Chapter 1

Job satisfaction is an important technique used to motivate the

employees to work harder. It has often been said that "A happy employee is
the productive employee". A happy employee is generally, that
employees who is satisfied with his job. Job satisfaction is very important
because most of the people spend a major portion of their life at their work
place. Moreover, job satisfaction has it impact on the general life of the
employees also, because a satisfied employee is a contend and happy human
being. A highly satisfied worker has better physical and mental well-being.
Through it is a debatable point as to which one is the cause and which the
effect is these are correlated to each other.

Job satisfaction can be defined as the extent of positive feelings or

attitudes that individual has towards their jobs. When a person says that
he has high job satisfaction, it means that he really likes his job, feels good
about it and values his job highly.

According to EA Locke, "Job satisfaction is a pleasurable or positive

emotional state resulting from the appraisal of one's job or job
experience."

According to Keith Davis and Newstorm, Job satisfaction is the set of

favorable or unfavorable feelings with which employees view their
work

Scope of the study

The scope of study is very vital. not only the human resource department
can use the facts & and figures of the study but also the marketing & sales
department can benefit from the finding of the study.

Objectives of the study

To Find the satisfaction levels of the employees in Eastern condiments
(P) Ltd
To examine the factors which leads to job satisfactions & dissatisfactions
of employees working in eastern condiments ( P ) Ltd
To evaluate the effect of job satisfactions on performance of employees.
To assess the relationship between managers and employees.

RESEARCH METHODOLOGY
SAMPLING DESIGN

Respondents were selected using the convenient sampling and the data was
collected through questionnaire. Sample selected for study was 50
Data collection
Primary data: primary data was collected from employees using pre
structured questionnaire. Data was collected by direct interview.
Secondary data:

It was collected through survey. This includes

information from various books journals and internet

Tools Analysis of data

In order to extract meaningful information from the data collected the
Data analysis and its interpretation is carried out. for the analysis of data
collected statistical and mathematical tool like percentage analysis were
used
Tools for presentation of data
The collected data was presented by various tools like graphs diagrams,
information tables charts etc.

Limitations
1. Study was confined only on the limited number of respondents.
2. The selection of the area was made on the basic of convenient
sampling so the study s from sampling defects.
3. Limited time

CHAPTERISATION
Chapter 1

- Introduction

Chapter 2

- Industry profile

Chapter 3

-company profile

Chapter 4

-Theoretical frame work

Chapter 5

- data analysis and interpretation

Chapter 6

- Findings, suggestion, Conclusion

Chapter

INDUSTRY PROFILE

Spice, aromatic vegetable product used as a flavoring or condiments,

normally refers to the derivatives from certain herbs like seeds,
leaves, barks, root etc .They are used for enhancing taste of the food.
The name spices is derived from the word spices, applied ,to group of
exotic food stuffs in the middle ages. Spices form was formally
applied also to pungent or aromatic food to ingredients of incense or
perform and to embalming agents. Modern usage tends to limit the
term to flavoring used in food drink, although many spices have
additional commercial uses.
E.g. As ingredients of medicines perfumes, increase and soaps.
The earliest record in India on spices in the Rig-Veda (around
6000 BC). The story of India spices dates back to 1000 years in to
past .In modern world, major trade is related to eating and spices
providing The major thrust traditionally a country of agriculture,
India leads the tread.
Spices can improve the palatability and the appeal of full diets
or spoiled food. Piquant flavors stimulate salivation and promote
digestion. Pungent spices can causes a sweating, which may even
cause a cooling sensation in tropical climates on the other hand. They
can add a sense of inner warming when present in cooked foods used
in cold climates .In India traditionally spices formed a part of a
common mans daily food every year.
An impressive 46% of this supply comes form India. Indias
exports of spices have shown spectacular growth attaining over 50%
of the global market within a short span. The India export of spices
has crossed the 450 million us dollar mart during 1999-2000 and
reached 468 million us dollar. This remarkable achievement is born of

a sea change in the industry exports Indian spices have involved into
a stage of the art industry.
The Indias Share
At present India product around 25 million tones different spices
valued at approximately 3 billion in the world because of the varying
climates suitable for the spices cultivation almost all of the 25 states
and 7 union territories of India ,at least one spice grown in abundance
on country in world products as many kinds of spices as in India. In
recent years exports of Indian spices have been taking giant leaps.
India expert of spices has crossed the 450 million& mark during
1999-2000 and has reached 468 millions & the spices board of India
is the apex body for the export promotion of Indian spices. The board
has been with the India spices industry every step of the way. The
board play a far reaching and influential role as an agency for Indian
spices.
The best quality spices are powdered unique strength stringent
temperature control, using micro pulverizes ensuring that the precious
volatiles oils that give the flavor to spices are preserved. Eastern
curry powder are so pure and fresh so that use just half as much as
any other for excellent taste. Eastern curry powder export to various
country like middle east, Uk, Usa Australia and Germany. Eastern has
grown in to a favorite in Indian home has across the world. Excellent
quality and right pricing has comes the winning formulae of the
eastern group. Eastern curry powder is fast growing in to all Indian
brand with its entry into new market and the introduction of market
specify new variants.

Chapter 3

Company Profile
Eastern condiment Pvt Ltd is a well established name and Keralas largest
manufacturing of curry powders /spices processed and covers the market
share of 70% in Kerala. Which is one of the leading brands in south India.
Eastern is a name that will hold its own for years to come as a worth wile
manufacturer distributor and exporter of the best quality blended spice
power and spices recently, eastern condiments Pvt Ltd has a tie up with an
American Company Mc CORMIL has a given its 26% share to this foreign
Company .

HISTORY OF GROWITH
From a humble beginning, Late Mr.ME Meeran the founder of eastern group
made in to different section and trained everything thing held by his magic
touch. Mr. ME Meeran made the eastern group a strong of national brand.
Nearly 2 decades ago, group diversified in to manufacturing & serving etc.
Mr . ME

Meeran began his business career as a wholesale dealer of

provision in 1969 at Adimali under the name eastern company . He was the
pioneer in purchasing provision goods bulk quantities from Tamilnadu to
eastern part of the Kerala. In 1975, he started an agency business under the
name eastern agencies at Adimaly close to his wholesale shop . During that
period , he used to take products from in and out of the state and worked in
an agency for trading . In 1983, Meeran and his 2 brothers opened a grocery
retail shop at Adimali.
In 1987, they commissioned a small size curry power
manufacturing unit with 9 workers with Adimali town. Initially, The
production Was only looking Adimali market day. In the same year, grinders
were replaced by simplex pulverizes. As a result, The production could be
9

raised to 200 kg /day and natural flavor could be retained in the powder.
The unit showed scope for better prospects and the present popular Eastern
condiment Pvt limited; Chattupara Adimali was born in 1991.
The story of eastern curry power began in a small mountain
township called Adimali, where the best spices from all over India and
sourced and powdered under most stringiest conditions and packed in
consumer packs. The purity and freshness of eastern curry power made
Eastern a house hold name in India and a brand. The company exports its
protects to various countries like Middle east, Saudi Arabia , UAE ,USA
,UK , Australia and Germany Today eastern has grown in favorite in India
households across the work . It is Kerala, largest manufacture market leader
with a market share 70% of Kerala. Thus the experience collected over a
period of 30 years has borne fruit. Two well equipped factories situated in
the eastern high ranges of South India and over a two million satisfied
household all over the world stands are solid evidence of its exceptional
repute.
At present, eastern continents products more than 110 tones per day
employing a round 1500 works Eastern condiments has two manufacturing
unit one at Adimali (established in 1991 ) . The eastern curry power unit
comprise of eastern condiments P Ltd eastern food Adimali, Agro food
industries and eastern agencies.

10

VISION
To be the preferred supplier entering to the basic needs of the mass
markets by providing producing of outstanding value through the
adoption of global standard and innovative practice.
To be the preferred employer in the industry, We are in by providing a
challenging work environment and adding value to our people
through varied exposure and continuous education.
To be the preferred business partner of all state holders by providing
them with exemplary benefits.
MISSION
1. To achieve 1000 core by 2014 as prestigious goal of the company.
2. To provide good quality and good for the present and perspectives
customers so that company can prosper more.
3. To have continues availability of production of eastern so that where
should not be any shortage of goods in the market.
4. To give customers delight that It is giving more than what is
expected by the customers
COMPANY POLICIES
Our policies are to produce pickles and spices powers according to
the spices power according to the specification of the customer. This will
achieved by
1. Implementation of the food safety and hygienic practice.
2. Further we will continually improve the quality of our product by
updating the quality management system with the involvement of trained
and skilled employees.

11

3. Further we will continually improve the quality of our products by

updating quality management system based on the customer feedback.
4. The achievement eminent management made during this subsequent
years also.
5. HAD concept fully implemented
6. Quality circle formed and working effectively and TWM implemented.

MANAGEMENT AND ADMINISTRATION

Eastern group is managed by a team of proffcessional and family

members. From the very beginning Late M.r M.E. MEERAN has been the
chairman and manager of the company. It has been taken over by Mr. Navas
Meeran. Inaddion Mr. M.E Muhammed Mr. Firoz meeran and S.M
Muhammed holds chair of directors. For administration there is a corporate
office at Ernakulam.
As head of administration there is chairman and below
that vice chairman. The company started functioning only with
25employees. Now it is growth to more than 2500empoyees, they are
working with one heart and soul for the achievement of the organization.
Mr. Nabeesa meeran playing a key role behind the success of the Eastern
group , she has been T he manager of Eastern Newton Public School,
Adimali.

12

ACTIVITES
1. Eastern is engaged in the procurement, processing, and packing and
marketing of packed spices Since 1969, eastern could capture more
than 70%of the organized market in Kerala for condiments through its
consistent and competitive strategies. Excellence in quality through
rigorous standards in procurement processing and distribution
supported . By a kind distribution network and advertisement is a
hallmark of eastern. It is a presents sight everyday to see rows of
eastern vans rushing down the spices to the market areas Kerala. The
specific factor that contribute to the outstanding growth eastern is
mainly the healthy
employer- employees and worked

are toiling nurtured by the

management around 1500 employees are provided with a pension

scheme called super innovation scheme, Medical claim policy,
uniform, footwear, good working conditions, and canteen facility.

THE EASTERN GOURP OF COMPANIES

Eastern condiments pvt ltd

Eastern treads ltd
Eastern mattresses
Eastern clothing company
Eastern aqua mineral water
Eastern Newton public school
Eastea

Eastern condiments pvt limited

13

The company has provided consumers with consistently high quality powers
and blends. Eastern condiments operates from two modern factories situated
in the Western Ghate of South India.

Natural spices powers

Eastern turmeric powers.
Eastern chilly powers.
Eastern black pepper powers.
Eastern curry powers.

2. Eastern Aqua Minerals

Eastern aqua mineral, are recently launched company was set up in the
year 2000,and the packing of drinking water is located in the Kaladi, Kerala,
easteran packaged drinking water for considering a millions of people purity
standard, high quality with control 12sb testing facilities and export
supervision ensures a quality product of international ,eastern packaged
drinking water for looking the common people and also have an attractive
prize also.
3. Eastern treads ltd
Eastern retreads ltd was set up in 1993 is engaged in retreading of tries,
the factory is located at Vzhakulam, thodupuzha in kerala is equppied with
hold and cold retreading process, eastern tread ltd is an iso 9000-2000
certified company and it entered into the industry in the year 1986 and the
eastern treads manufacture conventional treads and the company firstly
started at a private ltd company and it was changed in a public ltd company
and also the company went for public issue and the shares listed in Indian
stock exchange. The annual turnover of the company was 12 core and the
14

company was located in Onnukal about 60 km from Kochi.Eastern treads is

managed by Mr. Navas Meeran,he was the youngest person and he has a
vision for the development of and he has 12 years prinor experience in the
industry. Eastern treads design produced suit tyres for all types of vehicles
from heavy trucks to passenger cars. It is not only a cost effective products
but also they are dependable ,reliable and safe.
4. Eastern mattresses pvt ltd
Sunidra rubberized coir mattress
Eastern mattresses pvt ltd was set up in 1990 to manufacture rubberized
coir mattresses with a state of the art factory in Thodupuzha,The company
manufactor and the company producess world class mattresses.
5) Eastern clothing company
King Richard , brand of mens near from the eastern clothing company was
set up in 1999,Eastern clothing company targeted the men in the world and
this brand targeted the middle class people .King Richard include all the
new friends of colour combinations ,design ,fashions of shirts trousers with
a view to meet the aspirations of the working class with a quality ready wear
at reasonable price in international styles.The company produced more than
15000 shirts per month.It was the production capacity of the factory.

6) Eastern Newton public school

15

The eastern newton public school is managed by Mrs Nabeesa Meeran.The

eastern newton public school situated at Adimali,Idukki distric,Kerala.This
ensures high quality education from kinder garden to primary levels with
CBSE syllabus providing all the resedential facilities and highly trained
facilities to the thousands of families residing the hills of idukki district
kerala.The school tries to develop the students and they provide better play
ground for the children.
7) Eastea
In recent time,The company launched a new product East Tea from its
product line.Taste strength in every sip,eastea-premium blended tea,from
eastren has just entered the market with its signature promise of taste and
strength.
The Track Records
Eastern curry powder is a fast growing industry and an Iso 20052006.It show a growth rate of 35%-40% of the products are exported to
UK,Middle east,USA,Australia and Germany.Now the company has Iso
22000 certified for the world wide recognized certificate for food product.
The success of the company is a story of hard work and commitment of
quality besides bringing good products available to the common at high
prices.
Strict qualifying parameters are applied regular laboratory testing.
The stress on hygienic accelerated by strict produces such as stream
sterilization etc. Eastern group of company is a group with diverse interest
and world leader in India spices. Eastern has ventured into various like tyre
retread Mattress, Garments, Packaged food, Mineral water and public
school has many more projects in its vision.
16

Certifications
Eastern has got several quality certifications and accreditations
including the HACCP and Iso 22000 Iso 22000:2005 in India. Eastern was
the first company to get Iso 22000 certifications issued by food cost BV
Netherland and accreted by RVA The first body in the for safety
accreditations. It is Hazard Analysis critical point certifications.
Eastern is the first company in India and second in Asia to get the Iso
22000 for food safety in September 2005.
Awards
The company has won FACAT MKK Nair Memorial productivity
Awards for the year 1995-1996.
Eastern was conferred the prestigious award for outstanding export
performance from the government of India since consecutive year
from 1997-1998 to 2001-2002.
Eastern is one among the few units which posess the spices logo the
official seal and approved by spices board for quality excellence in
2006.
Eastern has won several awards from spices noard of India for their
excellence and outstanding exporting performation in the period
1999-2005
Eastern in the first company in India to get Iso 22000(Food safety
managed) and accredited by RVA the first body in the world food
safety accreditation.
Product profileIndia is considered to be the home of spices. Spices play a very vital role in
our national economy. The purity and freshness of Indian spices and spices
powders has made it a favorites in India& all over the world. Spices are
17

used in many countries as flavoring agents. They improve the flavor

acceptability of cooked food and make them more delicious. Eastern
condiments pvt Ltd, have verities of spices, curry powders and pickles in its
product mix. The purity and freshness of eastern curry powders has made
eastern a house hold name and grew to be leading brand in Kerala.
Eastern curry powder popularly known as

Turmeric Powders.
Kashmeri Chilly Powders.
Coriander Powders.
Big Geeram Masala.
Pepper Powders.
Dry ginger Powers.
Methi Powders.

Blended Curry Powders.

Rasam Powder.
Sambar Powder.
Pickle Powder.
Fish Powder.
Chicken Powder.
Meat Masala.Biriyani Masala.
Kahab Masala.
Gharam Masala
Tandoori Masala.
Egg Curry Masala.
Pav Masala.
Kulambu Masala.
Channa Masala.
Chicken Masala.
Chat masala.

Beverages.

18

 Coffee powder.
Eastern (Tea)
Eastern Chukka kappi.
Pickles

Mango Pickle.
Ginger Pickle.
Garlic Pickle.
Lemon Pickle.
Dates Pickles.
Prawns Pickles.
Mixed Vegetable Pickle.
Gooseberry Pickle.
Pineapple Pickle.
Carrot Pickle.
Fish Pickle.
Beetroot Pickle.

Rice Product

Rice powder.
Puttu podi
Appam podi.
Idly podi.
Idiyappam podi.
Dosa podi.
Chemba puttu podi.
Pathiri podi.

19

CHAPTER 4

20

JOB SATISFACTION

Job satisfaction is an important technique used to motivate the

employees to work harder. It has often been said the "A happy employee is
the productive employee". A happy employee is generally, that employees
who is satisfied with his job. Job satisfaction is very important because most of
the people spend a major portion of their life at their work place. Moreover,
job satisfaction has it impact on the general life of the employees also,
because a satisfied employee is a contend and happy human being. A highly
satisfied worker has better physical and mental well-being. Through it is a
debatable point as to which one is the cause and which the effect is these are
correlated to each other.
Job satisfaction can be defined as the extent of positive feelings or attitudes
that individual has towards their jobs. When a person says that he has high
job satisfaction, it means that he really likes his job, feels good about it and
values his job highly.
According to EA Locke, "Job satisfaction is a pleasurable or positive
emotional state resulting from the appraisal of one's job or job
experience."
According to Keith Davis and Newstorm, Job satisfaction is the set of
favorable or unfavorable feelings with which employees view their
work

21

Major Theories of Job Satisfaction

There are 3 major theories of job satisfaction
Herzberg's Motivation - Hygiene Theory.
Need Fulfillment Theory.
Social Reference-Group Theory
Employees Motivation theory was proposed by Herzberg & his assistants
in 1969. On the basis of his study of 200 engineers and accountants of the
Pittsburgh area in the USA, he established that there are two separate sets of
conditions (and not one) which are responsible for the motivation &
dissatisfaction of workers. When one set of conditions (called 'motivator') is
present in the organization, workers feel motivated but its absence does not
dissatisfy them. Similarly, when another set of conditions (called hygiene
factors) is absent in the organization, the workers feel dissatisfied but its
presence does not motivate them. The two sets are unidirectional, that is, their
effect can be seen in one direction only.
According to Herzberg following factors acts as motivators:
Achievement,
Recognition,
Advancement,
Work itself,
Possibility of growth, &
Responsibility.

22

Hygiene factors are:

Company policy & administration,
Technical supervision,
lnter-personal relations with supervisors, peers & Subordinates,
Salary.
Job security,
Personal life,
Working Conditions, &
Status.
Herzberg used semi-structured interviews (the method is called
critical incident method). In this technique subjects were asked to describe
those events on the job which had made them extremely satisfied or
dissatisfied. Herzberg found that events which led people to extreme
satisfaction were generally characterized by 'motivators' & those which led
people to extreme dissatisfaction were generally characterized by a totally
different set of factors which were called 'hygiene factors'.
Hygiene factors are those factors which remove pain from the
environment. Hence, they are also known as job - environment or job context factors. Motivators are factors which result in psychological growth.
They are mostly job centered. Hence they are also known as job - content
factors.
The theory postulated that motivators and hygiene factors are
independent & absence of one does not mean presence of the other. In
pleasant situations motivators appear more frequently than hygiene factors
while their predominance 5 reversed in unpleasant situations.

23

Need Fulfillment Theory:

Under the need-fulfillment theory, it is believed that a person is satisfied
if he gets what he wants & the more he wants something or the more
important it is to him, the more satisfied he is when he gets it & the more
dissatisfied he is when he does not get it. Needs may be need for personal
achievement, social achievement & for influence.
a) Career Development Need:
Desires for career development, improvement in one's own life standards,
better education & prospects for children & desire for improving one's own
work performance.

b) Social Achievement Need:

A drive for some kind of collective success is relation to some standards of
excellence. It is indexed in terms of desires to increase overall productivity,
increased national prosperity, better life community & safety for everyone.
c)

Need for influence:

Desire to influence other people & surroundings environment. In the works

Kuation, it means to have power status & being important as reflected in
initiative taking and participation in decision making.
In summary, this theory tell us that job satisfaction is a function of, or is
positively related to the degree to which one's personal & social needs are
fulfilled in the job situation.

24

Social References - Group Theory:

It takes into account the point of view & opinions of the group to
whom the individual looks for the guidance. Such groups are defined as the
'reference-group' for the individual in that they define the way in which he
should look at the world and evaluate various phenomena in the environment
(including him). It would be predicted, according to this theory that if a job
meets the interest, desires and requirements of a person's reference group, he
will like it & if it does not, he will not like it.
A good example of this theory has been given by C.L. Hulin. He
measures the effects of community characteristics on job satisfaction of
female clerical workers employed in 300 different catalogue order offices. He
found that the job conditions held constant job satisfaction was less among"
persons living in a well-to-do neighborhood than among those whose
neighborhood was poor. Hulin thus provides strong evidence that such frames
of reference for evaluation may be provided by one's social groups and general
social environment. To sum up, we can say, Job satisfaction is a function of or
is positively related to the degree to which the characteristics of the job meet
with approved & the desires of the group to which the individual looks for
guidance in evaluating the world & defining social reality.
Relationship Employees Motivation., Attitude and Job satisfaction:
Employees Motivation implies the willingness to work or produce. A person
may be talented and equipped with all kinds of abilities & skills but may have
no will to work. Satisfaction, on the other hand, implies a positive emotional
state which may be totally unrelated to productivity. Similarly in the literature
the terms job attitude and job satisfaction are used interchangeably. However
a closer analysis may reveal that perhaps, they measure two different anchor

25

points. Attitudes are predispositions that make the individual behave in a

characteristic way across the situations.
They are precursors to behavior & determine its intensity and direction. Job
satisfaction, on the other hand is an end state of feeling which may influence
subsequent behavior. In this respect, job attitude and job satisfaction may
have something in common. But if we freeze behavior, attitude would initiate
it which job satisfaction would result from it.
Employees Morale & Job Satisfaction - Relationship: According to
Seashore (1959), Employees Morale is a condition which exists in a context
where people are:
a) Motivated towards high productivity.
b) Want to remain with organization.
c) Act effectively in crisis.
d) Accept necessary changes without resentment or resistance.
e) Actually promote the interest of the organization and
f) are satisfied with their job.
According to this description of morale, job satisfaction is an important
and I dimension of morale itself. [Morale is a general attitude of the
worker and relates to group while job
Satisfaction is an individual feeling which could be caused by a variety of
factors including group. This point has been summarized by Sinha (1974)
when he suggests that industrial morale is a collective phenomenon and job
satisfaction is a distributed one. In other words, job satisfaction refers to a
general attitude towards work by an individual works. On the other hand,
morale is group phenomenon which emerges as a result of adherence to group
goals and confidence in the desirability of these goals.
26

Job Satisfaction and Work Behavior Relationship:

Generally, the level of job satisfaction seems to have some relation with
various aspects of work behavior like absenteeism, adjustments, accidents,
productivity and union recognition. Although several studies have shown
varying degrees of relationship between them and job satisfaction, it is not
quite clear whether these relationships are correlative or casual. In other
words, whether work behavior make him more positively inclined to his job
and there would be a lesser probability of getting to an unexpected, incorrect or
uncontrolled event in which either his action or the reaction of an object or
person may result in personal injury.
Job satisfaction and Productivity:
Experiments have shown that there is very little positive relationship between
the job satisfaction & job performance of t individual. This is because the two
are caused by quite different factors. Job satisfaction is closely affected by the
amount of rewards that an individual derives

his job, while his level of

performance is closely affected by the basis for attainment of rewards. An

individual is satisfied with his job to the extent that his k provides him with
what he desires, and he performs effectively in his job to the
extent it that effective performance leads to the attainment of what he desires.
This means that instead of maximizing satisfaction generally an organization
should be more concerned about maximizing the positive relationship between
performance and reward.. It should be ensured that the poor performers do not
get more rewards than the good performers. Thus, when a better performer gets
more rewards he will naturally feel more satisfied.

27

Job Satisfaction and Absenteeism:

One can find a consistent negative relationship between satisfaction and
absenteeism, but the correlation is moderate-usually less than 0.40. While it
certainly makes sense that dissatisfied Sales Persons are more likely to miss
work, other factors have an impact on the relationship and reduce the
correlation coefficient, e.g. Organizations that provide liberal sick leave
benefits are encouraging all their Sales Persons, including those who are
highly satisfied, to take days off. So, outside factors can act to reduce the
correlation.
Job Satisfaction and Turnover:
Job Satisfaction is also negatively related to turnover, but the correlation is
stronger than what we found for absenteeism. Yet, again, other factors such as
labour market conditions, expectations about alternative job opportunities, and
length of tenure with the organization are important constraints on the actual
decision to leave one's current job. Evidence indicates that an important
moderator of the satisfaction-turnover relationship is the Sales Person's level
of performance. Specifically, level of satisfaction is less important in
predicting turnover for superior performers because he organization typically
makes considerable efforts to keep these people. Just the opposite tends to
apply to poor performers. Few attempts are made by the ganization to retain
them. So one could expect, therefore, that job satisfaction is re important in
influencing poor performers to stay than superior performers
Job Satisfaction and Adjustment:
It the Sales Person is facing problems in general adjustment, it is likely to
affect his work life. Although it is difficult to define adjustment, most
28

psychologists and organizational behaviorists' have been able to narrow it

down to what they call neuroticism and anxiety. Generally deviation from
socially expected behaviour has come to be identified as neurotic behaviour.
Though it may be easy to identify symptoms of neuroticism, it is very difficult
to know what causes. Family tensions, job tensions, social isolation, emotional
stress, fear, anxiety or any such sources could be a source of neuroticism.
Anxiety, on the other hand, has a little clearer base. It is generally seen as a
mental state of vague fear and apprehension which influences the mode of
thinking. Anxiety usually shows itself in such mental state as depression,
impulsiveness, excessive worry and nervousness. While everyone aspires for
a perfect state of peace and tranquility, the fact is that some anxiety is almost
necessary for an individual to be effective because it provides the necessary
push for efforts to achieve excellence.
Adjustment problems usually show themselves in the level of job satisfaction.
For long, both theorists and practitioners have been concerned with Sales
Persons' adjustment and have provided vocational guidance and training to
them to minimize its impact on work behaviour. Most literature, in this area,
generally suggests a positive relationship between adjustment and job
satisfaction. People with lower level of anxiety and low neuroticism have been
found to be more satisfied with their jobs.
Determinants of Job Satisfaction:
According to Abraham A.. Korman, there are two types of variables which
determine the job satisfaction of an individual.
These are:
1) Organizational variables; and
29

2) Personal Variables.
Organizational Variable:
1) Occupational Level:
The higher the level of the job, the greater is the satisfaction of the individual.
This is because higher level jobs carry greater prestige and self control.
2) Job Content:
Greater the variation in job content and the less repetitiveness with which the
tasks must be performed, the greater is the satisfaction of the individual
involved.

3) Considerate Leadership:.
People like to be treated with consideration. Hence considerate leadership
results m higher job satisfaction than inconsiderate leadership.
4) Pay and Promotional Opportunities:
All other things being equal these two variables are positively related to
job satisfaction.
5) Interaction in the work group:
are the question is: When is interaction in the work group a source of
job satisfaction and when it is not? Interaction is most satisfying
when :
(a) It. results in the cognition that other person's attitudes are similar to one's
own. Since this permits the ready calculability of the others behaviour
and constitutes a validation of one's self;

30

(b) It results in being accepted by others; and

(c) It facilitates the achievements of goals.
Personal variables
For some people, it appears most jobs will be dissatisfying irrespective of the
organizational condition involved, whereas for others, most jobs will be
satisfying. Personal variables like age, educational level, sex, etc. are
responsible for this difference
(1) Age:
Most of the evidence on the relation between age and job satisfaction, holding
such factors as occupational level constant, seems to indicate that there is
generally a positive relationship between the two" variables up to the preretirement years and then there is a sharp decrease in satisfaction. An
individual aspires for better and more prestigious jobs in later years of his life.
Finding his channels for advancement blocked his satisfaction declines.
(2) Educational Level:
With occupational level held constant there is a negative relationship between
the educational level and job satisfaction. The higher the education, the higher
the reference group which the individual looks to for guidance to evaluate his
job rewards.

(3) Role Perception.

Different individuals hold different perceptions about their role, i.e. the kind
of activities and behaviours they should engage in to perform their job
successfully. Job satisfaction is determined by this factor also. The more
accurate the role perception of an individual, the greater his satisfaction.
31

(4) Sex:There
is as yet no consistent evidence as to whether women are more
satisfied with their jobs than men, holding such factors as job and
occupational level constant. One might predict this to be the case,
considering the generally low occupational aspiration of women.
Some other determines of job satisfaction are as follows:
(i) General Working Conditions.
(ii) Grievance handling procedure.
(iii) Fair evaluation of work done.
(iv) Job security.
.How Sales Persons Can Express Dissatisfaction
Sales Person dissatisfaction can be expressed in a number of ways. For
example, rather than quit, Sales Persons can complain, be insubordinate, steal
organizational property, or shirk a part of their work responsibilities. In the
following figure, four responses are given along to dimensions:
Constructiveness / Destructiveness and Activity / Passivity, These are defined
as follow:

Exit:
Behaviour directed towards leaving the organization. Includes looking for a
new position as well as resigning.
32

Voice:
Actively and constructively attempting to improve conditions includes
suggesting improvements, discussing problems with superiors, and some
forms of union activity.
Loyalty:
Passively but optimistically waiting for conditions to improve. Includes
speaking up for the organization in the face of external criticism and trusting
the organization and its management to 'do the right thing'

Neglect:
Passively allowing the conditions to worsen Includes chronic absenteeism or
lateness, reduced effort, and increased error rate.
Exit and neglect behaviours encompass our performances variablesproductivity absenteeism and turnover. But this model expands Sales Person
response to include voice and loyalty, constructive behaviours that allow individuals
to tolerate unpleasant

33

CHAPTER 5

34

Table no 5.1
Gender wise classification

Gender
Male
Female
Total

No of Respondents
22
28
50

Percentage
44%
56%
100%

T he table revels that 56% of respondents are female and

44% of respondents are male
Figure No 5.1
Gender wise classification

male; 44%
female; 56%

35

Table No 5.2
Age wise classification

Age group
Below 25 years
25-35 years
35-45 years
Above 45years
Total

No of Respondents
15
20
10
5
50

percentage
30%
40%
20%
10%
100%

The Table shows that 40% of respondents belong to the age

group of 25-35 years and 30%of respondents belong to the
age group of below 25 years and20%of them are In age
group of 35-45 years and 10% of respondents are in age
group of above 45
Figure No 5.2
Age wise classification

Column1

above 45; 10%

25 years; 30%
35-45 years; 20%

25-35 years; 40%

36

Table No 5.3
Marital status
Marital status
Married
Unmarried
Total

No of respondents
35
15
50

Percentage
70%
30%
100%

The table shows that 70% of respondents are married and

30%of them are unmarried

Figure 5.3
Marital status

Column1

unmarried; 30%

married; 70%

Table No 5.4
37

Educational Qualification
Qualification
SSLC
Plus two
Degree
Post graduate
Total

No of respondents
10
8
20
12
50

percentage
20%
16%
40%
24%
100%

The above table discloses that 40% of the

respondents are graduates and 24% of the
respondents Are Post graduates and 20% of the
respondents are
matriculates and 16% them are
under Graduates

Figure No 5.4
Educational Qualification

Post graduate; 24% SSLC; 20%

Plus two; 16%

Degree; 40%

38

Table No 5.5
Work experience
Experience
Less than 5 years
5-10 years
10-15 years
Total

No of respondents
15
30
5
50

Percentage
30%
60%
10%
100%

The table shows that 60% of respondents have 5-10 years of

experience in eastern condiments(P)Ltd Adimali and 30%of
respondents have less than 5 years experience in the
company and 10% of respondents have 10-15 years
experience in the company

Figure No 5.5
Work experience

Chart Title

10-15 year; 10%

less than 5 year; 30%

5-10year; 60%

39

Table No 5.6
Nature of job
Nature
Office
Technical
Others
Total

No of respondents
30
15
5
50

Percentage
60%
30%
10%
100%

The table shows that 60% of respondents are engaged in

office work and the 30% of respondents are engaged in
technical jobs and the 10% of them are doing other jobs.

Figure No 5.6
Nature of job

Chart Title

others ; 10%

Technical; 30%
office; 60%

40

Table No 5.7
Job satisfaction
opinion
Yes
No
Total

No of respondents
45
5
50

percentage
90%
10%
100%

The table shows that 90% of respondents are satisfied with

their jobs and the 10% of respondents are not satisfied with
their jobs.
Figure 5.7
Nature of job

not satisfied; 10%

satisfied; 90%

Satisfaction with compensations

41

Table No5.8

Opinion
Yes
No
Total

No of respondents
40
10
50

percentage
80%
20%
100%

The table shows that the 80% of the respondents are

satisfied with compensation provided By the company and
20% of respondents are dissatisfied with compensation
provided by the company
Figure 5.8
Satisfaction with compensation

Chart Title

not satisfied; 20%

satisfied; 80%

Table No5.9
42

Job suitability with qualification

opinion
Yes
No
Total

No of respondents
41
9
50

percentage
82%
18%
100%

The table discloses that 82% of the respondents feels their

job is suitable to their Educational qualification and 18% of
them stated that their job is not suitable to their educational
qualification.
Figure5.9
Job suitability with qualification

Chart Title

no; 18%

yes; 82%

Table no 5.10
43

Type of working environment

Working
environment
Participative
Autonomy
Total

No of respondents

Percentage

25
25
50

50%
50%
100%

The table shows that 50% of respondents stated that their

working environment is participative. And 50% said that
their working environment Is autonomous

Figure No 5.10
Job suitability with qualification

Autonomy; 50%

participative; 50%

Table No 11
44

Satisfaction with welfare facilities

Opinion
Yes
No
Total

No of respondents
35
15
50

percentage
70%
30%
100%

The table shows that 70% the respondents said that they are satisfied with
the Welfare facilities and 30% of them are dissatisfied with welfare facilities
provided by the company
Figure No 5.11
Satisfaction with welfare facilities

dissatisfied; 30%

satisfied; 70%

45

Table No 12
Satisfaction level with welfare facilities
Satisfaction level
Highly satisfied
Satisfied
Dissatisfied
Total

No of respondents
12
23
15
50

percentage
24%
46%
30%
100%

The table shows that 46% of respondents stated that they are satisfied with
welfare Facilities provided by the company.

30% said that they are

dissatisfied with welfare facilities And 24%stated that they are highly
satisfied with welfare facilities
Figure No 5.12
Satisfaction with welfare facilities

Chart Title

dissatisfied; 30%

higly satisfied; 24%

satisfied; 46%

46

Table No 5.13
Satisfaction with training

opinion
satisfied
Dissatisfied
Total

No of respondents
34
16
50

percentage
68%
32%
100%

The table reveals that 68% of respondents are satisfied with the training
provided by the company and 32% respondents are not satisfied with the
training facilities
Figure 5.13
Satisfaction with training

Chart Title

Dissatisfied; 32%

satisfied; 68%

Table 5.14
47

Career development prospects

opinion
No
Yes
Total

No of respondents
30
20
50

percentage
60%
40%
100%

The table shows that 40% of respondents said that the company provides
career development Programs for employees and 60% of respondents said
that they have not participated in any Career development program in there
company
Figure No 5.14
Career development prospects

Chart Title

yes; 40%
no; 60%

Table No 5.15

48

Satisfaction with stress management programs

Response
Yes
No
Total

No of respondents
0
50
50

Percentage
0%
100%
100%

The table reveals that all of respondents are dissatisfied with stress
management programs provided by the company
Figure No 5.15
Satisfaction with stress management programs

Chart Title

dissatisfied; 100%

Table No 5.16
Satisfaction with rules and policies
49

Response
Yes
no
Total

No of despondence
34
16
50

Percentage
68%
32%
100%

The table shows that 68% of respondents are satisfied with the rules and
policies of the company and 32% of them are not satisfied with the rules and
policies of the company
Figure 5.16
Satisfaction with rules and policies

Chart Title

dissatiesfied; 32%

satisfied; 68%

Table No 5.17
Relationship bet ween satisfaction and performance
50

opinion
Yes
No
Total

No of respondents
50
0
50

percentage
100%
0%
100%

The above table shows that all of respondents are state that high level of job
satisfaction leads to better performance in their work
Figure no 5.17
Satisfaction linked performance

Chart Title

yes; 100%

Table No 5.18
Satisfaction with overall working condition
51

Level of satisfaction
Highly satisfied
satisfied
Dissatisfied
Total

No of respondents
10
30
10
50

Percentage
20%
60%
20%
100%

The above table shows that 60% of respondents are satisfied with Their
overall working condition and 20% of them are highly satisfied and another
20% are Dissatisfied with their overall working condition
Figure No 5.18
Overall working condition

Chart Title

highly satisfied; 20%

dissatisfied; 20%

satisfied; 60%

Table No 19
Factors influencing job satisfaction
52

Factors
No of respondents
Percentage
Nature of work
5
10%
Working condition
20
40%
Monetary incentives
20
40%
Non monetary incentives 5
10%
Total
50
100%
The table shows that 40% of respondents said that working condition is
main factor that leads to job satisfaction and another 40% of them are
Stated that monetary incentives are the main factor influencing the job s
satisfaction 10% of respondents said that non monetary incentives is main
Factor that leads to job satisfaction another 10% said that nature of work Is
the main factor that leads to job satisfaction
Figure No 5.19
Factor leads to job satisfaction

Sales

working condition; 40%

nature of work; 10%
non monitary incentives; 10%
monetary incentives; 40%

53

FINDINGS

Majority of respondents are female

40%of respondents are in age group of 25-35 years and 30%of
respondents are in age group of below 25
Majority of respondents are married
40% of respondents are graduates and24% 0f respondents are post
graduates
Most of the respondents have 5-10 years of experience

in the

company
60% of respondents doing office jobs and 30%of them doing

technical jobs
90% of respondents are satisfied with their jobs
80% of respondents are satisfied with compensation provided by the
company
54

Majority of respondents doing job according to their qualification

Most of respondents are satisfied with welfare facilities provided by
the company
68% of respondents satisfied with training and 32% of respondents
dissatisfied with training
60 %of respondents state that company do not provide any career
development programs
Half of the respondents each said that working environment is

participative and autonomous

All of the respondents dissatisfied with stress management programs
Most of respondents satisfied rules and policies of the company
All of the said that high level of job satisfaction leads to high

Performance level

Most of respondents satisfied with over all working condition in the

company

40% of respondents each stated that monitory incentives and

working condition are

the important determinants of job satisfaction

55

Suggestions
The management should introduce and develop career development
programs 60% 0f respondents dissatisfied with the same
The company should introduce and develop stress management
Programs all of workers dissatisfied with the same, through stress
management programs employees gets relived from job stress which

lads to job satisfaction

Working condition and monitory incentives are important means to

improves satisfaction so providing these to increase job satisfaction

Half of respondents are said that working environment is autonomy

the management should try to develop a participative working
environment in order to ensure employees participation in all
managerial activities its brings job satisfaction

Conclusion

56

Employees are the integral part of the organization , job satisfaction is one
of the important factor which affect the efficiency and effectiveness of the
employees. the employees are satisfied when their expectation from the
work and reward are Equalized. The study analyzed some specific areas
likes, working condition, training facilities, Welfare facilities working
environment ,employee compensation etc
The study reveals that most of respondents are satisfied
with their jobs, a small percentage of respondents are dissatisfied with Their
jobs, majority of respondents are satisfied with their percent salary And
working conditions
All of the respondents dissatisfied with stress
management programs provided by the company, through effective
implementation of stress management programs employees gets relived
from job stress its brings job satisfaction
Half of the respondents opined that the working
environment is autonomous introduce and develop participative working
environment it will help to increase job satisfaction
An appreciation from superiors for better performance
Is an incentive to work. The improvement of salary scale and working
Condition lead to better efficiency among employees and there by leading to
better performance and growth of the company

57

APPENDIX

BIBLIOGRAPHY
58

C.vMamoria-PERSONNEL MANAGEMENT Himalaya

publishing house
Edwin B Flippo PRINCIPLES OF PERSONAL MANAGEMENT

Kothari C R research

www.eastern .in

methodology

Study on job satisfaction

Questionnaire

59

1.
2.
3.
4.
5.
6.

Name
:
Age
:
Gender
:
Marital status
:
Qualification
:
How long you have been working in eastern condiments (P) ltd

Less than 5 yrs

5-10 yrs

10-15 yrs

more than 15 yrs

7. Nature of job
:Office
Technical
8. Are you satisfied with your job?
Yes
No

Others

9. Are you satisfied with compensation provided by the company?

Yes

No

10. Do you think that your job is according to your qualification?

Yes

No

11. How is the working environment?

Participative

Autonomy

Dissatisfied

13. Are you satisfied with the welfare facilities provided by the company?
Yes

14.

No

Rate your satisfaction level on welfare facilities

Highly satisfied

Satisfied

Dissatisfied

15. Does the company take measures for career development of its
Employees?
Yes

No

16. Are you satisfied with stress management programs provided by the company?
60

Yes

No

17. Are you satisfied with the rules and policies of the company?
Yes
18.

No

Do you think there is any relationship between your satisfaction

Level and performance level ?

Yes
19.

Do you think that high level of job satisfaction leads to high performance level?
Yes

20.

No

No

Rate your overall satisfaction level on your job

Highly satisfied

21.

Satisfied

Dissatisfied

Which of the following factor you think the most which leads to high level
Job satisfaction
Nature of work

working condition

Non monetary incentives

61

monetary incentives