RESEARCH PROJECT REPORT

On

“FDI & FII IN INDIA _A COMPARATIVE

ANALYSIS”

Towards partial fulfillment of

Master of Business Administration (MBA)

(BBD University, Lucknow)

Guided By: Submitted by:

Dr. Afeefa Fatima ABHISHEK PANDEY
(Assistant Professor) Roll No.
(SOM BBDU, LUCKNOW) MBA 4th Semester

Session 2021-2022

School of Management

Babu Banarasi Das University

Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India
PLAGIARISM CERTIFICATE
 DECLARATION

I do hereby declare that all the work presented in the research report entitled “FDI

& FII IN INDIA _A COMPARATIVE ANALYSIS.” is carried out and being

submitted at the school of management for the award of Master of Business

Administration, is an authentic record of ABHISHEK PANDEY. The work is carried

out under the guidance of Dr. Afeefa Fatima (faculty guide). It hasn’t been submitted

at any other place for any other academic purpose.

ABHISHEK PANDEY
 ACKNOWLEDGEMENT

It gives me massive joy to thank each one of the individuals who have helped me

throughout my examination study. I am grateful to the School of Management, Babu

Banarasi Das University, Lucknow for having allowed me the consent to work for this

Research Report. I might want accept this open door to communicate my profound feeling

of appreciation to Dr. Afeefa Fatima (Faculty Guide) School of Management, Babu

Banarasi Das University, Lucknow for her suffering motivation, direction, intriguing

proposals, entire hearted backing and all her momentous tolerance, honorability and

graciousness which empowered me to go through effectively a decent number of

important tribulations. I recall with the feeling of extraordinary completion Prof. Dr.

Sushil Pande (Dean) School of Management, Babu Banarasi Das University, Lucknow

important support and collaboration. I accept this open door to communicate my genuine

gratitude to legitimate staff of School of Management, Babu Banarasi Das University,

Lucknow for their bunch backing and co-activity during my examination work.

At last, I additionally owe a lot to my Dear Father, Dear Mother, Husband Mother in law

and generally speaking my darling child for holding on for my distraction with this

examination report and solidified help and support. By and by, I thank who legitimately

and in a roundabout way helped me in finishing this work.

ABHISHEK PANDEY
 PREFACE

Research Report is an important a part of the Management studies. It gives the student to

discover the precious treasure of experience and an exposure to actual paintings culture

observed by the industries and thereby assisting the scholars to bridge gap among the

theories explained within the eBook and their realistic implementations.

Research performs an important function in future constructing of a person so that we can

recognize the actual world in which he has to paintings in future. The theories greatly

decorate our knowledge and provide possibilities to blend theoretical with the sensible

expertise where researcher receives familiar with certain factor of research. I feel proud to

get myself to do research at topic “2. FDI & FII IN INDIA _A COMPARATIVE

ANALYSIS..

This basis for this research originally stemmed from my passion for developing better

methods of data storage and preservation. As the world moves further into the digital age,

generating vast amounts of data and born digital content, there will be a greater need to

access legacy materials created with outdated technology. How will we access this

content? It is my passion to not only find out, but to develop tools to break down barriers

of accessibility for future generations.

In truth, I could not have achieved my current level of success without a strong support

group. First of all, my parents, who supported me with love and understanding, and

secondly, my committee members, each of whom has provided patient advice and

guidance throughout the research process. Thank you all for your unwavering support.
 TABLE OF CONTENT
Certificate i

Plagiarism Certificate ii

Acknowledgement iii

Preface iv

Sr. No. Chapters Page no.

1. Introduction 1

2. Review of Literature

3. Company profile

4. Objective of the study

5. Research Methodology

6. Data Analysis and Interpretations

7. Findings

8. Conclusion

9. Suggestion & Recommendation

10. Limitations of the study

11. Bibliography

12. Annexure
 CHAPTER 1
INTRODUCTION

1
 INTRODUCTION

FOREIGN DIRECT INVESTMENT

A foreign direct investment (FDI) is an investment in the form of a controlling ownership

in a business, in real estate or in productive assets such as factories in one country by an

entity based in another country. It is thus distinguished from a foreign portfolio

investment or foreign indirect investment by a notion of direct control.

The origin of the investment does not impact the definition, as an FDI: the investment

may be made either "inorganically" by buying a company in the target country or

"organically" by expanding the operations of an existing business in that country.

DEFINITIONS

Broadly, foreign direct investment includes "mergers and acquisitions, building new

facilities, reinvesting profits earned from overseas operations, and intra company loans".

In a narrow sense, foreign direct investment refers just to building new facility, and a

lasting management interest (10 percent or more of voting stock) in an enterprise

operating in an economy other than that of the investor. FDI is the sum of equity capital,

long-term capital, and short-term capital as shown in the balance of payments. FDI

usually involves participation in management, joint-venture, transfer of technology and

expertise. Stock of FDI is the net (i.e., outward FDI minus inward FDI) cumulative FDI

for any given period. Direct investment excludes investment through purchase of shares

(if that purchase results in an investor controlling less than 10% of the shares of the

company). FDI, a subset of international factor movements, is characterized by

controlling ownership of a business enterprise in one country by an entity based in

another country. Foreign direct investment is distinguished from foreign portfolio

investment, a passive investment in the securities of another country such as public stocks

and bonds, by the element of "control". According to the Financial Times, "Standard

2
definitions of control use the internationally agreed 10 percent threshold of voting shares,

but this is a grey area as often a smaller block of shares will give control in widely held

companies. Moreover, control of technology, management, even crucial inputs can confer

de facto control."

THEORETICAL BACKGROUND

Before Stephen Hymer's landmark work on FDI in 1960, there was no theory existed that

dealt specifically with FDI. However, there are theories that dealt generally with foreign

investments. Both Eli Heckscher (1919) and Bertil Ohlin (1933) developed the theory of

foreign investments by using neoclassical economics and macroeconomic theory. Based

on this principle, the differences in the costs of production of goods between two

countries cause specialisation of jobs and trade between countries. Reasons for

differences in costs of production can be explained by factor proportions theory. For

example, countries with a greater proportion of labour will engage in labor-intensive

industries while countries that have a greater proportion of capital will engage in capital-

intensive industries. However, such a theory makes the assumption that there is perfect

competition, there is no movement of labour across country borders, and the multinational

companies assumes risk neutral preferences. In 1967, Weintraub tested this hypothesis by

collecting United States data on rate of return and flow of capital. However, the data

failed to support this hypothesis. Data from surveys on the motivation of FDI also failed

to support this hypothesis.

Intrigued by the motivations behind large foreign investments made by corporations from

the United States of America, Hymer developed a framework that went beyond the

existing theories, explaining why this phenomenon occurred, since he considered that the

previously mentioned theories could not explain foreign investment and its motivations.

[citation needed] Facing the challenges of his predecessors, Hymer focused his theory on

3
filling the gaps regarding international investment. The theory proposed by the author

approaches international investment from a different and more firm-specific point of

view. As opposed to traditional macroeconomics-based theories of investment, Hymer

states that there is a difference between mere capital investment, otherwise known as

portfolio investment, and direct investment. The difference between the two, which will

become the cornerstone of his whole theoretical framework, is the issue of control,

meaning that with direct investment firms are able to obtain a greater level of control than

with portfolio investment. Furthermore, Hymer proceeds to criticize the neoclassical

theories, stating that the theory of capital movements cannot explain international

production. Moreover, he clarifies that FDI is not necessarily a movement of funds from a

home country to a host country, and that it is concentrated on particular industries within

many countries. In contrast, if interest rates were the main motive for international

investment, FDI would include many industries within fewer countries.

Another observation made by Hymer went against what was maintained by the

neoclassical theories: foreign direct investment is not limited to investment of excess

profits abroad. In fact, foreign direct investment can be financed through loans obtained

in the host country, payments in exchange for equity (patents, technology, machinery

etc.), and other methods.

The main determinants of FDI is side as well as growth prospectus of the economy of

the country when FDI is made. Hymer proposed some more determinants of FDI

due to criticisms, along with assuming market and imperfections. These are as

follows:

1. Firm-specific advantages: Once domestic investment was exhausted, a firm could

exploit its advantages linked to market imperfections, which could provide the firm

4
 with market power and competitive advantage. Further studies attempted to explain

how firms could monetize these advantages in the form of licenses.

2. Removal of conflicts: conflict arises if a firm is already operating in foreign market

or looking to expand its operations within the same market. He proposes that the

solution for this hurdle arose in the form of collusion, sharing the market with rivals

or attempting to acquire a direct control of production. However, it must be taken into

account that a reduction in conflict through acquisition of control of operations will

increase the market imperfections.

3. Propensity to formulate an internationalization strategy to mitigate risk:

According to his position, firms are characterized with 3 levels of decision making:

the day to day supervision, management decision coordination and long-term strategy

planning and decision making. The extent to which a company can mitigate risk

depends on how well a firm can formulate an internationalization strategy taking these

levels of decision into account.

Hymer's importance in the field of international business and foreign direct investment

stems from him being the first to theorize about the existence of multinational enterprises

(MNE) and the reasons behind FDI beyond macroeconomic principles, his influence on

later scholars and theories in international business, such as the OLI (ownership, location

and internationalization) theory by John Dunning and Christos Pitelis which focuses more

on transaction costs. Moreover, "the efficiency-value creation component of FDI and

MNE activity was further strengthened by two other major scholarly developments in the

1990s: the resource-based (RBV) and evolutionary theories"[7] In addition, some of his

predictions later materialized, for example the power of supranational bodies such as IMF

or the World Bank that increases inequalities (Dunning & Piletis, 2008). A phenomenon

the United Nations Sustainable Development Goal 10 aims to address.

5
TYPES OF FDI

The types of FDI investments can be classified based on the perspective of the

investor/source country and host/destination country. On an investor perspective, it can be

divided into horizontal FDI, vertical FDI, and conglomerate FDI. In the destination

country, the FDI can be divided into import-substituting, export-increasing, and

government initiated FDI. Horizontal FDI arises when a multination corporation

duplicates its home country industry chain into the destination country to produce similar

goods. Vertical FDI takes place when a multinational corporation acquires a company to

exploit the natural resources in the destination country (backward vertical FDI) or by

acquiring distribution outlets to market its products in the destination country (forward

vertical FDI). Conglomerate FDI is the combination between horizontal and vertical FDI.

Platform FDI is the foreign direct investment from a source country into a destination

country for the purpose of exporting to a third country.

FDI

FDI flows are more likely to go countries with democratic institutions.

A 2010 meta-analysis of the effects of foreign direct investment (FDI) on local firms in

developing and transition countries suggests that foreign investment robustly increases

local productivity growth.

EUROPE

According to a study conducted by EY, France was in 2020 the largest foreign direct

investment recipient in Europe, ahead of the UK and Germany. EY attributed this as a

"direct result of President Macron's reforms of labor laws and corporate taxation, which

were well received by domestic and international investors alike."Moreover, 24 countries

of the EU made an investment into Armenian economy since the year of Armenian

Independence.

6
CHINA

FDI in China, also known as RFDI (renminbi foreign direct investment), has increased

considerably in the last decade, reaching $19.1 billion in the first six months of 2012,

making China the largest recipient of foreign direct investment at that point of time and

topping the United States which had $17.4 billion of FDI. In 2013 the FDI flow into

China was $24.1 billion, resulting in a 34.7% market share of FDI into the Asia-Pacific

region. By contrast, FDI out of China in 2013 was $8.97 billion, 10.7% of the Asia-

Pacific share. During the global financial crisis FDI fell by over one-third in 2009 but

rebounded in 2010. China implemented the Foreign Investment Law in 2020.

INDIA

Foreign investment was introduced in 1991 under Foreign Exchange Management Act

(FEMA), driven by then finance minister Manmohan Singh. India disallowed overseas

corporate bodies (OCB) to invest in India. India imposes cap on equity holding by foreign

investors in various sectors, current FDI in aviation and insurance sectors is limited to a

maximum of 49%. A 2012 UNCTAD survey projected India as the second most

important FDI destination (after China) for transnational corporations during 2010–2012.

As per the data, the sectors that attracted higher inflows were services,

telecommunication, construction activities and computer software and hardware.

Mauritius, Singapore, US and UK were among the leading sources of FDI. Based on

UNCTAD data FDI flows were $10.4 billion, a drop of 43% from the first half of the last

year. In 2015, India emerged as top FDI destination surpassing China and the US. India

attracted FDI of $31 billion compared to $28 billion and $27 billion of China and the US

respectively.

7
UNITED STATES

Broadly speaking, the United States has a fundamentally "open economy" and low

barriers to the FDI.

U.S. FDI totaled $194 billion in 2010. Of FDI in the United States in 2010, 84% came

from or through eight countries: Switzerland, the United Kingdom, Japan, France,

Germany, Luxembourg, the Netherlands, and Canada. A major source of investment is

real estate; the foreign investment in this area totaled $92.2 billion in 2013,[citation

needed] under various forms of purchase structures (considering the U.S. taxation and

residency laws).

A 2008 study by the Federal Reserve Bank of San Francisco indicated that foreigners

hold greater shares of their investment portfolios in the United States if their own

countries have less developed financial markets, an effect whose magnitude decreases

with income per capita. Countries with fewer capital controls and greater trade with the

United States also invest more in U.S. equity and bond markets.

White House data reported in 2011 found that a total of 5.7 million workers were

employed at facilities highly dependent on foreign direct investors. Thus, about 13% of

the American manufacturing workforce depended on such investments. The average pay

of said jobs was found as around $70,000 per worker, over 30% higher than the average

pay across the entire U.S. workforce.

President Barack Obama said in 2012, "In a global economy, the United States faces

increasing competition for the jobs and industries of the future. Taking steps to ensure

that we remain the destination of choice for investors around the world will help us win

that competition and bring prosperity to our people."

In September 2013, the United States House of Representatives voted to pass the Global

Investment in American Jobs Act of 2013 (H.R. 2052; 113th Congress), a bill which

8
would direct the United States Department of Commerce to "conduct a review of the

global competitiveness of the United States in attracting foreign direct investment".

Supporters of the bill argued that increased foreign direct investment would help job

creation in the United States.

EURASIA

In November 2021, a report from the Eurasian Development Bank revealed that

Kazakhstan boasted the highest FDI stock value from the Eurasian Economic Union

(EAEU) with $11.2 billion by 2020 and an increase of over $3 billion since 2017.

ARMENIA

According to the World Bank, Armenia takes the first place in terms of FDI appeal

among Commonwealth of Independent States. The Armenian government has created a

favorable environment for foreign investments by introducing new laws and conditions.

The country was named ‘The Caucasian Tiger’ because of its dynamic economy. Some of

the measures to attract FDI include free economic zones (FEZ) with relaxed laws, also,

profit tax, VAT, and property tax benefits. In particular, The Most Favored Nation (MFN)

and National Treatment regimes are in effect, and the government has chosen a "open

door" policy with ongoing legal protection to encourage international investment. A

highly beneficial business environment is guaranteed for international investors under the

law "On Foreign Investments." Additionally, it guarantees the protection of foreign

capital invested in Armenian businesses and permits limitless involvement. Research

shows that Cyprus, Germany, Netherlands, UK, and France have made an altogether

investment in an amount 1.4 USD billion in the period 2007-2013.

9
 CHAPTER 2

LITERATURE
REVIEW

10
 LITERATURE REVIEW

FDI is regarded as the ownership or control of 10 percent or more of an enterprise's

voting securities or the equivalent interest in an unincorporated business (Griffin &

Pustay, 2007). Farrell (2008) defined FDI as a package of capital, technology,

management, and entrepreneurship, which allows a firm to operate and provide goods and

services in a foreign market. From a theoretical viewpoint, FDI can be divided into two

categories: Horizontal and Vertical. Horizontal FDI (HFDI) is a type of investment which

is in the same industry operating abroad as a firm operate, or offers the same services as it

does at home, and tends to produce for local or original markets only without exporting

much output to host country ( (Maskus, 2002); (Haile & Assefa, 2006). It seeks to take

advantages of a new large market, which is considered as traditional motive for FDI. It is

widely used by Japanese MNE's in their international expansion because they believe that

this model will help to reduce the risk and enable them to share experience, resources,

and acknowledgment that already have developed at home (Botrić & Škuflić (2006). In

addition, ( Mariotti et al. (2003) stated that FDI inflows to advanced countries are usually

horizontal investments driven by market seeking strategies. And according to (Botrić &

Škuflić, 2006), HFDI replicates the whole production process of the home country in a

foreign country.

Economic growth per capita is primarily driven by improvements in productivity, also

called economic efficiency. Increased productivity means producing more goods and

services with the same inputs of labour, capital, energy, and/or materials. For example,

labour and land productivity in agriculture were increased during the Green Revolution.

The Green Revolution of the 1940s to 1970s introduced new grain hybrids, which

increased yields around the world. A high savings rate is also linked to the standard of

living. Higher saving will in the long run lead to a permanently higher output (income)

11
per capita as capital accumulation per individual also increases. Thus, growth is usually

calculated in real terms, i.e. inflation-adjusted terms, in order to obviate the distorting

effect of inflation on the price of the goods produced. In economics, "economic growth"

or "economic growth theory" typically refers to growth of potential output, i.e.,

production at "full employment", which is caused by growth in aggregate demand or

observed output. It is conventionally measured as the percent rate of increase in real gross

domestic product (GDP). GDP growth is an indication that businesses are hiring and

investing. These indicators are mostly statistics that show government-issued health and

growth of the country, especially in the economic front.

12
 CHAPTER 3

COMPANY PROFIE

13
COMPANY PROFILE

14
 CHAPTER-4
OBJECTIVES
OF THE STUDY

15
 OBJECTIVES OF THE STUDY

 To list the various wellness products produced by Himalaya Company and their uses.

 To evaluate the company through SWOC Analysis.

 To know the marketing strategy of the Himalaya Company.

 To know the marketing mix of the Himalaya Company.

16
 CHAPTER-5
RESEARCH
METHODOLOGY

17
 RESEARCH METHODOLOGY
Re se arch me thodology is a way to syste matically solve the proble m. It may be unde rstood has a
f f f f f f f f f

scie nce of studying how re search is done scie ntifically. In it we study the various ste ps that all
f f f f f f f f f

ge ne rally adopte d by a re searche r in studying his re search proble m along with the logic be hind
f f f f f f f f f f f

the m. f

The scope of re search me thodology is wide r than that of re search me thod.

f f f f f f f f f

Me aning of Re search
f f f

Re se arch is de fine d as “a scie ntific & syste matic se arch for pe rtine nt information on a spe cific
f f f f f f f f f f

topic”. Re se arch is an art of scie ntific inve stigation. Re search is a syste mize d e ffort to gain ne w
f f f f f f f f f f

knowle dge . It is a care ful inquiry e spe cially through se arch for ne w facts in any branch of
f f f f f f f

knowle dge . The se arch for knowle dge through obje ctive and syste matic me thod of finding solution
f f f f f f f f f f

to a proble m is a re se arch. f f f

RESEARCH DESIGN

A re search is the arrange me nt of the conditions for the colle ctions and analysis of the data in a
f f f f f f f f f

manne r that aims to combine re le vance to the re search purpose with economy in proce dure . In fact,
f f f f f f f f f f f f

the re search is de sign is the conce ptual structure within which re se arch is conducte d; it constitute s
f f f f f f f f f f f

the blue print of the colle ction, me asureme nt and analysis of the data. As se arch the de sign include s
f f f f f f f f f f f f

an outline of what the re searche r will do from writing the hypothe sis and its ope rational implication
f f f f f f f f

to the final analysis of data. f

The de sign is such studie s must be rigid and not fle xible and most focus atte ntion on the following
f f f f f f f f

2;

18
Re search De sign can be cate gorize d as:
f f f f f f

TYPES OF RESEARCH
DESIGN

EXPLORATORY DESCRIPTIVE EXPERIMENT

RESEARCH & AL RESEARCH
DESIGN DIAGNOSTIC DESIGN
RESEARCH

The pre sent study is e xploratory in nature , as it se e ks to discove r ide as and insight to brig out ne w
f f f f f f f f f f

re lationship. Rese arch de sign is fle xible e nough to provide opportunity for conside ring diffe re nt
f f f f f f f f f f f

aspe cts of proble m unde r study. It he lps in bringing into focus some inhe re nt we akne ss in e nte rprise
f f f f f f f f f f f f

re garding which in de pth study can be conducte d by manage me nt.

f f f f f f

DATA COLLECTION

For any study the re must be data for analysis purpose . Without data the re is no me ans of study. Data
f f f f f f f

colle ction plays an important role in any study. It can be colle cte d from various source s. I have
f f f f f f f

colle cte d the data from two source s which are give n be low:
f f f f f f f

1. Primary Data

 Pe rsonal Inve stigation

f f

 Observation Me thod
f f

 Information from corre sponde nts f f

19
 Information from superiors of the organization f f

2. Se condary Data
f

 Publishe d Source s such as Journals, Gove rnme nt Reports, Ne wspape rs and Magazine s e tc.
f f f f f f f f f

 Unpublishe d Source s such as Company Inte rnal re ports pre pare by the m give n to the ir analyst
f f f f f f f f f

& traine e s for inve stigation. f f f

 We bsite s like SINGH CORPORATE MANTRA PRIVATE LIMITED official site , some
f f f f f

othe r site s are also searche d to find data.

f f f f f

Scope Of The Study f f

The scope of the study is ve ry vital. Not only the Human Resource de partme nt can use the facts and
f f f f f f f f f f f

figure s of the study but also the marke ting and sale s de partme nt can take be ne fits from the findings
f f f f f f f f f f f

of the study. f

Scope for the sale s de partme ntf f f f f

The sale s de partme nt can have fairly good ide a about the ir employe e s, that the y are satisfie d or not.
f f f f f f f f f f f f f

Scope for the marke ting de partme nt

f f f f f

The marke ting de partme nt can use the figure s indicating that the y are putting the ir e fforts to plan
f f f f f f f f f f f

the ir marke ting strate gie s to achie ve the ir targe ts or not.

f f f f f f f f

Scope for pe rsonne l de partme nt

f f f f f

Some custome rs have the complaints or facing proble ms re garding the job. So the pe rsonne l
f f f f f f f f f f

de partme nt can use the information to make e fforts to avoid such complaints.
f f f f f f

Sample Size :- f f

Que stionnaire is fille d by 100 e mploye e s of SINGH CORPORATE MANTRA PRIVATE

f f f f f f

LIMITED.

The que stionnaire was fille d in the office and vital information was colle cte d which was the n
f f f f f f f f f

subje cts to:- f

 A pilot survey was conducte d be fore finalizing the que stionnaire . f f f f f f f

20
 Data colle ction was also done with the he lp of personal obse rvation.
f f f f f f

 Afte r comple tion of surve y the data was analyze d and conclusion was drawn.
f f f f f

 At the e nd all information was compile d to comple te the proje ct re port.

f f f f f f f f

21
 CHAPTER-6
DATA ANALYES AND
INTERPRETATION

22
 DATA ANALYSIS & INTERPRETATION

Table No: 1
f

Working hours are conve nie nt for me f f f f

PERCENT

Strongly agre e f f 34

Agre e f f 32

Ne ithe r agre e nor disagre e

f f f f f f 18

Disagre e f f 13

Strongly disagre e f f 3

TOTAL 100

CHART 1

Interpre tation:
f f

From the above chart and table it is cle arly e vide nt that 34% of the re sponde nts strongly agre e
f f f f f f f f f f f

that working hours are conve nie nt from the m and 32% agre e with that and 18% ne ithe r agre e
f f f f f f f f f f

nor disagre e and 13% disagre e with the working hours and 3% are strongly against working
f f f f f f

hours.

Table No: 2
f

I'm happy with my work place f

23
 PERCENT
Strongly agre e f f 30
Agre e f f 39
Neithe r agre e nor disagre e
f f f f f f 18
Disagre e f f 8
Strongly disagre e f f 5
100

Chart 2

Interpre tation:
f f

From the above table it is cle ar that 30% re sponde nts strongly agre e and 39% re sponde nts agre e
f f f f f f f f f f f f

that the y are happy with the ir work place only 13% disagre e d and 18% have no ide a towards
f f f f f f f f

the ir work place .

f f

24
Table No: 3 f

I fe e l i have too much work to do

f f f

PERCENT
strongly agre e f f 7
Agre e f f 9
Neithe r agre e nor disagre e
f f f f f f 25
Disagre e f f 37
Strongly disagre e f f 22
100
Chart 3

Interpre tation:
f f

From the above table it is quite cle ar that the work load is not high, 37% of the re sponde nts
f f f f f f f f f

disagre e d with the que stion” I fe e l I have too much work” and anothe r 22% strongly disagre e d,
f f f f f f f f f f

18% admits the y have too much work and 23% have no ide a towards this que stion.
f f f f f

25
Table No: 4 f

Safe ty me asures provide d by the company

f f f f f

PERCENT
strongly agre e f f 28
Agre e f f 31
Neithe r agre e nor disagre e
f f f f f f 24
Disagre e f f 11
Strongly disagre e f f 6
TOTAL 100

CHART 4

Interpre tation:
f f

From the above table it is e vide nt that the safety me asures provide d by the organizations are
f f f f f f f f f f f f

good as 28 and 31% of the re sponde nts agre e with that and only 11& 6% disagre e d and 24%
f f f f f f f

ne ithe r agre e d nor

f f f f

disagre e d. f f

26
TABLE NO. 5
My re lationship with my supe rvisor is cordial
f f

PERCENT
strongly agre e f f 30
Agre e f f 41
Neithe r agre e nor disagre e
f f f f f f 16
Disagre e f f 6
Strongly disagre e f f 7
TOTAL 100

CHART 5

Interpre tation:
f f

From the above table it is cle ar that re lationship be twe e n e mploye e s and the ir supe rvisors are
f f f f f f f f f f f f f f

cordial be cause 30% of re sponde nts strongly agre e d to it and 41% agre e d to it and only 13%
f f f f f f f f

disagre e d and 16% of responde nts have ne ithe r agre e d nor disagre e d.
f f f f f f f f f f f

27
TABLE NO 6

My supervisor is not partial

f

PERCENT
strongly agre e f f 18
Agre e f f 30
Neithe r agre e nor disagre e
f f f f f f 15
Disagre e f f 19
Strongly disagre e f f 18
TOTAL 100

CHART 6

Interpre tation:
f f

From the above table it is e vide nt that the supe rvisors are not partial to the e mploye e s as 18%
f f f f f f f f f f f f

strongly agre e d and 30% agre e d to the que stion but 19% disagre e d and 18% strongly disagre e d
f f f f f f f f f f

this le ve l is quite high compare d to othe r que stions.

f f f f f f

28
TABLE NO 7

My supervisor conside rs my ide a too while taking decision

f f f f f

PERCENT
strongly agre e f f 26
Agre e f f 43
Neithe r agre e nor disagre e
f f f f f f 26
Disagre e f f 2
Strongly disagre e f f 3
TOTAL 100

CHART 7

Interpre tation:
f f

From the above table it is cle ar that 26 and 42% of the re sponde nts agre e that supe rvisors
f f f f f f f f f f

conside r the ir employe e s ide as also and only 5% disagre e d and 26% ne ithe r agre e d nor
f f f f f f f f f f f f

disagre e d.
f f

29
TABLE NO 8

I'm satisfie d with the support from my co-worke rs

f f f

PERCENT
strongly agre e f f 21
Agre e f f 47
Neithe r agre e nor disagre e
f f f f f f 16
Disagre e f f 9
Strongly disagre e f f 7
TOTAL 100

CHART 8

Interpre tation:
f f

From the above table it is cle ar that re lation with co-worke rs is quite good as ne arly 68% of the
f f f f f f f f f

re sponde nts agre e that the y are satisfie d with support from co-worke rs and only 15% disagre e d
f f f f f f f f f f

and 16% have no answe r to this.

f f

30
TABLE NO 9

Pe ople he re have conce rn from one anothe r and te nd to help one anothe r
f f f f f f f f f f f f

PERCENT
strongly agre e f f 26
Agre e f f 41
Neithe r agre e nor disagre e
f f f f f f 19
Disagre e f f 9
Strongly disagre e f f 5
TOTAL 100

CHART 9

Interpre tation:
f f

From the above table it is cle ar that in this organization pe ople have conce rn ove r e ach othe r as
f f f f f f f f f f f

26% strongly agre e d and 41% agre e d and only 14% disagre e d and 19% ne ithe r agre e d nor
f f f f f f f f f f

disagre e d. f f

31
TABLE NO 10
I'm satisfie d with the re fre shme nt facilitie s
f f f f f f

PERCENT
strongly agre e f f 26
Agre e f f 20
Neithe r agre e nor disagre e
f f f f f f 30
Disagre e f f 15
Strongly disagre e f f 9
TOTAL 100

CHART 10

Interpre tation:
f f

From the above table it is cle ar that 26% e mploye e s are strongly satisfie d with the re fre shme nt
f f f f f f f f f f f f f

facilitie s offe re d by the company as 15% of responde nts disagre e d and 9% strongly disagre e d
f f f f f f f f f f

and 30% neithe r agre e d nor disagre e d and only 20% agre e d.
f f f f f f f f

32
TABLE NO 11

We are provide d with the re st and lunch room and the y are good
f f f f f f f

PERCENT
strongly agre e f f 16
Agre e f f 34
Neithe r agre e nor disagre e
f f f f f f 22
Disagre e f f 20
Strongly disagre e f f 8
TOTAL 100
CHART 11

Interpre tation:
f f

From the above table it is quite e vide nt that 8% strongly disagre e d and 20% of the re sponde nts
f f f f f f f f f f f

disagre e d and 22% neithe r agre e d nor disagre e d and only 50% of the re sponde nts are satisfie d
f f f f f f f f f f f f f

with the re st and lunch room provide d.

f f f

33
TABLE NO 12

The parking space for our ve hicle s are satisfactory

f f f f f

PERCENT
strongly agre e f f 4
Agre e f f 9
Neithe r agre e nor disagre e
f f f f f f 24
Disagre e f f 32
Strongly disagre e f f 31
TOTAL 100
CHART 12

Interpre tation:
f f

From the above table it is cle ar that re sponde nts are not satisfie d with the parking facilitie s
f f f f f f f f f f

provide d by the company as 31% of re sponde nts strongly disagre e d and 32% of re sponde nts
f f f f f f f f

disagre e d and only 13% of re sponde nts are satisfie d with the parking facilitie s and 24%
f f f f f f f f

have ne ithe r agre e d nor disagre e d.

f f f f f f f

34
Table no 13 f

I fe ll I'm paid a fair amount for the work i do

f f

PERCENT
strongly agre e f f 15
Agre e f f 39
Neithe r agre e nor disagre e
f f f f f f 25
Disagre e f f 13
Strongly disagre e f f 8
TOTAL 100
Chart 13

Interpre tation:
f f

From the above table it is e vide nt that the re sponde nts are satisfie d with the ir salary as 39%
f f f f f f f f f f f

agre e and 15% strongly agre e . Only 3% disagre e and 8% strongly disagre e , 25% ne ithe r agre e
f f f f f f f f f f f f

nor disagre e . f f

35
Table no 14
f

I'm satisfie d with the chance s for my promotion

f f f

PERCENT
strongly agre e f f 27
Agre e f f 43
Neithe r agre e nor disagre e
f f f f f f 13
Disagre e f f 9
Strongly disagre e f f 8
TOTAL 100

Chart 14

Interpre tation:
f f

From the above table it is quite cle ar that e mploye e s are satisfie d with the ir chance s for
f f f f f f f f f f f f

promotion as 43% agre e and 27% strongly agre e . Only 9% disagre e and 8% strongly disagre e ,
f f f f f f f f

13% ne ithe r agre e nor disagre e .

f f f f f f

36
Table no 15 f

I'm satisfie d with the allowance s provide d by the organization

f f f f f

PERCENT
strongly agre e f f 19
Agre e f f 42
Neithe r agre e nor disagre e
f f f f f f 21
Disagre e f f 11
Strongly disagre e f f 7
TOTAL 100

Chart 15

Interpre tation:
f f

From the above table it is cle ar that the e mploye e s are satisfie d with the allowance s and othe r
f f f f f f f f f f f f f

be ne fits provide d by the organization as 42% agre e and 19% strongly agre e . Only 11% disagre e
f f f f f f f f f f

and 7% strongly disagre e , 21% ne ithe r agre e nor disagre e .

f f f f f f f f

37
TABLE NO 16

I fe e l my boss motivate me to achie ve the organizational goals

f f f f f f f

PERCENT
strongly agre e f f 11
Agre e f f 33
Neithe r agre e nor disagre e
f f f f f f 25
Disagre e f f 22
Strongly disagre e f f 9
TOTAL 100

CHART 16

Interpre tation:
f f

From the above table it is e vide nt that e mploye e s boss are motivating to achie ve organizational
f f f f f f f f f f f

goals as 33% agre e and 11% strongly agre e . 22% disagre e this is quite high compare d to othe r
f f f f f f f f f

factors and 9% strongly disagre e and 25% neithe r agre e nor disagre e . f f f f f f f f

38
TABLE NO 17

My supervisor motivate s me to incre ase my e fficie ncy at time s whe n i'm not
f f f f f f f f f

PERCENT
strongly agre e f f 18
Agre e f f 44
Neithe r agre e nor disagre e
f f f f f f 18
Disagre e f f 13
Strongly disagre e f f 7
TOTAL 100

CHART 17

Interpre tation:
f f

From the above table it is e vide nt that employe e s boss motivate s the e mploye e whe n he is
f f f f f f f f f f f f f f f

unproductive and he lp him to be productive as 44% agre e and 18% strongly agre e . Only 7%
f f f f f f f f

strongly disagre e and 7% disagre e , 18% ne ithe r agre e nor disagre e .

f f f f f f f f f f

39
TABLE NO 18

I fe e l that my job has little impact on the succe ss of the company

f f f f f f

PERCENT
strongly agre e f f 35
Agre e f f 40
Neithe r agre e nor disagre e
f f f f f f 10
Disagre e f f 9
Strongly disagre e f f 6
TOTAL 100

Chart 18

Interpre tation:
f f

From the above chart it is cle ar that 75% re sponde nts are think that the y contribute in the
f f f f f f f f f

succe ss of a company, 9% responde nt disagre e from the state me nt and 6% re sponde nt strongly
f f f f f f f f f f

disagre e from the que stion.

f f f f

40
Table no 19 f

Ove rall I'm satisfie d with my job

f f

PERCENT
strongly agre e f f 28
Agre e f f 35
Neithe r agre e nor disagre e
f f f f f f 20
Disagre e f f 12
Strongly disagre e f f 5
TOTAL 100

Chart 19

Interpre tation:
f f

From the above table it is e vide nt that Ove rall satisfactions of the re sponde nts are good as 35%
f f f f f f f f f f

agre e and 28% strongly agre e . Only 5% strongly disagre e and 12% disagre e and 20% ne ithe r
f f f f f f f f f f

agre e nor disagre e .

f f f f

41
CHAPTER-7
FINDINGS

42
 FINDINGS
From the study, the re searche r has come to know that most of the re sponde nts have job
f f f f f f f f f f

satisfaction; the manage me nt has take n the be st e fforts to maintain cordial re lationship with the
f f f f f f f f f

e mploye e s. Due to the working conditions pre vailing in this company, job satisfaction of e ach
f f f f f f f

re sponde nt see ms to be the maximum. From the study, I have come to know that most of the
f f f f f f f f f f

e mploye e s we re satisfie d with the welfare me asures provide d by SINGH CORPORATE

f f f f f f f f f f f f

MANTRA PRIVATE LIMITED. The e mploye e s of SINGH CORPORATE MANTRA f f f f

PRIVATE LIMITED ge t more be ne fits compare to othe r companie s. f f f f f f f

 The re sponde nts are satisfie d with the e nvironme nt and nature of work
f f f f f f f f f

factors .

 The re sponde nt’s re lationship with the supe riors and colle ague s are quite
f f f f f f f f f f

good .

 The Re sponde nts are not provide d with proper we lfare facilitie s.
f f f f f f f f f

 The communication and motivation of e mploye e s by the ir supe riors in

f f f f f f

this organization is re asonable . f f

 The Pay and promotion activitie s in this organization is also good .

f f

 The Re sponde nts are ove rall satisfie d with the ir job
f f f f f f f

 The Parking facilitie s provide d by the organization are not good that’s
f f f f f

why most re sponde nts disagre e with this que stion.

f f f f f

 The re fre shme nt facilitie s are also nee d to be improve d

f f f f f f f f f f

43
CHAPTER-8
CONCLUSION

44
 CONCLUSION

In the today’s comple tive world it be come s ve ry important for a company to be ahe ad than its
f f f f f f f f

compe titors as much as possible . A company can have advantage and be ahe ad of its compe titors
f f f f f f f

by having be st & tale nte d e mploye e s working with the m. This alone can make lot of diffe re nce
f f f f f f f f f f f f

and will he lp the company in long run. It be come s ve ry important for the company to ke e p all
f f f f f f f f

e mploye e s satisfie d, as with the incre ase in e mploye e s satisfaction, le ve l of productivity also
f f f f f f f f f f f f

incre ases. The primary obje ctive of the study is to unde rstand impact e mploye e s satisfaction on
f f f f f f f f f f

productivity in te xtile industry. Te xtile industry in India is ve ry important and it has major f f f f f

contribution in the e conomy of the country. Indian Te xtile industry contribute s 11% from f f f f f f

e xports and it contribute s 4% to GDP of the country. Te xtile industry in India is se cond large st
f f f f f f f

e mploye r afte r agriculture . It ge ne rate s e mployme nt for more than 40 million pe ople and it is
f f f f f f f f f f f f

e xpe cte d that by year 2022 it will have e mployme nt de mand of more than 60 million. Unde r
f f f f f f f f f f

such circumstance s it is ve ry e ssential to study e mploye e satisfaction of the pe ople working in f f f f f f f f f f

te xtile industry and its impact on productivity as this industry provide s e mployme nt to a large r
f f f f f f

se ction of the socie ty. The re se arch and the surve y conducte d in various factorie s indicate that
f f f f f f f f f f f

the re is positive and significant re lationship betwe e n e mploye e satisfaction and productivity. It
f f f f f f f f f f

indicate s that if the e mploye e s are satisfie d the n the production will incre ase and if the
f f f f f f f f f f f f

e mploye e s are not satisfie d the n the production will de cre ase . Study indicate s the factors like
f f f f f f f f f f f f f

age , se x, qualification, de signation and working te nure has positive impact on e mploye e
f f f f f f f f f

satisfaction and it affe cts his / he r satisfaction le ve l. Surve y indicate s that majority of e mploye e s f f f f f f f f f

are happy with the mone tary and non-mone tary be ne fits the y ge t.
f f f f f f f f

Employe e s are not happy with the social working e nvironme nt, training facilitie s, fe e dback
f f f f f f f f f

syste m, e mploye e s fe e ls that manage me nt discrimination on the bases of re ligion, ge nde r and
f f f f f f f f f f f f f

age the re is communication gap in the factory, te am me e tings are not use ful looking at this a
f f f f f f f f f

45
mode l (ope n forum) has be e n sugge ste d which will improve communication betwe e n all the
f f f f f f f f f f f

hire chary le ve ls, it he lps to re duce wastage , motivate s e mploye e s , e ncourage s e mploye e s to be
f f f f f f f f f f f f f f f f f

participative in improving ope rations of the factory. On the bases of findings ne ce ssary
f f f f f f f

re comme ndations has be e n made which will help manage me nt of the factorie s to improve
f f f f f f f f f f f

satisfaction le ve l of the ir employe e s. It has be e n obse rve d that overall e mploye e s are happy
f f f f f f f f f f f f f f f

working in the ir curre nt factory the y also be lie ve s that the y have an opportunity for pe rsonal f f f f f f f f f

growth and de ve lopme nt. The scope of this study is it will he lp to unde rstand e xactly what f f f f f f f f

matte rs most to your e mploye e s. The study on e mploye e satisfaction will he lp the te xtile
f f f f f f f f f f f f

industry to unde rstand what are major factors which le ad to satisfaction and dissatisfaction of f f f

e mploye e s in an organization. The industry will also unde rstand how employe e satisfaction has a
f f f f f f f f

dire ct and positive impact on productivity which in turn le ads to organization profits. The study
f f f f

will he lp manage me nt of te xtile factorie s to unde rstand whe re the ir e mploye e s are satisfie d and
f f f f f f f f f f f f f f f

dissatisfie d what are the re asons for dissatisfaction and what can be done to improve the ir
f f f f f f f f

e mploye e satisfaction le ve l, also he lp the m in making re quire d change s in the ir policie s &
f f f f f f f f f f f f

proce dure s. This study will he lp acade micians & re se arch stude nts to e xplore more de e ply the
f f f f f f f f f f f f f

re lationship betwe e n e mploye e satisfaction and productivity and will give the m an vie w of what
f f f f f f f f f f

are the difficultie s face d by te xtile industry work force in India and what is the re satisfaction
f f f f f f f f f

le ve l.
f f

In the organization most of e mploye e s are satisfie d with all the facilitie s provide d by company.
f f f f f f f f f

But the re are some e mploye e s also who are not satisfie d with the company. Manage me nt should
f f f f f f f f f f f f

try to conve rt unsatisfie d e mploye e s in to satisfie d e mploye e s. Be cause if e mploye e is not

f f f f f f f f f f f f f f

satisfie d than the he is not able to give his 100% to his work and the productivity of e mploye e
f f f f f f f f f

de cre ase . So manage me nt should try to satisfie d his e mploye e s be cause e mploye e s are the
f f f f f f f f f f f f f f f f

asse ts of the company not a liabilitie s.

f f f

46
 CHAPTER-9
RECOMMENDATIONS

47
 RECOMMENDATIONS

1. The se le cte d Singh Corporate Mantra Private Limite d can re duce its working time by
f f f f f f f f f f

introducing shift syste m for the e mploye e s be cause 50 % of the m work more than 8 f f f f f f f f f

hours pe r day. f

2. The se le cte d Singh Corporate Mantra Private Limite d can incre ase or introduce
f f f f f f f f f f

transport facility for the e mploye e s which will be a motivating factor. f f f f f

3. The se le cte d Singh Corporate Mantra Private Limite d can introduce ne w sche me s for
f f f f f f f f f f f

ince ntive s and targe ts can be made e asy by using the pe rformance based ince ntive s and
f f f f f f f f f f f f

promotion policie s e tc. f f

4. It can conce ntrate on the we lfare scheme to the e mploye e s e spe cially e ducation to f f f f f f f f f f f f f f

e mploye e s childre n and arrange me nt of housing facility, e ducation loan & motivating the
f f f f f f f f

e mploye e s for furthe r studie s. It will be a bette r motivating factor.

f f f f f f f f

5. Ince ntive scheme and perce ntage and pe riod of ince ntive to be give n more
f f f f f f f f f f f f f

conce ntration by the company for the satisfaction of the e mploye e s.

f f f f f f f

6. The se le cte d Singh Corporate Mantra Private Limite d can conce ntrate on the le ave
f f f f f f f f f f f f

policy of the fe male worke rs. f f f f

7. Safe ty me asures and safe ty training to both me n and wome n e mploye e s may be give n
f f f f f f f f f f f

48
CHAPTER-10
LIMITATIONS

49
 LIMITATIONS

 Data colle cte d is base d on que stionnaire .

f f f f f

 The numbe r of e mploye e s in SINGH CORPORATE MANTRA PRIVATE LIMITED is

f f f f f

more , so sample size is limite d by 100.

f f f f

 The information colle cte d by the obse rvation me thod is very limite d.
f f f f f f f f

 The re sult would be varying according to the individuals as well as time .

f f f f f f

 Some re sponde nts he sitate d to give the actual situation; the y fe are d that manage me nt would
f f f f f f f f f f f f

take any action against the m

f f

 The findings and conclusions are based on knowle dge and expe rie nce of the re sponde nts
f f f f f f f f f f f f

some time may subje ct to bias.

f f f

50
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Marke ting Innovators Inte rnational. 2005. Murck, M. 2009, Turning around ne gative
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e mploye e . Available at: http://www.he lium.com/ite ms/948276-turning-around-negative -

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e mploye e Naukrihub, 2009. Managing Difficult Pe ople at Work. Available at:

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http://www.naukrihub.com/hr-today/managing-difficult-pe ople .html Ne wstrom, J. W, f f f

L.R &. Bitte l, 1990. What Eve ry Supe rvisor Should Know. Singapore : McGraw-Hill
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Publishing Company. Ostroff, C. and D.E. Bowe n (2000) ‘Moving HR to a highe r le ve l:

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HR practice s and organisational e ffe ctive ne ss’, in K. Kle in et. al. (e ds), Multile ve l
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The ory, re search and me thods in organisations (pp. 211-266). San Francisco, CA:Josse y-
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Bass. Robbins, S.P. & De Ce nzo, D.A., 2001. Supervision today. USA: Pre ntice Hall.
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54
ANNEXURE

55
 QUESTIONNAIRE
1. Name : …………………………………………………………………………………
f

…
2. Age : ………………
f

3. Ge nde r: Male
f f f

Fe male f f

4. De signation……………..
f

Que s1- Working hours are conve nie nt for me -

f f f f f

1 strongly agre e 2 agre e 3 ne ithe r agre e nor disagre e 4 disagre e 5 strongly disagre e
f f f f f f f f f f f f f f

Que s2- I am happy with my work place -

f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s3- I fe e l I have too much work to do-

f f f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s4- Safe ty me asures provide d by the company are good-

f f f f f f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s5- My re lationship with my supe rvisor is cordial-

f f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s6- My supe rvisor is not partial-

f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s7- My supe rvisor conside r my ide as while taking de cision-

f f f f f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s8- I am satisfie d with the support from my coworke rs-

f f f f

1. strongly agre e 2. Agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s9- Pe ople he re have conce rn from one anothe r and te nd to help-
f f f f f f f f f f f

56
1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s10- I am satisfie d with the re fre shme nt facility-

f f f f f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s11- We are provide d with the re st and lunch room and the y are good-
f f f f f f f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s12- The parking space s for ve hicle s are satisfactory-

f f f f f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s13- I fe e l I am paid a fair amount for the work I do-

f f f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s14- I am satisfie d with the chance s for my promotion-

f f f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s15- I am satisfie d with the allowance s provide d by the organization-

f f f f f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s16- I fe e l my boss motivate me to achie ve the organizational goals-

f f f f f f f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s17- My supe rvisor motivate me to incre ase my efficie ncy at a time whe n I am not-
f f f f f f f f f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s18- I fe e l my job little impact on the succe ss of the company-

f f f f f f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

Que s19- Ove rall I am satisfie d with my pre se nt job-

f f f f f

1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
f f f f f f f f f f f f f f

57