A

PROJECT REPORT
ON
JOB SATISFACTION IN BMD PVT. LTD.,
BHILWARA
Master of Business Administration
Submitted By:
Submitted
To:-
1

2
ACKNOWLEDGEMENT
First of all, I would like to pay my heartiest thanks to Mr. M. P. Pareekh (Head of
HRD) BMD P! "!D for his #reat assistan$e to me in $arryin# forward of my tasks.
%ithout his essential #uidan$e and $ooperation, it wouldn&t 'e possi'le for me to perform so
well in the trainin# and to pay re#ards to all the staff $oordinators who $onstantly supported
me in the workin# of my performan$e durin# summer trainin#.
I am also #rateful to the honora'le i$e Prin$ipal ((.P. )ada*), H+D and fa$ulty of Ra,asthan
-ni*ersity. I thank them with all sin$erity for their *alua'le assistan$e, #uidan$e and support.
I would also like to e.press my de*oted thanks to all my friends for un'ounded support to
make this pro,e$t a reality. My last 'ut not the least #ratitude #oes to all the respondents who
e.tend their $o/operation in $ompletion of this pro,e$t su$$essfully.
Roll.0o./
Date 1
Pla$e 1
3
EXECUTIVE SUMMARY
In today&s $orporate and $ompetiti*e world, I find that te.tile se$tor has the ma.imum #rowth
and potential as $ompared to the other se$tors. !e.tile has the ma.imum #rowth rate of 23/
425 while other se$tor has ma.imum 63/625 of #rowth rate. !his #rowth potential attra$ts
me to enter in this se$tor and BDM has #i*en me the opportunity to work and #et e.perien$e
in hi#hly $ompetiti*e and enhan$in# se$tor.
!he su$$ess story of #ood market share of different market or#ani7ations depends
upon the a*aila'ility of the produ$t and ser*i$es near to the $ustomer, whi$h $an 'e
distri'uted throu#h a distri'ution $hannel.
4
S.NO. PARTICULARS PAGE NO.
1 INTRODUCTION TO THE TOPIC 5
2 INTRODUCTION TO THE
ORGANIZATION.
8
3 RESEARCH METHODOLOGY
Intr!"#t$n
T$t%& ' (t"!)
O*+&#t$,& ' (t"!)
T)-& ' r&(&.r#/
S.0-%& S$1& .n! 0&t/!( ' (&%&#t$n2
(.0-%&
D.t. C%%&#t$n
L$0$t.t$n( ' St"!)
55
3 ANALYSIS AND INTERPRETATIONS 58
5 SWOT 42
5 FACTS AND FINDINGS 43
4 CONCLUSION 45
8 RECOMMENDATION AND SUGGESTION 45
6 APPENDIX 46
17 BIBLIOGRAPHY 82
5
INTRODUCTION INDIAN TEXTILE
Indian !e.tile industry has a *ery lon# history sin$e times immemorial
it o$$upied a pla$e of pride. Indian $loths were famous for their 8uality and superiority.
Howe*er the $omin# of the British rule $han#ed the s$enario. !he industry was tuned to ser*e
the British interests. !he independen$e of the $ountry and the de*elopment pro$ess 'e#an
resultin# in the reor#ani7ation of the industry. +ld units were moderni7ed and the new unit
were started. 9t present this is the most or#ani7ed industry in India.
In the modern times, in the ninth $entury in :;:;, the first $otton mill
named as Bowerah <otton Mills was set up durin# British re#ime at Fort =loster near
<al$utta. !hen in :;2>, Bom'ay ?pinin# mills was esta'lished in (Mum'ai) and after that in
9hemda'ad whi$h is $alled as @Man$hester of IndiaA the first mill was set up in :;2B. !he
use of natural fi'ers like $otton, silk, wool, and ,ute $ontinues. 0ow man made fi'er ha*e
also assumed importan$e.
!he $ountry has nearly one thousand te.tile mills pro*idin# employment to
a'out one million people. It&s unor#ani7ed and de$entrali7ed te.tile se$tor is also *ery *ast.
!he industry is its stru$ture.
!e.tile a$$ount for :>5 of industrial produ$tion and around
C35 of its e.port earnin#s. 9round C2 million people are dire$tly employed in the te.tile
manufa$turin# a$ti*ities. !he te.tile poli$y of 6333 aims at a$hie*in# the tar#et of te.tile and
apparel e.ports of -? D 62 'illion 'y 63:3 of whi$h the share of #arments will 'e -? D 62
'illion. !he main markets for Indian !e.tile and apparels are -?9, -E, -9F, =ermany,
Fran$e, Italy, Russia, <anada, Ban#ladesh and (apan.
9t present India has the se$ond lar#est spinnin# $apa$ity and
ranks amon# the world&s lar#est produ$ers of $otton, $otton yarn, and man made fi'ers and
filament yarnsG it also has a lar#e domesti$, fa'ri$ supply.
!here has 'een a stru$ture shift takin# pla$e in the #lo'al te.tile
industry with $apa$ities mo*in# from hi#h $ost de*eloped e$onomies to the de*elopin#
$ountries. !he end of the 8uota restri$tions with the dismantlin# of Multi fi're a#reement in
6332 further 9$$enture this has added further #rowth opportunity for $ost effi$ient Indian
Players who ha*e the s$ale and produ$e 8uality produ$ts.
6
Be$ause of the liftin# up of the import restri$tions of the multi fi'er
arran#ement (MF9) sin$e :
st
(anuary 6332 under the world !rade +r#ani7ation (%!+)
a#reement on te.tile and $lothin#, the market has 'e$ome $ompetiti*e on $loser look
howe*erG it sounds an opportunity 'e$ause 'etter material will 'e possi'le with the traditional
inputs so far a*aila'le with the Indian Market.
India has natural ad*anta#e, whi$h $an 'e $apitali7ed on stron# raw material
'ase $otton, man/made fi'ers, ,ute silk, lar#e produ$tion $apa$ity (spinnin#/6:5 of world
$apa$ity and wea*in#/CC5 of world $apa$ity).
!he industry e.pe$ts in*estment of Rs.:>3333 $orer in this se$tor in
the post/MF9 phase. 9 *ision 63:3 for te.tile formulated 'y the #o*ernment after intensi*e
intera$tion with the industry and e.port promotion $oun$ils to $anali7e on the up'eat mood
aims to in$rease India&s share in world te.tile trade from the $urrent >5 to ;5 'y 63:3 and
to a$hie*e e.port *alue of -? D 23 'illion 'y 63:3. ision 63:3 for te.tile en*isa#es #rowth
in Indian te.tile e$onomy from the $urrent -? D CH 'illion to D ;2 'illion 'y 63:3G $reation of
:6 million new ,o's in the te.tile se$tor and moderni7ed and $onsolidation for $reatin# a
#lo'ally $ompetiti*e te.tile industry.
!he future of te.tile industry in India will 'e ama7in# if we $ontinuously
impro*e o*er 8uality and #i*e proper attention towards resear$h and de*elopment and we $an
take lead of the world te.tile market. %e ha*e to a$$ept the fa$t that no or#ani7ation is too
lar#e or too powerful to 'e @unsinka'leA. In a rapidly $han#in# 'usiness en*ironment
$ompanies whi$h do not $han#e disappear without a tra$e. <han#e and adaption is must for
#rowth and prosperity. Reali7in# the need of the hour *arious #roups and indi*iduals shifted
their fo$us of 'usiness rather than $ontinuin# in the same manner. +ne amon#st them was
?hri "a.mi 0iwas (hun,hunwala the founder of "0( Bhilwara =roup.


7
INTRODUCTION OF COMPAN

Board of Dir!"or#
<hairman Mr. ?hekhar 9#arwal
Dire$tors Mr. Ra*i (hun,hunwala
F.e$uti*e Dire$tor Mr. ?hantanu 9#arwal
F$"$r P%a&#
!o introdu$e new te$hnolo#ies I
'roaden produ$t ran#e
F.tendin# *alue $hain to $ut I sew
operations.
F.tend Market <o*era#e to new
territories
A!'i()&"#
9$$redited with !? :4B>B <ertifi$ation
9ward of F.$ellen$e from !ata (ohnson
<ontrols for outstandin# supplier for the
year 6336/3C
9ward of F.$ellen$e from Erishna
Maruti for o*erall outstandin#
performan$e for the year 6332/34



Prod$!" Ra&*
Automotive Furnishing Fabric
Decorative Furnishing Fabric
Contract Furnishing
Flame Retardant fabric
Technical Tetiles
!ir Teturised "arn # $re% & D%ed

'

Do++, Ja!-$ard War./&i"



Cir!$%ar /&i" F%a) R"ard&"

Do)#"i!
?upplyin# to leadin# =lo'al +FMs manufa$turers in$ludin#1




(


E0.or" D#"i&a"io&#
!ustralia
)outh !frica
*uro+e

No& 1 A$"o)o"i(
Multiplexes
Auditorium
Rail,a%s
)hi+s
!ircrafts
!fter -ar.et

Te!"no#o$y :

!he Plant is fully inte#rated with state/of/the/art manufa$turin# fa$ilities $onsistin# of air
te.turisin#, yarn dyein#, warpin#, do''y I ,a$8uard wea*in#, warp, $ir$ular, I flat knittin#,
dou'le ras$hel, wo*en *elour, pro$essin#, finishin# I lamination.
!he $ompany has also set up state/of/the/art <9DJ<9M desi#nin# system. It has fully
supported and well e8uipped la'oratory for 8uality $ontrol and maintenan$e of international
standards in manufa$turin#. !he $ompany has se$ured !? :4B>B $ertifi$ation from Det
0orske eritas, !he 0etherlands. !he $ompany is in the pro$ess of implementin# !otal
Kuality Mana#ement (!KM) and Fnterprise Resour$e Plannin# (FRP).
!he $ompany $an offer wide ran#e of foam laminatedJunlaminated fa'ri$s in
warpJ$ir$ularJflat knitted and ,a$8uardJdo''y wea*in# to meet the spe$ifi$ re8uirements of
automoti*e $ustomers and offers flame retardant fa'ri$, water repellent fa'ri$ and anti/
'a$terial fa'ri$.
1/
%a&" D"ai%
Lo!a"io& B.n(8.r., R.+.(t/.n 9In!$.:
La&d 1,84,777 (;. 0tr(
Fa!"or, Ara 37,777 S;. 0tr(.
E).%o,)&" 577
E#"a+%i#'d 1664
Prod$!"io& Ca.a!i",
A$r T&<t"r$(&! =.rn 2777 MT -&r .nn"0
F.*r$# 4.2 M&t&r(
Prod$!"io& Fa!i%i"i#
A$r T&<t"r$($n2 =.rn D)&$n2
P$&#& !)&$n2 W.r-$n2
J.#;".r! W&.,$n2 D**) W&.,$n2
W.r- >n$tt$n2 C$r#"%.r >n$tt$n2
F%a" Cir!$%ar /&i""i&* Do$+% Ra#!'%
Wo(& 2%o$r H&.t (&tt$n2
C.t$n2 R.$($n2 ? S/&.r$n2
F%.0& L.0$n.t$n


11
GROSS TURNOVER BY MARKET (IN LAKH)
Parti$ular 6334/3H 633H/3; 633;/3B
(4/Month)
!urno*er 246:.6> B>>:.B> ;23:.C6
BDM e.ports its yarn and fa'ri$ to o*er H3 $ountries a$ross the #lo'e, <hart shows the
performan$e of the $ompany in its key markets1
?F=MF0!/%I?F +R PR+D-<!/%I?F PFRF+RM90<F
!he <ompany is en#a#ed primarily in the 'usiness of syntheti$
'lended yarn and a$$ordin#ly the se#ment/wise or produ$t/wise information is not re8uired.
!he <ompany $ontinues to impro*e its performan$e as $ompared to the pre*ious reported
periods. !he efforts of the mana#ement in impro*in# the operational performan$e 'y
impro*in# produ$t mi., $ontrollin# operatin# $ost and 'etter operational effi$ien$ies, has
paid well and has resulted in impro*ed operational performan$e.
12
YARN BUSINESS~
BDM offers one of the 'roadest ran#e of produ$ts, in terms of
fi'er 'lends, $ounts and shades. Fi'ers pro$essed 'y the <ompany, in$lude polyester, *is$ose,
a$ryli$, $otton, wool, rayon, silk, polyamide and linen. In addition, the <ompany produ$es a
ran#e of spe$ialty produ$ts made out of 'oth unorthodo. fi'ers, e.#. soya protein and
'am'oo, and 'randed fi'ers su$h as ten$el and ly$ra. Many of these types of yarn ha*e
fun$tional 8ualities L flame resistant, anti/'a$terial, anti/stati$, odor pre*enti*e and -
prote$ti*e. !hese are ni$he produ$ts and the <ompany e.pe$ts their market
si7e to in$rease in the future.
Grey Yarn~
=rey yarn is produ$ed usin# 'lends to different syntheti$ fi'ers,
su$h as polyester and *is$ose, 'lends of syntheti$ and natural fi'ers, and pure $ottons. Durin#
633;/3B, BDM added 6>,333 spindles of polyester $otton 'lended yarns at its Ehari#ram
unit. Manufa$turin# of :335 *is$ose yarn at the Risha'hde* plant and open end rotors at
the Banswara unit pur$hased durin# 6334/3H, also a$hie*ed full produ$tion le*els durin# the
year. Durin# the pre*ious year, the <ompany had di*ersified into manufa$turin# :335 $otton
yarn. In 633;/3B, spindles under :335 $otton yarn in$reased mar#inally to >>,333, takin# the
total $apa$ity of =rey yarn to:,4>,333 spindles %ith in$reased produ$ti*ity and produ$tion
$apa$ity, the o*erall turno*er of =rey yarn in$reased 'y :25.
Dyed Yarn
Dyed yarn is produ$ed at the <ompanyMs =ula'pura and Rin#as
plants. !hese are relati*ely hi#her *alue/added produ$ts, and made a$$ordin# to $ustomer
spe$ifi$ations of 'lend, $ounts and shades. BDM has a$apa$ity of around B6,333 spindles for
Dyed ?yntheti$ yarn. It has 'e$ome one of the lar#est manufa$turers of Melan#e yarn in the
$ountry with C3,333 spindles. Durin# the year, Melan#e yarn sales in$reased 'y :6.3C5
Fabri and Gar!en"# B$#ine##~
!he <ompany manufa$tures a ran#e of 'lended suitin# fa'ri$
and has a si#nifi$ant presen$e in the domesti$ market with itsMayur 'rand. 9part from this,
the se#ment in$ludes a new #arments unit in Ban#alore and a fa'ri$ pro$essin# plant in
Mordi (Ra,asthan). Durin# 633H/3;, re*enues for this 'usiness $ame down from Rs. ::H
$orer in 6334/3H, to Rs. :3H $rore in 633H/3;.
13
Fabri~
BDM 'elie*es that there is a hu#e potential for this 'usiness
in the new market s$enario and has plans to strate#i$ally mo*e to the hi#her *alue/added
produ$ts in Fa'ri$. !he <ompany e.pe$ts si#nifi$ant #ains from this mo*e and has plans to
further ramp/up the fa'ri$ manufa$turin# $apa$ity. !o #i*e a 8uantum 'oost to these
initiati*es, BDM si#ned/up with Sa%!an K&an, one of the most popular a$tors in the Hindi
film industry, as the 'rand am'assador for its Mayur ran#e of suitin#&s and shirtin#&s.
Gar!en"#~
Durin# the year, the <ompany s$aled up the $ommer$ial
produ$tion in its new #arment fa$ility in Ban#alore. !he =arments 'usiness is a new area for
your <ompany and e*en as we are #oin# throu#h an initial phase of ad,ustin# to the different
nature of $ompetition in terms of timelines and e.e$ution, the performan$e of the unit durin#
the year was satisfa$tory.
!he unit has 'een rampin#/up well and has seen si#nifi$ant
impro*ement in its effi$ien$y le*els durin# the year. !he 'usiness has a stron# order 'ook
position and the <ompany e.pe$ts a healthy pay/'a$k from the =arments 'usiness in the
future.
Deni!~
Durin# the pre*ious year, BDM had de$ided to enter the Denim
Fa'ri$ manufa$turin# 'usiness, in line with its strate#y to mo*e to hi#her *alue/added
se#ments for wider/'ased #rowth in the future. %ithin the $ate#ory, your <ompany plans to
fo$us on produ$in# hi#h/end ?pe$ialty Denim fa'ri$, whi$h has 'etter reali7ation and
demand in the international market.
!he state/of/the/art denim manufa$turin# fa$ility, with an
in*estment of Rs. :22 $rore, will $ome up at its e.istin# plant lo$ation in Mordi, and ha*e a
$apa$ity of 6H million meters per annum.
9B+-! !HF PR+D-<!
14
Mayur ?uitin# is a premium 'rand, and has 'een a pro*en,
all/time fa*orite of a #ala.y of stars. Produ$ed at the
=ula'pura unit of R.?.%.M "imited, Mayur has 'een
deli*erin# the 'est to meet the e*er/#rowin# demands of
the <lothin# and Fashion industry, in the domesti$ as well
as the international markets.
In re$ent years, BDM has restru$tured its 'usiness portfolio and is today seen as a te.tile
$ompany manufa$turin# and marketin# fa'ri$s and ready/to/wear $lothin# under its own
'rands.9 *erti$ally inte#rated plant, Mayur has ultra/modern produ$tion fa$ilities to $on*ert
fi'er to fa'ri$s usin# state/of/the/art ma$hinery imported from (apan, =ermany, ?wit7erland
and Italy. ?trin#ent 8uality $he$ks at e*ery sta#e and pro$ess ena'led Mayur to 'a# the
presti#ious I?+ B33: $ertifi$ation.
%hile the $ompany lays uniform stress on all fundamental aspe$ts su$h as e.$eptional 8uality,
$ontemporary desi#ns and $ost/friendliness for produ$ts under all its 'rands.Mayur is
indisputa'ly a hi#h 8uality, hi#h 8uality *alue and $ontemporary premium fa'ri$Ms 'rand.
Mayur has si#nifi$ant fa'ri$ 'rand presen$e in the domesti$ market and is reputed for its finish
and 8uality.
M9)-R "9-0<HF? R9!9I" <H9I0
Mayur $ele'reted another milestone in its lon# history 'y laun$hin an
e.e$uti*e $hain of retailsores 'randed mayur $ompany outlet (M<+) Mayur is tar#etin# rural
I semi ur'an markets eth population ran#in# 'etween one Ifi*e la$s. !he $ompany is
planin# to roll out the outlets from ,une, 633; at udaipur ,'hilwara,farida'ad ,sa#ar, ali#rah ,
a#ra , haridwar ,sawai madhopur, #an#apur , ,aipur I ratlam.
15
M<+ will offer its $ustomers a superior shopin# e.perien$eG the ri#ht
produ$t mi. of suitin# ,shirtin# ,safari,denim,flame,retardant,furnished I #arments G
#uranteed 8uality I unmat$hed *alue for money ( e.pressed in the pun$h line @ B9DI)9
099M ,9NIB D99M @). Furthermore in Lshop tailorin# will 'e pro*ided , ensurin# 'etter
I timely ser*i$e to $ustomer .
By 63:3,mayur will ha*e a network of o*er :33 a$roos $ountry.
9 R90=F F+R 9""
!he $ompany manufa$tures o*er hundreds of desi#n/shade $om'inations and in solids ea$h
year in *arious 'lends. !hese in$lude PolyesterJis$ose J %ool, Polyester J "y$ra, polyesterJ
!ensely, PolyesterJ"inen amon# others. 9n enli*enin# 'lend of e.posure to #lo'al fashion
trends and e.pertise ensures that we are a'reast of and pioneerin#, Inno*ati*e future trends.
Dressin# in India is oo7in# with freshness. !hanks to an unparalleled rise in disposa'le in$ome
le*els, in$reased media e.posure of fashions and a #rowin# tenden$y towards self/indul#en$e.
!he e*iden$e is there for a:: to see / a ne*er/'efore influ. of international and domesti$
produ$ts and 'rands in 'oth formal and $asual wear. !he Indian $ustomer not only has 'e$ome
dis$ernin# 'ut also has an astonishin#ly wide ran#e to $hoose from. 9nd, we at Mayur are
determined to ensure that we $on tri'ute to this $hoi$e and $ontinue to make a mark.

'r(d$"#)
!he Banswara unit manufa$tures the followin# produ$t ran#e1
=rey
?pe$ialty yarn
Fun$tional yarn
Brand ?pe$ialties
Re#ular Produ$ts
<otton :335
*$a%i"y~
16
!he Banswara unit $o*erin# new set of instruments to a$8uire I?+ a$$reditation
in :BB>. It also re$ei*ed the presti#ious I?JI?+ B33:J6333 Kuality Mana#ement ?ystem
<ertifi$ation in 6336.
In+ra#"r$"$re~
!he unit lo$ated :H3 km. from -daipur, Ra,asthan is spread o*er :62
a$res. +*er 6333 en#ineers, te$hni$ians and other skilled employees staff the unit. ?ome
te$hni$al information and $apa'ilities of the plant are
#i*en 'elow1
Produ$tion $apa$ity L si7e of the unit C;3C33 in s8. meters (!otal "and 9rea)
Fmployed ?killed L 6333 nos.
?emi ?killed L C32 nos.
0o. of ?pindles/;HHB6
)arn/C6;23 M!J 9nnum


17
%OB SATISFACTION
INTRODUCTION
0ob satisfaction is not the same as motivation1 2t is
more if an attitude3 an internal state of the +erson concerned1 2t could3 for
eam+le3 be associated ,ith a +ersonal feeling of achievement1
0ob satisfaction is an individual4s emotional reaction
to the 5ob itself1 2t is his attitude to,ards his 5ob1
De&nitions:
60ob satisfaction does not seem to reduce absence3 turnover and +erha+s
accident rates71
#Robert 81 9ahn
60ob satisfaction is a general attitude to,ards one4s 5ob: the di;erence
bet,een the amount of re,ard ,or.ers receive and the amount the%
believe the% should receive17
#<1 Robbins
0ob satisfaction de=nes as 6The amount of over all +ositive a;ect >or
feeling? that individuals have to,ard their 5obs17
#@ugh 01 !rnold and Daniel C1 Feldman
60ob satisfaction is the amount of +leasure or contentment associated
,ith a 5ob1 2f %ou li.e %our 5ob intensel%3 %ou ,ill e+erience high 5ob
satisfaction1 2f %ou disli.e %our 5ob intensel%3 %ou ,ill e+erience 5ob
dissatisfaction17
A% !ndre, 0 DuArins3
The +ractice of su+ervision3 Be, Delhi
1'
0ob satisfaction is one +art of life satisfaction1 The environment inCuences
the 5ob1 )imilarl%3 since a 5ob is im+ortant +art of life3 5ob satisfaction
inCuences one4s general life satisfaction1 -anager ma% need to monitor
not onl% the 5ob and immediate ,or. environment but also their
em+lo%ees attitudes to,ards other +art of life1

0DA F!-28"
<D82T2C) 82F* 8*2)ER*
1(
R*8!T*D *8*-*BT DF 82F* )!T2)F!CT2DB
@uman life has become ver% com+le and com+leted in no,#a#da%s1 2n
modern societ% the needs and reFuirements of the +eo+le are ever
increasing and ever changing1 Ghen the +eo+le are ever increasing and
ever changing3 ,hen the +eo+les needs are not ful=lled the% become
dissatis=ed1 Dissatis=ed +eo+le are li.el% to contribute ver% little for an%
+ur+ose1 0ob satisfaction of industrial ,or.ers us ver% im+ortant for the
industr% to function successfull%1 !+art from managerial and technical
as+ects3 em+lo%ers can be considered as bac.bone of an% industrial
develo+ment1 To utiliHe their contribution the% should be +rovided ,ith
good ,or.ing conditions to boost their 5ob satisfaction1 !n% business can
achieve success and +eace onl% ,hen the +roblem of satisfaction and
dissatisfaction of ,or.ers are felt understood and solved3 +roblem of
eIcienc% absenteeism labour turnover reFuire a social s.ill of
understanding human +roblems and dealing ,ith them scienti=c
investigation serves the +ur+ose to solve the human +roblems in the
industr%1
a? <a%1
b? The ,or. itself1
c? <romotion
d? The ,or. grou+1
e? Gor.ing condition1
f? )u+ervision1
PA
Gages do +la% a signi=cant role in determining of satisfaction1 <a% is
instrumental in ful=lling so man% needs1 -one% facilities the obtaining of
2/
food3 shelter3 and clothing and +rovides the means to en5o% valued leisure
interest outside of ,or.1 -ore over3 +a% can serve as s%mbol of
achievement and a source of recognition1 *m+lo%ees often see +a% as a
reCection of organiHation1 Fringe bene=ts have not been found to have
strong inCuence on 5ob satisfaction as direct ,ages1
T'( )OR* ITS(+F
!long ,ith +a%3 the content of the ,or. itself +la%s a ver% ma5or role in
determining ho, satis=ed em+lo%ees are ,ith their 5obs1 A% and large3
,or.ers ,ant 5obs that are challengingJ the% do ,ant to be doing mindless
5obs da% after da%1 The t,o most im+ortant as+ect of the ,or. itself that
inCuence 5ob satisfaction are variet% and control over ,or. methods and
,or. +lace1 2n general3 5ob ,ith a moderate amount of variet% +roduce the
most 5ob satisfaction1 0obs ,ith too little variet% cause ,or.ers to feel
bored and fatigue1 0obs ,ith too much variet% and stimulation cause
,or.ers to feel +s%chologicall% stressed and Kburnout41

PROMOTION
<romotional o++ortunities have a moderate im+act on 5ob satisfaction1 !
+romotion to a higher level in an organiHation t%+icall% involves +ositive
changes 2 su+ervision3 5ob content and +a%1 0obs that are at the higher
level of an organiHation usuall% +rovide ,or.ers ,ith more freedom3 more
challenging ,or. assignments and high salar%1
SUP(R,ISION
T,o dimensions of su+ervisor st%le:
21
11 *m+lo%ee centered or consideration su+ervisors ,ho establish a
su++ortive +ersonal relationshi+ ,ith subordinates and ta.e a +ersonal
interest in them1
21 The other dimension of su+ervisor% st%le inCuence +artici+ation in
decision ma.ing3 em+lo%ee ,ho +artici+ates in decision that a;ect their
5ob3 dis+la% a much higher level of satisfaction ,ith su+ervisor an the
overall ,or. situation1
)OR* -ROUP
@aving friendl% and co#o+erative co#,or.ers is a modest source of 5ob
satisfaction to individual em+lo%ees1 The ,or.ing grou+s also serve as a
social su++ort s%stem of em+lo%ees1 <eo+le often used their co#,or.ers as
sounding board for their +roblem of as a source of comfort1
)OR* CONDITION
The em+lo%ees desire good ,or.ing condition because the% lead to
greater +h%sical comfort1 The ,or.ing conditions are im+ortant to
em+lo%ees because the% can inCuence life outside of ,or.1 2f +eo+le are
reFuire to ,or. long hours and L or overtime3 the% ,ill have ver% little felt
for their families3 friends and recreation outside ,or.1
Determinants of .ob satisfa!tion:
Ghile anal%Hing the various determinants of 5ob satisfaction3 ,e have to
.ee+ in mind that: all individuals do no derive the same degree of
satisfaction though the% +erform the same 5ob in the same 5ob
environment and at the same time1 Therefore3 it a++ears that besides the
nature of 5ob and 5ob environment3 there are individual variables ,hich
22
a;ect 5ob satisfaction1 Thus3 all those factors ,hich +rovide a =t among
individual variables3 nature of 5ob3 and situational variables determine the
degree of 5ob satisfaction1 8et us see ,hat these factors are1
23
Indi/idua# fa!tors:
2ndividuals have certain e+ectations from their 5obs1 2f their e+ectations
are met from the 5obs3 the% feel satis=ed1 These e+ectations are based
on an individual4s level of education3 age and other factors1
+e/e# of edu!ation:
8evel of education of an individual is a factor ,hich determines the degree
of 5ob satisfaction1 For eam+le3 several studies have found negative
correlation bet,een the level of education3 +articularl% higher level of
education3 and 5ob satisfaction1 The +ossible reason for this +henomenon
ma% be that highl% educated +ersons have ver% high e+ectations from
their 5obs ,hich remain unsatis=ed1 2n their case3 <eter4s +rinci+le ,hich
suggests that ever% individual tries to reach his level of incom+etence3
a++lies more Fuic.l%1
A$e:
2ndividuals e+erience di;erent degree of 5ob satisfaction at di;erent
stages of their life1 0ob satisfaction is high at the initial stage3 gets
graduall% reduced3 starts rising u+to certain stage3 and =nall% di+s to a
lo, degree1 The +ossible reasons for this +henomenon are li.e this1 Ghen
individuals 5oin an organiHation3 the% ma% have some unrealistic
assum+tions about ,hat the% are going to drive from their ,or.1 These
assum+tions ma.e them more satis=ed1 @o,ever3 ,hen these
assum+tions fall short of realit%3 5ob satisfaction goes do,n1 2t starts rising
again as the +eo+le start to assess the 5obs in right +ers+ective and
correct their assum+tions1 !t the last3 +articularl% at the fag end of the
career3 5ob satisfaction goes do,n because of fear of retirement and
future outcome1
24
Ot"er fa!tors:
Aesides the above t,o factors3 there are other individual factors ,hich
a;ect 5ob satisfaction1 2f an individual does not have favourable social and
famil% life3 he ma% not feel ha++% at the ,or.+lace1 )imilarl%3 other
+ersonal +roblems associated ,ith him ma% a;ect his level of 5ob
satisfaction1 <ersonal +roblems associated ,ith him ma% a;ect his level of
5ob satisfaction1
Nature of .ob:
Bature of 5ob determines 5ob satisfaction ,hich is in the form of
occu+ation level and 5ob content1
O!!u0ation #e/e#:
@igher level 5obs +rovide more satisfaction as com+ared to lo,er levels1
This ha++ens because high level 5obs carr% +restige and status in the
societ% ,hich itself becomes source of satisfaction for the 5ob holders1
For eam+le3 +rofessionals derive more satisfaction as com+ared to
salaried +eo+le: factor% ,or.ers are least satis=ed1
%ob !ontent:
0ob content refers to the intrinsic value of the 5ob ,hich de+ends on the
reFuirement of s.ills for +erforming it3 and the degree of res+onsibilit% and
gro,th it o;ers1 ! higher content of these factors +rovides higher
satisfaction1 For eam+le3 a routine and re+etitive lesser satisfactionJ the
degree of satisfaction +rogressivel% increases in 5ob rotation3 5ob
enlargement3 and 5ob enrichment1
25
26
Situationa# /ariab#es:
)ituational variables related to 5ob satisfaction lie in organiHational
contet M formal and informal1 Formal organiHation emerges out of the
interaction of individuals in the organiHation1 )ome of the im+ortant
factors ,hich a;ect 5ob im+ortant factors ,hich a;ect 5ob satisfaction are
given belo,:
11 )or1in$ !onditions:
Gor.ing conditions3 +articularl% +h%sical ,or. environment3 li.e conditions
of ,or.+lace and associated facilities for +erforming the 5ob determine 5ob
satisfaction1 These ,or. in t,o ,a%s1 First3 these +rovide means 5ob
+erformance1 )econd3 +rovision of these conditions a;ects the individual4s
+erce+tion about the organiHation1 2f these factors are favourable3
individuals e+erience higher level of 5ob satisfaction1
21 Su0er/ision:
The t%+e of su+ervision a;ects 5ob satisfaction as in each t%+e of
su+ervisionJ the degree of im+ortance attached to individuals varies1 2n
em+lo%ee#oriented su+ervision3 there is more concern for +eo+le ,hich is
+erceived favourabl% b% them and +rovides them more satisfaction1 2n 5ob
oriented su+ervision3 there is more em+hasis on the +erformance of the
5ob and +eo+le become secondar%1 This situation decreases 5ob
satisfaction
1
32 (3uitab#e re4ards:
The t%+e of lin.age that is +rovided bet,een 5ob +erformance and re,ards
determines the degree of 5ob satisfaction1 2f the re,ard is +erceived to be
based on the 5ob +erformance and eFuitable3 it o;ers higher satisfaction1
2f the re,ard is +erceived to be based on considerations other than the 5ob
+erformance3 it a;ects 5ob satisfaction adversel%1
27

41 O00ortunity:
2t is true that individuals see. satisfaction in their 5obs in the contet of 5ob
nature and ,or. environment b% the% also attach im+ortance to
o++ortunities for +romotion that these 5ob o;er1 2f the +resent 5ob o;ers
o++ortunit% of +romotion is lac.ing3 it reduces satisfaction1
11 )or1 $rou0: 2ndividuals ,or. in grou+ either created formall% of
the% develo+ on their o,n to see. emotional satisfaction at the
,or.+lace1 To the etent such grou+s are cohesiveJ the degree of
satisfaction is high1 2f the grou+ is not cohesive3 5ob satisfaction is
lo,1 2n a cohesive grou+3 +eo+le derive satisfaction out of their
inter+ersonal interaction and ,or.+lace becomes satisf%ing leading
to 5ob satisfaction1
(5e!t of %ob Satisfa!tion
0ob satisfaction has a variet% of e;ects1 These e;ects ma% be seen in the
contet of an individual4s +h%sical and mental health3 +roductivit%3
absenteeism3 and turnover1
P"ysi!a# and Menta# 'ea#t":
The degree of 5ob satisfaction a;ects an individual4s
+h%sical and mental health1 )ince 5ob satisfaction is a t%+e of mental
feeling3 its favourableness or unfavourablesness a;ects the individual
+s%chologicall% ,hich ultimatel% a;ects his +h%sical health1
2'
For eam+le3 8a,ler has +ointed out that drug abuse3 alcoholism and
mental and +h%sical health result from +s%chologicall% harmful 5obs1
Further3 since a 5ob is an im+ortant +art of life3 5ob satisfaction inCuences
general life satisfaction1 The result is that there is s+illover e;ect ,hich
occurs in both directions bet,een 5ob and life satisfaction1
Produ!ti/ity:
There are t,o vie,s about the relationshi+ bet,een 5ob satisfaction
and +roductivit%:
11 ! ha++% ,or.er is a +roductive ,or.er3
21 ! ha++% ,or.er is not necessaril% a +roductive ,or.er1
The =rst vie, establishes a direct cause#e;ect relationshi+ bet,een 5ob
satisfaction and +roductivit%J ,hen 5ob satisfaction increases3 +roductivit%
increasesJ ,hen satisfaction decreases3 +roductivit% decreases1 The basic
logic behind this is that a ha++% ,or.er ,ill +ut more e;orts for 5ob
+erformance1 @o,ever3 this ma% not be true in all cases1
For eam+le3 a ,or.er having lo, e+ectations from his 5obs ma% feel
satis=ed but he ma% not +ut his e;orts more vigorousl% because of his lo,
e+ectations from the 5ob1 Therefore3 this vie, does not e+lain full% the
com+le relationshi+ bet,een 5ob satisfaction and +roductivit%1
The another vie,: That is a satis=ed ,or.er is not necessaril% a +roductive
,or.er e+lains the relationshi+ bet,een 5ob satisfaction and +roductivit%1
Narious research studies also su++ort this vie,1
2(
This relationshi+ ma% be e+lained in terms of the o+eration of t,o
factors: e;ect of 5ob +erformance on satisfaction and organiHational
e+ectations from individuals for 5ob +erformance1 11 0ob +erformance
leads to 5ob satisfaction and not the other ,a% round1 The basic factor for
this +henomenon is the re,ards >a source of satisfaction? attached ,ith
+erformance1 There are t,o t%+es of re,ardsintrinsic and etrinsic1 The
intrinsic re,ard stems from the 5ob itself ,hich ma% be in the form of
gro,th +otential3 challenging 5ob3 etc1 The satisfaction on such a t%+e of
re,ard ma% hel+ to increase +roductivit%1 The etrinsic re,ard is sub5ect
to control b% management such as salar%3 bonus3 etc1 !n% increase in
these factors does not he+ to increase +roductivit% though these factors
increase 5ob satisfaction1
11 ! ha++% ,or.er does not necessaril% contribute to higher
+roductivit% because he has to o+erate under certain technological
constraints and3 therefore3 he cannot go be%ond certain out+ut1
Further3 this constraint a;ects the management4s e+ectations
from the individual in the form of lo,er out+ut1 Thus3 the ,or.
situation is +egged to minimall% acce+table level of +erformance1
@o,ever3 it does not mean that the 5ob satisfaction has no im+act o
+roductivit%1 ! satis=ed ,or.er ma% not necessaril% lead to
increased +roductivit% but a dissatis=ed ,or.er leads to lo,er
+roductivit%1

3/
<erforma
nce
*trinsic
re,ard
2ntrinsic
re,ard
)atisfacti
on
<erceived
eFuit% of
re,ards
T'( R(+ATION B(T)((N P(RFORMANC( AND SATISFACTION
Absenteeism:
!bsenteeism refers to the freFuenc% of absence of 5ob holder
from the ,or.+lace either unecused absence due to some avoidable
reasons or long absence due to some unavoidable reasons1 2t is the former
t%+e of absence ,hich is a matter of concern1 This absence is due to lac.
of satisfaction from the 5ob ,hich +roduces a Klac. of ,ill to ,or.4 and
alienate a ,or.er form ,or. as for as +ossible1 Thus3 5ob satisfaction is
related to absenteeism1
@2$@
TERBDN*R
0DA !A)*BC*)
)!T2)F!CT2DB
8DG
8DG @2$@
TERBDN*R !BD !A)*BC*)
R*8!T2DB)@2< DF 0DA )!T2)F!CT2DB3 *-<8D"** TERBDN*R !BD
!A)*BC*)
31
(m0#oyee turno/er:
Turnover of em+lo%ees is the rate at ,hich em+lo%ees leave the
organiHation ,ithin a given +eriod of time1 Ghen an individual feels
dissatisfaction in the organiHation3 he tries to overcome this through the
various ,a%s of defense mechanism1 2f he is not able to do so3 he o+ts to
leave the organiHation1 Thus3 in general case3 em+lo%ee turnover is
related to 5ob satisfaction1 @o,ever3 5ob satisfaction is not the onl% cause
of em+lo%ee turnover3 the other cause being better o++ortunit%
else,here1
For eam+le3 in the +resent contet3 the rate of turnover of com+uter
soft,are +rofessionals is ver% high in 2ndia1 @o,ever3 these +rofessionals
leave their organiHations not sim+l% because the% are not satis=ed but
because of the o++ortunities o;ered from other sources +articularl% from
foreign com+anies located abroad1
32
DIM(NSIONS OF %OB SATIFACTION
0ob satisfaction is a com+le conce+t and diIcult to measure ob5ectivel%1
The level of 5ob satisfaction is a;ected b% a ,ide range of variables
relating to individual3 social3 cultural3 organiHational factors as stated
belo,:#

DIM(NSIONS
2BD2N2DE!8 )DC2!8 DR$!B2O!T2DB!8 *BN2RDB-*BT!8
CE8TER!8
F!CTDR) F!CTDR F!CTDR
F!CTDR
Indi/idua#:# <ersonalit%3 education3 intelligence and abilities3 age3
marital status3 orientation to ,or.1
So!ia# fa!tors:#Relationshi+ ,ith co#,or.ers3 grou+ ,or.ing and
norms3 o++ortunities for interaction3 informal relations etc1
Or$ani6ationa# fa!tors:# Bature and siHe3 formal structure3
+ersonnel +olicies and +rocedures3 industrial relation3 nature of
,or.3 technolog% and ,or. organiHation3 su+ervision and st%les of
leadershi+3 management s%stems3 ,or.ing conditions1
(n/ironmenta# fa!tors:#*conomic3 social3 technical and
governmental inCuences1
33
Cu#tura# fa!tors:#!ttitudes3 beliefs and values1
These factors a;ect 5ob satisfaction of certain individuals in a given
set of circumstances but not necessaril% in others1 )ome ,or.ers ma% be
satis=ed ,ith certain as+ects of their ,or. and dissatis=ed ,ith other
as+ects 1Thus3 overall degree of 5ob satisfaction ma% di;er from +erson to
+erson1
34
IMPORTANC( TO STUD %OB SATISFACTION
The im+ortance to the stud% of 5ob satisfaction level is ver% im+ortant for
eecutives1 0ob satisfaction stud% im+ortance can be understood b% the
ans,er of the follo,ing Fuestion
1? 2s there room for im+rovementP
2? Gho is relativel% more dissatis=edP
3? Ghat contributes to the em+lo%ee satisfactionP
4? Ghat are the e;ects of negative em+lo%ee attitudesP
35
Bene&ts of .ob satisfa!tion study
0ob satisfaction surve%s
can +roduce +ositive3 neutral or negative results1 2f +lanned +ro+erl% and
administered3 the% ,ill usuall% +roduce a number of im+ortant bene=ts3
such as#
11 2t gives management an indication of general levels of satisfaction
in a com+an%1 )urve%s also indicate s+eci=c areas of satisfaction or
dissatisfaction as com+ared to em+lo%ee services and +articular
grou+ of em+lo%ee1
21 2t leads to valuable communication brought b% a 5ob satisfaction
surve%1 Communication Co, in all direction as +eo+le +lan the
surve%3 ta.e it and discuss the result1 E+,ard communication is
es+eciall% fruitful ,hen em+lo%ee are encouraged to comment
about ,hat is on their minds instead of merel% ans,ering Fuestions
about to+ics im+ortant to management1
31 as a surve% is safet% value3 an emotional release1 ! chance to things
gets o;1 The surve% is an intangible e+ression of management4s
interest in em+lo%ee ,elfare3 ,hich gives em+lo%ees a reason to
feel better to,ards management1
41 0ob satisfaction surve%s are a useful ,a% to determine certain
training needs1
51 0ob satisfaction surve%s are useful for identif%ing +roblem that ma%
arise3 com+aring the res+onse to several alternatives and
encouraging manager to modif% their original +lans1 Follo, u+
surve%s allo,s management to evaluate the actual res+onse to a
change and stud% its success or failure1
I!,(r"ane "( W(r-er and Or.ani/a"i(n
Fre8uently, work underlies self/esteem and identity while unemployment lowers self/worth and
produ$es anxiety. 9t the same time, monotonous ,o's $an erode a workerMs initiati*e and enthusiasm
and $an lead to absenteeism and unne$essary turno*er. (o' satisfa$tion and o$$upational su$$ess are
ma,or fa$tors in personal satisfa$tion, self/respe$t, self/esteem, and self/de*elopment. !o the worker,
36
,o' satisfa$tion 'rin#s a pleasura'le emotional state that often leads to a positi*e work attitude. 9
satisfied worker is more likely to 'e $reati*e, fle.i'le, inno*ati*e, and loyal.
For the or#ani7ation, ,o' satisfa$tion of its workers means a work for$e that is moti*ated and
$ommitted to hi#h 8uality performan$e. In$reased produ$ti*ity the 8uantity and 8uality of output per
hour worked seems to 'e a 'yprodu$t of impro*ed 8uality of workin# life. It is important to note that
the literature on the relationship 'etween ,o' satisfa$tion and produ$ti*ity is neither $on$lusi*e nor
$onsistent.. -nhappy employees, who are moti*ated 'y fear of ,o' loss, will not #i*e :33 per$ent of
their effort for *ery lon#. !hou#h fear is a powerful moti*ator, it is also a temporary one, and as soon
as the threat is lifted performan$e will de$line.
!an#i'le ways in whi$h ,o' satisfa$tion 'enefits the or#ani7ation in$lude redu$tion in $omplaints and
#rie*an$es, a'senteeism, turno*er, and terminationG as well as impro*ed punctuality and worker
morale. (o' satisfa$tion is also linked to a more healthy work for$e and has 'een found to 'e a #ood
indi$ator of longevity. 9nd althou#h only little $orrelation has 'een found 'etween ,o' satisfa$tion
and produ$ti*ity, Brown (:BB4) notes that some employers ha*e found that satisfyin# or deli#htin#
employees is a prerequisite to satisfyin# or deli#htin# $ustomers, thus prote$tin# the Ob(""(! %ine.O
0o wonder 9ndrew <arne#ie is 8uoted as sayin#1 OTa-e a0ay !y ,e(,%e1 b$" %ea2e !y +a"(rie#1
and #((n .ra## 0i%% .r(0 (n "&e +a"(ry +%((r#3 Ta-e a0ay !y +a"(rie#1 b$" %ea2e !y ,e(,%e1
and #((n 0e 0i%% &a2e a ne0 and be""er +a"(ry4
)!T2)F2*D *-<8D"**
37
Creatin$ %ob Satisfa!tion
?o, how is ,o' satisfa$tion $reatedP %hat are the elements of a ,o' that $reate ,o' satisfa$tionP
+r#ani7ations $an help to $reate ,o' satisfa$tion 'y puttin# systems in pla$e that will ensure that
workers are $hallen#ed and then rewarded for 'ein# su$$essful. +r#ani7ations that aspire to $reatin# a
work en*ironment that enhan$es ,o' satisfa$tion need to in$orporate the followin#1
Fleible ,or. arrangements3 +ossibl% including telecommuting
Training and other +rofessional gro,th o++ortunities
2nteresting ,or. that o;ers variet% and challenge and allo,s the
,or.er o++ortunities to Q+ut his or her signatureQ on the =nished +roduct
D++ortunities to use oneRs talents and to be creative
D++ortunities to ta.e res+onsibilit% and direct oneRs o,n ,or.
! stable3 secure ,or. environment that includes 5ob securit%Lcontinuit%
!n environment in ,hich ,or.ers are su++orted b% an accessible
su+ervisor ,ho +rovides timel% feedbac. as ,ell as congenial team members
Fleible bene=ts3 such as child#care and eercise facilities
E+#to#date technolog%
Com+etitive salar% and o++ortunities for +romotion
Pro'a'ly the most important point to 'ear in mind when $onsiderin# ,o' satisfa$tion is that there are
many fa$tors that affe$t ,o' satisfa$tion and that what makes workers happy with their ,o's *aries
from one worker to another and from day to day. 9part from the fa$tors mentioned a'o*e, ,o'
satisfa$tion is also influen$ed 'y the employeeMs personal $hara$teristi$s, the mana#erMs personal
$hara$teristi$s and mana#ement style, and the nature of the work itself. Mana#ers who want to
maintain a hi#h le*el of ,o' satisfa$tion in the work for$e must try to understand the needs of ea$h
mem'er of the work for$e.
For e.ample, when $reatin# work teams, mana#ers $an enhan$e worker satisfa$tion 'y pla$in#
people with similar 'a$k#rounds, e.perien$es, or needs in the same work#roup. 9lso, mana#ers $an
enhan$e ,o' satisfa$tion 'y $arefully mat$hin# workers with the type of work.
3'
For e.ample, a person who does not pay attention to detail would hardly make a #ood inspe$tor, and
a shy worker is unlikely to 'e a #ood salesperson. 9s mu$h as possi'le, mana#ers should mat$h ,o'
tasks to employeesM personalities.
Mana#ers who are serious a'out the ,o' satisfa$tion of workers $an also take other deli'erate steps to
$reate a stimulatin# work en*ironment. +ne su$h step is ,o' enri$hment. Job enrichment is a deli'erate
up#radin# of responsi'ility, s$ope, and $hallen#e in the work itself. (o' enri$hment usually in$ludes
in$reased responsi'ility, re$o#nition, and opportunities for #rowth, learnin#, and a$hie*ement. "ar#e
$ompanies that ha*e used ,o'/enri$hment pro#rams to in$rease employee moti*ation and ,o'
satisfa$tion.
=ood mana#ement has the potential for $reatin# hi#h morale, hi#h produ$ti*ity, and a sense of
purpose and meanin# for the or#ani7ation and its employees. Fmpiri$al findin#s show that ,o'
$hara$teristi$s su$h as pay, promotional opportunity, task clarity and si#nifi$an$e, and skills
utili7ation, as well as or#ani7ational $hara$teristi$s su$h as $ommitment and relationship with
super*isors and $o/workers, ha*e si#nifi$ant effe$ts on ,o' satisfa$tion. !hese ,o' $hara$teristi$s $an
'e $arefully mana#ed to enhan$e ,o' satisfa$tion.
+f $ourse, a worker who takes some responsi'ility for his or her ,o' satisfa$tion will pro'a'ly find
many more satisfyin# elements in the work en*ironment. F*erett (:BB2) su##ests that employees ask
themsel*es the followin# 8uestions1
Ghen have 2 come closest to e+ressing m% full +otential in a ,or.
situationP
Ghat did it loo. li.eP
Ghat as+ects of the workplace ,ere most su++ortiveP
Ghat as+ects of the ,or. itself ,ere most satisf%ingP
Ghat did 2 learn from that e+erience that could be a++lied to the
+resent situationP
3(
4/
W(r-er#5 R(%e# in 6(b Sa"i#+a"i(n
If ,o' satisfa$tion is a worker 'enefit, surely the worker must 'e a'le to $ontri'ute to his or her own
satisfa$tion and well/'ein# on the ,o'. !he followin# su##estions $an help a worker find personal ,o'
satisfa$tion1
)ee. o++ortunities to demonstrate s.ills and talents1 This often leads to
more challenging ,or. and greater res+onsibilities3 ,ith attendant increases in
+a% and other recognition1
Develo+ ecellent communication s.ills1 *m+lo%ers value and re,ard
ecellent reading3 listening3 ,riting3 and s+ea.ing s.ills1
9no, more1 !cFuire ne, 5ob#related .no,ledge that hel+s %ou to
+erform tas.s more eIcientl% and e;ectivel%1 This ,ill relieve boredom and often
gets one noticed1
Demonstrate creativit% and initiative1 Sualities li.e these are valued b%
most organiHations and often result in recognition as ,ell as in increased
res+onsibilities and re,ards1
Develo+ team,or. and +eo+le s.ills1 ! large +art of 5ob success is the
abilit% to ,or. ,ell ,ith others to get the 5ob done1
!cce+t the diversit% in +eo+le1 !cce+t +eo+le ,ith their di;erences and
their im+erfections and learn ho, to give and receive criticism constructivel%1
)ee the value in %our ,or.1 !++reciating the signi=cance of ,hat one
does can lead to satisfaction ,ith the ,or. itself1 This hel+s to give meaning to
oneRs eistence3 thus +la%ing a vital role in 5ob satisfaction1
8earn to de#stress1 <lan to avoid burnout b% develo+ing health% stress#
management techniFues1
41
A##$rin. 6(b Sa"i#+a"i(n
9ssurin# ,o' satisfa$tion, o*er the lon#term, re8uires $areful plannin# and effort 'oth 'y
mana#ement and 'y workers. Mana#ers are en$oura#ed to $onsider su$h theories as
Her7'er#Ms(:B2H) and MaslowMs (:B>C) <reatin# a #ood 'lend of fa$tors that $ontri'ute to a
stimulatin#, $hallen#in#, supporti*e, and rewardin# work en*ironment is *ital. Be$ause of the
relati*e prominen$e of pay in the reward system, it is *ery important that salaries 'e tied to ,o'
responsi'ilities and that pay in$reases 'e tied to performan$e rather than seniority.
?o, in essen$e, ,o' satisfa$tion is a produ$t of the e*ents and $onditions that people e.perien$e on
their ,o's. Brief (:BB;) wrote1 OIf a personMs work is interestin#, her pay is fair, her promotional
opportunities are #ood, her super*isor is supporti*e, and her $oworkers are friendly, then a
situational approa$h leads one to predi$t she is satisfied with her ,o'O (p. B:). ery simply put, if the
pleasures asso$iated with oneMs ,o' outweigh the pains, there is some le*el of ,o' satisfa$tion
42
MOD(+ OF %OB SATISFACTION
T'(ORI(S OF %OB SATISFACTION
43
Aff!" T'or,
Fdwin 9. "o$ke&s Ran#e of 9ffe$t !heory (:BH4) is ar#ua'ly the most famous ,o'
satisfa$tion model. !he main premise of this theory is that satisfa$tion is determined 'y a
dis$repan$y 'etween what one wants in a ,o' and what one has in a ,o'. Further, the theory
states that how mu$h one *alues a #i*en fa$et of work (e.#. the de#ree of autonomy in a
position) moderates how satisfiedJdissatisfied one 'e$omes when e.pe$tations areJaren&t met.
%hen a person *alues a parti$ular fa$et of a ,o', his satisfa$tion is more #reatly impa$ted
'oth positi*ely (when e.pe$tations are met) and ne#ati*ely (when e.pe$tations are not met),
$ompared to one who doesn&t *alue that fa$et. !o illustrate, if Fmployee 9 *alues autonomy
in the workpla$e and Fmployee B is indifferent a'out autonomy, then Fmployee 9 would 'e
more satisfied in a position that offers a hi#h de#ree of autonomy and less satisfied in a
position with little or no autonomy $ompared to Fmployee B. !his theory also states that too
mu$h of a parti$ular fa$et will produ$e stron#er feelin#s of dissatisfa$tion the more a worker
*alues that fa$et.
Di#.o#i"io&a% T'or,
9nother well/known ,o' satisfa$tion theory is the Dispositional !heory
Q
. It is a *ery #eneral
theory that su##ests that people ha*e innate dispositions that $ause them to ha*e tenden$ies
toward a $ertain le*el of satisfa$tion, re#ardless of one&s ,o'. !his approa$h 'e$ame a nota'le
e.planation of ,o' satisfa$tion in li#ht of e*iden$e that ,o' satisfa$tion tends to 'e sta'le o*er
time and a$ross $areers and ,o's. Resear$h also indi$ates that identi$al twins ha*e similar
le*els of ,o' satisfa$tion.
9 si#nifi$ant model that narrowed the s$ope of the Dispositional !heory was the <ore ?elf/
e*aluations Model, proposed 'y !imothy 9. (ud#e in :BB;. (ud#e ar#ued that there are four
<ore ?elf/e*aluations that determine one&s disposition towards ,o' satisfa$tion1 self-
esteem, #eneral self-efficacy, locus of control, and neuroticism. !his model states
that hi#her le*els of self/esteem (the *alue one pla$es on hisJher self) and #eneral self/
effi$a$y (the 'elief in one&s own $ompeten$e) lead to hi#her work satisfa$tion. Ha*in# an
internallo$us of $ontrol ('elie*in# one has $ontrol o*er herRhis own life, as opposed to
44
outside for$es ha*in# $ontrol) leads to hi#her ,o' satisfa$tion. Finally, lower le*els of
neuroticism lead to hi#her ,o' satisfa$tion
SQ
.
T3o1Fa!"or T'or, 4Mo"i(a"or1H,*i& T'or,5
Frederick Herberg&s !wo factor theory (also known as Moti*ator Hy#iene !heory)
attempts to e.plain satisfa$tion and moti*ation in the workpla$e !his theory states that
satisfa$tion and dissatisfa$tion are dri*en 'y different fa$tors L moti*ation and hy#iene
fa$tors, respe$ti*ely. 9n employee&s moti*ation to work is $ontinually related to ,o'
satisfa$tion of a su'ordinate. Moti*ation $an 'e seen as an inner for$e that dri*es indi*iduals
to attain personal and or#ani7ation #oals (Hoskinson, Porter, I %ren$h, p.:CC). Moti*atin#
fa$tors are those aspe$ts of the ,o' that make people want to perform, and pro*ide people
with satisfa$tion, for e.ample a$hie*ement in work, re$o#nition, promotion opportunities.
!hese moti*atin# fa$tors are $onsidered to 'e intrinsi$ to the ,o', or the work $arried out.
Hy#iene fa$tors in$lude aspe$ts of the workin# en*ironment su$h as pay, $ompany poli$ies,
super*isory pra$ti$es, and other workin# $onditions
%hile Hert7'er#Ms model has stimulated mu$h resear$h, resear$hers ha*e 'een una'le to
relia'ly empiri$ally pro*e the model, with Ha$k man I +ldham su##estin# that Hert7'er#Ms
ori#inal formulation of the model may ha*e 'een a methodolo#i$al artifa$t. Furthermore, the
theory does not $onsider indi*idual differen$es, $on*ersely predi$tin# all employees will
rea$t in an identi$al manner to $han#es in moti*atin#Jhy#iene fa$tors.
"
Finally, the model has
'een $riti$i7ed in that it does not spe$ify how moti*atin#Jhy#iene fa$tors are to 'e measured.
A(rdin. "( 7er/ber. +(%%(0in. +a"(r# a"# a# !("i2a"(r#8
T 9$hie*ement,
T Re$o#nition,
T 9d*an$ement,
T %ork itself,
T Possi'ility of #rowth, I
T Responsi'ility.
45
7y.iene +a"(r# are 8
T <ompany poli$y I administration,
T !e$hni$al super*ision,
T Inter/personal relations with super*isors, peers I ?u'ordinates,
T ?alary.
T (o' se$urity,
T Personal life,
T %orkin# <onditions, I
T ?tatus.
Need F$%+i%%!en" T&e(ry 8
-nder the need/fulfillment theory it is 'elie*ed that a person is satisfied if he #ets what he
wants I the more he wants somethin# or the more important it is to him, the more satisfied
he is when he #ets it I the more dissatisfied he is when he does not #et it. 0eeds may 'e need
for personal a$hie*ement, so$ial a$hie*ement I for influen$e.
a9 Need +(r ,er#(na% a&ie2e!en" 8
Desires for personal $areer de*elopment, impro*ement in oneMs own life standards, 'etter
edu$ation I prospe$ts for $hildren I desire for impro*in# oneMs own work performan$e.
b) Need +(r #(ia% a&ie2e!en" :
46
9 dri*e for some kind of $olle$ti*e su$$ess is relation to some standards of e.$ellen$e. It is
inde.ed in terms of desires to in$rease o*erall produ$ti*ity, in$reased national prosperity,
'etter life $ommunity I safety for e*eryone3
c) Need +(r in+%$ene :
9 desire to influen$e other people I surroundin#s en*ironment. In the works situation, it
means to ha*e power status I 'ein# important as refle$ted in initiati*e takin# and
parti$ipation in de$ision makin#.
In summary, this theory tell us that ,o' satisfa$tion is a fun$tion of, or is positi*ely related to
the de#ree to whi$h oneMs personal I so$ial needs are fulfilled in the ,o' situation.
S(ia% Re+erene# ) Gr($, T&e(ry 8
It takes into a$$ount the point of *iew I opinions of the #roup to whom the indi*idual looks
for the #uidan$e. ?u$h #roups are defined as the Mreferen$e/#roupM for the indi*idual in that
they define the way in whi$h he should look at the world and e*aluate *arious phenomena in
the en*ironment (in$ludin# himself). It would 'e predi$ted, a$$ordin# to this theory that if a
,o' meets the interest, desires and re8uirements of a personMs referen$e #roup, he will like it
I if it does not, he will not like it.
9 #ood e.ample of this theory has 'een #i*en 'y <.". Hulin. He measures the effe$ts of
$ommunity $hara$teristi$s on ,o' satisfa$tion of female $leri$al workers employed in C33
different $atalo#ue order offi$es. He found that with ,o' $onditions held $onstant ,o'
satisfa$tion was less amon# persons li*in# in a well/to/do nei#h'orhood than amon# those
whose nei#h'orhood was poor. Hulin, thus pro*ides stron# e*iden$e that su$h frames of
referen$e for e*aluation may 'e pro*ided 'y oneMs so$ial #roups and #eneral so$ial
en*ironment.
47
DA0*CT2N* DF T@* )TED"
OB%(CTI,(S 7
The ob5ective of the stud% is to =nd out the satisfaction level of em+lo%ee in
A@*83 0!$D2)@<ER1
To =nd that ,hether the em+lo%ees are satis=ed or not1
To anal%se the com+an%4s ,or.ing environment1
To chec. the Degree of satisfaction of em+lo%ees1
To =nd that the% are satis=ed ,ith their 5ob +ro=le or not
To stud% the relationshi+ bet,een the +ersonal factors of the *m+lo%ee
>2ncome3 Designation3 *ducational Fuali=cation3 $ender3 etc13?
4'
RF?F9R<H MF!H+D+"+=)
A) Ty,e (+ Re#ear&8)
a9 Resear$h desi#n / Des$ripti*e resear$h
b9 Data type / Primary data
9 <onta$t Method / personal s$hedule
d9 Method of data $olle$tion / ?ur*ey I Personal Inter*iew
e9 Resear$h instrument / ?tru$tured s$hedule
B) Sa!,%in. De#i.n8)
a9 ?amplin# te$hni8ue / (ud#mental ?amplin#
b9 ?amplin# unit / !he <onsumer,
9 ?amplin# ?i7e / /
C) T((%# F(r Ana%y#i#8)
82 SWOT 9nalysis

4(
Re#ear& De#i.n8/
!he Resear$h was @Des$ripti*eA in nature as is dealt with des$ri'in# the market and 'uyin#
'eha*ior of $onsumers. !he Resear$h was desi#ned to dis$o*er the potentially of M9)-R
<+MP90) in the market of R9(9?!H90 and also the sur*ey of the $ustomer to know
a'out there per$eption, the physiolo#i$al fa$tor asso$iate with the produ$t, the 'enefits they
are lookin# forth from the produ$t and how do they rank the $ompany in the $ompetition of
the its ri*als.
Sa!,%e De#i.n8/
!he first step in the order to a$$omplish the task was to draw a simple. !o ser*e the purpose,
the sample te$hni8ue adopted was @Random ?amplin#A.also 'y adoptin# this pro$edure it
was ensured that the sample drawn would ha*e the same $omposition and $hara$teristi$s of
the population.
Ty,e# (+ $ni2er#e8/
!he $ustomers were 'asi$ally were the normal indi*iduals $omprisin# of workin#
professional, 'usinessmen, students, $olle#iate et$ who are ridin# on to roads with M9)-R
<+MP90) $onfidently.
Si/e (+ "&e #a!,%e8)
?$ien$e the population was homo#eneous in nature to lar#e e.tent, hen$e a sample si7e of 23
respondents was taken into a$$ount to a$hie*e the o',e$ti*e of the study. +ther prominent
fa$tors, kept in *iew while determinin# the si7e of the sample were si7e of the population, the
num'er of 8uestions in the s$hedule, the samplin# pro$edure adopted and the time $onstraint.
!hus a sample $onsistin# of 23 respondents were $hosen whi$h fulfilled the re8uirements of
effi$ien$y, relia'ility and fle.i'ility.
Me"&(d (+ da"a (%%e"i(n8)
9 8uestionnaire was desi#n $ontainin# a Performa of set of 8uestions was de*eloped $ondu$t
the sur*ey. !he resear$her put the respondents the 8uestions from the performer and re$orded
the replies the s$hedule was a*aila'le alternati*es for data $olle$tion the other option was
date of inter*iews and 8uestions. !he s$hedule has many feature whi$h added *alue to its use
as a tool for a$$umulation of the re8uired information.
5/
Inter*iew as a tool is 8uit e$onomi$al 'ut it is diffi$ult to re$ord and retain the information
and espe$ially if the 8ueries in$lude open ended 8uestions more o*er, s$hedule sur*ey the
purpose of a stru$ture from the inter*iew. !hou#ht s$hedule has limitation like error on 'ehalf
of the resear$hers while re$ordin# the response or puttin# the 8uery it sol*ed purpose of the
data $olle$tion for the pro,e$t.
C(n"en"# (+ "&e #&ed$%e#8)
!he s$hedule mainly $omprised $losed end 8uestions. 9 stru$ture s$hedule was preferred for
the study. 9lso the lan#ua#e was kept as simple as possi'le and the 8uestions were made and
unam'i#uous as possi'le. !he 8uestions ha*e 'een arran#ed standardi7ed form. !he s$hedule
$onsistent of 8uestion whi$h pro'ed for the preferen$e and the reason for $urtain 'uyin#
pattern of the respondents. In order to e*aluate the effi$ien$y of the s$hedule, a pilot sur*ey
was $arried out on the 'asis f findin# of the pilot sur*ey, ne$essary alternation were made in
the s$hedule to make it more effe$ti*e.
51
OB%(CTI,(S 7
The ob5ective of the stud% is to =nd out the satisfaction level of em+lo%ee in AD-3
A@28G!R!
To =nd that ,hether the em+lo%ees are satis=ed or not1
To anal%se the com+an%4s ,or.ing environment1
To chec. the Degree of satisfaction of em+lo%ees1
To =nd that the% are satis=ed ,ith their 5ob +ro=le or not1
To stud% the relationshi+ bet,een the +ersonal factors of the *m+lo%ee >2ncome3
Designation3 *ducational Fuali=cation3 $ender3 etc13?
52
!9B"F 0+. 1 :
Wr@$n2 /"r( .r& #n,&n$&nt 'r 0&
<*RC*BT
)trongl% agree 34
!gree 32
Beither agree nor disagree 1'
Disagree 13
)trongl% disagree 3
TDT!8 1//
C@!RT 1
Inter0retation:
From the above chart and table it is clearl% evident that 34T of the res+ondents
strongl% agree that ,or.ing hours are convenient from them and 32T agree ,ith
that and 1'T neither agree nor disagree and 13T disagree ,ith the ,or.ing
hours and 3T are strongl% against ,or.ing /"r(.
53
Tab#e No: 9
IA0 /.--) 8$t/ 0) 8r@ -%.#&
PERCENT
)trongl% agree 37
!gree 36
Beither agree nor disagree 18
Disagree 8
)trongl% disagree 5
177
Chart 2
Inter0retation:
From the above table it is clear that 3/T res+ondents strongl% agree and
3(T res+ondents agree that the% are ha++% ,ith their ,or. +lace onl%
13T disagreed and 1'T have no idea to,ards their ,or. +lace1
54
Tab#e No: :
2 feel i have too much ,or. to do
PERCENT
strongl% agree 4
!gree 6
Beither agree nor disagree 25
Disagree 34
)trongl% disagree 22
177
Chart 3
Inter0retation:
From the above table it is Fuite clear that the ,or. load is not
high3 37T of the res+ondents disagreed ,ith the Fuestion7 2 feel 2 have
too much ,or.7 and another 22T strongl% disagreed3 1'T admits the%
have too much ,or. and 23T have no idea to,ards this Fuestion1
55
Tab#e No: ;
)afet% measures +rovided b% the com+an%
PERCENT
strongl% agree 28
!gree 31
Beither agree nor disagree 23
Disagree 11
)trongl% disagree 5
TOTAL 177
C@!RT 4
Inter0retation6
From the above table it is evident that the safet% measures
+rovided b% the organiHations are good as 2' and 31T of the res+ondents
agree ,ith that and onl% 11& 6T disagreed and 24T neither agreed nor
disagreed1
56
TAB+( NO2 <
M) r&%.t$n(/$- 8$t/ 0) ("-&r,$(r $( #r!$.%
PERCENT
strongl% agree 37
!gree 31
Beither agree nor disagree 15
Disagree 5
)trongl% disagree 4
TOTAL 177
C@!RT 5
Inter0retation:
From the above table it is clear that relationshi+ bet,een
em+lo%ees and their su+ervisors are cordial because 3/T of res+ondents
strongl% agreed to it and 41T agreed to it and onl% 13T disagreed and
16T of res+ondents have neither agreed nor disagreed1
57
TAB+( NO =
-% su+ervisor is not +artial
PERCENT
strongl% agree 18
!gree 37
Beither agree nor disagree 15
Disagree 16
)trongl% disagree 18
TOTAL 177
C'ART =
Inter0retation:
From the above table it is evident that the su+ervisors are not
+artial to the em+lo%ees as 1'T strongl% agreed and 3/T agreed to the
Fuestion but 1(T disagreed and 1'T strongl% disagreed this level is
Fuite high com+ared to other Fuestions1
5'
TAB+( NO >
-% su+ervisor considers m% idea too ,hile ta.ing decision
PERCENT
strongl% agree 25
!gree 33
Beither agree nor disagree 25
Disagree 2
)trongl% disagree 3
TOTAL 177
CHART 4
Inter0retation:
From the above table it is clear that 26 and 42T of the
res+ondents agree that su+ervisors consider their em+lo%ees ideas also
and onl% 5T disagreed and 26T neither agreed nor disagreed1
5(
TAB+( NO ?
2Rm satis=ed ,ith the su++ort from m% co#,or.ers
PERCENT
strongl% agree 21
!gree 34
Beither agree nor disagree 15
Disagree 6
)trongl% disagree 4
TOTAL 177
C'ART ?
Inter0retation:
From the above table it is clear that relation ,ith co#,or.ers is
Fuite good as nearl% 6'T of the res+ondents agree that the% are satis=ed
,ith su++ort from co#,or.ers and onl% 15T disagreed and 16T have no
ans,er to this1
6/
TAB+( NO @
P&-%& /&r& /.,& #n#&rn 'r0 n& .nt/&r .n! t&n! t /&%- n& .nt/&r
PERCENT
strongl% agree 25
!gree 31
Beither agree nor disagree 16
Disagree 6
)trongl% disagree 5
TOTAL 177
C'ART @
Inter0retation:
From the above table it is clear that in this organiHation +eo+le
have concern over each other as 26T strongl% agreed and 41T agreed
and onl% 14T disagreed and 1(T neither agreed nor disagreed1
61
TAB+( NO 8A
IA0 (.t$('$&! 8$t/ t/& r&'r&(/0&nt '.#$%$t$&(
PERCENT
strongl% agree 25
!gree 27
Beither agree nor disagree 37
Disagree 15
)trongl% disagree 6
TOTAL 177
C'ART 8A
Inter0retation:
From the above table it is clear that 26T em+lo%ees are strongl% satis=ed
,ith the refreshment facilities o;ered b% the com+an% as 15T of
res+ondents disagreed and (T strongl% disagreed and 3/T neither
agreed nor disagreed and onl% 2/T agreed1
62
TAB+( NO 88
Ge are +rovided ,ith the rest and lunch room and the% are good
PERCENT
strongl% agree 15
!gree 33
Beither agree nor disagree 22
Disagree 27
)trongl% disagree 8
TOTAL 177
C'ART 88
Inter0retation:
From the above table it is Fuite evident that 'T strongl%
disagreed and 2/T of the res+ondents disagreed and 22T neither agreed
nor disagreed and onl% 5/T of the res+ondents are satis=ed ,ith the rest
and lunch room +rovided1
TAB+( NO 89
The +ar.ing s+ace for our vehicles are satisfactor%
63
PERCENT
strongl% agree 3
!gree 6
Beither agree nor disagree 23
Disagree 32
)trongl% disagree 31
TOTAL 177
C'ART 89
Inter0retation:
From the above table it is clear that res+ondents are not satis=ed
,ith the +ar.ing facilities +rovided b% the com+an% as 31T of
res+ondents strongl% disagreed and 32T of res+ondents disagreed and
onl% 13T of res+ondents are satis=ed ,ith the +ar.ing facilities and 24T have
neither agreed nor disagreed1
64
Tab#e no 8:
2 fell 2Rm +aid a fair amount for the ,or. i do
PERCENT
strongl% agree 15
!gree 36
Beither agree nor disagree 25
Disagree 13
)trongl% disagree 8
TOTAL 177
C"art 8:
Inter0retation:
From the above table it is evident that the res+ondents are
satis=ed ,ith their salar% as 3(T agree and 15T strongl% agree1 Dnl%
U3T disagree and 'T strongl% disagree3 25T neither agree nor disagree1
Tab#e no 8;
65
2Rm satis=ed ,ith the chances for m% +romotion
PERCENT
strongl% agree 24
!gree 33
Beither agree nor disagree 13
Disagree 6
)trongl% disagree 8
TOTAL 177
C"art 8;
Inter0retation:
From the above table it is Fuite clear that em+lo%ees are satis=ed
,ith their chances for +romotion as 43T agree and 27T strongl% agree1
Dnl% (T disagree and 'T strongl% disagree3 13T neither agree nor
disagree1
Tab#e no 8<
66
2Rm satis=ed ,ith the allo,ances +rovided b% the organiHation
PERCENT
strongl% agree 16
!gree 32
Beither agree nor disagree 21
Disagree 11
)trongl% disagree 4
TOTAL 177
Chart 15
Inter0retation:
From the above table it is clear that the em+lo%ees are satis=ed
,ith the allo,ances and other bene=ts +rovided b% the organiHation as
42T agree and 1(T strongl% agree1 Dnl% 11T disagree and 7T strongl%
disagree3 21T neither agree nor disagree1
67
TAB+( NO 8=
2 feel m% boss motivate me to achieve the organiHational goals
PERCENT
strongl% agree 11
!gree 33
Beither agree nor disagree 25
Disagree 22
)trongl% disagree 6
TOTAL 177
C@!RT 16
Inter0retation:
From the above table it is evident that em+lo%ees boss are
motivating to achieve organiHational goals as 33T agree and 11T
strongl% agree1 22T disagree this is Fuite high com+ared to other factors
and (T strongl% disagree and 25T neither agree nor disagree1
6'
TAB+( NO 8>
-% su+ervisor motivates me to increase m% eIcienc% at times ,hen iRm not
PERCENT
strongl% agree 18
!gree 33
Beither agree nor disagree 18
Disagree 13
)trongl% disagree 4
TOTAL 177
C@!RT 17
Inter0retation:
From the above table it is evident that em+lo%ees boss motivates
the em+lo%ee ,hen he is un+roductive and hel+ him to be +roductive as
44T agree and 1'T strongl% agree1 Dnl% 7T strongl% disagree and 7T
disagree3 1'T neither agree nor disagree1
6(
1TAB+( NO 8?
2 feel that m% 5ob has little im+act on the success of the com+an%
PERCENT
strongl% agree 35
!gree 37
Beither agree nor disagree 17
Disagree 6
)trongl% disagree 5
TOTAL 177
C"art 8?
Inter0retation:
From the above chart it is clear that 75T res+ondents are thin. that the%
contribute in the success of a com+an%3 (T res+ondent disagree from the
statement and 6T res+ondent strongl% disagree from the Fuestion1
7/
Tab#e no 8@
Dverall 2Rm satis=ed ,ith m% 5ob
PERCENT
strongl% agree 28
!gree 35
Beither agree nor disagree 27
Disagree 12
)trongl% disagree 5
TOTAL 177
Chart 1(

71
?%+! 909")?I?
STRENGT7
Brand Reputation =lo'al Marketin# L "0( Bhilwara =roup is famous in te.tiles in all
o*er the world.
%ell/e8uipped R I D ?K< la'.
Modern ma$hinery with latest te$hni8ues.
0ot depend for power I water BMD Banswara has its own power #eneration plant I
presently there are a'out 63333 surplus units of power is a*aila'le.
%ide produ$t ran#e I fle.i'ility in produ$tion a$$ordin# to re8uirement of market.
BDM Banswara manufa$turin# *arious type of yarn of different $ounts I 'lends.
!he $ompany has a #reat share in e.ports, one of the 'i##est earners.
WEAKNESS
Banswara is not $onne$ted throu#h railway line I $ondition of roads is also poor so
there is an infrastru$ture pro'lem.
?kill la'our is not a*aila'le at Banswara.
Pur$hase Raw Material from one typed of or#ani7ation only.
O''ORTUNITY
9fter startin# wea*in# pro,e$t, Ra,asthan spinnin# I wea*in# mills "td. people in
domesti$ market are #radually mo*in# towards ready/made #arments.
!o de*elop I impro*e workin# en*ironment of pro$essin# 'y usin# F$o/friendly
methods.
72
!he $ompany $an rush into retail 'usiness.
?trate#i$ allian$es1 !ie/up with #lo'al manufa$ture I 'rands for te$hnolo#y I
market.
India $an 'e$ome a ma,or player in the te.tile e.port market at a #lo'al market at a
#lo'al le*el #i*en the de$line share of south/east 9sia $ountries in this ni$he market
I risin# wa#es in 9?F90 re#ion, wipin# out their $ompetiti*e ed#e.
BMD may 'e inno*atin# new produ$t usin# different types of yarn I fi'er like lyre I
tennel.
In$reased e.port demand is e.pe$ted from plannin# out of $apa$ities in de*eloped
world.
Fffi$ien$y $an in$rease with the help of I! I FRP.
T7REATS
:. <heap imports te.tiles from <hina, that is in$reasin# free trade I $ompetition.
6.Remo*al of 8uotas after/6332.
C. <han#in# trend in te.tile industry, $han#in# re8uirement as people now preferrin# ready/
made #arments.
>.Polyester is$ose is a su'stitute of $otton I is made from wood pulp I its supply is also
limited.
73
FINDIN-S
From the stud%3 the researcher has come to .no, that most of the res+ondents
have 5ob satisfactionJ the management has ta.en the best e;orts to maintain
cordial relationshi+ ,ith the em+lo%ees1 Due to the ,or.ing conditions +revailing
in this com+an%3 5ob satisfaction of each res+ondent seems to be the maimum1
From the stud%3 2 have come to .no, that most of the em+lo%ees ,ere satis=ed
,ith the ,elfare measures +rovided b% A@*81 The em+lo%ees of A@*8 get more
bene=ts com+are to other com+anies1
The res+ondents are satis=ed ,ith the environment and nature of ,or.
factors 1
The res+ondent4s relationshi+ ,ith the su+eriors and colleagues are Fuite
good 1
The Res+ondents are not +rovided ,ith +ro+er ,elfare facilities1
The communication and motivation of em+lo%ees b% their su+eriors in this
organiHation is reasonable1
The <a% and +romotion activities in this organiHation is also good 1
The Res+ondents are overall satis=ed ,ith their 5ob
The <ar.ing facilities +rovided b% the organiHation are not good that4s ,h%
most res+ondents disagree ,ith this Fuestion1
The refreshment facilities are also need to be im+roved
74
SU--(STION AND R(CAMANDATION
2n the organiHation most of em+lo%ees are satis=ed ,ith all the facilities +rovided
b% com+an%1 Aut there are some em+lo%ees also ,ho are not satis=ed ,ith the
com+an%1 -anagement should tr% to convert unsatis=ed em+lo%ees in to
satis=ed em+lo%ees1 Aecause if em+lo%ee is not satis=ed than the he is not able
to give his 1//T to his ,or. and the +roductivit% of em+lo%ee decrease1 )o
management should tr% to satis=ed his em+lo%ees because em+lo%ees are the
assets of the com+an% not a liabilities1
75
+IMITATIONS OF T'( STUD
8imitation are as follo,s#
Data collected is based on Fuestionnaire1
The number of em+lo%ees in AD-3 A@28G!R! is more3 so sam+le siHe is
limited b% 1//1
The information collected b% the observation method is ver% limited1
The result ,ould be var%ing according to the individuals as ,ell as time1
)ome res+ondents hesitated to give the actual situationJ the% feared that
management ,ould ta.e an% action against them
The =ndings and conclusions are based on .no,ledge and e+erience of the
res+ondents sometime ma% sub5ect to bias1
76
BIB"I+=R9PH)
BOOKS
Philip Eotler, Marketin# Mana#ement
Dr. D. D. ?harma, Marketin# Resear$h
<. R. Eothari, Resear$h Methodolo#y
INTERNET
www.BDM.in
www.ln,'hilwara.$om
0003.((.%e3(3in
MAGA:INE
<ompany&s (ournal I Ma#a7ine, )ear 633;
<ompany&s <atalo#ues I 9nnual Report )ear 633B.
77
Buestionnaire
6! stud% on 0ob )atisfaction of *m+lo%ees in A@*83 2< 0!$D2)@<ER
11 Bame: VVVVVVVVVVVVVVVVVVVVVVVVVVVVVVV
V
21 !ge: VVVVVV
31 $ender: -ale
Female
41 DesignationVVVVV11
Sues1# Gor.ing hours are convenient for me#
1 strongl% agree 2 agree 3 neither agree nor disagree 4 disagree 5 strongl%
disagree
Sues2# 2 am ha++% ,ith m% ,or. +lace#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree
Sues3# 2 feel 2 have too much ,or. to do#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree
Sues4# )afet% measures +rovided b% the com+an% are good#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree
7'
Sues5# -% relationshi+ ,ith m% su+ervisor is cordial#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51
strongl% disagree
Sues6# -% su+ervisor is not +artial#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree
Sues7# -% su+ervisor consider m% ideas ,hile ta.ing decision#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree
Sues'# 2 am satis=ed ,ith the su++ort from m% co,or.ers#
11 strongl% agree 21 !gree 31neither agree nor disagree 41 disagree 51 strongl%
disagree
Sues(# <eo+le here have concern from one another and tend to hel+#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree
Sues1/# 2 am satis=ed ,ith the refreshment facilit%#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree
7(
Sues11# Ge are +rovided ,ith the rest and lunch room and the% are good#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree
Sues12# The +ar.ing s+aces for vehicles are satisfactor%#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree

Sues13# 2 feel 2 am +aid a fair amount for the ,or. 2 do#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51
strongl% disagree
Sues14# 2 am satis=ed ,ith the chances for m% +romotion#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree
Sues15# 2 am satis=ed ,ith the allo,ances +rovided b% the organiHation#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree
Sues16# 2 feel m% boss motivate me to achieve the organiHational goals#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree
Sues17# -% su+ervisor motivate me to increase m% eIcienc% at a time ,hen 2
am not#
'/
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree
Sues1'# 2 feel m% 5ob little im+act on the success of the com+an%#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree
Sues1(# Dverall 2 am satis=ed ,ith m% +resent 5ob#
11 strongl% agree 21 agree 31neither agree nor disagree 41 disagree 51 strongl%
disagree

'1