A STUDY ON JOB SATISFACTION OF THE EMPLOYEES AT HERITAGE FOODS (INDIA) LTD

A PROJECT REPORT Submitted to the

UNIVERSITY OF MADRAS
In partial fulfillment of the Requirements For the award of the degree of

MASTER OF COMMERCE
By

J.JEYASUDHA (Reg.No.K930457)
Under the guidance of

Mrs. C.GIRIRANI .M.Com; M.Phil

DEPARTMENT OF COMMERCE J.H.A.AGARSEN COLLEGE (ARTS AND SCIENCE) (Affiliated to University of Madras) MADHAVARAM, CHENNAI-600 060 APRIL-2011

BONAFIDE CERTIFICATE

This is to certify that the project work entitled A STUDY ON JOB SATISFACTION OF THE EMPLOYEES AT HERITAGE FOODS (INDIA) LTD is a bonafide record of original work done by J.JEYASUDHA Reg.No.K930457 II Year student of M.COM (GENERAL), J.H.A.AGARSEN COLLEGE (ARTS AND SCIENCE) in partial fulfillment for the requirement of the degree Master of Commerce, University of Madras during the academic year 2009-2011.

Mrs.C.GIRIRANI .M.Com; MPhil (PROJECT GUIDE)

Mrs.S.KALA .M.com; M.Phil (HEAD OF DEPARTMENT)

Principal

Dr.K.DURAIPANDIAN, M.Com; M.Phil; Ph.D

INTERNAL EXAMINER

EXTERNAL EXAMINER

ACKNOWLEDGEMENT
Words of gratitude, to those whom I Place in my hearts memory forever

I express my sincere thanks Dr.DURAIPANDIAN, M.phil., Ph.D principal, J.H.A.Agarsen College of Arts & science for giving me do the project. I would like to express my sincere thanks to my guide Mrs.C.Girirani M.Com, M.Phil. For the encouragement and valuable guidance provided for the completion of the project work successfully. My sincere thanks to Mr. RAJAN, (Asst.Manager) of Heritage foods (India) ltd., and all the employees of the company to help me to complete my project work. Finally I thank my parents and friends who have helped me in all possible ways to make this project successfully.

(J.JEYASUDHA)

DECLARATION
I J.JEYASUDHA, student of final year M.Com, Department of commerce in J.H.A.AGARSEN COLLEGE, would like to declare that the project entitled A STUDY ON JOB SATISFACTION OF THE EMPLOYEES IN HERITAGE FOODS (INDIA) LTD carried out for the partial fulfillment of M.Com degree course of MADRAS UNIVERSITY is my original work.

DATE: PLACE: CHENNAI (J.JEYASUDHA)

INDEX S.NO 1 2 3 4 5 CONTENTS INTRODUCTION SCOPE OF THE STUDY NEEDS OF THE STUDY OBJECTIVES OF THE STUDY LIMITATION OF THE STUDY COMPANY PROFILE REVIEW OF LITERATURE RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION 10 11 12 13 14 15 FINDINGS SUGESSION CONCLUSION ANNEXURE QUESTIONNAIRE BIBLIOGRAPHY ` PAGE NO

6 7 8 9

INTRODUCTION

INTRODUCTION
Job satisfaction refers to a persons feeling of satisfaction on the job, which acts as motivation to work. It is not the self-satisfaction, happiness or selfcontentment but the satisfaction on the job. The term relates to the total relationship between an individual and the employer for which he is paid. Satisfaction does mean the simple feeling-state accompanying the attainment of any goal; the end-state is feeling accompanying the attainment by an impulse of its objectives. Job satisfaction does mean absence of motivation at work. Research workers differently described the factors contributing to job satisfaction and job dissatisfaction. Job satisfaction is directly proportional to the feelings of happiness and contentment in the minds of employees about their jobs. Employers should take care of spiritual, emotional and mental health of their employees. According to a study, self-confident workers have more job satisfaction. HR managers should try their level best to provide good work environment to the employees. The duty of HR is to take the organization from where it presently is to where it should be ideally. They should promote team spirit among employees. All employees should have friendly relations with each other and also with their seniors. Feelings of jealousy and hatred can affect the productivity of employees. It is vital to treat all employees equally irrespective of their caste, sex and physical appearance. Employee performance should be the sole criterion on which promotions should be decided. Counseling should be provided for poor performers. The management should try and solve the personal problems of employees to the best extent possible. Teaching relaxation techniques can help employees beat stress.

COMPANY PROFILE

COMPANY PROFILE
Heritage Foods (India) Ltd (commonly known as Heritage) is one of the largest private sector dairy enterprises in Southern India. The company has recently expanded into food and grocery retailing under the brand "Heritage Fresh".

Heritage Foods (India) Ltd Incorporated on 5th June 1992 and promoted by Mr. N. Chandra Babu Naidu, Heritage Foods processes milk and milk products. At its four chilling centres, milk procured from farmers, is pasteurised and supplied and in tankers to bulk consumers and in sachets to retail consumers.

The company came out with a public issue in November 1194 to partfinance the setting up of an integrated dairy (inst. Cap: 2 lac litre. Pd).it established three integrated dairy plants in Madras, Hyderabad and Bangalore, and supporting milk chilling centres at various locations in North Arcot district of Tamilnadu, and Kolar District of Karnataka. Company commissioned new milk Centre at Triuvannamalai in state of Tamilnadu. The Dairy products viz., Ghee and Skim milk, powder were launched in consumer packs in the market of Kerala, Tamilnadu, Karnataka and Andhra Pradesh.

Company establish a premier position in liquid milk market of Hyderabad, Madras and Bangalore. Company had strengthen its procurement network, a milk chilling centre has been commissioned at Ntmakur Nellore Dist A.P. this centre enabled an upsurge in milk procurement.

Company milk processing unit at narketpally and the sales and registered office at Hyderabad have been recommended for ISO-9002:1994 certification for implementation of quality system. The company was awarded ISO-9002

certification for processing, packing and selling of liquid milk. The company is planning to enter milk markets of Goa, Pune, Mumbai and other southern markets.

The company is also exploring avenues to enter into branded food segment of the growing food processing sector. During 2001-2002 the company established a procurement and packing station at battiprolu Guntur district having a capacity of 50,000 a day. It is also creating facilities for manufacturing and marketing of table butter to meet the growing demand. The company had voluntarily de-listed its shares from madras & Hyderabad stock exchanges with the approval of shareholders. During 2003-2004 the company commissioned 2 milk procurement and processing plants, one at Namakkal in Tamilnadu and other one at Nandvala in Andhra Pradesh. The company also started milk procurement and processing operations at Kondapi Prakasam District, Andhra Pradesh by purchasing assets of Sri Lakshmi Narasimha Dairy Specialties Private Ltd. As on March 2004, the Company is having 7 Milk Procurement, Processing & Packaging Plants, 15 Milk Procurement and Processing Plants.

The Heritage Group, founded in 1992 by Nara Chandra Babu Naidu, is one of the fastest growing Private Sector Enterprises in India, with three-business divisions viz., Dairy, Retail and Agri under the company of Heritage Foods (India) Limited (HFIL), one infrastructure subsidiary - Heritage Infra Developers Limited and other associate companies viz., Heritage Finlease Limited, Heritage International Limited and Heritage Agro Merine Private Limited. Presently, Heritages milk products have market presence in Andhra Pradesh, Karnataka, Kerala, TamilNadu and Maharashtra and its retail stores across Bangalore, Chennai and Hyderabad. Integrated agri operations are in Chittoor and Medak Districts and these are backbone to retail operations. Heritage Foods has its headquarters in Hyderabad, Andhra Pradesh, India.

Products range of the company includes: Full Cream milk, Toned Milk ,Double Toned Milk, Cow Milk, UHT Milk (Tetra pack),Cow Ghee, Buffalo Ghee ,Cooking Butter, Fresh Cream, Skim Milk Powder, Curd (Cup & Pouch), Flavoured Milk in Bottles & Tetra packs, Butter Milk, Lassi,Paneer, Doodhpeda, Ice Cream, Bread Cookies. The company presently works under three divisions via; Dairy, Retail and Agriculture. The Dairy Brand - Heritage Heritage by choosing Chittoor district of Andhra Pradesh as its primary procurement base of milk, had taken full advantage of the large, high yielding and cross-bred cow population found in the area. Today Heritage has network in the states of Andhra Pradesh, Karnataka, Tamil Nadu, and Maharashtra for procurement and distribution of quality milk and milk products. Heritage products are also distributed in the state of Kerala.

The Retail Brand - Heritage Fresh Recently the retail stores were rebranded as 'Heritage Fresh. Heritage Fresh today has a total of 75 stores across three cities. 30 in Hyderabad, India, 18 in Bangalore, and 26 stores in Chennai. The company has pan-India expansion plans, with phase 1, to open 75 stores in south India completed in 2008.

Products Heritage's dairy range of products amongst others include milk, curd, ice cream, buttermilk, flavoured milk, dairy whitener, skim milk powder. The Fresh ranges of products include fresh fruits , vegetables.

MAJOR THEORIES OF JOB SATISFACTION DEFINITION:Hop pock describes job satisfaction as, Any combination of psychological, physiological and environmental circumstances that cause any person truthfully to say I am satisfied with my job. The term job satisfaction refers to an employees general attitudes toward his job. Locke defines job satisfaction as a Pleasurable or positive emotional state resulting from the appraisal of ones job or job experience, to the extent that persons job fulfill his Dominant need and is consistent with his expectations and values. The job will be satisfying by three major theories viz.

There are three major theories of job satisfaction viz: 1) Her bergs Motivation-Hygiene Theory. 2) Need Fulfillment Theory. 3) Social Reference Group Theory.

Smith Kendall and Hulinhave suggested that there are five job dimensions that represent the most important characteristics of a job about which people have affective responses. The work itself: The extent to which the job provides the individual with the interesting task, opportunities for learning and the chance of accept responsibility.

i. Pay: The amount of financial remuneration that is received and the degree to which this viewed as equitable vis-avis that of others in the organization. ii. Promotion opportunities: The chance for advancement in the hierarchy iii. Supervision: The ability is on the supervision to provide technical assistance and Behavioral support. iv. Co-workers: The degree to which follow workers are technically proficient and socially

NEEDS FOR THE STUDY

NEEDS OF THE STUDY

Job satisfaction is the important aspect which deals with the employees view their work. Job satisfaction may be considered as dimension of this could be a source of satisfaction. Attitudes are predisposition that makes the individual behave in a particular way. Job satisfaction in order to make sound decision both in preventing and solving employees problems this survey discuss the type of benefits that management can gain and the condition under which a study of job satisfaction will be most likely to succeed. In a broad sense, the job satisfaction program needs to exist and should have activities carefully designed to achieve the intended job satisfaction goals. It must be an action program. And it should be carefully monitored to ensure that changes are periodically made as needed. When considering job satisfaction, probably the most important point to bear in mind is than many factors that affect it. Job satisfaction study helps to improve the quality of work done by the employees. An attempt is made to study the factor which affects the level of job satisfaction, in the unit and suggestions are given to increase the degree of job satisfaction. Most human resource departments learn about employees through interviews, administration of insurance policies, study if legislation that deals with workers, and participation in decision that affect employees jobs. These activities must be carefully designed to concentrate in a positive manner on job satisfaction so that employees feel that all the personnel activity is for their benefit.

SCOPE

SCOPE OF THE STUDY

The study based on primary data, through questionnaire method and also lays stress on the secondary data, which was collected with the reference provided by the company, through journals, magazines, newspapers, periodicals and web sites etc. The study suggested to improve the employees job satisfaction and in turn to increase the productivity of the organization. The scope deals with job satisfaction of employees at work. It helps the management for the development of better performance appraisal system. The study also deals with the major factor that has been considered to decrease the employees turnover rate. Based on the study, it is easy to identify the future action that improves satisfaction level of employees. The study can further be developed to know the areas to be considered to improve job satisfaction level by conducting some workshop and training program etc. It helps the management for the development of the company policy. It also helps the management to improve the compensation policy; it can be useful to management to know the training areas that are to be considered by the individuals factors effectively. It helps to study further increase the quality of working standards. There is a scope in determining the same as its other branches of the management by giving crystal clear information about the satisfaction of employees the study can be continued by working into other aspects like absenteeism, illness, accidents, employees turnover, grievance etc. of work as well.

OBJECTIVES

OBJECTIVES OF STUDY
To study the level of job satisfaction among the supervisor HERITAGE FOODS (INDIA) LTD To find out the employees are satisfied with their present job. To find out whether the employees are satisfied with their work environment To know whether the Organization climate is suitable for the employees. To find out whether the employees are satisfied with the weather facilities bonus pay and allowance they get from the organization. To suggest a package of measures for improving the level job satisfaction of employee

PRIMARY OBJECTIVE To study the level of job satisfaction among the supervisor of heritage foods (India) ltd.

SECONDARY OBJECTIVE The following are the objectives of the present study. To study the relationship between the personal factors of the employee (Income, Designation, Educational qualification, Gender, etc.,) To offer suggestions to the courier to improve their employees satisfactory level To determine the level of satisfaction of the respondents regarding their job. To find out whether the employees are satisfied with the welfare facilities, bonus pay

LIMITATION OF STUDY

LIMITATION OF STUDY

Some respondents hesitated to give the actual situation; they feared that management would take any action against them.

There was a fear of reprisal among the employees to reveal their personal feelings and the Result may not reflect the actual satisfactions. Some of the respondents neglected to express their views. The research was conducted within pickup and delivery staffs only. So it is not reflect the other official employees job satisfaction.

REVIEW OF THE LITERATURE

REVIEW OF LITERATURE
Job satisfaction represents the constellations of persons attitude towards or about the job. In general, job satisfaction is the attitude towards the job as a whole. Job satisfaction is a function of satisfaction with different aspects of job, i.e. supervision, pay, works itself, co-workers, promotion, etc., and of the particular weighting or importance one attaches to these respective components. The study of job satisfaction is a relatively recent phenomenon. It can perhaps be said to have begun in earnest with the famous Hawthorne studies conducted by Elton Mayo at the western Electronic Company in 1920s during the course of investigations. However they become convinced that factors of a social nature were affecting satisfaction with the job and productivity. Since the Hawthorne studies there has been an enormous output of work on the nature, causes and correlates of job satisfaction. The Traditional model of job satisfaction is that it consists of the total body of feelings that an individual has about his job. This total body of feelings involves, in effect, weighting up the sum total of influences of the job, the nature of job itself, the pay, the promotion. The promotion prospects, the nature of supervision and so on. Where the sum total of influences gives rise to feelings of satisfactions the individual is job satisfied. Where in total they give rise. To feelings of job dissatisfaction the individual is job dissatisfied. Improving any one of these influences will lead in the direction of job satisfaction, making less satisfactory anyone of the influences will lead in the direction of the job dissatisfaction. However, what makes a job satisfying does not depends only on the nature of the job, but on the job expectations that individuals have of what their job should provide. Expectancy theory points to the importance of the individuals expectations of his job in determining job satisfaction. For individuals who have expectations that their job should give them opportunities for pay, challenge, a failure of the job to meet this expectation will lead to dissatisfaction compared to a situation where no such expectations involved.

What expect expectation of individuals will have of a job may vary. For large number of reasons, some derives from social others from individual causes. These proposing an expectancy theory usually regarded over all job satisfaction as function of satisfaction with various elements of the job. Another theory that has dominated the study of the nature of job satisfaction is Herzbergs famous Two factory Theorys of job satisfaction. In this he claims that the factors, which cause job satisfaction, are separate and distinct from the factors which job dissatisfaction. The factors causing job satisfaction, which level factors such as their relating to Satisfaction with the job itself. The factors, which cause job dissatisfaction called hygiene. Factors are more concerned with conditions of work such as pay and supervision. At no Time does Herzberg argue a job satisfactory, except may be for a short run. Philip apple while has listed five major components of job satisfaction as, 1. Attitude towards work group. 2. General workings conditions. 3. Attitude towards company. 4. Monetary benefits and 5.Attitude towards supervision Other components that should be added to these five are the individuals state of mind about the work itself and about life in general. The individuals health, age, level of aspiration, social status and political and social activities can all contribute to job satisfaction. A person attitude toward the job may be positive or negative. Job satisfaction is not synonymous with organizational morale, which is the possession of felling of being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the byproduct of a group, while job satisfaction is more of an individual stage of mind.

However the two concepts are interrelated in that job satisfaction can contribute to morale and morale can contribute to job satisfaction. For many years managers generally have believed that a satisfied worker is necessarily a good worker. In other works if management could keep all the employees HAPPY, good performance would automatically follow. Charles Greene has suggested that many managers subscribe to this be life because it represent the path of least residence. Greenes thesis is that if a performance problem exists, increasing an employees happiness is for more pleasant than discussing with the worker his or her failure to meet standards. Although happiness eventually results from satisfaction, this feeling goes much deeper and is far less tenuous than happiness. Recent research evidence generally rejects the more popular view that satisfaction causes performance. The evidence does, however, provide moderate support for the view that job effort causes satisfaction. The evidence also strongly indicates that rewards constitute a more direct cause of satisfaction that performance does and that rewards based on current effort causes subsequent performance. Research also indicates that a high level of job satisfaction does have a positive impact is reducing turnover, absenteeism, tardiness accidents, grievances and strikes. In addition, recruitment efforts by current employees generally are more successful if these employees are well satisfied. Satisfied employees are preferred simply because they affect the work environment positively. Thus even through a well satisfied employee is not necessarily an outstanding performer; there are numerous reasons for taking steps to encourage employee satisfaction A high level of satisfaction leads to organizational commitment while a low level or dissatisfaction results in behaviors detrimental to the organization. It must be remembered that satisfaction and motivation are not synonymous. Motivation is a drive toper form, whereas satisfaction reflects situation. The factors that determine whether an individual is adequately satisfied with the job differ from those that determine whether hero she is motivated. The level of satisfaction is largely determined by the comforts offered by the environment and situation.

Motivation on the other hand, is largely determined by the value of rewards and their contingency on performance. Motivation results is added effort that is turn leads to increased performance if the individual has the ability and result of high satisfaction is increased commitment to the organized which may or may not result is better performance he increased commitment normally will lessen the number of personnel related Problems, Such as strikes, excessive absenteeism, tardiness and turnover. CONCEPT OF JOB SATISFACTION There are so many definitions regarding job satisfaction. It is also a fact that job satisfaction is nothing but the favorable attitude or high industrial morale. Job satisfaction is an important factor in individual environment. The satisfied workers produce more; the industrial climate is relatively smooth and conducive. The satisfied workers are creative and innovative. The important factors contribute to the higher level of job satisfaction: Challenges and responsible jobs. Numerous promotional opportunities. Impartial treatment by the management. A venue for creativity and innovative ideas. Job securities. Attractive salary and perks. Guidance, assistance and support in case of difficult situation. Freedom in work situation. Participative management. Encouragement for the expression for self. Welfare facilities like medical, uniform, canteen etc., Recognition, appreciation and awards on merits. Cordial interpersonal relations that exit in the company.

Employee Job Satisfaction Factors Satisfactory Salary This one would be the most basic factor that leads to taking up a job because it is the means to an end theory. The employee satisfaction surveys say; the pay that one gets and the growth pattern of that pay - periodic intervals for an appraisal or employee performance based appraisal will influence the job satisfaction to a great level. If the employee is happy with his pay, it will show in his work by increasing his productivity. Personal Development Other than the salary factor, job satisfaction factors statistics show that any worker will thrive in an environment that provides constant challenges. There needs to be something that keeps him on the go, constantly having to think and use his thinking powers and his skills, education and expertise to reach a solution. A job that is not monotonous and provides for a challenging environment that allows an employee to prove herself over and over again leads to greater job satisfaction.

Recognition and Encouragement A job that has a good evaluation system whereby the employee's work is duly recognized and he is therefore encouraged and motivated to continue contributing to the firm is one of the major job satisfaction factors as well. An employee who knows that his efforts will be duly recognized with praise or by providing better opportunities for the future will find his job much more satisfying than someone who has lost interest in work or finds it a task because no matter what the amount of effort he puts in, no one even takes cognizance of the same. Thus proper recognition and encouragement are important factors to look into.

Meeting of Goals There are certain goals that every person has formulated for himself. These goals have to do with professional growth. A job that provides for opportunities such that there is a scope for his goals to be met will naturally provide greater job satisfaction than one which forces him to be stuck in a rut. Working Conditions The ergonomics in the workplace which includes the working conditions like lighting, space and other such and such as well as interpersonal and intrapersonal relations with fellow colleagues, management and other authority figures also plays a major role in determining the degree of job satisfaction. If there is mutual respect and regard among employees and management as well as among employees themselves, it will show in the work. A person will want to go to work if he enjoys being with the others there and they provide for an encouraging environment. In short if there is good workplace communication as opposed to negativity and job stress due to miscommunication or other problems in the workplace. Job satisfaction factors are several as we can see. And each of them play a major role in determining how happy and satisfied the employee is with his job and overall duties. Job satisfaction cannot come about if due importance is not given to these job satisfaction factors and that will in turn have a direct effect on the performance of the employee. So if you want your business to prosper, make sure that the employees are happy.

DETERMINANTS OF JOB SATISFACTION

The various factors influencing job satisfaction may be classified into two categories: ENVIRONMENTAL FACTORS PERSONAL FACTOR

ENVIRONMENTAL FACTORS:There factor relate to the work environment main among which are as follow: Job Content Hertzberg suggested that job content in terms of achievement, Recognition, advancement, responsibility and the work itself tent to provide satisfaction but their absence does not cause dissatisfaction. Specialization increases repetitiveness leading to boredom and monotony. But greater variety of tasks may not increase satisfaction unless the tasks form a unified integrated and meaningful whole.

Occupational level The higher the level of the job in organizational hierarchy the greater the satisfaction of the individual. This is because positions at higher levels are generally better paid, more challenging and provides greater freedom of operation. Such jobs carry greater prestige, self- control and need satisfaction.

Pay and promotion All other things being equal, higher pay and better opportunities for promotion lead to higher job satisfaction. Work group Man is a social animal and likes to be associated with others. Interactions in the work group help to satisfy social and psychological needs and workers tend to be dissatisfied. Job satisfaction is generally high when an individual is accepted by his peers and he has a high need for affiliation. Supervision Consideration supervision tends to improve job satisfaction of workers. A considerate supervisor takes personal interest in his subordinates and allows them to participate in the decision-making process. Since authoritarian people may be more satisfied under the supervision of high status and strongly directive leaders. Employees satisfaction from supervisory behavior depends upon the influence which the supervisor exercises on his own superior.

PERSONAL CHARACTERISTICS:Personal life exercises a significant influence on job satisfaction. The main elements of personal life are given below: Age Some research studies reveal a positive correlation between age and job satisfaction. Workers in the advanced age group tend to be more satisfied probably because they have adjusted with their job conditions. Sex One study revealed that women are less satisfied than men due to fewer job opportunities for females. But female workers may be more satisfied due to their lower occupational aspiration. Education level Generally more educated employees tend to be less satisfied with their jobs probably due to their higher job aspirations. However, research douse not yield conclusive relationship between these variables. Marital Status The generally impression is that married employees and employees having more dependants tends to be more dissatisfied due it their greater responsibilities. But such employees may be more satisfied because they value their jobs more than unmarried workers. Role Perception Different individuals hold different perceptions about their role. That is the kind of activities and behaviors 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.

THEORIES OF JOB SATISFACTION The main theoretical approaches to job satisfaction are as follows:

Need fulfillment theory Equity theory Two factor theory Discrepancy theory Equity discrepancy theory Social reference group theory

1. Need fulfillment theory According to this theory a person is satisfied when he gets from his what he wants. The more he wants something or the more important it is to him, the more satisfied he is when he received it. The strength of an individuals desire or his level of inspiration is an important determination of job satisfaction. Thus, job satisfaction is a function of the degree to which the employees needs are fulfilled in the job situation 2. Equity theory Under this theory, woo it is believed that a persons job satisfaction depends upon his perceived equity as determined by his input-output balance in comparison with the input-output balance of others. 3. Two factor theory Frederick Hertzberg and his colleagues developed the two factor theory. According to this theory satisfaction and dissatisfaction are interdependent of each other and exist on a separate continuum. One set of factors known as hygiene factors act as dissatisfies. Their absence causes dissatisfactions but their presence does not result in positive satisfaction. The other set of factors known as satisfiers lead to satisfaction.

4. Discrepancy theory According to this theory job satisfaction depends upon what a person actually receives from his job and what he expects to receive. When the rewards actually received are less than the expected rewards it causes dissatisfaction. In the words of Locke, job satisfaction and dissatisfaction are functions of perceived relationship between what one wants from ones job and what one perceives it is actually offering. In other words, satisfaction is the difference between what one actually received and what he feels he should receive. This theory fails to reveal whether over-satisfaction is or is not a dimension of dissatisfaction and if so, how does it differ from dissatisfaction arising out of the situation when received outcomes are less than the outcomes one feels he should receive. 5. Equity-discrepancy theory This is a combination of equity and discrepancy theories. Lawler has adopted the difference approach of discrepancy theory rather than the ratio approach of equity theory the concept of comparison has been selected to serve as an intervening variable. Under this theory satisfaction is defined as the difference between the outcomes that one perceives he actually received and outcomes that one feels he should receive in comparison with others. When the individual feels that what he actually received is equal to what he perceives he should receive there is satisfaction. Thus, an individuals reception of his reward is influenced by more than just the objective amount of that factor. Because of this psychological influence the same amount of reward often can be seen quite differently by two people, to one it can be a larger amount, while to another person it can be a small amount. This model reveals that a persons perception of what he should receive is influenced by the inputs and outputs of others. If his inputs are similar to those of referent groups but his outcomes are less he is likely to be dissatisfied. Lawler suggests that those individuals are likely to be more satisfied who perceive:

(a) their inputs are low; (b) their jobs are less demanding; (c) their reference groups have less favorable input-output balance; (d) they are receiving a high outcome level; and (e) Their referent groups are receiving less output.

6. Social reference group theory Reference group defines the way an individual looks at the world. According to this theory job satisfaction occurs when the job meets the interest, desires and requirements of a persons reference group. In other words, job satisfactions is a function of the degree to which the job meets the approval of the group to which the individual looks for guidance in evaluating the world and defining social reality. The social reference group theory is similar to the need fulfillment theory except that it takes into account not the desires, needs and interest of the given individual but rather the point of the view and opinions of the groups to whom the individual looks for guidance. This theory is an incomplete explanation to the extent some people are independent of group opinions and group pressure.

Measurement of Employee Satisfaction & Productivity Levels

Measuring employee satisfaction and productivity levels require the use of employee surveys and measurements of the performance indicators. Companies may use questionnaires and surveys to measure employee satisfaction. Some examples of the performance indicators are timeliness, quality, quantity and yearly performance appraisals. Regardless of how these things are measured, employee satisfaction and productivity can be the main ingredients for a successful organization. Employee satisfaction surveys Productivity measurement tools Performance appraisals Scheduled meetings with supervisors and managers Employee satisfaction surveys Design an employee satisfaction survey using a range of degrees of satisfaction. For example, the answers may be very satisfied at the highest range and not satisfied at all at the lowest range. Some questions can be about the work itself, supervisor, hours, environment, pay, benefits, co-workers, etc. Prepare at least 25 questions to gather a significant amount of data. Productivity measurement tools Develop the tools to measure productivity levels by analyzing the job descriptions and required output. If it is a job that requires so many widgets to be produced in one hour, counting the number of widgets on an hourly basis is easy. If the job requires no more than three errors in a day's productivity, it is simple to check for errors at the end of the day. Timeliness is measure by number of widgets produced per hour.

 Performance appraisals Schedule meetings with supervisors and managers to review employee satisfaction and performance. Have a discussion about previous performance appraisals that revealed attitude or behavioral problems. Examine written documentation of productivity issues that may need immediate attention. There may be issues that are not completely within control of the employee that impact performance. Scheduled meetings with supervisors and managers Review the satisfaction and productivity measurements to identify ideas for improvement. Employees may expect the company to respond to the survey information with an action plan (list of things the company will do) for improvement. Measuring employee satisfaction and not using the information gleaned for possible improvements could result in low morale and distrust.

RELATIONSHIP BETWEEN JOB SATISFACTION AND PRODUCTIVITY

Experiments have shown that there is very little positive relationship between the job satisfaction and job performance of an 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 from 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 job to the extent that his job provides him with what he desires, and he performs effectively in his job to the extent 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. This approach, we must remember, is quite different from the usual human relations approach of trying to maximize satisfaction generally.

JOB SATISFACTION AND WORK BEHAVIOUR Job satisfaction is an integral component of organizational health and an important element in industrial relations. The level of job satisfaction seems to have some relation with various aspects of work behavior such as accidents, absenteeism, turnover and productivity. Several studies have revealed varying degrees of relationship between job satisfaction and these factors of work behavior. But whether work behavior is the cause or effect of job satisfaction is not clear. Research on the relationship between job satisfaction and accidents generally shows that satisfied employees cause fewer accidents. Studies on the relationship between job satisfaction and absenteeism have yielded inconclusive results. Most of these studies showed that low absentee employees were more satisfied with these jobs. Research also reveals that unionized workers tend to be more satisfied whereas employees of disturbed organization were generally less satisfied. Less satisfied employee are more likely to quit their jobs than more satisfied employees. Research reveals no relationship between job satisfaction and productivity. Employees in highly productive groups were not more likely than employees in the low productivity groups to be satisfied with their jobs. A worker may be satisfied with the work environment but may produce more to prove his abilities to management. On the other hand, a highly satisfied worker may not produce more and get away with it because he may be friendly with the supervisor.

IMPORTANCE OF EMPLOYEE SATISFACTION FOR ORGANIZATION Enhance employee retention. Increase productivity. Increase customer satisfaction. Reduce turnover, recruiting, and training costs. Enhance customer satisfaction and loyalty. More energetic employees. Improve teamwork.

STEPS TO IMPROVE JOB SATISFACTION Selection of right man for the right job. Payment commensurate with the employees credentials. Conducive working environment. Cordial superior-subordinate relationship. Better inter-personal relationship. Provision of suitable promotion opportunities. Creation of facilities for training. Provision of suitable incentives and social security benefits. Job rotation where desirable. Encouraging employees participation in decision-making.

PROCESS OF JOB SATISFACTION Every human being has his own needs and desires, of them some are conscious and some are unconscious. These needs become strong in the individual and create tensions which stimulate a behavior to toward fulfilling those needs. But all needs never completely satisfied entertain extraordinary high hope and needs which are beyond his capacity to fulfill.

NEED SATISFACTION PROCEDURE When an individual on the other hand, is incapable of satisfying or fails to satisfy his particular needs or satisfied them in unacceptable manner to the society inadequate. As his needs are unsatisfied, he becomes disorganized and adopts unproductive behavior to exhibit his frustration. This type of behavior called defensive behavior. When as individual satisfies his need in acceptable manner to the society and which satisfies his ego he is known as an adaptive or on adjusted person. His goal oriented and adopt healthy flexible and problems solving attitude for the satisfaction of his need. This type of behavior is known as CONSTRUCTIVE BEHAVIOR.

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

The methodology this study consists of both primary and secondary data. These dates collected from the respondents were through questionnaires. The primary data were collected from the respondents; the secondary data were collected from the books.

RESEARCH DESIGN Research design stands for the framework of research. There are three types of research design. They are exploratory research, Descriptive research and Hypothesis testing research.

SAMPLE SIZE All the items consideration in any field of inquiry constitutes a universe of population. In this research only a few items can be selected form the population for our study purpose. The items selected constitute what is technically called a sample. Here out sample size is 180employees from the total population in the delivery peoples. The samples are selected on the basis of convenient.

SOURCE OF DATA COLLECTION: 1) Primary Data 2) Secondary Data

1. PRIMARY DATA SOURCES: Data collected through primary source are original, fresh and accurate. PRIMARY DATA Primary data were collected from workmen, Executives and Non Executives of REICO through well structured QUESTIONNARIE, PERSONAL INTERVIEW AND FORMAL & INFORMAL DISCUSSION. PERSONAL INTERVIEW Personal Interview was conducted in order to obtain the relevant information for the study.

2. SECONDARY DATA This data can be collected through any indirect source of information. Data are obtained from Books, Records, and unpublished report available in the office Heritage foods (India) ltd.

SAMPLING PLAN Sampling Method The Method used is probability sample random sampling where the population is known. Sampling Size The Sampling Size is 100

DATA ANALYSIS

DATA ANALYSIS

Analysis and inference plays the most important role in any research process. It helps to extract pertinent findings from the collected data by applying the statistical techniques in discovering additional findings. It converts raw data into meaningful data by bridging the gap between primary and secondary data. Analysis is done with an attempt to organize and summaries data in order to enhance the effect of results in such a way that enables to relate critical points with studys objectives. Percentage analysis, weighted average were used for data analysis and inference. Analysis and inference was based on questionnaire and interview schedule, which gives the data that is required for the study. The analysis and inference is based on the options chosen by the employees.

TABLE NO: 1 TABLE SHOWS THE RESPONDENTS BASED ON AGE

Age (Years) 20-35 35-45 45-55 Above 60 TOTAL

No. of Respondents 20 50 30 _ 100

Percentage 20 50 30 _ 100

CHART NO: 1 CHART SHOWS THE RESPONDENTS BASED ON AGE

120 100 80 60 40 20 20

THE RESPONDENTS BASED ON AGE

100 100

50

50 30 30

20 0 0 Total

0 20-30 35-45 45-55 Age (Years) No. of Respondents Percentage Above 60

INFERENCE: From the above table it can be inferred that 40% of the respondents are in the age group of 35-45 30% of the respondents are in the age group of 20-35 30% of the respondents are in the age group of 45-55

TABLE NO: 2 TABLE SHOWS THE RESPONDENTS ON EDUCATIONAL QUALIFICATION

Educational Qualification Less than 10th std +2 Diploma Under Graduate Post Graduate TOTAL

No. of Respondents

Percentage

15 30 40 15 _ 100

15 30 40 15 100

CHART NO: 2 CHART SHOWS THE RESPONDENTS ON EDUCATIONAL QUALIFICATION

120

100

80

60 100 100 40

20 15 0 Less than 10th std 15

30

30

40

40 15 15 0 0 total

Plus Two

Diploma

Under Graduate

Post Graduate

No. of Respondents

Percentage

INFERENCE: From the above table it can be inferred that The majority of the employees in10th STD is 30% 24% of the employees in +2 30% of the respondents in diploma 16% of the employees in under graduate

TABLE NO: 3 TABLE SHOWS THE RESPONDENTS BASED ON SALARY

Satisfaction Level Poor Ok Good Very Good Out-Standing Total

No. of Respondents 9 11 25 20 35 100

Percentage 9 11 25 20 35 100

CHART NO: 3 CHART SHOWS THE RESPONDENTS BASED ON SALARY

120 100 80 60

THE RESPONDENTS BASED ON SALARY

100100 40 20 9 9 0 11 11 25 25 20 20 No. of Respondents Percentage 35 35

Satisfaction Level

INFERENCE: From the above table it can be inferred that 28% of the employees are highly dissatisfied for is salary. 26% of the employees are neutral for is salary. 24% of the employees are dissatisfied for is salary 16% of the employees are satisfied for is salary. 6% of the employees are highly dissatisfied for is salary.

TABLE NO: 4 TABLE SHOWS THE RESPONDENTS BASED ON CORDIAL RELATION

Satisfaction Level Poor Ok Good Very Good Out-Standing Total

No. of Respondents 43 37 11 9 100

Percentage 43 37 11 9 100

CHART NO: 4 CHART SHOWS THE RESPONDENTS BASED ON CORDIAL RELATION

120 100 80 60

THE RESPONDENTS BASED ON CORDIAL RELATION

100100 40 20 0 43 43 37 37 11 11 9 9 0 0 No. of Respondents Percentage

Satisfaction Level

INFERENCE: From the above table it can be inferred that 46% of the employees highly satisfied 24% of the employees are satisfied 22% of the employees are neutral And 8% of the employees are dissatisfied

TABLE NO: 5 TABLE SHOWS THE RESPONDENTS BASED ON BONUS

Satisfaction Level Poor Ok Good Very Good Out-Standing Total

No. of Respondents 15 40 11 24 10 100

Percentage 15 40 11 24 10 100

CHART NO: 5 CHART SHOWS THE RESPONDENTS BASED ON BONUS

120

THE RESPONDENTS BASED ON BONUS

100 80 60 100100 40 20 15 15 0 40 40 11 11 24 24 10 10 No. of Respondents Percentage

Satisfaction Level

INFERENCE: From the above table it can be inferred that 36% of the employees are dissatisfied for is bonus. 34% of the employees are satisfied for is bonus. 22% of the employees are neutral for is bonus 4% of the employees are highly satisfied for is bonus. 4% of the employees are highly dissatisfied for is bonus.

TABLE NO: 6 TABLE SHOWS THE RESPONDENTS BASED ON EXPERIENCE

Service 1-5 6-15 15-30 Above 30 TOTAL

No. of Respondents 27 30 23 20 100

Percentage 27 30 23 20 100

CHART NO: 6 CHART SHOWS THE RESPONDENTS BASED ON EXPERIENCE

120 100 80 60

THE RESPONDENTS BASED ON EXPERIENCE

100100 40 20 14 14 0 43 43 10 10 0 0 No. of Respondents Percentage 33 33

Satisfaction Level

INFERENCE: From the above table it can be inferred that 34% of the respondents are in the experience group of below 5 40% of the respondents are in the experience group of 6-15 10% of the respondents are in the experience group of 15-30 16% of the respondents are in the experience group of 30 and above

TABLE NO: 7 TABLE SHOWS THE RESPONDENTS BASED ON PROMOTION

Satisfaction Level Poor Ok Good Very Good Out-Standing Total

No. of Respondents 20 25 30 10 15 100

Percentage 20 25 30 10 15 100

CHART NO: 7 CHART SHOWS THE RESPONDENTS BASED ON PROMOTION

120

THE RESPONDENTS BASED ON PROMOTION

100 80 60 100100 40 20 20 20 0 25 25 No. of Respondents Percentage 30 30 10 10 15 15

Satisfaction Level

INFERENCE: From the above table it can be inferred that 42% of the employees are satisfied with the promotion. 24% of the employees are neutral with the promotion. 20% of the employees are highly satisfied with the promotion. 8% of the employees are dissatisfied with the promotion. 6% of the employees are highly dissatisfied with the promotion.

TABLE NO: 8 TABLE SHOWS THE RESPONDENTS BASED ON MOTIVATION

Satisfaction Level Poor Ok Good Very Good Out-Standing Total

No. of Respondents 30 35 20 10 5 100

Percentage 30 35 20 10 5 100

CHART NO: 8 CHART SHOWS THE RESPONDENTS BASED ON MOTIVATION

120

THE RESPONDENTS BASED ON MOTIVATION

100 80 60 100100 40 20 0 No. of Respondents Percentage 30 30 35 35 20 20 10 10 5 5

Satisfaction Level

INFERENCE: From the above table it can be inferred that 40% of the employees satisfied that they are motivated to perform better. 30% of the employees neutral that they are motivated to perform better. 20% of the employees dissatisfied that they are motivated to perform better. 6% of the employees highly satisfied that they are motivated to perform better. .

TABLE NO: 9 TABLE SHOWS THE RESPONDENTS BASED ON TRAINNING PROGRAMME

Satisfaction Level Poor Ok Good Very Good Out-Standing Total

No. of Respondents 14 33 43 10 100

Percentage 14 33 43 10 100

CHART NO: 9 CHART SHOWS THE RESPONDENTS BASED ON TRAINNING PROGRAMME

120 100 80 60

THE RESPONDENTS BASED ON TRAINNING PROGRAMME

100100 40 20 14 14 0 43 43 10 10 0 0 No. of Respondents Percentage 33 33

Satisfaction Level

INFERENCE: From the above table it can be inferred that 46% of the employees are neutral with training programmed, 32% of the employees are satisfied with training programmed, 14% of the employees are dissatisfied with training programmed. 8% of the employees are highly satisfied with training programmed

FINDINGS

FINDINGS
The majority of the employees are 35-45 these employees are getting 40%

72% of the employees are satisfied and 10% of the employees are highly dissatisfied with the rewards.

26% of the employees are neutral and 28% of the employees are highly

34% of the employees are satisfied and 36%of the employees are dissatisfied with the bonus

.84% of the employees are highly satisfied,44% employees are dissatisfied for the overall satisfaction in this organization and 16% highly satisfied.

SUGGESTIONS

SUGGESSION

Organization can provide improvise promotion to the employees on the basis of performance.

Selection of right man for right job.

Provide a good working environment condition to supervisor.

Provide organization structure.

Organization can provide bonus to its employees to inculcate positive attitude among.

Training programs can be made more interactive with more emphasis being laid on off-the-job training.

Organization can provide canteen facility to its employees.

Improve the communication level of supervisor.

CONCLUSION

CONCLUSION

Job satisfaction is an integral component of organizational health and important element relations. The level of job satisfaction seems to have some relation with various aspects of work behavior such accidents, absenteeism, turnover and productivity. Several situations have revealed varying degree of relationship between job satisfaction and their factors of behavior is the cause or effect of job satisfaction is not clear. Most of the supervisor shows the low satisfaction with their job. My final conclusion that, the level of job satisfaction has to be improved to bring the betterment of the organization. Based on my survey, I conclude that the employees are satisfied in their job and also they are satisfied with the facilities provided by the company.