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1.1INTRODUCTION
JOB SATISFACTION:
Job satisfaction is a set of favourable or unfavourable feelings and emotions with which
employees view their or relative or dislike like towards something. The term job
satisfaction derived from the job by work but their surroundings. Superiors and managers.
His way of approaching and handling workers, nature of communication, work place,
work facilities etc. if one company want to sustained permanent in the market that
concerns should work with satisfied employees satisfied employee not only increase the
companies corporate status in the society, but also increase the social values.
Job satisfaction cover the satisfaction derived from being engaged in work or any
work in any pursuit of a high order, it is essentially related to human needs and their
fulfillment through work. It is generated by the individual perception of well his job
satisfied his various needs.
Meaning:
Job satisfaction to a persons feeling of satisfaction on the job, which acts as a
motivation to work it is not to self-satisfied, happiness are self- containment but the
satisfaction on the job.
The term relates to the total relationship between the individual and employer for
which he is paid satisfaction thus mean the simple feeling-state accompanying the
attainment of any goal, the end-state is feeling accompanying the attainment by an
attainment by an impulse of the objectives. Job dissatisfaction thus means absence of
motivation at work. Research workers differently described the factors contribution to job
satisfaction and job dissatisfaction. Hop pock describes is any combination of
psychological, psychological and environmental circumstances that cause the person
truthfully to say I am satisfied with my job
Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of ones job; an effective reaction to ones job; and an attitude towards ones job.
Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers
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should clearly distinguish the objects of cognitive evaluation which are affect (emotion),
beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by
taking into account our feelings, our beliefs, and our behaviors. One of the biggest
preludes to the study of job satisfaction was the Hawthorne studies. These studies (19241933), primarily credited to Elton Mayo of the Harvard Business School, sought to find
the effects of various conditions (most notably illumination) on workers productivity.
These studies ultimately showed that novel changes in work conditions temporarily
increase productivity (called the Hawthorne Effect). It was later found that this increase
resulted, not from the new conditions, but from the knowledge of being observed. This
finding provided strong evidence that people work for purposes other than pay, which
paved the way for researchers to investigate other factors in job satisfaction. Job
satisfaction can also be seen within the broader context of the range of issues which affect
an individuals experience of work, or their quality of working life. Job satisfaction can
be understood in terms of its relationships with other key factors, such as general wellbeing, stress at work, control at work, home-work interface, and working conditions. The
old view that a happy worker is a productive worker does not clarify the complex
relationship between job satisfaction and productivity in todays world. It was
traditionally said that high job satisfaction leads to improved productivity, decreased
turnover and less stress in long run. But the relationship between job satisfaction and
productivity is not definitely established.
Job Satisfaction is the favorableness or un-favorableness with which the employee views
his work. It expresses the amount of agreement between ones expectation of the job and
the rewards that the job provides. Job Satisfaction is a part of life satisfaction. The nature
of ones environment of job is an important part of life as Job Satisfaction influences
ones general life satisfaction. Job Satisfaction, thus, is the result of various attitudes
possessed by an employee. In a narrow sense, these attitudes are related to the job under
condition with such specific factors such as wages. Supervisors of employment,
conditions of work, social relation on the job, prompt settlement of grievances and fair
treatment by employer. However, more comprehensive approach requires that many
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factors are to be included before a complete understanding of job satisfaction can be
obtained. Such factors as employees age, health temperature, desire and level of
aspiration should be considered.

Further his family relationship, Social status,

recreational outlets, activity in the organizations etc. Contribute ultimately to job

satisfaction.
DEFINITION:
Job satisfaction as an attitude that results from balancing and summation of many
specific likes and dislikes experienced in connection with the job.
-BULLOCK (1952)
Job satisfaction as the employees judgment of how well his job on the whole is satisfied
his various needs.
-SMITH (1955)
Job satisfaction as the pleasurable or positive emotional state resulting from the
appraisal of ones job or job experience.
-LOCK (1969)
The above definitions seem to indicate that job satisfaction is essentially an effective
attitude resulting from the intrinsic aspect of the job.
FACTORS INFLUENCING JOB SATISFACTION:
The major factors influencing job satisfaction are presented below: supervision to a
worker, Supervision is equally a strong contributor to the job satisfaction as well as to the
job dissatisfaction. The feelings of workers towards his supervisors are usually similar to
his feeling towards the company. The role of supervisor is a focal point for attitude
formation. Bad supervision results in absenteeism and labor turnover. Good supervision
results in higher production and good industrial relations.

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CO-WORKERS:
Various studies had traced this factor as a factor of intermediate importance. Ones
associates with others had frequently been motivated as a factor in job satisfaction.
Certainly, this seems reasonable because people like to be near their friends. The workers
derive satisfaction when the co-workers are helpful, friendly and co-operative.
PAY: Studies also show that most of the workers felt satisfied when they are paid more
adequately to the work performed by them. The relative important of pay would probably
changing factor in job satisfaction or dissatisfaction.
AGE: Age has also been found to have a direct relationship to level job of satisfaction of
employees. In some groups job satisfaction is higher with increasing age, in other groups
job satisfaction is lower and in other there is no difference at all.
MARITAL STATUS: Marital status has an important role in deciding the job
satisfaction. Most of the studies have revealed that the married person finds
dissatisfaction in his job than his unmarried counterpart. The reasons stated to be are that
wages were insufficient due to increased cost of living, educations to children etc.
EDUCATION: Studies conducted among various workers revealed that most of workers
who had not completed their school education showed higher satisfaction level. However,
educated workers felt less satisfied in their job.
WORKING CONDITION: The result of various studies shows that working condition
is an important factor. Good working atmosphere and pleasant surroundings help
increasing the production of industry. Working conditions are more important to women
workers than men workers. On represents a complex assembling of conditions, emotions
and behavioral tendencies.

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Gradually, it was realized that like any-other attitude, job satisfaction represents a
complex assembling of condition, emotions and behavioral tendencies. Attitude towards
their job and the discussion of the organization. Job satisfaction is the focuses on
employees attitude towards their job and the discussion of organization.
Smith & Hulin have suggested that there are five job dimensions that represent
the most important characteristics of a job about which people have effective response,
these are
1. The work it self: the extent to which the job provides the individuals with
interesting tasks, opportunities for learning, and the chance to accept
responsibility.
2. Pay: the amount of financial remuneration that is received and their degree to
which this is viewed as equitable vis--vis that of others in the organization.
3. Promotion opportunities: the chances for advancement in the organization.
4. Supervision: the abilities of the supervisors to provide technical assistance and
behavioral support.
5. Co-workers: the degree to which fellow workers are technology proficient and
socially supportive.
6. Level of job satisfaction: The level of job satisfaction across groups is not
constant, but is related to a number of variables; the key variables revolve around
age occupational level and organizational size; the important aspects of job
satisfaction for many people are the amount of personal closeness, friendship and
small group team work.
The simple path of satisfaction leads to performance accurate statement is that
high performance contributes to high job satisfaction. Better performance in turn
leads to higher economic, sociological, and psychological rewards. If these rewards

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are seen as fair and develops because employees feel that they are receiving rewards
in proportions to their performance.
Stability of job satisfaction:
Attitudes are generally acquired over a long period of time. Similarly, job or dis
satisfaction emerges as an employee gains more and more information a out the work
place. Never the less, job is dynamic, for it can decline even more quickly than it
develops. Managers cannot establish the conditions leading to high satisfaction now
and later neglect it.for example needs may fluctuate suddenly. Managers need too pay
attention to employee attitudes week after week, month year.
Determinants of job satisfaction:
According to Abraham a. Korman there are two types of variables who determine the
job satisfaction of an individual.
Organization level:
Occupational level:
The higher the level of the job greater the satisfaction of the individual, this is
because higher level jobs carry greater prestige and it self control. This relationship
between occupation level and job satisfaction stems from social reference group
theory is that our society values some jobs more than others. People in higher level
jobs find most of their needs satisfied than when they are in lower level ones.
Job content:
Greater the variation in job content and the less repetitiveness with which the task
must be performed, the greater the satisfaction of the individuals involved.
Consideration leadership: people like too be treated with consideration. Hence
consideration leadership results in higher job satisfaction than in consideration
leadership.
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Interaction in the work group:
Interaction is more satisfying when
1) It results in the cognition that other person attitudes are similar to ones own since
this permit the ready calculably of the others behavior and constitute a validation
of ones self.
2) It results in being accepted by others.
3) It facilitates the achievements of goals.
Personal variables:
Age:
Holding factors like occupational level constant indicates that these is generally a positive
relation ship between age and job satisfaction, upon the per retirement years and then
there is a sharp decrease in is an individuals aspires between and more prestigious jobs in
later years of his life. Finding his channels for advancements blocked his and decline.
Educational level:
With occupational level held constant there is relationship between the educational level
and job satisfaction. The higher the education the higher the reference group which the
individual looks to for guidance to evaluate the job rewards.
Effect of job satisfaction:
Job satisfaction has a variety of effects. These effects may be seen in the context of an
individuals physical and mental health, productivity, absenteeism, and turn over.
Physical and mental health:

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The degree of job satisfaction affects an individual physical and mental. Since job
satisfaction is a type of mental feelings, its favorableness or unfavourableness affects the
individual psychologically, which ultimately affects his physical health.
Productivity:
There are two views, about the relationship between job satisfaction and productivity.
1) A happy worker is a productive worker.
2) A happy worker is not necessarily a productive work.
The first view establishes a direct cause- effect relationship between job satisfaction
and productivity. When the job satisfaction increases, productivity increases, when
job satisfaction is decrease the productivity decrease. The basic logic behind this is
that a happy worker will put more efforts job performance. However, this not be true
in all cases.
The overview, which is a satisfied worker, is not necessarily a productive worker
explains the relationship between job satisfaction and productivity. Various research
studies also support this view. This relationship may be explained in terms of the
expectations from individuals for job performance.
Absenteeism:
Absenteeism refers to the frequency of absence of a job holder from the work place
either unexcused absence due to some avoidable reasons or long absence due to some
unavoidable reasons. It is the former type of absence, which is due to is a matter of
concerns. This absence is due to lack of satisfaction from the job which produces a
worker from work as for as possible, thus job satisfaction is related to absenteeism.
Employee turnover:
Turnover of employees is the rate at which employees leave the organization with in
given period of time. When an individual feels dissatisfaction in the organization. He
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tries to over come this through various ways of defenses mechanism. If he is not able
to do so he opts to leave the organization, thus in general case, employee turnover is
related to job satisfaction. How ever job satisfaction is not the only cause of employee
turn over, the other cause being better opportunity else where, for example: - in the
present context the rate of turn over of computer software professional is very high in
India. How ever this professional leaves their organization simply because they are
not satisfied but because of opportunities offered from other sources particularly from
foreign companies located abroad.

THEORIES OF JOB SATISFACTION:

There are vital differences among experts about the concept of job satisfaction;
basically there are four approaches or theories of job satisfaction.
They are
1. Fulfillment theory
2. Discrepancy theory
3. Equity theory
4. two-factor theory
1. Fulfillment theory: The proponents of this theory measures satisfaction in terms of
rewards a persons, receives or the extent to which needs are satisfied, further they thought
that there is a direct positive relationship between job satisfaction and actual satisfaction
of the expected needs. The main difficulty in this approach is that job satisfaction as
observed by willing, is not only a function of what a person receives but also what he
feels he should receives as these would be considerable difference in the actual and
expectations of how much a person receives from his job. Another important factor,
variable. That should be including predicting job satisfaction. Accurately is the strength
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of the individuals desires of his levels as aspirations in a particular area, this led to the
development of the discrepancy theory of job satisfaction.
2. Discrepancy theory: The proponents of this theory arguments satisfaction in the
function of what a person actually receives from the job satisfaction and what he thinks
he should receive or what he expects to receive. Which the actual satisfaction derived less
than expected satisfaction, it results in dissatisfaction. As discussed earlier, job
satisfaction , dissatisfaction are functions of the perceived relationship between what one
want one perceives it is offering. this approach does not make it clear whether or not
over satisfaction is a part of dissatisfaction and if so, how dies it differ from
dissatisfaction, this led to the development of equity theory of job satisfaction.
3. Equity theory: The proponents of these theory are of the view that a persons
satisfaction is determined by his perceived equity, which in terms is determined by his
perceived equity, which in terms is determined by his input-output balance compared to
his received ratio of what a person receives from his job relative and what he contributes
to the job this theory is of the view that both under the over rewards leads to
dissatisfaction. While the under-reward because feeling of unfair treatment, over-reward
lead to feelings of guilty and discomfort.
4. Two- factor theory: As discussed earlier this was developed by Herzberg, manusner,
Peterson and capwell, who identified certain factors as satisfiers, and dissatisfies. Factors
such as achievement recognition, responsibility etc. are satisfiers, the presence of which
causes satisfaction but absence should not result in dissatisfaction on the other hand,
factors such as supervision, salaries working conditions etc, are dissatisfaction, the
absence of which cause dissatisfaction. Their presence how ever does not result in jobs.
The studies designed to test their theory failed to give any support to this theory as it
seems that as persons can get both satisfaction and dissatisfaction at the same positive,
which is not valid.
FACTORS OF JOB SATISFACTIONS:

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Job satisfaction refers to a general attitude, which employees retain on account of many
specific attitudes in the following area.
1. Job satisfaction 2.individual characteristics 3.relationship outside the organization.
There are different factors on which job satisfaction depends, important among
then is discussed here under.
PERSONAL FACTORS:
They include workers sex, age, education, marital status and their personal
characteristics, family background, socio-economic background and like.

FACTORS INHERENTS IN THE JOB:

There factors have recently been studied and found to be in the selection of
employee. Instead of being guided by the co-workers and supervisors, the skilled workers
would rather like to be guided by their own inclination to choose jobs in consideration of
what they have to do, these factors include: the work it self, conditions, influences of
internal and external environment of the job which are uncontrolled by the management
etc.
FACTORS CONTROL BY MANAGEMENT:
They include the nature of supervision, job security, kind of work group wage
rate, promotional opportunities, transfer policy, duration of work and sense of
responsibilities all these factors influence the workers. Their presence in he organization
motivates the workers and provides a sense of job satisfaction.
Through performance and job satisfaction are influenced by different set of
factors, these two can be related if management links rewards to performance. It is
viewed that job satisfaction is a consequence of performance rather than a cause of it,
satisfaction strong influence it productivity efficiency of an organization where as
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absenteeism, employee turn over alcoholism, irresponsibility un commitment are the
result of job dissatisfaction. How ever job satisfaction or dissatisfaction forms, opinions
about the job and organization which results in employee morale.
IMPROVING JOB SATISFACTION:
Job satisfaction plays, significant role in the organization. There fore, managers
should take concrete steps to improve the level of job satisfaction. These steps may be in
the forms of job redesigning to make the job more interesting and challenging improving
quality of work life linking rewards with performance and improving overall organization
climate.

1.2 INDUSTRY ANALYSIS

Barbara Murray (2009) explained the soft drink industry by stating, For years the story
in then on alcoholic sector centered on the power struggle between Coke and Pepsi. But
as the pop fight has topped out, the industry's giants have begun relying on new product
flavorsand looking to noncarbonated beverages for growth. In order to fully
understand the soft drink industry, the following should be considered: the dominant
economic factors, five competitive sources, industry trends, and the industrys key
factors. Based on the analyses of the industry, specific recommendations for competitors
can then be created. Dominant Economic Factors Market size, growth rate and overall
profitability are three economic indicators that can be used to evaluate the soft drink
industry. The market size of this industry has been changing. Soft drink consumption has
a market share of 46.8% within the non-alcoholic drink industry, also found that the total
market value of soft drinks reached $307.2 billion in 2004 with a market value forecast of
$367.1 billion in 2009. Further, the 2004 soft drink volume was 325,367.2 million liters
clearly, the soft drink industry is lucrative with a potential for high profits, but there are
several obstacles to overcome in order to capture the market share.
The growth rate has been recently criticized due to the U.S. market saturation of soft
drinks. Stated, Looking ahead, despite solid growth in consumption, the global soft
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drinks market is expected to slightly decelerate, reflecting stagnation of market prices.
The change is attributed to the other growing sectors of the non-alcoholic industry
including tea and coffee (11.8%) and bottled water (9.3%). Sports drinks and energy
drinks are also expected to increase in growth as competitors start adopting new product
lines. Profitability in the soft drink industry will remain rather solid, but market saturation
especially in the U.S. has caused analysts to suspect a slight deceleration of growth in the
industry (2008). Because of this, soft drink leaders are establishing themselves in
alternative markets such as the snack, confections, bottled water, and sports drinks
industries (Barbara Murray, 2009c). In order for soft drink companies to continue to grow
and increase profits they will need to diversify their product offerings. The geographic
scope of the competitive rivalry explains some of the economic features found in the soft
drink industry. According to Barbara Murray (2009c), The sector is dominated by three
major playersCoca-Cola is king of the soft drink-empire and boasts a global market
share of around 50%, followed by PepsiCo at about 21%, and Cadbury Schweppes at
7%. Aside from these major players, smaller companies such as Catt Corporation and
National Beverage Company make up the remaining market share. Would not be able to
compete with the established brand names, distribution channels, and high capital
investment. Likewise, leaving this industry would be difficult with the significant loss of
money from the fixed costs, binding contracts with distribution channels, and
advertisements used to create the strong brand images. This industry is well established
already, and it would be difficult for any company to enter or exit successfully. Three
leading companies have prominent presence in the soft drink industry. The leaders
include the Coca-Cola Company, PepsiCo, and Cadbury Schweppes.
The Coca-Cola product line has several popular soft drinks including Coca-Cola, Diet
Coke, Fanta, Barqs, and Sprite, selling over 400 drink brands in about 200 nations
(Murray 2009a). PepsiCo is the next top competitor with soft drink sales grossing $18
billion for the two beverage subsidiaries, PepsiCo Beverages North America and PepsiCo
International (PepsiCo Inc., 2004). PepsiCos soft drink product line includes Pepsi,
Mountain Dew, and Slice which make up more than one-quarter of its sales. Cadbury

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Schweppes had soft drink sales of $6 billion with a product line consisting of soft drinks
such as A&W Root Beer, Canada Dry, and Dr. Pepper (Cadbury Schweppes, 2004).
Financial Analysis:
The carbonated beverage industry is a highly competitive global industry as illustrated in
the financial statements. According to John Sicker of Beverage Digest (2008), Coca-Cola
was the number one brand with around 4.5 billion cases sold in 2004. Pepsi followed
with 3.2 billion cases, and Cadbury had 1.5 billion cases sold. However, the market share
shows a different picture. Coca-Cola and PepsiCo control the market share with CocaCola holding 43.1% and Pepsi with 31.7%.
The American Beverage Association (2009) states that in 2004, the retail sales for the
entire soft-drink industry were $65.9 billion. Barbara Murray (2009e) analyzed the
industry averages for 2004 and average net profit margin was 11.29%. The current ratio
average was 1.11 and the quick ratio average was 0.8% .To analyze the financial
statements of the major corporations in the industry. Overall, the financial statements of
the three top competitors in the soft drink industry show that the industry is highly
competitive and has little growth. Net profit margins increased for all three corporations,
however only at a small rate. It also seems that all three companies lack sufficient current
and quick ratios, but are all within a reasonable range of the industry average (2009e).
This may be due to expanding their product lines to include energy drinks and noncarbonated beverages in order to increase profits and diversify their business. The soft
drinks market is now in the matured stage of the life cycle. Growth in the industry has
remained stagnant, and the financial statements of the major corporations in the industry
illustrate that their sales and income are following this trend. The companies are in good
financial positions; gross profits and net profit margins are continuing to increase each
year. The leverage and activity ratios are all within reasonable range. However, one area
all three corporations need to improve on is the liquidity ratios. Their quick and current
ratios are low and need to be increased so they are able to meet short-term
OBLIGATIONS:
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Five Competitive Forces for Coca-Cola Company the soft drink industry is very
competitive for all corporations involved, with the greatest competition being that from
rival sellers within the industry. All soft drink companies have to think about the
pressures; that from rival sellers within the industry, new entrants to the industry,
substitute products, suppliers, and buyers. The competitive pressure from rival sellers is
the greatest competition that Coca-Cola faces in the soft drink industry. Coca-Cola, Pepsi
Co., and Cadbury Schweppes are the largest competitors in this industry, and they are all
globally established which creates a great amount of competition. Though Coca-Cola
owns four of the top five soft drink brands (Coca-Cola, Diet Coke, Fanta, and Sprite), it
had lower sales in 2008 than did PepsiCo (Murray, 2009c). However, Coca-Cola has
higher sales in the global market than PepsiCo. In 2004, PepsiCo dominated North
America with sales of $22 billion, whereas Coca-Cola only had about $6.6 billion, with
more of their sales coming from overseas, PepsiCo is the main competitor for Coca-Cola
and these two brands have been in a power struggle for years (Murray, 2009c). Brand
name loyalty is another competitive pressure. The Brand Keys Customer Loyalty
Leaders Survey (2004) shows the brands with the greatest customer loyalty in all
industries. Diet Pepsi ranked 17th and Diet Coke ranked 36th as having the most loyal
customers to their brands. Refer to List 15 for the brand loyalty rankings of the various
competitors.
The new competition between rival sellers is to create new varieties of soft drinks, such
as vanilla and cherry, in order to keep increasing sales and enticing new customers
(Murray, 2009c). New entrants are not a strong competitive pressure for the soft drink
industry. Coca-Cola and Pepsi Co dominate the industry with their strong brand name and
great distribution channels. In addition, the soft-drink industry is fully saturated and
growth is small. This makes it very difficult for new, unknown entrants to start competing
against the existing firms. Another barrier to entry is the high fixed costs for warehouses,
trucks, and labor, and economies of scale. New entrants cannot compete in price without
economies of scale. These high capital requirements and market saturation make it
extremely difficult for companies to enter the soft drink industry; therefore new entrants
are not a strong competitive force (Murray, 2009c). Substitute products are those
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competitors that are not in the soft drink industry. Such substitutes for Coca-Cola
products are bottled water, sports drinks, coffee, and tea. Bottled water and sports drinks
are increasingly popular with the trend to be a more health conscious consumer. There are
progressively more varieties in the water and sports drinks that appeal to different
consumers tastes, but also appear healthier than soft drinks. In addition, coffee and tea
are competitive substitutes because they provide caffeine. The consumers who purchase a
lot of soft drinks may substitute coffee if they want to keep the caffeine and lose the sugar
and carbonation. Specialty blend coffees are also becoming more popular with the
increasing number of Starbucks stores that offer many different flavors to appeal to all
consumer markets. It is also very cheap for consumers to switch to these substitutes
making the threat of substitute products very strong. Suppliers for the soft drink industry
do not hold much competitive pressure. Suppliers to Coca-Cola are bottling equipment
manufacturers and secondary packaging suppliers. Although Coca-Cola does not do any
bottling, the company owns about 36% of Coca-Cola Enterprises which is the largest
Coke bottler in the world (Murray, 2009a). Since Coca-Cola owns the majority of the
bottler, that particular supplier does not hold much bargaining power. In terms of
equipment manufacturers, the suppliers are generally providing the same products. The
number of equipment suppliers is not in short supply, so it is fairly easy for a company to
switch suppliers. This takes away much of suppliers bargaining power. The buyers of the
Coca-Cola and other soft drinks are mainly large grocers, discount stores, and restaurants.
The soft drink companies distribute the beverages to these stores, for resale to the
consumer. The bargaining power of the buyers is very evident and strong. Large grocers
and discount stores buy large volumes of the soft drinks, allowing them to buy at lower
prices. Restaurants have less bargaining power because they do not order a large volume.
However, with the number of people are drinking less soft drinks, the bargaining power
of buyers could start increasing due to decreasing buyer demand (Murray, 2009a).
Porters Five Forces Model identifies the five forces of competition for any company. The
recognition of the strength of these forces helps to see where Coca-Cola stands in the
industry. Of the five forces, rivalry within the soft drink industry, especially from
PepsiCo, is the greatest source of competition for Coca-Cola. Industry Changes the soft
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drink industry is affected by macro environmental factors of the industry that will lead to
change. First, the entry/exit of major firms is a trend in the industry that will likely lead to
change. More specifically, merger and consolidation has been prevalent in the soft drinks
market, causing some firms to exit the industry and then re-enter themselves. Several
leading companies have been looking to drive revenue growth and improve market share
through the increased economies of scale found through mergers and acquisitions. One
specific example is how PepsiCo acquired Quaker Oats, who bought Gatorade which will
help expand PepsiCos energy drink sector. This trend has increased competition as firms
diversification of products is increasing. A second trend in the macro environment is
globalization. With the growing use of the internet and other electronic technologies,
global communication is rapidly increasing. This is allowing firms to collaborate within
the country market and expand into world markets. It has driven competition greatly as
companies strive to be first-movers. Specifically, the global soft drink markets
compound annual growth rate (CAGR) is expected to expand to 3.6% from 2004 to 2009.
Third, changing societal concerns, attitudes, and lifestyles are important trends. In the
United States and Europe, people are becoming more concerned with a healthy lifestyle.
Consumer awareness of health problems arising from obesity and inactive lifestyles
represent a serious risk to the carbonated drinks sector. The trend is causing the
industrys business environment to change, as firms are differentiating their products in
order to increase sales in a stagnant market. Thus, the long-term industry growth rate, the
fourth trend, shows low growth in recent years. Since 2000, the CAGR is 1.5 per cent.
The low growth rates are of concern for soft drink companies, and several are creating
new strategies to combat the low rates. This leads to the fifth trend of growing buyer
preferences for differentiated products. Because soft drinks have been around since as
early as 1798 (American Beverage Association, 2009), buyers want innovation with the
products they buy. In todays globalizing society, being plain is not good enough.
According to Barbara Murray (2009c), The key for all of these beverage companies is
differentiation. The giants have new formulations and appearances. Whatever the
strategy, be it a new color, flavor, or formula, companies will strive to create the greatest
brand awareness in the minds of the consumer in the hopes of crowding out its
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competitors. Thus, the last trend, product innovation, is necessary to combat buyers need
for variety of tastes. Firms are already differentiating by taste, with the Coca-Cola
Company as an example. The firms product line includes regular Coca-Cola, Diet Coke,
Diet cherry Coke, cherry Coke, Vanilla Coke, Coca-Cola with Lime, and Coca-Cola with
lemon and many more (Murray, 2009a).
Key Success Factors:
Key factors for competitive success within the soft drink industry branch from the trends
of the macro environment. Primarily, constant product innovation is imperative. A
company must be able to recognize consumer wants and needs, while maintaining the
ability to adjust with the changing market. They must keep up with the changing trends
(Murray, 2009c). Another key factor is the size of the organization, especially in terms of
market share. Large distributors have the ability to negotiate with stadiums, universities
and school systems, making them the exclusive supplier for a specified period of time.
Additionally, they have the ability to commit to mass purchases that significantly lower
their costs. They must implement effective distribution channels to remain competitive.
Taste of the product is also a key factor for success. Furthermore, established brand
loyalty is a large aspect of the soft drink industry. Many consumers of carbonated
beverages are extremely dedicated to a particular product, and rarely purchase other
varieties. This stresses the importance of developing and maintaining a superior brand
image. Price, however, is also a key factor because consumers without a strong brand
preference will select the product with the most competitive price. Finally, global
expansion is a vital factor in the success of a company within the soft drink industry. The
United States has reached relative market saturation, requiring movement into the global
industry to maintain growth.

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1.3Company profile
History:
The Coca-Cola Company is a beverage company. It owns or licenses more than 500
nonalcoholic beverage brands (Mint Global, 2014). It primarily serves sparkling
beverages but also wide range of still beverages such as water, juices, ready-to-drink teas
and coffees, and sports drinks. The Coca-Cola Company was founded in 1886, by John S.
Pemberton and served Coca-Cola at a local Pharmacy in downtown Atlanta, Georgia (The
Coca-Cola Company, 2014).In 1892, As a Candler purchased and incorporated the CocaCola Company as a Georgia Corporation (The Coca-Cola Company, 2014). Fourteen
years later, under Candlers leadership, bottling operations began in Canada, Cuba, and
Panama. In 1919, the Coca-Cola Company was purchased by a group of investors led by
Ernest Woodruff for $25 million. From its early years, Coca-Cola Company made
significant innovations in the beverage industry, such as six-bottle carton and steel 12ounce cans. Additionally, it continued to expand internationally . In 1923, Robert W.
Woodruff was elected as president of the Coca-Cola Company, who also served as a
Chairman of the Board in 1939. The very first new product distributed by the Company
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was Fanta Orange in Naples, Italy. After the success of this product, it established a
diverse portfolio through acquiring Minute Maid Corporation and adding a line of juice
products. In 2008, Sprite became the third Company product to sell more than 2 billion
cases annually, joining Coca-Cola and Diet Coke (The Coca-Cola Company, 2014).
Current Scenario:
Today, the Coca-Cola Company has been serving for more than 127 years and is one of
the largest beverage companies headquartered in Atlanta, United States. The company is
engaged in the production, distribution, and marketing of nonalcoholic beverages and
syrups. It is listed on the New York Stock Exchange (NYSE) and the Dow Jones
Industrial Average (DJIA) (Mint Global, 2014). On March 16, 2014, the share price of the
Coca-Cola Company is recorded at $38.17 under NYSE (The Coca-Cola Company). The
Coca-Cola Company has over 3500 products and serves over 200 countries. Some of its
brands include Coca-Cola, Sprite, Fanta, Diet Coke, Dasani, Minute Maid, Power Ride,
Simply Orange, Fresca, and Vitamin Water. Moreover, it has partnered with
approximately 250 bottling companies worldwide. The companys segments include
Eurasia and Africa, Europe, Latin America, North America, Pacific, Bottling Investments
and Corporate (Mint Global, 2014). Some of the companys customers include bottling
and canning operators, distributors, fountain wholesalers, and fountain retailers (Mint
Global, 2014). Lastly, in the beverage industry, the Coca-Cola Company competes with
PepsiCo, Inc., Nestle, and the Dr. Pepper Snapple Group Inc.
Vision and Mission
The Coca-Cola Company and its bottling partners developed a 2020 Vision in 2009. This
vision is a roadmap to doubling their global system revenues in the next 10 years by
focusing on six key areas: profit, people, portfolio, partners, planet, and productivity (The
Coca-Cola Company, 2014). The mission statement of the Coca-Cola Company is: To
refresh the world in mind, body and spirit. To inspire moments of optimism through our
brands and actions. To create value and make a difference everywhere we engage.

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Goals and Objectives

Increase profit by cutting down costs through productive and efficient

production facilities.
Focus on environment friendly bottling production and enforce

sustainability.
Continue to diversify its portfolio through innovations and partnerships,

keeping consumer demands in mind.

Increase annual operating income by 6-8% in order to double their
revenue by 2020. Financial Performance

External analysis
General Environment can be broken down into six segments. Below is a brief analysis on
the general environment.
Demographic Segment
Coca-Cola provides products and services to wide range of age groups, with the largest
portion of this focus on teenagers to middle aged adults. According to index mundis
world demographic profile in 2013, 57.4% of the worlds population. Years of age (World
Demographics, 2013). This indicates that Coca-Cola is focusing on the largest
demographic in the world for potential customers, which can be seen as a suitable
strategy for sustainability and growth.
Political and Legal Segment
Coca-Cola being the global leader in soft drink production and sales must abide by the
rules and regulations in which countries it sells its products. For instance in Canada the
maximum amount of caffeine allowed in a soft drink is 200ppm (Health Canada, 2010).
That being said there are only two countries in the world in which Coca-Cola does not
sell its products officially because of prior legal trade embargos, Cuba and North Korea.
Coca-Cola states that if their products are being sold in these countries that are
embargoed then the product is finding its way there through unauthorized means.
Economic Segment

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From 2009- 2012 the rate of inflation for food and beverages was higher than the overall
price inflation in the United States. This translated into consumers having less disposable
income to spend on these commodities (Volpe, 2013). This coupled with the increased
amount of transportation cost worldwide due to oil price inflation means that costs will
also be higher to transport their product. This means that costs have increased in this
industry, while the disposable income from potential customers have decreased
translating to lower revenues for the companies in this industry. The fluctuations in the
US currency in 2013 have also led profit margins declining due to increased costs
associated with doing business in foreign countries. Despite these facts, however, CocaCola had a worldwide growth of 1% in their annual report in 2013 (Coca-Cola, 2013).
Socio-cultural Segment
Currently in the last decade there has been an increase in health awareness leading to a
social movement towards healthier lifestyles worldwide. In particular soft drinks have
been linked to the cause of type-two diabetes and as a result consumers have been
moving towards healthier alternatives (Walter, 2012). This may result in Coca-Cola
losing its market share as consumers begin to substitute for healthier beverages. CocaCola, however, has been developing products to meet the needs of the health conscious
consumer such as Coke Zero and Diet Coke in order to sustain its market share.
Technological Segment
In order to increase brand awareness and demand, many soft drink companies are using
social media tools such as Face book and YouTube as advertising channels because of
their high traffic of users. By advertising on these sites they are able to expose their
brands to a larger amount of people much more efficiently and effectively. Also, the
development of Total Quality Management Systems used in the industry allows the
efficiency of the companys operations and distribution to increase.
Global Segment
As the global economies continue to develop, newly industrialized countries can be seen
as high potential consumer markets that have risen. This translates to a new amount of
market share that has not been exploited previously by the industry, allowing for growth
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from companies like Coca-Cola. The global market is continuously growing and remains
as a high opportunity market for the soft drink industry.
Industry Environment:
The Porters five forces of competitive model is used to examine the industry
environment.
Threat of New Entrants
The threat of new entrants is very low because of the well-established brands already in
this market. New entrants would have a hard time competing with Coke and Pepsi
especially in advertising as in 2000 Coke and Pepsi spent a combined $2.58 billion in
advertising and marketing (MBA, 2010). As a result of such expenditures brands are well
established and thus customer loyalty is relatively strong with these brands. It is also hard
to enter the market because Pepsi and coke will not make it easy for competitors to gain
market share. For instance, they have done this by creating bottling contracts with
manufacturing in certain geographic areas, which forbids these manufacturing from
taking on another client. So will be hard to establish and production and distribution
network for new entrants. Threats from Buyers Bargaining power of buyers is high
because margins for this industry are low and consumers buy in bulks. Since the products
are similar they will purchase whichever brand offers the most for the cheapest amount.
At stores or fast food restaurants where a brand is exclusively offered the threats from
buyers will be relatively low because they have no alternatives.
Threats from Suppliers
The raw materials for soft drinks are very basic such as sugar, artificial flavor and water
leaving the power of suppliers relatively low since they can substitute between them. So
switching cost between suppliers will be extremely low. The threat of forward integration
from suppliers is also low since soft drink manufacturing need huge capital investments
such as manufacturing plants and distribution networks, which they could not afford.
Overall the threat of suppliers remains low in the industry.
Threat of Substitutes
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The threat of substitutes in the industry is very high because of the amount of alternative
beverages available for example water, tea, coffee and energy drinks. This threat also
remains high because the prices of these products are relatively the same so the consumer
faces low switching costs between them. The way that soft drink companies combat this
threat is by using intensive advertising campaigns in order to create differentiation
between their brands and these substitute products. Industry Rivalry The makeup of this
industry mainly composed of Coca-Cola and Pepsi who hold a large majority of the
market share with a few other competitors holding very small amounts of market share.
As result the rivalry in the industry is relatively low because there are basically only two
firms competing. The majority of this competition takes place in the advertising rather
than the price sector as the brands compete to differentiate their brands from one another
and thus gain some market share.

Competitor Environment
The Coca-Cola Companys main objective is to maintain its diet carbonated beverage
sales in developed markets. As the demand for carbonated beverages in emerging markets
is increasing, such as markets in Middle East and Africa, may double 2010s revenues by
2020 (Euromonitor,2013). Additionally, as the trend of health and wellness is shaping the
soft drink industry, the Coca-Cola Company is trying to increase its non-carbonated
beverages sales in the market by acquiring other drink companies. PepsiCo The main
competitor of the Coca-Cola Company is PepsiCo. PepsiCo is the worlds second largest
food and beverage company and has a presence in over 200 countries (Market Line,
2013). In order to meet consumers health and wellness requirement, PepsiCo has
acquired Nutrition as a subsidiary (Euro monitor, 2013). PepsiCo is temporarily focusing
on reshaping its brand image that emphasizes on healthy food and drinks. Like the CocaCola Company, PepsiCo has established well-known brands including, Pepsi, Gatorade,
MAIN STRATEGIC CHALLENGES
Increasing revenue streams from all fronts In order to achieve its goal of doubling the
revenue in ten years, Coca-Cola needs to sell its products in new geographic areas and
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expand its product like that meet the consumers changing preference and behaviors.
Maintaining its current market size in the developed market, the company also needs to
increase sales in developing markets (Euro monitor, 2013).
Diversification
Carbonated beverages are the companys bread and butter business so that the company is
heavily relied on their sales. This implies that the company needs to increase awareness
and sales on other drinks, such as bottled water, juice, ready-to-drink tea, and even Asian
specialty drinks since the consumer preferences are changing. Moreover, in order to
maintain their share of sales in the increasing competitive market, Coca-Cola has to
continue to strengthen their brand loyalty, innovation, and expand into other product
categories in the beverage industry. Diet products cannibalizing standard variants As
consumers have growing concerns about their health, such as obesity issues, which
results in a reduce demand of standard cola. Therefore, the amount of sugar in regular
soft drinks needs to be reduced accordingly. Although the introduction of the diet cola
successfully addressed this issue, the increasing demand and sales of diet drinks
cannibalized the sales of standard cola (Euro monitor, 2013). The company needs to find
a way to sustain their revenues while anticipating consumers preference changes.
Acquisition targets in developed markets with the strong penetration power in the mature
soft drinks industry, the Coca-Cola Companys revenue growth can be generated from
secondary markets or new markets. However, in developed markets, an acquisition option
is limited because of market consolidation (Euro monitor, 2013). It is challenging for the
company to make large acquisitions in all markets.

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2. RESEARCH METHODOLOGY
2.1 NEED FOR THE STUDY

Job satisfaction is how to motivate employee to work more productively and to

increase their feelings of satisfaction, involment and commitment job satisfaction
mean different things to different people.

There are many aspects of work life influence employee satisfaction and
dissatisfaction with job.

It is evident that satisfies employees are more productive and efficient. Job
satisfaction needs to multiple benefits to both management and employees.

2.2 OBJECTIVES OF THE STUDY

The objectives of the study are
1. To identify the factors which are influence the job satisfaction .
2. To know the level of job satisfaction among the employees coca-cola company.
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2.3 RESEARCH DESIGN
Descriptive research procedure is used for describing the resent situations in the
organization and analytical research to analyze the results by using research tools.
Descriptive Research:
This research includes surveys and facts finding enquires of different kinds. The major
purpose of

descriptive research is that the research can only describe the state of affairs

existing at present in the organization.

2.4 SAMPLING TECHNIQUE
Simple random sampling was followed for selecting the sample size of respondents.

2.5 SAMPLE SIZE

A total sample size of 111 employees was taken. The sample was selected in such
a way that it covers all most all the departments throughout the organization. The analysis
was made with available data.
2.6 RESEARCH INSTRUMENT
The research instrument used for study is questionnaire.
2.7 DATA COLLECTION METHODS
Data for this research was collected both from primary and secondary sources.
There are two types of data of data sources.
A) Primary data
B) Secondary data
A. PRIMARY DATA
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It consists of original information gatherer for the study. The first hand
information has been collected through administering the questionnaire by direct contract
methods and through in formal meetings.
B. SECONDARYDATA:
It consists of information that already exits gave been collected for the study
purpose. The second hand information has been collected through company previous
records, annual reports, journals, Industrials magazines, and broachers internet.
2.8 DATA ANALYSIS
The data collected through survey have been carefully, meaningfully analyzed by
well-established statistical tools like percentages method and chi squire test.

Simple Percentages Methods:

The percentage method was used to get the percentages for the tabulated data by
the calculated the analysis and interpretation has done by the type of information, which
is collected by me.

The numbering for each table and graph has been given and the suited name was given to
each table and graph. The inference was given at the bottom of the page. The information
in the inference is qualitative and it gives more meaning. Each question interprets its
importance and significance towards remuneration and their satisfaction levels.
Chi-square test
It is used to check accuracy of the statements given by respondents with he help
of hypothesis. All hypothesis used in research are null hypothesis.

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To test the hypothesis of the study, the following 2 statistic is considered for
independence of tributes.

Oi = Actual frequency.
Ej=Expected frequency
C= Number of Columns
R=Number of Rows
2 cal2tab, Accept the null hypothesis H0.
The research has collected the required data. The Collected data was raw data has been
corrected and made in to proper meaning. The meaningful data has been edited and
tabulated. The tools like scaling & the graphs were taken for putting the edited and
tabulated data into structural.
2.9 Hypotheses:

H1= the promotional opportunities are correlated positively and significantly with work
motivation and satisfaction.

H0= the promotional opportunities are not correlated positively and significantly with
work motivation and satisfaction.

H1= The different facets of satisfaction are correlated positively and significantly with
work motivation.

Ho= The different facets of satisfaction are not correlated positively and significantly
with work motivation.

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2.10 LIMITATIONS OF THE STUDY:
a. Due to lack of interest of some employees many questionnaire which were
administered could not be collected.
b. The interpersonal relations among the employee are a great hurdle for obtaining
unbiased responses and for receiving back the administered questionnaires.
c. Accuracy of the study is purely based on the information as given by the
respondent.
d. The cause of job satisfaction of employee may be difference from person to
person.
e. As it was a manufacturing site workers and result interviews should not be
conducted continuously.
3.1. Appreciation or reward system provided by the management
TABLE 3.1: Appreciation or reward system provided by the management

opinions

No. of Respondents

Percentage (%)

Highly Satisfied
23
21
Satisfied
42
38
Neutral
28
25
Dissatisfied
15
13
Highly dissatisfied
03
3
Total
111
100
CHART-3.1: Appreciation or reward system provided by the management

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INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 23(i.e, 21%) of
respondents are highly satisfied, 42(i.e. 38%) of respondents are satisfied 28(i.e., 25%) of
respondents neutral, 15(i.e13%) of respondents dissatisfied, 3(i.e3%) of respondents
highly dissatisfied about appreciation or reward system provided by the management.
3.2. Management allows performing job effectively.
TABLE-3.2: Management allows performing job effectively
Opinions
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

No. of
Respondents
10
45
32
7
17
111

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Percentage (%)
9
41
29
6
15
100

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CHART-3.2: Management allows you to performing job effectively.

INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 10(i.e. 9%) of
respondents are highly satisfied, 45(i.e. 41%) of respondents are satisfied 32 (i.e., 29%)
of respondents neutral, 7(i.e6%) of respondents dissatisfied, 17(i.e15%) of respondents
highly dissatisfied about Management allow you to perform job effectively.
3.3 Response of concerns about voice in the organization.
TABLE-3.3: Response of concerns about voice in the organization.
Opinions

No.

Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

Respondents
14
60
23
10
4
111

of Percentage (%)
13
54
21
9
3
100

CHART-3.3: Response your concerns about your voice in the organization.

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INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 14(i.e.13%) of
respondents are highly satisfied, 60(i.e.54%) of respondents are satisfied, 23(i.e.21%) of
respondents are neutral, 10(i.e. 9%) of respondents are dissatisfied 4% of respondents are
highly dissatisfied about the response your concern about your voice.
3.4. Satisfaction of bonus and incentives in the organization.
TABLE-3.4: Satisfaction of bonus and incentives in the organization.
Opinions
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

No. of Respondents
8
50
32
16
5
111

Percentage (%)
7
45
29
14
5
100

CHART-3.4: Satisfaction of bonus and incentives in the organization.

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INTERPRETATION:
From the above analysis observed that out of 111 respondents 8(i.e.7%) of
respondents are highly satisfied, 50(i.e.45%) of respondents are satisfied, 32(i.e.29%) of
respondents are neutral, 16(i.e.14%) of respondents are dissatisfied 5(i.e.5%) of
respondents are highly dissatisfied about the satisfied with bonus and incentives.
3.5. Rate of job satisfaction in the department.
TABLE-3.5: Rate of job satisfaction in the department.
Opinions
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

No. of Respondents
25
36
30
10
10
111

Percentage (%)
23
32
27
9
9
100

CHART-3.5: Rate of job satisfaction in the department

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INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 25(i.e.23%) of
respondents are highly satisfied, 36(i.e.32%) of respondents are satisfied, 30(i.e.27%) of
respondents are neutral, 10(i.e9%) of respondents are dissatisfied 10(i.e. 9%) of
respondents are highly dissatisfied about the rate of job satisfaction in the department.

3.6. Issues in work area to management.

TABLE-3.6: Issues in work area to management.
Opinions
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

No. of Respondents
13
32
45
12
9
111

Percentage (%)
12
29
40
11
8
100

CHART-3.6: Issues in your work area to management

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INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 13(i.e.12%) of
respondents are highly satisfied, 32(i.e.29%) of respondents are satisfied, 45(i.e.40%) of
respondents are neutral, 12(i.e.11%) of respondents are dissatisfied 9(i.e.8%) of
respondents are highly dissatisfied about the issues in work area to management.
3.7. Opportunity for beneficial package.
TABLE-3.7: Opportunity for beneficial package.

Opinions
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

No. of Respondents
9
68
17
14
3
111

Percentage (%)
8
61
15
13
3
100

CHART-3.7: Opportunity for beneficial package.

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INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 9(i.e.8%) of
respondents are highly satisfied, 68(i.e.61%) of respondents are satisfied, 17(i.e.15%) of
respondents are neutral, 14(i.e13%) of respondents are dissatisfied 3(i.e.3%) of
respondents are highly dissatisfied about the opportunities for beneficial job related
training.
3.8. Overall compensation package.
TABLE-3.8: Overall compensation package.
Opinions
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

No. of Respondents
57
10
35
4
5
111

Percentage (%)
51
9
31
4
5
100

CHART-3.8: Overall compensation package

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INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 57(i.e.51%) of
respondents are highly satisfied, 10(i.e.9%) of respondents are satisfied, 35(i.e.31%) of
respondents are neutral, 4(i.e.4%) of respondents are dissatisfied 5(i.e.5%) of respondents
are highly dissatisfied about the overall compensation package.
3.9. Current evaluation process of organization
TABLE-3.9: Current evaluation process of organization
Opinions
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total
process of organization

No. of Respondents
8
72
26
2
3
111

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Percentage (%)
7
65
23
2
3
100

CHART-3.9:
Current
evaluation

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INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 8(i.e.7%) of
respondents are highly satisfied, 72(i.e.65%) of respondents are satisfied, 26(i.e.23%) of
respondents are neutral, 2(i.e.2%) of respondents are dissatisfied 3(i.e.3%) of respondents
are highly dissatisfied about the current evaluation process of organization.
3.10. Promotional opportunities are handled fairly
TABLE-3.10: Promotional opportunities are handled fairly
Opinions
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total
are handled fairly.

No. of Respondents
30
22
50
3
6
111

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Percentage (%)
27
20
45
3
5
100

CHART-3.10:
Promotional
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INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 30(i.e.27%) of
respondents are highly satisfied, 22(i.e.20%)of respondents are satisfied, 50(i.e.45%) of
respondents are neutral, 3(i.e.3%) of respondents are dissatisfied 6(i.e.5% )of respondents
are highly dissatisfied about the promotional opportunities are handled fairly.
3.11. Ability and loyalty towards the organization.
TABLE-3.11: Ability and loyalty towards the organization.
Opinions
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

No. of Respondents
7
59
33
8
4
111

Percentage (%)
6
53
30
7
4
100

CHART-3.11: Ability and loyalty towards the organization.

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INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 7(i.e.6%) of
respondents are highly satisfied, 59(i.e.53%) of respondents are satisfied, 33(i.e.30%) of
respondents are neutral, 8(i.e.7%) of respondents are dissatisfied 4(i.e.4%) of respondents
are highly dissatisfied about the show your ability and loyalty your organization.

3.12. Respective job in the society.

TABLE-3.12: Respective job in the society.

Opinions
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

No. of Respondents
23
43
15
19
11
111

Percentage (%)
21
39
13
17
10
100

CHART: 3.12 Respective job in the society.

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INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 23(i.e.21%) of
respondents are highly satisfied, 43(i.e.39%) of respondents are satisfied, 15(i.e.13%) of
respondents are neutral, 19(i.e.17%) of respondents are dissatisfied 11(i.e.10%) of
respondents are highly dissatisfied about the respective job in society.
3.13. Satisfaction of employees regarding present salary.
TABLE-3.13: Satisfaction of the employee regarding present salary.
Opinions
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

No. of Respondents
8
55
26
15
7
111

Percentage (%)
7
50
23
14
6
100

CHART-3.13: Satisfied with present salary.

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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.

INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 8(i.e.7%) of
respondents are highly satisfied, 55(i.e.50%) of respondents are satisfied, 26(i.e.23%) of
respondents are neutral, 15(i.e.14%) of respondents are dissatisfied 7(i.e.6%) of
respondents are highly dissatisfied about the Satisfied with present salary.
3.14. View of job in the organization
TABLE-3.14: View of job in the organization
Opinions

No.

Challenging
Responsible
Motivating
Secure
Useful in career
Total

Respondents
6
67
20
8
10
111

of Percentage (%)
6
60
18
7
9
100

CHART-3.14: View job in the organization.

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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.

INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 6(i.e.6%) of
respondents are challenging, 67(i.e.60%) of respondents are responsible, 20(i.e.18%) of
respondents are motivating, 8(i.e.7%) of respondents are secure 10(i.e.9%) of
respondents are useful in career about the job in organization.
3.15. Job provides good future prospects.
TABLE-3.15: Job provides good future prospects.
Opinions

No. of Respondents

Percentage

strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total

12
80
16
2
1
111

(%)
11
72
14
2
1
100

CHART-3.15: Job provides good future prospects.

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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.

INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 12(i.e.11%) of
respondents are strongly agree, 80(i.e.72%) of respondents are agree, 16(i.e.14%) of
respondents are neutral, 2(i.e2%) of respondents are disagree, 1(i.e.1%) of respondents
are strongly disagree about the job provides good future prospects.
3.16. Opinions of employees regarding receiving good guidance, co-operation from
superiors.
TABLE-3.16: Opinions of employees regarding receiving good guidance, co-operation
from superiors.
Opinions
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total

No. of Respondents
11
63
18
12
7
111

Percentage (%)
10
57
16
11
6
100

CHART-3.16: Opinions of employees regarding receiving good guidance, co-operation

from superiors.

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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.

INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 11(i.e.10%) of
respondents are strongly agree, 63(i.e.57% )of respondents are agree, 18(i.e.16%) of
respondents are neutral, 12(i.e11%) of respondents are disagree, 7(i.e.6% )of respondents
are strongly disagree about the You

receiving good guidance, co-operation from

superiors.
3.17. Welfare facilitates in organization
TABLE-3.17: Welfare facilitates in organization
Opinions
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

No. of Respondents
12
57
26
9
7
111

Percentage (%)
11
51
24
8
6
100

CHART-3.17: Welfare facilitates in organization.

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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.

INTERPRETATION:
From the above analysis it is observed that out of 111 respondents, 7(i.e.11%) of
respondents are highly satisfied, 57(i.e.51%) of respondents are satisfied, 26(i.e. 24%) of
respondents are neutral, 9(i.e.8%) of respondents are dissatisfied, 7 (i.e.6%) of
respondents are highly dissatisfied about the welfare facilities in organization.
3.18. Boredom in doing work in the organization.
TABLE-3.18: Boredom in doing work in the organization.
Opinions
Always
Often
Occasionally
Rarely
Never
Total

No. of Respondents
3
5
21
17
65
111

Percentage (%)
3
5
19
15
58
100

CHART-3.18: Boredom in doing work in the organization.

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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.

INTERPRETATION:
From the above analysis it is observed that out of 111 respondents, 3 (i.e.3%) of
respondents are always, 5(i.e5%) of respondents are often, 21(i.e19%) of respondents are
occasionally, 17(i.e.15%) of respondents are rarely, 65(i.e.58%) of respondents are never
about the boredom in doing your work.
3.19. Individual development programs provided by the organization.
TABLE-3.19: Individual development programs provided by the organization.
Opinions
Strongly agree
Agree
Neutral
disagree
Strongly disagree
Total

No. of Respondents
11
59
24
11
6
111

Percentage (%)
10
53
22
10
5
100

CHART-3.19: Individual development programs provided by the organization.

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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.

INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 11(i.e.10%) of
respondents are strongly agree, 59(i.e.53%) of respondents are agree, 24(i.e22%) of
respondents are neutral, 11(i.e.10%) of respondents are disagree 6(i.e.5%) of respondents
are strongly disagree about the Individual development programs provided that
organization.
3.20. Performance in organization is rightly recognized and rewarded in time.
TABLE-3.20: Performance in organization is rightly recognized and rewarded in time.
Opinions
Strongly agree
Agree
Neutral
disagree
Strongly disagree
Total

No. of Respondents
17
45
33
13
3
111

Percentage (%)
15
40
30
12
3
100

CHART-3.20: Performance in organization is rightly recognized and rewarded in time.

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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.

INTERPRETATION:
From the above analysis it is observed that out of 111 respondents 17(i.e.15%) of
respondents are strongly agree, 45(i.e.40%) of respondents are agree, 33(i.e.30%) of
respondents are neutral, 13(i.e.12%) of respondents are disagree, 3 (i.e.3%) of
respondents are strongly disagree about the Performance in organization is rightly
recognized and rewarded in time.
3.21. Satisfaction level of employees regarding Security of their jobs.
TABLE-3.21: Satisfaction level of employees regarding Security of their jobs.
Opinions
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

No. of Respondents
10
18
70
6
7
111

Percentage (%)
9
16
64
5
6
100

CHART-3.21: Satisfaction level of employees regarding Security of their jobs.

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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.

INTERPRETATION:
From the above analysis it is observed that out of 111 respondents, 10 (i.e.9%) of
respondents are highly satisfied, 18(i.e.16%) of respondents are satisfied, 70(i.e.64%) of
respondents are neutral, 6(i.e.5%) of respondents are dissatisfied, 7(i.e.6%) of
respondents are highly dissatisfied about the Secure in your job.
3.22. Achieve the goals by working in the organization.
TABLE-3.22: Achieve the goals by working in the organization.
Opinions
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

No. of Respondents
8
31
59
9
4
111

Percentage (%)
7
28
53
8
4
100

CHART-3.22: Achieve the goals by working in the organization.

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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.

INTERPRETATION:
From the above analysis it is observed that out of 111 respondents, 8 (i.e.7%) of
respondents are highly satisfied, 31(i.e.28%) of respondents are satisfied, 59 (i.e.53%) of
respondents are neutral, 9(i.e.8%) of respondents are dissatisfied, 4(i.e.4%) of
respondents are highly dissatisfied about Achieve your goals by working in that
organization.
Chi-square:

PROMOTIONAL OPPERTUNITIES
THE ORGANISATION
Highly
dissatisfied dissatisfied neutral
Promotional Salary
7
15
26
opportunities Compensation
5
4
35
incentives and 5
16
32
benefits
Recognisation
3
13
33
reward system
3
15
28
APGCMS, RAJAMPET

ARE PROVIDED BY
Satisfied
55
10
50

Highly
satisfied
8
57
8

Total
111
111
111

45
42

17
23

111
111

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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.
superior
operation

co- 7

12

18

63

11

Total
30
75
172
265
124
H1= the promotional opportunities are correlated positively and significantly with work
motivation and satisfaction.
H0= the promotional opportunities are not correlated positively and significantly with
work motivation and satisfaction.

Chi-Square Tests
Value
df
Asymp. Sig. (2-sided)
a
Pearson Chi-Square
140.524
20
.000
Likelihood Ratio
138.938
20
.000
Linear-by-Linear Association
.066
1
.797
N of Valid Cases
666
a. 0 cells (.0%) have expected count less than 5. The minimum expected count is 5.00.

Interpretation:
From the above analysis it is observed that the chi-square value is 140.524
with degree of freedom 20 at 5% level of significance. The significant value is (0.000) is
less than the 0.05 hence we do accept H1.so we conclude that the promotional
opportunities are correlated positively and significantly with work motivation and
satisfaction.
H1= The different facets of satisfaction are correlated positively and significantly with
work motivation.
Ho= The different facets of satisfaction are not correlated positively and significantly
with work motivation.

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111
666

HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.

Different
facets

Total

different facets of job satisfaction

Highly
dissatisfie
satisfie
dissatisfied d
neutral d
welfare facilities 7
9
26
57
security
7
6
70
18
supervision and 1
2
16
80
growth
job effectiveness 17
7
32
45
job
satisfaction 10
10
30
36
rate
42
34
174
236

highly
satisfied
12
10
12

Total
111
111
111

10
25

111
111

69

555

Chi-Square Tests
Asymp.
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear

Value
127.979
125.951
.003

Association
N of Valid Cases

555

Df
16
16
1

Sig.

(2-sided)
.000
.000
.954

Interpretation:
From the above analysis it is observed that the chi-square value is 127.979
with degree of freedom 16 at 5% level of significance. The significant value is (0.000) is
less than the 0.05 hence we do accept H1.so we conclude that the different facets of
satisfaction are correlated positively and significantly with work motivation.

4.1. FINDINGS
1. It is founded that out of 111 respondents, 65 respondents are satisfied
28respondents are neutral 18 respondents are dissatisfied about appreciation or
reward system provided by the management.
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BEVERAGES PVT. LTD.
2. It is founded that out of 111 respondents, 64 of respondents are satisfied, 30 of
respondents neutral, 17 of respondents dissatisfied, about Management allow you
to perform job effectively
3. It is founded that out of 111 respondents, 74 of respondents are satisfied, 23of
respondents are neutral, 14 of respondents are dissatisfied about the response your
concern about your voice.
4. It is founded that out of 111 respondents, 58 of respondents are satisfied, 32 of
respondents are neutral, 21 of respondents are dissatisfied about the satisfied with
bonus and incentives.
5. It is founded that out of 111 respondents, 61 of respondents are satisfied, 30 of
respondents are neutral, and 20 of respondents are dissatisfied about the rate of
job satisfaction in the department.
6. It is founded that out of 111 respondents, 45 of respondents are highly satisfied,
45 of respondents are neutral, and 21 of respondents are dissatisfied about the
issues in work area to management.
7. It is founded that out of 111 respondents, 77 of respondents are satisfied, 17 of
respondents are neutral, and 17 of respondents are dissatisfied about the
opportunities for beneficial job related training.
8. It is founded that out of 111 respondents, 67of respondents are satisfied, 35 of
respondents are neutral, and 9 of respondents are dissatisfied about the overall
compensation package.
9. It is founded that out of 111 respondents, 80 of respondents are satisfied, 26 of
respondents are neutral, and 5 of respondents are dissatisfied about the current
evaluation process of organization.
10. It is founded that out of 111 respondents, 52 of respondents are satisfied, 50 of
respondents are neutral, 9 of respondents are dissatisfied about the promotional
opportunities are handled fairly.
11. It is founded that out of 111 respondents, 66 of respondents are satisfied, of
respondents are neutral, 12 of respondents are dissatisfied about the show your
ability and loyalty your organization.
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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.
12. It is founded that out of 111 respondents, 66 of respondents are satisfied, 15 of
respondents are neutral, and 30 of respondents are dissatisfied about the
respective job in society.
13. It is founded that out of 111 respondents, 63 of respondents are satisfied, 26 of
respondents are neutral, and 22 of respondents are dissatisfied about the Satisfied
with present salary.
14. It is founded that out of 111 respondents, 6 of respondents are challenging, 67 of
respondents are responsible, 20 of respondents are motivating, 8 of respondents
are secure 10 of respondents are useful in career about the job in organization.
15. It is founded that out of 111 respondents, 92 of respondents are agree, 16 of
respondents are neutral, 3 of respondents are disagree, about the job provides
good future prospects.
16. It is founded that out of 111 respondents, 74 of respondents are agree, 18(i.e.16%)
of respondents are neutral, 19 of respondents are disagree, about the you receiving
good guidance, co-operation from superiors.
17. It is founded that out of 111 respondents, 64 of respondents are satisfied, of
respondents are neutral, 16 of respondents are dissatisfied,

about the welfare

facilities in organization.
18. It is founded that out of 111 respondents, 3 of respondents are always, 5 of
respondents are often, 21 of respondents are occasionally, 17 of respondents are
rarely, 65 of respondents are never about the boredom in doing your work.
19. It is founded that out of 111 respondents, 70 of respondents are agree, 24 of
respondents are neutral, 17 of respondents are disagree about the Individual
development programs provided that organization.
20. It is founded that out of 111 respondents, 62 of respondents are agree, 33 of
respondents are neutral, 16 of respondents are disagree, about the Performance in
organization is rightly recognized and rewarded in time.
21. It is founded that out of 111 respondents, 28 of respondents are satisfied, 70 of
respondents are neutral, and 13 of respondents are dissatisfied, about the Secure in
your job.
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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.
22. It is founded that out of 111 respondents, 39 of respondents are satisfied, 59 of
respondents are neutral, 13 of respondents are dissatisfied, about Achieve your
goals by working in that organization.

4.2. SUGGESTIONS
These are the survey outcomes, opinions, and views. These may help the organizations to
revise it current strategies take corrective actions.
1. The company is necessary to provide appreciation or reward system to the
employee.
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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.
2. To create the employee job satisfaction in the department.
3. It is necessary to provide the promotional opportunities to the employees.
4. It is necessary to provide good future prospects to the employees.
5. To provide good guidance and co-operation to the employees.
6. It is necessary to provide the welfare facilities in the organization.
7. Most of the employees expected more salary bonus and incentives from the
organization

4.3. CONCLUSION
After the study on job satisfaction in Hindustan Coca-Cola Beverages Pvt. Ltd. Finally it
is concluded that the most of employees are satisfied with the salaries, incentives, bonus,
and recognisation system of the organization. Employees participation in the decision
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HINDUSTAN COCA-COLA
BEVERAGES PVT. LTD.
making process will made them more courageous and enthusiastic towards working in the
organization. The organization provide periodically salary increments, allowances, bonus,
fringe benefits and other compensations on regular and specific periods keeps their moral
high and makes them more motivated. How ever the research is very important in
building the relationship between employees and employer.

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