Fu
l
Ne
Interpretation:
The above table shows that 85% of employees are satisfied about the salary package, 11% of
employees are fully satisfied, 3% of employees are neither satisfied. About the salary package in the
company.
4.2 How long you are working in the Coca-Cola, Srikalahasti.

Table: 2
Dimension No.of Respondents %of Respondents
1-2 year 17 14
2-4 year 24 20
4-5 year 14 12
5-6 year 29 24
Above 6 year 36 30
Total 120 100
Chart No.2
35
30
30
24
25
20
20
14 %Of respondents
15 12
10
5
0
rs
ar ar ar ar ea
ye 2 ye 4 ye 5 ye 6 6y
1- 2- 4- 5- ov
e
Ab
Interpretation:
From the above table, it shows that 30% of the employees are having experience of above 6 years,
24% of employees are having experience between 5-6 years, 20% of employees are having
experience between 2-4 years, 14% of employees are having experience between 1-2 years, 12% of
employees are having experience between 4-5 years in Srikalahasti COCA-COLA Industry.
4.3 Response of the employees on superior’s motivation.

Table: 3
Dimension No.of Respondents % of Respondents
Highly satisfaction 13 11
Satisfaction 93 76
Normal 12 11
Dissatisfaction 2 2
Highly
0 0
Dissatisfaction
Total 120 100
Chart No.3
76
80
70
60
50
40 %Of respondents
30
20 11 11
10 2 0
0
fn tfn al tfn tfn

at Sa rm sa sa
hs N
o is i s
ig D hd
H
ig
H
Interpretation:
From the above table shows that 76% of the employees are satisfied but, 11% of employees are
highly satisfied & normal, and 2% of employees are felt dissatisfied regarding the response of the
employees on superior’s motivation.
4.4 Opinion of the employees on Canteen facilities.

Table.4
Not satisfied 1 1
Satisfied 102 85
Total 120 100
Chart No.4
90 85
80
70
60
50
%Of respondents
40
30
20 11
10 1 3
0
at
fd tfd fd tfd
Sa at sa
ts s
lly
No er
e ith Fu
N
Interpretation:
From the above table, it shows that, 85% of employees are satisfied about canteen facilities in the
organization, 11% of employees are fully satisfied, 3% of employees are neither satisfied, and 1%
of employees are not satisfied regarding the canteen facilities in the organization.
4.5 The opinion of the employees about working environment.

Table: 5
Highly satisfied 9 8
Satisfied 76 63
Normal 34 28
Dissatisfied 1 1
Highly Dissatisfied 0 0
Total 120 100
Chart No.5
70 63
60
50
40
28 % of Respondents
30
20
8
10 1 0
0
al
d
d
fie
fie
fie
fie
m
or
tis
is
is
tis
N
t
sa
sa
Sa
a
ss
is
y
Di
D
hl
g
ly
Hi
gh
Hi
Interpretation:
From the above table, it shows that 63% of employees are satisfied about the working environment,
28% of employees are normal, 8% of employees are highly satisfied, 1% of employees are
dissatisfied.
4.6 Level of Employee Satisfaction on personal development in the

Organization.
Table: 6
Highly satisfaction 19 16
Satisfaction 62 52
Normal 38 31
Dissatisfaction 0 0
Highly Dissatisfaction 1 1
Total 120 100
Chart No.6
60
52
50
40
31
30 %Of respondents
20 16
10
0 1
0
tfn tfn al fn fn
Sa Sa r m sat sat
H No Di
s i s
Hd
Interpretation:
From the above table, it shows that 52% of employees satisfied on personal development in the
organization, 31% of employees normal on personal development in the organization, 16% of
employees highly satisfied on personal development in the organization, 1% of employees highly
dissatisfied on personal development in the organization.
4.7 How much you are responsible for your job and management.

Table: 7
No.of Respondents %of Respondents

Dimension
Highly
19 16
Responsible
Responsible 95 79
Normal 06 05
Not
0 0
responsible
Series 1
90
80
70
60
50
40
30
20
10
0
highly responsible responsible normal not responsible
Series 1
Interpretation:
From the above table, it is known that 79% of employees feeling responsible, 16% of
employees feeling is highly responsible, 5% of employees feelings is normal about the
responsibility in the company.
4.8 How you feel about your work load in the organization.

Table: 8
Reward 18 15
Normal 82 68
Average 19 16
Burdened 1 1
Over burdened 0 0
Total 120 100
Chart No.8
80
70 68
60
50
40
30
20 15 16
10
1 0
0
Reward Normal Average Burdened Over Burdened
% of respondents
Interpretation:
From the above table, it is known that 68% of employees felt normal about their work load in the
job, 16% of employees felt average about their work load in the job, 15% of employees felt reward
about their work load in the job, 1% of employees felt burdened about their work load in the job,
0% of employees over burdened about their work load in the job.
4.9 Employees satisfaction on the recognition of their work from the

management.

Table: 9
Highly satisfied 18 15
Satisfied 82 68
Normal 19 16
Dissatisfied 1 1
Highly Dissatisfied 0 0
Total 120 100
Chart No.9
80 68
70
60
50
40 % of Respondents
30
15 16
20
10 1 0
0
al
d
d
d
d
fie
ie
fie
ie
rm
isf
i sf
tis
tis
No
at
at
sa
Sa
ss
ss
ly
di
Di
gh
ly
Hi
gh
Hi
Interpretation:
From the above table, it is known that 68% of employees are satisfied on the recognition of their
work from the management, 16% of employees are normal on the recognition of their work from
the management, 15% of employees is highly satisfied on the recognition of their work from the
management, 1% of employees are dissatisfied on the recognition of their work from the
management.
4.10 Employees perception on training program.
Table: 10

Very good 24 20
Good 88 73
Satisfactory 7 6
Poor 1 1
Very poor 0 0
Total 120 100
Chart No.10
80 73
70
60
50
40 % of respondents
30 20
20
6
10 1 0
0
or
d
or
y
od
oo
or
Po
po
go
ct
G
fa
ry
ry
tis
Ve
Ve
Sa
Interpretation:
From the above table, it shows that 73% of employees feel good opinion on the training
programs are useful for the job, 20% of employees feel very good on the training programs are
useful for the job, 6% of employees are satisfied, 1% of employees poor opinion on the training
program are useful for the job.
4.11 Are you satisfied with the location of work.

Table: 11
Not satisfied 1 1
Satisfied 102 85
Total 120 100
Chart No.11
90 85
80
70
60
50
%Of respondents
40
30
20 11
10 1 3
0
at
fd tfd tfd t fd
ts Sa rs
a sa
ly
No it h
e
Fu
l
Ne
e
Interpretation:
From the above table, it shows that 85% of employees are satisfied on the location of work, 11% of
employees are fully satisfied on the location of work, 3% of employees neither satisfied, 1% of
employees are not satisfied on the location of work.
4.12 Employee’s perception about co-workers, superiors & subordinates.
Table: 12

Not satisfied 2 2
Satisfied 51 42
Total 120 100
Chart No.12
60 53
50
42
40
30 % of Respondents
20
10 3
2
0
Not Satisfied Neither Fully
satisfied satisfied satisfied
Interpretation:
From the above table, it shows that 53% of employees are fully satisfied with co-workers,
superiors & subordinates, 42% of employees are satisfied with their co-workers, superiors & sub -
ordinates, 2% of the employees are not satisfied & 3% of employees are neither satisfied with their
co-workers, superiors & sub ordinates.
4.13 Employees perception on additional training & verity of job responsibility.

Table: 13
%of
Dimension No.of Respondents
Respondents
Not satisfied 3 2
Satisfied 57 48
Total 120 100
Chart No.13
60
48 49
50
40
30
20
10
2 1
0
Not Satisfied Satisfied Neither Fully Satisfied
Satisfied
% of respondents
Interpretation:
From the above table, it shows that 49% of employees fully satisfied with additional training &
verity of job responsibility, 48% of employees satisfied, 2% of employees are not satisfied & 1% of
employees are not satisfied with additional training & verity of job responsibility.
4.14. Employee Satisfaction on opportunity for advancement & self development in the
organization.
Table:14
Dimension No.of Respondents % of Respondents

Highly satisfactory 05 4.16
Satisfactory 40 33.34
Uncertain 30 25
Dissatisfactory 30 25

Highly dissatisfactory 15 12.5

Total 120 100
Chart No.14
40
33.34
35
30 25 25
25
20 % of respondents
15 12.5
10
4.16
5
0
y
fr y
y
in
y
tfr
tfr
tf r
ta
at
Sa
sa
sa
er
iss
y
nc
is
hl
hd
U
ig
ig
H
Interpretation:
From the above table, it shows that 34% of employees are satisfied, 25% of employees feel
uncertain, 25% of employees are dissatisfied & only 4%are highly satisfied with the opportunities
provided by the company upon advancement & self development.
4.15 Performance appraisal system motivates employees at work.
Table: 15
Strongly agreed 20 16
Agreed 46 38
Feel uncertain 34 28
Disagreed 14 11

Strongly disagreed 06 05
Total 120 100
Chart No.15
Series 1
40
35
30
25
20
15
10
5
0
strongly agreed agreed feel uncertain disagreed strongly
disagreed
Series 1
Interpretation:
From the above table, it shows that 38% of employees agreed, 16% of employees strongly agreed,
28% of employees feel uncertain & 11.7% of employees disagreed with the performance appraisal
system of the company really motivates at their work.
4.16 Employees feel about the company.
Table: 16
Very good 15 12.5
Good 60 50
Average 40 33.33
Feel uncertain 05 4.17

Total 120 100
Chart No.16
60
50
50
40 33.33
30 % of Respondents
20 12.5
10 4.17
0
d
in
od
e
oo
ag
r ta
go
er
ce
ry
Av
un
Ve
el
Fe
Interpretation:
From the above table, it shows that 12.5% of employees feel very good, 50% feel good, 34% feel
average & 4 % feel uncertain about the company.
4.17 Opportunity to learn new skills.
Table: 17
Very satisfied 05 4.17

Somewhat satisfied 65 54.17
Neutral 30 25
Somewhat dissatisfied 20 16.66
Very dissatisfied 0 0
Total 120 100

Chart No.17
60 54.17
50
40
25
30 16.66 % of Respondents
20
10 4.17
0
0
d l
ie
d
f ie u tra f ie
d
ie
d
ti sf t is e t is t i sf
a N
sa t s sa ss
a
y is i
r ha t d d
Ve ew ha ry
o m ew Ve
S m
So
Interpretation:
From the above table, it is known that 54% of employees are somewhat satisfied, 25% of employees
feel neutral, and 16.7% of employees feel dissatisfied with the opportunity to learn new skills in the
organization.
4.18 Are you satisfied with social security measures viz.
Table: 18
Yes 111 93
No 9 7
Total 120 100
Chart No.18

Y
E
N
O
93
Interpretation:
From the above table 93% of employees satisfied with social security measures provided by the
company.
4.19 Are you satisfied with communication and the way information
flows in your organization.
Table: 19
Yes 100 83
No 20 17
Total 120 100

Chart No.19
17
Y
N
83
Interpretation:
From the above table elicits that 83% of employees are satisfied with communication and the way the
information flows in their company.

CHAPTER V
FINDINGS
SUGGESTIONS AND
CONCLUSION
5.1 FINDINGS
It is broadly observed that most of the employees are satisfied with the job in Srikalahasti
COCA-COLA Industry.
▪ Majority of respondents i.e. 85% of employees are satisfied about salary package.11% of
employees are fully satisfied and 3% of employees are neither satisfied about the salary package in
the organization.
▪ It is observed that 30% of employees are above 6 years experienced , 24% of employees are 5
to 6 years experienced and 20% of employees are 2 to 4 years experienced in the company.
▪ Majority of respondents i.e. 76% of employees are satisfied and 11% of employees are highly
satisfied and Normal, 2% of employees are felt dis satisfied regarding the response of superior’s
motivation on employees in the organization.
▪ Most of the respondents i.e. 85% of employees are satisfied about the canteen facilities, 11% of
employees are fully satisfied regarding the canteen facilities in the organization.
▪ Majority of respondents i.e. 63% of employees are satisfied and 28% of employees are normally
satisfied about the working conditions in the organization.
▪ Most of the respondents i.e. 52% of employees are satisfied with the personal development in the
organization and 31 % of employees are normally satisfied with the personal development in
organization.
▪ Majority of the respondents i.e. 79% of employees are felt Responsible and 16% of employees are
felt highly responsible with their job and management.
▪ Most of the respondents i.e.68% of employees are feel Normal and 16% of employees are feel
average about their workload in the organization.
▪ Majority of respondents i.e. 68% of employees are satisfied and 16% of employees are feel normal
about recognition get from the management for their work in the organization.
▪ Most of the respondents i.e. 84% of them satisfied with the way in which conflicts are resolved in
organization.
▪ Most of the respondents i.e.73% of the employees are feel good and 20% are feel very good
regarding the training programs are useful for their job in the organization.
▪ Majority of the respondents i.e. 85% of employees are satisfied & 11% employees are fully
satisfied with the location of work.
▪ Majority of the respondents i.e. 53% of the employees are fully satisfied, maintain the relation with
their co-workers, superiors & sub-ordinates. It is one of the good sign in any organization.

▪ Most of the respondents i.e. 49% of them are saying that the fully satisfied with the supporting the
additional training & verity of job responsibility in the organization.
▪ Most of the respondents i.e. 38% of them saying they agreed with the performance appraisal
system motivate the employees at work and 16% of employees are strongly agreed with the
performance appraisal system motivate the employees at work.
▪ Majority of the respondents i.e. 50% of employees feel good, and 34% of employees are feel
average about the company.
▪ Most of the respondents i.e.54% of them saying that somewhat satisfied, regarding the opportunity
to learn the new skills in the organization.
▪ Majority of the respondents i.e.93% of them are satisfied with social security measures provided by
the company.
▪ Most of the respondent’s i.e.83% of them are satisfied with communication and the way
information flows in the organization.
5.2 SUGGESTIONS
▪ The company should focus on creating challenging environment. Where they can get maximum
0potentials of the employees.
▪ The company should concentrate on the promotional policy of the employees.
▪ The company should evaluate all the techniques which are introduced & provide feedback to
the employees.

▪ The company should concentrate on providing challenging work assignments to the employee
in the organization.
5.3 CONCLUSION
After the collecting certain information from the company, in the form the
analysis, I would like to conclude that all the employees are much more satisfied with their job in
the company and in which they are found it as more challenging job in the company and the
employees are very much satisfied with job content of various job, which they do in organization.
However management may look positively in providing attractive salaries and appropriate
designation to be given for various employees in the organization to retain them for longer periods.
ANNEXURE
QUESTIONNAIRE
Name:
Age :
Gender:
Designation:
Experience:

1. The opinion of employees about salary package.
(a) Highly satisfied (b) Satisfied

(c) Neither satisfied (d) Fully satisfied
2. How long you are working in Coca-Cola.

(a) 1-2 years (b)2-4 years
(c) 4-5 years (d) 5-6 years
(e) Above 6 years
3. Response of the employees on superiors motivation.

(a)Highly satisfied (b) satisfied
(c) Normal (d) Dissatisfied
(e) Highly dissatisfied
4. Opinion of the employees on Canteen facilities.

(a) Not satisfied (b) Satisfied
(c) Neither satisfied (d) Fully satisfied.
5. The opinion of the employees about working environment.

(a) Highly satisfied (b) Satisfied
(e) Highly dissatisfied.
6. How much you are satisfied with the personal development in

the Organisation.
1. How much you are responsible for your job and management.
(a) Highly responsible (b) Responsible

(c) Normal (d) Not responsible
2. How you feel about your work load in the organization.

(a) Reward (b) Normal
(c)Average (d) Burdened
(e) Over burdened
3. How much you are satisfied with the recognition you get from the
management for your work.
4. If you agree with the training programmes are useful for the job.
(a) Very good (b) Good
(c) Satisfactory (d) Poor
(e) Very poor
5. Are you satisfied with the location of work?

6. Relation with your co-workers, superiors & subordinates.

7. Support for additional training & verity of job responsibility.

8. Are the opportunities for advancement & self development

satisfactory?
(c) Uncertain (d) Dissatisfied

9. The performance appraisal system followed in the organization really motivates you
at work
( (a) strongl agreed (b) Agreed
(c) Feel uncertain (d) Disagree
(e) Strongly disagree
10. Employee feels about the company.

(a) Very good (b) Good
(c) Average (d) Feel uncertainty
11. Opportunity to learn new skills.

(a) Very satisfied (b) Somewhat satisfied
( c) Neutral (d) Somewhat dissatisfied
(e) Very dissatisfied
12. I satisfied with the present job.

(a) Strongly agreed (b) Agreed
(c) Feel uncertain (d) Disagree
(e) Strongly disagree
13. Are you satisfied with social security measures viz ?
(a) Yes (b) No
14. Are you satisfied with communication and the way information flows in
your organization?
(a) Yes (b) No

BIBLIOGRAPHY
1. P.SUBBARAO, Essentials of Human Resource Management And
Industrial Relations 1999 Himalaya Publishing House, NEW DELHI.
2. C.R. Kothari, Residential Methodology – 1985.WILEY, Eastern
Limited, NEWDELHI.
3. R.S.DWIVEDI, Human Relation & Organization behavior – 3rd
Edition, Oxford and IBH Publication 1989, NEWDELHI.
4. Dr. Mrs. Anjali Ghanekar, Industrial psychology, Everest Publishing
House – 8th Edition – 2002, NEWDELHI.

5. TIRUPATHI, Personal Management & Industrial Relations – 15th
Edition – 2001, SULTAN CHAND & SONS, Educational Publishers,
NEWDELHI.
6. WEBSITES
www.humanresource.com
www.jobsatisfaction.com
www.mindtools.com
www.ntc.com

Employee Job Satisfaction Factors

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Employee Job Satisfaction Factors

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Employee Job Satisfaction

YOGI VEMANA UNIVERSITY, KADAPA Page 1

Human Resource management plays a vital role in organization

Therefore Job satisfaction is a popular concept in industrial and

Job satisfaction is in regard to one's feelings or state-of-mind

YOGI VEMANA UNIVERSITY, KADAPA Page 2

An individual's attitude about his or her job should have meaningful

The importance of job satisfaction lies not in its relationship with

The heart of job satisfaction is in your attitude and expectations; it's

YOGI VEMANA UNIVERSITY, KADAPA Page 3

Job Satisfaction is the favorableness or un-favorableness with which the

DEFINITIONS OF JOB SATISFACTION

Identify Your Satisfaction Triggers

YOGI VEMANA UNIVERSITY, KADAPA Page 4

Building Job Satisfaction

It is difficult to feel satisfied with something you aren't very

YOGI VEMANA UNIVERSITY, KADAPA Page 5

• Cross train and learn new skills.

YOGI VEMANA UNIVERSITY, KADAPA Page 6

• Stop negative thoughts from entering your brain.

Know Your Options:

• Keep a list of your accomplishments.

Maintain a Balanced Lifestyle

Find a Sense of Purpose:

YOGI VEMANA UNIVERSITY, KADAPA Page 7

And if it doesn't, should you be wasting your life doing it?

The major factors influencing job satisfaction are presented below:

Various studies had traced this factor as a factor of intermediate importance.

YOGI VEMANA UNIVERSITY, KADAPA Page 9

Hygiene Factors Motivation

Company policy Achievement

Salary Nature of work it self

Working condition Responsibility

Person’s outcome other’s outcome

YOGI VEMANA UNIVERSITY, KADAPA Page 10

YOGI VEMANA UNIVERSITY,KADAPA Page 11

YOGI VEMANA UNIVERSITY,KADAPA Page 12

1.2 INDUSTRY PROFILE

YOGI VEMANA UNIVERSITY,KADAPA Page 13

Major players in soft drinks industry:

➢ Coca cola Pvt. Limited

It entered in to Indian market by signing en agreement with Parle exports

➢ Pepsi foods Private Limited

This is in brief about soft drink industry

STRONG GROWTH FORECAST IN SOFT DRINKS

The total of-trade volume of soft drinks is forecast to grow by a compounded

YOGI VEMANA UNIVERSITY,KADAPA Page 14

YOGI VEMANA UNIVERSITY,KADAPA Page 15

1.3 COMPANY PROFILE

The Coca-Cola bottling system continued to operate as an independent local

YOGI VEMANA UNIVERSITY,KADAPA Page 16

The Coca-Cola Enterprise and The Coca-Cola Company are in business

YOGI VEMANA UNIVERSITY,KADAPA Page 17

YOGI VEMANA UNIVERSITY,KADAPA Page 18

STATUS OF AUTONOMOUS MAINTAINANCE:

NCQC PAR EXCELLENT AWARD 2007 KOLKATA.

YOGI VEMANA UNIVERSITY,KADAPA Page 19

BVQI ISO 9001-2000 SKAL INTERNATIONALISO14001 Certification

OKEO- TEX Certification QUALITY CIRCLE AWARD

YOGI VEMANA UNIVERSITY,KADAPA Page 20

Managers of Coca-Cola Beverages Private Limited Logo of

Vision Mission Statement:

 People: Be a great place to work where people are inspired to be