A STUDY ON JOB SATISFACTION AT

REGENCY CERAMICS LIMITED

YANAM

A project report Submitted in Partial Fulfillment of

The Required for the Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by
GAYATRI SUBBARAO MANTHA
(H.T.No.20854100025)
HRM & MARKETING

Under the Guidance of

Mrs A.VIJAYA BHARGAVI., M.B.A..
Faculty in Management Studies

DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION

ADITYA INSTITUTE OF P.G STUDIES
(Approved by AICTE, Affiliated to AU, & Accredited by NBA)
Aditya Nagar, ADB Road, SURAMPALEM-533437
2008-10

ADITYA INSTITUTE OF P.G.STUDIES

DEPARTMENT OF BUSINESS MANAGEMENT
(Approved By Aicte, Affiliated To AU, &Accredited By Nba)

Aditya Nagar, ADB Road, SURAMPALEM-533437

CERTIFICATE

This is to certify that the project entitled JOB SATISFACTION is the

bonafide work done by Miss.GAYATRI .S. MANTHA during the period 2008-10 in
partial fulfillment of the requirement for the award of the Degree of MASTER OF
BUSINESS ADMINISTRATION IN ADITYA INSTITUTE OF P.G. STUDIES
affiliated to AU.

PROJECT GUIDE:

HEAD OF THE DEPARTMENT

Mrs. A.VIJAYA BHARGAVI

Mr. J.NAGENDRA KUMAR

Faculty in Management Studies

Department of MBA

Department of MBA

DECLARATION OF THE STUDENT

I hereby declare that the project report entitled A STUDY ON JOB

SATISFACTION submitted for the degree of Master of Business Administration is
my original work and has not formed the basis for the award of any degree, diploma,
associate ship, fellowship (or) similar other titles. It has not been submitted to any
other University or Institution for the award of M.B.A.

Place : KAKINADA
(GAYATRI.S.MANTHA)
Date:

Regd. No. 20854100025

ACKNOWLEDGEMENTS

I should take the responsibility to acknowledge the following

distinguished personalities who graciously allowed me to carry out this project work
successively.
I am also thankful to all other members of the staff for their kind
cooperation in this behalf. Mainly I am very much thankful to Mr. J.NAGENDRA
KUMAR, M.B.A, and Head of the department of management studies.
I am highly thankful to my guide Mrs. A.VIJAYA BHARGAVI madam,
M.B.A,

our faculty for management Studies for her valuable advices and

encouragement throughout the course.

I express my deep sense of gratitude to Mr. O.R. Prasad Rao
(Pers&Admn) for his kind help and valuable suggestions in preparing this project and
also to office staff members.
I also express my sincere thanks to my friends and classmates for their
advice and suggestions in giving a proper shape to study.

(GAYATRI.S.MANTHA)

CONTENTS
CHAPTER I

Page no

INTRODUCTION
I.1

Objective of the study

I.2

Need for the study

I.3

Scope of the Study

I.4

Methodology

I.5

Limitations

1-8

CHAPTER II

9-26

INDUSTRY PROFILE

CHAPTER III

27-52

COMPANY PROFILE

CHAPTER IV

53-71

THEORETICAL FRAME WORK

CHAPTER V

72-91

DATA ANALYSIS AND INTERPRETATION

CHAPTER VI
6.1

FINDINGS

6.2

SUGGESTIONS

6.3

CONCLUSION

92-97

QUESTIONNAIRE
BIBLOGRAPHY

1.1 INTRODUCTION
Human resources are one of the many resources, which refer to the
transformation of inputs into outputs within any organization. Describing people as
resources emphasizes the fact that people are just as important as if not more as any
other resources and that their management requires equal levels of attention and
expertise. However describing people as a resource is relatively a recent practice
and has been the victim of strong resistance on the grounds that people posses far
greater worth than any other resource. In other words, it means optimum utilization of
resources.
According to Leon C.Megginson, the term human resources mean
effective utilization of resources. It can be thought of as the total knowledge, skills,
creative abilities, talents and aptitudes of an organizations workforce, as well as the
value, attitudes and believes of the individuals involved. Thus, it is a long term
perspective. Human resources are also regarded as human factor, human asset, human
capital and the like. The term labour and manpower had been used widely denoting
mostly the physical abilities and capacities of employees.
Peter Drucker in his classic text the practice of management described
management with three functions:
Economic Performance
Managing Managers
Managing workers and work
Further, he states that of all the resources available, the human resources play
a significant role in enabling a man to grow and develop. Therefore, human resources,
comprising of both the workers and managers together have immense potentials.

1.1.1ROLE OF HRM:
Different terms are used to denote human resource management. They
are: labour management, labour administration, labour-management relations,
employee-employer relations, industrial relations, personnel administration, personnel
management, human capital management, human asset management, human
resources management and the like. Though these terms can be differentiated widely,
the basic nature of distinction lies in the scope or coverage and evolutionary stage. In
simple sense, human resources management means employing people, developing
their resources, utilizing, maintaining and compensating their services in tune with the
job and organizational requirements.
People in any organization manifest themselves, not only through individual
sections but also through group interactions. When individuals come to work place,
they come with not only technical skills, knowledge, etc., but also with their personal
feelings, perception, desires, motives, attitudes, values, etc. Therefore, employee
management in an organization does not mean management of only technical skills
but also other factors of the human resources (soft skills and behaviors).
In major organizations, HRM department is actively involved in the process of
selection, recruitment, training, employee relations, remuneration, employee welfare
etc. In the earlier days, much importance was not given to the scientific selection of
efficient candidates to work in this field, but now the situation is changing rapidly as
organizations are trying their best to appoint efficient executives in order to maintain
a competitive edge over the others and also for maintaining the quality of service.

1.2 OBJECTIVES OF THE STUDY

The study on Employee Satisfaction has been carried out with the following objectives:

To know about the General Working Conditions in the organization.

To know about the Pay and Benefits offered to the employee

To study the Working Relations of employees with their co-workers and

supervisors.

To study the Training Facilities provided in the organization.

To know the Promotion Opportunities the employees have in the organization.

To know about the Flexibility and Independence allowed to employees.

To know about the level of job security of employees.

1.3 NEED FOR THE STUDY

To identify the satisfaction levels of the employees towards their job.

To identify the satisfaction of the employees towards the benefits offered by

Regency Ceramics

To identify the satisfaction of the employees regarding the working

conditions and supervision.

To identify the satisfaction levels about the training methods and the rewards
given to the employees.

To identify the satisfaction of the employees about their involvement in the

decision-making.

10

1.4 SCOPE OF THE STUDY

In my point of view, the study of Employee Satisfaction helps the company

to maintain a standard and increase productivity by motivating employees. This study
tells us how much the employees are capable and their interests at work place? What
are the things still to be satisfied to the employees? Although Human Resources are
the most important resources for any organization so to study on the employee
satisfaction helps to know the working conditions and what are the things that affects
them not to work properly. Always majority of work are done by machines or
equipments but not with any manual moments which is ought to be done. So, the
scope and importance lies in the necessity of studying employee satisfaction.

11

1.5 METHODOLOGY
Job satisfaction and employee precipitous in Regency Ceramics is the
central theme of the study. The methodological issues related to the study are
presented in this part.
Methodology is a way to systematically scrutinize the research problem.
The data collected is too analyzed through percentage analysis. In addition to this
some graphical representatives are also used.

SETTING OF UNIVERSE AND SAMPLING:

A sample design is a difficult plan for obtaining a sample formed from a
given population. Keeping in the view of study questionnaire is prepared with 20
questions for distributing among the employees.
Job satisfaction areas cover wide areas like salaries, participating in
decision making, security, supervision; working conditions etc. the areas of
satisfaction formed the components of job satisfaction in this study. The instrument
was constructed in the form of questionnaire title job satisfaction".

SOURCES OF DATA:
The data is collected for the present study through
a.

Primary source.

b.

Secondary source.

12

Primary source:
The majority of the data is relating to the functioning of job satisfaction in
Regency Ceramics is drawn from the primary sources i.e., through questionnaire
method with 5 point scale. In questionnaire method there is a chance of direct
interaction with employees and the relevant information is gathered from their
responses. The information is taken from both executives and non-executives.

Secondary source:
The supporting data is drawn from secondary sources. The secondary
sources of data are consists of the annual reports, brochures, partly from records and
library. The secondary source of data was collected through obtaining records and
files from the Administrative Building of Regency Ceramics and the institutional
guide gave us the remaining necessary information and the staffs relating to
Administration gave me all the necessary information to complete the study.

Training methods

Compensation and other packages of remuneration.

13

1.6 LIMITATIONS

The availability and reliability of secondary information is perhaps a major

limitation.

The sample taken may also become a limitation.

In the availability of respondents and their responding to genuinely is a matter

of

concern.

The knowledge of the people is taken for granted which is not true
because the understanding knowledge of the people may vary from
person to person.

14

2.1 INDUSTRY PROFILE

2.1.1 INTRODUCTION

The word Ceramic comes from the Greek word Keramos meaning
pottery, it is related to an old Sanskrit root meaning to burn but was primarily used
to mean burnt stuff. In the early days the tiles were hand made, hand formed and
hand-painted. But today the ceramic tile is not hand made or hand painted for most of
the part. Infact in the modern world, every one use ceramic tiles for their bathrooms
and kitchens and in every vital area of the premises. Apart from decorative look
ceramic tiles are primarily hygiene products and that is evident from its usage ranging
from bathrooms and kitchens in average Indian households to medical centers, labs,
milk booths, schools, public conveniences etc. A ceramic tile is basically a utility
product and popular housing projects are increasingly switching over to Ceramic
from the traditional mosaic and even granite or marble, owing to several factors viz.
ease in laying ability, versatility, low price and most importantly hygiene.
The main product segments are the Wall tiles, Floor tiles, Vitrified tiles and
Porcelain tile segments. The market shares are 35 percent, 53 percent and 12 percent
respectively for wall, floor & Vitrified/Porcelain tiles.
Ceramic tiles as a product segment have grown to 3.8 million tons production
per annum. The Potential seems to be great particularly in view of the boom in the
housing sector, retail sector and IT and BPO sectors. The ceramic tile sector has been
clocking a robust growth of 12-15 Percent consistently over the last few years. The
investment in the ceramic tile industry, in the last five years is approximately Rs2000
cores. This industry provides employment of 550000 people, 50000 of whom are
directly employed. The potential is huge considering the per capita Consumption of

15

ceramic tiles in India. Currently it is at 0.15 sq.m per person in comparison to over 2.0
for the countries like China, Brazil and Malaysia.

2.2 HISTORY AND DEVELOPMENT OF CERAMIC CULTURE

Ceramic industry is one of the oldest legacies in the world. It takes back to
human civilization. The legacy of ceramic industry can be claimed to have come from
ancient pottery industry. The area of pottery is a part of Indian culture and is still
practiced as tradition in Indian sub continent but before Indians could claim it as their
own the developed countries gave a new dimension to this industry by mechanizing
and computerizing the production with a wide application.
Ceramics, which finds varied application in both industrial and construction
had a significant presence in the construction sector. Ever since India began economic
planning after independence the thrust for infrastructure has always been felt. One of
the basic needs for the people i.e. shelter has always been deprived in India. Since
liberalization in the eighties the rising levels in income and the government
encouragement in investing in infrastructure and the reduction in interest rates have
boom to the housing standard the increasing activity real estate business and
increasing the business of ceramic tiles.
In India the industry was born in 1958 when H & R JOHNSON with the
collaboration of Johnson international (U.K) set up the first plant for manufacturing
wall tiles then followed by SPL ( formerly called Millington) . Enters part on
ceramics in 1985 and the revolution is on the anvil with instruction of floor tiles for
the first time in India.
With many advantages and wider range of colors than the traditional Mosaic
tiles, demand for floor tiles boomed and encouraged the entry of many other players
likes RAK CERAMIC, KAJARIA CERAMICS, MURUDESWAR CERAMICS and
BELL CERAMICS & Etc in to the floor tiles segment.

16

The continuous lowering of excise duty by the government on ceramic tiles

from as high as 54/- in 1994 1995 budgets to 25% in 1996 -1997 budget lead to the
fact that ceramic tiles were viewed as luxury items in the past. Even since the prices
of ceramic tiles have been cheaper, the luxury items of rich people have become the
necessity of the middle income people.

2.2.1 Indian Scenario

In India, Ceramic tile industry emerged in the late 1950s. Ceramic Tile
industry can be classified into three categories viz. Wall tile segment, Floor tile
segment and Vitrified and Porcelain tile segment. In India the floor tiles segment is
growing at a faster rate. The market for the wall tiles is rising at a relatively slower
pace and this has resulted in high excess Capacity in the wall tile segment. The entry
of two new product categories Vitrified tiles and Porcelain tiles has increased the size
of the market considerably. It is expected that these products will gradually take away
the market from the conventional ceramic tiles (wall and floor). As far as
manufacturing of ceramic tiles is concerned, both the organized and unorganized
sectors play a very important role in India. The per capita consumption of ceramic
tiles in India is very less as compared to the other countries in the world. It is as low
as 0.15 sq.mtr per annum. This low per capita consumption shows the likely demand
that is going to arise in the future in India as more and more development takes place.
Ceramic tiles are furnishing material apart from being utility or hygiene
products. Despite an overall slowdown of the economy this sector continues to grow
at a healthy 12 percent per annum. Growth of the unorganized sector accounted for 44
percent of the total production and the revenue earnings from the organized sector
accounted to over Rs150 crores. India ranks 7th in terms of production in the world
and the market share of India have risen from 1.7 percent to 2.7 percent in terms of
ceramic tile production.

2.2.2 Potential for the Ceramic industry in India

17

Like developed markets, the financial institutions (both foreign and domestic)
are beginning to show interest in the sector. Various foreign Real Estate and Finance
companies like GE Commercial Finance, Tishman Speyer, Ascendas and Farallon
Capital have entered the Indian market. The Ceramic Tile industry drives its demand
from the Real Estate and Construction sector.
Ceramic tiles finds its maximum usage in residential and commercial
buildings and are also finding acceptance in other construction projects as well like
airports, bus terminals etc. as they are found more suitable at places where there is
more human traffic. In India the construction sector is expected to do well in future
mainly due to fiscal incentives given to infrastructure development.
India is the prime destination for the IT services outsourcing. In the coming
five years at least 55 million sq.mt of extra office space must be completed in the
premium office space alone. Investment commission report states that the retail sales
were $206 billion in 2004 and is expected to grow three-fold in the next 10 years from
$206 billion to about $660 billion by 2015. Organized retail was only $6.4 billion and
is expected to grow rapidly to reach $100 billion by 2015. Further, India is expected
to be among the top 5 retail markets in the world in 10 years. The Ceramic tiles
particularly the vitrified tiles are finding increasing usage in both these sectors and the
sector would benefit from an upsurge in these areas as well. Indian economy is
poised to grow at 7-8 percent and with growing incomes and urbanization, demand for
houses is slated for growth. The increasing focus on rural areas, by government and
corporate, the demand for housing would also increase in rural areas.
The ceramic industry will also benefit from the above developments.
Increasing demand is just one part of the story; the availability of Finance is the other
part. The availability of loans at low interest rate and tax incentives has enabled the
people to buy houses and build up their own establishment. With the increasing
competition amongst both Banks and Housing Finance Companies the people are
avail of getting better financing options and that too at a cheaper rate. This would
further increase the demand for tiles; another important driver is the distribution
network of a ceramic tile manufacturing company. The distribution network is critical
to success in this industry.

18

2.2.3 Glass & Ceramic industry Information:

Major Producing Countries: Germany, the US, the UK, China and Japan.
Major Importing Countries: US, Germany, Japan, France, Italy & Australia. Indian
pottery ware finds a good market in the US and Europe. The ceramic tile industry size
is around Rs. 1,500 crore industry comprising wall tiles, floor tiles and fully vitrified
tiles. Tiles and sanitary ware are exported mostly to Asia, Africa and West Europe.
The main export products from India are chemical porcelain and insulators, handicraft
art ware and stoneware crockery. Ceramics & Pottery industry Cluster is at Khurja,
Uttar Pradesh and the ceramic industry in Morbi, Gujarat. Kerala & Rajastan States
have large number of Industries. India is yet to get into Advanced Ceramic
Market Exports value from Indian ceramic industry at around 100 crores a year.

2.3 INDUSTRY CHARACTERISTICS

2.3.1 Working Capital Intensive:
The raw materials have to be stored in advance. The clay has to be stocked for
at least four to six months as mixing is not possible during rainy season and also
would be heavier for transportation at that time due to absorption. The costly glazes
that are imported also have to be stored for about four months.
Credit periods are also so long for the institutional caters about 90 to 100 days
as opposed to the 30 to 35 days for those serving in the retail segment. The industry
being subject to varying tastes, tiles in variety of sizes and colors have to be stocked.
The minimum being 20 to 25 designs. By this the working capital cycle of about
seven and half month of scales.

2.3.2 Capital Intensive:

19

With the minimum economics sizes having shot up from 1200MT in 85000
MT Investment of Rs. 1.60 crores is needed to setup the new plant. The capitalintensive nature can also be gagged from the fact that asset turnover ratio is low 0.70.
The capacity utilization should also be as high as 75% breakeven.

2.3.3 Power and Fuel Intensive:

These account for about 20% of the manufacturing cost. Wall tiles consume
more fuel, as they are double fixed. Generally natural gas LPG and naphtha are used
as fuel for firing the tiles. Cost wise natural gas is lowest, followed by Naphtha and
LPG. Currently, players in north and west like KAJARIA and BELL are at an
advantage as they assess to natural gas of HBG pipeline. REGENCY CERAMICS
too has an advantage of basing their plant near Godavari basin and have an access
Tatipalli gas pipeline.

2.3.4 Location near Market:

As transportation over a long distance is costly and profit comes from returns;
nearness to the markets plays an importance in profitability. KHAJARIA and SPL
dominate the north while, H&R JOHNSON, BELL and SPL rule the west,
MRUDESWAR, REGENCY AND SPARTEK share the south.

2.3.5 Brand Image/Distribution Network:

Strong brand image is definitely an entry barrier. A large network not only
helps in popularizing the brand, but also protects the margins, as realizations are
higher and faster in the retail segment.

2.4 PRODUCTS:
Products in the emerging technologies having great potentials are structural
ceramics, electronic ceramics, ceramic coatings, powders & Nano ceramics, fibers &
20

composites, advanced glasses, abrasives, metrology & analysis, membranes & filters,
bioceramics & high temperature superconductors.

2.4.1 Tiles:

Domestic market for ceramic tiles is estimated at around Rs. 22 billion

The growth rate in the tile industry is estimated to be around 15 %

India accounts for - 1.3 % of world production

Total Capacity of the Indian industry : 1.5 Mn. TPA

2.4.2 Tiles Industry Structure

There are around 20 players in the organised sector, and around 130 in the
unorganised sector clustered at Gujarat and Rajasthan

Industry divided broadly into Wall Tiles & Floor Tiles

Wall tiles are all basically Ceramic Glazed Tiles.

Floor tiles have different varieties, viz.

Cement Mosaic - dominates with more than 88 % share

Ceramic (10 %)

Natural stones such as Marble & Granite (2%)

Unorganised sector a major force in Wall Tiles and in Mosaic Tiles

Unorganised sector accounts for 60 % of the total tiles market by volume & 35
to 40% value.
21

Tiles Industry: Competitive Scenario

Kajaria and So many dominate in the North .

H & R Johnson, Bell and So many are doing well in the West.

H & R Johnson has taken over EID Parry and Sun Ceramics has taken over
Madhusudan Ceramics

2.5 COMPETITORS:
2.5.1Floor (glazed tiles):
Regency

Murudeswar

Kajaria

H&R Johnson

Spartek

Nitco

Decora

Sonora

Bell

Orient

Peddar

Nycer

SPL

Romano

2.5.2Wall (glazed tiles):

Regency

Kajaria

Peddar

H&R Johnson

Cera

Sonora

Parry

Decora

2.6

SOME

CERAMIC

INDUSTRIES

COLLABRATORS:
COMPANY

COLLABORATOR
22

AND

THEIR

H&R JOHNSON

JOHNSON INTERNATIONAL

SPL&KAJARIA

TO DARES SA (SPAIN)

SPARTEK

CERAMICTILE COMPANY (U.S.A)

BELL

CERAMIC MIRAGE SPA

MURUDESHWAR

SACMI IRNOLA (ITALY)

ORIENT

SACMI IMPIANTI SPA

2.6.1 H&R JOHNSON:

It is the oldest and has the largest market share in wall tiles segment with a
larger dealer network of 600 and designs could ensure that it continues in its
leadership status.

2.6.2 SPA:
With a long presence in the industry and with second largest dealership
network of 400 commands second largest share in wall tiles segment plants both north
west the largest consuming regions as translated in to saving on transportation .

2.6.3 KAJARIA CERAMICS:

It is the only segment playing with good market share in floor and wall tiles
segment. Its plant being located in the higher demand region of north and west, the
transportation cost reduced. These advantages will help the company to price its
products. Indias first floor tile corporation with ISO 9002 certified.

2.6.4 SPARTEK CERAMICS:

23

Once a pioneer in its field is now in sad state with acquisition of near India.
In Delhi based international ceramics landed the corporation in a financial with the
good images and with a dealership network of 300. It has a long road to go.

2.6.5 REGENCY CERAMICS:

It is a well established plant with strong brand image and with wide
distribution network not only in India but also in many foreign countries with capacity
1expansion. The R.C.L will be strong competitors in the near future. R.C.L, which has
been set up in Yanam Union territory, is a technical collaboration with WELCO
corporation ltd Italy.

2.7 INDIAN MARKET - INSTALLED CAPACITIES

The major player in the ceramics tiles industry and their installed
capacities are given below.

2.7.1 INSTALLED CAPACITY IN (MTPA)

S.NO

COMPANY

1.

Bell Ceramics

2.

Johnson

FLOOR

WALL

TILES

TILES

40,000

55,000

100,000
80,000

95,000

3.

Kajaria Ceramics

4.

SPL

45,000

5.

MI

-------

25,000

6.

OC

-------

50,000

7.

Spartek

60,000

--------

8.

E I Parry

--------

24,000

9.

NITCO

120,000

240,000

24

50,000
42,000

10.

Murudeswar

25,000

25,000

11.

Regency

90,000

--------

Total

560,000

606,000

2.8.1 CONSUMPTION PATTERN REGION WISE IN INDIA

Zone

State

Consumption

South

A.P. Tamilnadu, Kerala, Karnataka

30%

West

Gujarat, Goa & M.P., Maharashtra

45 % (Highly
Competit
ive
Zone)

East

West Bengal, Assam, Bihar, U.P.,

10%

North

Delhi, Punjab, Haryana, Rajasthan,

15%

Jammu-Kashmir and H.P.

2.9 MARKET SHARE OF CERAMIC COMPANIES:

The total market share occupied by all the ceramic companies in India are
given below
Company
Murudeshwar
Kajaria
Regency
Spartek
H R Johnson
Sonora
Bell
Others

Market Share
16%
15%
13%
14%
10%
11%
11%
11%

Total

100%

25

2.10 CYCLICAL TRENDS IN THE INDUSTRY:

Ceramic tiles industry is subjected only to moderate cyclically, that too
in terms of price fluctuations of both inputs and outputs.

2.11 GOVERNMENT CONTROLS AND REGULATORY FRAME

WORK:
The ceramic industry is not a pollution generating industry. However, it is
subject to clearance from pollution control board. There are no specific controls and
regulations to hamper the growth of ceramic industry.

2.12 PRICE SENSITIVITY:

The market forces influence the prices of ceramic tiles. The prices of ceramic
tiles have fallen by about 20% in the last three years, as the industry is facing price
war and extended the credit period among major players. However this is only a
temporary phenomenon and the companies with their strength of lower cost of
production are confident of protecting their margins.

2.13 INDUSTRY SCENARIO AND FUTURE PROSPECTS:

The growth in the industry is mainly on account of the following:
a. Reduction in excise duty from 55% to 16%
b. The increased awareness among the Indian middle class of the need for
hygiene at the home and public places.

2.14 Export Market:

The ceramic tile production in the world is around three billion Sq.Mts per
year and the per capita ceramic tile consumption is also showing an increased trend.
There are many countries in the world, which are depending on the other countries for
their requirement of ceramic tiles. The major countries among them are Gulf, U.S.A,
Australia and CIS Countries.

26

Though the competition is very severe among many exporting countries

including India, there lies the vast market for ceramic tiles.
Even at the competitive price 20-30% of Indian production is being exported.
As the domestic consumption is expanding the Indian manufacturers are having a
lukewarm approach towards exports. However in the long run, due to increase in
capacities and increase in competition in domestic market, Indian manufacturers are
going to increase their export volumes.

2.15 FUTURE PROSPECTS:

In present scenario excess capacity in the short term, many of the smaller
players may not survive and might close shops or the bigger players might acquire the
medium once to improve their national reach.
Currently, there is an excess capacity world wide .with the china emerging as
major producer and the previously import dependent countries like Malaysia,
Thailand ,Indonesia, Srilanka, etc. setting up plants, the exports have been limited
mostly to the middle east countries exports to the major markets like U.S.A and
Germany is not possible due to the huge transportation costs and competition from
producers in Spain and Italy.
With price realisation also less export only is a caution during over capacity
currently, import of ceramic tiles is banned .even if they were allowed in future, the
heavy transportation costs would protect the domestic players from dumping. Also
most of the major players would have attained global capacities by them.
internationally , in developed countries , where the demand is saturated , it has been
found that the growth rate of ceramic industry is about 1.9 times the growth rate of the
construction sector to which it is liked strongly.
In developing countries like India, where the demand is unsaturated, the
growth is bound to much more than 1.9times. With the government stressing the
development of infrastructure and falling in trust rates bound to encourage
construction activity, the growth of the construction sector likely to be around
10%.this translates in to a conservative rate

27

Also the falling excise duties have narrowed down the cost differential
between the laid cost of mosaic tiles and that of the ceramic tiles. With duties bound
to come down further, even a 1% shift from the mosaic tiles would mean another 20%
growth. In India the capita consumption is a low 0.05 sq compared to the 0.6 sq
figures .
Growing disposable income of the strong class and the 40 million units of the
housing shortage hold great potential. The proposed amendments to urban land ceiling
act will add to the housing stock. The industry is expected to find better times only
from the end of 1998. When capacity and demand growth rates are expected to match,
floor tiles segment is expected to grow faster than the wall tiles as the consumption
ratio ranges from 2:3 to all most 1:1 as in the developed countries.

2.16 TYPES OF TILES:

FLOOR TILES- FINISHED FOR NON-SLIPPERY SURFACE
WALL TILES

VIRTIFIED TILES

POROUS ABSORB MORE MOISTURE

- ABRASION, ACID RESISTANT AND DONOT

ABSORB ANY MOISTURE

2.17 Raw materials in ceramic industry:

2.17.1 Product List:
Amblygonite, Andalusite, Aplite, Bauxite, Bentonite, Borax, Calcite, Chromite
Clays, Ball Clays, China Clays, Enamel Clays, Engobe Clays, Fire or Refractory
Clays, Glaze Clays, Stoneware, Cordierite, Corundum Diatomaceous Earth, Dolomite,
Feldspar, Fireclay, Flint, Fluorspar Forsterite, Garnet, Gypsum, Hectorite, Illite,
Kaolin, Kyanite Lime & Limestone, Lithium Minerals, Magnetite, Mica,
Montmorillonite Mullite, Nepheline Senite, Olivine, Perlite, Petalite, Pumice Pyrite,
Pyrophyllite, Quartz, Rutile, Sapphire, Silica, Sillimanite, Soda Ash Spinels.

28

2.17.2 Production Techniques:

There are basically two techniques used The Never Single Firing and Older
Double Fast Firing. A Third Double Fast Firing is also used less frequently. Generally
double firing is batch processing and each batch takes about 45 hours. Advantages are
that the size and color variations are minimum strength is higher and the glass is good
but the fuel consumption is more; leading to higher production cost. There are further
three methods in double firing. There are
1) Roller / Roller
2) Tunnel / Tunnel
3) Tunnel / Roller
While the roller technology is for continuous production, the tunnel
technology is for batch production single firing was introduced for the first time in
India for their floor tile manufacturing process. As it is reduced to just 45 minutes and
fuel consumption is also lower.
Floor tiles are usually manufactured by the single roller techniques. Wall tiles
can also be produced by the same technology, but are generally produced by the
double firing technology. Roller technology is used for biggest size tile while the
tunnel technology is for smaller size.
Apart from the expenditure on raw materials which account for 36% of budget
indirect taxes which were heavier like increase in freight prices, the liquidity crunch
leading to a high interest regain like LPG and Diesel. This may further grow up.
Increase in the price of electricity falling a real estate activity as a whole account for
9.7%

2.18 MARKET STRUCTRE:

The international ceramic tiles markets worth is about 80,000/- crores and the
export market amount to approximately 21,000 crores. The exports are growing at the
rate of 8 to 10% in India with an estimated market size of Rs 11.3 crores in 1996-97,
amount to a prolifing 1.4% of the global market. The export presents an even more
29

dismal picture with a share of 0.4%. Italy and Spain dominate the export with 19%
and 13% of the global installed capacity.
The organized sector in India account for 85% and rest by the unorganized
sector. The unorganized sector is restricted to the wall tiles segment and the excise
duties. The industry was looking forward to a growth rate of 25%. The solid growth
of economy at that period was also aiding this optimism. Many players in the industry
went on a capacity addition spree a result.

2.19 THE INDUSTRY WITH SWOT ANALYSIS:

2.19.1 Strengths
Consistent growth of 12-15 percent in spite of Slowdown in economy.
The Indian ceramic export market is rising at the rate of 15 percent per annum.

2.19.2Weakness
Not much importance given on brand building and network; thus creating hindrance
for export growth.
Low per capita consumption (0.15 sq.mt. p.a.) as compared to developed nations

2.19.3 Opportunities
The construction and Housing Boom to provide bolstering demand for ceramic tiles.
The untapped rural market supported by a Strong growth witnessed by Indian
Agriculture Provides tremendous potential for the domestic Ceramic manufacturers.

2.19.4 Threats
Freight, supply of power and gas remains the Key cost-related issues impacting the
industry.
Basic Customs Duty on import of ceramic tiles From China and raw materials
imported from Abroad should be corrected to prevent dumping.

2.20 Usage of product:

Previously used in the bathrooms as luxury items when the excise duties
were high, the ceramic tiles have come a long away being used for floor and wall
30

coverings in drawing rooms, kitchens and terraces and even as decorative hangings
know they are hygienic, easy to clean , scratch proof, fire proof, resistant to near
durable.

MOSAIC TILES:
Mosaic tiles are cement
Basic tiles
Mosaic is made by marble chips
Mosaic is low cost ranging from Rs. 5/- to 14/- per.
Mosaic tiles are short run standing
Mosaic tiles are man made ceramics tiles
Mosaic tiles are red clay basic tiles
Mosaic tiles are made by ball clay, feldspar, colorless stone chips

31

3.1COMPANY PROFILE
3.1.1 History of the company:
Every Industry was delicensed in three years from1985 for non MRTP, non
FERA companies real no license, provided they setup their units in backward areas.
There had been a slate of registrations with directorate general of technical
development following a boom in the housing activity.
The hellion period in late eighties has pushed many entrepreneurs to enter into
ceramic tiles industry. Though certain tiles are viewed as luxury items till recently by
the government, there is substantial increase in demand, thanks to the improved
standard of living.
Not withstanding the difficulties faced by the industry, there is scope for
setting up units in Andhra Pradesh particularly Godavari belt, is ideal says a senior
official of A.P. State industrial development corporation which has sanctioned term
loans, participated in equity capital of many units.

3.1.2 BRIEF HISTORY OF REGENCY CERAMICS Ltd:

Regency ceramics limited is one of such industry established in the year 1985
at yanam (integral part of union territory of Pondicherry) and the Godavari river belt
of East Godavari District of Andhra Pradesh. REGENCY CERAMICS LIMITED was
established in 1985 in yanam on Godavari river belt of east Godavari district of
Andhra Pradesh. The company has established 40 acres of land to manufacture glazed
and unglazed ceramic and wall tiles.
32

The plant is constructed with technical collaboration of well co industry of

Italy with an initial capacity of 4000 sq.mt per day
The initial investment was 12 crores. The plants commercial production was
started in the year 1986 with a capacity 25000 tons per year. The company tasked up
expansion in 1991 in order to meet the growing demand for the product in the export
and domestic market.
The output for expansion was Rs. 28 crores with an additional production
capacity of 21000/- metric tons per annum. Thus bring the total plant capacity of
46000/- per annum (25000 mt + 21000 mt).
The increased demand and acceptability of regency ceramic tiles further
prompted the company to extend further production facility to 2 lakhs meter in a
phased with diversed products in wall & porcelain tiles.
The plant started up as on 100% export oriented unit and later got the
permission to service the Indian market as well as substantial revenue is generated by
way of sales tax excise duty & infrastructure facilities at yanam.
REGENCY CERAMICS LIMITED (RCL) incorporated in the year of 1984,
is now countrys largest tile manufacturer with capacity of 55,000 sq.meters per day
from its state of the art production facilities in the union territory of Pondicherry,
using single fast firing technology in collaboration with well co and SITI, industrially
of ITALY, world leaders in ceramic technology. The plant is also totally
computerized and automated.
The market leader in the floor in the segment in the country, regency also has
the unique distinction of being a Recognized EXPORT HOUSE status by the
government of India. Regency tiles are available and used worldwide. In 2003-04
alone, regency has exported 25% of its production to different destinations. Regency
has a strong dealer and sub dealer network comprising of over 1000 dealers to
effectively service its clients.
With over 13 regional offices spread over the length and breadth of the
country, regency has the widest reach.
33

Highly quality conscious, regency uses the best of raw material to produce
tiles confirming to international standards. In a constant endeavor to maintain quality
the company has been awarded ISO 9001, ISO 14001 and OHSAS 18001
certification, for quality, environmental and safety management respectively.
Regency offers the widest variety and choice in floor tiles. There are more
1,000 designs to choose from over 60 series in different sizes and shades. Regency is
also equipped to produce special Spanish and Italian designs.

3.1.3 INVESTEMENT:
RCL was set up in 1985. Company started production in May 1986 with an
annual production turn over of 1187.85 lakhs. Company acquires free hold land of 31
acres; adequate for locating the factory for future expansion.

Buildings are 100 sq.mts

Roads and C.P.G bullets and sheds 3 acres

Water storage 4 acres

3.1.3.1 INVESTMENT DETAILS:

Land

96.00 lakhs

Building

40.95 lakhs

Plant & Machinery

990.70 lakhs

Other assets

5.57 lakhs

Initial Investment

: Rs.1200 crores

Registered Office

: 5-8-356,
N.N.House,
Chirag Ali Lane,
Hyderabad -500001,

34

Andhra Pradesh,
India.
Ph .No (91-040)3204555
Fax -3201159
Telex No: 0452-6953 RCL IN
E-mail: regency@hd1.vsnl.net.in
Factory

: Yanam-533464
Ph .No (91-0884)321001, 2
321501, 2
Fax: 321200
E-mail: rclyanam@hd2.vsnl.net.in

Auditors

: M/s K.S.Rao&Co.,
Chartered Accountants,
Hyderabad.

Bankers

: State Bank of India

The South Indian Bank Limited
Corporation Bank
State Bank of Travancore
State Bank of Indore
State Bank of Bikaner&Jaipur

Company registered No

: 4249

Authorized Capital

: 20 crores

Paid up Capital

: 13.6 crores

Main Product of the company

: Ceramic Tiles

Channels of distribution

: 1) production
2) Dealers
3) Retailers
4) Consumers

35

Marketing centers in Andhra Pradesh:

1) Hyderabad
2) Vizag
3) Kakinada
4) Vijay Wada
5) Guntur
6) Kurnool
7) Tirupathi
8) Warangal
Out of Andhra Pradesh

: 1) Delhi
2) Bhopal
3) Kolkata
4) Mumbai
5) Pune
6) Nagpur
7) Chennai
8) Pond cherry
9) Cochin.

3.2 SIGNIFICANCE OF REGENCY CERAMICS:

Nature of the company

: Public limited company

Year of Incorporation

: 18th November 1983

Year of starting commercial production

: 1st January 1987

Certification for commencement of business

: 2nd December 1983

3.3 QUALITY STANDARDS

International standards EN 177 GROUP BIIA/1991 and IS 13755/1993policy
Customer satisfaction is the prime objective of REGENCY.
36

quality

We strive to achieve this by meeting customer needs trough continuous

improvement in

. Quality and Service at optimum cost

with involvement of all employees.

EXTERNAL BODY CERTIFICATION

'Regency' the only Ceramic tile Industry having Trio Certifications ISO
OHSAS
and Export House status
-

ISO 9001- Quality management system certification

ISO14001-Environmental management system certification

- OHSAS 18001- Occupational health &safety management system

certification

37

Regency Ceramics Ltd. is proud, for achieving the special award in

recognition of outstanding export performance for the year 2002-03 from
the Ministry of Commerce (CAPEXIL), Govt of India.

3.4 AWARDS AND CERTIFICATES BAGGED BY REGENCY

1. 1987-88, 1988-89, 1989-90 Export Recognition Certificate by CAPEXIL
38

2. July 1991 pride of India Gold Medal presented to M.D., by Indian

Ambassador to U.S.A.
3.

1994-95 Surana Udyog Silver Rolling Trophy by FAPCCI A.P

4. 1998-99 Export Recognition Certificate by CAPEXIL

5. 1998-99 Samman Award for Best Performance
6. 1999-00 Export Recognition Certificate by CAPEXIL
7. 2000-01 Placed in top 10 firms for Highest Export Containers at ICD by
Container Corporation of India - Hyderabad
8. 2001-02 Out Standing Export Performance Award and Status of Special
Export House.

3.5 BORAD OF DIRECTORS:

Chairman&M.D

: Dr.G.N.Naidu

Directors

: Mr.T.V.Chowdary
Mr.G.Srinivasulu Naidu
Mr. Neelakantan Vedagiri
Mr. G.Anantharaman (IDBI) (up to30.4.2005)
Mr.P.J.V.Sharma (up to 30.4.2005)
Mr.S.V. Jagannath (ICICI Nominee)

Whole Time Directors

: Mrs.Bindu G.Naidu
Mrs.G.Radhika

Company Secretary

: Mr.Satish Kumar Subudhi

39

President

: Mr.K.C.Chandrashekar (operations)
Mr.S.V.Ramprasad
(International Operations)

3.6 The Regency group has the following integrated companies:

Regma Ceramics Limited, Karaikal
Regency Transport Carriers Limited, Yanam
Regency Glazes Limited, Yanam
Regma Packaging Pvt. Ltd., Yanam
Regency Clay Products Ltd., Krapa, A.P
Regency Educational Society, Yanam
Reccy Clay Products Pvt.Ltd, Karaikal
Rubicon Packaging Pvt.Ltd. Karaikal.
Dr.Naidus profound concern over the poor and down trodden women
has driven him to establish Regma Packaging Pvt.Ltd., a Corrugated Cartoon Boxes
industry at Yanam; distinctly for employing the poor women, widows, destitute and
helpless. These women have managed this unit. It is one of its kinds in the Union
Territory of Pondicherry.
Regency through its group industries is providing direct employment
to 3000 people and about 5000 families are benefited indirectly.

3.7 REGENY IN THE FIELD OF EDUCATION:

With a view to promote quality education, at Yanam, a place then
considered being the most backward; Regency Ceramics Limited established Regency
Educational Society in the year 1991. The following are the institutions that have
been set up by Regency Educational Society and running successfully.
1. Regency Public School
2. Regency Junior College
3. Regency Institute of Technology and Engineering College and
4. Regency College of Education
40

Regency Institute of Technology has been recognized to be an institute with

international Standards. Dr.G.N.Naidu has been magnanimous enough to provide
education at free of cost to the children of his employees and at rates affordable to the
people of Yanam. These institutions have extinguished the craving desire of the
people of Yanam to have higher and technical education at their doorsteps.
3.7.1 SOCIAL OBLIGATIONS:
Regency Medical Services a Mobile Medical Hospital with a dedicated medical
team and equipped with all sophisticated medical facilities has been set up by
Regency to cater to the medical needs of the poor people of Yanam and its
surrounding places. It is a mobile hospital on the wheels striving to attain its aim of
providing modern medical facilities to the poor people in and around Yanam
absolutely free of cost. Regency is spending a sum of Rs.10 Lakhs per month for
running the mobile hospital.
Regency regularly organizes free polio, eye, ortho and ENT camps as a part of
its social obligation. It supplies drinking water to Yanam and surrounding villages. It
also supplies water to the drought prone areas of Rajampet and Rayachoti in
Cuddapah District of Andhra Pradesh.

Dr.G.N.Naidu
The culmination of Dr.G.N.Naidus ideology to eradicate the age-old DOWRY
SYSTEM at least in the precincts of Regency group had him to invoke a rule in the
standing orders of the company, prohibiting the obnoxious practice of Dowry System
in the entire Regency Group. Dr.Naidus idea of providing employment to the person
who weds a women employee working in Regency without dowry is infact innovative
and thought provoking.

3.8 HONORARY DOCTORATE DEGREE TO G.N.NAIDU:

41

Burkes University of U.K. has conferred on Dr.G.N.Naidu, the chairperson

and Managing Director of Regency Ceramics Limited, Honorary Ph.D. in Business
Management recognizing his remarkable achievements by confronting challenges
with focus, courage and determination and commitment towards the social and
charitable needs of the world. This certificate was issued to him in the year 2003.

3.9 PROMOTERS:
1. WELCO (Collaborators)
2. APIDC (Andhra Pradesh Industrial Development Corporation)
3. PIPDC
4. Public
5. IDBI (Industrial Development Banking)
6. ICICI (Industrial Credit Investment Corporation of India)
7. IFCI (Industrial Finance Corporation of India)
8. EXIM Bank

3.10 MAIN OBJECTIVE:

To produce and market quality tiles required for floors and walls.

3.11 VISION:

To be among top 10 companies in India.

Providing quality tiles for floors and walls by developing products

and production base keeping with market needs and technology
changes.
42

3.12 CORE VALUES:

Sense of Belonging, Pride for the Company
Integrity and Fairness
Honesty and Mutual Trust
Safety, Quality and Cost Consciousness
Hard Work and Commitment

3.13 RESEARCH &DEVELOPMENT

o Full fledged R&D facilities

o Continuous improvement in quality
o Raw material resource
o Cost reduction
o In-house design development
o Rigorous quality control techniques for continuous check of both in
process parameters & finished product characteristics
o In-house designing of shade cards, product catalogues

3.14 PLANT LOCATION:

The plant is located at YANAM, which is situated at left banks of eastern
branch of Godavari River in Andhra Pradesh. The corporate office of R.C.L situated
at Hyderabad. Yanam is about 26 Km from Kakinada, head quarters of East Godavari
District. Since the project is located in centrally notified background area, it has been
sanctioned a part of its term loans and underwriting assistance on confessional terms
by the financial institutions. The plant is constructed with technical collaboration of
WELCO industry.
43

3.14.1 Power:
The total requirement of power for the project is estimated at 2000
horsepower.

3.14.2 Water:
The company arranged for meeting the water requirements through ponds.
Godavari water is coming through irrigation canals and stored in ponds and tanks of 4
acres of lands.

3.14.3 Gas:
REGENCY CERAMIC uses natural gas as the fuel for their plant conserves
not only energy but also controls pollution. The natural gas, which is available in the
Godavari basin, is utilized for their production process. The natural gas is transported
through pipelines from Tatipaka tanks to Regency. A new chapter of the development
came in to bring with the plant switching over from LPG to natural gas as fuel for its
operating. The utilization of natural gas has provided in increase production & cleaner
environment apart from the cost advantage derived.

3.14.4 Transport facilities:

- Yanam is wall connected by road& water transport
-Transportation one side with Kakinada& other side Ramachandrapuram.
- Yanam being located just about 25 kms from Kakinada is well connected by rail,
road and shipping transport facility.
- Regency ceramics, which is engaged in export, can be easily transported by ship.
The products are being transported from the fast developing port to Madras and to
other countries.

44

The up coming bridge over Godavari tributary at yanam which connects

Konaseema well certainly reduce the transportation cost involved which is definitely
an added advantage.

3.15 PLANT AND MACHINERY:

The plant has been established on 100 acres of land and all the machinery is imported
from Italy.

3.15.1 Proximity to Raw materials:

The raw materials in the process for the production of ceramic tiles are ball
clay white clay dolomite pond clay, sodium silicate Zno, glazes, red clay, feldspar,
lamps powder, various colorants etc. All the raw materials are available in the near by
areas and these are transported through trucks to factory for production. Ball clay is
abundantly available at Bhimadole, West Godavari dist and other places from Gudur,
Rajamundary, Chennai, and Tirupati. Feldspar is mined near Hyderabad and supplied
to ceramics and glass manufacturing units all over the country.
The main ingredient ball clay which brought from Bhimadole is superior to
other varieties because of low plasticity and high dry linear shrinkage & water
absorption. The glared and colors required in small quantities are proposed to be
obtained from culcutta &Bombay .The Regency ceramic factory enjoys a unique
advantages of being located near the source of raw materials here by the input cost
can be considerably reduced An automatic feeding system transfers the tiles from the
tiles from the driver to the glaze line. The glazing of the tiles is carried out by first
brushing the tiles de dusting, glazing and silk screen decoration units. At the end of
the glazing line is a machine for automatic loading of the tiles in the container cars.
The glazes are carried to the glazing department by means of containers.

3.15.2 Labour Facilities:

The production plant of Regency ceramic limited in yanam requires skilled
and semi skilled works which draws from near by areas. The qualified persons who

45

work in the organization are having the best knowledge in both technical managerial
skills. The labour facility in regency ceramic limited very impressive.

3.15.2.1 Working hours & shifts:

It is implemented that the factory is working under 4 shifts viz A, B, C and
general shifts. The shifts are arranged in a way as to carry on the production
continuously round the clock. The following table exhibits the shifts and timings.

Shifts
A
B
C

Timings
6:00AM-2:00PM
2:00PM-10:00PM
10:00PM-6:00AM

The general shifts is from 8.30am to 6.00

3.16 EXPORTS:
Yanam a tiny town in the Union Territory of Pondicherry has been place on
the international map of export by exporting .Regency ceramics produces, to Russia,
Australia Middle East New Zealand, Mauritius, Srilanka, South Africa, Bangladesh
and Maldives, and earned valuable foreign exchange. Exports are being transported
by ships to those countries.
Regency won the Best Exporter Award s continuously 3 years from
the year 1987-1989.Its reputation in the domestic market is extremely good with its
brand name being the choice for residential and public buildings.
A new chapter of development comes in to being with the plant shifting
over from LPG to Natural Gas as fuel for its operation .The utilization of natural gas
has provided on increased production and clear environment benefited the plant from
the cost advantage delivered.

46

4.1 INTRODUCTION

People are the most important and valuable resources of every organization or
industry in the form of employees. Dynamic people can build dynamic organization.
The success of the organization depends largely on the quality of human resources. In
an organization, the first and foremost requirement is the employees satisfaction
towards their job. Job satisfaction influences work behavior and performance of a
person. Satisfied employees are productive.
A high satisfaction in all spheres and areas of the concern is impossible.
Unfortunately not every one receives the satisfaction from his job. Job satisfaction
results when the quality needed for a particular job and the qualities of an individual
are fitting in. Job satisfaction is the end feeling of a person after performing a task.
There is a growing awareness among the employees on the job satisfaction
and working climate etc. Job satisfaction refers to employees general attitude towards
his job. It also refers to the degree to which a job meets the needs and expectations of
the jobholder.
Job satisfaction is different from motivation and morale. Job satisfaction may
be considered as a dimension of morale and morale could be a source of satisfaction.
The satisfaction or dissatisfaction gives rise to the psychological problem of morale.
The importance of job satisfaction is evident from description of the
importance of maintaining morale in any industry. If a worker is not satisfied with his
work, then both the quantity and quality of his work will be affected. If his job
satisfaction increases then there is an improvement in both the quality and quantity of
production.
Job satisfaction of employees focuses on employees attitude towards their
job and organization commitment focuses on their attitude towards the overall
organization. Employee attitudes are important to Human Resource Management,
because they affect organizational behavior.
47

The deteriorating condition of the organization may be a result of low job

satisfaction of the employees. In its sinister forms, it lurks behind wild at strikes, slow
downs, absenteeism and higher employee turnover. It may also be the part of
grievances, low productivity, disciplinary problems, and other organizational
problems.
High employee-satisfaction on the other hand makes the management happy
because it is a positive sign for the progress of the organization that every
administrator wants. It will increase productivity and morale of the people, and will
reduce absenteeism, labour turnover and labour management strike.
High employee-satisfaction although a symbol of well-managed organization,
it cannot be persuaded into existence or even bought. It is fundamentally a result of
effective behavioral management. High or low employee satisfaction provides a scale
to measure the general progress of the organization that has been made in developing
a sound behavioral climate

4.1.1 CONCEPT OF JOB SATISFACTION:

Job satisfaction is the end feeling of a person after performing a task. To the
extent that a persons job fulfills his dominant needs and is consistent with his
expectations and values, the job will be satisfying.
Job satisfaction refers to an individuals general attitude towards his/her job.
It refers to a persons feeling of satisfaction on the job, which acts as a motivation to
the work or serves better. It represents constellation of a persons attitude towards the
job.
Attitudes are pre dispositions that makes the individual behave in a particular
way. Job satisfaction, on the contrary, is the end feeling which may influence
subsequent behavior. Thus, job satisfaction is an employees general attitude towards
his job.

48

4.1.2 DEFINITIONS OF JOB SATISFACTION:

Hoopock brought the term JOB SATISFACTION into light. According to
Hoopock, Job Satisfaction is the combination of psychological, physiological and
environmental circumstances that cause a person to truthfully stay satisfied with the
job. Robins P.Stephan (1998) opined that the Job Satisfaction is the the difference
between the amount of rewards received and the amount of rewards they believe they
should receive. LOCKS comprehensively defined the Job Satisfaction as
pleasurable or positive emotional state resulting from the appraisal of once job or job
experience.
The father of scientific management, F.W.TAYLORS(1911) approach to
employee satisfaction was based mostly on pragmatic and essentially pessimistic
philosophy that man is motivated by alone money. Over the 5 years, people have
moved away from Taylors solely monetary approach to a more humanistic
orientation. New dimension of knowledge are added everyday with an increasing
understanding of new variables and their interplay, the field of employee satisfaction
has become difficult to comprehend.
Employee satisfaction is an integral component of organizational climate and
an important element in management-employee relationship. Employee satisfaction is
a positive emotional state that occurs when a persons job seems to fulfill important
job values, provided these values are compatible with ones needs.
In order to understand employee satisfaction towards their job, perhaps the
first step should be to demarcate the boundaries among such terms as attitude,
motivation and morale.
Job satisfaction is different from motivation and morale. Motivation refers to
the willingness to work. Satisfaction implies positive emotional state. Morale implies
a general attitude towards work and work environment. Morale is a group
phenomenon where as job satisfaction is an individual feeling

49

4.1.3 NATURE OF JOB SATISFACTION:

It expresses the amount of agreement of ones expectation of the job and
the rewards that the job provides. Since job satisfaction involves expectations, it
relates to equity theory, the psychological, and the motivation.
The nature of an environment affect ones feeling on the job. Similarly,
since a job is an important part of life, job satisfaction influences ones general life
satisfaction.

4.1.4 NEED AND IMPORTANCE OF JOB SATISFACTION:

An organization is nothing with out the people. Every organization is depended on
the people. Therefore, employee satisfaction is more essential in the organization. The
need of the job satisfaction is more essential in the organization.
The need for the job satisfaction of employees would be clear to observe the levels of
satisfaction.

To increase the productivity.

To improve the quality of wok life.

To increase the efficiency of the worker.

To find employees perception regarding their job.

To reach the organizational goals easily.

Job satisfaction leads to high morale.

It reduces absenteeism and labour turnover.

Job satisfaction has some positive correlation with physical health of

individuals.

Job satisfaction has some relation with the mental health of the employees.

50

4.2 BENEFITS OF JOB SATISFACTION:

Identification of employees attitude.

Improves communication in the organization.

Job satisfaction survey helps the management to assess the training needs.

Job satisfaction survey can help discover causes of indirect productivity

problems.

Job satisfaction surveys are used to find out how employees are feeling about
their jobs.

4.3 JOB SATISFACTION AND WORK BEHAVIOR:

Job satisfaction is an integral component of organizational health and an
important element in industrial relations. The level of job satisfaction seems to have
some relation with various aspects of work behavior such as:

Accidents

Absenteeism

Turnover

Productivity

4.3.1 JOB SATISAFACTION AND ACCIDENTS:

Research on the relation between job satisfaction and accidents generally show
that satisfied employees cause fewer accidents. Dissatisfied employees cause more
accidents.

4.3.2 JOB SATISFACTON AND ABSENTEESIM:

Studies on the relationship between job satisfaction and absenteeism have
yielded in conclusive results. Most of the studies reveal that low absentee employees
were more satisfied with their jobs. A similar relationship applies for absentees. They
do not necessarily plan to be absent, but when some reason of absence arises,

51

dissatisfied employee finds it easier to respond to that reason. Job satisfaction may not
have a strong influence on absence as it does on the turnover.

4.3.3 JOB SATISFACTION AND TURNOVER:

Research reveals that unionized workers tend to be more satisfied whereas
employees of disturbed organization were generally less satisfied. Less satisfied
employees are more likely to quit their jobs than more satisfied employees are.

4.3.4 JOB SATISFACTION AND PRODUCTIVITY:

An individual is satisfied with his job if it provides him with what he desires,
and he performs effectively in his job. The effective performance leads to the
attainment of what he desires. This means that instead of maximizing satisfaction
generally an organization should be more concerned about maximizing the
relationship between performance and reward. It is generally assumed that satisfied
employees are more productive. The workers with positive attitude are more
productive than those with negative attitudes. The studies showed high productive
workers are more satisfied with their jobs.

4.4 DETERMINANTS OF JOB SATISFACTION:

The various factors influencing job satisfaction may be classified into two
categories:
1. Environmental factors
2. Personal factors.

52

DETERMINANTS

ENVIRONMENTAL
FACTORS:
Job content
Occupational level
Pay and promotion
Wok group
Supervision

PERSONAL
FACTORS:
Age
Sex
Educational level
Marital status
Experience

4.4.1 ENVIRONMENTAL FACTORS:

These factors relate to the work environment, mainly they are:

4.4.1.1 Job content:

Greater the variation in job content and the less the repetitiveness with which
the task must be performed, the greater the satisfaction of the individuals involved.
Since job content in terms of variety and nature of tasks called for is a function of
occupational level, the theoretical arguments are also applied here.
Specialization increases repetitiveness leading to boredom and monotony. But
greater variety of tasks may not increase satisfaction unless the tasks form a unified
integrated and meaningful whole.

53

4.4.1.2 Occupational level:

The higher level of the job in organizational hierarchy the greater the
satisfaction of the individual. This is because positions at higher level are generally
better paid, more challenging and provides greater freedom of operation. Such jobs
carry greater prestige, self-control and need satisfaction. The relation between
occupational level and job satisfaction from social reference group theory shows that
our society values some jobs more than others do. Professional people were more
satisfied, followed by salaried workers and factory workers with their jobs.

4.4.1.3 Pay and promotion:

All other things being equal, higher pay and better opportunities for promotion
lead to higher job satisfaction.

4.4.1.4 Work group:

Man is a social animal and likes to be associated with others interactions in
the work group help to satisfy social and psychological needs and, therefore isolated
workers tend to be dissatisfied. Job satisfaction is generally high when his peers
accept an individual and he has a high need of affiliation.

4.4.1.5 Supervision:
Considerate supervision tends to improve job satisfaction of workers. A
considerate supervisor takes personal interest in his subordinates and allows them to
participate in the decision making process. It depends upon the influence which the
supervisor excises his own superior.
4.4.2 PERSONAL FACTORS:
Personal life exercises a significant influence on job satisfaction. The main
elements of Personal Factors are:

54

4.4.2.1 Age:
Some research studies reveal a positive correlation between age and job
satisfaction. Workers in the advanced age group tend to be more satisfied probably
because they have adjusted with their job conditions. However, there is a sharp
decline after a point perhaps because an individual aspires for better and more
prestigious jobs in the later years of life.

4.4.2.2 Sex:
One study revealed that women are less satisfied than men due to fewer job
opportunities for females. However, female workers are more satisfied due to their
lower occupational aspirations.

4.4.2.3 Marital status:

The general impression is that married employees and employees having
dependents tend to be more dissatisfied due to greater responsibilities. Nevertheless,
such employees may be more satisfied because they value their jobs more than
unmarried workers do.

4.4.2.4 Experience:
Job satisfaction tends to increase with the increasing years of experience. But
it may be decreased after twenty years of experience particularly among people who
have not realized their job expectations.

4.5 THEORIES OF JOB SATISFACTION:

4.5.1 Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous
job satisfaction model. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one has in a
job. Further, the theory states that how much one values a given facet of work (e.g.
55

the degree of autonomy in a position) moderates how satisfied/dissatisfied one

becomes when expectations are/arent met. When a person values a particular facet of
a job, his satisfaction is more greatly influenced both positively (when expectations
are met) and negatively (when expectations are not met), compared to one who
doesnt value that facet. To illustrate, if Employee A values autonomy in the
workplace and Employee B is indifferent about autonomy, then Employee A would
be more satisfied in a position that offers a high degree of autonomy and less satisfied
in a position with little or no autonomy compared to Employee B. This theory states
that too much of a particular facet will produce stronger feelings of dissatisfaction the
more a worker values that facet.

4.5.2 Dispositional theory:

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

56

4.5.3 Two factor theory (Motivator Hygiene Theory):

Hertzbergs Two factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace. This theory states
that satisfaction and dissatisfaction are driven by different factors motivation and
hygiene factors, respectively.
An employees motivation to work is continually related to job satisfaction of
a subordinate. Motivation can be seen as an inner force that drives individuals to
attain personal and organization goals (Hoskinson, Porter, & Wrench).
Motivating factors are those aspects of the job that make people want to
perform, and provide people with satisfaction, for example achievement in work,
recognition, promotion opportunities. These motivating factors are considered
intrinsic to the job, or the work carried out. Hygiene factors include aspects of the
working environment such as pay, company policies, supervisory practices, and other
working conditions.
While Hertzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham suggesting
that Hertzberg's original formulation of the model may have been a methodological
artifact. Furthermore, the theory does not consider individual differences,
Conversely, predicting all employees will react in an identical manner to
changes in motivating/hygiene factors. Finally, the model has been criticized that it
does not specify how motivating/hygiene factors are to be measured

4.5.4 Job Characteristics Model:

Hackman & Oldham proposed the Job Characteristics Model, which is widely
used as a framework to study how particular job characteristics impact on job
outcomes, including job satisfaction. The model states that there are five core job
characteristics (skill variety, task identity, task significance, autonomy, and feedback)
which impact three critical psychological states, in turn influencing work outcomes
(job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics
57

can be combined to form a motivating potential score (MPS) for a job, which can be
used as an index of how likely a job is to affect an employee's attitudes and behaviors.
A meta-analysis of studies that assess the framework of the model provides some
support for the validity of the JCM.

4.6 MEASUREMENT OF JOB SATISFACTION:

Job satisfaction is a qualitative aspect and cannot be understood in strict
quantitative terms. It is an intangible and psychological concept. It was concluded that
job satisfaction should be measured through survey of employees attitudes. In most
of the organizations, there is a practice of conducting surveys of employees
intentions in a regular manner. The commonly applied techniques employed to
measure job satisfaction are discussed below:

4.6.1 Rating Scales:

Rating scales are the commonly adopted method that is used for the measuring job
satisfaction. It comprises of certain statements describing the attitude of the
employees with respect to the job, organization and personal factors. For each
declaration or statement, the employee is invited to express his opinion on a scale
consisting of different expressions.

4.6.2 Personal Interviews:

Conducting personal interviews has also proved as an important method of measuring
job satisfaction of the employees. The experts conduct these personal interviews
where employees express their opinions on job satisfaction. The responses delivered
through these interviews are analyzed to find their level of job satisfaction. It is
believed that this method is likely to have personal biased views of the interviewer
also.

4.6.3 Tendencies:
The employees are asked to express their tendency or inclination on several
aspects and this reveals their satisfaction or dissatisfaction.

58

4.6.4 Critical Incidents:

Hertzberg developed an approach to measure job satisfaction. In this
particular method, the employees were asked to describe incidents on their job when
they were particularly satisfied or dissatisfied. These set of incidents were then
analyzed

to

determine

their

positive

and

negative

attitudes.

4.7 EXPRESSION OF DISSATISFACTION:

Employees dissatisfaction can be expressed in number of ways. For example,
rather than quit, employees can complain, be insubordinate, steal organization
property, or shrink a part of their form one another along two dimensions,
constructive/destructive and active/passive. They are defined as follows:

4.7.1 Exit:
Behavior looking towards leaving the organization includes looking for a new
position as well as resigning.

4.7.2 Voice:
Actively and constructively attempting to improve conditions includes
suggestions improvements, discussing problems with ones boss and some forms of
union activity.

4.7.3 Loyalty:
Passively but optimistically waiting for conditions to improve.

4.7.4 Neglect:
Passively allowing conditions to worsen, includes chronic absenteeism or
lateness, reduced efforts, and increased error rates.

59

Exit and neglect behavior encompass our performance variables productivity,

absenteeism and turnover. But this model expands employee response to include
voice and loyalty, constructive behavior and allows individuals to tolerate unpleasant
situation or to revise satisfactory working conditions.
Sources of information available in the organization regarding the employee
satisfaction:

Performance records

Waste and scrap

Quality records

Absenteeism and turnover

Reports and counselors

Grievances

Accident reports

Suggestions

Medical records

Exit interviews

Labour turnover

4.8 TYPES OF JOB SATISFACTION SURVEYS:

Job satisfaction data is collected through surveys. These surveys may be
conducted by questionnaire or by interview techniques and can be classified into three
categories according to the form of questions asked: objective surveys, descriptive
surveys and projective surveys.
4.8.1 OBJECTIVE SURVEY:
In objective type survey, a questionnaire is prepared with questions and their
multiple choice answers. The respondents read all the answers of each question and
mark the answer that is nearest to their feelings. The answers may be marked thicken
or true and false or write the numerical value of the answer given in the space
provided. The management or surveyor suggests the multiple answers.
60

4.8.1.1 Merits and Demerits:

The main advantage of this type of surveys is that they are easy to administer
and to analyze statistically. Computers may be used to analyze the data. The chief
defect of this type of surveys is that the management writes the answers. Employees
are to select and mark only one out of the several answers given, which is nearest to
their feelings. It is not a true expression of the feelings.
4.8.2 DESCRIPTIVE SURVEY:
Just contrary to objective surveys, employees are given the opportunity to
express their opinions in detail about the questions set by the management in
descriptive surveys. The questions may pertain to their job or the organization such as
what do you think about pension program of the company? the question may be
directed or undirected. Directed questions focuses attention of the employee on a
specific part of their job and the management asks questions about that part.
Undirected questions gives employees a full opportunity to express their feelings
about their job such as what do you think about your job?
The descriptive survey may be written or oral applying techniques. Some
times, it may be a combination of the two techniques, written followed by interview
and more questions may be asked during interview explaining their view point
explicitly.

4.8.2.1 Merits and demerits:

The main advantage of this type survey is that management comes across the
true feelings of the employees regarding their jobs in a descriptive manner. Necessary
actions are taken whenever required. However, the main defects in this survey are that
it is a time consuming process. Generally, hours are taken to interview only one
interviewee. Moreover, it is an expensive affair. Interviewers are trained for this
purpose in order to ensure that that the same materials have been covered in a
consistent manner with each employee.

61

4.8.3 PROJECTIVE SURVEY:

It is one of the survey techniques for interpreting the jobs. These devices are
personality probes developed by psychiatrists and psychologists for studying mental
health. The projective technique presents an abstraction that is incomplete and
meaningless. The employees project those abstractions into completeness by
describing what it means for them. This technique projects new and creative thinking
away employees and management may draw results out of such projections.

4.9 METHODS TO IMPROVE JOB SATISFACTION:

Human Performance Institute describes five ways employers can create a
satisfying work environment:
1. Build employees' competence and self-confidence through training, feedback and
recognition. "There is a very close relationship between high job satisfaction and
feelings of effectiveness on the job," says Dr. Loehr. "Encouragement of genuine selfconfidence is probably the number one way to achieve higher job satisfaction."
2. Communicate the value of the organization's products and services, and the role the
organization plays in the marketplaces where it operates. "People with high job
satisfaction also report an extraordinarily high sense of mission, vision and passion
for their work," says Loehr. "They feel their work is consistent with their values. They
could not achieve that feeling if their employers did not enable them to get
meaningful insight about the value.
3. Encourage and reward thoughtful risk-taking. "People with high job satisfaction
also score high on the desire to try novel approaches, face challenges and perform
problem-solving both individually and in groups," says Loehr. "They appear to have
an appetite for mission-driven change. They also rate themselves very high on
perseverance."
4. Encourage positive workplace relations. "People who are highly satisfied in their
jobs report good feelings about their bosses, peers and coworkers," says Loehr. "Their
feelings of opportunity are elevated, and they perceive a low hassle-factor."
62

5. Encourage meaningful rest breaks and light diversion. "High job satisfaction
correlates strongly with the feeling of having fun at work," says Dr. Loehr. "Highly
satisfied individuals also report that they find it easy to wake in the morning, and that
their sleep is deep and restful." He adds: "This is consistent with our thirty years of
research on world-class athletes. Top performers in every field know how to enhance
performance through rest and recovery."

4.10 ADVANTAGES OF JOB SATISFACTION STUDY:

Several benefits are derived from the study of job satisfaction by the management:
4.10.1 Indication of general level of satisfaction:
A study of job satisfaction gives the management an indication of general
level of satisfaction among the workers. The study can be made with the reference to
a particular subject and a particular group of employees. In other words, the study
tells how employees feel about their jobs and about their organization, what part
needs their attention and whose feelings are involved etc,
Such type of study is a powerful diagnosis instrument for looking employees
problem.

4.10.2 Communication:
The various communications is brought on by job satisfaction survey. The
flow of communication is in all directions i.e., upward, downward and lateral because
such surveys are planned, taken up and discussed. When we encourage the workers to
explain what is in their minds, upward communication may be fruitful.

4.10.3 Improved attitudes:

The attitudes of workers are satisfied through job satisfaction study. It acts as a
safety value, releases ones emotions, by expressing their emotions during the course

63

of survey. On the other hand it shows an expression of management interest in

employee- welfare which gives employees better feelings towards management.

4.10.4 Determining training needs:

It determines the training needs of the employees and the supervisors. During
the course of survey, it can be well established in what areas, the employees are
dissatisfied or not satisfied. It helps the management to determine whether the
employees or the supervisors need training and in which field so that management can
arrange for the training.

4.10.5 Benefits to union:

Generally, executives and the union officers discuss about the various wants of
the employees but surveys verify such arguments. Unions rarely oppose the survey
results and in most of the cases, they support them, especially when they know that
they will share the results.

64

1. Opinion regarding the job- enjoyable and challenging.

Sno

Opinion

No: of respondents

Percentage

Strongly agree

56

56%

Agree

38

38%

No opinion

2%

Strongly disagree

2%

Disagree

2%

TOTAL

100

100%

70
60
50
40
30
20
10
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
From the above analysis, I found that 56% of the employees of Regency
ceramics enjoy their job and find it challenging as well.

2. Opinion regarding motivation through infrastructure in the organization.

65

Sno

Opinion

No: of respondents

Percentage

Strongly agree

24

24%

Agree

50

50%

No opinion

12

12%

Strongly disagree

4%

Disagree

10

10%

TOTAL

100

100%

60
50
40
30
20
10
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
From the above analysis, I concluded that 50% of employees feel that the
infrastructure of the organization motivates them to perform the job with enthusiasm.

3. Opinion regarding the benefits offered by the organization to the employees.

66

Sno

Opinion

No: of respondents

Percentage

Strongly agree

56

56%

Agree

38

38%

No opinion

6%

Strongly disagree

0%

Disagree

0%

TOTAL

100

100%

60
50
40
30
20
10
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
From the above analysis, I found that 56% of the employees strongly
agree that the benefits provided by the organization meet their familys needs.

4. Opinion regarding the additional facilities offered by the organization.

67

Sno

Opinion

No: of respondents

Percentage

Strongly agree

42

42%

Agree

38

38%

No opinion

20

20%

Strongly disagree

0%

Disagree

0%

TOTAL

100

100%

45
40
35
30
25
20
15
10
5
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
The above analysis shows that 42% employees feel happy with the additional
facilities given by the organization.

5. Opinion regarding the quality of food and drinking water facility.

68

Sno

Opinion

No: of respondents

Percentage

Strongly agree

0%

Agree

20

20%

No opinion

22

22%

Strongly disagree

48

48%

Disagree

10

10%

TOTAL

100

100%

60
50
40
30
20
10
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
The above analysis proves that 48% employees strongly disagree that the
Quality of Food and Drinking water is not good for their health to perform the
strained job.

6. Employee opinion regarding the pay when compared to other companies

69

Sno

Opinion

No: of

Percentage

respondents
1

Strongly agree

24

24%

Agree

44

44%

No opinion

12

12%%

Strongly disagree

8%

Disagree

12

12%

TOTAL

100

100%

50
45
40
35
30
25
20
15
10
5
0
strongly agree

agree

no opinion

strongly disagree

disagree

Interpretation
The above tabulation shows that 44% of the employees agree that the pay
given to them by the organization is fair when compared to other organizations
comprising of similar jobs.

7. Opinion regarding the basis of promoting the employee- fair and motivating.

Sno

Opinion

No: of respondents
70

Percentage

Strongly agree

24

24%

Agree

50

50%

No opinion

16

16%

Strongly disagree

10

10%

Disagree

0%

TOTAL

100

100%

60
50
40
30
20
10
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
From the above analysis, I found that 50% of the employees agree that
the basis of promotion is fair and motivating in Regency Ceramics.

8. Opinion regarding the opportunities of promotion.

Sno

Opinion

No: of respondents

Percentage

Strongly agree

30

30%

Agree

40

40%

71

No opinion

16

16%

Strongly disagree

10

10%

Disagree

4%

TOTAL

100

100%

45
40
35
30
25
20
15
10
5
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
From the above analysis, I found that 40% of the employees agree that
there are ample of opportunities for promotion in Regency Ceramics.

9. Opinion regarding the relation with the co-workers is friendly.

Sno

Opinion

No: of respondents

Percentage

Strongly agree

40

40%

Agree

56

56%

No opinion

4%

72

Strongly disagree

0%

Disagree

0%

TOTAL

100

100%

60
50
40
30
20
10
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
The above analysis shows that 56% employees think that their coworkers are friendly in nature and help in doing the work well.

10. Opinion regarding the commitment of co-workers towards the work quality.

Sno

Opinion

No: of respondents

Percentage

Strongly agree

24

24%

Agree

56

56%

No opinion

14

14%

Strongly disagree

2%

73

Disagree

4%

TOTAL

100

100%

60
50
40
30
20
10
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
The above analysis proves that 56% employees feel that their co-workers
are committed to quality work.

11. Opinion regarding the encouragement given by the superiors.

Sno

Opinion

No: of respondents

Percentage

Strongly agree

40

40%

Agree

48

48%

No opinion

8%

Strongly disagree

0%

Disagree

4%

74

TOTAL

100

100%

60
50
40
30
20
10
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
From the above analysis, I found that 48% of the employees agree that
the superiors encourage and provide necessary information /resources to perform the
work well.

12. Opinion regarding the feedback provided by the superior to develop employee
skills and abilities.

Sno

Opinion

No: of respondents

Percentage

Strongly agree

38

38%

Agree

40

40%

No opinion

14

14%

Strongly disagree

0%

Disagree

8%

75

TOTAL

100

100%

45
40
35
30
25
20
15
10
5
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
The above analysis shows that 40% employees feel that their
employees provide feedback and help to develop their skills and abilities.

13. Opinion regarding the participation of the employees in the decision-making

process.
Sno

Opinion

No: of respondents

Percentage

Strongly agree

32

32%

Agree

52

52%

No opinion

10

10%

Strongly disagree

6%

Disagree

0%

TOTAL

100

100%

76

45
40
35
30
25
20
15
10
5
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
From the above analysis, I found that 52% of the employees agree that the
employees in their department are committed towards the organization and are
involved in the decision- making process.

14. Opinion regarding the training given to accomplish the job perfectly.

Sno

Opinion

No: of respondents

Percentage

Strongly agree

20

20%

Agree

50

50%

No opinion

20

20%

Strongly disagree

2%

Disagree

8%

TOTAL

100

100%

77

60
50
40
30
20
10
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
From the above analysis, I found that 50% of the employees agree that
training provided by the organization is essential to accomplish their job.

15. Opinion regarding the training offered by the organization is necessary to

accomplish higher job responsibilities.

Sno

Opinion

No: of respondents

Percentage

Strongly agree

20

20%

Agree

48

48%

No opinion

0%

Strongly disagree

18

18%

Disagree

14

14%

TOTAL

100

100%

78

70
60
50
40
30
20
10
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
From the above analysis I found that 48% of the employees agree that
the organization provides necessary training to develop their abilities and takeover
higher job responsibilities.

16. Opinion regarding the reward system offered by the organization for good
performance.

Sno

Opinion

No: of respondents

Percentage

Strongly agree

32

32%

Agree

40

40%

No opinion

16

16%

Strongly disagree

4%

Disagree

8%

TOTAL

100

100%

79

45
40
35
30
25
20
15
10
5
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
From the above analysis, I found that 40% of the employees agree that
rewards given by the organization encourages the employees to come up with better
ways of doing things.

17. Opinion regarding the intimation of change in the organizational policies by the
organization.

Sno

Opinion

No: of respondents

Percentage

Strongly agree

26

26%

Agree

38

38%

No opinion

16

16%

Strongly disagree

2%

Disagree

8%

TOTAL

100

100%

80

40
35
30
25
20
15
10
5
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
From the above analysis, I found that 38% of the employees agree that
the organization intimates them about the changes in the organizational policies that
affect their job.

18. Opinion regarding the role of employee is important in achieving organizational

objectives.

Sno

Opinion

No: of respondents

Percentage

Strongly agree

52

52%

Agree

38

38%

No opinion

4%

Strongly disagree

6%

Disagree

0%

TOTAL

100

100%

81

60
50
40
30
20
10
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
From the above analysis, I found that 52% of the employees strongly
agree that their role in the organization is important to achieve the organizational
objectives.

19. Opinion regarding the level of job security.

Sno

Opinion

No: of respondents

Percentage

Strongly agree

46

46%

Agree

42

42%

No opinion

12

12%

Strongly disagree

0%

Disagree

0%

TOTAL

100

100%

82

50
45
40
35
30
25
20
15
10
5
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
The above tabulation shows that 46% of the employees strongly agree
that their job is secured.

20. Feeling regarding the personal accomplishment of the work done.

Sno

Opinion

No: of respondents

Percentage

Strongly agree

56

56%

Agree

40

40%

No opinion

0%

Strongly disagree

02

2%

Disagree

02

2%

TOTAL

100

100%

83

60
50
40
30
20
10
0
strongly agree

agree

no opinion

strongly
disagree

disagree

Interpretation:
The above tabulation shows 56% of the employees agree that the work
they do gives them a feeling of personal accomplishment.

6.1 FINDINGS

The employees are satisfied with the infrastructure provided by the

organization but the quality of food and drinking water should be improved.

Benefits and other additional facilities provided by the organization make the
employee to work with enthusiasm.

There are good relations among the employees. Superiors are very helpful
and provide necessary information and resources to improve their quality of
work.

84

The organization provides feedback and also necessary training to accomplish

their job perfectly.

The employees agree that though the basis for promotion is fair and
motivating; there are minimum opportunities for promotion.

The communication between the management and the employees is not sound
i.e. proper information regarding changes in the organizational policies is not
communicated well.

Less than fifty percent of the employees feel that their job is secured.

6.2 SUGGESTIONS

The canteen facility and drinking water facility should be improved.

Additional incentives might help in building morale of the employees.

Encouraging participative management is also helpful to improve employee

employer relations.

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The training methods should not be only job related; but also for personality
development which helps the employee grow as an individual.

Employees feel that there are minimum chances of getting promotion; so the
preferences and priorities need some rethinking.

The organization should give proper information to the employees regarding

the changes in the organizational policies. Different interaction sessions
should be conducted to know about the satisfaction levels of the employee.

Individual objectives must be recognized in order to achieve the specified

organizational objectives.

6.3 CONCLUSION
Job satisfaction is seen as a consequence of performance rather than a cause. It
represents the difference between what is expected and what is received from
different job facets.
Satisfaction is feeling of a worker towards particular objects of conditions in
his working conditions. Satisfaction facets may include the work itself, pay and
benefits, promotional opportunities, supervision, co-workers, the organization and its
management, and working conditions.

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In my study, I understood that in this organization there are good relations

among management and employees, that is there is good communication flow
between them. Every employee is friendly with one another and the co-workers help
in performing the job well.
This type of supportive colleagues is most important to bring employee
satisfaction. The employees are getting the feed back from the superiors, which is
very helpful for the employees to improve their performance. This type of relation
with the superiors and their helpful nature bring employee satisfaction.
In all other aspects average number of employees are satisfied regarding the
organization, but to satisfy the remaining employees the organization should improve
the food and drinking water facilities, basis of promotion, salary range. Improving the
appreciation system and rewarding systems may also result in employee job
satisfaction.

QUESTIONNAIRE ON JOB SATISFACTION

Employee name (optional):

EXPERIENCE:
0-2Yrs

Level:

2-4Yrs
4-6 Yrs

Nature of job assignment: Office/ Lab/ Field.

Age:

6 Yrs and above

Qualification:

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Put tick mark ( ) against the given aspects to show your level of satisfaction
regarding those aspects.
CONTENTS

STRONGLY
AGREE

1. I like my job. It is enjoyable and

Challenging.
2. The infrastructure in the
organization motivates me to
Perform the job with enthusiasm.
3. The benefits offered by the
organization meet my needs and
those of my family.
4. Additional facilities given by the
Organization makes me feel happy.
5. The quality of food and drinking
water keeps me perfectly healthy
to perform the strained job.
6. The pay is fair when compared to
the others doing similar work in
other companies
7. The basis for promoting the
an employee is fair and motivating.
8. We have ample of opportunities
for promotion.
9. The co-workers are friendly in
nature and help in doing the work
well.

10. The co-workers are committed

to the quality work.
11. Superiors always encourage us
and provide necessary resources/
information to get the work done
12. Superior provides the feedback
and helps to develop our skills
and abilities.
13. Employees in our department
are committed towards the
organization and are involved in
decision-making process.
14. The adequate training given to
us by the organization is
essential to accomplish our
job.
15. The organization provides
necessary training to develop
our abilities to perform higher
job responsibilities.
16.The rewards given for good
88

AGREE

NO

STRONGLY

OPINION

DISAGREE

DISAGREE

performance encourages us
to come up with better ways of
doing things.
17. The organization intimates us
about the changes in the
organizational policies that
affect our job.
18. I think my role in the
organization is important to
achieve organizational
objectives.
19. I feel that my job is
secured.
20. The work done gives me a
feeling of personal
accomplishment.

BIBLIOGRAPHY
Sl.No. Author
1. C.B.Mamoria

Book Name

Publication

Edition Year

Personnel

Himalaya

2007

Tata Mcgraw

2006

Management
2. K.Aswathappa

HRM

Hill

89

3. P.Subbarao

Essentials of

Himalaya

2007

Excel

2007

HRM
4. V.S.P.Rao

HRM

Websites :
www.citehr.com
www.google.com
www.hrguru.com
www.wikipedia.com

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