Untitled

LOVELY PROFESSIONAL UNIVERSITY
DEPARTMENT OF MANAGEMENT
PROJECT REPORT ON SUMMER TRAINING

“A STUDY ON EMPLOYEE WELFARE AND SATISFACTION
IN PUNJAB CHEMICALS AND CROP PROTECTION LIMITED”
SUBMITTED TO LOVELY PROFESSIONAL UNIVERSITY

IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE AWARD OF DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
SUBMITTED BY:
MANVIR SAINI
UNIVERSITY ROLL NO. RT1803B31
UNIVERSITY REG. NO. 10808877
UNDER THE GUIDANCE OF:
MS. PRIYANKA CHHIBBER
LECTURER, LOVELY INSTITUTE OF MANAGEMENT
DEPARTMENT OF MANAGEMENT
LOVELY PROFESSIONAL UNIVERSITY
PHAGWARA
(2008-2010)
i
CERTIFICATE
It is certified that the project entitled “A STUDY ON EMPLOYEE WELFARE AND SATISFA
CTION IN PUNJAB CHEMICALS AND CROP PROTECTION LIMITED” is submitted in partial ful
fillment of the requirements for the award of degree of MASTER OF BUSINESS ADMIN
ISTRATION by LOVELY PROFESSIONAL UNIVERSITY, PHAGWARA, PUNJAB. This work has bee
n done by Mr. Manvir Saini (Roll No: RT1803B31, Reg No: 10808877), a bona fide s
tudent of department, in PUNJAB CHEMICALS AND CROP PROTECTION LIMITED since June
22, 2009 under my supervision and is genuine.
MR. RAVI
NDER CHADHA
G.M. (HR
& ADMIN.)
PCCPL.
(PROJECT
SUPERVISOR)
ii
ACKNOWLEDGEMENT
At the very outset, I am highly indebted to the all powerful ALMIGHTY GOD for al
l the blessings he showered on me and for being with me throughout the study.
I would like to express my sincere thanks to MR. RAVINDER CHADHA, G.M
(H.R. & ADMIN.), PCCPL (Punjab Chemicals and Crop Protection Limited), who provi
ded me an opportunity to do this project in his esteemed organization and for gi
ving his valuable time and exemplary guidance during my training, without his co
nstant encouragement it would have been impossible to test my theoretical knowle
dge.
I would like to place on record my sincere gratitude and appreciation to my proj
ect guide Ms. PRIYANKA CHHIBBER, Lecturer, LOVELY INSTITUTE OF MANAGEMENT for he
r kind co-operation and guidance which enabled me to complete my project.
I extend my gratitude to the entire staff of PCCPL especially to MR. SANJEEV MEH
TA, MR. DHARAM CHAND, Mr. B. L VERMA & MR. OM PRAKASH SAINI for their diligently
attention, cooperation, precious advice, a very congenial environment and sophi
sticate facilities during the course of the project.
I would also express my profound sense of gratitude to all lecturers of LOVELY I
NSTITUTE OF MANAGEMENT, PHAGWARA, for giving immense inspiration throughout my M
.B.A course, whose teaching not only acted merely as drop of ink rather it has a
cted as a stone upon which the training is based.
I also take this opportunity to express my deed gratitude to my loving parents a
nd friends who are a constant source of motivation and for their never ending su
pport and encouragement during this project.
MANVIR SAINI
iii
TABLE OF CONTENTS
1. TITLE………………… ……………………………..………………………………………………….…………I
2. CERTIFICATE BY THE PROJECT-INCHARGE ……….……………………………………….…………..II
3. ACKNOWLEDGEMENT………………………………………….………………………………….…………III
4. TABLE OF CONTENTS (INCLUDING LIST OF TABLES AND ILLUSTRATIONS) .…………….…….IV
5. EXECUTIVE SUMMARY ………………………..……………………….….………………………….………V
SR. NO PARTICULARS
PAGE NO.
1. INTRODUCTION TO THE SUBJECT 1-6
1. A) THE CONCEPT OF JOB SATISFACTION 1
1. A.i) DETERMINANTS OF JOB SATISFACTION 2
1. A.i.a) Organizational variables 2
1. A.i.b) Personal variables 3
1. A.ii) EFFECTS OF JOB SATISFACTION 4
1. A.ii.a) Physical and mental health 4
1. A.ii.b) Productivity 4
1. A.ii.c) Absenteeism 5
1. A.ii.d) Satisfaction and safety 5
1. A.ii.e) Employee turnover 6
1. A.iii) BENEFITS OF EMPLOYEE JOB SATISFACTION 6
2. B) REVIEW OF LITERATURE 7-12
2. INDUSTRY PROFILE AND COMPANY PROFILE 13-58
2. A) THE INDIAN CHEMICAL INDUSTRY 14
2. A.i) HISTORY 14
2. A.ii) OVERVIEW OF INDIAN CHEMICAL INDUSTRY 15
2. A.ii.a) Market size 16
2. A.ii.b) State wise share in production of major chemicals
17
2. A.ii.c) Ownership pattern 17
2. A.ii.d) Sub segment 18
2. A.ii.e) Nature of operations 18
2. A.ii.f) Sector highlights 19
2. A.iii) CHARACTERISTICS OF INDIAN CHEMICAL INDUSTRY 21
2. A.iv) GLOBAL SCENARIO 22
2. A.v) GROWTH OF INDIAN CHEMICAL INDUSTRY 23
2. A.v.a) Index of industrial production 24
2. A.v.b) Industrial investment trends in chemicals 25
2. A.v.c) International trade in chemicals & petrochemicals 25
2. A.v.d) Production of selected major chemicals (2002-03 to 2008-09)
27
2. A.vi) FUTURE PLANS 29
2. A.vii) CHEMICAL WEAPONS CONVENTION 29
2. A.viii) FACTS OR MILESTONES OF INDIAN CHEMICAL INDUSTRY 30
2. A.ix) MAJOR PLAYERS AND THEIR MARKET SHARE 32
2. A.x) OPPORTUNITY FOR INDIAN CHEMICAL INDUSTRY 33
2. A.x.a) Outlook 33
2. A.x.b) Potential 34
iv
2. A.xi) SWOT ANALYSIS OF INDIAN CHEMICAL INDUSTRY 34

2. A.xi.a) Strengths 34
2. A.xi.b) Weaknesses 35
2. A.xi.c) Opportunities 35
2. A.xi.d) Threats 35
2. A.xii) COMPETITIVE ADVANTAGE OF INDIA 36
2. A.xiii) RECOMMENDATIONS FOR REJUVENATING ICI 36
2. A.xiii.a) Infrastructure 36
2. A.xiii.b) Energy 36
2. A.xiii.c) Finance 37
2. A.xiii.d) Duties and taxes 37
2. A.xiii.e) Action by industry 37
2. B) COMPANY PROFILE 38
2. B.i) HISTORY OF THE COMPANY 39
2. B.ii) PROFILE OF THE COMPANY 40
2. B.ii.a) Major locations 43
2. B.ii.b) Share holding pattern as on 6/30/2009 45
2. B.ii.c) The management team 45
2. B.ii.d) Aim of the company 46
2. B.ii.e) The vision 46
2. B.ii.f) The mission 46
2. B.iii) RECENT ACHIEVEMENTS AND MILESTONES 46
2. B.iv) PRODUCT RANGE OF THE COMPANY 48
2. B.v) COMPETITIVE STRENGTHS 48
2. B.vi) OPPORTUNITY MATRIX: STRONG DEMAND ON THE HORIZON 50
2. B.vi.a) India 50
2. B.vi.b) World wide 51
2. B.vi.c) Export: agro technical/intermediates 51
2. B.vii) PERFORMANCE OF THE COMPANY (STATISTICAL PROFILE) 52
2. B.vii.a) Investment rationale 53
2. B.viii) FINANCIAL STATUS OF THE COMPANY 54
2. B.viii.a) Quick financial synopsis 55
2. B.ix) FUTURE PROSPECTUS OF PCCPL 56
2. B.x) FUTURE STRATEGIES OF PCCPL 58
3. OBJECTIVES & RESEARCH METHODOLOGY 59-62
3. A) OBJECTIVES OF THE STUDY 59
3. B) HYPOTHESIS 59
3. C) RESEARCH METHODOLOGY 60
3. C.i) RESEARCH DESIGN 60
3. C.ii) SAMPLE SIZE 60
3. C.iii) DATA COLLECTION 60
3. C.iv) QUESTIONNAIRE SCHEDULE 60
3. C.v) TOOLS OF ANALYSIS 60
3. C.v.a) Simple percentage analysis 60
3. C.v.b) Two-way analysis 60
3. C.v.c) Chi-square test 61
v
3. C.vi) AREAS OF STUDY 61
3. C.vii) LIMITATIONS OF STUDY 61
4. DATA PRESENTATION AND ANALYSIS 62-139
4. A) DATA PRESENTATION WITH SIMPLE PERCENTAGE TABLE 63-130
4. B) DATA ANALYSIS WITH TWO WAY TABLE 130-133
4. C) DATA ANALYSIS WITH CHI-SQUARE TEST OR TEST OF HYPOTHESIS 134-138
4. D) DESCRIPTIVE STATISTICS 139
5. 5. A) SUMMARY OF FINDINGS 140-142
5. A.i) FINDINGS FROM SIMPLE PERCENTAGE & DESCRIPTIVE STATISTICS
140-141
5. A.ii) FINDINGS FROM TWO-WAY TABLE 141
5. A.iii) FINDING FROM CHI- SQUARE ANALYSIS 141
5. A.iv) FINDINGS FROM SELF OBSERVATION 141-142
5. B) SUGGESTIONS 142-144
5. C) CONCLUSION 145
APPENDIX
146
1) GLOSSARY OF TERMS 147
2) ABBREVIATIONS 148
3) QUESTIONNAIRE 149 152
REFERENCES 153-154
BIBLIOGRAPHY 154
BOOKS REFERRED 154
WEBSITE ADDRESSES 154
vi
LIST OF TABLES
SR. NO DESCRIPTION PAGE NO.
CHAPTER – II
1 Classification of Indian Chemical Industry and market value of each segm
ent. 16
2 Index of Industrial Production (1993-94 =100) 25
3 Exports and Imports–Chemicals and Petrochemicals. 27
4 Production of Selected Major Chemicals (2002-03 to 2008-09) (In 000’ MT)
28
5 Major players and their market share. 32
6 Share Holding Pattern as on 6/30/2009 45
7 Segment wise revenue to PCCPL for the FY2007-08 & 2008-09 52
8 Balance Sheet and P&L Account of PCCPL for FY2007, 2008 & 2009. 54
9 Key Ratios & cash flow statement for the FY 2007, 2008 & 2009. 55
CHAPTER IV
LIST OF SIMPLE PERCENTAGE TABLES
1 Table showing gender of the respondents 63
2 Table showing marital status of the respondents 64
3 Table showing the age of the respondents 65
4 Table showing Education qualification of the respondents 66
5 Table showing Years of experience of the respondents 67
6 Table showing monthly income of the respondents 68
7 Table showing employee’s opinion about the nature of their work. 69
8 Table showing opinion of employees regarding their work load. 70
9 Table showing opinion of employees regarding working hours. 71
10 Table showing opinion of the employees regarding rest intervals.
72
11 Table showing opinion of the employees about management & workers relati
onship. 73
12 Table showing opinion of the employees whether they are provided with su
fficient tools and equipments or not. 74
13 Table showing opinion of the employees regarding safety measures.
75
14 Table showing opinion of the employees lighting and other arrangements.
76
15 Table showing opinion of the employees regarding work pressure on them.
77
16 Table showing opinion of the employees about superior s assistance.
78
17 Table showing opinion of the employees about how much importance their i
deas have in decision making. 79
18 Table showing opinion of the employees whether they are appreciated for
their performance or not. 80
19 Table showing opinion of the employees regarding the fairness of their b
oss 81
20 Table showing opinion of the employees regarding their participation in
day to day activities. 82
21 Table showing opinion of the employees regarding their access to their s
uperiors. 83
22 Table showing opinion of the employees regarding the competency of their
superiors. 84
23 Table showing opinion of the employees regarding their relations with th
eir colleagues. 85
24 Table showing opinion of the employees regarding the behavior of the col
leagues 86
25 Table showing opinion of the employees whether workers share their know-
how with each other or not. 87
vii
26 Table showing opinion of the employees whether they feel motivated by th
eir boss in achieving organizational goals or not. 88
27 Table showing opinion of the employees that they are adequately motivate
d when ever needed to do so. 89
28 Table showing opinion of the employees regarding system of communication
. 90
29 Table showing opinion of the employees that their assignments are clearl
y explained to them. 91
30 Table showing opinion of the employees regarding training program
92
31 Table showing opinion of the employees that they are provided with the t
raining whenever needed. 93
32 Table showing opinion of the employees regarding the usefulness of the t
raining program. 94
33 Table showing opinion of the employees regarding the efficiency of the t
raining program. 95
34 Table showing opinion of the employees regarding performance appraisal s
ystem. 96
35 Table showing opinion of the employees regarding efficiency of the appra
isal system. 97
36 Table showing opinion of the employees about fairness of appraisal syste
m. 98
37 Table showing opinion of the employees that they are paid fair amount fo
r their work. 99
38 Table showing opinion of the employees that they are provided with propo
rtionate salary. 100
39 Table showing opinion of the employee that their wages are at par with t
he wages in the industry. 101
40 Table showing opinion of the employee that they are provided with suffic
ient allowances. 102
41 Table showing opinion of the employee regarding the promotion policy of
the organization. 103
42 Table showing opinion of the employee that they are rewarded for their i
nnovative ideas. 104
43 Table showing opinion of the employee that they are rewarded for their p
erformance as a motivational technique. 105
44 Table showing opinion of the employee about transport facility. 106
45 Table showing opinion of the employee about medical facilities. 107
46 Table showing opinion of the employee that they are provided with benefi
ts for their family. 108
47 Table showing opinion of the employee about refreshment facilities.
109
48 Table showing opinion of the employee about rest room and lunch room
110
49 Table showing opinion of the employees about parking facility. 111
50 Table showing opinion of the employees about first aid facility 112
51 Table showing opinion of the employees about loan facility and other wel
fare benefits. 113
52 Table showing opinion of the employees regarding job security. 114
53 Table showing opinion of the employees about the criteria of job securit
y. 115
54 Table showing opinion of the employees about the basic principal on whic
h job security is provided to the employee. 116
55 Table showing opinion of the employees about workers participation in ma
nagement decisions. 117
56 Table showing opinion of the employees about decision making standards a
nd plans of the organization. 118
viii
57 Table showing opinion of the employees that their suggestions are given
due importance in decision making process and for implementing any change in the
ir respective department. 119
58 Table showing opinion of the employees regarding effectiveness of grieva
nce handling procedure. 120
59 Table showing opinion of the employees that they are able to freely comm
unicate their grievances. 121
60 Table showing opinion of the employees about awareness of employees rega
rding the quality standards adopted by the company. 122
61 Table showing opinion of the employees whether they are satisfied with t
he ISO/QS certification of the company. 123
62 Table showing opinion of the employees about the adaptability of employe
es with changes due to ISO/QS certification. 124
63 Table showing opinion of the employees whether they are happy to changes
in the company or not. 125
64 Table showing opinion of the employees regarding their willingness to wo
rk in the company. 126
65 Table showing opinion of the employees that their work life is meaningfu
l. 127
66 Table showing opinion of the employees that how valuable their work is f
or the company. 128
67 Table showing opinion of the employees regarding the opportunities to us
e their ability. 129
68 Table showing opinion of the employees about their overall satisfaction
level in the company. 130
LIST OF TWO WAY TABLES
1 Relationship Between Gender And Level Of Satisfaction 131
2 Relationship Between Marital Status And Level Of Satisfaction 131
3 Relationship Between Age And Level Of Satisfaction 132
4 Relationship Between Qualification And Level Of Satisfaction 132
5 Relationship Between Experience And Level Of Satisfaction 133
LIST OF CHI-SQUARE TEST TABLES
1 Relationship Between Gender And Level Of Satisfaction 134
2 Relationship Between Marital Status And Level Of Satisfaction 135
3 Relationship Between Age And Level Of Satisfaction 135
4 Relationship Between Qualification And Level Of Satisfaction 136
LIST OF DESCRIPTIVE STATISTICS TABLE
1 Table Showing the Descriptive Statistics About the various Job Satisfact
ion Factors 139
ix
LIST OF FIGURES
SR. NO DESCRIPTION PAGE NO.
CHAPTER-I
1 Factors Effecting Job Satisfaction. 3
2 Impact of Intrinsic Rewards and Extrinsic Rewards on Job Satisfaction
5
CHAPTER – II
1 Evolution of Indian Chemical Industry 15
2 Size of Indian Chemical Industry 16
3 Classification of Indian Chemical Industry and Constituent of Each Segme
nt. 17
4 State Wise Share in Indian Chemical Industry 17
5 Ownership Pattern in Indian Chemical Industry 18
6 Share of Chemicals Sub Segments in Indian Chemical Industry 18
7 Nature of Operations in Indian chemical Industry 19
8 Characteristics of Indian Chemical Industry 21
9 World Wide Chemical Market Share 22
10 Index of Industrial Production (IIP) 24
11 Exports of Chemicals and Petrochemicals During 2002- 03 to 2008-09
26
12 Imports of Chemicals and Petrochemicals During 2002- 03 to 2008-09
26
13 Production of Selected Major Chemicals 28
14 Future Plans of Indian chemical Industry 29
15 Relative Market Share and Positioning of PCCPL 33
16 Subsidiary Companies of PCCPL 42
17 Product Range of PCCPL and Their Overall Contribution in Its Revenue
42
18 Location of Major Offices of PCCPL in India & Overseas 43
19 Product Range of PCCPL and Their Use 48
20 Key Strengths of PCCPL 49
21 Global Agrochemical Sales 2009 51
CHAPTER IV
LIST OF SIMPLE PERCENTAGE FIGURES
1 Figure showing gender of the respondents 63
2 Figure showing marital status of the respondents 64
3 Figure showing the age of the respondents 65
4 Figure showing Education qualification of the respondents 66
5 Figure showing Years of experience of the respondents 67
6 Figure showing monthly income of the respondents 68
7 Figure showing employee’s opinion about the nature of their work. 69
8 Figure showing opinion of employees regarding their work load. 70
9 Figure showing opinion of employees regarding working hours. 71
10 Figure showing opinion of the employees regarding rest intervals.
72
11 Figure showing opinion of the employees about management & workers relat
ionship. 73
12 Figure showing opinion of the employees whether they are provided with s
ufficient tools and equipments or not. 74
13 Figure showing opinion of the employees regarding safety measures.
75
14 Figure showing opinion of the employees lighting and other arrangements.
76
15 Figure showing opinion of the employees regarding work pressure on them.
77
16 Figure showing opinion of the employees about superior s assistance.
78
x
17 Figure showing opinion of the employees about how much importance employ
ees ideas have in decision making. 79
18 Figure showing opinion of the employees whether they are appreciated for
their performance or not. 80
19 Figure showing opinion of the employees regarding the fairness of their
boss 81
20 Figure showing opinion of the employees regarding their participation in
day to day activities. 82
21 Figure showing opinion of the employees regarding their access to their
superiors. 83
22 Figure showing opinion of the employees regarding the competency of thei
r superiors. 84
23 Figure showing opinion of the employees regarding their relations with t
heir colleagues. 85
24 Figure showing opinion of the employees regarding the behavior of the co
lleagues 86
25 Figure showing opinion of the employees whether workers share their know
-how with each other or not. 87
26 Figure showing opinion of the employees whether they feel motivated by t
heir boss in achieving organizational goals or not. 88
27 Figure showing opinion of the employees that they are adequately motivat
ed when ever needed to do so. 89
28 Figure showing opinion of the employees regarding system of communicatio
n. 90
29 Figure showing opinion of the employees that their assignments are clear
ly explained to them. 91
30 Figure showing opinion of the employees regarding training program
92
31 Figure showing opinion of the employees that they are provided with the
training whenever needed. 93
32 Figure showing opinion of the employees regarding the usefulness of the
training program. 94
33 Figure showing opinion of the employees regarding the efficiency of the
training program. 95
34 Figure showing opinion of the employees regarding performance appraisal
system. 96
35 Figure showing opinion of the employees regarding efficiency of the appr
aisal system. 97
36 Figure showing opinion of the employees about fairness of appraisal syst
em. 98
37 Figure showing opinion of the employees that they are paid fair amount f
or their work. 99
38 Figure showing opinion of the employees that they are provided with prop
ortionate salary. 100
39 Figure showing opinion of the employee that their wages are at par with
the wages in the industry. 101
40 Figure showing opinion of the employee that they are provided with suffi
cient allowances. 102
41 Figure showing opinion of the employee regarding the promotion policy of
the organization. 103
42 Figure showing opinion of the employee that they are rewarded for their
innovative ideas. 104
43 Figure showing opinion of the employee that they are rewarded for their
performance as a motivational technique. 105
44 Figure showing opinion of the employee about transport facility.
106
45 Figure showing opinion of the employee about medical facilities.
107
xi
46 Figure showing opinion of the employee that they are provided with benef
its for their family. 108
47 Figure showing opinion of the employee about refreshment facilities.
109
48 Figure showing opinion of the employee about rest room and lunch room
110
49 Figure showing opinion of the employees about parking facility. 111
50 Figure showing opinion of the employees about first aid facility
112
51 Figure showing opinion of the employees about loan facility and other we
lfare benefits. 113
52 Figure showing opinion of the employees regarding job security. 114
53 Figure showing opinion of the employees about the criteria of job securi
ty. 115
54 Figure showing opinion of the employees about the basic principal on whi
ch job security is provided to the employee. 116
55 Figure showing opinion of the employees about workers participation in m
anagement decisions. 117
56 Figure showing opinion of the employees about decision making standards
and plans of the organization. 118
57 Figure showing opinion of the employees that their suggestions are given
due importance in decision making process and for implementing any change in th
eir respective department. 119
58 Figure showing opinion of the employees regarding effectiveness of griev
ance handling procedure. 120
59 Figure showing opinion of the employees that they are able to freely com
municate their grievances. 121
60 Figure showing opinion of the employees about awareness of employees reg
arding the quality standards adopted by the company. 122
61 Figure showing opinion of the employees whether they are satisfied with
the ISO/QS certification of the company. 123
62 Figure showing opinion of the employees about the adaptability of employ
ees with changes due to ISO/QS certification. 124
63 Figure showing opinion of the employees whether they are happy to change
s in the company or not. 125
64 Figure showing opinion of the employees regarding their willingness to w
ork in the company. 126
65 Figure showing opinion of the employees that their work life is meaningf
ul. 127
66 Figure showing opinion of the employees that how valuable their work is
for the company. 128
67 Figure showing opinion of the employees regarding the opportunities to u
se their ability. 129
68 Figure showing opinion of the employees about their overall satisfaction
level in the company. 130
LIST OF DESCRIPTIVE STATISTICS FIGURE
1 Figure Showing the Descriptive Statistics About the various Job Satisfac
tion Factors 139
xii
Executive Summary
Job satisfaction represents the constellations of person’s attitude toward
s or about the job. In general, job satisfaction is the attitude towar
ds the job as a whole. Job satisfaction is a function of satisfaction with
different aspects of job, i.e. supervision, pay, works itself, co-workers, pro
motion, etc., and of the particular weighting or importance one attaches
to these respective components.
Employee job Satisfaction was a much popularized subject during the 1980’s and 199
0’s, where much of the literature (Stoner & Wankel, 1986; Brewster, Dowling, Grobl
er, Holland & Warnich, 2000), focused on the link between Employee Satisfaction
and Employee Performance. Subsequent research has, however, proven that this lin
k is not particularly strong, (Kreitner & Kinicki, 2005; Ivancevich & Matteson,
2002). What recent research has confirmed is that there is a clear reciprocal re
lationship between Employee Satisfaction and Customer Satisfaction (Kraut, 1996)
. For example, one of the most detailed studies undertaken was that carried out
by Heskett, Sasser and Schlesinger (1995). The authors point out that, “When compa
nies put employees and customers first, their employees are satisfied, their cus
tomers are loyal, their profits increase, and their continued success is sustain
ed” (as cited in Bailey & Dandrade, 1997).
The concept of Employee Satisfaction can be traced back to Edward Thorndike, who
in the early 1900’s published an article in the Journal of Applied Psychology whe
re he explored the relationship between work and satisfaction. The concept of Em
ployee Satisfaction has certainly been researched very thoroughly over the years
and has been linked to many other issues like employee loyalty, employee commit
ment, employee engagement and job satisfaction.
One of the most quoted theorists is Hertzberg who during the 1950’s developed his
theory which identified two dimensions of satisfaction, namely motivation and hy
giene. Hertzberg maintained that the hygiene factors could not motivate employee
s but rather helped minimize dissatisfaction levels if addressed. These hygiene
factors include topics such as; company policies, supervision, salary, interpers
onal relationships and working conditions. The motivating factors addressed topi
cs such as: the work itself, achievement, recognition, responsibility, and advan
cement. If continuously good levels are maintained in respect of these topics, a
motivated work force is created.
Modern management considers human being as resource and it is an importance for
the success of any organization. It is the strength and aid. Therefore employees
attitudes, interest, quality,
xiii
job satisfaction, etc., have a bearing productivity of a firm unless the managem
ent is able to recognize employees needs and wants they will lose motivation and
morale and it will affect the best interest of the firm.
Work is one of the most important activities in a person’s life .Who do have satis
fying job rarely have fully satisfying lives. Dissatisfaction in work can lead i
n many circumstances to lower production and friction on the job. So that it mus
t be considered by the management and steps should be taken to find out the fact
ors which cause job dissatisfaction and to reduce such dissatisfaction. In gener
al employee satisfaction is the attitude towards the work environment, salary, r
elationship with their colleagues, job security, grievance handling, performance
appraisal, training and development, management style, quality policy, career c
ounseling and so on.
In this project factors that are taken into consideration for the employee satis
faction are:
Work Environment:
Work environment is the atmosphere to which the employee is actually exposed. Th
is constitutes a major portion of the influence on the employees. This typically
included the quantum of work allotted, nature and complexities, system being fo
llowed, support from colleagues etc.
Relationship with the Superiors and Subordinates:
Healthy and cordial relationship in the department will not only provide healthy
environment but also paves way for smooth flow of work, increases productivity
and qualitative performance.
Relationship with Colleagues:
Better understanding and friendly relations with colleagues is necessity for a g
ood environment. Joining hands together and helping each other enhance stability
and confidence among themselves that contributes to the security and improve pe
rformance as a whole.
Motivation and Recognition:
The level of performance of an employee is a function of his abilities. If there
is a strong positive motivation, the output increases and decreases if it is ne
gative. Motivation is a core element of management which shows that every human
being earnestly seeks a secure, friendly and supportive relationship that gives
him a sense of warmth and recognition in groups that are most important to him.
Salary:
Salaries are influenced by the size of the company, by a specific industry and i
n part by the
xiv
contribution of the incumbent to the process of decision making. The bigger the
firm, the greater is the compensation to the employees. The more attractive the
salary, the more attractive will be the performance of the employees.
Job security:
A person who is satisfied with the current job would continue to remain in the s
ame job. So job security plays a crucial role in the maintenance of job satisfac
tion among employees.
Grievance handling:
This is a corrective measure however important when grievances or difficulties o
r constraints enter in on employee’s job. The approaches of management, time taken
to provide counter measures etc are the constraints of this factor.
Performance appraisal:
Most firms do not have a choice whether or not it should appraise its personnel
and their performance of the hired personnel will be evaluated by someone at som
etime.
Management practices:
The approach of the management towards employees in the interfaces like appraisa
l and reward schemes, permitting employees in the interfaces like appraisal and
reward schemes, permitting employees to participate in the organizational issues
etc, is also determining the employee satisfaction. This company has set employ
ee of the year award etc, ensures positive management approach. These approaches
have made the employees to have a good view over their job.
Opportunities for development:
This is a factor strongly related to the higher order needs of the employees on
their personal development. Many people like a challenging job, since that assur
es them to think and undergo series development measures. This factor is an esse
ntial one for satisfaction of permanent employees.
Quality policy:
Quality is a core concept that rules today’s business. It is a non comprising fact
or of any industry in today’s business world. Companies would adopt themselves to
the recognize quality standards to sustain in the market and to provide a better
working condition to the employees and job security.
The study on employee satisfaction is relatively recent phenomenon. It can perha
ps be said to have begun in earnest with the famous Hawthrone experiment conduct
ed by Elton Mayo at
xv
western electrical company in 1920s. During the course of their investigation, h
owever they became convinced that the factors of social nature were affecting em
ployee satisfaction with the job and productivity. Since the Hawthrone studies,
there has be enormous output of work on the nature, causes, correct employee sat
isfaction. The traditional model of employee satisfaction is that it consists of
training and development, salary, management style, quality policy than an indi
vidual has about his work. The total body of influence of the job, the nature of
the job itself, the pay, the promotion prospects, nature of supervision and so
on, where the sum total of influences gives to rise to the feeling of employee s
atisfaction, the employee is satisfied, where in total, they give rise to psycho
logical and environmental circumstances that cause a person truly to say “I am Sat
isfied”. Employee satisfaction means a pleasurable positive emotional state result
ing from the appraisal of one’s feelings.
This research named “A Study on employee welfare and satisfaction in Punjab Chemic
als and Crop Protection Limited” (Further referred as PCCPL) anticipates identifyi
ng the various factors and the extent to which they affect the satisfaction leve
l of the employees.
Employee satisfaction and welfare is very crucial for every organization because
higher satisfaction level and welfare of the employee have a positive impact on
productivity, performance, individual’s physical and mental health, profitability
, improve quality of products or services and reduce absenteeism, employee turno
ver, dispute between labour and management. This gives a competitive edge to the
company over its competitors.
Since Punjab Chemicals and Crop Protection Limited is producing dangerous pestic
ides, insecticides and pharmaceutical products and its employees are working eve
ry day in a dangerous environment which is very critical to their health , so it
becomes imperative for me to conduct a study on welfare and satisfaction of the
employees of company.
The study tries to cover each and every factor that effect employee welfare and
satisfaction level, weather it is HR policies (recruitment policy, promotion pol
icy, compensation policy etc.) and HR practices (training and development, perfo
rmance appraisal, motivation techniques etc.) or some other personal factor (gen
der, age, qualification etc.).
The research includes each and every factor because even a single factor can low
er satisfaction level and moral of the employee, which in turn leads to absentee
ism, accidents, low productivity etc. and ultimately effect the organizational g
oal.
The research will help the company to gain the benefits of higher employee satis
faction level and have a competitive edge over its competitors.
xvi
Area of study
The area of the study is the production plant of the Ago-Chemical division of Pu
njab Chemicals and Crop Protection Limited at Bhankarpur, Distt-Mohali, Punjab.
Scope of the study
The scope of the study extends from lower hierarchical level (workers), middle h
ierarchical level (supervisors) to upper hierarchical level (Managers) of the co
mpany, so it is a comprehensive study.
Objectives of the study
The objective of conducting such research is to know the level of satisfaction a
mong the employees of Punjab Chemicals and Crop Protection Limited. Further it w
ill also help to know the various job related and personal factors and their ext
ent to which they affect the satisfaction level of employees, so that meaningful
conclusions and suggestions could be made in order to make the human resource p
olicies and practices of the company more effective and efficient.
Research methodology
The research includes both primary and secondary data. The information from the
respondents is
collected through questionnaire. The primary data was collected form employees o
f the PCCPL and secondary data is collected from the books.
The sample size is 60 and samples are selected on the basis of convenient from e
very department of the company.
Questions are framed in such a way that the answers reflect the ideas and though
ts of the respondents with regard to level of satisfaction. For job related fact
ors likert scale (five rating scale) is used in which respondents are required t
o show their level of satisfaction from 1 to 5 (1= Strongly Agree, 2= Agree, 3=
Neutral, 4= Disagree, 5=Strongly Disagree) and for personal factor simple catego
ry scale is used and respondents are required to tick at the appropriate box. So
me facts revealed in the study are bases on personal observations also.
Tools of interpretation and analysis
Here the simple percentage analysis is used for calculating the percentage of sa
tisfaction level in the total respondents and data is presented in the form of t
ables and bar diagrams.
To determine the level of satisfaction for the various categories (work environm
ent and nature of work, relationship with seniors and co-worker, welfare facilit
ies, pay and promotion etc) combined mean is used. Since likert scale is used to
find out the satisfaction level the value of
xvii
combined mean shows the level of satisfaction form 1 to 5 and 2.5 is the middle
point. Higher the value of mean shows higher satisfaction level and lower the va
lue of mean shows lower satisfaction level.
To analyze the data two-way analysis is used and to test the hypothesis Chi-squa
re test is used and for all the chi-square test the table value has taken @ 5% l
evel of significance.
Limitations of the study
The study is also subjected to certain limitations such as, sample is limited to
60, findings and conclusions are based on knowledge and experience of the respo
ndents sometime may subject to personal biasness and research study was being do
ne in the year July 2009, with required data analysis and interpretation, the da
ta needs to be updated at times when it comes to have further usage of this rese
arch study report.
Despite the above limitations I tried my best through the entire study to provid
e a comprehensive, complete and detailed report, so that it can help the organiz
ation to take appropriate decisions for the welfare and satisfaction of its empl
oyee while giving due consideration to its goals and objectives.
xviii
CHAPTER-I
1. INTRODUCTION TO THE SUBJECT
1. A) THE CONCEPT OF JOB SATISFACTION
Job satisfaction refers to a person’s feeling of satisfaction on the job, which ac
ts as a motivation to work. It is not the self satisfaction, happiness or self c
ontentment but the satisfaction on the job. The term relates to the total relati
onship between an individual and the employer for which he is paid. Satisfaction
does mean the simple feeling-state accompanying the attainment of any goal; the
end-state is feeling accompanying the attainment by an impulse of its objective
s. Research workers differently described the factors contributing to job satisf
action and job dissatisfaction.
Hoppock describes job satisfaction as, “Any combination of psychological, physiolo
gical and environmental circumstances that cause any person truthfully to say I
am satisfied with my job” [1]. The term “job satisfaction” refers to an employee’s gener
al attitudes toward his job. Locke defines job satisfaction as a “Pleasurable or p
ositive emotional state resulting from the appraisal of one’s job or job experienc
e, to the extent that person’s job fulfill his dominant need and is consistent wit
h his expectations and values” [2]. There are three major theories of job satisfac
tion viz,
i) Herzberg’s Motivation-Hygiene Theory.
ii) Need Fulfillment Theory.
iii) Social Reference Group Theory.
Smith Kendall and Hulin have suggested that there are five job dimensions that r
epresent the most important characteristics of a job about which people have aff
ective responses, these are:
i) The work itself: The extent to which the job provides the individual wit
h the interesting task, opportunities for learning and the chance of accept resp
onsibility.
ii) Pay: The amount of financial remuneration that is received and the degre
e to which this is viewed as equitable vis-a-vis that of others in the organi
zation.
iii) Promotion opportunities: The chance for advancement in the hierarchy.
vi) Supervision: The ability is on the supervision to provide technical assi
stance and behavioral support.
1
v) Co-workers: The degree to which follow workers are technically proficien
t and socially supportive.
However, a comprehensive approach requires that may additional factors be includ
ed before a complete understanding of job satisfaction can be obtained. Such fac
tors as the employee’s are, health, temperament, desires and levels of aspiration
should be considered.
Further, his family relationship, social status, recreational or purely social-c
ontribute ultimately to job satisfaction.
1. A. i) Determinants of Job Satisfaction
According to Abraham A. Korman, [3] there are two types of variables which deter
mine the job satisfaction of an individual. These are:
1. A.i.a) Organizational variables, and
1. A.i.b) Personal variables.
1. A.i.a) Organizational variables:
i) Occupational Level: The higher the level of the job the greater the sati
sfaction of the individuals. This is because of higher levels of job carry great
er prestige and self control.
ii) Job Content: Greater the variation in job content and the less the repet
itiveness with which the tasks must be performed, the greater the satisfaction o
f the individuals involved.
iii) Considerate Leadership: People like to be treated with consideration. He
nce considerate leadership results in higher job satisfaction than inconsiderate
leadership.
iv) Pay and Promotional Opportunities: All other things being equal these tw
o variables are positively related to job satisfaction. An explanation for this
finding lies in both theories discussed above.
v) Interaction in the Workgroup: Here the question is when the interaction
in the workgroup a source of job satisfaction and when it is not? Interaction is
must satisfying, when
It results are being accepted by others.
It facilitates the achievement of goals.
2
1. A.i.b) Personal variables:
For some people, it appears job will be dissatisfying irrespective of the organi
zational conditions involved, whereas or others, most jobs will be personal vari
ables like age, educational levels, sex, etc.,
i) Age: Most of the evidence on the relation between age and job satisfacti
on, holding such factors as occupational level constants, seems to indicate that
there is generally a positive relationship between the two variables up to the
pre-retirement years and then there is a sharp decrease in satisfaction.
ii) Educational Levels: With occupational level held constant there is a neg
ative relationship between the educational level and job satisfaction. The highe
r the educational, the higher the reference group which the individual looks to
for guidance to evaluate his job rewards.
iii) Role Perception: The different individuals holder different perceptions
about their role i.e., the kind of activities and behaviors they should engage i
n to a firm makes job successful. Job satisfaction is determined by this factor
also.
iv) Sex: There is yet no confident evidence as to whether women are more sat
isfied with that their job than men. Holding such factors as job and occupationa
l levels constant, one might predict this to be the case considering the general
ly lower occupational aspiration of women.
Figure 1: Factors effecting Job Satisfaction.

Source: Shiwalika Karam Singh Saini, 2008, A Study on Employee Welfare &
Satisfaction in Scot Edil Pharmacia Pvt. Ltd. Baddi (H.P), pp-33.
3
1. A. ii) Effects of job satisfaction
Job satisfaction has a variety of effects. These effects may be seen in the cont
ext of an individual’s physical and mental health, productivity, absenteeism, and
turnover.
1. A.ii.a) Physical and Mental Health: The degree of job satisfaction affects an
individual’s physical and mental health. Since job satisfaction is a type of ment
al feeling,
its favourableness or unfavourablesness affects the individual psychologically
which ultimately affects his physical health. For example, Lawler has pointed ou
t that drug abuse, alcoholism and mental and physical health result from psychol
ogically harmful jobs. Further, since a job is an important part of life, job sa
tisfaction influences general life satisfaction. The result is that there is spi
llover effect which occurs in both directions between job and life satisfaction.
1. A.ii.b) Productivity: There are two views about the relationship between job
satisfaction and productivity:
i) A happy worker is a productive worker,
ii) A happy worker is not necessarily a productive worker.
i) The first view establishes a direct cause-effect relationship between jo
b satisfaction and productivity; when job satisfaction increases, productivity i
ncreases; when satisfaction decreases, productivity decreases. The basic logic b
ehind this is that a happy worker will put more efforts for job performance.
However, this may not be true in all cases. For example, a worker having low exp
ectations from his jobs may feel satisfied but he may not put his efforts more v
igorously because of his low expectations from the job. Therefore, this view doe
s not explain fully the complex relationship between job satisfaction and produc
tivity.
Another view: That is a satisfied worker is not necessarily a productive worker
explains the relationship between job satisfaction and productivity. Various res
earch studies also support this view. This relationship may be explained in term
s of the operation of two factors: effect of job performance on satisfaction and
organizational expectations from individuals for job performance.
Job performance leads to job satisfaction and not the other way round. The basic
factor for this phenomenon is the rewards (a source of satisfaction) attached w
ith performance. There are two types of rewards-intrinsic and extrinsic. The int
rinsic reward stems from
4
the job itself which may be in the form of growth potential, challenging job, et
c. The satisfaction on such a type of reward may help to increase productivity.
The extrinsic reward is subject to control by management such as salary, bonus,
etc. Any increase in these factors does not heap to increase productivity though
these factors increase job satisfaction.
Figure 2: Impact of intrinsic rewards and extrinsic rewards on job satisfaction.
Source : Shiwalika Karam Singh Saini, 2008, A Study on Employee Welfare & Satis
faction in Scot Edil Pharmacia Pvt. Ltd. Baddi (H.P), pp-36.
ii) A happy worker does not necessarily contribute to higher productivity be
cause he has to operate under certain technological constraints and, therefore,
he cannot go beyond certain output. Further, this constraint affects the managem
ent’s expectations from the individual in the form of lower output. Thus, the work
situation is pegged to minimally acceptable level of performance.
However, it does not mean that the job satisfaction has no impact o productivity
. A satisfied worker may not necessarily lead to increased productivity but a di
ssatisfied worker leads to lower productivity.
1. A.ii.c) Absenteeism: Absenteeism refers to the frequency of absence of job ho
lder from the workplace either unexcused absence due to some avoidable reasons o
r long absence due to some unavoidable reasons. It is the former type of absence
which is a matter of concern. This absence is due to lack of satisfaction from
the job which produces a ‘lack of will to work’ and alienate a worker form work as f
or as possible. Thus, job satisfaction is related to absenteeism.
1. A.ii.d) Satisfaction and Safety: Poor safety practices are negative consequen
ces of low satisfaction level when people are discouraged about their job
satisfaction. Company
5
and supervisor, they are more liable to experience accidents. And underl
ying reason for such accidents is that discouragement, may take one’s attent
ion away from the task at hand. In-attention leads to accidents.
1. A.ii.e) Employee turnover: Turnover of employees is the rate at which employe
es leave the organization within a given period of time. When an individual feel
s dissatisfaction in the organization, he tries to overcome this through the var
ious ways of defense mechanism. If he is not able to do so, he opts to leave the
organization. Thus, in general case, employee turnover is related to job satisf
action. However, job satisfaction is not the only cause of employee turnover, th
e other cause being better opportunity elsewhere. For example, in the present co
ntext, the rate of turnover of computer software professionals is very high in I
ndia.
However, these professionals leave their organizations not simply because they a
re not satisfied but because of the opportunities offered from other sources par
ticularly from foreign companies located abroad.
1. A. iii) Benefits of Employee Job Satisfaction
i) One benefit of employee job satisfaction survey is that they give manage
ment an indication about the general level of satisfaction in a company. Survey
also indicates specific areas of satisfaction and dissatisfaction.
ii) Improved communication is another benefit of the survey.
iii) An unexpected benefit from a job satisfaction survey is improved attitud
es. For some employees the survey is improved attitudes. For some employees the
survey is a safety value, an emotional release, change to get things of their ch
ests.
iv) Job satisfaction survey can help discover the causes of indirect product
ivity problems such as absenteeism, turnover and poor quality of work.
v) Another benefit of job satisfaction survey is that it helps management a
ssessing training needs.
vi) A job satisfaction survey is an indicator of the effective system of org
anizational reward system.
vii) One of the best uses of the job satisfaction survey is in the evaluation
of the impact of organizational changes of the employee’s attitude.
6
1. B) REVIEW OF LITERATURE
i) Predictors Of Employee Satisfaction With The Performance Appraisal Proce
ss.[4]
By: Edward J. Inderrieden, Timothy J. Keaveny, Robert E. Allen, 1988.
The study investigated the impact of several aspects of the appraisal process on
three outcome measures: satisfaction with the appraisal process, fairness of ra
tings and motivation to improve performance. The findings suggest the importance
of viewing the performance appraisal process from a systematic perspective, rat
her than as a single event.
The objective of this research was to identify the impact of each phase of the a
ppraisal process on employee satisfaction with the process, perceptions of fairn
ess of performance ratings, and motivation to improve performance. Questionnaire
s were randomly distributed to 890 professional and general staff employees of a
major state university in the Western United States. A total of 270 employees c
omprised the final sample. Selected characteristics of subordinates, superiors a
nd the work situation were measured. The study reveals that participation in set
ting standards and providing performance feedback during the year were positivel
y associated with the dependent variable. However, neither performance rating no
r the nature of appraisal interview was significant predictors of motivation to
improve performance.
ii) A Qualitative Study of African-American Job Satisfaction in a Scientific
/Technical Research Environment[5]
By: Cheryl D. Krossa, 1996.
The purpose of this study was to begin to develop an answer to the question, "wh
at elements are necessary, in a high-tech scientific and technical research work
environment, for African-Americans to experience job satisfaction?" Many studie
s have been conducted in the area of job satisfaction. Its necessary attributes
or components have been studied, analyzed, validated, standardized, and normed o
n predominantly white male populations. Few of these studies have focused on peo
ple of color, specifically African-Americans, and fewer still on those African A
mericans working in a high-tech, scientific and research environments. The resea
rchers have defined what is necessary for the current dominant culture s populat
ion.
iii) The Relationship Between Satisfaction With On-The-Job Training And Overa
ll Job Satisfaction.[6]
By: Steven W. Schmidt, 2004.
This study examined the relationship between satisfaction with employer-provided
workplace training and overall job satisfaction. Survey completion data were ob
tained from 301 customers
7
and technical service employees in nine different organizations. Job duties for
employees in these positions are employer specific. Organizations represented in
cluded those in manufacturing, technology, service, and government. A significan
t relationship was found between job training satisfaction and overall job satis
faction. Time spent in training, training methodologies, and type of training we
re determined to be significant in their relationships to job training satisfact
ion. The methodology used in training made a significant difference in job train
ing satisfaction. Most preferred by respondents were methodologies that involved
face-to-face interaction provided by an instructor or job coach. Also found wer
e significant interactions between job tenure and employment type (customer serv
ice representative or technical service representative) when examined with job t
raining satisfaction. A major research finding in this study was the high degree
of relationship between job training satisfaction and overall job satisfaction
among employees in customer/technical service positions.
iv) Performance Appraisal’s Relation with Productivity and Job Satisfaction[7]
By: Ayaz Khan, 2005.
The whole essence of the management activities of an organization culminates in
the system of performance appraisal adopted in that organization. This, in turn,
reflects the extent of the individual contributions and commitment of the emplo
yees in different hierarchical levels toward the achievement of organizational o
bjectives/goals. It goes without saying that an effective performance appraisal
system can lead an organization to take strides towards success and growth by le
aps and bounds. Conversely, an ineffective performance appraisal system can seal
the fate of an organization by creating chaos and confusion from top to bottom
in the administrative hierarchy. As a consequence the chances of success and gro
wth of that organization are doomed.
v) Does employee satisfaction matter? A study to determine whether low empl
oyee morale affects customer satisfaction and profits in the business-to-busines
s sector[8]
By: Julie Abbott, 2005.
Is employee morale affecting customer satisfaction and therefore the bottom line
? This paper describes a piece of exploratory research carried out in the busine
ss-to business (B2B) sector in the UK to determine whether employee satisfaction
does ultimately affect profits. There is a great deal of literature that suppor
ts this argument. The results of the research, however, actually indicated an in
verse relationship in one industry in particular. The focus industries were tech
nology, processing and business banking. This correlates with a recent similar s
tudy in the
8
retail industry. The results showed that morale can be very low, yet employees w
ork hard in order to keep their customers loyal and to maximize company profits.
This is despite fear of redundancy, high workloads and long hours.
vi) A case study analysis of the impact of satisfaction and organizational c
itizenship on productivity. [9]
By: Steven H. Appelbaum, Jacques Adam, Nadeem Javeri, Michel Lessard, Jean-Pasca
l Lion, Michel Simard, Silvana Sorbo, 2005.
Despite significant investment in capital improvements and training, a rod mill
suffered from chronically low productivity. The authors conducted a survey to me
asure employee satisfaction and to determine the correlation between employee sa
tisfaction and productivity. The study found a correlation between average job s
atisfaction, low motivation and the resulting low productivity. A direct correla
tion was also found between low productivity and poor communication between mana
gement, supervisors and employees. The article offers recommendations to improve
productivity by increasing employee involvement and communication.
vii) A study of employee satisfaction in professional couriers in Coimbatore
city.[10]
By: A. Sukumar, 2007.
This study is to understand the satisfaction of the pickup and delivery staffs i
n the professional courier. The study is useful to the professional courier mana
gement to know the level of satisfaction and needs of the employees. The study c
onsists of both primary and secondary data. The simple percentage analysis is us
ed for calculating the percentage of satisfaction level in the total respondents
. Chi-square test is applied to test the goodness of fit, to verify the distribu
tion of observed data with assumed theoretical distribution. The study indicates
that there is a significant relationship between the marital status and the lev
el of satisfaction, whereas in case of age, gender, experience there is not sign
ificant relationship with job satisfaction.
viii) The Impact of Reward and Recognition Programs on Employee’s Motivation and
Satisfaction a Co-relational Study[[11]
By: Reena Ali and M.Shakil Ahmed, 2008.
This study highlighted “the impact of reward and recognition programs on
employee’s motivation and satisfaction” . The study was conducted from Octo
ber till December; 2008 the Sample chosen for the study is 80 employe
es of UNILEVER companies. The factors affecting satisfaction were identified;
payment, promotion, working condition, personal as Analysis showed immense
support for positive relationship between reward and employee
9
satisfaction. All these results are statistically significant thus providing rig
or and generalizability in research. This exploratory study suggests for the po
sitive relationship between reward and satisfaction.
ix) Leadership style and employee s job satisfaction in international touris
t hotels[12]
By: Chien-Wen Tsai, 2008.
International tourist hotels play important roles in the service industry and ha
ve to constantly improve their competitiveness. They need to provide their custo
mers with consistently high service quality in order to satisfy them. The employ
ees of the international tourist hotels are the most important links in the serv
ice delivery chain because they are in direct contact with their customers. Beca
use employee morale affects customer satisfaction the managers of the internatio
nal tourist hotels need to cultivate good relations with their internal staff. P
rior research identifies many factors affecting the satisfaction of employees. W
hile relevant literature extensively investigates job satisfaction and leadershi
p behavior, studies of these variables in the tourism service, particularly in h
otel management, are almost absent. This research concerns the correlation betwe
en the style of managerial leadership and employee s job satisfaction in the int
ernational tourist hotel industry. After literature reviewing, empirical model a
nd hypotheses are established. The study employs the questionnaires to conduct a
n investigation for employees in international tourist hotels so as to collect i
nformation. This research surveys 500 employees in international tourist hotels
by questionnaire. A total of 300 questionnaires were returned (73 percent). Thro
ugh correlation analysis, this research discovers that employees are more satisf
ied under consideration-style-leadership than construction-style-leadership. Aft
er controlling for differences in salary, employees appear to prefer considerati
on-style-leadership. No matter what the leadership style is, employees’ job satisf
action does not relate towards their coworkers. Besides, employees have differen
t perceptions on work, salary, and overall satisfaction depending on their educa
tion level and seniority. The findings in this research expand the knowledge of
human resource management and provide some practical suggestions to managers. Th
e study provides a mechanism by which hoteliers can obtain feedback from employe
es about leadership styles. Such feedback can then serve as the basis for furthe
r development of leadership theory across disciplines. This study provides a gui
de to the preparation of supervisor in the hotel industry as effective leaders f
or the dynamic environment of the future. This study also provides a basis for i
nforming developers of leadership training programs that can lead to improved ho
spitality academic leadership.
10
x) Exploring ‘Employee Satisfaction’ As A Quality And Productivity Enhancement
Tool For IT Sector of Pakistan[13]
By: Hina Sohrab Kiani, Omama Khurshid, 2008.
This research addresses the factors concerning ‘Employee Satisfaction’ that impact q
uality of work done and productivity in software organization in Pakistan. The r
esearch reveals employee satisfaction as an integral factor for organizations in
Pakistan for obtaining competitive advantages in terms of both quality and prod
uctivity. This research focuses on the factors that cause employee satisfaction
or dissatisfaction. Initially factors affecting employee satisfaction were ident
ified from the literature review. After this the relationship of employee satisf
action with quality and productivity was analyzed for organizations in Pakistan.
A questionnaire was used in order to collect necessary data. This questionnaire
highlighted the factors that are source of satisfaction or dissatisfaction. The
impact of employee satisfaction in software industry of Pakistan is relatively
less known but plays significant role. This paper analyzes the major causes of e
mployee satisfaction and the impact of employee satisfaction on quality and prod
uctivity dimensions in the software organizations in Pakistan. Much of the liter
ature reveals that factors like for instance pay, career growth, encouragement,
feedback, job interest and work environment influence employee satisfaction dire
ctly and therefore affect quality and productivity in one way or another. This p
aper argues that management in Pakistan’s IT organizations should focus on factors
affecting the employee satisfaction and manage workforce accordingly.
xi) A Comparative Study For Employee Job Satisfaction In Aydin Municipality
And Nazilli Municipality.[14]
By: Assist. Prof. Dr. Hulusi Dogan, 2009.
This study was composed of a conceptual analysis of job satisfaction and an empi
rical research for the relationships between job satisfaction and a set of varia
bles; pay, promotion, positive affectivity/encouragement, job involvement, poten
tial of rest-day/off-day, relations with co-workers, health facilities, relation
s with supervisor, training and education facilities, autonomy, physical facilit
ies, reconciliation role of supervisor, procedural justice, tangible aids, offic
e tools, level of role clearness, participation in decisions, management style o
f supervisor. The results, based on a sample of 220 employees from Aydın Municipal
ity and Nazilli Municipality, indicated that 59% of the variance in job satisfac
tion was explained by the variables included in the regression test. The variabl
e of management/democratic style of supervisor had the greatest
11
effect on job satisfaction, followed by the variables of “level of role clearness”, “h
ealth facilities”, “autonomy”, “and participation in decision”, “job involvement”, and “tra
and educational facilities”. The study found that satisfaction level for “tangible
aids” and “potential of rest-day” was significantly higher for employees working in Ay
din Municipality than those working in Nazilli Municipality. But, satisfaction l
evel for “health facilities”, “physical facilities” and “relations with supervisor” was sig
ificantly higher for employees working in Nazilli Municipality than those workin
g in Aydin Municipality. So, it is suggested that managers should apply addition
al/further researches in their organizations to investigate the underpinning var
iables of job satisfaction and commitment of employees.
xii) A Study of Job Stress on Job Satisfaction among University Staff in Mala
ysia: Empirical Study.[15]
By: Nilufar Ahsan, Zaini Abdullah, David Yong Gun Fie, Syed Shah Alam, 2009.
This article investigates the relationship between job stress and job satisfacti
on. The determinants of job stress that have been examined under this study incl
ude, management role, relationship with others, workload pressure, homework inte
rface, role ambiguity, and performance pressure. The sample consists of a public
university academician from Klang Valley area in Malaysia. The results show the
re is a significant relationship between four of the constructs tested. The resu
lts also show that there is significant negative relationship between job stress
and job satisfaction.
12
CHAPTER - II
2. A) INDUSTRY PROFILE
(The Indian Chemical Industry)
13
2. A) THE INDIAN CHEMICAL INDUSTRY
2. A.i) History
The development of the Indian chemical industry can be traced to a very modest p
roduction of soap around 1890. From such a rudimentary start, certain milestones
were reached in the form of town gas production for the cities of Bombay and Ca
lcutta, a drug manufacturing unit in 1890s, and later, a nitric acid concentrati
on unit in 1904 for use in explosives. this was followed, after a relative lull
between the two world wars, by a diversification into inorganic fertilizers by 1
940, the first unit being a 25 TPD ammonia plant based on wood gasification, syn
thetic dyestuffs and intermediated from 1940 onwards and pharmaceuticals by 1947
.Refineries and units for pesticides and textile auxiliaries were set up by 1955
, man-made fibers by 1962 and petrochemicals by the mid 1960 s.
The growth of the chemical industry has been particularly rapid from the mid 196
0 s in the wake of various oil and gas finds in quick succession, particularly i
n the offshore oil fields such as Bombay high, Bassein, Ratnagiri in the Arabian
Sea, and the Krishna-Godavari basin in the Bay of Bengal. As a consequence, the
share of the chemical industry in the nation s gross industrial output has gone
up from about 8% in 1970-1971 to around 50% by 2000.
The growth continues today and these figures are likely to increase further in y
ears to come. The growth rate of chemicals will increase from 9% in 2001 to abou
t 15% by 2010, and the chemical exports share of India s total exports will undo
ubtedly grow higher from the current low 10%, even though India has recently tur
ned from a net exporter to a net importer, thanks to the rapid growth of special
ty and knowledge chemicals, particularly pharmaceuticals.
Today the chemical industry is a significant component of the Indian economy wit
h revenues at approximately USD 28 billion. It constitutes 6.7 per cent of India
n s GDP and 10 per cent of total export. The industry has changed over time to m
atch the dynamic needs of the rapidly developing nation. The industry has evolve
d from being a producer of Basic chemicals in a highly regulated environment to
becoming a mature industry, free to choose its product portfolio in an open econ
omy.
The Indian industry has emerged from a protected environment where it was largel
y a supplier to the domestic market. Hence manufacturing plants, built to meet t
his local demand, were small when compared to global scales and did not necessar
ily employ state-of-the-art technology. In many cases, the industry operated wit
h assured margins, protected against the emergence of
14
competition from within India through licensing, or from across borders through
high import tariffs. Today, these legacy plants make the Indian chemical industr
y uncompetitive.
Source: KPMGCHEMTECH Report on Indian Chemical Industry, 2003.
2. A.ii) Overview and Current Scenario of Indian Chemical Industry
The chemical industry is one of the oldest domestic industries in India, contrib
uting significantly to both the industrial and economic growth of the country si
nce it achieved independence in 1947. The chemical industry currently produces n
early 70,000 commercial products, ranging from cosmetics and toiletries, to plas
tics and pesticides.
The Indian Chemical Industry forms the backbone of the industrial and agricultur
al development of India and provides building blocks for downstream industries.
It is highly science based and provides valuable chemicals for various end produ
cts such as textiles, paper, paints and varnishes, leather etc., which are requi
red in almost all walks of life.
15
Chemical Industry is an important constituent of the Indian economy. Its size is
estimated at around US$ 35 billion approx., which is equivalent to about 3% of
India s GDP. The total investment in Indian Chemical Sector is approx. US$ 60 bi
llion and total employment generated is about 1 million. The Indian Chemical sec
tor accounts for 13-14% of total exports and 8-9% of total imports of the countr
y. In terms of volume, it is 12th largest in the world and 3rd largest in Asia.
Currently, per capita consumption of products of chemical industry in India is a
bout 1/10th of the world average. Over the last decade, the Indian Chemical indu
stry has evolved from being a basic chemical producer to becoming an innovative
industry. With investments in R&D, the industry is registering significant growt
h in the knowledge sector comprising of specialty chemicals, fine chemicals and
pharmaceuticals.
The Indian Chemical Market Segment wise is as under:
Segment Market Value (billion US $)
Basic Chemicals 20
Specialty Chemicals 9
High End / Knowledge Segment 6
Total 35
Table 1: Classification of Indian Chemical Industry and market value of each seg
ment.
Source: Department of Chemicals and Petrochemicals (Govt. of India)
2. A.ii.a) Market size:
Indian Chemical Industry (size: US$ 35 billion)
Figure 2: Size of Indian Chemical Industry
Source: Department of Chemicals and Petrochemicals (Govt. Of India)
16
Figure 3: Classification of Indian chemical Industry and constituent of each seg
ment.
2. A.ii.b) State wise share in production of major chemicals:
Gujarat 53%
Maharashtra 9%
Madhya Pradesh 5%
Uttar Pradesh 6%
Tamil Nadu 6%
Punjab 4%
Others 17%
Total 100%
Figure 4: State wise share in Indian Chemical Industry.

Source: Department of chemicals and petrochemicals (Govt. of India)
2. A.ii.c) Ownership Pattern:
The ownership pattern of the chemical companies was inclined largely towards the
private limited category that account for 69% of the total sample. It is follow
ed by 11% of partnership firms indicating the huge gap between the largest and t
he second largest category in the sample. However, public limited entities accou
nt for 10% while 8% are proprietary concerns.
• 53% of the private limited companies deal in organic chemicals, 9% deal in speci
alty chemicals while 15% are involved in inorganic chemicals.
• 58% of the public limited companies deal in organic chemicals.
• 77% companies from the sample are established before 1990 while 21% are establis
hed after 1990.
17
Figure 5: Ownership pattern in Indian Chemical Industry.
Source: D&B Report on Indian Chemical Industry.
2. A.ii.d) Sub segment:
Manufacturing of organic chemicals seems to be the most popular sub segment with
around 34% of the sample companies involved in manufacturing of organic product
s. It is followed by 14% of the sample companies involved in the production of i
norganic chemicals, 12% in specialty chemicals and 5% in dyes and dyes and dye s
tuffs. 35% of the companies dealing in other chemical sub segments that comprise
of industrial gases, solvents etc display the high demand of products in this s
egment. 16% of the companies dealing in organic chemical s generate 100% of thei
r revenue exclusively through the domestic market.
Figure 6: Share of chemicals sub segments in Indian Chemical Industry.
2. A.ii.e) Nature of operations:
i) 79% of the companies are engaged exclusively in manufacturing, while 21%
are engaged in manufacturing as well trading. 58% of the manufacturing companie
s have single manufacturing facility while 42% operate with two or more plants.
31% of the companies
18
involved exclusively in manufacturing activity have invested up to Rs 50 mn in p
lant and machinery.
ii) 18% of the companies utilize 100% of their installed plant capacity whil
e 42% utilize between 70 - 99% of the installed capacity.
iii) More than 75% of the companies involved exclusively in manufacturing act
ivities operate at more than 50% of the capacity utilization.
iv) 9% of the companies have their manufacturing facility situated in the he
art of Mumbai city while 25% have their plants in the vicinity of Mumbai such as
Dombivli, Kalyan, Ambernath and Badlapur area.
v) 2% have their plants in the Navi Mumbai while 15% have their plants in T
arapur and Boisar.
vi) 33% of the total sample companies showed more than 33% revenue growth in
the last two years. 60% of the private companies accounted for the majority of
revenue growth displaying more than 33% in the last two years.
Figure 7: Nature of Operations in Indian chemical Industry.
2. A.ii.f) Sector Highlights:
i) Fine & Specialty Chemicals
70% of the Fine Chemicals produced in India find their way into the Pharmaceutic
al and Agrochemical sectors. Performance chemicals geared to customer need are b
eing developed locally particularly since there is growing demand for Specialty
chemicals like Sunscreens, Antioxidants, Biocides, etc.
Manufacturers of Fine Chemicals and specialties have major strengths in basic re
search facilities available with CSIR laboratories such as NCL, IICT & RRls as a
lso corporate R & D centers. This ensures that development of process know-how;
plant process design and engineers, detailed engineering design, commissioning a
ssistance and even consultancy for re-engineering are available at low cost.
19
ii) Basic Inorganic and Organic Chemical Industry
The Basic inorganic chemical and organic chemical industry constitutes a major s
egment of the country s economy.
These are raw materials for industries like detergents, toothpaste, plastics, dr
ugs, refining, etc. 10% of the Chlor-Caustic Plants use Membrane Cell Technology
which will find higher usage, as no new capacities are allowed for the mercury c
ell process.
iii) Drugs & Pharmaceuticals
The Indian Pharmaceutical Industry is the largest in the developing world. The i
ndustry currently produces a wide range of bulk drugs. In fact, India is current
ly a world leader in manufacture and export of basic drugs such as ethambutol an
d ibuprofe.
300 bulk drugs & formulation based on them are manufactured in the country. Ther
e are 10,000 manufacturing units, of which 290 units are in the large-scale sect
or, 45 Multi-National Companies (MNCs) have manufacturing bases here.
India is emerging as one of the largest and cheapest producers of pharmaceutical
s in the world, accounting for nearly 8.5% of the world s drug requirements in t
erms of volume, and ranks amongst the top 15 drug manufacturing countries in the
world. India being a signatory to the GATT accord, (and the TRIPs agreement the
rein) patent protection will be provided under the treaty obligations.
iv) Fertilizers
The Indian fertilizer industry has emerged as the fourth largest producer of fer
tilizers in the world after China, USA, Russia. Nitrogenous and phosphatic ferti
lizers are produced indigenously, while requests for potassic fertilizers are me
t through imports.
India has achieved near self-sufficiency in inputs for the production of nitroge
nous fertilizers, but for the production of phosphatic fertilizers, the country
continues to rely on imports of raw materials (rock phosphate and sulphur and fo
r intermediates such as phosphoric acid).
v) Petrochemicals
The petrochemical industry of India is less than 40 years old. The sector has a
significant growth potential. Although the current per capita consumption of pet
rochemicals products is low, demand for the same is growing 10% during the Sixth
Plan, 13.2% during the Seventh Plan, 25% expected during the Eight Plan.
20
vi) Dyes & Pigments
There are about 50 units in the organized sector and about 900 units in the smal
l scale sector. The Installed Capacity:
37,000 MTA Organized Sector. 10,000 MTA Small Scale Sector
Nearly 80% of the dyes manufactured are utilized by the textile industry,
with the balance going to into paints, printing inks, rubber & leather.
vii) Pesticides & Agrochemicals
India is currently the largest manufacturer of Pesticides in Asia. The pesticide

s demand from the agriculture sector is expected to go up to 97,000 tonnes by ye
ar 2000. More than 60 grade tehnical chemicals are maufactured indigenously.
Some 125 units are engaged in the manufacture of the above and over 500 units a
re making pesticide formulations.
In agrochemical, India manufacture significant quantities of synthetic pyrethroi
ds, such as fenvalerate and cypermethrin, endosulphane, and organophosphate rang
e of agrochemicals, including monocrotophos. India is also a dominant producer o
f isoproturon, a weedicide accounting for nearly 25% of the world-wide productio
n.
2. A.iii) Characteristics of Indian Chemical Industry:
Figure 8: Characteristics of Indian Chemical Industry.
21
The global chemical industry, estimated at US$ 2.4 trillion, is one of the fast
est growing sectors of the manufacturing industry. Despite the challenges of esc
alating crude oil prices and demanding international environmental protection st
andards now adopted globally, the chemicals industry has still grown at a rate h
igher than the overall-manufacturing segment.
As per industry reports the pharmaceutical segment contributes approximately 26%
of the total industry output and approx. 35-40% is dominated by the petrochemic
al segment. Commodity chemicals is the largest segment in the chemicals market w
ith an approx. size of $ 750 billion while the specialty and fine chemicals segm
ent accounts for $ 500 billion.
Some of the major markets for chemicals are North America, Western Europe, Japan
and emerging economies in Asia and Latin America. The US consumes approximately
one-fifth of the global chemical consumption whereas Europe is the largest cons
umer with approx. half the consumption. The US is the largest consumer of commod
ity chemicals whereas Asia Pacific is the largest consumer of agrochemicals and
fertilizers
World wide Chemical market share:
Figure 9: World wide chemical market share.
Source: KPMGCHEMTECH Report on Indian Chemical Industry.
22
2. A.v) Growth of Indian Chemical Industry
The Indian Chemical Industry forms the backbone of the industrial and agricultur
al development of India and provides building blocks for several downstream indu
stries. According to the Department of Chemicals and Petrochemicals, the Indian
chemical industry is estimated to be worth approximately US$ 35 bn, which is abo
ut 3% of India’s total GDP. The total investment in the Indian chemical industry i
s approximately US$ 60 bn and total employment generated was about 1 mn. In term
s of volume, it is 12th largest in the world and 3rd largest in Asia.
Exports of chemicals from India have increased significantly and account for abo
ut 14% of total exports and 9% of total imports of the country. The Indian chemi
cal industry comprises both small and large-scale units. Fiscal concessions gran
ted to the small sector in the mid-eighties led to the establishment of a large
number of units in the Small Scale Industries (SSI) sector.
The major sub segments of this industry include alkali, organic chemicals, inorg
anic chemicals, pesticides, dyes & dyestuffs and specialty chemicals. The Indian
chemical industry deals in products like fertilizers, bromine compounds, cataly
st, sodium and sodium compounds, dye intermediates, inks and resins, phosphorous
, paint chemicals, coatings, isobutyl, zinc sulphate, zinc chloride, water treat
ment chemicals, organic surfactants, pigment dispersions, industrial aerosols an
d many more.
The commodity chemicals are the largest segment in the chemical market. Some of
the major markets for chemicals are North America, Western Europe, Japan and eme
rging economies in Asia and Latin America. The Indian chemical industry is matur
ed and is in the midst of a major restructuring and consolidation phase. Globali
zation has opened the doors for this sector to capture a major part of the globa
l market pie.
The sector has experienced many reforms in India and is expected to grow at 15%
p.a. in the near future. The investment in R&D will also play a vital role in th
is sector. In a nutshell, the Indian chemical industry has a large potential to
grow in domestic as well as in export markets. In the current market conditions,
with an appreciating rupee, pricing will be a crucial factor while competing wi
th other exporting countries.
The chemical industry which includes, as per National Industrial Classification,
basic chemicals and its products, petrochemicals, fertilizers, paints and varni
shes, gases, soaps, perfumes and toiletries and pharmaceuticals is one of the mo
st diversified of all industrial sectors covering thousands of commercial produc
ts. Its contribution to the GDP of the country is around 3 per cent.
23
2. A.v.a) Index of Industrial Production:
Based on IIP data released by MOSPI on 9th April, 09, the following important po
ints are noteworthy:
i) The growth of IIP stands at 2.8% for the period April-Feb, 2009 and (-)
1.2% for the month of February 09 over the corresponding periods of the previou
s year.
ii) Out of 17 industry groups, 8 industry groups including ‘Basic Chemicals a
nd Chemical Products’ have registered positive growth in the month of February 09
compared to the corresponding month of the previous year. The growth in ‘Basic Che
micals and Chemical Products’ during April, 08- February 09 was 2.4% and 2.2% in t
he month of February, 2009.In contrast, manufacturing sector as a whole register
ed negative growth at 1.4% in February 2009. The behaviour of IIP during 2002-03
to 2008-09 has been depicted in the following figure 10.
Figure 10: Index of Industrial Production (IIP).
Source: Ministry of Statistics and Program Implementation, Annual Report 2008-20
09.
iii) Basic chemicals and chemical products account for 14% in overall Index o
f Industrial production (IIP). The trends in indices of IIP vis-à-vis ‘Basic chemica
ls and Chemical products’ during 2002-08 are exhibited in Table–2.
24
Years IIP (Overall) Manufacturing Basic chemicals and chemical products in
cluding in manufacturing
2002-03 176.6 183.1 191.8
2003-04 189 196.6 208.4
2004-05 204.8 214.6 238.6
2005-06 221.5 234.2 258.5
2006-07 247.1 263.5 283.4
2007-08 268 287.2 313.4
2008-09 (upto Feb,09) 272 291.5 321.6
Growth (%) (07-08/02-03) 8.7 9.42 10.32
Table 2: Index of Industrial Production (1993-94 =100)
Source: Ministry of Statistics and Program Implementation, Annual Report 2008-20
09.
iv) The compound annual growth rate of (CARG) of the ‘Basic chemicals and Chem
ical products’ was higher at 10.32% against 9.42% in manufacturing sector and 8.70
% in the overall industrial production during 2007-08 over 2002-03. During April
2008–Feb 2009, ‘Basic 6 chemicals & Chemical products’ index was higher at 321.6 comp
ared to 291.5 for manufacturing and 272.0 for overall industrial production inde
x. 2.4 Prices of chemicals and chemical products increased by 5.5% as against 4.
9% in manufacturing sector and 4.6% in respect of ‘All commodities registered duri
ng the year 2007-08 over 2006-07.
2. A.v.b) Industrial Investment Trends in Chemicals:
i) The total investment in chemicals (excluding fertilizers) was of the ord
er of 4.45 lakh crore out of total industrial investment of 44.03 lakh crore fro
m August 1991 to July 08.
Parameter Chemicals (Except Fertilizers) Others Total
Total Investment (Rs.Cr.) 444830 3957956 4402786
%age to Total 30.3 89.9 100
Numbers of IEMs Filed 9116 64829 74945
%age to Total 12.16 87.84 100
Proposed Investment (Rs.Cr.) 408279 3864523 4272802
%age to Total 9.56 90.44 100
Proposed Employment (Nos) 1229807 14621421 15851228
%age to Total 7.76 92.24 100
Table 3: Industrial Investments under Chemicals (August 1991- July 2008)
Source: Ministry of Chemicals and Fertilizers, Annual Report on Indian Che
mical Industry, 2008-2009
2. A.v.c) International Trade in Chemicals & Petrochemicals:
i) Exports and imports of Chemicals and Petrochemicals during 2002- 03 to 2
008-09 (up to Feb., 09) have shown upward trends, as exhibited in the following
figures.
25
Figure 11: Exports of Chemicals and Petrochemicals during 2002- 03 to 2008-09.
Source: Ministry of Chemicals and Fertilizers, Annual Report on Indian Chemical
Industry, 2008-2009
Figure 12: Imports of Chemicals and Petrochemicals during 2002- 03 to 2008-09.
Industry, 2008-2009
ii) The growth in exports of chemicals and petrochemicals during April, 08-
Feb, 09 was 23.81% over the corresponding period of last year which is quite imp
ressive, given the overall global economic slowdown and depreciation of rupee vi
s-à-vis US dollar. However, the growth in imports during the corresponding period
was higher at 40.07%.
iii) The share of imports of Chemical and Petrochemicals in the total nationa
l imports ebbed from 9.0% to 6.7% during the period 2002-03 to 2008- 09 (Feb, 09
) whereas the share of exports declined marginally from 11.2% to 10.9% during th
e corresponding period.
Exports and Imports–Chemicals and Petrochemicals. (Figures in Rs.
Crore)
Items/years 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 (upto Fe
b,09) CARG *(%)
A: Total National Exports 255137 293367 375340 456418 571779 655864
705232 20.78
a) Chemicals 17397 20679 25574 33462 39351 43482 64796 20.11
b) Petrochemicals 11186 13444 17492 17268 21801 22199 12338
14.69
26
c) Sub-Total (a+b) 28583 34123 43066 50730 61152 65681 77134
18.1
d) Share of Chemicals & Petrochemicals in Total Exports (%) 11.2 11.6
11.5 11.1 10.7 10 10.9
B: Total National Imports 297206 359108 501065 660409 840506 1012312
1223213 27.78
a) Chemicals 20190 25258 32838 40492 47914 54422 66169 21.93
b) Petrochemicals 6674 7865 10018 14141 16339 18677 15895
22.85
c) Sub-Total (a+b) 26864 33123 42856 54633 64253 73099 82064
22.17
d) Share of Chemicals & Petrochemicals in Total Imports (%) 9 9.2
8.6 8.3 7.6 7.2 6.7
*Compound Annual Rate of Growth (2007-08 over 2002-2003)
Table 3: Exports and Imports–Chemicals and Petrochemicals.
Industry, 2008-2009
2. A.v.d) Production of Selected Major Chemicals (2002-03 to 2008-09):
i) The Dyestuff sector is one of the important segments of the chemical ind
ustry in India, having forward and backward linkages with a variety of sectors l
ike textiles, leather, paper, plastics, printing inks and foodstuffs. The textil
e industry accounts for the largest consumption of dyestuffs at nearly 70 percen
t. From being importers and distributors in the 1950s, it has now emerged as a v
ery strong industry and a major foreign exchange earner. India has emerged as a
global supplier of dyestuffs and dye intermediates, particularly for reactive, a
cid, vat and direct dyes. India accounts for approximately 7 percent of the worl
d production.
ii) Chemical fertilizers and pesticides played an important role in the ‘Green
Revolution’ during the 1960s and 1970. Indian exports of agrochemicals have shown
an impressive growth over the last five years. The key export destination marke
ts are USA, U.K., France, Netherlands, Belgium, Spain, South Africa, Bangladesh,
Malaysia and Singapore. India is one of the most dynamic generic pesticide manu
facturers in the world with more than 60 technical grade pesticides being manufa
ctured indigenously by 125 producers consisting of large and medium scale enterp
rises (including about 10 multinational companies) and more than 500 pesticide f
ormulators spread over the country.
iii) Basic chemicals undergo several processing stages to be converted into d
ownstream chemicals. These are used by the agriculture sector and industry, besi
des direct use by the consumers. Agriculture and industrial usages of chemicals
include auxiliary materials such as adhesives, unprocessed plastics, dyes and fe
rtilizers, while direct usage by the consumers include pharmaceuticals, cosmetic
s, household products, paints etc.
27
The production of major basic chemicals during 2002-03 to 2008-09 is exhibited i
n table-4 and figure-13.
Table 4: Production of Selected Major Chemicals (2002-03 to 2008-09) (In 000’ MT)
Industry, 2008-2009.
The production of major chemicals has been exhibited in the following figure
Figure 13: Production of Selected Major Chemicals.
Industry, 2008-2009
28
2. A.vi) Future plans
82% chemical companies have envisaged strategies for future growth. The plans ra
nge from capacity expansion, modernization to new market entry and diversificati
on.
• Companies operating in organic chemicals are keen for capacity expansion and div
ersification
• Of the companies interested in capacity expansion, 80% belong to the private lim
ited category
• Of the companies interested in diversification, 65% are private limited companie
s
Figure 14: Future Plans of Indian chemical Industry.
2. A.vii) Chemical Weapons Convention
Chemical Weapons Convention (CWC) is a universal nondiscriminatory, multilateral
, disarmament treaty, which bans the development, production, acquisition, trans
fer, use and stockpile of all chemical weapons. India is an original signatory t
o this Convention as also an important Member State with a fairly well developed
chemical industry. As on 22.04.2009, 188 countries have signed and notified the
Convention.
To be able to discharge the obligations under the Convention, each country is re
quired to have a domestic legislation, which makes the filing of correct informa
tion with the Organization for Prohibition of Chemical Weapons (OPCW – the interna
tional body based at the Hague, the Netherlands), which is responsible for imple
mentation of CWC on various activities in respect of chemicals relevant to the C
onvention, mandatory. The Chemical Weapons Convention Act 2000, which gives forc
e of law to the provisions of the CWC, is in force in the country w.e.f. 1st Jul
y 2005. Department of C&PC is the administrative department for this Act.
Each State Party to the Convention is required to make annual declarations of th
e production, import and export of scheduled chemicals and their production faci
lities. Also, declarations in
29
respect of a relatively large number of plant sites classified as Other Chemical
Production Facilities (also called OCPF), whose facilities can be potentially u
sed for producing chemical weapons, are required to be made. The Department has
been regularly submitting such declarations covering the chemical industry. Insp
ections are routinely conducted by the OPCW to ensure that the activities in sch
eduled chemicals are in accordance with the provisions of the Convention. India
has so far received sixty four (64) inspections, of which 17 were hosted during
2008. The Department of C&PC deputes escort officers to the industrial units for
facilitating advance preparation for hosting inspections as also for its smooth
execution.
2. A.viii) Facts or milestones of Indian Chemical Industry
Chemical industry is one of the oldest industries in India. It not only plays a
crucial role in meeting the daily needs of the common man, but also contributes
significantly towards industrial and economic growth of the nation. The industry
, including petro-chemicals, and alcohol-based chemicals, has grown at a pace ou
tperforming the overall growth of the industry.
i) Over $35 billion industry in 2006-07 - constitutes about 3% of GDP; 17.6
% of manufacturing sector - a significant component of the Indian economy.
ii) India is the 12th largest producer of chemicals in the world.
iii) Manufactures more than 70,000 products.
iv) Exports of over $17 billion in 2006-07 (14% of total exports from India)
v) However, India constitutes a relatively small portion of the global mark
et 1.9% of global sales and 1.5% of international trade.
vi) The global chemical market is estimated at approximately USD 1.7 trillio
n. Western Europe is the largest chemical-producing region followed by North Ame
rica and Asia.
vii) The Indian Chemical Industry ranks 12th by volume in the world productio
n of chemicals. The industry’s current turnover is about USD 30.8 billion which is
14% of the total manufacturing output of the country.
viii) The export of chemicals in the year 2002 was USD 5.875 billion, which fo
rms almost 0.9 % of the world export of chemical products and about 13% of the c
ountry’s total export. Substantial proportion of these exports goes to the USA, Eu
rope and other developed nations. Its contribution to the national revenue by wa
y of custom and excise
30
duties is about 20%. India is strong in basic chemicals that go into production
of consumer items like paints, dyes, soaps, medicines, toiletries, cosmetics, et
c.
ix) In terms of consumption, the chemical industry is its own largest custom
er and accounts for approximately 33 per cent of the consumption. In most cases,
basic chemicals undergo several processing stages to be converted into downstre
am chemicals. These in turn are used for industrial applications, agriculture, o
r directly for consumer markets. Industrial and agricultural uses of chemicals i
nclude auxiliary materials such as adhesives, unprocessed plastics, dyes and fer
tilizers, while uses within the consumer sector include pharmaceuticals, cosmeti
cs, household products, paints, etc.
x) India also produces a large number of fine and specialty chemicals, whic
h have very specific uses and are essential for increasing industrial production
. These find wide usage as food additives, pigments, polymer additives, anti-oxi
dants in the rubber industry, etc. Some of the important manufacturers of specia
lty chemicals include NOCIL, Bayer (India), ICI (India), Hico Products and Colou
rchem.
xi) The Dyestuff sector is one of the important segments of the chemicals in
dustry in India, having forward and backward linkages with a variety of sectors
like textiles, leather, paper, plastics, printing ink and foodstuffs. The textil
e industry accounts for the largest consumption of dyestuffs at nearly 80%. From
being importers and distributors in the 1950’s, it has now emerged as a very stro
ng industry and a major foreign exchange earner. India has emerged as a global s
upplier of dyestuff and dyes intermediates, particularly for reactive, acid, vat
and direct dyes. As for a global production of dyes is concerned, India account
s for 6% of the world production.
xii) Chemical fertilizers and pesticides played an important role in the "Gre
en Revolution" during the 1960s and 1970s. The consumption of pesticides in Indi
a is low in comparison to other countries. Indian exports of agrochemicals have
shown an impressive growth over the last five years.
xiii) The key export destination markets are USA, UK, France, Netherlands, Bel
gium, Spain, South Africa, Bangladesh, Malaysia and Singapore.
xiv) The Government is promoting research on the use of alternative and unhar
mful pesticides using neem seeds. A country programme entitled "Development and
Production of Neem Products as Environment Friendly Pesticides" is being underta
ken
31
by the Department of Chemicals & Petrochemicals with the financial assistance of
United Nations Development Programme (UNDP)/ United Nations Industrial Developm
ent Organization (UNIDO). The project is being implemented at two locations viz.
, Nimpith in West Bengal and Nagpur in Maharashtra to promote production, proces
sing and use of neem-based products, thereby aiding wasteland development, gener
ating rural employment and providing farmers with eco-friendly/bio-degradable pe
sticides.
2. A.ix) Major Players, Their Market Share and Position of PCCPL in
Indian Chemical Industry.
Company Market Cap. Rs. (cr)
United Phos 7,076.97
Tata Chemicals 5,391.26
Pidilite Ltd 3,016.56
Guj Gas 2,014.81
Guj Flourochem 1,521.97
Boc India 1,382.03
Himadri Chem 1,067.02
Guj Alkali 787.61
BASF 750.84
Solar Ind 538.51
Punjab Chemical 97.08
Table 5: Major players and their market share.
Source: http://www.moneycontrol.com/india/stockpricequote/chemicals/punj
ab- chemicalscrop- protection/PCC03
PCCPL’s Indian infrastructure is more inclined towards fungicides & herbicides whi
ch supports the company’s long-term retail forward integration strategy & growth p
lan.
Since insecticides are the largest segment in India, it is more competitive whil
e herbicides & fungicides is less competitive being a new (niche product).
Overseas also the growth potential is immense. Example in developed countries: e
nvironmentally friendly herbicides are preferred (account for nearly 65% of the
market share) while use of insecticides is declining (barely 20%). Share of fung
icides is fast growing and is estimated to be about 15% of the market.
32
Figure 15: Relative Market Share and Positioning of PCCPL.
Source: PCCPL
2. A.x) Opportunity for Indian Chemical Industry
Chemicals sector is expected to grow at
over 15% p.a. India requires large investments in chemical plants.
2. A.x.a) Outlook:
i) Projected to grow to a US$70 billion industry by 2012
ii) Growth rate of over 15% p.a. projected over the next 5 years
iii) Share of the global industry could increase from 1.9% (2007) to 2.6% (20
12)
iv) India is expected to be the third largest polymer consumer by 2010
33
2. A.x.b) Potential:
i) Large and growing domestic market potential due to low per capita consum
ption of key petrochemical derivatives
ii) 5 kg. against global average of 25 kg. for plastics
iii) 4 kg. against global average of 23 kg. for polymers
iv) Good R&D base with access to low-cost, high-quality human resources
v) Proven capability for chemical process development
vi) Major raw materials are available within the country or readily importab
le
vii) SEZs have no import tariffs and provide income tax concessions
viii) PCPIRs with a refinery/ petrochemical feedstock company as an anchor ten
ant would be suitable locations for domestic and export led production in petrol
eum, chemicals & petrochemicals
ix) Strategic location: In the heart of the high-growth markets of India, As
ia and the Middle East
x) Major opportunities lie in all segments: Basic, Specialty and Knowledge
Chemicals
xi) A strong global presence in the export of dyes, pharmaceuticals and agro
chemicals
xii) Investment opportunity of over US$75 billion in the next 10 years
2. A.xi) SWOT Analysis of Indian Chemical Industry
2. A.xi.a) Strengths:
• A diversified manufacturing base

• Vibrant downstream industries in different segments.
• Competitive core industries.
• Capability to produce world-class end products.
• Strong presence in some export market segments.
• Large domestic market.
• Raw material component sources within the country.
• Good R&D base and quality human resources
34
2. A.xi.b) Weakness:
• Very high cost and poor quality of power.
• Chemical industry is highly capital-intensive, cost of finance in India is very
high.
• Infrastructure facilities are not of world class.
• Legacy of Past policies of Industrialization
• Low Investment in R&D to be able to sell value added products and compete in dev
eloped countries is absent.
• Locational disadvantages, such as extra transport cost for raw materials as well
as finished products.
• Plant sizes are not comparable to world scale operations.
• Multiple levies (various taxes and duties likes sales tax, turnover tax, Octroi,
service tax, electricity duty and cross subsidies etc).
2. A.xi.c) Opportunities:
• Success stories in Dyes and Agro-chemicals have boosted the confidence to take o
n global competition squarely.
• The markets in the developed countries are opening up and India can take advanta
ge of this.
• A large number of products are going off patent.
• With the knowledge available in the country, there is a tremendous potential to
grow and increase exports in Dyestuff and Agrochemicals market.
• India has the capacity for major value addition, being close to Middle East. Thi
s is a relatively cheaper and abundant source for petrochemicals feedstock.
2. A.xi.d) Threats:
• Quantitative Restrictions for imports have been removed already. Most of the che
micals are now in the Open General List (OGL) of import.
• Tariff levels in Indian for most chemicals are significantly higher than in othe
r countries manufacturing the chemicals.
• Pressure on the government to reduce these tariff levels.
• Unless industry acquires competitiveness, it may face extinction
35
2. A.xii) Competitive Advantage of India
i) Large resource of scientific and technical manpower.
ii) Large domestic market for various sectors of chemicals.
iii) Long coast line and abundant availability of salt.
iv) Tropical region: facilitating open storage for bulk chemicals.
v) A developed financial market.
vi) A large English-speaking population
vii) Rapid growth in Information Technology provides competitive access to th
e rich European and American market.
2. A.xiii) Recommendations for Rejuvenation Of Indian Chemical Industry
Both For Authorities & Industry
2. A.xiii.a) Infrastructure:
i) Government should promote world class infrastructure facilities like Por
ts, Roads, Storage facilities, Pipelines, etc.
ii) Mega Chemical Industrial Estates with built in infrastructure need to be
promoted at selected locations.
iii) Existing chemical industrial estates need to be upgraded to global stand
ards based on defined scope and time frame.
iv) Developing clusters of existing units in the form of “Chemical Industry Pa
rks”.
v) Knowledge and Technology.
vi) Collaboration between R&D laboratories and industrial units.
vii) To deal with handicaps in the Indian chemical industry provide sector wi
se solutions.
2. A.xiii.b) Energy:
i) Access to natural gas.
ii) Industry needs to have Captive Power Plants.
iii) Duty Free import of power plant and machinery.
iv) Electricity so generated should be exempted from any duties and taxes.
v) Chemical industry should be given priority in allocation of railway wago
ns for coal.
36
2. A.xiii.c) Finance:
i) Cost of Capital should be brought down.
ii) Technology Upgrading funds need to be created in line with Textile Indus
try.
iii) Small Scale Industries (SSI) limits should be extended to Rs.5 crores fr
om the present level of Rs.1 crore.
iv) Disinvestments of Public Sector and acquisition by Private Sector need t
o continue.
2. A.xiii.d) Duties and Taxes:
i) Customs Duty on capital goods and spares to be brought down to 0-5%.
ii) Import Duty on Feedstock, Raw Materials, and Fuel Oil, Natural Gas, etc.
need to be lowered to 5%
iii) The current level of tariffs for intermediates and chemical products nee
ds to be continued
iv) Until the above disadvantages are rectified, the country should not ente
r into any further Free Trade Agreements (FTAs).
2. A.xiii.e) Action by Industry:
i) Industry should improve their plants by debottlenecking and expansions u
sing appropriate technology.
ii) Industry should build only economic size plants with best of technology
and Engineering and which are environment friendly
iii) Industry needs to continuously find innovative ways of improving custome
r value proposition in marketing of its products.
iv) Supply Chain Management/ Business processes must inculcate the best pract
ices using Information Technology and Automation.
v) Industry must continuously drive down costs.
vi) Industry should invest in projects overseas.
vii) India must accept Intellectual Property Rights.
viii) Restructuring and consolidating industry segments and expanding markets
by strategic alliances.
37
2. B) Company Profile
38
2. B.i) History of the Company
PCCPL has a history of various ups and downs, but have always remained focused o
n customers changing requirement, growth area and market scenario.
Punjab Chemicals & Crop Protection s (PCPL) was incorporated in 1975 as a joint
venture between Excel Industries and Punjab State Industrial Development Corpora
tion. The company began by producing oxalic acid and diethyl oxalate. It regular
ly expanded capacities and soon became a leading producer of both products. The
company got a major boost in the mid-1990s when it launched a high-value export-
oriented herbicide. It soon became a major producer of this product worldwide. I
t further diversified into pharmaceuticals when it acquired DSM’s stake in Alpha D
rugs India (ADIL).
After going through a rough patch during 2000-02, which culminated in a loss of
Rs 1.85 crore, the company has bounced back successfully. Top line has grown at
a CAGR of 36% and net profit has improved at a CAGR of 82% over last three years
. It has managed this by introducing new export oriented herbicides and expandin
g its product range in chemicals by developing high value intermediates mainly f
or the pharmaceutical sector. The company’s product portfolio has also become well
diversified and now consists of agrochemicals, industrial chemicals & intermedi
ates and pharmaceuticals.
YEAR EVENTS 1975 - The Company was Incorporated on 19th November. The company s
object is to manufacture of malathion and other agro-chemicals and pesticides.
• The company entered into a technical and financial collaboration with Excel Indu
stries Ltd. (Excel) for the manufacture of malathion technical. Punjab State Ind
ustrial Development Corporation (PSIDC) also subscribed to 26% of the equity cap
ital of the Company.
• The Company applied to Govt. for registration for the manufacture of 600 tonnes
of Di-ethyl Oxalate (DEO).
• All shares taken up by promoters, directors, etc.
1976 - Issued 1,87,360 shares to PSIDC and 1,87,500 shares to Excel Industries,
Ltd. 3,75,000 shares then issued at par of which 7,500 shares reserved and allot
ted to PSIDC. The balance 3,67,500 shares offered to the public in February 1977
.
1981 - Power connection for the oxalic acid unit was given in July and the trial
runs were started. The Company planned to manufacture quinaphos technical in th
e same existing
39
malathion plant with some minor modifications. The Company also received a lette
r of intent for the manufacture of ethyle acetate (500 tonnes per annum). The ex
isting facilities were used to produce Ibuprofen, a widely accepted drug in the
market, from August 1986.
1984 - The name of the company was changed from Punjab United Pesticides and Che
micals Ltd., to its present one.
1987 - In June 1988, 1,87,500 shares were offered at par as rights in prop. 1:4
(all were taken up). Another 50,000 shares were offered to employees and directo
rs, but only 42,400 shares taken up. The balance 7,600 shares were allowed to la
pse.
1989 - Equipments required to enhance the production capacity at the Derrabassi
factory were installed.
• 11,26,900 shares (including 1,47,000 shares as retention) were offered as rights
at (prem. Rs.30 per share; prop. 1:1). In June - July 1989 of which 11,24,774 s
hares were allotted. Allotment of another 138 shares to NRIs was pending. Anothe
r 56,295 shares (including retention of 7,300 shares) were offered at a prem. of
Rs.30 per share to employees and Indian working directors but only 49,000 share
s taken up. The balance 7,295 shares were allowed to lapse.
1990 - Manufacture of Sodium Nitrite from the waste Nox gases coming out of oxal
ic acid plant commenced. Also production of sodium oxalates and spray dried sili
ca from the ash obtained after burning rice husk in the boilers, commenced. Also
SIA registration was received to manufacture various oxalates with bi-product s
odium carborate.
2. B.ii) Profile of the Company
Spread over 12 hectares of land, the flagship plant of PCCPL manufacturing Crop
Protection products is situated at Chandigarh, about 250 kilometers from New Del
hi, the Indian capital. The workforce strength numbers 428, all of them dedicate
d, trained and skilled at their job of manufacturing world class Crop Protection
products. The company’s shares are listed in Mumbai, Delhi & Ludhiana stock excha
nges.
PCCPL is one of the leading integrated agrochemical player with a stronger prese
nce across the agro-chemical value chain i.e. intermediates, technical bulk, bra
nded formulation and wide distribution network. Apart from Agro-chemicals, it ha
s respectable presence in Pharmaceutical Intermediates, API s, Phosphorous Deriv
atives and Specialty Chemicals. In the Agro chemical
40
space, PCCPL is proud to be the largest manufacturer and exporter of oxalic acid
and its derivatives in the world. It exports technical bulk and formulations to
across 60 countries. PCCPL has seven state-of-the-art manufacturing sites compl
ying with international standards, strategically located in different parts of I
ndia—all ISO 14000 and ISO 9001 certified, and commands support from its R&D stren
gths and unparalleled Pilot Plant facilities.
The company s Export Division and International Sourcing Division work in tandem
to give quality assistance to Indian as well as global customers. The customers
are spread over five continents and in sixty countries.
PCCPL not only committed to supply quality products with international standards
, but also continuously strive to meet the requirements in today s competitive w
orld, satisfying the needs of every customer within India and around the world.
No wonder, more and more global companies look to PCCPL as a preferred Indian pa
rtner whom they can trust. The company is growing at a pace that keeps all the p
lants busy despite continuous upgrade and expansion. That is because PCCPL under
stand the concerns of the Agricultural industry very well. The objective is to o
ffer not just products—but Crop Protection Solutions. The focus is always on devel
oping products that can offer the desired protection without compromising either
the economic efficiency or disturbing the environmental balance.
It has a diverse range in crop protection chemicals that include 6 Technical, 7
branded bulks and around 40 branded formulations at present. It is in the proces
s of adding more Technical and wide variety of branded formulations in the near
future. With this new initiative, the company is trying to touch the hearts of
farmers by educating them on judicious use of pesticides which lead to better cr
op yields at lower costs and with due concern for the environment. Its endeavor
is to offer wide variety of formulations through vast network of channel partner
s at right prices. PCCPL commitment is to make available the entire range of pro
ducts through a wide network of channel partners which will extend support to th
e farmer community at the right time and place. Since its inception, Punjab Chem
icals and Crop Protection Ltd., is obsessed with quality. With its stringent qua
lity assurance practices and ecologically friendly operations, it endeavour to o
ffer the best quality Agro chemicals.
41
Figure16: Subsidiary companies of PCCPL
Source: PCCPL
Figure 17: Product Range of PCCPL and Their Overall Contribution in Its Revenue.
Source: PCCPL
42
2. B.ii.a) Major Locations
With seven strategically located manufacturing plants across the breadth of a gi
ant peninsula like India, the company is in a unique position to exercise comple
te logistic control over its operations from processing raw materials to handlin
g diverse reactions, and from manufacture to shipment. The scattering of plants
also ensures that the production process is never hindered due to vagaries of c
limate, supplies, markets or labor problems.
Figure 18: Location of Major Offices of PCCPL in India & Overseas
Source: PCCPL
i. Agrochemicals Division, Derabassi: Located near Chandigarh, 250 kms. no
rth of the capital city New Delhi, & spread over 12 hectares of land employing a
team of 550 dedicated people, this is the flagship plant of the company to prod
uce a range of world-class Agrochemical technicals & intermediates mainly in the
field of crop protection.
ii. Agro-Formulations Division, Chiplun & Vadodara: Value addition to agroch
emicals comes from a range of formulations in the form of PC brand of WDG, SC, W
P, EC range of products from its Chiplun plant, 300 kms. south of Mumbai which p
roduces a range of Sulphur formulations. Another unit is in Vadodara, about 400
kms. north of Mumbai
43
which produces various other formulations. The products are distributed to India
n farmers through a network of ever increasing sales depots all over India.
iii. Pharma Division – Alpha Drugs, Lalru: Also located near Chandigarh and spr
ead over 10 hectares of land employing 250 trained people, the unit is a cGMP ap
proved facility for the manufacture of bulk drug & pharma intermediates. The uni
t also undertakes custom synthesis.
iv. Industrial Chemicals Division, Pune: 200 kms. south of Mumbai city & wit
h 2 units close by, it produces a variety of Phosphorous based compounds which f
ind its application into pharmaceutical, beverage, plastic, paint & a variety of
other industries.
v. Industrial Chemicals Division, Tarapur: This unit located 100 kms. north
of Mumbai City, is a multi-purpose facility for the production of a range of sp
ecialized intermediates for the agro & pharma industries. The unit also manufact
ures high value products in kilo levels and also undertakes specialized custom s
ynthesis activities.
vi. Sintesis Quimica, Argentina: Sintesis Quimica SAIC in an Argentine compa
ny founded in 1951 and engaged in manufacturing of Industrial Chemicals, Agroche
micals, formulation of Agrochemicals & Biological Products. It has created a nam
e of itself in the National as well as international market. In 2006 the company
became wholly owned subsidiary of SD Agchecm (Europe) NV which belongs to Punja
b Chemicals & Crop Protection Ltd.
vii. Agrichem B.V. Netherlands: Agrichem B.V. with headquarters in Oosterhout
(The Netherlands) has a state of Art Formulation plant for Crop Protection It h
as whole owned subsidiaries to support its exports in the United Kingdom, Irelan
d, Denmark, Belgium and Switzerland. Continuous focus and investments in regist
rations has enabled Agrichem to increase its export markets year by year into Fr
ance, Italy, Spain, Portugal, Germany, Poland and Eastern Europe.
Furthermore, Agrichem has a professional registration team who has an excellent
knowledge of the registration procedures in the European Union. Together with ou
r internal chemists and agronomists we are developing and launching new and rene
wed products. Agrichem has its own Laboratory under Good Laboratory Practice (GL
P) which gives us an extra guarantee that the in– and out coming products are of e
xtended quality. In addition, it gives us reliable test data for forming the pro
duct data packages
44
2. B.ii.b) Share Holding Pattern as on 6/30/2009
Domestic ( in %age ) Institutions ( in %age ) Foreign ( in %age )
Promoters 47.32 IFCI 9.38 Foreign NRI 0.21
Directors 0 Foreign Institutions 0.74
Subsidiary Companies 0 Foreign Promoters 0.04
Other Companies 6.36 Total 9.38 Total 0.99
State Govt 0
Central Govt 1.85
Govt Companies 0
Govt Others 0
NBanks Mutual Funds 0.11
Holding Companies 0
General Public 34
Employees 0
Person Acting in Concert 0
Total 89.63
Table 6: Share Holding Pattern as on 6/30/2009.
Source: PCCPL
2. B.ii.c) The Management Team:
Board of Directors
Name Designation
Mr. Mukesh D Patel Director
Mr. Vijay Rai Director
Mr. Ajith R Sanghvi Director
Mr. Jai Parkash Bhambhani Director
Mr. Avtar Singh Director
Mr. Atul G Shroff Director
Mr. Rupam Shroff Whole Time Director
Capt. S. S Chopra Director
Mr. G Narayana Chairman / Chair Person
Mr. Shalil Shroff Managing Director
Mr. Shiv ShankerTiwari Whole Time Director
Mr. Jagdish R Naik Director
Key Executives
Name Designation
Mr. Bipul Joshi Chief Financial Officer
Mr. Punit K Abrol VP (Finance) & Secretary & Compliance Officer
45
2. B.ii.d) Aim of the Company:
The most persistent trait of PCCPL that pervades all dimensions of business phil
osophy is our consistent commitment to Quality Products. Our numerous customers
from five continents and sixty countries have been vouching for that for over 30
years now. Commitment to quality is a way of life at PCCPL, and these are not j
ust empty words. What has won our products recognition the world over is the fac
t that our definition of “Quality” means “taking into account customer’s requirements an
d expectations, keeping price at its competitive best, without losing the sight
of environmental welfare.” Driven by the commitment to complete customer satisfact
ion, we also go an extra mile to specially devise and manufacture tailor-made pr
oducts for customer’s specific needs. To us, no product idea is mean, and no custo
mer is small.
2. B.ii.e) The Vision:
We visualize PCCPL as a company that pursues its corporate goals related to manu
facture and marketing of world class products with industrious, enterprising act
ivity, but without losing the sight of ecological preservation and social respon
sibility.
2. B.ii.f) The Mission:
To innovate and manufacture products in compliance with current Good Manufacturi
ng Practices (cGMP s) for both domestic and international markets, create value
for customers and shareholders, and contribute to the welfare of the society.
2. B.iii) Recent Achievements and Milestones
19th Nov. 1975; established in joint collaboration with Excel Industries Ltd., M
umbai & PSIDC under the name of Punjab United Pesticides & Chemicals Ltd.
1976; Issued 1, 87,360 shares to PSIDC and 1, 87,500 shares to Excel Industries,
Ltd. 3,75,000 shares then issued at par of which 7,500 shares reserved and allo
tted to PSIDC. The balance 3, 67,500 shares offered to the public in February 19
77.
1981; Power connection for the oxalic acid unit was given in July and the trial
runs were started. The Company planned to manufacture quinaphos technical in the
same existing malathion plant with some minor modifications. The Company also r
eceived a letter of intent for the manufacture of ethyle acetate (500 tonnes per
annum). The existing
46
facilities were used to produce Ibuprofen, a widely accepted drug in the market,
from August 1986.
1983; Diversified into Diethyl Oxalate & Specialty products.
1984; The name of the company was changed from Punjab United Pesticides and Chem
icals Ltd., to its present one.
1987; In June 1988, 1,87,500 shares were offered at par as rights in prop. 1:4 (
all were taken up). Another 50,000 shares were offered to employees and director
s, but only 42,400 shares taken up. The balance 7,600 shares were allowed to lap
se.
1989; Equipments required to enhance the production capacity at the Derrabassi f
actory were installed.
1990; Manufacture of Sodium Nitrite from the waste Nox gases coming out of oxali
c acid plant commenced. Also production of sodium oxalates and spray dried silic
a from the ash obtained after burning rice husk in the boilers, commenced. Also
SIA registration was received to manufacture various oxalates with bi-product so
dium carborate.
1993 – 1994; Focused on Agrochemicals & Specialty chemicals.
2003; Established separate manufacturing facility for pharma sector by taking ov
er Alpha Drug India from DSM.
2006; Amalgamation of all group companies (STS, ADIL, IA & IC, PAURAJ).
2006; Formation of SD Agchem (Europe) NV. Belgium.
2006; Acquisition of Sintesis Quimica SAIC (a ten million dollar company), Arge
ntina , expanding its manufacturing base outside India.
2007; Acquisition of Agrichem BV. Netherlands for? 39.5 million (Rs 225 crore)..
2007; Takes stake in Source Dynamics plc, USA.
31st march 2008; Punjab Chemicals and Crop Protection Ltd (PCCPL), one of India
leading companies in agrochemicals, reported a 277 per cent rise in net profit
at Rs 26.51 crore for the financial year ending March 31, 2008 as against Rs 7.0
4 crore in the corresponding period last year.
47
xiii) B.iv) Product Range of the Company
Figure 19: Product range of PCCPL and Their use.
Source: PCCPL
2. B.v) Competitive Strengths
2. B.v.a) PCCPL has an experienced management team which are a blend of some you
ng and some of the old & highly experienced people from the agro & pharma indust
ry.
2. B.v.b) The production operations at each of the plants are managed by a team
of skilled technical engineers with the requisite technical know-how to carry ou
t production processes. It is through their consistent research and development
efforts in improving production processes that PCCPL have developed an extensive
range of products suitable for use in a multitude of applications.
2. B.v.c) Technical staffs are highly qualified and trained. PCCPL has a workfor
ce of over 650 employees.
2. B.v.d) It is the expertise and dedication of employees that provide the lever
age to the company to respond quickly to changing market trends and demands in t
he agrochemicals & pharma industry.
48
2. B.v.e) While there are dedicated production plants for the major products, so
me multi functional design in some plants of agrochemical & pharma production fa
cilities provides flexibility to meet changing demand requirements.
2. B.v.f) Strategic location of marketing offices & warehouses at major industri
al locations enables PCCPL to deliver on time to customers within India.
2. B.v.g) With SD Agchem, Belgium as base, PCCPL is able to distribute its produ
cts also effectively and on time to their customers in Europe.
2. B.v.h) The GLP laboratory at Agrichem BV, Netherlands helps to generate data
required for the various registrations.
Figure20: Key Strengths of PCCPL
49
2. B.vi) Opportunity Matrix: Strong Demand on the Horizon
2. B.vi.a) India:
i) Agrochemical industry in India is the fourth largest in the world (after
US, China and Japan) estimated to be Rs 6,000-crore.
ii) In last 5 years, demand has picked up (11% CAGR) due to better monsoons.
iii) Exports account for nearly half of the revenue has been growing at about
25%.
iv) India has one of the lowest use of chemical fertilizer per acre of land
estimated at 75 kg as against 470 kg in Egypt, 430 kg in Netherlands, 270 kg in
China, 180 kg in Bangladesh.
v) Prices of agrochemicals in India are one of the lowest in the world.
vi) Strong agro boom has lead to the entry of large Indian corporate houses
like ITC, Reliance Retail, Godrej, Cadbury India, Himalaya Drugs, etc. which has
lead to large corporate & contract farming projects.
vii) Several agricultural sectors like horticulture, floriculture, developmen
t of seeds, cultivation of vegetables, and mushroom under cultivated conditions
have been thrown open to 100 % FDI.
viii) Agrochemicals have an enviously strong industry outlook.
ix) Indian food grain production (rice, wheat, coarse cereals and pulses) ha
s grown at a CAGR of 1.3% while population growth is estimated at 1.6%. The per
capita consumption is also fast increasing.
x) Hence to be self-sufficient production needs to grow at 3.3% p.a.
xi) It is estimated that India will face a food grain deficit of 56 mn tons
by 2018 (&140 mn tons by 2030)* if growth stagnation is not reversed.
xii) For this crop yield has to improve dramatically. Use of the agrochemical
s in India needs to increase.
50
2. B.vi.b) World Wide:
i) Estimated global agrichemical market size is USD 40 billion
ii) Estimated Global Agrochemical sales (2009)
By Region
Figure 21: Global Agrochemical Sales 2009
Source: PCCPL
Strong agro commodity prices underline the need for higher crop yields. Immense
potential for the branded formulation business.
2. B.vi.c) Export: Agro Technical/Intermediates:
i) Indian exports of agrochemicals have shown an impressive growth over the
last five years.
ii) The key export destination markets are USA, UK, France, Netherlands, Bel
gium, Spain, South Africa, Bangladesh, Malaysia and Singapore.
iii) The size of the global market is estimated to appx. USD 30 billion & eve
n 0.5% share of the global market fetches a turnover of USD 150 million range.
iv) The competition in the global market is mainly restricted to MNC’s (which
are the originators & creators of various agro chemical molecules), Indian & Chi
nese players.
v) Not many other countries have necessary technology & processing capabili
ties, infrastructure, ability to adhere to stringent quality & environmental pol
icies required for the exporting agro technical / intermediates, hence provides
an opportunity.
PCCPL supplies to several large global originators & creators across 60 countrie
s with large quantities exported to Israel & Europe.
51
2. B.vii) Performance of the Company over the Last Few Years (Statistical Profil
e)
Sr. No. Particulars Year Ended 31 March 2009 (Audited) Rs. in lacs.
Year Ended 31 March 2008 (Audited) Rs. in lacs.
A Segment Revenue
i) Chemicals 41737 39194
ii) Bulk drugs & Intermediates 5080 4749
46817 43943
Less
iii) Intersegment Sales/Adjustment -409 -532
Netsales/Income from Operations 46408 43411
B Segment Results
Profit(+) Loss(-) Before Interest and Tax
i) Chemical 4085 6578
Total 4604 6836
less: i) Interest 3449 2251
ii) Unallocable Expenditure 18 14
Net of Unallocable Income
4571
Total Profit/(Loss) Before Tax But After Prior Period Adjustments
1137 4571
C Capital Employed
(Segment Assets Minus Segment Liabilities)
i) Chemicals 5345 5172
9456 8913
Table 7: Segment wise revenue to PCCPL for the FY2007-08 & 2008-09.
Source: PCCPL Annual financial Report
The above table shows the statement of segment wise revenue and profit of PCCPL
for the financial year 2007-2008 and 2008-2009. It is clear from the above table
that the sale of the company’s chemicals and bulk drugs & intermediates products
has been increased. In case of chemical products the increase in sale is 6.4% an
d the sale of bulk drugs & intermediates increased with 7% as compared to last y
ear sale.
But the figures of profit for the year 2009 shows reduction (Rs. 4085 lacs.) as
compared to previous years profit of Rs (Rs. 6578 lacs.). Whereas for Bulk drugs
& Intermediates profit for the year 2009 is almost doubled than the previous ye
ar’s profit.
The capital employed increases for both the segments for the year with 3.34% for
Chemicals and 9.9% for Bulk drugs & Intermediate.
52
Punjab Chemicals & Crop Protection s (PCPL) ambitious plans including overseas a
cquisitions and a foray into the domestic agrochemical formulations market could
catapult it into an Indian MNC. Its performance over the past three years has b
een impressive. Top line grew at a CAGR of 36% and bottom line jumped at a CAGR
of 82%. The scrip is currently trading at a P/E of just 6.51x FY06 EPS of Rs 25.
34 and 5.44x FY08E EPS of Rs 30.31. We rate the counter an OUTPERFORMER with a p
rice target of Rs 242 for an investment horizon of 12-15 months. For FY06, PCPL
reported a turnover of Rs 267 crore and net profit of Rs 16.7 crore, which works
out to an EPS of Rs 25.34. It has healthy EBIDTA margin of 10.38% and net margi
ns of 6.26%. The equity capital has gone up to Rs 6.59 crore subsequent to the t
hree-way merger.
Sales Breakup
Product Agrochemicals Industrial Chemicals & Intermediates Pharmace
uticals
% Sales 58% 31% 11%
2. B.vii.a) Investment Rationale:
i) Global expansion via inorganic route: The Company plans to grow through
the inorganic route. It is planning to increase its portfolio of registered prod
ucts in high margin foreign markets by acquiring companies in overseas markets.
This will also present an opportunity to shift manufacturing to India that has a
cost advantage. The company proposes to fund these acquisitions through a mix o
f debt and equity. It has already convened an AGM and received shareholders appr
oval for raising Rs 400 crore through various instruments like GDRs, FCCBs, priv
ate equity and structured debt. It has also allotted 8.33 lakh preferential conv
ertible warrants to the promoters at Rs 231 per share aggregating to Rs 19.24 cr
ore.
ii) Consolidation of group companies: The Company has merged its group compa
nies STS Chemicals and Alpha Drugs with itself in order to broad base its produc
t portfolio and also to benefit from the synergies of a consolidated entity. It
has established itself as a reliable supplier and has contract manufacturing arr
angements with leading MNCs. Its clients include reputed multinationals like Bay
er, Dow, Ranbaxy Labs, Nufarm, etc. With a well-diversified portfolio, the compa
ny is now less sensitive to a downturn in any single product category. The compa
ny has developed a couple of new products for the export market and is expected
to launch them in the third quarter of the current year.
53
iii) Foray into local agro-chemical formulations market: The Company has rece
ntly acquired IA & IC Chem, which has a state-of-the-art agro-chemical formulati
on facility, giving it a footprint in the domestic agro-chemical formulations ma
rket. It has ambitious plans for the local market and will be introducing new ge
neration herbicides and fungicides. This acquisition will also help reduce trans
portation costs as well as ensure faster delivery to its distributors since the
plant is located in Maharashtra.
2. B.viii) Financial Status of the Company
Profit & loss statement (Rs mn) Balance sheet (Rs mn)
Y/E March FY2007 FY2008 FY2009 Y/E March FY2007 FY2008
FY2009
Net Sales 3583.7 5712.6 7415.9 Equity Cap 65.9 65.9
67.4
% Growth 37.5 59.4 34.9 Reserves 720 924
1394.8
EBIDTA 262.7 782.7 971 Networth 785.9 989.9 1462.3
% Growth 13.8 198 24.1 Government Grant 3.4
3.3 3.3
Other Income 73.9 203.3 284.7 Secured loans 1533.3 3767.3
4106.5
Interest 140.8 361.2 476.8 Unsecured loans 174.6
664.9 664.9
Depreciation 78.5 197.2 202.1 Total loans 1704.6 4428.8
4768.1
PBT 117.2 427.6 634.6 Deffered Tax Liab 159.6 583.7
583.7
% Growth -11.4 264.8 16.4 Minority Interest 46.1
43.1 46.1
Tax 46.9 162.5 169.7 Total Liability 2699.6 6048.9
6863.5
PAT 70.4 265.1 315.1 Net Block 1091.8 3183.9 3336
% Growth -47.8 276.8 18.9 Cap Work-in-Progress 302.5
354.2 100
Dividend (%) 25 40 40 Investments 48.3 144.2
144.2
EPS (Rs) 9.1 37.7 46.3 Inventory 785.7 1597.1
2030.6
BVPS (Rs) 119.2 150.1 216.8 Debtors 876.8 2102.9
2603.6
Cash balance 128.9 317.3 496.2
Other CA 31.8 44.2 76
Loans and Advances 354.9 394.1
532.2
Current Liabilities 902.4 1,902.60
2,291.20
Provisions 28.5 197.4 175
NCA 1247.1 2355.7 3272.4
Deferred Tax Assets 9.9 0.4
0.4
Misc. 0 10.4 10.4
Total Assets 2699.6 6049 6863.5
Table 8: Balance Sheet and P&L Account of PCCPL for FY2007, 2008 & 2009.
Source: PCCPL
54
Ratio Analysis Cash Flow Statement (Rs mn)
Y/E March FY2007 FY2008 FY2009 Y/E March FY2007 FY2008
FY2009
OPM % 7.3 13.7 12.6 PAT 70.4 265.1 315.1
NPM % 2 4.6 4.1 Depreciation 78.5 197.2 202.1
ROE % 9 26.8 21.6 Change in WC -134.4 -920.2 -737.8
ROCE % 9.6 13 14 Operating CF 14.5 -457.9 -220.6
Int. Cover (x) 2.4 2.7 2.4 Capex -594.2 -2,321.60
-100
D/E (x) 2.2 4.5 3.3 Misc Exp 186.2 178.6 -
Asset Turnover (x) 1.8 1.3 1.7 Investing CF -408.1
-2,143.10 -100
Debtors Days 91.8 136.5 125 Equity - - 191.8
Inventory Days 86.4 118.2 110 Dividends -19.3 -30.9
-31.6
Valuation ratios Debt 471.7 2,724.20
339.2
P/CF per share (x) 12.6 4.1 3.7 Investments 9.8
95.9 -
EV/Cash Profit (x) 23.2 13 12 Financing CF 462.2
2,789.30 499.4
EV/EBIDTA (x) 13.2 7.7 6.4 Net Change 68.6 188.4
178.9
EV/Sales (x) 1 1 0.8 Opening Cash 60.3 128.9
317.3
Mkt Cap/Sales(x) 0.5 0.3 0.2 Closing Cash 128.9
317.3 496.2
CEPS (Rs) 22.6 70.1 76.7
P/ BV (x) 2.4 1.9 1.3
Table 9: Key Ratios & cash flow statement for the FY 2007, 2008 & 2009.
Source: PCCPL
Punjab Chemicals & Crop Protection (PCCPL), an integrated player in the agro-che
mical space, which by virtue of its integrated approach and well spread distribu
tion network is ready to exploit the promising outlook for the domestic agrochem
markets. Also, PCCPL s foray into the regulated markets of Europe and South Ame
rica enriches the earning visibility in near future. Moreover, PCCPL s efforts t
o accquire product basket in US and consequent foray to US remains a trigger poi
nt in near term.
2. B.viii.a) Quick Financial Synopsis:
For the fiscal year ended 31 March 2009, Punjab Chemicals & Crop Protection Ltd
s revenues increased 26% to Rs. 7.42B. Net loss totaled Rs. 9.2M vs. an income o
f Rs 248.9M. Revenues reflect an increase in income from Chemicals and Bulk Drug
& Intermediates segments. Net loss reflects an increase in consumption of raw m
aterials, increased personnel cost, an increase in provision for depreciation ex
pense and higher interest expense.
The profit after tax has increased at the growth rate of 18.9% and stood at Rs.
315.1 million against Rs. 265.1 mn. Cash in hand also increased from Rs. 317.3 m
illion to Rs. 496.2
55
million. The dividend remains at 40%. Net sale increased from Rs. 5712.6 mn to R
s. 7415.9 mn with 34.9% growth rate. Similarly EBIDTA shows the growth of 24.1%
and increased from Rs 782.7 mn to Rs. 971 mn. The Earning per share increased fr
om Rs. 37.7 to Rs. 46.3. Total assets of the company also increased and stood at
Rs. 6863.5 mn as compared to Rs.6049 mn of previous year. An acceptable current
ratio varies by industry. For most industrial companies 1.5 is an acceptable cu
rrent ratio. A standard current ratio for a healthy business is close to 2. The
current ratio for PCCPL is 1.03 which is quite good it means company has adequat
e resources to pay its liabilities. The quick ratio is 0.6, a quick ratio of 1:1
is considered standard and ideal, since for every rupee of current liabilities,
there is a rupee of quick assets. A decline in the liquid ratio indicates over-
trading, which, if serious, may land the company in difficulties.
With the encouraging local environment and strategic inorganic moves, we expect
PCCPL to record a top-line CAGR of 24% during FY08-10. OPM is expected move in t
he narrow range of 12-13%, resulting in 21% CAGR for net profit, followed by EPS
growth of 51% over FY08-10. This takes the FY09 and FY10 EPS to Rs 46.3 and Rs
56.8 respectively from Rs 37.7 in FY08. Looking at promising outlook for the dom
estic agrochemicals industry and PCCPL s focus on growth through organic as well
as inorganic efforts, we believe the company is well placed for stronger growth
in near future.
2. B.ix) Future Prospectus of PCCPL
i) Govt. focus on higher crop yields ensures strong growth for the Agro Che
mical Sector: India’s increasing population, shrinking land acreage and falling cr
op yields have emerged as the biggest concern for Indian food administration. In
fact, Indian food production growth (i.e. CAGR 1.3%) in recent years has lagged
behind the population growth (i.e. CAGR 1.6%), impacting the food supply situat
ion. On the other hand, the India has been one of the lowest users of chemical f
ertilizers with about 75kg per acre against 270kg in China, 180kg in Bangladesh.
In fact, only 25% the total cultivable land of 180 million hectares is treated
with crop protection chemicals. Given the fact, the opportunity for domestic agr
ochemicals looks promising in near future.
ii) PCCPL’S Agro-chemicals business has shown steady growth on consistent basi
s: Agro-chemicals is the flagship segment of the company (contributing over 50%
of the consolidated revenue) and comprises of – supply of oxalic acid and derivate
s, export of
56
technical bulks to MNCs (inclusive of Syngenta, Dow Chemicals, Agan industries e
tc) and branded formulations. The oxalic acid business, wherein PCCPL holds its
leading position in the world, saw impressive
iii) Growth of over 30% in FY08 (driven by increasing shortage due to shut do
wn of plants by Chinese players). The shortage situation is likely to remain in
even FY09 and would ensure the growth momentum. On the technical bulk front, PCC
PL expects robust growth as the company is in discussion for couple of longterm
supply pact with Syngenta and other MNCs. PCCPL in recent past ventured into for
mmulations, which on a lower base delivers robust growth. Overall, we estimate t
he Agro-chemicals to deliver steady growth over 20% in next two years.
iv) Inorganic moves consolidates presence in regulated markets: In order to
strengthen its presence in regulated formulation markets, PCCPL has acquired Sin
tesis Quimica SAIC based in Argentina in FY07 and Agrichem based in Netherland i
n FY08, which has vitalised PCCPL’s strength in terms of entry into regulated form
ulation markets, products portfolio, manufacturing capability, MNC clientele and
distribution network. Also, it adds power to PCCPL’s R&D capability that would he
lp the company to enter US market. On the other hand, PCCPL has acquired 70% sta
ke in Parul Chemical (a Gujarat based bulk manufacturer), which ensure internal
sourcing and better profitability.
v) Acquisition on cards: In line with its strategy to strengthen its base i
n regulated markets, PCCPL is in discussions with a US-based firm to acquire its
agrochemicals portfolio. Thus, in order to fund the acquisition and working cap
ital requirement the company in the process of raising fund worth $50-60mn throu
gh GDR.
vi) Improving Fundamentals over FY08-10E: With the encouraging local environ
ment and strategic inorganic moves, we expect PCCPL to record a top-line CAGR of
24% during FY08-10. OPM is expected move in the narrow range of 12-13%, resulti
ng in 21% CAGR for net profit, followed by EPS growth of 51% over FY08-10. This
takes the FY09 and FY10 EPS to Rs 46.3 and Rs 56.8 respectively from Rs 37.7 in
FY08.
57
2. B.x) Future Strategies of PCCPL
i) Explore opportunities to acquire product portfolio in new markets.
ii) Value addition by forward integration for various agro chemical and indu
strial chemicals. Unlike other agro pharma companies, PCCPL is not foraying into
seeds rather it is adopting the branded retail formulations route & is focusing
on next-generation environmental friendly biological agro products.
iii) Through Sintesis develop biological agro product range. Tie-up also in p
lace with a local company in Hyderabad. Tremendous potential for environment fri
endly products. These products have great potential in US & Canada.
iv) Through acquisition consolidate presence in formulation market of Europe
, South America, North America and foray into Africa & South East Asia.
v) Major thrust is value-added agro chemical products in the international
market particularly in Europe, US & Canada.
vi) Explore opportunities to backward integrate in some of the products.
vii) Continuous R&D to introduce latest herbicides and bio products in domest
ic and international markets (after obtaining registrations).
viii) Explore contract manufacturing opportunities.
ix) For USA market, PCCPL has formed a JV with local partner & is planning t
o spend USD 10 million over a period of next 3 years to get its products registe
red in USA.
x) Exploring opportunities to acquire product portfolio in USA.
xi) Evaluating opportunities to backward integrate into phosphorus space.
xii) Expand the pharma range of products.
xiii) Explore contract manufacturing opportunities.
58
CHAPTER – III
3. OBJECTIVES & RESEARCH METHODOLOGY
3. A) OBJECTIVES OF THE STUDY
1. To Measure the satisfaction levels of employees on various factors and g
ive suggestions for improving the same.
2. To study the relationship between the personal factors of the employee (
Income, Age, Educational qualification, Gender, etc.,) with satisfaction level.
3. To determine the level of awareness and satisfaction on the policy of tr
aining and development.
4. To determine how people feel and react to their job related condition.
5. To determine whether the working conditions in PCCPL are good enough.
6. To study the various factors which influence job satisfaction.
7. To analyze the company’s working environment.
8. To find that employees are working with their full capabilities or not.
3. B) HYPOTHESIS
1. There is no significant relationship between gender and level of satisfa
ction.
2. There is no significant relationship between marital status and level of
satisfaction.
3. There is no significant relationship between age and level of satisfacti
on.
4. There is no significant relationship between educational qualification a
nd level of satisfaction.
5. There is no significant relationship between experience and level of sat
isfaction.
6. There is no significant relationship between monthly salary and level of
satisfaction.
59
3. C) RESEARCH METHODOLOGY
The methodology followed for conducting the study includes the specification of
research design, sample design, questionnaire design, data collection and statis
tical tools used for analyzing the collected data.
3. C.i) Research Design: The research design used for this study is of the descr
iptive type. Descriptive research studies are those studies which are concerned
with describing the characteristics of a particular individual or a group.
3. C.ii) Sample Size: All the items consideration in any field of inquiry consti
tutes a universe of population. In this research only a few items can be selecte
d form the population for our study purpose. The items selected constitute what
is technically called a sample. Here out sample size is 60 employees from the to
tal population in the delivery peoples. The samples are selected on the basis of
convenient.
3. C.iii) Data Collection: The primary data was collected by using questionnaire
s. The questionnaire has 68 questions. A likert scale (five point scale) was use
d such as strongly disagree, disagree, neutral, agree and strongly agree.
3. C.iv) Questionnaire Schedule: Questions are framed in such a way that the ans
wers reflect the ideas and thoughts of the respondents with regard to level of s
atisfaction of various factors of job satisfaction. The questionnaire has total
68 questions. The likert scaling techniques has been used for each question in t
he interview schedule.
1. Strongly agree
2. Agree
3. Neutral
4. Disagree
5. Strongly disagree
3. C.v) Tools of Analysis:
3. C.v.a) Simple Percentage Analysis:
Here the simple percentage analysis is used for calculating the percentage of sa
tisfaction level in the total respondents.
60
3. C.v.b) Two-Way Analysis:
The score secured by the respondents who falls between the score as up to 250 in
dicates
less satisfaction of the respondents, from 251 – 280 are got average satisfaction
and above 280 respondents got highly satisfaction level.
3. C.v.c) Chi-Square Test:
Chi-square test is applied to test the goodness of fit, to verify the distributi
on of observed data with assumed theoretical distribution. Therefore it is a mea
sure to study the divergence of actual and expected frequencies; Karl Pearson’s ha
s developed a method to test the difference between the theoretical (hypothesis)
& the observed value.
Chi – square test (X2) = (O – E) 2 / E
Degrees Of Freedom = V = (R – 1) (C -1)
Were,
‘O’ = Observed Frequency
‘E’ = Expected Frequency
‘R’ = Number of Rows
‘C’ = Number of Columns
For all the chi-square test the table value has taken @ 5% level of significance
.
3. C.vi) Areas of Study
The area of the study is Punjab Chemicals and Crop Protection Limited, Derabassi
Manufacturing Plant, dist- Mohali, Punjab.
3. C.vii) Limitations of Study
i) The sample was confined to 60 respondents. So this study cannot be regar
ded as “full -proof” one.
ii) Some respondents hesitated to give the actual situation; they feared tha
t management would take any action against them.
iii) There was a fear of reprisal among the employees to reveal their persona
l feelings and the result may not reflect the actual satisfactions.
iv) The findings and conclusions are based on knowledge and experience of th
e respondents sometime may subject to bias.
v) As such the research study was being done in the year July 2009, with re
quired data analysis and interpretation, the data needs to be updated at times w
hen it comes to have further usage of this research study report.
61
CHAPTER-IV
4. DATA PRESENTATION AND ANALYSIS
ANALYSIS AND INTERPRETATION
This chapter is allocated for analysis and interpretation of data. Preparing per
centage analysis, two-way table and chi-squire test does the analysis of job sat
isfaction, which is directly extracted from the questionnaire. The variations in
the extent of the employee satisfaction can be measured with the variables such
as job secured, promotional opportunity, relationship with management, satisfac
tion factors of the respondents etc.
CALCULATION OF SATISFACTORY SCORES
The Respondents were asked to state their level of satisfaction relating to sixt
y one factors. Based on their responses the satisfaction score obtained by each
respondent was found out. Points or scores were allocated based on the response.
For each of the factor three levels of satisfaction were assigned namely high,
medium and low. The scores were allocated as follow.
• Strongly agree = 5
• Agree= 4
• Neutral = 3
• Disagree =2
• Strongly disagree = 1
The total scores secured by each respondent were thus arrived at. All the sixty
respondents were classified based on their level of satisfaction. Those who have
obtained up to 250 points were classified under low satisfaction category, Resp
ondents with 251 – 280 points were classified under medium satisfaction category a
nd those with more than 280 points were classified under high satisfaction categ
ory.
NUMBER OF RESPONDENTS AND LEVEL OF SATISFACTION
LEVEL OF SATISFACTION NO. OF RESPONDENTS
High satisfaction 11
Medium satisfaction 36
Low satisfaction 13
TOTAL 60
62
4. A) DATA PRESENTATION WITH SIMPLE PERCENTAGE TABLE
SIMPLE PERCENTAGE TABLE – 1
GENDER
There is as yet no consistent evidence as to whether women are more satisfied wi
th their job than men, holding such factors as job and occupational level consta
nt. In order to know the ratio of gender among employees of PCCPL and the differ
ence in their level of satisfaction, the respondents were asked about their gend
er.
Gender of the employee
Gender Frequency Percentage
Male 55 91.666667
Female 5 8.3333333
Total 60 100
INTERPRETATION:
The above table indicates that
91.666667% of the employees in PCCPL are male.
8.3333333% of the employees in PCCPL are female.
63
SIMPLE PERCENTAGE TABLE - 2
MARITAL STATUS
The marital status may influence the job satisfaction as a personal factor. Beca
use the married people has some unavoidable responsibility.
Marital status of the employees
Marital Status Frequency Percentage
Married 55 91.66667
Unmarried 5 8.333333
Total 60 100
INTERPRETATION:
91.66% of the employees are married.
8.33% of the employees are unmarried.
64
SIMPLE PERCENTAGE TABLE - 3
AGE
Age is an important factor that has an influence of job satisfaction. Hence acco
rding to age levels the respondents are classified into three categories.
Age of the employees
Age Frequency Percentage
Less than or equal to 25 yrs 2 3.33333
26-50 50 83.3333
More than or equal to 51 yrs 10 16.6667
Total 60 100
INTERPRETATION:
Majority of the respondents i.e. 83.33% are in 26 to 50 years age group.
16.66% of the respondents are above 50 years age group.
3.33% of the respondents are below 26 years age group.
65
QUALIFICATION
Qualification of the respondents may affect the perception of job satisfaction.
Highly educated may expect much better work life then others. According to educa
tional qualification the respondents are classified into four categories as unde
r.
Qualification of the employees
Qualification Frequency Percentage
School Level 44 73.33333
Graduate 13 21.66667
Post Graduate 3 5
Total 60 100
INTERPRETATION:
The above table reveals that
Majority of the respondents i.e. 73.33% studied up to school level.
21.66% of the respondents are graduate.
5% of the respondents are post graduate.
66
EXPERIENCE
The experience of the employees in their job is another factor affecting the per
ception on job satisfaction. Highly experienced may expect better working condit
ions and having less experienced satisfy with the existing one. The respondents
are classified into three categories according to their level of experience as u
nder:
Experience of the employees
Experience Frequency Percentage
Less than or equal to 5 yrs 7 11.666667
6-10yrs 12 20
More than or equal to 11 yrs 41 68.333333
Total 60 100
INTERPRETATION:
The above table shows that
68.33% are above 10 years of experience in PCCPL.
20% of the respondents are 6 – 10 years of experience.
11.66% of the respondents are less than 6 years of experience.
67
MONTHLY SALARY
Man work to earn every employee in the organization will expect adequate pay to
be paid for the job done by him. The reasonable pay for each job which is perfor
med in the organization. This scale of pay may help for the job satisfaction to
a greater extent.
Monthly Salary of the employees
Monthly Salary Frequency Percentage
Less than or equal to Rs 10000 7 11.66666667
Rs. 10001 – 15000 18 30
More than or equal to Rs. 15001 35 58.33333333
Total 60 100
INTERPRETATION:
58.33% of the employees have their monthly salary above Rs.15001.
30% of the employees have their monthly salary between Rs.10001 – Rs.15000.
11.66% of the employees have their monthly salary below Rs 10000.
68
Table showing employee’s opinion about the nature of their work.
Your work is very challenging one
Description Frequency Percentage
Strongly agree 21 35
Agree 30 50
Neutral 8 13.333333
Disagree 0 0
Strongly disagree 1 1.6666667
Total 60 100
INTERPRETATION:
35% of the employees are strongly agree that their work is very challenging one.
50% of the employees are agree that their work is very challenging one.
13.33% of the employees are neutral about the fact that their work is challengin
g one.
0% of the employees are disagree that their work is very challenging one.
1.66% of the employees are strongly disagree that their work is very challenging
one.
69
Table showing opinion of employees regarding their work load.
I feel I have too much work to do
Strongly agree 11 18.3333
Agree 30 50
Neutral 16 26.6667
Disagree 3 5
Strongly disagree 0 0
Total 60 100
INTERPRETATION:
18.33% of the employees are strongly agree that they have too much work to do.
50% of the employees are agree that they have too much work to do.
26.66% of the employees are neutral about the fact that they have too much work
to do.
5% of the employees are disagree that they have too much work to do.
0% of the employees are strongly disagree that they have too much work to do.
70
Table showing opinion of employees regarding working hours.
Working hours are convenient for me I’m happy with my work place
Agree 25 41.666667
Neutral 3 5
Disagree 0 0
Total 60 100
INTERPRETATION:
53.33% of the employees are strongly agree that their working hours are convenie
nt.
41.66% of the employees are agree that their working hours are convenient.
5% of the employees are neutral about the fact that their working hours are conv
enient.
0% of the employees are disagree that their working hours are convenient.
0% of the employees are strongly disagree that their working hours are convenien
t.
71
Table showing opinion of the employees regarding rest intervals.
Adequate rest intervals are given
Agree 28 46.666667
Neutral 7 11.666667
Disagree 1 1.6666667
Total 60 100
INTERPRETATION:
40% of the employees are strongly agree that adequate rest intervals are given t
o them.
46.66% of the employees are agree that adequate rest intervals are given to them
.
11.66% of the employees are neutral about the fact that adequate rest intervals
are given to them.
1.66% of the employees are disagree about the fact that adequate rest intervals
are given to them.
0% of the employees are strongly disagree that that adequate rest intervals are
given to them.
72
Table showing opinion of the employees about management and workers relationship
.
Management builds and maintains work relationship
Agree 23 38.3333
Neutral 6 10
Disagree 3 5
Total 60 100
INTERPRETATION:
46.66% of the employees are strongly agree that management builds and maintains
work relationship.
38.33% of the employees are agree that management builds and maintains work rela
tionship.
10% of the employees are neutral about the fact that management builds and maint
ains work relationship.
5% of the employees are disagree about the fact that management builds and maint
ains work relationship.
0% of the employees are strongly disagree that management builds and maintains w
ork relationship.
73
Table showing opinion of the employees whether they are provided with sufficient
tools and equipments or not.
Provided with sufficient tools and equipments needed to do my work
Agree 25 41.6667
Neutral 0 0
Disagree 0 0
Total 60 100
INTERPRETATION:
58.33% of the employees are strongly agree that they are provided with sufficien
t tools and equipments needed to do their work.
41.66% of the employees are agree that they are provided with sufficient tools a
nd equipments needed to do their work.
0% of the employees are neutral about the fact that that they are provided with
sufficient tools and equipments needed to do their work.
0% of the employees are disagree about the fact that they are provided with suff
icient tools and equipments needed to do their work.
0% of the employees are strongly disagree that they are provided with sufficient
tools and equipments needed to do their work.
74
Table showing opinion of the employees regarding safety measures.
I’m satisfied with the safety measures provided by my company
Agree 16 26.6667
Neutral 5 8.33333
Disagree 0 0
Total 60 100
INTERPRETATION:
65% of the employees are strongly agree that they are satisfied with safety meas
ures.
26.66% of the employees are agree that they are satisfied with safety measures.
8.33% of the employees are neutral about the fact that they are satisfied with s
afety measures.
0% of the employees are disagree that they are satisfied with safety measures.
0% of the employees are strongly disagree that they are satisfied with safety me
asures.
75
Table showing opinion of the employees lighting and other arrangements.
The lighting and other arrangements are satisfactory
Agree 30 50
Neutral 5 8.33333
Disagree 0 0
Total 60 100
INTERPRETATION:
41.66% of the employees are strongly agree that lighting and other arrangements
are satisfactory.
50% of the employees are agree that lighting and other arrangements are satisfac
tory.
8.33% of the employees are neutral about the fact that lighting and other arrang
ements are satisfactory.
0% of the employees are disagree that lighting and other arrangements are satisf
actory.
0% of the employees are strongly disagree that lighting and other arrangements a
re satisfactory.
76
Table showing opinion of the employees regarding work pressure on them.
I am mentally and/or physically exhausted at the end of a day at work
Strongly agree 3 5
Agree 15 25
Neutral 17 28.3333
Disagree 22 36.6667
Total 60 100
INTERPRETATION:
5% of the employees are strongly agree about the fact that they are mentally and
physically exhausted at the end of the day at work.
25% of the employees are agree that they are mentally and physically exhausted a
t the end of the day at work.
28.33% of the employees are neutral about the fact that they are mentally and ph
ysically exhausted at the end of the day at work.
36.66% of the employees are disagree about the fact that they are mentally and p
hysically exhausted at the end of the day at work.
5% of the employees are strongly disagree that they are mentally and physically
exhausted at the end of the day at work.
77
Table showing opinion of the employees about superior’s assistance.
I have proper superiors assistance
Agree 37 61.666667
Neutral 3 5
Disagree 0 0
Total 60 100
INTERPRETATION:
33.33% of the employees are strongly agree that they have proper superior assist
ance.
61.66% of the employees are agree that they have proper superior assistance.
5% of the employees are neutral about the fact that they have proper superior as
sistance.
0% of the employees are disagree about the fact that they have proper superior a
ssistance.
0% of the employees are strongly disagree that they have proper superior assista
nce.
78
Table showing opinion of the employees about how much importance employees ideas
have in decision making.
My boss considers my ideas too while making decision
Agree 33 55
Neutral 9 15
Disagree 0 0
Total 60 100
INTERPRETATION:
30% of the employees are strongly agree that boss consider their ideas too while
making decision.
55% of the employees are agree that boss consider their ideas too while making d
ecision.
15% of the employees are neutral about the fact that boss consider their ideas t
oo while making decision.
0% of the employees are disagree that boss consider their ideas too while making
decision.
0% of the employees are strongly disagree that boss consider their ideas too whi
le making decision.
79
Table showing opinion of the employees whether they are appreciated for their pe
rformance or not.
I am appreciated for my performances
Agree 33 55
Neutral 7 11.666667
Disagree 0 0
Total 60 100
INTERPRETATION:
33.33% of the employees are strongly agree that they are appreciated for their p
erformance.
55% of the employees are agree that they are appreciated for their performance.
11.66% of the employees are neutral that are appreciated for their performance.
0% of the employees are disagree that are appreciated for their performance.
0% of the employees are strongly disagree that they are appreciated for their pe
rformance.
80
Table showing opinion of the employees regarding the fairness of their boss.
My boss is not partial
Agree 31 51.666667
Neutral 13 21.666667
Total 60 100
INTERPRETATION:
23.33% of the employees are strongly agree that their boss is not partial.
51.66% of the employees are agree that their boss is not partial.
21.66% of the employees are neutral about the fact that their boss is not partia
l.
3.33% of the employees are disagree about the fact that their boss is not partia
l.
0% of the employees are strongly disagree that their boss is not partial.
81
Table showing opinion of the employees regarding their participation in day to d
ay activities.
My Participation is welcomed
Agree 37 61.6667
Neutral 5 8.33333
Disagree 1 1.66667
Total 60 100
INTERPRETATION:
28.33% of the employees are strongly agree that their participation is welcomed.
61.66% of the employees are agree that their participation is welcomed.
8.33% of the employees are neutral about the fact that their participation is we
lcomed.
1.66% of the employees are disagree about the fact that their participation is w
elcomed.
0% of the employees are strongly disagree that their participation is welcomed.
82
Table showing opinion of the employees regarding their access to their superiors
.
I can easily approach my superiors
Agree 32 53.3333
Neutral 1 1.66667
Disagree 0 0
Total 60 100
INTERPRETATION:
45% of the employees are strongly agree that they can easily approach their supe
riors.
53.33% of the employees are agree that they can easily approach their superiors.
1.66% of the employees are neutral about the fact that they can easily approach
their superiors.
0% of the employees are disagree that they can easily approach their superiors.
0% of the employees are strongly disagree that they can easily approach their su
periors.
83
Table showing opinion of the employees regarding the competency of their superio
rs.
Superiors are competent enough to guide
Agree 38 63.3333
Neutral 5 8.33333
Disagree 0 0
Total 60 100
INTERPRETATION:
28.33% of the employees are strongly agree that superiors are competent enough t
o guide.
63.33% of the employees are agree that superiors are competent enough to guide.
8.33% of the employees are neutral about the fact that superiors are competent e
nough to guide.
0% of the employees are disagree that superiors are competent enough to guide.
0% of the employees are strongly disagree that superiors are competent enough to
guide.
84
Table showing opinion of the employees regarding their relations with their coll
eagues.
The colleagues of the organization are friendly
Agree 18 30
Neutral 0 0
Disagree 0 0
Total 60 100
INTERPRETATION:
70% of the employees are strongly agree that colleagues of the org. are friendly
.
30% of the employees are agree that colleagues of the org. are friendly.
0% of the employees are neutral about the fact that colleagues of the org. are f
riendly.
0% of the employees are disagree about the fact that colleagues of the org. are
friendly.
0% of the employees are strongly disagree that colleagues of the org. are friend
ly.
85
Table showing opinion of the employees regarding the behavior of the employees.
The colleagues are helpful in nature
Agree 16 26.6667
Neutral 0 0
Disagree 0 0
Total 60 100
INTERPRETATION:
73.33% of the employees are strongly agree that colleagues are helpful in nature
.
26.67% of the employees are agree that that colleagues are helpful in nature.
0% of the employees are neutral about the fact that that colleagues are helpful
in nature.
0% of the employees are disagree about the fact that that colleagues are helpful
in nature.
0% of the employees are strongly disagree that that colleagues are helpful in na
ture.
86
Table showing opinion of the employees whether workers share their know-how with
each other or not.
All the workers share their Know-how
Agree 38 63.3333
Neutral 1 1.66667
Disagree 0 0
Total 60 100
INTERPRETATION:
35% of the employees are strongly agree that workers share their know-how.
63.33% of the employees are agree that workers share their know-how.
1.67% of the employees are neutral about the fact that workers share their know-
how.
0% of the employees are disagree about the fact that workers share their know-ho
w.
0% of the employees are strongly disagree that workers share their know-how.
87
Table showing opinion of the employees whether they feel motivated by their boss
in achieving organizational goals or not.
I feel that my Boss motivate me to achieve the organization goal
Agree 23 38.333333
Neutral 4 6.6666667
Total 60 100
INTERPRETATION:
51.67% of the employees are strongly agree that their boss motivate them to achi
eve org. goal.
38.33% of the employees are agree that their boss motivate them to achieve org.
goal.
6.67% of the employees are neutral about the fact that their boss motivate them
to achieve org. goal.
3.33% of the employees are disagree about the fact that their boss motivate them
to achieve org. goal.
0% of the employees are strongly disagree that their boss motivate them to achie
ve org. goal.
88
Table showing opinion of the employees that they are adequately motivated when e
ver needed to do so.
My supervisor motivates me to increase my efficiency at times when I’m not product
ive
Agree 33 55
Neutral 8 13.3333
Disagree 0 0
Total 60 100
INTERPRETATION:
31.67% of the employees are strongly agree that supervisor motivates to increase
efficiency at times when they are not productive.
55% of the employees are agree that supervisor motivates to increase efficiency
at times when they are not productive.
13.33% of the employees are neutral about the fact that supervisor motivates to
increase efficiency at times when they are not productive.
0% of the employees are disagree about the fact that supervisor motivates to inc
rease efficiency at times when they are not productive.
0% of the employees are strongly disagree that supervisor motivates to increase
efficiency at times when they are not productive.
89
Table showing opinion of the employees regarding system of communication.
Communication seems good within this organization
Agree 29 48.333333
Neutral 5 8.3333333
Total 60 100
INTERPRETATION:
41.67% of the employees are strongly agree that communication system is good wit
hin the organization.
48.33% of the employees are agree that communication system is good within the o
rganization.
8.33% of the employees are neutral about the fact that communication system is g
ood within the organization.
1.67% of the employees are disagree about the fact that communication system is
good within the organization.
0% of the employees are strongly disagree that communication system is good with
in the organization.
90
Table showing opinion of the employees that their assignments are clearly explai
ned to them.
Work assignments are clearly explained to me
Agree 27 45
Neutral 0 0
Disagree 0 0
Total 60 100
INTERPRETATION:
46.67% of the employees are strongly agree that work assignments are clearly exp
lained to them.
38.33% of the employees are agree that work assignments are clearly explained to
them.
10% of the employees are neutral fact that work assignments are clearly explaine
d to them.
5% of the employees are disagree about the fact that work assignments are clearl
y explained to them.
0% of the employees are strongly disagree that work assignments are clearly expl
ained to them.
91
Table showing opinion of the employees regarding training program.
I am satisfied with the training programs provided to us
Agree 13 21.666667
Neutral 15 25
Disagree 3 5
Total 60 100
INTERPRETATION:
48.33% of the employees are strongly agree that they are satisfied with the trai
ning programs provided to them.
21.67% of the employees are agree that they are satisfied with the training prog
rams provided to them.
25% of the employees are neutral about the fact that they are satisfied with the
training programs provided to them.
5% of the employees are disagree about the fact that they are satisfied with the
training programs provided to them.
0% of the employees are strongly disagree that they are satisfied with the train
ing programs provided to them.
92
Table showing opinion of the employees that they are provided with the training
whenever needed.
Training is given whenever needed
Agree 15 25
Neutral 11 18.3333
Disagree 8 13.3333
Total 60 100
INTERPRETATION:
43.33% of the employees are strongly agree that training is given whenever neede
d.
25% of the employees are agree that training is given whenever needed.
18.33% of the employees are neutral about the fact that training is given whenev
er needed.
13.33% of the employees are disagree about the fact that training is given whene
ver needed.
0% of the employees are strongly disagree that training is given whenever needed
.
93
Table showing opinion of the employees regarding the usefulness of the training
program.
Training provided is useful
Agree 25 41.666667
Neutral 14 23.333333
Total 60 100
INTERPRETATION:
28.33% of the employees are strongly agree that training provided is useful.
41.67% of the employees are agree that training provided is useful.
23.33% of the employees are neutral about the fact that training provided is use
ful.
6.67% of the employees are disagree about the fact that training provided is use
ful.
0% of the employees are strongly disagree that training provided is useful.
94
Table showing opinion of the employees regarding the efficiency of the training
program.
The training increases the performance
Agree 32 53.333333
Neutral 9 15
Total 60 100
INTERPRETATION:
20% of the employees are strongly agree that training increases their performanc
e.
53.33% of the employees are agree that training increases their performance.
15% of the employees are neutral about the fact that training increases their pe
rformance.
15% of the employees are disagree about the fact that training increases their p
erformance.
11.67% of the employees are strongly disagree that training increases their perf
ormance.
95
Table showing opinion of the employees regarding performance appraisal system.
I am satisfied with organization s techniques for evaluating my performance
Strongly agree 9 15
Agree 38 63.3333
Neutral 3 5
Disagree 10 16.6667
Total 60 100
INTERPRETATION:
15% of the employees are strongly agree that they are satisfied with organizatio
ns techniques for evaluating their performance.
63.33% of the employees are agree that they are satisfied with organizations tec
hniques for evaluating their performance.
5% of the employees are neutral about the fact that they are satisfied with orga
nizations techniques for evaluating their performance.
16.67% of the employees are disagree about the fact that they are satisfied with
organizations techniques for evaluating their performance.
0% of the employees are strongly disagree that they are satisfied with organizat
ions techniques for evaluating their performance.
96
Table showing opinion of the employees regarding efficiency of the appraisal sys
tem.
The appraisal policy of the organization improves the performance
Agree 43 71.6667
Neutral 4 6.66667
Disagree 8 13.3333
Total 60 100
INTERPRETATION:
8.33% of the employees are strongly agree that appraisal policy of the organizat
ion improves the performance.
71.67% of the employees are agree that appraisal policy of the organization impr
oves the performance.
6.67% of the employees are neutral about the fact that appraisal policy of the o
rganization improves the performance.
13.33% of the employees are disagree about the fact that appraisal policy of the
organization improves the performance.
0% of the employees are strongly disagree that appraisal policy of the organizat
ion improves the performance.
97
Table showing opinion of the employees about fairness of appraisal system.
Performance appraisal of the employee is not effected by personal biasness
Strongly agree 9 15
Agree 22 36.6667
Neutral 16 26.6667
Disagree 9 15
Total 60 100
INTERPRETATION:
15% of the employees are strongly agree that performance appraisal of the employ
ee is not effected by personal biasness.
36.67% of the employees are agree that performance appraisal of the employee is
not effected by personal biasness.
26.67% of the employees are neutral about the fact that performance appraisal of
the employee is not effected by personal biasness.
15% of the employees are disagree about the fact that performance appraisal of t
he employee is not effected by personal biasness.
6.66% of the employees are strongly disagree that performance appraisal of the e
mployee is not effected by personal biasness.
98
Table showing opinion of the employees that they are paid fair amount for their
work.
I feel I’m being paid a fair amount for my work
Agree 29 48.333333
Neutral 5 8.3333333
Disagree 0 0
Total 60 100
INTERPRETATION:
38.33% of the employees are strongly agree that they are paid fair amount for th
eir work.
48.33% of the employees are agree that they are paid fair amount for their work.
8.33% of the employees are neutral about the fact that they are paid fair amount
for their work.
0% of the employees are disagree about the fact that they are paid fair amount f
or their work.
5% of the employees are strongly disagree that they are paid fair amount for the
ir work.
99
Table showing opinion of the employees that they are provided with proportionate
salary.
I am provided with commensurate salary
Agree 35 58.3333
Neutral 4 6.66667
Disagree 0 0
Total 60 100
INTERPRETATION:
30% of the employees are strongly agree that they are provided with commensurate
salary.
58.33% of the employees are agree that they are provided with commensurate salar
y.
6.67% of the employees are neutral about the fact that they are provided with co
mmensurate salary.
0% of the employees are disagree about the fact that they are provided with comm
ensurate salary.
5% of the employees are strongly disagree that they are provided with commensura
te salary.
100
Table showing opinion of the employee that their wages are at par with the wages
in the industry.
Our wages are at par with the wages in the industry
Strongly agree 9 15
Agree 43 71.666667
Neutral 5 8.3333333
Disagree 0 0
Total 60 100
INTERPRETATION:
15% of the employees are strongly agree that their wages are at par with the wag
es in the industry.
71.66% of the employees are agree that their wages are at par with the wages in
the industry.
8.33% of the employees are neutral about the fact that their wages are at par wi
th the wages in the industry.
0% of the employees are disagree about the fact that their wages are at par with
the wages in the industry.
5% of the employees are strongly disagree that their wages are at par with the w
ages in the industry.
101
Table showing opinion of the employee that they are provided with sufficient all
owances.
I’m satisfied with allowances provided by the organization
Agree 18 30
Neutral 3 5
Disagree 0 0
Total 60 100
INTERPRETATION:
60% of the employees are strongly agree that they are satisfied with the allowan
ces provided to them.
30% of the employees are agree that they are satisfied with the allowances provi
ded to them.
allowances provided to them.
allowances provided to them.
5% of the employees are strongly disagree that they are satisfied with the allow
ances provided to them.
102
Table showing opinion of the employee regarding the promotion policy of the orga
nization.
I am satisfied with promotion policies of the organization
Agree 32 53.3333
Neutral 5 8.33333
Disagree 4 6.66667
Total 60 100
INTERPRETATION:
23.33% of the employees are strongly agree that they are satisfied with promotio
n policy.
53.33% of the employees are agree that they are satisfied with promotion policy.
8.33% of the employees are neutral about the fact that they are satisfied with p
romotion policy.
6.67% of the employees are disagree about the fact that they are satisfied with
promotion policy.
8.33% of the employees are strongly disagree that they are satisfied with promot
ion policy.
103
Table showing opinion of the employee that they are rewarded for their innovativ
e ideas.
I am rewarded for the innovative ideas
Strongly agree 3 5
Agree 35 58.3333
Neutral 10 16.6667
Disagree 7 11.6667
Total 60 100
INTERPRETATION:
5% of the employees are strongly agree that they are rewarded for their innovati
ve ideas.
58.33% of the employees are agree that they are rewarded for their innovative id
eas.
16.67% of the employees are neutral about the fact that they are rewarded for th
eir innovative ideas.
11.67% of the employees are disagree about the fact that they are rewarded for t
heir innovative ideas.
8.33% of the employees are strongly disagree that they are rewarded for their in
novative ideas.
104
Table showing opinion of the employee that they are rewarded for their performan
ce as a motivational technique.
I am rewarded for my performance
Strongly agree 6 10
Agree 35 58.3333
Neutral 10 16.6667
Disagree 5 8.33333
Total 60 100
INTERPRETATION:
10% of the employees are strongly agree that they are rewarded for their perform
ance.
58.33% of the employees are agree that they are rewarded for their performance.
16.67% of the employees are neutral about the fact that they are rewarded for th
eir performance.
8.33% of the employees are disagree about the fact that they are rewarded for th
eir performance.
6.67% of the employees are strongly disagree that they are rewarded for their pe
rformance.
105
Table showing opinion of the employee about transport facility.
The organization has adequate transport facility
Agree 9 15
Neutral 0 0
Disagree 0 0
Total 60 100
INTERPRETATION:
85% of the employees are strongly agree that organization has adequate transport
facility.
15% of the employees are agree that organization has adequate transport facility
.
0% of the employees are neutral about the fact that organization has adequate tr
ansport facility.
0% of the employees are disagree about the fact that organization has adequate t
ransport facility.
0% of the employees are strongly disagree that organization has adequate transpo
rt facility.
106
Table showing opinion of the employee about medical facilities.
The organization has adequate medical facilities
Agree 16 26.6667
Neutral 0 0
Disagree 0 0
Total 60 100
INTERPRETATION:
73.33% of the employees are strongly agree that organization has adequate medica
l facility.
26.67% of the employees are agree that organization has adequate medical facilit
y.
0% of the employees are neutral about the fact that organization has adequate me
dical facility.
0% of the employees are disagree that organization has adequate medical facility
.
0% of the employees are strongly disagree that organization has adequate medical
facility.
107
Table showing opinion of the employee that they are provided with benefits for t
heir family.
I am provided by benefits for the family
Agree 25 41.666667
Neutral 0 0
Disagree 0 0
Total 60 100
INTERPRETATION:
58.33% of the employees are strongly agree that they are provided with benefits
for the family.
41.67% of the employees are agree that they are provided with benefits for the f
amily.
0% of the employees are neutral about the fact that they are provided with benef
its for the family.
0% of the employees are disagree about the fact that they are provided with bene
fits for the family.
0% of the employees are strongly disagree that they are provided with benefits f
or the family.
108
Table showing opinion of the employee about refreshment facilties.
I’m satisfied with the refreshment facilities
Agree 23 38.333333
Neutral 13 21.666667
Disagree 0 0
Total 60 100
INTERPRETATION:
33.33% of the employees are strongly agree that they are satisfied with refreshm
ent facility.
38.33% of the employees are agree that they are satisfied with refreshment facil
ity.
21.67% of the employees are neutral about the fact that they are satisfied with
refreshment facility.
0% of the employees are disagree about the fact that they are satisfied with ref
reshment facility.
6.67% of the employees are strongly disagree that they are satisfied with refres
hment facility.
109
Table showing opinion of the employee about rest room and lunch room
We are provided with the rest and lunch room and they are good enough
Agree 17 28.3333
Neutral 4 6.66667
Disagree 4 6.66667
Total 60 100
INTERPRETATION:
55% of the employees are strongly agree that rest room and lunch room are good e
nough.
28.33% of the employees are agree that rest room and lunch room are good enough.
6.67% of the employees are neutral about the fact that rest room and lunch room
are good enough.
6.67% of the employees are disagree about the fact that rest room and lunch room
are good enough.
3.33% of the employees are strongly disagree that rest room and lunch room are g
ood enough.
110
Table showing opinion of the employees about parking facility.
Parking facilities provided for our vehicles are satisfactory
Agree 16 26.6667
Neutral 4 6.66667
Disagree 3 5
Total 60 100
INTERPRETATION:
61.67% of the employees are strongly agree that parking facility is satisfactory
.
26.67% of the employees are agree that parking facility is satisfactory.
6.67% of the employees are neutral about the fact that parking facility is satis
factory.
5% of the employees are disagree about the fact that parking facility is satisfa
ctory.
0% of the employees are strongly disagree that parking facility is satisfactory.
111
Table showing opinion of the employees about first aid faciltiy
I’m satisfied with the first aid facilities
Agree 24 40
Neutral 3 5
Disagree 0 0
Total 60 100
INTERPRETATION:
55% of the employees are strongly agree that they are satisfied with first aid f
acility.
40% of the employees are agree that they are satisfied with first aid facility.
5% of the employees are neutral about the fact that they are satisfied with firs
t aid facility.
0% of the employees are disagree about the fact that they are satisfied with fir
st aid facility.
0% of the employees are strongly disagree that they are satisfied with first aid
facility.
112
Table showing opinion of the employees about loan facility and other welfare ben
efits.
Satisfied with Loan facilities and other personal welfare benefits offered by co
mpany
Agree 35 58.3333
Neutral 4 6.66667
Disagree 0 0
Total 60 100
INTERPRETATION:
35% of the employees are strongly agree that they are satisfied with loan facili
ty and other personal welfare benefits offered by the company.
58.33% of the employees are agree that they are satisfied with loan facility and
other personal welfare benefits offered by the company.
6.67% of the employees are neutral about the fact that they are satisfied with l
oan facility and other personal welfare benefits offered by the company.
0% of the employees are disagree about the fact that they are satisfied with loa
n facility and other personal welfare benefits offered by the company.
0% of the employees are strongly disagree that they are satisfied with loan faci
lity and other personal welfare benefits offered by the company.
113
Table showing opinion of the employees regarding job security.
My organization provides me job security
Agree 41 68.333333
Neutral 0 0
Disagree 0 0
Total 60 100
INTERPRETATION:
31.67% of the employees are strongly agree that organization provides job securi
ty.
68.33% of the employees are agree that organization provides job security.
0% of the employees are neutral about the fact that organization provides job se
curity.
0% of the employees are disagree about the fact that organization provides job s
ecurity.
0% of the employees are strongly disagree that organization provides job securit
y.
114
Table showing opinion of the employees about the criteria of job security.
My job security is based on my performance
Agree 35 58.3333
Neutral 1 1.66667
Disagree 3 5
Total 60 100
INTERPRETATION:
30% of the employees are strongly agree that job security is based on their perf
ormance.
58.33% of the employees are agree that job security is based on their performanc
e.
1.67% of the employees are neutral about the fact that job security is based on
their performance.
5% of the employees are disagree about the fact that job security is based on th
eir performance.
5% of the employees are strongly disagree that job security is based on their pe
rformance.
115
Table showing opinion of the employees about the basic principal on which job se
curity is provided to the employee.
The job security is based on workers welfare principle
Agree 39 65
Neutral 1 1.6666667
Disagree 0 0
Total 60 100
INTERPRETATION:
33.33% of the employees are strongly agree that job security is based on workers
welfare principle.
65% of the employees are agree that job security is based on workers welfare pri
nciple.
1.67% of the employees are neutral about the fact that job security is based on
workers welfare principle.
0% of the employees are disagree about the fact that job security is based on wo
rkers welfare principle.
0% of the employees are strongly disagree that job security is based on workers
welfare principle.
116
Table showing opinion of the employees about workers participation in management
decisions.
Workers are given due recognition in the management decisions
Strongly agree 9 15
Agree 37 61.666667
Neutral 6 0
Disagree 6 10
Total 60 100
INTERPRETATION:
15% of the employees are strongly agree that workers are given due recognition
in management decisions.
61.66% of the employees are agree that workers are given due recognition in mana
gement decisions.
10% of the employees are neutral about the fact that workers are given due recog
nition in management decisions.
10% of the employees are disagree about the fact that workers are given due reco
gnition in management decisions.
3.33% of the employees are strongly disagree that workers are given due recognit
ion in management decisions.
117
Table showing opinion of the employees about decision making standards and plans
of the organization.
Satisfied with the decision making standards and plans of the organizati
on
Agree 34 56.6667
Neutral 9 15
Disagree 3 5
Total 60 100
INTERPRETATION:
23.33% of the employees are strongly agree that they are satisfied with decision
making standards and plans of the organization.
56.67% of the employees are agree that they are satisfied with decision making s
tandards and plans of the organization.
15% of the employees are neutral about the fact that they are satisfied with dec
ision making standards and plans of the organization.
5% of the employees are disagree about the fact that they are satisfied with dec
ision making standards and plans of the organization.
0% of the employees are strongly disagree that they are satisfied with decision
making standards and plans of the organization.
118
Table showing opinion of the employees that their suggestions are given due impo
rtance in decision making process and for implementing any change in their respe
ctive department.
Opinion given is due importance in decision making & for any change in re
spective department
Agree 31 51.666667
Neutral 8 13.333333
Total 60 100
INTERPRETATION:
28.33% of the employees are strongly agree that opinion given is due importance
in decision making and for any change in respective department.
51.67% of the employees are agree that opinion given is due importance in decisi
on making and for any change in respective department.
13.33% of the employees are neutral about the fact that opinion given is due imp
ortance in decision making and for any change in respective department.
6.67% of the employees are disagree about the fact that opinion given is due imp
ortance in decision making and for any change in respective department.
0% of the employees are strongly disagree that opinion given is due importance i
n decision making and for any change in respective department.
119
Table showing opinion of the employees regarding effectiveness of grievance hand
ling procedure.
The grievance handling procedure is effective
Agree 46 76.666667
Neutral 6 10
Disagree 0 0
Total 60 100
INTERPRETATION:
13.33% of the employees are strongly agree that the grievance handling procedure
is effective.
76.67% of the employees are agree that the grievance handling procedure is effec
tive.
10% of the employees are neutral about the fact that the grievance handling proc
edure is effective.
0% of the employees are disagree about the fact that the grievance handling proc
edure is effective.
0% of the employees are strongly disagree that the grievance handling procedure
is effective.
120
Table showing opinion of the employees that they are able to freely communicate
their grievances.
I am able to freely communicate my grievance
Agree 44 73.3333
Neutral 2 3.33333
Disagree 0 0
Total 60 100
INTERPRETATION:
23.33% of the employees are strongly agree that they are able to freely communic
ate their grievance.
73.33% of the employees are agree that they are able to freely communicate their
grievance.
3.33% of the employees are neutral about the fact that they are able to freely c
ommunicate their grievance.
0% of the employees are disagree about the fact that they are able to freely com
municate their grievance.
0% of the employees are strongly disagree that they are able to freely communica
te their grievance.
121
Table showing opinion of the employees about awareness of employees regarding th
e quality standards adopted by the company.
I am aware of the quality standards of the organization
Agree 19 31.666667
Neutral 0 0
Disagree 0 0
Total 60 100
INTERPRETATION:
68.33% of the employees are strongly agree that they are aware of the quality st
andards of the organization.
31.67% of the employees are agree that they are aware of the quality standards o
f the organization.
0% of the employees are neutral about the fact that they are aware of the qualit
y standards of the organization.
0% of the employees are disagree about the fact that they are aware of the quali
ty standards of the organization.
0% of the employees are strongly disagree that they are aware of the quality sta
ndards of the organization.
122
Table showing opinion of the employees whether they are satisfied with the ISO/Q
S certification of the company.
I am satisfied with the ISO/QS Certificate of the company
Agree 20 33.3333
Neutral 0 0
Disagree 0 0
Total 60 100
INTERPRETATION:
66.67% of the employees are strongly agree that they are satisfied with the ISO/
QS certificate of the company.
33.33% of the employees are agree that they are satisfied with the ISO/QS certif
icate of the company.
ISO/QS certificate of the company.
ISO/QS certificate of the company.
0% of the employees are strongly disagree that they are satisfied with the ISO/Q
S certificate of the company.
123
Table showing opinion of the employees about the adaptability of employees with
changes due to ISO/QS certification.
I am adaptable to the changes due to ISO/QS certification
Agree 21 35
Neutral 2 3.3333333
Disagree 0 0
Total 60 100
INTERPRETATION:
61.67% of the employees are strongly agree that they are adaptable to changes du
e to ISO/QS certification.
35% of the employees are agree that they are adaptable to changes due to ISO/QS
certification.
3.33% of the employees are neutral about the fact that they are adaptable to cha
nges due to ISO/QS certification.
0% of the employees are disagree about the fact that they are adaptable to chang
es due to ISO/QS certification.
0% of the employees are strongly disagree that they are adaptable to changes due
to ISO/QS certification.
124
Table showing opinion of the employees whether they are happy to changes in the
company or not.
I am happy and acceptable to the changes
Agree 35 58.333333
Neutral 2 3.3333333
Disagree 0 0
Total 60 100
INTERPRETATION:
38.33% of the employees are strongly agree that they are happy and acceptable to
changes.
58.33% of the employees are agree that they are happy and acceptable to changes.
3.33% of the employees are neutral about the fact that they are happy and accept
able to changes.
0% of the employees are disagree about the fact that they are happy and acceptab
le to changes.
0% of the employees are strongly disagree that. they are happy and acceptable to
changes.
125
Table showing opinion of the employees regarding their willingness to work in th
e company.
I love my job and to work in this organization
Agree 11 18.333333
Neutral 5 8.3333333
Disagree 0 0
Total 60 100
INTERPRETATION:
73.33% of the employees are strongly agree that they their job and to work in PC
CPL.
18.33% of the employees are agree that they their job and to work in PCCPL.
8.33% of the employees are neutral about the fact that they their job and to wor
k in PCCPL.
0% of the employees are disagree about the fact that they their job and to work
in PCCPL.
0% of the employees are strongly disagree that they their job and to work in PCC
PL.
126
Table showing opinion of the employees that their work life is meaningful.
My work life is meaningful
Agree 11 18.3333
Neutral 5 8.33333
Disagree 0 0
Total 60 100
INTERPRETATION:
73.33% of the employees are strongly agree that their work life is meaningful.
18.33% of the employees are agree that their work life is meaningful.
8.33% of the employees are neutral about the fact that their work life is meanin
gful.
0% of the employees are disagree about the fact that their work life is meaningf
ul.
0% of the employees are strongly disagree that their work life is meaningful.
127
Table showing opinion of the employees that how valuable their work is for the c
ompany.
I consider that my work is valuable in attaining organizational goals
Agree 33 55
Neutral 0 0
Disagree 0 0
Total 60 100
INTERPRETATION:
45% of the employees are strongly agree that they consider their work is valuabl
e in attaining organizational goals.
55% of the employees are agree that they consider their work is valuable in atta
ining organizational goals.
0% of the employees are neutral about the fact that they consider their work is
valuable in attaining organizational goals.
0% of the employees are disagree about the fact that they consider their work is
valuable in attaining organizational goals.
0% of the employees are strongly disagree that they consider their work is valua
ble in attaining organizational goals.
128
Table showing opinion of the employees regarding the opportunities to use their
ability.
I have adequate opportunity to use my ability
Agree 18 30
Neutral 6 10
Total 60 100
INTERPRETATION:
56.67% of the employees are strongly agree that they have adequate opportunity t
o use their ability.
30% of the employees are agree that they have adequate opportunity to use their
ability.
10% of the employees are neutral about the fact that they have adequate opportun
ity to use their ability.
3.33 of the employees are disagree about the fact that they have adequate opport
unity to use their ability.
0% of the employees are strongly disagree that they have adequate opportunity to
use their ability.
129
Table showing opinion of the employees about their overall satisfaction level in
the company.
Overall, I’m satisfied with my job
Agree 10 16.6667
Neutral 5 8.33333
Disagree 0 0
Total 60 100
INTERPRETATION:
75% of the employees are strongly agree that they are overall satisfied with the
ir job in PCCPL.
16.67% of the employees are agree that they are overall satisfied with their job
in PCCPL.
8.33% of the employees are neutral about the fact that they are overall satisfie
d with their job in PCCPL.
0% of the employees are disagree that they are overall satisfied with their job
in PCCPL.
0% of the employees are strongly disagree that they are overall satisfied with t
heir job in PCCPL.
130
4. B) DATA ANALYSIS WITH TWO WAY TABLE
TWO WAY TABLE – 1
Relationship Between Gender And Level Of Satisfaction
Gender level of satisfaction Total
Highly Satisfied Medium Satisfaction Low Satisfaction
Male 10 (18%) 35 (64%) 10 (18%) 55
Female 1 (20%) 1(20%) 3 (60%) 5
Total 11 36 13 60
INFERENCE:
From the above table the percentage of highly satisfied is in female group follo
wed by the male group. The percentage of medium satisfied is high in males and l
ow satisfied again is highest in female group.
TWO WAY TABLE – 2
Relationship Between Marital Status And Level Of Satisfaction
Marital Status level of satisfaction Total
Married 9 (16%) 34 (62%) 12 (22%) 55
Unmarried 2 (40%) 2 (40%) 1 (20%) 5
Total 11 36 13 60
INFERENCE:
The above table reveals that the percentage of highly satisfied is in unmarried
group followed by married group. And in medium and low satisfaction highest perc
entage is in married group and followed by unmarried group.
131
TWO WAY TABLE – 3
Relationship Between Age And Level Of Satisfaction
Age level of satisfaction Total
Young Age 1 (33.33%) 1 (33.33%) 1 (33.33%) 3
Middle Age 7 (15%) 30 (62%) 11 (23%) 48
Old Age 3 (33%) 5 (56%) 1 (11%) 9
Total 11 36 13 60
INFERENCE:
The above table reveals that the percentage of highly satisfied is in the Young
age group (33.33%) and 33 % of highly satisfied in the old age group and followe
d by Middle age group. And in medium satisfaction 62% is the highest percentage
in middle age group and followed by old age group with 56% of satisfaction. The
highest percentage of 33.33% in low satisfaction is in young age group.
TWO WAY TABLE – 4
Relationship Between Qualification And Level Of Satisfaction
Qualification level of satisfaction Total
School Level 5 (12%) 29 (67%) 9 (21%) 43
Graduate 5 (36%) 7 (50%) 2 (14%) 14
Post Graduate 1 (33%) 0 2 (67%) 3
Total 11 36 13 60
INFERENCE:
From the above table the percentage of highly satisfied is more among the respon
dents of graduate level group and followed by the post graduate group. The perce
ntage of medium satisfied is highest among the respondents of graduate level gro
up. And the percentage of low satisfaction is highest among the post graduate le
vel group i.e. 67%.
132
TWO WAY TABLE – 5
Relationship Between Experience And Level Of Satisfaction
Experience level of satisfaction Total
Less than or Equal to 5 years 2 (28.5%) 2 (28.5%) 3 (43%) 7
6 years - 10 years 2 (16.7%) 8 (66.6%) 2 (16.7%) 12
More than or Equal to 11 years 7 (17.1%) 26 (63.4%) 8 (19.5%)
41
Total 11 36 13 60
INFERENCE:
The above table reveals that the respondents having less than or equal to 5 year
s of experience have derived highest satisfaction level with 28.5%. The percenta
ge of medium satisfaction is high in the category of 6 years - 10 years group i.
e. 66.6%. And in low satisfaction level again the percentage of less than or equ
al to 5 years of experience is high i.e. 43%.
TWO WAY TABLE – 6
Relationship Between Experience And Level Of Satisfaction
Monthly Salary level of satisfaction Total
Less than or Equal to Rs. 10000 3 (43%) 2 (28.5%) 2 (28.5%) 7
Rs. 10001 - Rs. 15000 1 (5%) 15 (79%) 3 (16%) 19
More than or Equal to Rs 15001 7 (20%) 19 (56%) 8 (24%) 34
Total 11 36 13 60
INFERENCE:
From the above table the percentage of highly satisfied respondents is more in t
he group with less than or equal to Rs. 10000 monthly salary i.e. 43%. It was fo
llowed by the groups of more than or equal to Rs. 15001 i.e. 20%. In medium sati
sfaction the highest percentage is in Rs.10,001 – Rs.15,000 group i.e. 79%.
133
4. C) DATA ANALYSIS WITH CHI-SQUARE TEST OR TEST OF HYPOTHESIS
CHI-SQUARE TEST:
Chi-square test is applied to test the goodness of fit, to verify the distributi
on of observed data with assumed theoretical distribution. Therefore it is a mea
sure to study the divergence of actual and expected frequencies; Karl Pearson’s ha
s developed a method to test the difference between the theoretical (hypothesis)
& the observed value.
Chi – square test (X2) = (O – E) 2/E
Degrees Of Freedom = V = (R – 1) (C -1)
Were, ‘O’ = Observed Frequency
‘E’ = Expected Frequency
‘R’ = Number of Rows
‘C’ = Number of Columns
For all the chi-square test the table value has taken @ 5% level of significance
.
CHI – SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE GENDER AND L
EVEL OF SATISFACTION.
Hypothesis: 1
HO: There is no significant relationship between gender and level of satisfactio
n.
O E (O-E) (O-E)2 (O-E)2/E
10 10.1 -0.1 0.01 0.00099
1 0.9 0.1 0.01 0.01111
35 33 2 4 0.12121
1 3 -2 4 1.33333
10 11.9 -1.9 3.61 0.30336
3 1.1 1.9 3.61 3.28182
Total 5.05183
Degree of freedom - 2
Table value – 5.99
Calculated value – 5. 05183
Since the calculated value is less than the table value. So the Null hypothesis
is accepted. Hence, there is no significant relationship between gender and leve
l of satisfaction.
134
CHI – SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE MARITAL STAT
US AND LEVEL OF SATISFACTION.
Hypothesis: 2
HO: There is no significant relationship between marital status and level of sat
isfaction.
O E (O-E) (O-E)2 (O-E)2/E
9 10.1 -1.1 1.21 0.1198
2 0.9 1.1 1.21 1.34444
34 33 1 1 0.0303
2 3 -1 1 0.33333
12 11.9 0.1 0.01 0.00084
1 1.1 -0.1 0.01 0.00909
Total 1.83781
Calculated value – 1.83781
is accepted. Hence, there is no significant relationship between marital status
and level of satisfaction.
CHI – SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE AGE AND LEVE
L OF SATISFACTION.
Hypothesis: 3
HO: There is no significant relationship between age and level of satisfaction.
O E (O-E) (O-E)2 (O-E)2/E
1 0.55 0.45 0.2025 0.36818
7 8.8 -1.8 3.24 0.36818
3 1.65 1.35 1.8225 1.10455
1 1.8 -0.8 0.64 0.35556
30 28.8 1.2 1.44 0.05
5 5.4 -0.4 0.16 0.02963
1 0.65 0.35 0.1225 0.18846
11 10.4 0.6 0.36 0.03462
1 1.95 -0.95 0.9025 0.46282
Total 2.96199
135
is accepted. Hence, there is no significant relationship between age and level o
f satisfaction.
CHI – SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE EDUCATIONAL
QUALIFICATION AND LEVEL OF SATISFACTION.
Hypothesis: 4
HO: There is no significant relationship between educational qualification and l
evel of satisfaction.
O E (O-E) (O-E)2 (O-E)2/E
5 7.88 -2.88 8.2944 1.05259
5 2.57 2.43 5.9049 2.29763
1 0.55 0.45 0.2025 0.36818
29 25.8 3.2 10.24 0.3969
7 8.4 -1.4 1.96 0.23333
0 1.8 -1.8 3.24 1.8
9 9.32 -0.32 0.1024 0.01099
2 3.03 -1.03 1.0609 0.35013
2 0.65 1.35 1.8225 2.80385
Total 9.31359
is accepted. Hence, there is no significant relationship between educational qua
lification of employee and their level of satisfaction.
136
CHI – SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE EXPERIENCE A
ND LEVEL OF SATISFACTION.
Hypothesis: 5
HO: There is no significant relationship between experience and level of satisfa
ction.
O E (O-E) (O-E)2 (O-E)2/E
2 1.28 0.72 0.5184 0.405
2 2.2 -0.2 0.04 0.01818
7 7.52 -0.52 0.2704 0.03596
2 4.2 -2.2 4.84 1.15238
8 7.2 0.8 0.64 0.08889
26 24.6 1.4 1.96 0.07967
3 1.52 1.48 2.1904 1.44105
2 2.6 -0.6 0.36 0.13846
8 8.88 -0.88 0.7744 0.08721
Total 3.44681
is accepted. Hence, there is no significant relationship between experience of e
mployee and their level of satisfaction.
137
CHI – SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE MONTHLY SALA
RY AND LEVEL OF SATISFACTION.
Hypothesis: 6
HO: There is no significant relationship between monthly salary and level of sat
isfaction.
O E (O-E) (O-E)2 (O-E)2/E
3 1.28 1.72 2.9584 2.31125
1 3.48 -2.48 6.1504 1.76736
7 6.24 0.76 0.5776 0.09256
2 4.2 -2.2 4.84 1.15238
15 11.4 3.6 12.96 1.13684
19 20.4 -1.4 1.96 0.09608
2 1.52 0.48 0.2304 0.15158
3 4.12 -1.12 1.2544 0.30447
8 7.36 0.64 0.4096 0.05565
Total 7.06817
is accepted. Hence, there is no significant relationship between monthly salary
and level of satisfaction.
138
4. D) DESCRIPTIVE STATISTICS TABLE
Sr. No. Factors Combined Mean Remarks
1 Work Environment And Nature of Work 1.85 Good
2 Relationship With Seniors And Colleagues 1.68 Good
3 Communication And Motivation 1.66 Good
4 Training Program And Performance Appraisal System 2.18 Good
5 Pay And Promotion 2.1 Good
6 Welfare Facility 1.55 Good
7 Job Security 1.78 Good
8 Management Style And Grievance Handling 2 Good
9 Quality Policy 1.43 Excellent
10 Job Factors 1.44 Excellent
139
CHAPTER - V
5. A) SUMMARY OF FINDINGS
5. A.i) Findings from Simple Percentage Analysis and Descriptive Statistics
1) The number of male employees in the company is more with the percentage
of 91.67%; where as female employees are only 8.33%.
2) The percentage of married employees in the company is more i.e. 91.67% t
han the unmarried one.
3) Majority of the employees belongs to the age group of 26years-50years.
4) The data regarding the qualification of the employees’ shows that majority
of the employees have studied only up to school level i.e. 73.33%, which is fol
lowed by graduates with 21.67%. The percentage level of post graduates is very l
ow i.e. 5%.
5) Majority of employees experience with 68.33% have more than 11 years of
experience.
6) Data collected to know the monthly salary of the employees depict that m
ajority of the employee got monthly salary more than Rs. 15001 with 58.33%.
7) The respondents are satisfied with the environment and nature of work en
vironment and nature of work as their mean value is near to 1.85 which is quite
good.
8) The respondent’s relationship with the seniors and colleagues is also good
as their mean value is 1.68 is an agreeable level.
9) Communication And Motivation of employees by their superiors also seems
to be good as mean value is 1.66.
10) Study reveals that training program and performance appraisal system is
good with an agreeable value of 2.18.
11) Employees are satisfied with pay and promotion with agreeable value of 2
.1.
12) Welfare Facility provided by the company is also satisfactory with a goo
d value of combined mean i.e. 1.55
13) Employees are also satisfied with job security provided by the company t
he mean value is 1.78; which is an agreeable level.
14) Management style and grievance handling system is good with agreeable va
lue of mean i.e. 2.
15) Quality policy, employees awareness about it and employees acceptance le
vel for changes is excellent with mean value 1.43.
140
16) Job factors such as opportunities, quality of work life and overall sati
sfaction of employee with regard to job is also excellent with mean value of 1.4
4.
5. A.ii) Findings from Two-Way Table
1) Highly satisfied employees are more among the female respondents than th
e male respondents.
2) Highly satisfied employees are more among the unmarried persons than the
married one.
3) Highly satisfied employees are more among the age group of young employe
e.
4) Highly satisfied employees are more among the graduate than the postgrad
uate employees.
5) Highly satisfied employees are with less than 6 years of experience.
6) Highly satisfied employees are with less than Rs.10001/- income group.
5. A.iii) Finding from Chi- square analysis
1) There is no significant relationship between gender and level of satisfa
ction.
2) There is no significant relationship between marital status and level of
satisfaction.
3) There is no significant relationship between age and level of satisfacti
on.
4) There is no significant relationship between educational qualification a
nd level of satisfaction.
5) There is no significant relationship between experience and level of sat
isfaction.
6) There is no significant relationship between monthly salary and level of
satisfaction.
5. A.iv) Findings from self observation
1) Some employees are not satisfied with promotion policy of the company.
2) Management is handicapped by strong labour union.
3) Some employees are not satisfied with their pay scale.
4) There is no training department in the organization. Thus, employees are
not provided with proper training from time to time.
5) The rest rooms are not properly maintained.
6) Workers are not multitasked.
7) Maximum selections in the company are based on the basis of previous emp
loyee reference, thus company itself limits its scope of getting highly skilled
employee.
8) Some employees take undue advantages of lenient policies of the manageme
nt.
9) Employees do not inform the H.R. department well in time about their lea
ves and change of shift timing.
141
10) At present the HR department has been simply restricted to the salary ma
king, recording the attendance and house keeping etc. the Job responsibilities s
hould be widened enough other than the administration work of the department
11) MOCK GRILL is said to be an artificial situation created by the manageme
nt so as to make aware the employees as to how to act or what procedure and guid
elines to follow in case of any uncertain and unwanted accidental or state of em
ergency. Mock grill enables the company employees so as to avoid panic behavior
and follow the proper guideline in case of any emergency.
But Right now at PCCPL it is not being properly conducted because all “the departm
ents are instead informed regarding the date and time when the mock grill is to
be conducted with the help of the circular. This is completely wrong.
5. B) SUGGESTIONS
1) Training department should be their in the company, if not possible then
this responsibility should be assigned to the Pilot Plant. So that when ever re
quired training should be imparted to the employees under the simulated conditio
ns. It will enhance performance of the employee and overall profitability of the
company. By doing so the company can avert miss happenings, as it has faced in
the month of April.
2) Most of the workers are school level. Since they have to work in a very
risky environment with dangerous chemicals, so their education level should be a
little bit high. For this company should tie up with some trust or school to pr
ovide part time education to the employees. This will enhance their analytical a
bility, level of understanding and so on. This will help the employees in doing
their work efficiently and effectively and thus ultimately enhance the growth of
the company.
3) As mentioned above the management is handicapped by the strong labour un
ion, due to which some times it couldn’t take appropriate decisions. This might af
fect its profitability and also breach its code of conduct. The reason which I f
ound behind it is that most of the selection in the company is based on the refe
rence of the employees. Thus new employees have already close relations with the
old one and instead of bringing some thing new with them they follow the same p
ath. So in order to over come this problem I would strongly recommend that the n
umber of selections on the basis of references should be reduced and direct recr
uitment and selecting should be encouraged.
142
4) Job rotation may be introduced to give the employees a diverse backgroun
d.
5) Company should extend its scope of selection from reference of employees
to other like campus placement, advertisements, e-recruitment etc.
6) Rest rooms should be maintained and cleaned properly.
7) Some employees are not satisfied with the promotion policy. They complai
ned against the diplomatic behavior of their seniors. Thus they suggest that pro
motions should be given only in genuine and fair cases and not on the basis of r
eferences of the respective heads or on the basis of liking towards any specific
employee.
8) As per the company law, every company especially working in pharmaceutic
al or chemical based company a safety officer if possible and one HR head should
conduct the MOCK GRILL with knowledge of the technical head. But “when the MOCK G
RILL to be conducted it should be not being disclosed to other departments as su
ch the real state of the organization in case of emergency will not come out in
true state.”
Hence as per the research study I would strongly recommend that MOCKL GRILL shou
ld be conducted in a proper and a systematic manner and not just for the sake of
completion of a formality.
9) Another way through which the HR can become more effective is by engagin
g the department into other activities other than housekeeping, salary making or
other admin work. Sessions like reader’s Session and meditational sessions. Such
activities will not only help the HR department to come up with a change in its
day to day activities but the employees too will get a change to get a kind of s
table state of mind, peace of mind and would like to share their knowledge with
each other. The employees will come to know facts that they didn’t knew earlier.
Not only this but a Gathering Sessions can be conducted where the employees can
come with their families and this will help to create a sense of close bonding w
ith each other and ultimately a sense of belongingness.
10) It has been found that as such in spite that the GUTKHAS AND PANMASALAS
are not allowed in the organizational premises and strictly not in the plant are
a still employees carry such restrictive materials in the company as well as in
the plant. Apart from this mobile phones are also not allowed in the plant area
as such the vibrations of the mobiles in certain sensitive areas cause severe ef
fect on the material being manufactured.
143
Hence as per the research study for around I would strongly recommend that the e
ntry of prohibited eatables should not be allowed to the company premises. This
is the responsibility of the security so as to conduct the checking at the secur
ity gate properly so that mobile phones or other restricted eatables are not mad
e to enter the company premises.
For this I would strongly recommend that smoking censors or the mobile censors s
hould be implanted in the plant areas so that continuous watch can be kept over
the workers as well as the unauthorized staff members who carry cell phones or r
estricted eatables in the plant premises.
144
5. C) CONCLUSION
It was a wonderful experience for me to be a part of PCCPL for around two month
and working on a research project for the company was a tremendously excellent e
xperience that made me learn various aspects of an organization, areas of concer
n for an organization, art of not just surviving but proving its potential and e
xtra caliber at time to time in the Indian corporate sector.
I hope the organization will be benefited from this survey and with the
help of the suggestions given the organization can improve its working further
more and the overall satisfaction level in the organization might increase up to
the excellent level.
The workers of the firm are more satisfied comparing to the staffs. Hence more
focus should be given in the satisfaction level of the employees in t
he staffs level. The study on employee’s satisfaction at PCCPL is cased out with
full co-operation of the employees and management. As far as possible with in t
he given limits the study is completed with the satisfaction of many peoples. Th
e data collected are analyzed scientifically and the results obtained are free t
o nearly 80%. It is assured that the company may get high boosted moral in the o
rganization provided some of the suggestions made in the report are carried out.
The suggestion to set up a training department will definitely reduce the number
of miss happenings.
Further from this survey I hope the organization will be benefited and
with the help of the suggestions given the organization can improve its functio
ning and the overall satisfaction level in the organization and its performance
will increase.
Overall I will rate Punjab Chemicals and Crop Protection Limited in “A” category com
panies. PCCPL through its highly ethical values not only climbing the ladder of
growth year by year but also fulfilling its responsibilities towards its employe
es and society.
145
APPENDIX
1) Glossary of Terms
2) Abbreviations
3) Questionnaire
146
1) Glossary of Terms
1) Contentment, 1
2) Impulse, 1
3) Consideration-style-leadership, 12
4) Rudimentary, 14
5) Synthetic dyestuffs, 14
6) Offshore, 14
7) Toiletries, 15
8) Varnishes, 15
9) Basic Chemicals, 16
10) Specialty Chemicals, 16
11) Knowledge Segment, 16
12) Membrane Cell Technology, 20
13) Downstream chemicals, 27
14) Green Revolution, 31
15) Bio-degradable pesticides, 32
16) Fungicides, 32
17) Nimpith, 32
18) Niche product, 32
19) Agrochemicals, 34
20) Debottlenecking, 37
21) Floriculture, 50
22) Contract Manufacturing, 53
147
2) Abbreviations
1) PCCPL - Punjab Chemicals and Crop Protection Limited
2) FTA - Free Trade Agreements
3) ADIL - Alpha Drugs India
4) GDP - Gross Domestic Production
5) SEZ - Special Economic Zone
6) PCPIR - Petrochemicals & Petroleum Investment Region
7) CWC - Chemical Weapons Convention
8) OPCW - Organization for Prohibition of Chemical Weapons
9) R&D - Research and Development
10) GDR - Global Depository Receipts
11) FCCB - Foreign Currency Convertible Bonds
12) EPS - Earning Per Share
13) GMP s - Good Manufacturing Practices
14) DC&PC - Department of Chemicals & Petrochemicals
15) UNDP - United Nations Development Programme
16) OCPF - Other Chemical Production Facilities
17) CSIR - Council for Scientific and Industrial Research
18) NCL - National Chemical Laboratory
19) NOCIL - National Organic Chemicals Industries Limited
20) IICT - Indian Institute of Chemical Technology
21) RRl - Regional Research Laboratory
22) EBIDTA - Earning before Interest, Depreciation, Tax and Amortization
23) SSI - Small Scale Industries
24) MTA - Metric Tone per Annum
25) GATT - General Agreement on trade and tariff.
26) MOSPI - Ministry of Statistics and Program Implementation
27) PSIDC - Punjab State Industrial Development Corporation
28) DEO - Di-ethyl Oxalate
29) CARG - Compound annual growth rate
30) IIP - Index of Industrial Production
148
3) Questionnaire
“A study on employee welfare and satisfaction
in Punjab Chemicals and Crop Protection Limited”
The purpose of collecting such information is to know the level of satisfaction
among the employees of Punjab Chemicals and Crop Protection Limited. Further it
will also help to know the various job related and personal factors and their ex
tent to which they affect the satisfaction level of employees, so that meaningfu
l conclusions and suggestions could be made in order to make the human resource
policies and practices of the company more effective and efficient.
Dear respondents,
Your Co-operation in the context shall go a long way helping me to draw
conclusive inferences for which I shall be grateful.
Note: Following are the questions that are to be duly filled up by the candidate
. It is being strongly assured that secrecy shall be maintained at all the level
s of this research and the identity of respondent will not be revealed. It is si
mply a part of research project which is to be submitted to Lovely Professional
University in the partial fulfillment of the requirements for the award of the d
egree of Master of Business Administration.
Name of the employee : ________________________________
__
Employee code : ________________________________
__
Designation : ________________________
__________
Name of the department : ________________________________
__
Part – A (General Information)
Please tick ( ) at the appropriate place.
1. Gender : Male Female
2. Marital status : Married Single
25 years
26-50 years
50 years
School level
Graduate
Post Graduate
3. Age. 4. Educational qualification. :
5. Your experience in PCCPL. 6. Monthly salary.

5 years
6-10 years
11 years
Rs. 10000
Rs. 10001-Rs. 15000
Rs. 15001
149
Please indicate your level of agreement in connection with the following factors
:
1= Strongly Agree, 2= Agree, 3= Neutral, 4= Disagree, 5=Strongly Disagre
e
Part – B (Work Environment And Nature Of Work)
S. No. Particulars 1 2 3 4 5
7. Your work is very challenging one
8. I feel I have too much work to do
9. Working hours are convenient for me I’m happy with my work place
10. Adequate rest intervals are given
11. Management builds and maintains work relationship
12. Provided with sufficient tools and equipments needed to do my work
13. I’m satisfied with the safety measures provided by my company
14. The lighting and other arrangements are satisfactory
15. I am mentally and/or physically exhausted at the end of a day at work
Part – C (Relationship With Seniors And Colleagues)

16. I have proper superiors assistance
17. My boss considers my ideas too while making decision
18. I am appreciated for my performances
19. My boss is not partial
20. My Participation is welcomed
21. I can easily approach my superiors
22. Superiors are competent enough to guide
23. The colleagues of the organization are friendly
24. The colleagues are helpful in nature
25. All the workers share their Know-how
Part – D (Communication And Motivation)

26. I feel that my Boss motivate me to achieve the organization goal
27. My supervisor motivates me to increase my efficiency at times when I’m not
productive
28. Communication seems good within this organization
29. Work assignments are explained clearly to me
150
Part – E (Training Program And Performance Appraisal System)
30. I am satisfied with the training programs provided to us
31. Training is given whenever needed
32. Training provided is useful
33. The training increases the performance
34. I am satisfied with organization s techniques for evaluating my performa
nce
35. The appraisal policy of the organization improves the performance
36. Performance appraisal of the employee is not effected by personal biasne
ss
Part – F (Pay And Promotion)
37. I feel I’m being paid a fair amount for my work
38. I am provided with commensurate salary
39. Our wages are at par with the wages in the industry
40. I’m satisfied with allowances provided by the organization
41. I am satisfied with promotion policies of the organization
42. I am rewarded for the innovative ideas
43. I am rewarded for my performance
Part – G (Welfare Facility)
44. The organization has adequate transport facility
45. The organization has adequate medical facilities
46. I am provided by benefits for the family
47. I’m satisfied with the refreshment facilities
48. We are provided with the rest and lunch room and they are good enough
49. Parking facilities provided for our vehicles are satisfactory
50. I’m satisfied with the first aid facilities
51. I’m satisfied with the Loan facilities and other personal welfare benefits
offered by company
Part – H (Job Security)
52. My organization provides me job security
53. My job security is based on my performance
54. The job security is based on workers welfare principle
151
Part – I (Management Style And Grievance Handling)
55. Workers are given due recognition in the management decisions
56. I am satisfied with the decision making standards and plans o
f the organization
57. Opinion given is due importance in decision making and for any c
hange in respective department
58. The grievance handling procedure is effective
59. I am able to freely communicate my grievance
Part – J (Quality Policy)

60. I am aware of the quality standards of the organization
61. I am satisfied with the ISO/QS Certificate of the company
62. I am adaptable to the changes due to ISO/QS certification
63. I am happy and acceptable to the changes
Part – K (Job Factors)

64. I love my job and to work in this organization
65. My work life is meaningful
66. I consider that my work is valuable in attaining organizational goals
67. I have adequate opportunity to use my ability
68. Overall, I’m satisfied with my job
Any Suggestion: ________________________________________________________________

________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________
Date: ____________________ Signature: _____________
_______
Thanks for your valuable time and response.
152
REFERENCES
[1]…. DeWayne P. Frazier, 2009, Job Satisfaction of International Educators, V
olume-xxii, Boca Raton Publishers, Florida (USA), pp-2.
[2]…. DeWayne P. Frazier, 2009, Job Satisfaction of International Educators, V
olume-xxii, Boca Raton Publishers, Florida (USA), pp-2.
[3]…. Ram Nath Sharma, S.S. Chandra, Atlantic Publishers & Distributors (P) Lt
d., India, http://books.google.co.in/books?id=ilptIa2gA2AC&printsec=frontco
ver&source=gbs _navlinks_s#v=onepage&q=&f=false
[4]…. Edward J. Inderrieden, Timothy J. Keaveny, Robert E. Allen, Marquettte U
niversity, Milwaukee, http://www.springerlink.com/content/xnk5017325022t80/
fulltext.pdf
[5]…. Cheryl D. Krossa, Lawrence Livermore National Laboratory, University of
California, California, http://www.osti.gov/bridge/servlets/purl/508727-EoCl
LW/webviewable/ 508727.pdf
[6]…. Steven W. Schmidt, Indiana University, Indianapolis, https://scholarw
orks.iupui.edu/bitstream/handle/1805/276/Schmidt.pdf?sequence=1
[7]…. Ayaz Khan, Qurtuba University of Science & IT, Pakistan,
http://www.qurtuba.edu.pk/jms/default_files/JMS/1_2/7_ayaz.pdf
[8]…. Julie Abbott, MCB UP Ltd U.K, http://www.emeraldinsight.com/10.1108/13
632540310807467
[9]…. Steven H. Appelbaum, Jacques Adam, Nadeem Javeri, Michel Lessard, Jean-P
ascal Lion, Michel Simard, Silvana Sorbo, Emerald Group Publishing Limited,
USA, http://www.emeraldinsight.com/10.1108/01409170510629023
[10]….A.Sukumar, Government Arts College (Autonomous), Coimbatore, India,
http://www.scribd.com/doc/4935831/Human-resourse-management-Project-Employee-
satisfaction-in-professional-couriers-coimbatore
[11]….Reena Ali and M.Shakil Ahmed, COMSATS Institute of Information Technology,
Pakistan, http://www.wbiconpro.com/22.Reena.pdf.
[12]….Chien-Wen Tsai, Emerald Group Publishing Limited, Japan, http://www.emera
ldinsight.com/10.1016/S1871-3173(08)02005-3
[13]….Hina Sohrab Kiani, Omama Khurshid,CASE ISB Islamabad, Pakistan, http://w
ww.ep.liu.se/ecp/033/066/ecp0803366.pdf
153
[14]…. Assist. Prof. Dr. Hulusi Dogan , Adnan Menderes University, Nazilli Vocatio
nal
School, Nazilli, http://eab.ege.edu.tr/pdf/9_2/C9-S2-M4.pdf
[15]…. Nilufar Ahsan, Zaini Abdullah, David Yong Gun Fie, Syed Shah Alam, European
Journal of Social Sciences, Malaysia, http://www.eurojournals.com/ejss
_8_1_11.pdf
BIBLIOGRAPHY
Books Referred:
K. Aswathappa, 2008, Human Resource Management, 5th ed., Tata McGraw-Hill Compan
ies, New Delhi.
L.M. Prasad, 2004, Principles and Practice of Management, 6th ed., Sultan Chand
& Sons, New Delhi.
Naresh K. Malhotra, 2009, Marketing Research, 5th ed., Pearson Education, New De
lhi.
Saiyadain, Mirza, 2008, Organisational Behaviour, 1st ed., Tata McGraw-Hill Comp
anies, New Delhi.
S.P. Gupta, 2004, Statistical Methods, 36th ed., Sultan Chand & Sons, New Delhi.
Shiwalika Karam Singh Saini, 2008, A Study on Employee Welfare & Satisfaction in
Scot Edil Pharmacia Pvt. Ltd., Baddi (H.P), pp-33.
Shiwalika Karam Singh Saini, 2008, A Study on Employee Welfare & Satisfaction in
Scot Edil Pharmacia Pvt. Ltd., Baddi (H.P), pp-36.
Website Addresses:
http://chemicals.nic.in/Annual%20Report2008-09.pdf
http://chemicals.nic.in/
http://Chemicals.nic.in/org/.html
http://localhost/F:/MD.html
http://www.ice.org.in/Vol4824/Evolution.pdf
http://www.punjabchemicals.com/
http://www.in.kpmg.com/TL_Files/Pictures/KPMG_Chemtech_Report.pdf
http://www.mospi.gov.in/
A.Sukumar, Government Arts College (Autonomous), Coimbatore, India, http://www.
scribd.com/doc/4935831/Human-resourse-management-Project-Employee-satisfaction-i
n-professional-couriers-coimbatore
http://www.moneycontrol.com/india/stockpricequote/chemicals/punjab-chemicalscrop
-protection/PCC03
154

Untitled

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Untitled

Hochgeladen von

Copyright:

Verfügbare Formate

LOVELY PROFESSIONAL UNIVERSITY

PROJECT REPORT ON SUMMER TRAINING

SUBMITTED TO LOVELY PROFESSIONAL UNIVERSITY

2. A.xi) SWOT ANALYSIS OF INDIAN CHEMICAL INDUSTRY 34

Figure 1: Factors effecting Job Satisfaction.

Figure 4: State wise share in Indian Chemical Industry.

India is currently the largest manufacturer of Pesticides in Asia. The pesticide

• A diversified manufacturing base

5. Your experience in PCCPL. 6. Monthly salary.

Part – C (Relationship With Seniors And Colleagues)

Part – D (Communication And Motivation)

Part – J (Quality Policy)

Part – K (Job Factors)

Any Suggestion: ________________________________________________________________

Das könnte Ihnen auch gefallen