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JOB SATISFACTION

A PROJECT REPORT ON JOB SATISFACTION AT THE FERTILISERS AND CHEMICAL TRAVANCORE LTD [F A C T].
SUBMITTED TO: THE M.G. UNIVERSITY IN PARTIAL FULFILLMENT OF BACHELOR OF BUSINESS ADMINISTRATION (B B A) SUBMITTED BY: RIJO PHILIP JOHN Reg.No.SDAA09143757

K.M.M COLLEGE OF ARTS AND SCIENCE


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(2009 - 2012)

CERTIFICATE OF SUPERVISOR (GUIDE)

Certified that the work incorporated in this Project Report on JOB SATISFACTION submitted by, Rijo Philip John, is his original work and completed under my supervision. Material obtained from other sources has been duly acknowledged in the Project Report.

Date:

Signature of Guide:

Place

Cochin, Kerala

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DECLARATION BY THE LEARNER


This is to declare that I have carried out this project work myself in part fulfilment of the BBA of MG University. The work is original, has not been copied from anywhere else and has not been submitted to any other University/Institute for an award of any degree/diploma.

Date:

Signature:

Place: Cochin, Kerala

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Name: Rijo Philip John

ACKNOWLEDGEMENT
Preparing a project of this nature is an arduous task and I was fortunate enough to get support from a large number of people to whom I shall always remain grateful. I would like to express my gratitude to the Fertilisers And Chemicals Travancore [FACT]LTD.for allowing me to undertake this project. I would like to take this opportunity to thank Mr.Indhulal for providing me with an opportunity to work for the Fertilisers And Chemicals Travancore [FACT] LTD. I am also desirous of mentioning my profound indebtedness to Miss Sheeja Faculty member KMM COLLEGE OF ARTS AND SCIENCE for the valuable advice, guidance, precious time and support she offered. I would be failing in my duty if I do not acknowledge my gratitude to Dr .P. N Thomas Director who motivated me a lot in carrying out this project.
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JOB SATISFACTION Last but not the least , I would also like to thank all the respondents forgiving me their precious time, relevant information and advice without which I would not be able to complete this project.

CONTENTS
Sl No 1 CHAPTERS Common Introduction 1. Statement of the problem 2.Scope 3.Objectives 4.Limitations Literature Review Page No
9 11 12 13 14

16

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Industrial Profile Company Profile

28 34 46

4 5 6

Research Methodology Data Analysis And Interpretation

50

Findings suggestions and conclusions

74

LIST OF TABLES AND FIGURES


Sl.No 1. 2. 3. 4. TITLE Age distribution of employees Sex of employees Department of employees Work experience of employees 51 52 53 54 Pg.no

5.

Salary scale offered to employees

55
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JOB SATISFACTION 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20 21 22 Satisfaction with remuneration paid Perquisites offered Long term benefits offered Relationship with co-workers Senior management communication Personal satisfaction with the job Comfortability with sharing ideas and opinions at work Organizations working hours condition and no.of.labour hours. Grievance redressal system Overwhelm by responsibilities Update by supervisor Opportunities for advancement Team-work within department Satisfaction with present style of solution to internal issues Leadership at organization Job Rating 71 72 65 66 67 68 69 70 63 Remuneration dependency on working 64 56 57 58 59 60 61 62

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Chapter 1 INTRODUCTION

INTRODUCTION
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The project is titled A Study on the Job satisfaction of Employees with Special Reference to FACT Udyogamandal Cochin.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 that persons parent. There are a variety of factors that can influence a persons level of job satisfaction. Some of these factors include the level of pay and benefits, the perceived fairness o the promotion system within a company, the quality of the working conditions, leadership and social relationships, the job itself (the variety of tasks involved, the interest and challenge the job generates, and the clarity of the job description/requirements). The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous workgroups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to relate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1 5 scale where 1 represents not at all satisfied and 5 represents extremely satisfied).

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"Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs" This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job. While researchers and practitioners most often measure global job satisfaction, there is also interest in measuring different "facets" or "dimensions" of satisfaction. Examination of these facet conditions is often useful for a more careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the work and benefits." Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The Harvard Professional Group (1998) sees job satisfaction as the keying redient that leads to recognition, income, promotion, and the achievement of other goals that lead to a general feeling of fulfillment.

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Statement of Problem
Employers face dynamic and ever increasing challenges in this economy. A global economy of discriminating consumers has placed demands on employers never before seen. Employers face the challenges of maintaining productivity, profitability as well as keeping their workforce engaged and satisfied with their jobs. Environmental pressures, rising health care costs, and the needs of the workforce have placed management in a complicated and tenuous situation. The answer lies with creating a work environment that maintains employee job satisfaction as well as motivates people toward exceptional performance. Those that fail to improve job satisfaction are at risk of losing their top talented people to the competition. Supervisors and managers who maximize the potential, creative abilities, and talents of the entire workforce have a greater competitive advantage than those who dont. Employees that are engaged in their work have a higher level of job satisfaction. Motivated workers provide the health insurance businesses desperately needed in these chaotic times.

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Objective Of The Study The objective of the study is as follows:


To assess the satisfaction level of employees in Fertilisers and Chemicals Travancore (or FACT) Ltd.

To identify the factors which influence the job satisfaction of employees.

To identify the factor which improves the satisfaction level of employees. To know the employee satisfaction towards the facilities.

To offer valuable suggestions to improve the satisfaction level of employees.

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Scope Of The Study


This study emphasis in the following scope: To identify the employees level of satisfaction upon that job. This study is helpful to that organisation for conducting further research.

It is helpful to identify the employers level of satisfaction towards welfare measure. This study is helpful to the organization for identifying the area of dissatisfaction of job of the employees.

This study helps to make a managerial decision to the company. The research is conducted for study purpose and research

had its own limitations.

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Limitations of the study

The survey is subjected to the bias and prejudices of the respondents. Hence 100% accuracy cant be assured. The research was carried out in a short span of time, where in the researcher could not widen the study. The study could not be generalized due to the fact that researcher adapted questionnaire method. The sample consisted only of employees in the day shift. Employees of the night shift were not considered for the purpose of study.

The response of the respondents may not be accurate thinking that the management might misuse the data. Sensitive company information cannot be displayed in the project report.
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JOB SATISFACTION Most respondents might be influenced by their peers in answering the questions.

Chapter 2 LITERATURE REVIEW


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LITERATURE REVIEW
Definitions
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job. Weiss (2007) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviours. This definition suggests that we from attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviours.

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Affect Theory
Edwin .A. Lockes Range of Affect Theory (1976) is arguably the most Famous job satisfaction model. The main premises of this theory is that Satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/are not met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who does not value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy compared to Employee B. this theory also states that too much of a particular facet will produces stronger feelings of dissatisfaction the more a worker values that face.

Dispositional Theory
Another well known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the core Self-evaluations Model, proposed by Timothy A. Judge in 1998.Judge argued that there are four Core Self-evaluations that determine
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ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control(believing one has control over her/his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.

Two Factor Theory (Motivation Hygiene Theory)


Fredrick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspectsof the job that make people want o perform, and provide people with satisfaction.These motivating factors are considered to be intrinsic to the job, or the work carried out. Motivating factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Herzbergs model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Herzbergs original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured.

JOB SATISFACTION AND PRODUCTIVITY


Historically the concept of human relations assumed that high Job Satisfaction led to high productivity but later research indicated that his was an incorrect assumption Satisfied workers turned out to be either high
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producers, or low producers or only average producers The satisfaction productivity relationship appeared to be quite complex being influenced by various intermediate factors such as rewards that an employee receives. The question has been often raised whether Job Satisfaction leads to performance or performance leads to Job Satisfaction Lawler and Porter' have developed a model that suggests that productivity leads to satisfaction.

FACTORS RELATING TO JOB SATISFACTION AND DISSATISFACTION


Job satisfaction is a complex phenomenon. The nature and extent of factors contributing to it are not yet fully known But a good deal of research studies in various countries with different cultures which have accumulated by now, have certainly advanced our understanding of the factors. We shall for our purpose, emphasize here the studies of Herzberg, Mausner and Snyderman and the two factor theory of Job satisfaction dissatisfaction proposed by them as they provide possibly the broadest
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scope so far in understanding the relevant factors prevailing across cultures as well as in India. Herzberg and his associates explored Job satisfaction from a basically dynamic view and offered an approach to an understanding of motivation to work. They noted an important distinction between two kinds of factors. One-group factors dealt with the nature of and the other was related to the environment in which the Job was done. One set of factors according to them, contributed to satisfaction. They are referred to as intrinsic, Job content, motivators or satisfiers. Another set of factors contributed to dissatisfaction. They are termed as extrinsic, Job content hygiene, or dissatisfactions. Factors associated with Job satisfaction and dissatisfaction in two-factor theory: According to the theory, satisfiers, which contributed to feeling of satisfaction has little, to contribute to dissatisfied feeling. Similarly, dissatisfies contributed more to dissatisfaction than they did to satisfaction. In other words, it was suggests, that satisfaction and dissatisfaction were two separate, distinct, and independent feelings. An interesting feature of the theory is that satisfiers not only enable a person to feel satisfied but they induce him to produce and perform more in his job. Dissatisfies do not have that potency to contribute to Job behavior Herzberg did not however, spell out .In detail about the relation of satisfaction and productivity in the light of their theory nor is there any clear evidence of any simple and direct relation between Job satisfaction and productivity.
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As we have noted, there are many factors, which interact, in a complex pattern to contribute to Job satisfaction. We shall however confine our discussion to those, which are considered as more important.

FACTORS INFLUENCING JOB SATISFACTION


There are a number of factors that influence job satisfaction. A number of research studies have been conducted in order to establish some of the causes that result in job satisfaction. These studies have revealed consistent correlation of certain variables with the job satisfaction. Some of the organisational factors which affect job satisfaction are:
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A. ORGANIZATIONAL FACTORS
1.

Wages and salaries play a significant role in influencing job satisfaction. This is basically because of a few basic reasons. Firstly, money is an important instrument in fulfilling one's needs. Money also satisfies the first level needs of Maslow's model of satisfaction. Secondly, employees often see money as a reflection of the management's concern for them. Thirdly, it is considered a symbol of achievement since higher pay reflects higher degree of contribution towards organisational operations. Non monetary benefits are also important, but they are not as influential. One reason for that that is that most of the employees do not even know how much they are receiving in benefits. Moreover, a few tend to under value there benefits because they do not realise their monetary value. The employees, generally, want a pay system which is simple, fair and in line with their expectations.

Salaries and Wages:

1.

Promotion Chances:
Promotional chances considerably affect the job Satisfaction because of the following reasons:

Firstly, Promotion indicates an employee's worth to the organisation whichis highly morale boosting. This is particularly true in case of high level jobs.
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Secondly, Employee takes promotion as the ultimate achievement in his career and when it is realised, he feels extremely satisfied. Thirdly, Promotion involves posit' e changes e.g. higher salary, less supervision, more freedom, more challenging work assignments, increased responsibilities, status and like.
1.

Company Policies:

Organisational structure and policies also play an important role in affecting the job satisfaction of employees. An autocratic and highly authoritative structure causes resentment among the employees as compared to a structure which is more open and democratic in nature. Organisational policies also govern the human behaviour in the organisations. These policies can generate positive or negative feelings towards the organisation. Liberal and fair policies usually result in more job satisfactions. Strict policies will create dissatisfaction among the employees because they feel that they are not being treated fairly and may feel constrained.Thus, a democratic organisational structure with fair and liberal policies is associated with high job satisfaction.

B. WORK ENVIRONMENTAL FACTORS


The work environmental factors include the following important factors:
1.

Supervision:

Supervision is a moderately important source of job satisfaction. There are two dimensions of supervisory 'styles which affect the job satisfaction:

First is Employee Centeredness. Whenever the supervisor is friendly and supportive of the workers there is job satisfaction. In this style, the supervisor takes personal interest in employee's welfare.
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Second is Participation. The superiors, who allow their subordinates to participate in decisions that affect their own jobs, help in creating an environment which is highly conducive to job satisfaction. 1. Work group: The nature of the work group or team will have effect on job satisfaction in the following ways: (i) A friendly and co-operative group provides opportunities to the group members to interact with each other. It serves as a source of support, comfort, advice and assistance to the individual group members. If on the other hand, the people are difficult to get along with, the work group will have a negative impact on job satisfaction. (ii) The work group will be even a stronger source of satisfaction when members have similar attitudes and values. In such a group, there will less friction on day to day basis. (iii) Smaller groups provide greater opportunity for building mutual Trust and understanding as compared to larger groups. Thus, the group size and quality of interpersonal relations within the group play a significant role in worker's satisfaction.
2.

Working Conditions:

Good working conditions are desirable by the employees, as they lead to more physical comfort. People desire that there should be a clean and healthy working environment. Temperature, humidity, ventilation, lighting and noise, hours of work, cleanliness of the work place and adequate tools and equipment are the features which affect job satisfaction. While the desirable working conditions are taken for granted and may not contribute heavily towards job satisfaction, poor working conditions do become a source of job dissatisfaction. Simply because they lead to physical discomfort and physical danger.

C. WORK ITSELF
The content of the work itself plays a major role in determining the job
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satisfaction. Some of the aspects of the work which affect job satisfaction are: 1.Job Scope: It provides the amount of responsibility, work pace and feedback.The higher the level of these factors, higher the job scope and higher the level of satisfaction. 2. Variety: A moderate amount of variety is very effective. Excessive variety produces confusion and stress and a too little variety causes monotony and fatigue which are dissatisfiers. 3. Lack of Autonomy and Freedom: Lack of autonomy and freedom over work methods and work pace can create helplessness and dissatisfaction. Employees do not like it when their every step and every action is determined by their supervisor. 4. Role Ambiguity and Role Conflict: Role ambiguity and role conflict also lead to confusion and job dissatisfaction because employees do not know exactly what their task is and what is expected of them. 5. Interesting Work: A work which is very interesting the challenging and provides status will be providing satisfaction to the employees as compared to work which is boring and monotonous.

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PERSONAL FACTORS
Personal attributes of the individuals also play a very important role as to whether they are satisfied at the job or not. Pessimists and people with negative attitudes will complain about everything including the job. They will always find something wrong in every job to complain about. Some of the important personal factors are:
1. Age and Seniority: With age, people become more mature and realistic and less idealistic so that they are willing to accept available resources and rewards and be satisfied about the situation. With the passage of time, people move into more challenging and responsible positions. People who do not move up at all with time are more likely to be dissatisfied with their jobs.

Tenure: Employees with longer tenure are expected to be highly satisfied with their jobs. Tenure assures job security, which is highly satisfactory to employees. They can easily plan for their future without any fear of losing their jobs.
2.

Personality: Some of the personality traits which are directly related to job satisfaction are self assurance, self esteem, maturity, and decisiveness, sense of autonomy, challenge and responsibility. Higher the person is on Maslow's needs hierarchy, the higher is the job satisfaction. This type of satisfaction comes from within the person and is a function of his personality
3.

Measuring Job Satisfaction


There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfacting is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklist, forced choice answers.
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The Job Descriptive Index (JDI), created by smith, Kendall, & Hulin (1969), job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or decide in response to whether given statements accurately describe one job. The Job in General Index is an overall measurement of job satisfaction. It was an improvement to the job Descriptive Index because the JDI focused too much on individual facets and not enough on work satisfaction in general.

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Chapter 3 INDUSTRIAL PROFILE

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Fertilisers and Chemicals Travancore Ltd.( FACT)


Fertilisers and Chemicals Travancore LTD.(FACT) is a fertiliser and chemical manufacturing company in Kochi, Kerala, India. It is one of the largest chemical manufacturing facilities in Kerala and is also 14001 certified. The company has 3 production units - Udyogamandal Division (UD), Cochin Division (CD) and Petrochemical Division (PD). The Caprolactam plant was commissioned in 1990. Main products of the company are Factomfos, Ultraphos, Ammonium Sulphate, Ammonium Phosphate, Caprolactum ,Sulphuric Acid, Ammonia and other complex fertilizers. Gypsum, Nitric acid and Soda ash are major byproducts.

History Of FACT
The factory commenced production of ammonium sulphate in 1947 at the dawn of Indian independence using wood as the raw material for production of ammonia. With the efflux of time, wood gasification became uneconomic and was replaced with naphtha reforming process. Through a series of expansion programmes, FACT soon became
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the producer of the widest range of fertilizers suited for all crops and all soil types in India. It became a Kerala State public sector enterprise in 1960 and in 1962, it came under the Government of India. Diversification to full-fledged engineering services(FEW)in the fertilizer field and allied areas followed. FACT soon turned out to be a name synonymous with fertilizers.The next major step forward was the diversification of petrochemicals, an important milestone in the growth of the company. From a single product fertilizer plant,the company has evolved into a multi product, multi divisional conglomerate today.

Background of FACT
In 1943The company was incorporated at Travancore. The company is a public sector undertaking by the Govt. of India. The main objects of the company is to manufacture fertilisers & chemicals. The products manufactured are ammonium sulphate, ammonium phosphate, super phosphate, ultrafos, NPX mixtures and anhydrouse ammonia, sulphuric acid, ammonium chloride, and sulphurdioxide. 1963,The company started its R&D centre to take imported activities. The Govt. approved the setting up of a new fertiliser factory at Cochin with capacity of 200,000 tonnes of ammonia. 1982,The company entered into an agreement with power gas corporation Ltd. U.K. for the exchange of technical knowhow developed by the company for the manufacture of ammonium sulphate from by-product gypsum obtained from the phosphoric acid plant.
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1993 FACT (Cochin Division) won the FAI award for best environment protection of an operating complex fertiliser plant.

1994FACT (Cochin Division) also won the Jawaharlal Nehru Memorial Award for Excellence in Indian Industries. The Petrochemical Division was awarded the Certificate of Appreciation by the Kerala State Pollution Control Board. 1995The Consultancy Division of the Company has received international accreditation ISO 9001.

1996 A 900 TPD Sulphuric Acid Plant is proposed to be set up at Ambalamedu to utilise the under-utilised capacity of the Phosphoric Acid Plant The Company won the Ever Rolling Trophy of the Cochin Town Official Language Implementation Committee for the 6th year in succession FACT was awarded the Indian Institution of Industrial Engineering award for performance excellence for the year 1997 The ammonia plant is set up with financial assistance from the Japanese Overseas Development Fund. Cochin Division was also awarded the National Safety Council's Award for Industrial Safety for safe handling of Ammonia and other raw materials at willingdon island . FACT proposal to set up two captive power plants has got a further boost with the Union government deciding to allow private sector to install power plant in the factory. 1998 The Company has entered into an MOU with the Union Government on its performance targets.

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1999 The company had to set up a new ammonia plant following a High Court directive to decommission FACT's ammonia storage facility at Willingdon Island, Kochi. 2000 The Company has signed a tripartite agreement with CDSL and Cameo Corporate Ser. Ltd. 2001 Kerala's crisis-stricken public sector giant, Fertilisers and Chemicals Travancore Ltd (FACT) will have a new helmsman from within the organisation, TT Thomas, who was director (marketing) has been appointed acting chairman & managing director of the multi-division company headquartered at Udyogamandal.

2002 FACT has announced VRS for which 428 employees have opted for.FACT has informed BSE that Government of India, Ministry of Disinvestment has constituted an inter Ministerial Group for the purpose of disinvestment of 51% of stake of FACT.

Shri.P.R.Balasubramanian has assumed the charge for the post of Chairman and Managing Director of Fertilisers and Chemical Travancore Ltd. FACT Employees Association, affiliated to Bharatiya Kamghar Sena said that the curruption by the management has resulted in financial crisis of the FACT.Government has invited Expression of Interest for the disinvestment of Fertilizers and Chemicals Travancore Ltd. 2003 Fertilisers and Chemicals Travancore Ltd., has closed down two of its plants at Cochin division due tofuel shortage. And has also issued orders to shut down its plants at Kochi and Udyagamandal division.Kochi Save Fact Action Committee has mooted a multi-stage co-operative society under MSCS Act 1984 to acquire Fertilisers and Chemicals Travancore Ltd.The employees have initiated a snap strike as they were beaten up by the police and CISF.IFFCO Managing Director Mr.Uday Shankar Awasthy visited FACT and has given positive response on the hopes of revival of the company.

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2004 With the January 10 deadline approaching and response to the VRS offer very poor, the management of Fertilisers and Chemicals Travancore (FACT) is considering diluting the conditions and introducing leave encashment to attract more workers.

Shri S Balan, Chairman & Managing Director, Rashtriya Chemicals & Fertilisers Ltd has assumed additional charge of the post of Chairman and Managing Director of the company.Fertilisers and Chemicals Travancore Ltd (FACT) at nearby Udyogamandal has set up a grievance cell with a view to provide more services to the farming communityFertilisers and Chemicals Travancore Ltd (FACT) has signed a `heads of agreement' with Gail (India) Ltd for supply of LNG from the proposed terminal at Kochi for FACT's fertiliser and petrochemical units.

2006 FACT to join hands with Syrian firm.

2008 FACT signs MOU to make gypsum-based building materials.

2009 Fertilizers & Chemicals Travancore Ltd has informed that Shri A. Asokan, Director (Marketing) has taken over the additional charge of the post of Chairman and Managing Director (MD) of the Company with effect from December 01.

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COMPANY PROFILE

FACT DIVISIONS
UDYOGAMANDAL DIVISION
FACT commenced operation at Udyogamandal with the commissioning of a 50,000 tonnes per annum Ammonium Sulphate Plant in 1947.

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In the decades that followed multi stage expansion programs were undertaken bringing in the latest technologies of the day which were quickly mastered and successfully implemented. Today the division is a mostly mix of 35 year old small capacity plants and 2 year old state of the art technology plants. The latest addition to this unit is a 900 tonnes per day ammonia complex set up with an investment of RS 642 crores. FACT Udyogamandal division is 14001 certified. COCHIN DIVISION FACT Cochin Division has set up in the 1970's at Ambalamedu 30 km from Udyogamandal and adjacent to the Cochin Refineries. Phase-I of the division saw the setting up of an integrated Ammonia urea complex utilizing Indian Engineering skills. A large scale complex fertilizer plant of 485,000 TPA was set up as phase-II of Cochin Division and sulphuric acid and phosphoric acid plant of marketing capacity. PETROCHEMICAL DIVISION FACT diversified into petrochemicals in 1990 with the production of caprolactam. This versatile petrochemical is the raw material in the manufacture of nylone-6, which finds extensive application in textiles, tyre cord and engineering products. Thanks to its high quality the products have been acknowledge as among the best in the world. The division is located adjacent to the Udyogamandal division. Co-product ammonium sulphate is transferred for processing to the fertilizer plant of udyogamandal division. The Petrochemical Division is ISO 9002 and 14001 certified. PETROCHEMICAL DIVISION INSTALLED YEAR OF PLANT CAPACITY FEEDSTOCK COMMISSIO (TPA) NING
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CAPROLACT 50,000 AM BYPRODUCTS 1. NITRIC ACID 2. SODA ASH FACT Engineering & Design Organization (FEDO) FACT Engineering & Design Organization (FEDO) was established in 1965 for utilizing the considerable indigenous plant building expertise accumulated by FACT in its process of nurturing the nascent chemical fertilizer industry. FEDO is today one of India's premier project engineering organization, catering to a wide spectrum of industries like petrochemicals, refining, pharmaceuticals, hydrometallurgy etc as well as petroleum storage, environmental engineering, offsite facilities etc. The division undertakes project execution on consultancy and turnkey basis, handling the intricacies of the technology sourcing, design and engineering, hardware procurement and construction with practiced ease. 3,800 4,750 BENZENE 1990

1990 1990

ISO 9001 CERTIFICATION

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In December 2009, FEDO become the first engineering consultancy firm in India to be awarded ISO 9001 (1994 revisions) certification for the impressive quality standards of our systems relating to the various aspects of engineering and execution of projects. The certification comes from Det Norske Vaeritas Quality Assurance Ltd., reputed quality auditing firm from the United Kingdom. In May 1998, DNV Quality Assurance Ltd of the Netherlands extended the certification after a re-certification audit and at present FEDO holds ISO 9001-2008 certification.

FACT ENGINEERING WORKS (FEW) Established in 1966, FACT Engineering Works was originally conceived as a unit fabricate and erect equipment for fertilizer plants. Over the years, it developed capabilities in the manufacture of Class I Pressure Vessels, Heat Exchangers, Columns, Towers etc. required for the fertilizer, petrochemical and petroleum industries. FEW received ISO 9002 Certification in 1998.

RESEARCH & DEVELOPMENT FACT's well equipped R & D section has advanced facilities with pilot plants, modern equipment and accessories. The division is backed by a team of highly motivated research scientists. Various processes have been developed and patented by FACT R&D division of which several have been commercialized successfully. A 150 TPA Bio Fertilizer Plant is set up at our R&D centre.

MARKETING
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FACT has been a pacesetter in fertilizer marketing. The marketing network of FACT is spread over the southern states of Kerala, Tamilnadu, Pondichery, Karnataka and Andhra Pradesh. The distribution netwrok consists of 100 Agro Service Centres, 50 field storage points and over 7900 retail selling points in these states, and serves the farmers by supply of fertilizers and agronomy advice. Through innovative farmer education and fertilizer promotion programmes, FACT has created awareness about scientific cultivation and fertilizer use.
MARKETING OPERATIONS AREA OFFICES TRIVANDRUM

REGIONAL OFFICES KERALA ALLEPPEY, PALAKKAD, KOTTAYAM, KANNUR KARNATAKA BANGALORE, MANGALORE, HOSPET, BELGAUM TAMILNADU VELLORE, TRICHY, COIMBATORE, MADURAI ANDHRA PRADESH HYDERABAD, VIJAYAWADA, KAKINADA, NELLORE

BANGALORE

CHENNAI

HYDERABAD

MARKETING OPERATIONS AGRO SERVICE CENTRES SWC / CWC POINTS SOIL TESTING LABORATORIES AREA & REGIONAL OFFICES FIELD SALES OFFICES DEALER POINTS

100 43 3 20 100 7759

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COMPUTER SERVICE CENTER FACT computerized its activities since 1965 to meet the growing need for management information, engineering and commercial applications. The centre is equipped with servers in all its divisions connected by FACT NET and Intranet network. Today, CSC is equipped with Divisional database servers (SUN Enterprise 250) at each of the 3 production divisions and around 700 PC nodes. The computing nodes are connected via WAN (Wide Area Network) at inter divisional level through 64 Kbps/ 2Mbps BSNL leased lines / fibre optic link and Ethernet LAN (Local Area Network) at department level. The On-line Integrated Information System (OIIS) that links all the functional areas of the enterprise had been jointly developed and implemented by M/s Tata Consultancy Services and CSC. The integrated system, which runs on Oracle-8i database platform optimises business processes of the enterprise and provides information for decision-making. Major software systems in the organisation are developed and maintained in-house by the skilled workforce at CSC. These include Production MIS, Payroll system, Financial accounting system, Materials & maintenance system, Human resources management system, Process optimisation system, Attendance recording system, Computer aided design & estimation system and Project management system among others. CSC has an important role to play in keeping the management abreast of the fast paced technological changes in the field of Information Technology and recommending timely enhancements of the IT resources in the enterprise. CSC is gearing up to project FACT into the promising area of e-commerce as soon as the technology catches on in a big way in the Indian business sector.

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SAFETY DEPARTMENT
FACT has a well established Safety department to look after the needs of respective divisions. It is a firm policy adopted by the company that no operation is so important and no job is so urgent that one cannot find time to take care of the safety measures. Further it aims to provide healthy and hygienic working conditions to employees.

FUNCTIONS OF SAFETY DEPARTMENT Functions of safety department is not limited to reporting accidents and arranging compensation, it also involves making a detailed investigation regarding the cause of the accident, communicates suggestions to the authority and take necessary steps to improve the conditions and take measures to prevent further occurrence of such accidents. Prevention at source by correction of unsafe acts, unsafe situations or both. Maintaining of modern safety equipments and a well maintained team of safety officers. Sticking to the factories act and regulations laid down by the government and following them accurately so that a safe and healthy working environment is maintained.

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FACT PRODUCTS
FERTILIZERS PETROCHEMICALS CHEMICALS AMMONIUM SULPHATE, COMPLEX FERTILISERS CAPROLACTAM AMMONIA, SULPHURIC ACID, SODA ASH, NITRIC ACID

FINISHED PRODUCTS
Ammonium Sulphate - Udyogamandal Division Ammonium Phosphate / Complex fertilisers / Factamfos Udyogamandal Division & Cochin Division Caprolactam - Petrochemical Division Biofertilisers - Research & Development Division

EXPORTED PRODUCTS
Caprolactam - Petrochemical Division Ammonium Sulphate - Udyogamandal Division

BYPRODUCTS
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Nitric Acid & Soda Ash - Petrochemical Division Gypsum - Udyogamandal Division & Cochin Division Carbon Dioxide Gas Udyogamandal

INTERMEDIARY PRODUCTS
Ammonia - Udyogamandal & Cochin Division Synthesis Gas - Udyogamandal Division Sulphuric Acid - Udyogamandal & Cochin Division Oleum - Udyogamandal Division SO2 Gas - Udyogamandal Division Phosphoric Acid - Udyogamandal & Cochin Division

PRODUCT MIX
Straight Fertilisers

Ammonium Sulphate - Containing 20.6% N in ammonical form and 24% sulphur, an important secondary nutrient. Ultraphos - FACT markets imported Rock Phosphate containing 32% P2O5 under brand name "Ultraphos". This high analysis fertiliser is found suitable for application especially in Coconut/ Rubber/ Oil Plam/ Tea Plantation.

Complex Fertilisers

Factamfos 20:20:0:15 - NPK complex fertiliser - Factamfos or

Ammonium Phosphate contains 20% N in ammonical form, 20% P in water soluble form and 15% sulphur; a secondary plant nutrient, which is now attaining great importance in agriculture. Factamfos also can be used for foliar spraying.
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NPK Mixtures
NPK Mixtures - FACT prepares crop specific standard mixtures for all
crops in Kerala and also special NPK mixtures for plantation crops like Tea, Coffee, Cardamom, Rubber etc.

Rose Mixture - A fertiliser tonic for Roses. Vegetable Mixture - A special blend exclusively prepared for
vegetable.

Garden Mixture - A special nutrient combination for both


flowering and foliage ornamental plants.

Imported/ Traded products - FACT has entered into direct import


of MOP and Ammonium Sulphate and also trading of Imported Urea.

Bio fertiliser - FACT produces and markets 'N' fixing Bio fertilisers
- Rhizobium, Azospirillium and 'P' solubilising bio fertiliser Phosphobactor.

CHEMICALS

Anhydrous Ammonia - FACT produces Ammonia of over 99.96%


purity.

Sulphuric Acid - FACT has one of the largest plants in Asia and we
manufacture Sulphuric acid of 98% purity.

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Caprolactam - It is the raw material for Nylon-6. The product

quality of FACT caprolactam is among the best available in the world.

Nitric Acid and Soda Ash - Small qualities of these are obtained
from caprolactam plant as byproduct.

Nitric acid (55%)


Capacity : 3800 TPA Concentration (by weight) : 55% (min.) Ammonium Nitrate (by weight) : 1% (max.) Specific gravity at 20 Deg.C : 1.339 Delivery : Ex-factory tanker load

Soda ash (off grade)


Capacity : 4750 TPA Total alkalinity (as Na2CO3) (by wt) : 95% (min.) Sulphate (as Na2SO4) (by weight) : 1.5 to 3% Bulk density (g/L) : 1.35 to 1.50 Delivery : Ex-factory - bulk

The Total Sales of fertilisers during 2004-05 was 7.84 Lakh MTs and 9.83 Lakh MTs in 2005-06 with a sales turnover of Rs. 1394 crores. Realizing the importance of bringing the essential agricultural inputs and facilities for advisory service under single roof, FACT has converted its major selling points into Agro Service Centres rendering service to farmers. These centres advise the farmers on modern farm management techniques, credit availability, marketing prospects etc. It also prepares detailed farm plants for each farmer.
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JOB SATISFACTION FACT is the pioneer in fertiliser education and sales promotion programs. These consist of fertiliser festivals, study classes, seminars, Krishi Vigyan Kendras (KVKS), crop campaigns, crop demonstrations etc., with an ideal blend of information and entertainment to drive home the message of balanced fertiliser use for increasing crop production. Our creative and novel education programs like village adoption gained national recognition.

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Chapter 4 Research Methodology

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Research Methodology
Research methodology is the systematic way to solve the research problem. It gives an idea about various steps adopted by the researcher in a systematic manner with an objective to determine various manners. Research method and technique changes continuously. Research methodology helps to study the trend of those changes. Research is an organized enquiry. It seeks to find explanations, to clarify the doubtful facts and to correct misconceived facts.

Research Design
A research design is considered as the framework or plan for a study that guides as well as helps the data collection and analysis of data. The research design may be exploratory, descriptive and experimental for the present study. To do this study, a questionnaire contains questions designed in the way that helps to achieve my study objectives. The study conducted to determine whether job satisfaction improves their impact on overall productivity and efficiency of the organization in terms of sustained business and revenue, results obtained are intended to be presented for the consideration of the top management to enhance the employees.

Research Approach
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The research worker contacted the respondents personally with well prepared sequentially arranged questions. The questionnaire is prepared on the basis of objectives of the study. Direct contact is used for survey, i.e., contacting employees directly in order to collect data.

Sampling Design
The researcher has used convenience sampling, in convenience sampling the convenience of the researcher or invigilator is the basis of selection. It is obtained by selecting convenient population units.

Universe
In Fertilizers and Chemicals Travancore Ltd. Udyogamandal the maximum population of employees is around Eight Thousand Five hundred.

Sample size
The study sample constitutes 50 respondents constituting in the research area.

Collection of Data
The questionnaire is used for collecting the data for the study. Structured questionnaire has been prepared and distributed to the employees using interview method.

Data Sources
1.Primary data:
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JOB SATISFACTION The primary data was collected from the respondents by administering a structured questionnaire and also through observations.

2.Secondary data:
Apart from primary data the secondary data is collected through journals academic reports and Internet is used for the study.

Research Instrument

The researcher has used a structured questionnaire as a research instrument tool which consists of open ended questions, multiple choice and dichotomous questions in order to get data. Thus, Questionnaire is the data collection instrument used in the study. All the questions in the questionnaire are organized in such a way that elicit all the relevant information that is needed for the study.

Statistical Tools
The statistical tools used for analyzing the data collected are percentage method, bar diagrams and pie diagrams.

Techniques for Data Analysis


The data is analyzes with simple analysis technique. The Data tool used is percentage method. Percentage method is used in making comparison between two or more criteria. This method is used to describe relationships. Percentage of respondent =
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Research period

The research period of the study has from 20th January 2012 to February 21st 2012.

Chapter 5 DATA ANALYSIS AND INTERPRETATION


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DATA ANALYSIS AND INTERPRETATION


The data after collection is to be processed and analyzed in accordance with the outline and down for the purpose at the time of developing research plan. Technically speaking, processing implies editing, coding, classification and tabulation of collected data so that they are amenable to analysis. The term analysis refers to the computation of certain measures along with searching for pattern groups. Thus in the process of analysis, relationship or difference should be subjected to statistical tests of significance to determine with what validity data can be said to indicate any conclusions.

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The analysis of data in a general way involves a number of closely related operations, which are performed with the purpose of summarizing the collected data and organizing them in such a manner that they answer the research questions. In this study the researcher followed above process carefully and it is presented in this chapter.

Figure 1. Age distribution of employees.


Table 1 Sl.N Age groups o 1 2 3 20 - 30 30 - 40 40 - 50 No.of.Respondents percentage 8 5 23 16 10 46
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50 - 60 Total

14 50

28 100

Interpretation:
From the above table and figure it shows that 46% of the employees in the organization is in the Age group of 40 50.

Figure 2 . Sex of the employees.


Table 2 Sex of the employees Male Female Total No.of.respondents 39 11 50 percentage 78 22 100

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Interpretation:
From the above table and figure it shows that 78% of the employees in the organization is Male staffs.

Figure 3. Department of employees:


Table 3 Sl.No 1 2 Area of department Corporate management Human Resource[HR] No.of.respondents 12 11 Percentag e 24 22

3 4

Production service

9 18

18 36

TOTAL

50

100

Interpretation:
From the above table and figure it shows that 36% of the employees in the organization is in service department.
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Figure 4. Work experience of employees


Table 4 Sl.N o 1 2 3 Work No.of.respond percentage experience in ent years 3 - 6 years 6 - 9 years 9 & above Total 9 11 30 50 18 22 60 100

Interpretation:
From the above table and figure it shows that 60% of the employees in the organization are with experience above 9 years.

Figure 5. Salary scale offered to employees :


Table 5 Sl.N o 1 2 Scale of pay 10000 12000 12000 No of respondents 9 11 percentage 18 22
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15000 3 15000 & above Total 30 50 60 100

Interpretation:
From the above table and figure it shows that 60% of the employees in the organization are receiving a salary scale of above 15000 Rs.

Figure 6. Satisfaction with remuneration paid:


Table 6 Sl.no 1 2 Response Yes No Total No of Percentage respondents 37 13 50 74 26 100

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Interpretation
From the above table and figure it shows that 74% of the employees in the organization are satisfied with the remuneration paid.

Figure 7. Perquisites offered:


Table 7 Sl no 1 2 3 4 Perquisites offered Transport Education Medical benefits All of above Total No of respondents 6 4 19 21 50 percentage 12 8 38 42 100

Interpretation:
The above data shows that majority of the employees receive all the perquisites offered by the Organization.

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Figure 8. Long term benefits offered


Table 8 Sl no 1 2 3 4 Benefits offered Gratuity Pension Insurance Others Total No of respondents 17 14 10 9 50 percentage 34 28 20 18 100

Interpretation
The above table and figure shows that 34% of the employees receive gratuity from the Organization.

Figure 9. Relationship with co-workers :


Table 9 Sl no 1 2 Response Yes No Total No of respondents percentage 48 2 50 96 4 100
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Interpretation:
The above table and figure shows that the Organization keep good relationship with the co-workers.

Figure 10. Senior management communication with rest of the staff in the organization:
Table 10 Sl no 1 2 3 Response Agree Neutral Disagree Total No of respondents percentage 24 15 11 50 48 30 22 100

Interpretation:
The above figure shows that 48% of the employees in the Organization agree with the statement that the Senior Management keep a better communication with the staffs in the Organization.

Figure 11. Personal satisfaction with the job:


Table 11 Sl no Response No of percentage
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respondents 1 2 Yes No Total 48 2 50 96 4 100

Interpretation:
The above data shows that 96% of the employees are personally satisfied with the job in the Organization.

Figure 12. Comfortability with sharing ideas and opinions at work:


Table 12 Sl no 1 2 Responses No of percentage respondents Yes No Total 41 9 50 82 18 100

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Interpretation:
The above data shows that 82% of the employees in the Organization feel comfortable in sharing ideas and opinions at work.

Figure 13. Organizations working hours:


Table 13 Sl no 1 2 response s Yes No Total No respondents 48 2 50 of percentage 96 4 100

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Interpretation:
The above data shows that majority of the employees in the Organization is comfortable with the working hours of the organization.

Figure14. Remuneration dependency on working condition and no.of.labour hours:


Table 14 Sl no 1 2 responses Yes No Total No of respondents 33 17 50 percentage 66 34 100

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Interpretation:
The above data shows that 66% of the employees are in favour of the comment that remuneration depends upon working condition and labour hours of the Organization.

Figure 15. Grievance redressal system:


Table 15 Sl no 1 2 responses Yes No Total No of percentage respondents 27 23 50 54 46 100

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Interpretation:
The above diagram shows that 54% of the employees agree with the statement that the Organization has proper grievance redressal system.

Figure 16. Overwhelm by responsibilities at work:


Sl no 1 2 3 4 Response Agree Neutral Disagree Unable to rate Total No of respondents 12 20 6 12 50 percentage 24 40 12 24 100

Table 16

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Interpretation:
The above data shows that 40% of employees feel neutral in overwhelming responsibilities at work.

Table 17.Update by supervisor:


Sl no 1 2 responses Yes No Total No of percentage respondents 28 22 50 56 44 100

Interpretation:
The above data shows that 56% of the employees are updated by supervisor on Organizations day to day happening.

Figure 18. Opportunities for advancement:


Table 18 Sl Responses No of percentage
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no 1 2 Yes No Total respondents 29 21 50 58 42 100

Interpretation:
The above table and figure shows that 58% of the employees feel that they are given sufficient opportunities for advancement.

Figure 19. Teamwork within department:


Table 19 Sl no 1 2 3 4 Response Excellent Good Average Poor No respondent 13 21 10 6 of percentage 26 42 20 12
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Total 50 100

Interpretation:
The above figure shows that 42% of the employees rate teamwork within the department as Good in the Organization.

Figure 20. Satisfaction with present style of solution to internal issues :


Table 20 Sl no 1 2 Responses Yes No Total No of respondents 26 24 50 percentage 52 48 100

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Interpretation:
The above data shows that 52% of the employees are satisfied with the present style of solving internal issues of the Organization.

Figure 21. Leadership at the organization:


Table 21 Sl no 1 2 3 4 Response Excellent Good Average Poor Total No of percentage respondent 14 13 18 5 50 28 26 36 10 100

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Interpretation:
The above data shows that 36% of the employees rate Leadership as Average in the Organization.

22. Job Rating


Table 22 Sl no 1 2 3 Response Excellent Good Average Total No of percentage respondent 13 21 10 50 24 12 64 100

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Interpretation:
The above data shows that 64% of the employees rate their job as Good in the Organization.

Chapter 6 FINDINGS SUGGESTIONS AND CONCLUSIONS


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FINDINGS
The following are the findings derived from this particular research study:
46% of the employees in the organization is in the Age group of 40 50. 78% of the employees in the organization is Male staffs. 36% of the employees in the organization is in service department. 60% of the employees in the organization are with experience above 9 years.
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JOB SATISFACTION 60% of the employees in the organization are receiving a salary scale of above 15000 Rs.

74% of the employees in the organization are satisfied with the remuneration paid.

majority of the employees receive all the perquisites offered by the Organization. 34% of the employees receive gratuity from the Organization. Organization keep good relationship with the co- workers. 48% of the employees in the Organization agree with the statement that the Senior Management keep a better communication with the staffs in the Organization.

96% of the employees are personally satisfied with the job in the Organization.

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JOB SATISFACTION 82% of the employees in the Organization feel comfortable in sharing ideas and opinions at work.

majority of the employees in the Organization is comfortable with the working hours of the organization.

66% of the employees are in favour of the comment that remuneration depends upon working condition and labour hours of the Organization.

54% of the employees agree with the statement that the Organization has proper grievance redressal system.

40% of employees feel neutral in overwhelming responsibilities at work.

56% of the employees are updated by supervisor on Organizations day to day happening.

58% of the employees feel that they are given sufficient opportunities for advancement.

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JOB SATISFACTION 42% of the employees rate teamwork within the department as Good in the Organization.

52% of the employees are satisfied with the present style of solving internal issues of the Organization.

36% of the employees rate Leadership as Average in the Organization.

64% of the employees rate their job as Good in the Organization.

SUGGESTIONS
The following are the suggestions derived from this particular research study:
Build employees' competence and self-confidence through training, feedback and recognition. Encourage positive workplace relations. Leadership should be improved. Improve teamwork within the department. Proper grievance redressal system. Make senior management more friendly with subordinates.
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CONCLUSIONS
Employee Satisfaction is the terminology used to describe whether employees are happy and contented and giving their best at work. Many measures suggest that employee satisfaction is a factor in employee motivation, goal achievement and positive employee morale in the workplace. Employee Satisfaction, while generally a positive in the organization, can also be a downer if mediocre employees stay because they are satisfied with the working environment. Factors contributing to employee satisfaction include treating employees with respect, providing regular employee recognition, positive management with a clear framework of goals, missions and vision. The backbone of employee satisfaction is respect for workers and the job they perform. In every interaction with management, employees should be treated with courtesy and interest. An easy avenue for employees to discuss problems with upper management should be maintained and carefully monitored. Even if management cannot meet all the demands of employees, showing workers that they are being heard and putting honest dedication into compromising will often improve job satisfaction. Employee satisfaction helps the organizations to maintain standards and increase productivity by motivating the employees. It gives a clear picture of how much the employees are capable and their interest at work
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place, what are the things that satisfy the employees. Human Resource is the most important resources for any organization and so the study of employee satisfaction helps to know the working condition, things that affect them and hinder their work. Employee Satisfaction is a factor that every organisation should give due importance. Having a satisfied and enthusiastic team working employees are the treasure of any organization. Hence this project is completed, satisfying the objectives of A Study on Job Satisfaction in FACT Udyogamandal. The factors identified can be subject to more research and further study and different solutions can also be developed.

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QUESTIONNAIRE

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A STUDY ON JOB SATISFACTION WITH SPECIAL REFERENCES TO THE FERTILISERS AND CHEMICALS TRAVANCORE LTD.[F A C T]
QUESTIONNAIRE

Dear Sir/Madam,

I am Rijo Philip John pursuing BBA in KMM COLLEGE OF ARTS

AND SCIENCE, THRIKKAKARA. As a part of my project in HR on the topic JOB SATISFACTION OF FACT . I would like to gather some information from you which will help me in an in-depth study of the project. I would be obliged if you co-operate with me in filling up the questionnaire. Since the questionnaire is being used for academic purposes, the information gathered will be kept strictly confidential. Age: .............. Sex: M[ ] F[ ]

1) Which department do you work in? a) Corporate management [ ] b) Human Resource [ ]


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c) Production [ ] d) Service [ ]

2) How long have you been working in FACT ? a) 3-6 year [ ] b) 6-9 year [ ] c) 9 & above [ ]

3) The scale of pay offered to you : a)10000 12000 [ ] b) 12000 15000 [ ] c) 15000 & above [ ]

4) Are you satisfied with the remuneration paid to you? a) Yes [ ] b) No [ ]

5) Other perquisites offered to employees. a) Transport c) Medical benefits [ ] [ ] b) Education d) All of the above [ ] [ ]

6) Is there any long term benefits offered to employees. a) Gratuity c) Insurance [ ] [ ] b) Pension d) Others [ ] [ ]

7) Do you have good relationship with your co-workers? a)Yes [ ] b) No [ ]

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8) Does your senior management communicate well with rest of the staff in the organization? a) Agree [ ] b) Neutral [ ] c) Disagree [ ]

9) Does your job gives you strong sense of personal satisfaction? a) Yes [ ] b) No [ ]

10) Do you feel comfortable in sharing your ideas and opinions at work? a) Yes [ ] b) No [ ]

11) What is your opinion about organizations working hours? a) Comfortable [ ] b) Uncomfortable [ ]

12) Do you agree with the statement that remuneration depends upon working condition and number of labour hours? a) Yes [ ] b) No [ ]

13) Do you think the organization has proper grievance redressal system? a) Yes [ ] b) No [ ]

14) Do you feel overwhelmed by your responsibilities at work? a) Agree [ ] b) Neutral [ ]


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d) Disagree [ ] d) Unable to rate [ ]

15) Does your supervisor keep you updated with what is happening in the organization and what you are supposed to do day to day? a) Yes [ ] b) No [ ]

16) Do you feel that you are given sufficient opportunities for advancement? a) Yes [ ] b) No [ ]

17) How do you rate the teamwork within your department ? a) Excellent c) Average [ ] [ ] b) Good [ ] d) Poor [ ]

18) Are you satisfied with the present style of solving internal issues in organization. a) Yes [ ] b) No [ ]

19) How do you rate the leadership at organization? a) Excellent [ ] b) Good [ ]

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c) Average [ ] d) Poor [ ]

20) How do you rate your job? a) Excellent [ ] b) Good [ ] c) Average [ ]

Suggestions if any: ................................................................................................................................ ................................................................................................................................ ................................................................................................................................ ................................................................

BIBLIOGRAPHY
www.google.com www.citehr.com www.fact.co.in Brouchures,journals etc.
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