A Study On Employee Job Satisfaction at Mokshwa Soft Drinks at Coimbatore

A STUDY ON EMPLOYEE JOB SATISFACTION AT
MOKSHWA SOFT DRINKS AT COIMBATORE
ABSTRACT
Job satisfaction refers to one's feelings towards one's job. If the employees expectations are
fulfilled (or) the employees get higher than what he / she feels satisfied. If the job satisfaction
increases organization commitment will increased. This results in the higher productivity. The
main objectives of this paper are to assess the job satisfaction: to identify the effectiveness of job
satisfaction and to find out the several factors like personal and organizational factors
influencing job satisfaction: to identify the effectiveness of job satisfaction and to find out the
several factors like personal and organizational factors influencing job satisfaction of employees.
In this study, 110 no's of respondents have been taken as sample. Percentage analysis, weighted
average, chi-square have been incorporated for research analysis. The study helped in revealing
the level of satisfaction of employees with reference to the various factors provided in the
organization. This study clearly shows that employees under organization are more or less
satisfied with the job. The organization should consider on the salary, relationship of employees
and supervisors, grievance handling and give more opportunity for the new employees.
job satisfaction or employee satisfaction is a measure of workers' contentedness with their job,
whether or not they like the job or individual aspects or facets of jobs, such as nature of work or
supervision. Job satisfaction can be measured in cognitive (evaluative), affective (or emotional),
and behavioral components. Researchers have also noted that job satisfaction measures vary in
the extent to which they measure feelings about the job (affective job satisfaction)or cognitions
about the job (cognitive job satisfaction).
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CHAPTER I
INTRODUCTION
THEORETICAL FRAMEWORK
MEANING
Employee satisfaction is a measure of how happy workers are with their job and working
environment. Keeping morale high among workers can be tremendous benefit to any
organization, as happy workers will be likely to benefit to any company. There are many factors
for maintaining high employee satisfaction, which wise employers would do will to implement.
EMPLOYEE SATISFACTION
To increase employee satisfaction, many companies will have mandatory survey or face
to face meeting either employee to gather information. Both of these tactics have pros and cons
and should be chose carefully.
Surveys are often annoying allowing workers more freedom to be honest without fear.
Interview with company management can feel intimating but if done carefully can let to workers
know their voice has been heard and their concern addressed by those in changes.
Surveys and meetings can truly get the center of data surrounding employee satisfaction
and can be great tools to identify specific problems leading to lowering morale. Many experts
believe that one of the best ways to maintain employee satisfaction is to make workers feel they
are part of the family or team.
Holding Office Events such as parties and group outings can help close bonds among
workers. Many companies also participate in team building retreats that are designed strengthen
the working relationship of the employers in the non-working related settings. Company trips,
pain ball wars and guided back parking trips are versions of this type of team building strategy,
with which many employees have founded success. Of course, few will not experience a boost in
morale after receiving more and many raises and bonuses can seriously affect employee
satisfaction and should be given when possible.
Yet money cannot solve all morale issues and of a company with wide spread problems
for workers cannot improve their overall improvement, a bonus may be quickly forgotten as
daily stress of an unpleasant job continuous to mount. If possible, provide amenities to your
workers to improve morale. Make sure they have a comfortable, learn, break, rooms which basic
necessities such as a running mates keep facilities such as clean bathroom stocked with supplies.
While professionalism is necessary for most business allowing workers to keep family photos or
small trinkets on their desk can make them fed more comfortable and nested at their workstation.
Basic consideration like these can improve employee satisfaction, as workers will feed well
asked for by their employers.
The backbone of employee satisfaction in respect for workers and the job they perform.
In every interaction with management, employees should be treated with courtesy and interest.
In easy avenue for employers to discuss problems, with upper management should be
maintained and carefully monitored. Even if management cannot meet all the demands of
employees. Showing workers that they are being heard and putting honest dedications into
compromising will often help to improve morale.
Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a
motivation to work. It is not the self-satisfaction, happiness or self- contentment but the
Satisfaction on the job. The term refers to the total relationship between an individual and the
employer for which he is paid. Satisfaction does mean the simple feeling –state accompanying
the attainment of any goal, the end-state accompanying the attainment by an impulse of its
objectives. Job satisfaction does mean absence of motivation at work. Resource workers
differently described the factors contributing to job satisfaction and job dissatisfaction. Hop pock
described job satisfaction as, any combination that cause and person truthfully to say I am
satisfied with my job.
Job satisfaction is defined as: “The pleasurable emotional state resulting from the
appraisal of one’s jobs as achieving or facilities the achievement of one’s job values”. In contrast
job dissatisfaction is defined as “the un pleasurable emotional state resulting from the appraisal
of one’s job as frustrating or blocking the attainment of one’s job values or as entailing
disvalues”. However both satisfaction and dissatisfaction were seen as, “a function of the
perceived relationship between what on perceives it as offering or entailing.” Job satisfaction is
denied as the, pleasurable emotional state resulting from the appraisal of one’s job as achieving
simple feeling – state accompanying the attainment of any goal, the end-state accompanying the
attainment by an impulse of it one’s job values or as entailing disvalues”. However, both
satisfactions were seen as, “a function of the perceived relation between what on perceives it as
offering or entailing.
WORKERS' ROLES IN JOB SATISFACTION

 If job satisfaction is a worker benefit, surely the worker must be able to contribute to his
or her own satisfaction and well-being on the job. The following suggestions can help a
worker find personal job satisfaction.
 Seek opportunities to demonstrate skills and talents. This often leads to more challenging
work and greater responsibilities, with attendant increases in pay and other recognition.
 Develop excellent communication skills. Employee’s value and reward excellent reading,
listening, writing, and speaking skills know more. Acquire new job-related knowledge
that helps you to perform tasks more efficiently and effectively. This will relieve
boredom and often gets on enticed. Demonstrate creativity and initiative. Qualities like
these are valued by most organizations and often result in recognition as well as
in increased responsibilities and rewards. Develop teamwork and people skills. A large
part of job success is the ability to work well with others to get the job done. Accept the
diversity in people. Accept people with their differences and their imperfections and learn
how to give and receive criticism constructively.
 See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one’s existence, thus
playing a vital role in job satisfaction.
 Learn to de-stress. Plan to avoid burnout by developing healthy stress-management
techniques.
ASSURING JOB SATISFACTION

 Assuring job satisfaction, over the long-term, requires careful planning and effort both by
management and by workers.
 Managers are encouraged to consider such theories as Herzberg’s (1957) and Maslow's
(1943) Creating a good blend of factors that contribute to a stimulating, challenging,
supportive, and rewarding work environment is vital.
 Because of the relative prominence of pay in the reward system, it is very important that
salaries be tied to job responsibilities and that pay increases be tied to performance rather
than seniority. So, in essence, job satisfaction is a product of the events and conditions that
people experience on their jobs.
 Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her promotional
opportunities are good, her supervisor is supportive, and her co-workers are friendly, then
a situational approach leads one to predict she is satisfied with her job" .
 Very simply put, if the pleasures associated with one's job outweigh the pains, there is
some level of job satisfaction.
NEED FOR EMPLOYEE SATISFACTION

Everyone from managers, retention agents to HR need to get a handle on employee loyalty
and satisfaction – how committed is the workforce to the organization and if workers are really
contented with the way of things for gauging their likelihood to stay with the company. One of
the main aspects of Human Resource Management is the measurement of employee satisfaction.
Companies have to make sure that employee satisfaction is high among the workers, which is a
precondition for increasing productivity, responsiveness, and quality and customer service. The
litmus test is to study turnover and average length of service. If turnover is on the rise, loyalty
levels are low and vice versa. Comparing them to industry averages gives good idea of attrition
probabilities. Staff attendance, compliance with policies and confidence in leadership are other
indirect indicators of allegiance while excessive theft and sabotage spell obvious lack of
commitment.
According to Heskett et al (1994), more satisfied employees, stimulate a chain of positive
actions which end in an improved company Identification of Variables Affecting Employee
Satisfaction and Their Impact on the Organization performance. In another research it is said that
employee satisfaction influenced employee productivity, absenteeism and retention, Derek R.
Allen &Merris Wilburn, (2002). The success of any company is directly link to the satisfaction
of the employees who embody that company, that retaining talented people is critical to the
success of any organization, Freeman, (2005) .Studies shows that businesses that excel in
employee satisfaction issues reduce turnover by 50% from the norms, increase customer
satisfaction to an average of 95 % & lower labor cost by 12%., Carpitella, (2003). The more
satisfied an employee is, the less turnover and absenteeism occurs, Maloney, &McFillen, (1986).
Judge, et. al, (1993), on the other hand, mentions that employee satisfaction is positively
correlated with motivation, job involvement, organizational citizenship behaviour, organizational
commitment, life satisfaction, mental health, and job performance, and negatively related to
absenteeism, turnover, and perceived stress and identify it as the degree to which a person feels
satisfied by his/her job. In contrast, Rousseau (1978) identified three components of employee
satisfaction: they are characteristics of the organization, job task factors, and personal
characteristics.
In the construction industry, where the quality of products is dependent on the skill of
laborers and onsite supervisors, employees play a significant role in the success and outcome of
the product and the company.
U.S. Bureau of Labor Statistics, 2004 Profit and growth are stimulated directly (and
primarily) by customer loyalty. Customer loyalty is a direct consequence of customer
satisfaction. Customer satisfaction is heavily influenced by customer perceptions of the value of
services they receive. Value is created by satisfied, loyal and productive employees.
Employees who feel a sense of teamwork and common purpose, a strong commitment to
communication, and managerial empowerment are most able, and willing, to deliver the results
that customers expect (Employee Satisfaction”, 2005) Human Relations perspective posits that
satisfied workers are productive workers (e.g., Likert, 1961; McGregor, 1960). Thus,
organizational productivity and efficiency is achieved through employee satisfaction and
attention to employees‟ physical as well as socio emotional needs. Human relations researchers
further argue that employee satisfaction sentiments are best achieved through maintaining a
positive social organizational environment, such as by providing autonomy, participation, and
mutual trust (Likert, 1961). Employees‟ job satisfaction sentiments are important because they
can determine collaborative effort. Consistent with this reasoning, Likert (1961) has argued that
collaborative effort directed towards the organization‟s goals is necessary for achievement of
organizational objectives, with unhappy employees failing to participate (effectively) in such
efforts.
In a unique study conducted by Harter et al. (2002), based on 7,939 business units in 36
organizations, the researchers found positive and substantive correlations between employee
satisfaction-engagement and the business unit outcomes of productivity, profit, employee
turnover, employee accidents, and customer satisfaction.
The predominant view has focused on the situational context (e.g., supervisory support) as a
cause of satisfaction and has argued that high-performance work practices and thus a positive
working climate foster employee satisfaction (see, e.g., Bowen, &Ostroff, 2004; Wright,
Dunford, & Snell, 2001; Wright, Gardner, Moynihan, & Allen, 2005).
Keen observation of employee reactions and conduct is by far the most obvious and easiest
technique. Casually walk around the office, watching employees working, interacting with each
other and talk to them informally. Are they smiling, energized, cooperative and alert or listless,
inactive and unhelpful? You can even employee a professional consultant as an objective third-
party to assess the work atmosphere and compare with other companies.
Taking simple observation to the next level by asking employees outright in attitude surveys,
focus groups and exit interviews and analyzing the results to determine staff attitude, opinions
and motivation. While satisfied employees are not necessarily loyal or loyal ones always
satisfied, it cannot be denied that job satisfaction fuels loyalty. After all its been rightly said that,
the more satisfied an employee is regarding his or her working conditions, the more likely is he
or she to develop a psychological attachment or commitment to the organization. According to
Mark graham Brown, (2006), there is a strong link between employee satisfaction and customer
satisfaction and between customer satisfaction and future revenue.
Companies should try their best to evaluate why employees leave or what kindles their
dissatisfaction. Examine the root causes – where does the problem lie? Is it earnings or benefits?
Does it have something to do with job quality or workplace support? Or is lack of appreciation or
growth to blame. The onus is on the management to keep employees engaged and happy, so as to
persuade them to stay. In fact, this is critical to organizational success.
VARIABLES ON WHICH EMPLOYEE SATISFACTION DEPENDS

Through review of literature, we can classify the variables in mainly two broad categories
namely,
 Organizational Variables
 Personal Variables
Identification of Variables Affecting Employee Satisfaction and Their Impact on the
Organization
 Organizational Variables:
The organization determinants of employee satisfaction play a very important role. The
employees spend major part of their time in organization so there are number of organizational
variables that determine employee satisfaction of the employees. The employee satisfaction in
the organization can be increased by organizing and managing the organizational variables or
organizational factors.
Fallowing these 10 variables comes in this category:-
Organization Development
Organizational development is an ongoing, systematic process to implement effective
change in an organization. Its objective is to enable the organization in adopting-better to the
fast-changing external environment of new markets, regulations, and technologies. It starts with
a careful organization-wide analysis of the current situation and of the future requirements In
other words we can say that Organization development is the process through which an
organization develops the internal capacity to most efficiently and effectively provide its mission
work and to sustain itself over the long term. This definition highlights the explicit connection
between organizational development work and the achievement of organizational mission.
Fallowing these points come under this category:
Policies of Compensation and Benefit
This is the most important variable for employee satisfaction. Compensation can be
described as the amount of reward that a worker expects from the job. Employees should be
satisfied with competitive salary packages and they should be satisfied with it when comparing
their pay packets with those of the outsiders who are working in the same industry. A feeling of
satisfaction is felt by attaining fair and equitable rewards.
Fallowing these points come under this category:
 Wage and salary.
 Reward and penalties.
Promotion and Career Development
Promotion can be reciprocated as a significant achievement in the life. It promises and
delivers more pay, responsibility, authority, independence and status. So, the opportunity for
promotion determines the degree of satisfaction to the employee. Fallowing these points come
under this category:
 Opportunity for promotion.
 Equal opportunity to grow despite being male or female
 Training program.
 Opportunity for use skills and abilities.
Job Satisfaction:
Job satisfaction is the favourableness or un-favourableness with which employees view their
work. As with motivation, it is affected by the environment. Job satisfaction is impacted by job
design. Jobs that are rich in positive behavioural elements- such as autonomy, task identity, task
significance and feedback contribute to employee’s satisfaction. Fallowing these points come
under this category:
 Job design
 Task identity
 Recognition
 Responsibility
 Empowerment
 Quantity of task.
 Difficult level of task
Job Security
Job security is an employee's assurance or confidence that they will keep their current
job. Employees with a high level of job security have a low probability of losing their job in the
near future. Certain professions or employment opportunities inherently have better job security
than others; job security is also affected by a worker's performance, success of the business and
the current economic environment. Fallowing these points
Come under this category:
 Facility of transfer
 Accessible / reasonable target
 Leaves
Working Environment & Condition
Employees are highly motivated with good working conditions as they provide a feeling of
safety, comfort and motivation. On contrary, poor working condition brings out a fear of bad
health in employees. The more comfortable the working environment is more productive will be
the employees. Fallowing these points come under this category:
 Feeling safe and comfort in working environment.
 Tools and equipment.
 Working methods
 Security guards and parking facility.
 well ventilated with good light fans and air- conditioning.
 Neat and clean office place, rest area and washrooms.
Relationship with Supervisor
A good working relationship with your supervisor is essential since, at every stage, you
need his or her professional input, constructive criticism, and general understanding. Fallowing
these points come under this category:
 Relationship with immediate supervisor.
 Communication between employees and senior management.
 Treatment to employee.
Work Group
There is a natural desire of human beings to interact with others and so existence of group
in organization is a common observable fact. This characteristics result in formation of work
group at the work place. Isolated workers dislike their job. The work groups make use of a
remarkable influence on the satisfaction of employees. Fallowing these points come under this
category:
 Relationship with the group members.
 Group dynamics
 Group cohesiveness
 Need for affiliation.
Leadership Styles
The satisfaction level on the job can be determined by the leadership style. Employee
satisfaction is greatly enhanced by democratic style of leadership. It is because democratic
leaders promote friendship, respect and warmth relationship among the employees. On contrary,
employees working under authoritarian and dictatorial leaders express low level of employee
satisfaction. Fallowing these points come under this category:
 Prefer democratic style of leadership
 Friendship, respect and warmth relationship.
Other Factors
There are some other important variables which affect the level of employee satisfaction in
organization. Fallowing these points come under this category:
 Group outgoing (feel like a part of family).
 Encouragement and feedback.
 Use of internet and other technology for doing job.
 Personal Variables:
The personal determinants also help a lot in maintaining the motivation and personal factors of
the employees to work effectively and efficiently. Employee satisfaction can be related to
psychological factors and so numbers of personal variables determine the employee satisfaction
of the employees.
Fallowing these 5 variables comes in this category:-
Personality
The personality of an individual can be determined by observing his individual
psychological condition. The factors that determine the satisfaction of individual and his
psychological conditions is perception, attitude and learning. Fallowing these points come under
this category:
 Competencies and personality of employee are suitable for job.
 Perception, attitudes and learning of employee.
Expectation
The expectation level of employees affects their satisfaction level. If one receives more
outcome than expected then he will be highly satisfied and vice-versa. Fallowing these points
come under this category:
 Expectation of employee from the job.
Age
Age can be described as noteworthy determinants of employee satisfaction. It is because
younger age employees possessing higher energy levels are likely to be having more employee
satisfaction than older age employees. Fallowing these points come under this category:
 Young employees possessing high energy level so feeling more satisfied.
 Old employees resist accepting new techniques.
 Gender
 Education
 Age
 Expectation
 Personality
 Personal
 Variables
Education
Education plays a significant determinant of employee satisfaction as it provides an
opportunity for developing one’s personality. Education develops and improvises individual
wisdom and evaluation process.
The highly educated employees can understand the situation and assess it positively as they
possess persistence, rationality and thinking power.
 Highly educated employees possess rationality and thinking power.
 Education develops individual wisdom and evaluation process.
Gender Differences
The gender and race of the employees plays important determinants of employee
satisfaction Women, the fairer sex, are more likely to be satisfied than their counterpart even if
they are employed in same job. Fallowing these points come under this category:
 Generally women are more likely to be satisfied than men.
IMPORTANCE OF EMPLOYEE SATISFACTION

Purpose or benefits of employee satisfaction include as following,
 Enhance employee retention.
 Increase productivity.
 Increase customer satisfaction.
 Reduce turnover, recurring and training cost.
 Enhance customer satisfaction and loyalty
 Energetic employers
 Improve team work
 Higher quality products and or services due to more competent, energized employees.
ORGANISATIONAL DEVELOPMENT FACTORS
 Brand of organization in business field and comparison with leading competitor.
 Mission and vision of organization.
 Potential development of organization.
 Rewards And Penalties
PROMOTION AND CAREER DEVELOPMENT FACTORS
 Benefits
 Wages and Salary
POLICIES OF COMPENSATION AND BENEFITS FACTORS
 Opportunities for promotion.
 Training program participated or will do.
 Level of sharing etc...
 Relationship with co-workers
 Treatment of Employee etc.
WORKING CONDITION AND ENVIRONMENT FACTORS
 Tools and equipment.
 Working methods
 Working environment
CORPORATE CULTURE FACTORS
 Level of assignment for employee.
 Level of coaching
 Capacity of career development.
WORK TASK FACTORS
 Quantity of task.
 Difficult level of task.
RELATIONSHIP WITH SUPERVISORS FACTORS
 Expectations of employee are suitable for policies of organization.
DEFINITION OF TERMS SALARY
Salary is a fixed amount or compensation paid to an employee by an employer in return
for work performed. An employee who is paid a salary is expected to complete a whole job in
return for the salary.
OVERTIME ALLOWANCE
Overtime allowance in extra cash compensation for the hours that employees work in
excess.
DECISION MAKING
Decision making involves the selection of a suitable action from among two or more
possible alternatives in order to arrive at a solution to a problem.
PROBLEM SOLVING
 Grievance handling means help to solve a problem of the person who is in trouble and
went some kind of help.
 It is to help such a person is a way that can give him justice to his satisfaction.
 Competencies and personalities of employee are suitable for job.
COMPETITION PERSONALITIES AND EXPECTATION OF EMPLOYEE
FACTORS WELFARE FACILITY
Employee welfare aims at providing such service facilities and amenities, which enables
a worker to perform their employee well. An employee welfare facility consists of canteen, rest
rooms, housing facility, medical facility, educational facility and transportation facility. This
study helps to find out the various accretions facilities they are provided by the company.
TEAM WORK
The process of working a group of people in order to achieve a goal.
TRAINING
Training is the format and systematic modification of behavior. Which occurs as a result
of education, introduction development and planned experience.
JOB SECURITY
It is the probability that an individual will keep his or her job. A job with a high level of
job security in such that a person with the job would have a small chance of become employees.
EFFECTIVE COMMUNICATION
Communication is a process in defined and shared between diving organisms.
Communication requires a sender, a message and need not be present as aware of the seniors
intent to communicate at the time of communication thus communication can occurs across vast
distances in time and space. Communication requires that the communicating panics share an
area of communication.
WORK SHCEDULE
Employees work schedules vary from full fill time lo part time to job shares. All work
schedules have one thing in common; the employee is doing work under an employer. Today's
employers understand that flexibility is what employee requires in their work schedules. If they
don't employers should beware
SCOPE OF THE STUDY:
 The organization must satisfy people’s needs and influence these feelings for obtaining
their co-operation and support. Proactive attitude of people towards their jobs, good
communication system and individual objectives are some of the factors of job
satisfaction.
 This study is on the impact of company policies, working conditions and on the job
satisfaction of employees.
 It concentrates on the effect of factor in general and considers only the perceptual element
of employees.
STATEMENT OF THE PROBLEM:
 The study is conducted to assess the job satisfaction needs of the employees in
 The study helps to know their preferences and problems of the employees.
 Employee commitment is essential to increase the productivity.
 If the job satisfaction increases it will increase the employee commitment, further it will
lead to increase in the productivity.
 It is very essential to study about the job satisfaction.
NEED FOR THE STUDY
Job Satisfaction is a very essential aspect in every organization. Jobs should be designed
in such a way that the all the employees feel satisfied with their job. Job satisfaction plays a vital
role in motivating the employees to perform their jobs more perfectly and in a good manner and
also can achieve their goals and in turn it increases the productivity, less attrition rates,
absenteeism etc
OBJECTIVES OF THE STUDY:
 The main objective of the study is to assess the job satisfaction of the employees in
 To identify the employees relationship with their supervisors and co-workers.
 To assess the satisfaction level of employees on working conditions and environment.
 To know the security and the safety measure taken by the organization.
 To identify the level of grievance handling procedure in the organization
LIMITATIONS OF THE STUDY
 The findings are based on the answers given by the employees, so any error or bias may
be affect the validity of the finding
 The period of study was too short. So it was not possible to collect the relevant
information with in that period.
 The research was carried out in a short span of time, where in the research could not
widen the study.
 This is subjected to the basis and prejudices of the respondents; hence 100% of accuracy
cannot be assured.
INDUSTRY PROFILE AND COMPANY PROFILE
INDUSTRIAL PROFILE
Soft drinks can be tracing their history back to the mineral water found in natural springs.
Bathing in natural springs has long been considered a healthy think to do, and mineral water was
said to have curative powers. Scientists soon discovered that gas carbonium or carbon dioxide
was behind the bubbles in natural mineral water.
The first marketed soft drinks (non-carbonated) appeared in the 17th century. There were
made from water lemon juice sweetened with honey. In 1676, the campaigned De-Lemonadiers
of Paris was granted a monopoly for the sale of lemonade soft drinks. Enders would carry tanks
of lemonade on their backs dispensed cups of the soft drinks to thirsty Parisians.
In 1767, an Englishmen, Mr. Joseph Priestly, created the first drinkable man made glass
of carbonated water. Three years later, the Swedish chemist Torbern Bergman invented a
generating apparatus that made carbonated water from chalk by the use of sulphuric acid.
In 1810, the first US patent was issued for the “means of the mass manufacture of
imitation mineral waters” to Simons and Rendell of Charston, South Carolina. Carbonated
beverages did not achieve great popularity in America until 1832, when John Mathews invented
his apparatus for making carbonated water. John Mathews mass manufactured his apparatus for
sale to others.
The drinking of either natural or artificial mineral water was considered a healthy
practice. American Pharmacists, who were selling most of the mineral waters, started to add
medicine and other flavorful herbs to the unflavored beverage: e.g., brinch bank, dandelion,
sarsaparilla and fruit extracts.
The early dug stores with their soda fountain become a popular part of American culture.
Customers want to take the drinks home with them and the soft bottling grew from the customers
demand.
HISTORY OF THE INDUSTRY

Soft drinks any of a class of nonalcoholic beverages, usually but not necessarily
carbonated, normally containing a natural or artificial sweetening agent, edible acids, natural or
artificial flavors, and sometimes juice. Natural flavors are derived from fruits, nuts, berries,
roots, herbs, and other plant sources. Coffee, tea, milk, cocoa and undiluted fruit and vegetable
juices are not considered soft drinks.
The term was originated to distinguish the flavored drinks from hard liquor, or spirits.
Soft drinks were recommended as a substitute in the effort to change the hard-drinking habits of
early Americans. Indeed, health concerns of modern consumers led to new categories of soft
drinks emphasizing low calorie count, low sodium content, no caffeine, and “all natural”
ingredients.
There are many specialty soft drinks. Mineral waters are very popular in Europe and
Latin America.Kava, made from roots of a bushy shrub, Piper methysticum, is consumed by the
people of Fiji and other Pacific islands. In Cuba people enjoy a carbonated cane juice;
its flavour comes from unrefined syrup. In tropical areas, where diets frequently lack
sufficient protein, soft drinks containing soybean flour have been marketed.
In Egypt carob or locust bean extract is used. In Brazil a soft drink is made using mate as
a base. The whey obtained from making buffalo cheese is carbonated and consumed as a soft
drink in North Africa. Some eastern Europeans enjoy a drink prepared from fermented stale
bread. Honey and orange juice go into a popular drink of Israel.
HISTORY OF SOFT DRINKS
The first marketed soft drinks appeared in the 17th century as a mixture of water and
lemon juice sweetened with honey. In 1676 the Companies de Lemonades was formed in Paris
and granted a monopoly for the sale of its products. Vendors carried tanks on their backs from
which they dispensed cups of lemonade.
Carbonated beverages and waters were developed from European attempts in the 17th
century to imitate the popular and naturally effervescent waters of famous springs, with primary
interest in their reputed therapeutic values. The effervescent feature of the waters was recognized
early as most important. Jan Baptist van Helmond (1577–1644) first used the term gas in his
reference to the carbon dioxide content. Gabriel Venal referred to aerated water, confusing the
gas with ordinary air. Joseph Black named the gaseous constituent fixed air.
ROBERT BOYLE:
The Anglo-Irish scientist who helped found modern chemistry, published his Short
Memoirs for the Natural Experimental History of Mineral Waters in 1685. It included sections
on examining mineral springs, on the properties of the water, on its effects upon human bodies,
and, lastly, “of the imitation of natural medicinal waters by chemical and other artificial wayes.”
Numerous reports of experiments and investigations were included in the Philosophical
Transactions of the Royal Society of London in the late 1700s, including the studies of Stephen
Hales, Joseph Black, David Macbride, William Brownrigg, Henry Cavendish, Thomas Lane, and
others.
JOSEPH PRIESTLEY:
Is nicknamed “the father of the soft drinks industry” for his experiments on gas obtained
from the fermenting vats of a brewery. In 1772 he demonstrated a small carbonating apparatus to
the College of Physicians in London, suggesting that, with the aid of a pump, water might be
more highly impregnated with fixed air. Antoine Lavoisier in Paris made the same suggestion in
1773.
To Thomas Henry, an apothecary in Manchester, Eng., is attributed the first production of
carbonated water, which he made in 12-gallon barrels using an apparatus based on
Priestley’s. Jacob Schweppe, a jeweler in Geneva, read the papers of Priestley and Lavoisier and
determined to make a similar device. By 1794 he was selling his highly carbonated
artificial mineral waters to his friends in Geneva; later he started a business in London.
At first, bottled waters were used medicinally, as evidenced in a letter written by English
industrialist Matthew Boulton to the philosopher Erasmus Darwin in 1794: “J. Schweppe
prepares his mineral waters of three sorts. No. 1 is for common drinking with your dinner. No. 2
is for nephritick patients and No. 3 contains the most alkali given only in more violent cases.” By
about 1820, improvements in manufacturing processes allowed a much greater output, and
bottled water became popular. Mineral salts and flavours were added—ginger in about 1820,
lemon in the 1830s, tonic in 1858. In 1886 John Pemberton, a pharmacist in Atlanta, Ga.,
invented Coca-Cola, the first cola drink
COMPANY PROFILE
MOKSHWA SOFT DRINKS INDUSTRY is located in Nilambur ,Avinashi Road, Nilambur
Coimbatore .We have positioned ourselves as one of the chief manufacturers and suppliers of
flavored and nutritious beverage. Our large assortment of products includes MOKSHWA SOFT
DRINK Concentrate, Soft Drink Concentrate, Orange Soft Drink Concentrate, Masala Soda
Jaljeera, etc. Our product range is processed in high tech production unit where we have
installed modern manufacturing machines. All the machines are managed by experts to ensure
that high class products having unmatched flavor and nutrition are delivered to the clients. Our
products are packed in quality packing materials to retain their property, freshness, taste and
quality intact.
Founder Name : Dr. K.Subrathinasamy
Managing Director : S. Varunchand
Business Type : Manufacturer , Supplier
Primary Competitive Advantages Robust infrastructure

Dedicated team of employees
Premium quality products
Industry leading prices
No of Staff : 350
Year of Establishment : 2000

No of Production Lines : 120
No of Engineers : 90
No of Designers : 75
Product Range Pepio Soft Drink Concentrate

Orange Soft Drink Concentrate
Masala Soda Jaljeera
Mango Super Ghatt Soft Drink Concentrate
Lichy Soft Drink Concentrate
Lemon Lime Soft Drink Concentrate
Kalakhatta Soft Drink Concentrate
HajmaHajam Soda Soft Drink Concentrate
Green Mango Soft Drink Concentrate
Fruit Beer Soft Drink Concentrate
Dadam Soft Drink concentrate
Cola Soft Drink Concentrate
CAPITAL STRUCTURE /INITIAL INVESTMENT
Mr. MuhammedKunhi is the promoter of the company. The firm was starting with an
initial investment of Rs one crore. The firm have got industrial subsidy Rs 6,00,000/- from the
Government. Rs 60 lakh is the contribution from the partner at 60:40 ratio. And rest of the
amount is loan from KFC and Punjab National Bank.
OBJECTIVES OF THE FIRM
 Profit maximization through customer satisfaction.
 Reduced customer complaints.
 Utilization of modern machinery.
 Giving employment opportunity.
MISSION OF THE FIRM
 Providing healthy drink to the society.
 Providing quality products at affordable price in on time.
 Always care on customer health.
 Providing employment opportunities to local people.
 Work for social developments.
VISION OF THE FIRM
 Build fully automated technology.
 Market expansion program all over in south India.
 New product development.
 Dominate the soft drink industry.
ORGANISATION CHART (Flow of Authority)
MANAGING DIRECTOR
PURCHASE
AND
MARKETING FINANCE
PRODUCTION MANAGER
MANAGER HUMAN RESOURCE
MANAGER MANAGER
SUPERVISOR DISTRIBUTION
ACCOUNTANT
AGENT
WORKERS
CHAPTER II
REVIEW OF LITERATURE
 Ostroff (1992)
HasStudying a sample of 364 schools, investigated the relationship between
employees’ attitudes and organizational performance. Ostroff found that aggregated
teacher attitudes such as job satisfaction and organizational commitment were
concurrently related to school performance, as measured by several performance
outcomes such as student academic achievement and teacher turnover rates. Across 12
organizational performance indexes, the magnitudes of the correlations between teacher
satisfaction and performance ranged from .11 to .54, with a mean of .28. When the
unique characteristics of the schools were statistically controlled for, teacher satisfaction
and other job-related attitudes continued to predict many of the organizational
performance outcomes. Results were strongest for teacher satisfaction; thus,
organizations with more satisfied employees tended to be more effective than
organizations with dissatisfied employees. This study indicates that satisfaction is an
important social process factor that fosters organizational effectiveness. The major
limitation of this study pertains to the nature of the study sample; all organizations were
secondary schools. The extent to which similar relationships would hold for organizations
in other types of industries (manufacturing, service, etc) and occupations cannot be
determined.
 Ryan, Schmitt, and Johnson (1996)
Has Investigated similar relationships between aggregated employee attitudes,
firm productivity, and customer satisfaction. The authors measured these relationships at
two points in time from 142 branches of an auto finance company. Results indicated
employee morale was related to subsequent business performance indicators, customer
satisfaction sentiments, and turnover ratios. These researchers attempted to study the
causal relations among the variables; however, their attempts lead to mostly inconclusive
findings. Interestingly, they did find evidence suggestive of customer satisfaction as a
causal influence on morale (a finding that is opposite of the directionality assumed by the
literature). Although a tentative finding, Ryan et al. (1996) discussed several possible
explanations for it. For instance, the customer satisfaction index was monitored closely
by unit managers and success or failure likely translated into management practices that
influenced employees’ job attitudes. Moreover, the researchers speculated that the
particular setting may be unusual in that customer satisfaction might be inversely related
to the amount of contact with the organization (e.g., customers without problems with the
processing of their payments are likely to have less interaction with company
representatives than customers with such problems). Similar to Ostroff’s (1992) study,
the major concern with Ryan et al.’s (1996) research is that the data were all from one
organization which limits the general inability of the findings.
 Harter et al. (2002)
Has the authors conducted a met analysis of studies previously conducted by The
Gallup Organization. The study examined aggregated employee job satisfaction
sentiments and employee engagement, with the latter variable referring to individual’s
involvement with as well as enthusiasm for work. Based on 7,939 business units in 36
organizations, the researchers found positive and substantive correlations between
employee satisfaction-engagement and the business unit outcomes of productivity, profit,
employee turnover, employee accidents, and customer satisfaction. More importantly,
these researchers explored the practical utility of the observed relationships. For example,
business units in the top quartile on the employee engagement measure yielded 1 to
percentage points higher profitability. Similar findings were found for productivity.
Specifically, business units in the top quartile on employee engagement had, on average,
from $80,000 to $120,000 higher monthly revenue or sales. Based on these data, it seems
clear that aggregated measures of employee satisfaction and employee engagement are
meaningfully related to business outcomes at a magnitude that is important to many (if
not all) organizations. In comparison to prior studies, the strength of Harter and his
colleagues’ research is the large number of participants (n = 198,514), business units (n =
7,939), and firms (n = 36) included, thereby providing a level of precision and statistical
power rarely found in scholarly (i.e., non-proprietary) research.
 Schneider et al. (2003)
Has Report analyses of employee attitude survey data aggregated to the
organizational level of analysis. These authors explored the relationships between several
facets of employee satisfaction and organizational financial (return on assets; ROA) and
market performance (earnings per share; EPS) using data from 35 organizations over a
period of eight years. Thus, in contrast to previous studies, Schneider and his colleagues’
study was able to make some inferences about directional causality (i.e., are employee
attitudes a stronger cause of organizational performance than the reverse). Their results
showed consistent and statisticallysignificant positive relationships (over varied time
lags) between attitudes concerning satisfaction with security, satisfaction with pay, and
overall job satisfaction with financial (ROA) and market performance (EPS). Although
these findings are consistent with applied researchers’ and managers’ implicit beliefs,
their study was not without some surprises. One of the more surprising findings was
related to overall job satisfaction and the performance criteria. Results demonstrated that
the causal directionality flows from financial and market performance to overall job
satisfaction. This latter result does not deny the fact that there were significant relations
going from overall job satisfaction to ROA and EPS; nevertheless, the reverse direction
relationships tended to be stronger in magnitude. Moreover, the relationship between
satisfaction with pay and the performance indicators appeared to be reciprocal in nature.
The obvious strength of this research study is the longitudinal nature of both the
aggregated employee data and the financial and market performance data. By collecting
longitudinal data on both sets of variables, these researchers were able to examine and
begin to disentangle a set of very important but complex relationships.
 Harter, Schmidt and Hayes (2002)
Has Mentioned that 7,855 articles having being published between 1976 and2000,
on job satisfaction. Cole and Cole in their study mentioned that majority of the research
examining the employee satisfaction-performance relationship has been conducted on the
micro level of analysis and a handful of studies have explored the relationship between
aggregated employee job satisfaction attitudes and organizational (unit level)
performance (Ostroff 1992; Ryan, Schmitt and Jonson 1996; Harter, et.al 2002;
Schnieder, Hanges, Smith and Salvaggio 2003; Bowen and Ostroff 2004; Wright,
Dunfold, and Snell 2001; Wright, Gardner, Moynihan and Allen 2005). Cole and Cole
mentioned that the current understanding of how aggregated employee attitudes influence
and are influenced by important business outcomes is limited and they based on the
evidence to date) concluded that employee satisfaction is related to meaningful business
outcomes and these relationships generalize across companies (and industries). They
have also mentioned at their study that there is potential for longitudinal research in the
area of aggregated employee satisfaction and this longitudinal study would suggest not
only some directionality from employee attitudes to business outcomes (as well as the
reverse) but a reciprocal relationship in some cases.
 Khan (2001)
In his study mentioned that there is deliberate feminization of the workforce of
the garment Industry in Bangladesh and there are three reasons behind this deliberate
feminization. These are: (1) Garment factory owners perceived that like the poor women
workers of other Asian NICs who had been socially and economically oppressed for so
long and who have low aspirations wages, teen age girls and young women from rural
areas of Bangladesh have low aspiration wages. so, they appointed mainly unskilled teen
age girls or young women mainly from the rural areas; (2) Since they are already in a
susceptible socio-economic condition, as compared to their male counter parts, will agree
to work for extra hours and if situation demands it will be easier to dismiss them; (3)
most garment factory owners perceived them as docile, trustworthy and manageable. The
author also mentioned in his study that most Bangladeshi garment factory owners have
failed to see any causal relationship between lab or standards and productivity outcomes.
Therefore, many of them have become cost effective mainly by lowering labour
standards and taking opportunities for low-wage employment due to the profusion of a
young female labour force
 Maryam,Saeed,Hashmi,AhsanHashmi and Raaziarshad(2014)
Has empowerment on job satisfaction in context to banking sector of Pakistan.
This study is unique in a way that it has studied the impact of psychological
empowerment on job satisfaction at three managerial levels i.e. Top level, middle level
and lower level. Primary data has been collected from employees working in different
banks in four major cities of Pakistan. The study has used survey approach for data
collection. Scale from previous studies has been used to measure psychological
empowerment and job satisfaction which consists of 12 items and 16 items respectively.
The study documents that Psychological empowerment positively affects job satisfaction
for senior, middle and lower level managers in banking sector of Pakistan.
 Adeniji, AnthoniaAdenike(2011)
This study attempts to establish the relationships that exist between the different
variables of organizational climate and job satisfaction among academic staff in some
selected private Universities in South-West Nigeria. It also sets to ascertain if those
related factors in organizational climate can cause satisfaction among academics thereby
impacting on their academic excellence; and to determine if there are differences in the
way senior academics and junior academics perceive the existing organizational climate.
A total of 384 copies of questionnaires were administered to selected five (5) private
Universities in the South-West Zone of Nigeria but a total of 293 questionnaires were
returned fully and appropriately filled. The study made use of both descriptive and
inferential statistics such as frequencies, means, and standard deviation, including
Pearson Product Moment Correlation Coefficient, Multiple Regression and Analysis of
Variance (ANOVA) to obtain results. The results indicate that there is a significant
positive relationship between organizational climate and job satisfaction among
academics in Southwest Nigeria at F= 453.524, df= 292, significant at 0.000 and at a
correlation of 0.671, also significant at 0.01 level (2-tailed) . That the climates of an
organization and job satisfaction vary together. Not only that, in the overall analysis that
was done on the perception in the way junior and senior academics experience their
organizational climate, it was found that there is a significant difference in the way both
the senior and junior academics experience their organizational climate at F= 430.768.
Further study research was recommended in comparative study on private and public
University academics to view their perception of organizational climate in relation to
their job satisfaction.
 Newstrom and Davis (1997)
Has job satisfaction is a set of favourable feelings and emotions with which
employees view their work. Schermerhorn, Hunt and Osborn (1994: 144) see job
satisfaction as the degree to which individuals feel positive or negative about their jobs.
According to this definition, the individual expresses satisfaction as he interacts with his
work environment and attaches meaning to what is happening around him.
 Bester, Richter and Boshoff (1997)
Has We are said job satisfaction is the match between what the employee wants
from the employer and the job and what he receives. It is the extent to which the job
meets the individual‘s needs, expectations and requirements. It is further indicated that if
employees are happy, it would lead to higher productivity, improved physical health and
promotes a more positive attitude towards the organization. This results in staff
remaining at the same institution instead of leaving frequently.
 Marriner ,Tomey (1996)
Hasjob satisfaction as a match between the employee‘s interest with the
organizational goals. Job satisfaction includes aspects like satisfaction with work,
supervisor, work conditions, pay opportunities and practices in the organization. In
practice, 25 the views of these authors are appropriate as employees generally feel
satisfied when they receive good pay and good supervision. Gibson, Ivancevich and
Donnelly (1997) and Luthan (1998) identify dimensions that are associated with job
satisfaction, namely salaries, job promotion opportunities, supervision and co-workers.
 Hulin, Roznowski and Hachiya (1985)
Has Subsequently elaborated upon by Hulin (1991), proposed a model of job
satisfaction that attempted to integrate previous theories of attitude formation. According
to the model, job satisfaction is a function of the balance between the role inputs, what
the individual puts into the work role (e.g. training, experience, time and effort), and role
outcomes, including what is received (pay, status, working conditions and intrinsic
factors). The more outcomes received relative to inputs invested, the higher work role
satisfaction would be, all else equal. According to Cornell model, the individual‘s
opportunity costs affect the value individuals place on inputs. In periods of labour
oversupply i.e. (high unemployment), the individual will perceive their inputs as less
valuable due to the high competition for few alternative positions, and the opportunity
cost of their work role declines (i.e. work role membership is less costly relative to other
opportunities). Therefore, as unemployment (particularly in one‘s local or occupational
labour market) rises, the subjective utility of inputs falls- making perceived value of
inputs less relative to outcomes- thus increasing satisfaction. Finally, the model proposes
that an individual‘s frames of reference, which represent past experience with outcomes,
influenced how individuals perceive current outcomes received. The fewer or less valued,
the outcomes received in the past and as current employment opportunities erode, the
same outcomes per inputs would increase job satisfaction (i.e. more was received than
had been in the past). Again, the reverse scenario is also true. Although the breadth and
integration of the Hulin model is impressive, direct tests of the model are lacking. One
partial test (Judge&Hulin 1993) of the model was not particularly supportive; therefore,
more research on it is needed.
 Dr.K.Sundar; P. Ashok Kumar(2011)
Has Job satisfaction occupies a place of pivotal importance in human resource
management. Many studies undertaken in this field have also established its efficacy in
achieving organizational goals. Since an organization with a happy work force is
considered to be a hallmark of efficiency. To secure the enormous advantage flowing
from it, a study of job satisfaction assumes importance. In view of this, an attempt is
made to measure the impact of demographic factors on job satisfaction among the
employees of different cadres of Vellore division, Tamil Nadu, India. The study is
expected to uncover areas of satisfaction as well as dissatisfaction among the
respondents. It may show a clear direction along which the authority should move so that
with a satisfied and committed work force, the LIC can accomplish its organizational
goals more effectively. The present study is confined to employees working in Vellore
division. The present study is based purely on primary data. It has been collected through
a questionnaire designed for the study. The proportionate systematic random sampling
method has been adopted for the study. The conclusion will be given.
 Guzzo.R (1992)A study on “How job satisfaction and job performance are and are not
linked”, has found that most employees derive job satisfaction where challenges involved
are moderate‟. They have also perceived better pay and promotional policies to be
contributing to job satisfaction.
 Sundar. K (1994)
Has the firm opinion that though a variety of causes contribute to job satisfaction,
the right to be consulted supplies the sinews of psychological energy and a happy of
mind. In his study of 200 workers in National Textile Mills, Coimbatore, he has
established that “the participative system has done a lot in improving two-way
communication, in bettering the superior-subordinate relations, and in increasing job
satisfaction”
 KaifiAzami (2003)
In this study on job satisfaction at Shaf leather products, Periamet Limited,
Chennai”, found that very poor pay offered inter alia by the company significantly
dampened job satisfaction of workers though the workers were satisfied with the majority
of the aspects of job satisfaction. He suggested that the scale of pay may be restructured
in a way to provide adequate comfort to improve the living and working conditions of the
employees.
 Orisatoki, Rand Oguntibej (2010)
HasReveal that managers who want to maintain a high level of job satisfaction
among their workforce must try to understand the needs of each employee. For example,
managers can enhance worker satisfaction by placing people with similar backgrounds
and experiences in the same workgroups. Also, managers can enhance job satisfaction by
carefully matching workers with their preferred type of work.
 Arunima, Shrivastava and Poojapurang (2009)
Have made an empirical study on job satisfaction between private and public
sector banks. They have concluded that while public sector bank employees are highly
satisfied with job security, fringe benefits and the work environment, their counterparts in
private sector banks are dissatisfied with the aforesaid variables.
 Karimi (2008) Has Work-to-family interference has significant and negative effects on
job satisfaction among 387 Iranian male and female employees. The results showed that
high levels of work family interference are associated with low job satisfaction and with
work roles; the individual‟s job satisfaction is lower.
 Chen, et. al.,(2006)
Has Employee satisfaction has been a focus for research and practice for thelast
two decades in particular (Greasley, et. al., 2005) and considered to be a critical issue for
organizational performance. A number of scholars and management “gurus” stressed the
importance of employee satisfaction and its influences on organizational performance as
much as customer satisfaction.
 Bernal, et. al, (2005)
Has the concept of employee satisfaction is a multi-dimensional and inter
disciplinary term that has been attracted the attention of researchers and practitioners
from different disciplines such as psychology, human resource management,
organizational behavior, TQM and so for it. In literature there are a large number of
studies that analyze the term from many different perspectives and its relationship with
various organizational variables (Lund, 2003). However there is no universal definition
of employee satisfaction that exposes all these dimensions at the same time.
 Judge, et. al, (2005)
Has Most of the definitions emphasize the importance of employees’ job-related
perceptions that link the expectations of them and what they receive in return. Some
researchers focus on the overall job satisfaction or even life satisfaction of employees 15
whereas some others underline a variety of satisfaction facets such as satisfaction with
pay, promotion, supervisor, or co-workers.
 Locke, et. Al (1969)
Describes job satisfaction a pleasurable or positive emotional state resulting from
the appraisal of one's job and job experiences. According to this, employee satisfaction is
a “function of the perceived relationship between what one wants from one’s job and
what one perceives it as offering” (Locke, 1969).
 Judge, et. al, (1993)
Has On the other hand, mentions that employee satisfaction is positively
correlated with motivation, job involvement, organizational citizenship behavior,
organizational commitment, life satisfaction, mental health, and job performance, and
negatively related to absenteeism, turnover, and perceived stress and identify it as the
degree to which a person feels satisfied by his/her job.
 Cranny, et. al, (1992)
Has Suggests that employee satisfaction encompasses a lot of different facets.
Hence overall employee satisfaction describes a person’s overall affective reaction to the
set of work and work-related factors whereas the facets of job satisfaction involve
workers’ feelings toward different dimensions of the work and work environment.
 Rousseau (1978)
Has Identified three components of employee satisfaction: they are characteristics
of the organization, job task factors, and personal characteristics. According to
Rousseau’s identification the characterization of the organization and the job task factors
can be regarded as work factors in job satisfaction, while personal characteristics can be
regarded as non-work factors of job satisfaction (Hagihara, et. al, 1998).
 Silvestro(2002)
Has Human Resource Management (HRM) literature underlines the importance of
employee satisfaction as well. The relationship between “appropriate” HRM practices
and positive employee attitudes including employee satisfaction, loyalty and productivity
have been widely analyzed (Edgar and Geare, 2005). It is also suggested that treating
employees as a valuable asset improves their commitment and loyalty which leads to
higher performance and quality.
 Zembylas and Papanastasiou (2006)
Has who studied the sources of job satisfaction and dissatisfaction in Cyprus, it is
claimed that teachers derive satisfaction from such aspects as: “working with children
and seeing them grow and achieve, making a contribution to the society, working
collaboratively with colleagues and achieving personal professional growth”. They also
found that pay, working time and vacation influence job satisfaction although they were
not of great significance. Rasku and Kinnunen (2003), then, found that Finnish secondary
school teachers expressed more job satisfaction than their counterparts in other European
countries in which the study was conducted. Their satisfaction was a result of the fact that
they are assured their wellbeing through working.
 Dinham& Scott, (2000)
Has Research findings indicate that “both hygiene’s [SIC] and motivators or
work-related needs of employees are predictors of job satisfaction among Nigerian
teachers” (Ololube, 2007, 6). His findings are contrary to Herzberg‟s Two Factor Theory
which differentiates “satisfiers” from “dissatisfies”. This implies that both “hygiene” and
“motivators” influence job satisfaction among employees. Other researchers also argue
that teachers in the United Kingdom and Australia derive their job satisfaction from
aspects such as: “student achievement, helping students to modify their attitude and
behaviour, positive relationships with students and others, self growth, mastery of
professional skills, and feeling part of a collegial, supportive environment.
 Hollenbeck, Wright and Garhart (1996)
Has Job satisfaction is a pleasurable feeling that results from the perception that
one‟s job fulfils or allows the fulfilment of one’s own job values. They continue by
saying that job satisfaction has to do with what a person consciously or unconsciously
desires to obtain. Bowen et al; 25 (2007) in citing Locke (1976) agree with this
definition of job satisfaction when they write that job satisfaction may be viewed as the
pleasurable or positive emotional experience resulting from the appraisal of one’s job or
job experience. Fogarty (1994) is of the view that job satisfaction refers to the extent to
which persons gain enjoyment or satisfaction from their efforts at work.
 Robbins, Water-Marsh, Cacioppe and Millet (1994)
Have Job satisfaction as the degree to which people like their jobs. They maintain
that it is a general attitude towards the job, the difference between the amount of rewards
employees receive and the amount they believe they should receive. According to them, a
person with a high level of job satisfaction holds positive attitudes towards the job, while
a person who is not satisfied with his or her job holds negative attitudes about the job.
This idea is also supported by Bowen et al; (2008) as they state that positive attitude
towards one‟s job are associated with high level of job satisfaction. Wilson and
Rosenfield (1990) believe that 26 the converse is also true. On his part Spector (1997)
sees job satisfaction as one factor that is important for business effectiveness, good
company reputation and low turnover. Begley and Czajka (1993) see job satisfaction as
an indicator of emotional well being or psychological health.
 Bowen et al(2008)
Has the concepts of job satisfaction and motivation are clearly linked and
invariably used interchangeably in practice Bowen et al; (2008). They further explain that
job satisfaction describes or measures the extent of a person‟s contentment in his or her
job whiles motivation explains the driving force(s) behind the pursuit or execution of
particular activities or a job. Herzberg as cited in Dinham and Scott (1998), explains that
both phenomena are linked through the influence each has on the other. He continues to
give examples by saying that lower order needs otherwise known as hygiene factors and
higher order needs also known as motivators as also concerning satisfaction and
dissatisfaction flowing from these and the need to engender long term career satisfaction.
 Deeprose (1994)
Has Argues that recognition has a significant impact on employees‟ motivation
and productivity. Effective use of recognition results in improved performance of the
organizations. Employees take recognition as part of their feelings of value and
appreciation and as a result it increases employees‟ morale, which eventually increases
efficiency of organizations. It is for that reason, Danish and Usman (2010) affirm that
when rewards and recognition are properly implemented, a good working atmosphere is
provided that motivates employees to achieve high performance. Deeprose (1994, p. 3)
mentioned “Good managers recognize people by doing things that acknowledge their
accomplishments and they reward people by giving them something tangible.” Alam,
Saeed, Sahabuddin and Akter (2013) investigated the impact of employee recognition as
a factor that predicts their contribution. The result shows a correlation between monetary
rewards and employee contribution. However, Murphy (2007) used an online survey to
study the effects of monetary and non-monetary incentives on labor turnover. The results
of the study revealed that no significant difference was found in labour turnover. Zaman
(2011) examined the relationship between extrinsic rewards, intrinsic rewards and
motivation among employees of three non-profit organizations in Pakistan. The study
used 127 samples and the results show that extrinsic rewards correlate directly with
employee motivation while intrinsic reward does not make any significant impact on
employee motivation.
CHAPTER III
RESEARCH METHODOLOGY
Methodology can properly refer to the theoretical analysis of the methods appropriate to a
field of study or to the body of methods and principles particular to a branch of knowledge. In
this sense, one may speak of objections to the methodology of a geographic survey (that is,
objections dealing with the appropriateness of the methods used) or of the methodology of
modern cognitive psychology (that is, the principles and practices that underlie research in the
field.
The data needed for the study is collected from the employees, through questionnaire.
Analysis and interpretation has been done by using the statistical tools and data presented
through tables and charts.
RESEARCH DESIGN
The study was based on survey method. The aim of the study is to find satisfaction levels
of employees.
DESCRIPTIVE RESEARCH DESIGN
Descriptive research methods are used when the researcher wants to describe specific
behaviour as it occurs in the environment. There are a variety of descriptive research methods
available, and once again, the nature of the question that needs to be answered drives which
method is used. Traditionally, descriptive research involves three main categories: observation,
case studies, and surveys. Let's take a closer look at each of these individually.
SAMPLE DESIGN
A sample design is a definite plan for obtaining a sample from a given population.
Convenience sampling method used in selected samples.
PERIOD OF STUDY
This study on employee satisfaction was conducted during the period of 4 months.
SAMPLE SIZE
The sample size of this study is 110 respondents.
DATA COLLECTION
The data collected for the study consists of both primary and secondary data.
PRIMARY DATA
In this study primary data were collected through personnel interview using
questionnaire. The questionnaire was administered to 100 employees of MOKSHWA SOFT
DRINKS AT COIMBATORE
SECONDARY DATA
Secondary data for this study was collected from Books, Periodical and websites.
QUESTIONNAIRE
In this study the researcher have used a questionnaire consisting of twenty multiple
choice based questions
TOOLS USED FOR ANALYSIS

The tools used as statistical tools for the analysis is:
 Percentage Analysis,
 Hypothesis Testing,
 Chi-Square Test
GRAPHICAL REPRESENTATION OF DATA
 Graphical Representation tool such as Bar Graphs and Pie Charts have been used for the
data analysis.
 Previously published records, statistics, research reports and documents.
CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
TABLE SHOWING AGE OF THE RESPONDENT
SL.NO AGE NO OF RESPONDENTS PERCENTAGE

1 Below – 20 years 32 29
2 20-30 years 28 25
3 30-40 years 29 26
4 40-50 years 16 15
5 50 years and above 5 5
TOTAL 110 100
CHART 4.1
CHART SHOWING AGE OF THE RESPONDENT
70
60
50 29
25 26
40
30 PERCENTAGE
15
20
NO OF RESPONDENTS
10 5
0
Below 20-30 30-40 40-50 50
– 20 years years years years
years and
above
INTERPRETATION
The above table it can be analyze that the 29.0% of the respondent are aged between the
below 20 years, 25.4% of the respondent are aged between the 20-30 years, 26.4% of the
respondent are aged between the 30-40 years, 14.5% of the respondent are aged between the 40-
50 year and 4.5% of the respondent are aged between the above 50 years.
TABLE 4.2
TABLE SHOWING GENDER OF THE RESPONDENT
SL.NO GENDER NO OF RESPONDENTS PERCENTAGE

1 Male 65 59
2 Female 45 41
TOTAL 110 100
CHART 4.2
CHART SHOWING GENDER OF THE RESPONDENT
120
100
80
Female
60
40 65 Male
59
20
0
NO OF PERCENTAGE
RESPONDENTS
INTERPRETATION
The above table it can be analyze that the 59 % of the respondent are male and 41% of the
respondent are female
TABLE 4.3
TABLE SHOWING EDUCATIONAL QUALIFICATION OF THE RESPONDENT
SL.NO EDUCATIONAL NO OF PERCENTAGE

QUALIFICATION RESPONDENTS
1 SSLC/ITI 37 34
2 HSC /DIPLOMA 39 35
3 Graduate 21 19
Post graduate 13 12
4 ME/M.TECH
TOTAL 110 100
CHART 4.3
CHART SHOWING EDUCATIONAL QUALIFICATION OF THE RESPONDENT
80
70
60 34 35
50
40
30 19
20 12
10 PERCENTAGE
0
NO OF RESPONDENTS
INTERPRETATION
The above table that can be analyze that the 34% of the respondent are qualified that SSLC/ITI ,
35% of the respondent are qualified that HSC / DIPLOMA , 19 % of the respondent are qualified
that Graduate / BE , 12% of the respondent are qualified that Post graduate ME /M.TECH.
TABLE 4.4
MONTHLY SALARY OF THE RESPONDENT
SL.NO MONTHLY NO OF RESPONDENTS PERCENTAGE

SALARY
1 Below 20000 31 28
2 20000-30000 17 15
3 30000-40000 21 19
4 40000-50000 25 23
5 50000& above 16 15
Total 110 100
CHART 4.4
MONTHLY SALARY OF THE RESPONDENT
60
50
28
40 23
30 19
15 15 PERCENTAGE
20
NO OF RESPONDENTS
10
0
INTERPRETATION
The above table that can be analyze that the 28 % of the respondents monthly income is
below 20000, 15% of the respondents monthly income is 20000-30000, 19% of the respondents
monthly income is 30000-40000, 23% of the respondents monthly income is 40000-50000 and
15% of the respondents monthly income is 50000 and above.
TABLE 4.5
EXPERIENCE OF THE EMPLOYEE
SL.NO EXPERIENCE NO OF PERCENTAGE

RESPONDENTS
1 Below 5years 21 19
2 5-10 years 17 16
3 10-15 years 31 28
4 15-20 years 27 24
5 20 years and above 14 13
Total 110 100
CHART 4.5
EXPERIENCE OF THE EMPLOYEE
NO OF RESPONDENTS
14 21 Below 5years
5-10 years
27 10-15 years
17
15-20 years
20 years and above
31
INTERPRETATION
The above table that can be analyze that the 19 % of the respondent are says that they have on
working the below 5 years experience, 16% of the respondent are says that they have on working
the below 5-10 years experience, 28% of the respondent are says that they have on working the
below 10-15 years experience, 24% of the respondent are says that they have on working the
below 15[-20 years experience ,13% of the respondent are says that they have on working the
below 20 years and above experience in this company.
TABLE 4.6
AWARENESS TOWARDS THE STATUTORY AND NON-STATUTORY EMPLOYEE

JOB SATISFACTION MEASURES IN THIS COMPANY
SL.NO EMPLOYEE NO OF PERCENTAGE

SATISFACTION RESPONDENTS
1 Yes 56 51
2 No 54 49
Total 110 100
CHART 4.6
AWARENESS TOWARDS THE STATUTORY AND NON-STATUTORY EMPLOYEE

JOB SATISFACTION MEASURES IN THIS COMPANY
120
100
54
80 49
No
60 Yes
40
20
0
NO OF RESPONDENTS PERCENTAGE
INTERPRETATION
The above table that can be analyze that the 51% of the respondent are satisfied with the
Awareness towards the statutory and non-statutory employee Job Satisfaction measures in this
company and 49% of the respondent are not satisfied.
TABLE 4.7
ADEQUATE CANTEEN FACILITIES HAS BEEN PROVIDED BY THE COMPANY
SL.NO OPINION NO OF RESPONDENTS PERCENTAGE

1 Strongly disagree 27 25
2 Disagree 12 11
3 Neutral 38 35
4 Agree 20 18
5 Strongly agree 13 11
Total 110 100
CHART 4.7
ADEQUATE CANTEEN FACILITIES HAS BEEN PROVIDED BY THE COMPANY
80
70
60 35
50
40 25
30 18
11 PERCENTAGE
20 11
10 NO OF RESPONDENTS
0
INTERPRETATION
The above table that can be analyze that the 25% of the respondent are strongly disagree
with the canteen facilities has been provided by the company, 11% of the respondent were
disagreed, 35% of the respondent are said that neutral and 18% of the respondent are agree with
the canteen facilities has been provided by the company, 11% of the respondent are were
strongly agree.
TABLE 4.8
HOW DO YOU FEEL ABOUT THE MONETARY & NON-MONETARY REWARDS

PROVIDED BY THE COMPANY?

2 Disagree 17 18
3 Neutral 20 19
4 Agree 18 13
TOTAL 110 100
CHART 4.8
HOW DO YOU FEEL ABOUT THE MONETARY & NON-MONETARY REWARDS

PROVIDED BY THE COMPANY?
70
60
50 31
40
30 19 19 PERCENTAGE
18 13
20
10 NO OF
0 RESPONDENTS
INTERPRETATION
with the monetary & Non-monetary rewards provided by the company, 18% of the respondent
were disagreed, 19% of the respondent are said that neutral that monetary & Non-monetary
rewards provided by the company and 13% of the respondent are agree with the monetary &
Non-monetary rewards provided by the company, 31% of the respondent are were strongly
agree.
TABLE 4.9
DO YOU AGREE THAT YOU ARE PERSONALLY INVOLVED IN YOUR JOB?

2 Disagree 17 18
3 Neutral 27 24
4 Agree 14 11
Total 110 100
CHART 4.9
DO YOU AGREE THAT YOU ARE PERSONALLY INVOLVED IN YOUR JOB?
60
50
40
30
20 31 PERCENTAGE
21
27
10 17 14 NO OF RESPONDENTS
0
INTERPRETATION
with the you are personally involved in your job, 18% of the respondent were disagreed, 24% of
the respondent are said that neutral that you are personally involved in your job and 11% of the
respondent are agree with the you are personally involved in your job, 28% of the respondent are
were strongly agree.
TABLE 4.10
HOW DO YOU SATISFY WITH THE NATURE OF WORK IN YOUR COMPANY?

2 Disagree 10 09
3 Neutral 20 18
4 Agree 21 19
Total 110 100
CHART 4.10
HOW DO YOU SATISFY WITH THE NATURE OF WORK IN YOUR COMPANY?
NO OF RESPONDENTS
19 Strongly disagree
40 Disagree
Neutral
21
Agree
Strongly agree
10
20
INTERPRETATION
with the nature of work in your company, 09% of the respondent were disagreed, 18% of the
respondent are said that neutral that the nature of work in your company and 19% of the
respondent are agree with the nature of work in your company, 17% of the respondent are were
strongly agree.
TABLE 4.11
DOES YOUR WORK GIVE YOU SOME OF ACCOMPLISHMENT?
SL.NO ACCOMPLISHMENT NO OF PERCENTAGE

RESPONDENTS
1 Yes 62 56
2 No 48 44
TOTAL 110 100
CHART 4.11
DOES YOUR WORK GIVE YOU SOME OF ACCOMPLISHMENT?
120
100
80
No
60
Yes
40 62 56
20
0
NO OF PERCENTAGE
RESPONDENTS
INTERPRETATION
The above table that can be analyze that the 56% of the respondent are satisfied with the
work give you some of accomplishment, 44% of the respondent are satisfied with the work give
you some of accomplishment
TABLE 4.12
HOW DO YOU FEEL ABOUT THE WORKLOAD OF YOUR COMPANY?

2 Disagree 10 9
3 Neutral 28 25
4 Agree 13 12
Total 110 100
CHART 4.12
HOW DO YOU FEEL ABOUT THE WORKLOAD OF YOUR COMPANY?
80
70
60 36
50
40 25
PERCENTAGE
30 17
20 12
9 NO OF
10
RESPONDENTS
0
INTERPRETATION
with the about the workload of your company, 09% of the respondent were disagreed, 25% of the
respondent are said that neutral that the about the workload of your company and 12% of the
respondent are agree, 17% of the respondent are were strongly agree with the about the workload
of your company.
TABLE 4.13
DO YOU AGREE THAT YOUR PHYSICAL WORKING CONDITIONS INFLUENCE
YOUR JOB SATISFACTION?

2 Disagree 16 15
3 Neutral 28 25
4 Agree 14 13
TOTAL 110 100
CHART 4.13
DO YOU AGREE THAT YOUR PHYSICAL WORKING CONDITIONS INFLUENCE
YOUR JOB SATISFACTION?
60
50
25 27
40
30 20
15 13
20 PERCENTAGE
10
0 NO OF RESPONDENTS
INTERPRETATION
with the physical working conditions influence your job satisfaction, 15% of the respondent were
disagreed, 25% of the respondent are said that neutral that the physical working conditions
influence your job satisfaction and 13% of the respondent are agree, 27% of the respondent are
were strongly agree with the physical working conditions influence your job satisfaction.
TABLE 4.14
TABLE SHOWING HOW DO YOU FEEL ABOUT YOUR BOSS AND SUPERVISORS
2 Disagree 10 9
3 Neutral 28 25
4 Agree 13 12
Total 110 100
CHART 4.14
HOW DO YOU FEEL ABOUT YOUR BOSS AND SUPERVISORS
60
50
27 25
40
30 17
20 12 PERCENTAGE
9
0
INTERPRETATION
with the feel about your boss and supervisors, 09% of the respondent were disagreed, 25% of the
respondent are said that neutral that the feel about your boss and supervisors and 12% of the
respondent are agree, 17% of the respondent are were strongly agree with the feel about your
boss and supervisors
TABLE 4.15
DO YOU AGREE THAT THE COMPANY HAS BRIGHT PROSPECTS?

2 Disagree 16 14
3 Neutral 28 25
4 Agree 14 13
Total 110 100
CHART 4.15
DO YOU AGREE THAT THE COMPANY HAS BRIGHT PROSPECTS?
NO OF RESPONDENTS
22 Strongly disagree
30
Disagree
Neutral
16
14 Agree
Strongly agree
28
INTERPRETATION
with the feel about company has bright prospects, 14% of the respondent were disagreed, 25% of
the respondent are said that neutral that the feel about company has bright prospects and 13% of
the respondent are agree, 27% of the respondent are were strongly agree with the feel about
company has bright prospects.
TABLE 4.16
HOW DO YOU FEEL ABOUT THE COUNSELING PROVIDED BY THE COMPANY?

1 Highly satisfied 37 34
2 Satisfied 24 22
3 Neutral 31 28
4 Dissatisfied 10 9
5 Highly dissatisfied 15 14
Total 110 100
CHART 4.16
HOW DO YOU FEEL ABOUT THE COUNSELING PROVIDED BY THE COMPANY?
80
70
60 34
50 28
40 22 PERCENTAGE
30
20 14
9
10 NO OF
0 RESPONDENTS
INTERPRETATION
The above table that can be analyze that the 34% of the respondent are highly satisfied
with the counseling provided by the company, 22% of the respondent are satisfied with the
counseling provided by the company, 28% of the respondent are neutral with the counseling
provided by the company, 9% of the respondent are dissatisfied with the counseling provided by
the company, 14% of the respondent are highly dissatisfied with the counseling provided by the
company.
TABLE 4.17
DO YOU AGREE THAT COMPANY ADOPTED THE SAFETY AND STANDARD FOR
ENSURING ADEQUATE SAFETY TO THE EMPLOYEES & IT PREVENTING THE
ACCIDENTS?

2 Disagree 17 15
3 Neutral 15 14
4 Agree 14 13
Total 110 100
CHART 4.17
DO YOU AGREE THAT COMPANY ADOPTED THE SAFETY AND STANDARD FOR
ENSURING ADEQUATE SAFETY TO THE EMPLOYEES & IT PREVENTING THE
ACCIDENTS?
NO OF RESPONDENTS
Strongly disagree
20
44 Disagree
17 Neutral
Agree
15
14 Strongly agree
INTERPRETATION
The above table that can be analyze that the 18% of the respondent are strongly disagree with
the company adopted the safety and standard for ensuring adequate safety, 15% of the
respondent were disagreed, 14% of the respondent are said that neutral that the company adopted
the safety and standard for ensuring adequate safety and 13% of the respondent are agree, 40%
of the respondent are were strongly agree with the company adopted the safety and standard for
ensuring adequate safety.
TABLE 4.18
HOW DO YOU FEEL ABOUT RECREATION AND ENTERTAINMENT FACILITY
PROVIDED IS BY THE COMPANY?
SL.NO OPINION NO OF PERCENTAGE

RESPONDENTS
1 More satisfied 34 30
2 Satisfied 37 34
3 Dissatisfied 39 36
TOTAL 110 100
CHART 4.18
HOW DO YOU FEEL ABOUT RECREATION AND ENTERTAINMENT FACILITY
PROVIDED IS BY THE COMPANY?
NO OF RESPONDENTS
39 34
More satisfied
Satisfied
Dissatisfied
37
INTERPRETATION
The above table that can be analyze that the 30% of the respondent are more satisfied with the
Recreation and Entertainment facility provided is by the company, 34% of the respondent are
satisfied with the Recreation and Entertainment facility provided is by the company, 36% of the
respondent are dissatisfied with the Recreation and Entertainment facility provided is by the
company.
TABLE 4.19
DID YOU ATTEND ANY INDUCTION/ MOTIVATION TRAINING?
SL.NO MOTIVATION NO OF PERCENTAGE

TRAINING RESPONDENTS
1 Yes 62 56
2 No 48 44
Total 110 100
CHART 4.19
DID YOU ATTEND ANY INDUCTION/ MOTIVATION TRAINING?
120
100
48
44
80
No
60 Yes
40
20
0
INTERPRETATION
The above table that can be analyze that the 56% of the respondent are satisfied with the attend
any Induction/ Motivation training, 44% of the respondent are dissatisfied with the attend any
Induction/ Motivation training.
TABLE 4.20
IF YES, HOW FAR YOU SATISFIED WITH THE TRAINING PROGRAMS ?

RESPONDENTS
1 More Satisfied 37 34
2 Satisfied 34 30
Total 110 100
CHART 4.20
IF YES, HOW FAR YOU SATISFIED WITH THE TRAINING PROGRAMS ?
NO OF RESPONDENTS
39 37
More Satisfied
Satisfied
34 Dissatisfied
INTERPRETATION
The above table that can be analyze that the 34% of the respondent are more satisfied with the
training programs, 30% of the respondent are satisfied with the training programs, 36% of the
respondent are dissatisfied with the training programs.
TABLE 4.21
ARE THERE ANY POSSIBILITIES OF PROMOTION TO HIGHER CADRE?

1 More change 44 40
2 Normal change 27 25
3 Rare change 39 35
Total 110 100
CHART 4.21
ARE THERE ANY POSSIBILITIES OF PROMOTION TO HIGHER CADRE?
NO OF RESPONDENTS
39
44 More change
Normal change
Rare change
27
INTERPRETATION
The above table that can be analyze that the 40% of the respondent are more chances with the
possibilities of promotion to higher cadre, 25% of the respondent are normal changes with the
possibilities of promotion to higher cadre, 35% of the respondent are rare chances with the
possibilities of promotion to higher cadre.
TABLE 4.22
DO YOU AGREE THAT THE PERFORMANCE APPRAISAL IMPARTED IN YOUR
ORGANIZATION IS WELL EQUIPPED?
SL.NO PERFORMANCE NO OF PERCENTAGE

APPRAISAL RESPONDENTS
2 Disagree 17 15
3 Neutral 15 14
4 Agree 14 13
TOTAL 110 100
CHART 4.22
DO YOU AGREE THAT THE PERFORMANCE APPRAISAL IMPARTED IN YOUR
ORGANIZATION IS WELL EQUIPPED?
90
80
70 40
60
50
40
30 18 15 PERCENTAGE
20 14 13
0
INTERPRETATION
with the Performance appraisal imparted in your organization is well equipped, 15% of the
respondent were disagreed, 14% of the respondent are said that neutral with Performance
appraisal imparted in your organization is well equipped and 13% of the respondent are agree ,
40 % of the respondent are were strongly agree with Performance appraisal imparted in your
organization is well equipped.
TABLE 4.23
DO YOU HAVE ANY OPPORTUNITY OF PERSONAL GROWTH AND

DEVELOPMENT?
SL.NO PERSONAL GROWTH NO OF PERCENTAGE

AND DEVELOPMENT RESPONDENTS
1 Yes 62 56
2 No 48 44
TOTAL 110 100
CHART 4.23
DO YOU HAVE ANY OPPORTUNITY OF PERSONAL GROWTH AND

DEVELOPMENT?
120
100 48
44
80 No
60 Yes
40
20
0
INTERPRETATION
The above table that can be analyze that the 56% of the respondent are satisfied
with the opportunity of personal growth and development, 44% of the respondent are
dissatisfied with the opportunity of personal growth and development.
TABLE 4.24
WHAT IS THE ATTITUDE OF MANAGEMENT IN SOLVING THE
EMPLOYEE’SPROBLEM?
SL.NO SOLVING EMPLOYEE’S NO OF PERCENTAGE

PROBLEM RESPONDENTS
1 Fast and infavour of workers 30 27
2 Fast and infavour of 21 19
Management
3 Confused 19 18
4 Postponed 10 9
5 Refused 30 27
TOTAL 110 100
CHART .24
WHAT IS THE ATTITUDE OF MANAGEMENT IN SOLVING THE
EMPLOYEE’SPROBLEM
Fast and infavour of

workers
Fast and infavour of
27 27
Management
9 Confused
19
18
Postponed
Refused
INTERPRETATION
The above table that can be analyze that the 27% of the respondent are says that Fast and
infavour of workers, 19% of the respondent are says that Fast and infavour of Management, 18%
of the respondent are says that Confused, 9% of the respondent are says that Postponed , 27%
of the respondent are says that Refused.
TABLE 4.25
WHAT IS YOUR OPINION ABOUT TRADE UNION’S ROLE ON THE FUNCTIONS
OF THE ORGANIZATION?

RESPONDENTS
1 Not important 20 18
2 moderately important 31 28
3 Very important 29 27
4 extremely important 30 27
TOTAL 110 100

CHART 4.25
WHAT IS YOUR OPINION ABOUT TRADE UNION’S ROLE ON THE FUNCTIONS
OF THE ORGANIZATION?
30
25
PERCENTAGE
20
15 28 27 27
10 18
5
0
Not moderately Very extremely
important important important important
OPINION ABOUT TRADE UNION’S ROLE ON THE FUNCTIONS
INTERPRETATION
The above table that can be analyze that the 18% of the respondent are now important
with Trade union’s role on the functions of the Organization, 28% of the respondent are
moderately important with Trade union’s role on the functions of the Organization, 27% of the
respondent are now very important with Trade union’s role on the functions of the Organization,
27% of the respondent are nowextremely important with Trade union’s role on the functions of
the Organization.
TABLE 4.26
WHAT IS YOUR OPINION ABOUT WAGE REVISION AND PAY FIXATION?

RESPONDENTS
1 More Satisfied 30 27
2 Satisfied 41 37
TOTAL 110 100
CHART 4.26
WHAT IS YOUR OPINION ABOUT WAGE REVISION AND PAY FIXATION?
27
36
More Satisfied
Satisfied
37
Dissatisfied
INTERPRETATION
The above table that can be analyze that the 27% of the respondent are more satisfied with
the opinion about wage revision and pay fixation , 37% of the respondent are satisfied with the
opinion about wage revision and pay fixation , 36% of the respondent are dissatisfied with the
opinion about wage revision and pay fixation .
TABLE 4.27
DO YOU N THINK THAT YOUR EMPLOYMENT IN THIS ORGANIZATION IS TO
INCREASE THESOCIAL STATUS

RESPONDENTS
2 Disagree 17 15
3 Neutral 15 14
4 Agree 14 13
TOTAL 110 100
CHART 4.27
DO YOU N THINK THAT YOUR EMPLOYMENT IN THIS ORGANIZATION IS TO
INCREASE THESOCIAL STATUS
40
35
30
PERCENTAGE
25
20 40
15
10 18 15 14 13
5
0
Strongly Disagree Neutral Agree Strongly
disagree agree
OPINION
INTERPRETATION
with the your employment in this organization is to increase the Social status, 15% of the
respondent were disagreed, 14% of the respondent are said that neutral with your employment in
this organization is to increase the Social status and 13% of the respondent are agree with the
your employment in this organization is to increase the Social status, 40 % of the respondent are
were strongly agree.
TABLE 4.28
WHAT DO YOU FEEL ABOUT YOUR INTERPERSONAL RELATIONSHIP WITH
CO- EMPLOYEES?
SL.NO INTERPERSONAL NO OF PERCENTAGE

RELATIONSHIP WITH RESPONDENTS
CO- EMPLOYEES
1 Friendly 34 30
2 Unfriendly 37 34
3 Neutral 39 36
Total 110 100
TABLE 4.28
WHAT DO YOU FEEL ABOUT YOUR INTERPERSONAL RELATIONSHIP WITH
CO- EMPLOYEES?
30
36
Friendly
Unfriendly
Neutral
34
INTERPRETATION
The above table it can be analyze that the 30 % of the respondent are friendly interpersonal
relationship with co- employees, 34% of the respondent are unfriendly interpersonal relationship
with co- employees, 36% of the respondent are neutral interpersonal relationship with co-
employee.
TABLE 4.29
DO YOU THINK THAT THE TRADE UNION IS ESSENTIAL?

1 Yes 65 59
2 No 45 41
TOTAL 110 100
CHART 4.29
DO YOU THINK THAT THE TRADE UNION IS ESSENTIAL?
41
59 Yes
No
INTERPRETATION
The above table it can be analyze that the 59 % of the respondent are satisfied with the
think that the trade union is essential and 41% of the respondent are satisfied with the think that
the trade union is essential
TABLE 4.30
RATE THE OVERALL SATISFACTION ABOUT YOUR COMPANY?
SL.NO OPINON NO OF RESPONDENTS PERCENTAGE

1 Very good 29 26
2 Good 30 27
3 Bad 39 35
4 Very bad 12 12
TOTAL 110 100
CHART 4.30
RATE THE OVERALL SATISFACTION ABOUT YOUR COMPANY?
12
26
Very good
35 Good
27 Bad
Very bad
INTERPRETATION
The above table it can be analyze that the 26% of the respondent are very good with the
overall satisfaction about your company, 27% of the respondent are good with the overall
satisfaction about your company, 35% of the respondent are bad with the overall satisfaction
about your company, 12% of the respondent are very bad with the overall satisfaction about your
company.
CHAPTER V
FINDING ,SUGGESTION AND CONCLUSION
FINDING
1. Majority of29.0% of the respondent are aged between the below 20 years, 25.4% of the
respondent are aged between the 20-30 years, 26.4% of the respondent are aged between
the 30-40 yearsMajority of59 % of the respondent are male and 41% of the respondent
are female
2. Majority of34% of the respondent are qualified that SSLC/ITI , 35% of the respondent
are qualified that HSC / DIPLOMA
3. Majority of28 % of the respondents monthly income is below 20000, 15% of the
respondents monthly income is 20000-30000
4. Majority of19 % of the respondent are says that they have on working the below 5 years
experience, 16% of the respondent are says that they have on working the below 5-10
years experience, 28% of the respondent are says that they have on working the below
10-15 years experience,
5. Majority of51% of the respondent are satisfied with the Awareness towards the statutory
and non-statutory employee Job Satisfaction measures in this company and
6. Majority of25% of the respondent are strongly disagree with the canteen facilities has
been provided by the company
7. Majority of19% of the respondent are strongly disagree with the monetary & Non-
monetary rewards provided by the company, 18% of the respondent were disagreed
8. Majority of19% of the respondent are strongly disagree with the you are personally
involved in your job, 18% of the respondent were disagreed, 24% of the respondent are
said that neutral that you are personally involved in your job
9. Majority of36% of the respondent are strongly disagree with the nature of work in your
company, 09% of the respondent were disagreed
10. Majority of56% of the respondent are satisfied with the work give you some of
accomplishment
11. Majority of36% of the respondent are strongly disagree with the about the workload of
your company, 09% of the respondent were disagreed, 25% of the respondent are said
that neutral that the about the workload of your company
12. Majority 25% of the respondent are said that neutral that the physical working conditions
influence your job satisfaction and 13% of the respondent are agree, 27% of the
respondent are were strongly agree with the physical working conditions influence your
job satisfaction.
13. Majority of 27% of the respondent are strongly disagree with the feel about your boss and
supervisors, 09% of the respondent were disagreed, 25% of the respondent are said that
neutral that the feel about your boss and supervisors
14. Majority of21% of the respondent are strongly disagree with the feel about company has
bright prospects, 14% of the respondent were disagreed, 25% of the respondent are said
that neutral that the feel about company has bright prospects
15. Majority of34% of the respondent are highly satisfied with the counseling provided by
the company, 22% of the respondent are satisfied with the counseling provided by the
company, 28% of the respondent are neutral with the counseling provided by the
company
16. Majority of18% of the respondent are strongly disagree with the company adopted the
safety and standard for ensuring adequate safety40% of the respondent are were strongly
agree with the company adopted the safety and standard for ensuring adequate safety.
17. Majority of30% of the respondent are more satisfied with the Recreation and
Entertainment facility provided is by the company, 34% of the respondent are satisfied
with the Recreation and Entertainment facility provided is by the company,
18. Majority of56% of the respondent are satisfied with the attend any Induction/ Motivation
training,
19. Majority of34% of the respondent are more satisfied with the training programs, 30% of
the respondent are satisfied with the training programs
20. Majority of40% of the respondent are more chances with the possibilities of promotion
to higher cadre
21. Majority of18% of the respondent are strongly disagree with the Performance appraisal
imparted in your organization is well equipped, 15% of the respondent were disagreed
22. Majority of56% of the respondent are satisfied with the opportunity of personal growth
and development
23. Majority of27% of the respondent are says that Fast and infavour of workers, 19% of the
respondent are says that Fast and infavour of Management,
24. Majority of18% of the respondent are now important with Trade union’s role on the
functions of the Organization, 28% of the respondent are
25. moderately important with Trade union’s role on the functions of the Organization,
Majority of27% of the respondent are more satisfied with the opinion about wage
revision and pay fixation , 37% of the respondent are satisfied with the opinion about
wage revision and pay fixation ,
26. Majority of18% of the respondent are strongly disagree with the your employment in this
organization is to increase the Social 40 % of the respondent are were strongly agree.
27. Majority of30 % of the respondent are friendly interpersonal relationship with co-
employees
28. Majority of59 % of the respondent are satisfied with the think that the trade union is
essential
29. Majority of26% of the respondent are very good with the overall satisfaction about your
company, 27% of the respondent are good with the overall satisfaction about your
company
SUGGESTIONS
The employees are very satisfied with intramural facilities. In some areas like extramural
facilities there is need of further development in these facilities provided to the employees. In
some areas like non- statutory facilities, there is need of make improvement in these facilities.
Presently the Job Satisfaction activities are limited to canteen, transport and incentives. Staffs are
not aware of any other existing schemes. So, the management should make the staffs aware of all
the Job Satisfaction schemes. Proper functioning of the existing Job Satisfaction schemes is
enough to motivate the staffs. Curtailing of existing Job Satisfaction schemes will boost the
disappointment of staffs. Management can discuss with staff to improve the Job Satisfaction
schemes Improvement of cleanliness and facilities of canteen are needed. Improvement of Job
Satisfaction activities help to improve the financial set up of the staffs’. They may help them to
improve the standard of living. Introduction of better increment schemes. Recreation facilities to
be improved in order to make staffs more active Staffs in the organization are average aged, so it
will really affect the Job Satisfaction activities of the organization.
CONCLUSION
From the study on employee Job Satisfaction certain points have been identified that some
employees are satisfied and some are not satisfied with the present Job Satisfaction.
But as far as the Job Satisfaction are concerned the organization management is following the
statutory provisions which are reflected in the “Factories Act 1948”, the existing Job Satisfaction
benefits are effective, which directly motivate the employees in the organization. Hence taking
the global reality, the management may review the problems with a soft mind. In future, the
management can well think of improving the present Job Satisfaction by consulting with
employees. Urgent provisions are to be made regarding the transport, rewards for results, and
canteen facilities as general wellbeing of the workers important. Job Satisfaction refers to the
physical, mental, moral, and emotional wellbeing of an individual. Human resource is the asset
of an organization, so they need proper attention
BIBLOGRAPHY
 Venugopal P., Bhaskar T. and Usha P., Employee Job Satisfaction Activities with Respective
Measures in Industrial Sector-A Study on Industrial Cluster AtChittor District”, International
Journal of Research in Commerce, It and Management, 1(6), 78-84 (2011)
 Babu K.V.S.N Jawahar, Valli S. KaleshaMasthan and Bhupathi C., Recent Trends In
Factories Job Satisfaction, ACADEMICIA: An International Multidisciplinary Research
Journal, 2(12), 252-261 (2012)
 Balakumar R., A Study on Employee Job SatisfactionIn Mas Linea Leather Company,
MADURAI, and Report Submitted to the SRM School of Management (2010)
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ANNEXURE
A STUDY ON EMPLOYEE JOB SATISFACTION INMOKSHWA SOFT DRINKS AT
COIMBATORE
QUESTIONNAIRES
1. Age :
 Below 30 Years  31- 41 Years  41-51 Years  Above 50 years
2. Sex :
 Male  Female
3. Marital Status :
 Married  Unmarried
4. Educational Qualification:
 School dropouts  ITI/Diploma  Graduates  Post graduates
5. Present designation and department:
6. Are you satisfied with the conditions of job in?
 Previous Work Current Work
7. Please state the reason for change in company
 Distance  Salary  Promotion  Merit of the job
8.How much year of Experience have in previous job :
 Below 5 Years  5 – 10 Years
 11 – 15 Years  Above 15 years
9. Gross salary in previous job is:
 Below Rs.5000 Rs. 5001-10000  Rs.10001-15,000
 Above Rs.15000
10. Present Salary (Gross) is:
 Below Rs.5000 Rs. 5001-10000  Rs.10001-15,000
 Above 15,000
11. How far you satisfied with your present salary:
 More Satisfied Satisfied Dissatisfied
WORK ENVIRONMENT
12. Furniture, stationary and office automation provided by Organization is
 More Satisfied Satisfied  Dissatisfied
13. Recreation and Entertainment facility provided is
14. Do you think that ambience of office is important in the present
Scenario?
 Not important Moderately important
 Very important Extremely important
WELFARE MEASURES
15. Precautionary and safety measures taken by the management is
adequate.
 Strongly agree  Agree  Neutral
 Disagree  Strongly Disagree
16. Welfare facilities are extremely taken care of and therefore, you work even
after working hours.
 Strongly agree Agree  Neutral
17. Did you attend any Induction/ Motivation training?
 Yes  No
If yes, how far you satisfied with the training programmes ?
 More Satisfied Satisfied Dissatisfied
18. Are there any possibilities of promotion to higher cadre?
 More Chances  Normal Chances  Rare chances
19. Performance appraisal imparted inorganisation is well equipped. Performance is
immediately recognised and recorded.
 Strongly agree Agree Neutral
20. Do you have any opportunity of personal growth and development?
 Yes  No
GENERAL
21 . What do you feel about your interpersonal relationship with co- employees?
 Friendly  Unfriendly  Neutral
22. What is the attitude of your immediate supervisor ?
 Friendly  Unfriendly  Supportive  Awkward
23. What is the attitude of management in solving the employees problem :
 Fast and in favour of workers  Fast and infavour of Management
 Confused  Postponed  Refused
24.When you are facing a problem, whom you believe more and first ?
 Co-workers  Trade union
 Immediate supervisor  Management
25. Do you think that the trade union is essential ?
 Yes  No
26. What is your opinion about Trade union’s role on the functions of the
organisation?
 Not important Moderately important
 Very important Extremely important
27. What is your opinion about wage revision and pay fixation?
28. I really think that my employment in this organisation is to increase the
social status
 Strongly agree Agree Neutral
29. Level of Job satisfaction in this organization is
 Highly satisfied Satisfied Dissatisfied
 Highly Dissatisfied

A Study On Employee Job Satisfaction at Mokshwa Soft Drinks at Coimbatore

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A STUDY ON EMPLOYEE JOB SATISFACTION AT

MOKSHWA SOFT DRINKS AT COIMBATORE

WORKERS' ROLES IN JOB SATISFACTION

ASSURING JOB SATISFACTION

NEED FOR EMPLOYEE SATISFACTION

VARIABLES ON WHICH EMPLOYEE SATISFACTION DEPENDS

IMPORTANCE OF EMPLOYEE SATISFACTION

HISTORY OF THE INDUSTRY

Primary Competitive Advantages Robust infrastructure

Year of Establishment : 2000

Product Range Pepio Soft Drink Concentrate

DESCRIPTIVE RESEARCH DESIGN

TOOLS USED FOR ANALYSIS

GRAPHICAL REPRESENTATION OF DATA

SL.NO AGE NO OF RESPONDENTS PERCENTAGE

TABLE SHOWING GENDER OF THE RESPONDENT

SL.NO GENDER NO OF RESPONDENTS PERCENTAGE

CHART SHOWING GENDER OF THE RESPONDENT

TABLE SHOWING EDUCATIONAL QUALIFICATION OF THE RESPONDENT

SL.NO EDUCATIONAL NO OF PERCENTAGE

MONTHLY SALARY OF THE RESPONDENT

SL.NO MONTHLY NO OF RESPONDENTS PERCENTAGE

EXPERIENCE OF THE EMPLOYEE

SL.NO EXPERIENCE NO OF PERCENTAGE

AWARENESS TOWARDS THE STATUTORY AND NON-STATUTORY EMPLOYEE

SL.NO EMPLOYEE NO OF PERCENTAGE

AWARENESS TOWARDS THE STATUTORY AND NON-STATUTORY EMPLOYEE

ADEQUATE CANTEEN FACILITIES HAS BEEN PROVIDED BY THE COMPANY

SL.NO OPINION NO OF RESPONDENTS PERCENTAGE

HOW DO YOU FEEL ABOUT THE MONETARY & NON-MONETARY REWARDS

SL.NO OPINION NO OF RESPONDENTS PERCENTAGE

HOW DO YOU FEEL ABOUT THE MONETARY & NON-MONETARY REWARDS

SL.NO OPINION NO OF RESPONDENTS PERCENTAGE

HOW DO YOU SATISFY WITH THE NATURE OF WORK IN YOUR COMPANY?

SL.NO OPINION NO OF RESPONDENTS PERCENTAGE

DOES YOUR WORK GIVE YOU SOME OF ACCOMPLISHMENT?

SL.NO ACCOMPLISHMENT NO OF PERCENTAGE

DOES YOUR WORK GIVE YOU SOME OF ACCOMPLISHMENT?

SL.NO OPINION NO OF RESPONDENTS PERCENTAGE

SL.NO OPINION NO OF RESPONDENTS PERCENTAGE

SL.NO OPINION NO OF RESPONDENTS PERCENTAGE

SL.NO OPINION NO OF RESPONDENTS PERCENTAGE

SL.NO OPINION NO OF RESPONDENTS PERCENTAGE

SL.NO OPINION NO OF RESPONDENTS PERCENTAGE

SL.NO OPINION NO OF PERCENTAGE

SL.NO MOTIVATION NO OF PERCENTAGE

IF YES, HOW FAR YOU SATISFIED WITH THE TRAINING PROGRAMS ?

SL.NO OPINION NO OF PERCENTAGE

IF YES, HOW FAR YOU SATISFIED WITH THE TRAINING PROGRAMS ?

ARE THERE ANY POSSIBILITIES OF PROMOTION TO HIGHER CADRE?

SL.NO OPINION NO OF RESPONDENTS PERCENTAGE

ARE THERE ANY POSSIBILITIES OF PROMOTION TO HIGHER CADRE?

SL.NO PERFORMANCE NO OF PERCENTAGE

DO YOU HAVE ANY OPPORTUNITY OF PERSONAL GROWTH AND

SL.NO PERSONAL GROWTH NO OF PERCENTAGE

DO YOU HAVE ANY OPPORTUNITY OF PERSONAL GROWTH AND

SL.NO SOLVING EMPLOYEE’S NO OF PERCENTAGE

Fast and infavour of

SL.NO OPINION NO OF PERCENTAGE

TOTAL 110 100

WHAT IS YOUR OPINION ABOUT WAGE REVISION AND PAY FIXATION?

SL.NO OPINION NO OF PERCENTAGE

WHAT IS YOUR OPINION ABOUT WAGE REVISION AND PAY FIXATION?