INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Modern organizational setting is characterized by constant changes relating to environmental factors and human resources. As regards environment factors, we find changes in the operating organizational structure, the networking procedures, customs or norms and the economic, political and social patterns in which organizations exist. Moreover, there is constant change in human resources. New individuals are being employed with their new ideas and expectations while the existing workforce is constantly changing vis--vis ideas, attitudes and values.

Although the change may provide solution to some problems, it may create several new ones. There is an urgent need to understand these problems, anticipate them and to find solutions to them. The responsibility to find out solutions to these problems lies with every manager who has to be prepared to deal with different changes effectively through educational and developmental programmers. Obviously, every manager is responsible for management of human resources of course with the advice and help of personnel department. Management of human resources is the essence of being a manager who has to get things done through others. Specifically, his task relates to leading, mobilizing and directing the efforts of people without which he can be a technician but not a manager. Thus, every manager has to develop and maintain his competence in managing human resources which have assumed utmost significance in modern organizations.

Through the development of skills, trapping & utilizing them again and again. Thus, it is a long term prospective where as personnel or a short term prospective. Human resources are also regarded as human factor, human asset, human capital and the like. The terms labor and man power had been used widely denoting mostly the physical abilities and capacities and employees. The term personnel had been used widely in the recent past to denote persons employed in any services, thus, this term denotes employee as a whole but it does not clearly denote various components of human resource like skill, knowledge, values, etc.,

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MEANING OF HUMAN RESOURCE MANAGEMENT

Terms used to denote human resource management are labor management, labor administration, labor management relations, employee relations, different industrial relations, personnel administration, personnel management, human capital management, human asset management human resources management and the like. The basic nature of distinction lies in the scope of coverage and evolutionary stage.

In simple sense, HRM means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with their job and organizational requirements.

DEFINITIONS OF HRM
According to Leon The term human resource refers to the total knowledge skills, creative abilities, talents and attitudes of an organization and work force, as well as the value attitudes and believes of the individual involves. According to Edwin B Flippo Human resource management is the planning, organizing, directing and controlling of the development compensation, integration, maintenance and reproduction of human resource to the end, that individual, organizational, and social objectives of accomplished.

EVOLUTION OF HRM
This learning module is divided into three classes and covers a brief history of American labor and the evolving function of human resource management. The first class is an overview of American labor history from the colonial period to the early 1900s. There was little actual HR management during this time, but it is important history that sets the stage for understanding the development of human resource management in the 20th century. The second class covers early labor unrest at the beginning of the 20th century; the Depression; World War II; and the post-war years of the 1950s.

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In this time period, we see the rise of the industrial relations professional and the personnel administrator, forerunners of contemporary HR managers. The last session starts with the civil rights movement of the 1960s and ends with contemporary issues that continue to shape todays HR management in its current strategic role.

The Royal Commission on Labor set up from 1929 to 1931 to examine the situation recommended the appointment of labor officers and other changes. The suggested changes led to the bringing in of standardization and that was the first step toward introducing personnel management, Formation of trade unions, with close links with political leaders like Mahatma Gandhi (the Textile Labor Association in Ahmadabad was founded in 1920), also influenced the way industrial workers are managed. This focus made an adequate number of employees available to the industry, disciplined the rural and less educated workers and implemented various legislations and settled disputes.

At the same time there were progressive employers who on their own cared about the well being of the employees. Tata Steel in Jamshedpur, for instance, had introduced a series of welfare measures for workers much before it became mandatory by law.

After India won independence in 1947, considerable changes happened in the personnel management approach of organizations. The post independence period encouraged a mixed economy as the growth model. Industrial organizations were broadly classified as the public sector (including the administrative arm of government) and the private sector. Public sector organizations were the largest employers and received huge investments.

The Constitution of India had the objective of achieving a socialist society and various constitutional provisions supported protection to working class. Numerous legislations were introduced to protect workers.

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Along with industrialization, the trade union movement also grew in India. The rapid growth of trade unions also catalyzed the development of personnel systems. The workers became more aware about their rights and it was increasingly difficult to exploit them. In the 1970s and 1980s typical HRM functions in organization included: (1) Personnel and administration, (2) Industrial Relation, and (3) Labor welfare. The prescribed and assumed role was crisis driven or issue driven. This high level of union activism also led to the situation where the decision framework took a legal turn.

The same period also saw the rise of managerial unionism, where non workers without formula union rights joined to form associations that acted as pressure groups. Managerial unions were able to exert an influence in the public sector and that called for attention to be given to managing the non worker staff also. Though not widespread, the industry was also open to adopting tools and techniques that could help improving efficiency and productivity. For examples, 1961, with the full cooperation from the trade union, the Indian Aluminum Company Ltd. Conducted a plant wide work study at its Alupuram, Kerala plant. This lead to defining the work output, staffing pattern, and productivity linked inventive scheme. The establishment of management training institutes and business schools like XLRI and the IIMs helped the industry to imbibe modern management principles and thought.

It could be very well summarized that up the mid 80s human resources management in Indian organizations grew through various phases under the influence of the following factors: (1) A Philanthropic viewpoint about doing good to workers, (2) A legislative framework, (3) government policies, (4) Trade unions, (5) emerging trends / concepts in management and (6) Changes in the economy. By then, most organizations, business as well as non business had established separate departments to handle the personnel function, with senior level managers heading them.

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SIGNIFICANCE OF HUMAN RESOURCE MANAGEMENT

Human resources play crucial role in the development process of modern economics. Author leuis observed that there are great differences in development between countries which seem to have roughly equal resources, so it is necessary to the difference in human behavior. And the financial resources and the international aid play dominant roles in the growth of modern economics; none of this factor is more significant than efficient and committed man power. It is in fact, set that all development comes from human mind.

Human resources are the most precious assets of an organization. They are the activators of non-human resources means for developing competitive advantages and sources of creativity. An organizations success increasingly depending on their knowledge, skills and abilities of employees can be viewed in the following contest.

At Enterprise Level
Good human resource practices can be help in attracting and retaining the best people in the organization. It helps in training people for challenging roles, developing right attitude towards their job. To develop personnel to meet the demands of the work effectively

At Individual Level
It promotes team work and team spirit among the employees. It offers excellent growth opportunities to people who have the potential to rise. It allows people to work with commitment and diligence

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At Society Level
Society has a whole, is a major beneficiary of good HR practices Employment opportunities multiply Scarce talents are put to be best use combined that pay and treat people well always race a head of others and deliver excellent results

At National Level
Effective use of HR helps in exploitation of natural, physical and financial resources in a better. People with right skills, proper attitudes and appropriate values help the nation to get and compete with the best in the world leading to better standard of living and better employment.

At Professional level
Developing people on continuous basis to meet the challenges of their jobs. Maintaining the dignity of personnel qt the work place. Providing proper physical and social at the work place to make.

OBJECTIVES HUMAN RESOURCE MANAGEMENT

To help the organization reach its goals, and to develop and maintain a quality of work life. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings. To identify and satisfy the needs of individuals. To achieve and maintain high morale among employees, and to be ethically and socially responsive to the needs of society. To provide the organization with well-trained and well-motivated employees.
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NATURE AND SCOPE OF HUMAN RESOURCES MANAGEMENT

People in any organization manifest themselves, not only through individual sessions but also through group interactions. When individual come through work place, they come not only with technical skills, knowledge, but also with their feelings, desires and motives. Attitude, values therefore, employee management in a organization does not mean management of not only technical skills, but also other factors of human resources.

SCOPE OF HUMAN RESOURCE MANAGEMENT

The scope of HRM is indeed vast. All major activities in the working life of a wonder from the time of his or her entry into an organization until he or she leaves come under the purview of HRM. Specifically, the activities included are HRM planning, job analysis.

Nature of HRM Prospects of HRM Employee Hiring

Human Resource
Management

Industrial Relations

Employee and Executive Remunera tion

Employee Maintena nce

Employee Motivation

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HRM FUNCTIONS MANAGERIAL FUNCTIONS

Planning- It is a predetermined course of action. Planning pertains to formulating strategies of personnel programmers and changes in advance that will contribute to the organizational goals. In other words, it involves planning of human resources, requirements, recruitment, selection, training etc. It also involves forecasting of personnel needs, changing values, attitudes and behavior of employees and their impact on the organization.

Organizing- An organization is a means to an end. It is essential to carry out the determined course of action. Complex relationships exist between the specialized departments and the general departments as many top managers are seeking the advice of the personnel manager. Thus, an organization establishes relationships among the employees so that they can collectively contribute to the attainment of company goals. Controlling- It involves checking, verifying and comparing of the actual with the plans, identification of deviations if any and correcting of identified deviations.

Directing- The next logical function after completing planning and organizing is the execution of the plan. The basic function of personnel management at any level is motivating, commanding, leading and activating people. The willing and effective co-operation of employees for the attainment of organizational goals is possible through proper direction. Tapping the maximum potentialities of the people is possible through motivation and command.

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 OPERATIVE FUNCTIONS
Procurement - It is concerned with securing and employing the people possessing the required kind and level of human resources necessary to achieve the organizational objectives. It covers functions such as job analysis, human resource planning, recruitment, selection, placement, induction and internal mobility.

Job Analysis - It is a process of study and collection of information

relating to the operations and responsibilities of a specific job.

Human Resource Planning - It is a process for determination

and assuring that the organization will have an adequate number of qualified persons, available at proper times.

Recruitment - It is the process of searching for prospective

employees and stimulating them to apply for jobs in an organization.

Selection- It is the process of ascertaining the qualifications,

experiences, skills, knowledge etc., of an applicant with a view to appraising his/her suitability to a job.

Placement - It is the process of assigning the selected candidate

with the most suitable job in terms of job requirements. It is matching of employee specifications with job requirements.

Induction and Orientation - Induction and Orientation are the

techniques by which a new employee is rehabilitated in the changed surrounding and introduced to the practices, policies, purposes, and people etc., of the organization.

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 Human Resource Development

It is the process of improving, moulding and changing the skills, knowledge, creative ability, aptitude, values, commitment etc. based on present and future job and organizational requirements. This function includes:

Performance Appraisal - It is the systematic evaluation of

individuals with respect to their performance on the job and their potential for development.

Training - It

is the process of imparting to the employees technical

and operating skills and knowledge.

Management Development - It is the process of designing and

conducting suitable executive development programs so as to develop the managerial and human relations skill of employees.

Career Planning and Development - It is the planning of ones

career and implementation of career plans by means of education, training, job search and acquisition of work experiences.

Compensation
It is the process of providing adequate, equitable and fair remuneration to the employees. It includes:

Job Evaluation - It is the process of determining relative worth of jobs. Wage and Salary Administration - This is the process of
developing and operating a suitable wage and salary programmed.

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Incentives - It is the process of formulating, administrating and

reviewing the schemes of financial incentives in addition to regular payment of wages and salary.

Fringe Benefits - These are the various benefits at the fringe of the
wage. Management provides benefits to motivate and to meet their lifes contingencies.

Human Relation Management

Practicing various human resources policies and programmers like employment, development and compensation and interaction among employees create a sense of relationship between the individual worker and management, among workers and trade unions and the management. It is the process of

interaction among human beings. Human relations is an area of management in integrating people into work situations in a way that motivates them to work together productively, co-operatively and with economic, psychological and social satisfaction.

Understanding and applying the models of perception, personality, learning, intra and inter personal relations, intra and inter group relations.

Motivating the employees. Boosting employee morale. Developing the communication skills. Developing the leadership skills. Improving quality of work life of employees through participation and other means.

Providing a comfortable work environment by reducing fatigue, monotony, boredom and industrial accidents.

Counseling the employees in solving their personal, family and work problems and releasing their stress, strain and tensions.

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NEED OF THE STUDY

To know the employees job satisfaction level in the KANCHAN HOME APPLIANCES.

To study whether there is healthy work environment to employees.

To know what are the major human resource functions which play a vital role for employee satisfaction.

Through job satisfaction we can know the indirect productivity problems such as absenteeism, turnover.

By study of job satisfaction management can assess training needs.

To study whether employees are satisfied with the organization policies and practices.

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SCOPE OF THE STUDY

Job Satisfaction is an important output that employees work for Organization.

It comprises of extrinsic and intrinsic factors and helps Maintain an able and willing work forces.

It is an interesting and significant area for conducting research.

The study made on the topic of Job Satisfaction will reveal the factor of feelings of employees.

This report is useful to the management of the company to know the satisfaction levels of employees and they can take measures to increase productivity.

This report may be useful to the management students for reading, and may be useful in preparing their report on the job satisfaction In business concerns, public organization etc.

The present study focuses to find the satisfaction level of employees on the working conditions, basic needs and requirements, welfare and safety measures and also the training programs provided to them.

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OBJECTIVES OF THE STUDY

To measure the employees job satisfaction level in KANCHAN HOME APPLIANCES.

To study the job satisfaction of employees at KANCHAN HOME APPLIANCES.

To study the employees perception towards organization.

To study the attitude of the employees towards their work.

To identify the factors that motivates the employees.

To give suggestions for the growth & perspective of the company.

To study the various factors influencing the job satisfaction of employees.

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METHODOLOGY OF THE STUDY

For any statistical enquiry the data may be collected from two measures. Primary data Secondary data

Primary Data
Primary data are those which are collected a fresh and for the first time. The Primary data was collected from the respondents by administering a structured questionnaire and also through observation, interview & discussion with management.

Secondary Data
The secondary data are those which have already been collected by someone else. A part form Primary data collected, the data collected through text books, the records of KANCHAN, Journals from Library, Academic Reports, and Internet is used for the study.

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PERIOD OF THE STUDY

My project was undertaken for a period of 45 days from 18-07-2011 to 27-082011 at KANCHAN HOME APPLIANCES, Hyderabad.

PLAN OF THE STUDY

My project is concerned with the study of job satisfaction of employees at KANCHAN HOME APPLIANCES, Hyderabad.

CHAPTER - I: Introduction to HRM, Need, Scope, Objectives, Research & Methodology, Plan of the study, Period of the study, Limitations.

CHAPTER - II: Industry profile.

CHAPTER - III: Company profile establishment, organizational chart, Achievements, major milestones.

CHAPTER - VI: Theoretical frame work, Introduction to subject, Need, Importance, Determinants, Models, Benefits, sources, Factors, measurement.

CHAPTER - V: Data Analysis & Interpretation.

CHAPTER - VI: Findings & Suggestions, Summary & Conclusion.

Bibliography, Annexure.

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LIMITATIONS OF THE STUDY

The study is conducted only in KANCHAN Home Appliances, AP.

Due to the lack of time the research could not be made more detailed.

Due to confidentiality of some information accurate response was not revealed by some of the employees.

Some of the replies from the respondents may be biased.

Employees had marked the answers in questionnaires which may be socially incorrect irrespective of their actual feelings.

The questionnaire is in closed indent due to this the accurate information is not possible to collect.

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Evolution of Home Appliances Kitchen appliances were designed to make life easier when cooking and preparing food. Since the mid-1800s, people have been thinking of new and innovative ways to store food, cook food and clean up after eating food. Many of these ideas were good enough to be used by a large number of people and they are still around today. Inventors are still trying to make things easier by coming up with new products that do more things. Following is a few of the inventions that have stood the test of time and continue to be used by millions of Americans today.

The stove is something that most people could not do without. Whether you prefer gas or electric, stoves are the main source of cooking food in American homes today. The first gas stoves were invented in the early 1850s It took awhile for the idea to catch on because only 100 Americans owned a gas stove in the next few years. By 1912, gas stoves were being challenged by the more convenient electric stoves. The electric stoves used convection to heat food rather than a flame. The Copeman Electric Stove Company, based in Flint, Michigan, received the first patent for an electric stove in 1912 and continued to perfect their technology in following years. Today, people can choose between gas and electric. Since they are both safe and serve the same purpose, the stove that people use is generally a matter of personal preference.

If the stove was the most important kitchen appliance product of the 1800s, the refrigerator was possible the most important appliance in the 1900s. Although the idea of cooling foods dates back to the ancient Roman era, the idea for the modern electric refrigerator was patented in 1914. Other patents occurred before this one, but the model for the 1914 patent was the one that resembles todays refrigerator. The electric refrigerator was detrimental to the ice industry of the day because it no longer required ice to cool foods. Rather, it used a convection technology that produced cold air within an insulated box. By 1944, 85% of American households had a refrigerator, but new advances continued to keep consumers intrigued. In 1952, refrigerators began to be produced with an automatic ice maker. A few years later, the magnetic strip that helps to keep the doors closed tightly was standard on new refrigerators.
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The dishwasher has become an integral part of any American kitchen. While some still consider this appliance to be a luxury rather than a necessity, the overwhelming majority of American households have a dishwasher. The first patent for an appliance that resembles the dishwasher occurred in 1850 by Joel Houghton. Then in 1893, Josephine Cochran brought the idea to the public eye at the Chicago Worlds Fair. The daughter of the steamboat inventor, Josephine needed a machine to wash her dishes because her servants continually cracked her fine China. Dishwashers with permanent plumbing were not brought to the public until the 1920s and the drying mechanism was patented in the 1940s. By the early 1970s, dishwashers had become quite common in American households and they continue to be popular today due to all of their advancements and the luxury that they provide.

Finally, the microwave oven is one of the most innovative and widely used kitchen appliances today. Since it cooks food fast, almost every household in America owns a microwave oven. The first patent for a microwave oven was received in 1940, but the first marketable product was not created until 1947. This was called the Radarange and it was over six feet tall and weighed almost 800 pounds. It was not until 1967 when countertop sized microwave ovens were available for kitchens. Once the compact size was introduced to the public, Americans bought them in droves. Between 1970 and 1975, the amount of microwaves sold in stores grew exponentially. Today, they are an essential part of any household and there are a full line of foods that are specifically made to be warmed up in the microwave oven.

Kitchen appliances normally begin with an idea but they end with something that leaves people wondering how they functioned before its invention. Though some ideas take decades before they are perfected and mass marketed, Americans eagerly await the next new thing to make their life more hassle-free. This is most evident with infomercials which are constantly praising the ease of new kitchen products. With creative minds and the publics acceptance, the future possibilities of kitchen appliances are endless. Home Appliances are that without which a modern home is considered incomplete, especially in urban areas. We have become so used to some of the home
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appliances that it seems difficult to live without them. Since the mid-1800s, people have been thinking of new and innovative ways to store food, cook food and clean up after eating food. Many of these ideas were good enough to be used by a large number of people and they are still around today. Indeed, they have made our life more comfortable and easier than ever. In metro cities and big towns, such household appliances are regarded as a boon, as they are instrumental in cutting down the time involved in most of the domestic chores. This is really a great help since people often find it difficult to keep a balance between professional obligation and household needs. China has become one of the world's major producers of home appliances after development over a decade.

Market Share of Home Appliances: The Indian pressure cooker market size is approx. 9 million pieces p.a., which is equally divided between organized and unorganized sector. Kanchan enjoys 20%+ market share in the pressure cooker market of which it is the market leader in the outer lid market segment with 65% market share and 5% of its recently entered into and a highly competitive inner lid market. The branded cookers market has been growing at 5-6% over the last 4-5 years While Kanchan has witnessed volumes growth at 5-8%. We expect this segment to continue to clock similar volumes growth over the next 2-3 years. Kanchan strategy in this segment has been to innovate and give the user a better product experience. Kanchan has introduced both aluminium and stainless steel cookers, the latter of which has given boost to the overall average realization. Kanchan product innovation, superior quality and product technology has always enabled it to command a superior price realization over its peers. Kanchan cookers are targeted towards middle class and the upper middle class and enjoy a 3-5% price premium over other branded manufacturers.Pricing Rate Structure and Incentives to Consumers. If done right, time of use electricity pricing will not require people to change their behavior to save money and help the environment.

Communication Standards: Standards and protocols for communications with Smart appliances must be open and limited in number across all utility districts. While smart
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appliances must work seamlessly with electric utilities in a fully functional smart grid system, the consumer must always have control over the appliance. If a consumer wishes to override deferral of an appliance function and incur a higher electricity rate, they should be able to make such a choice the boundary of the utility's reach should end at the smart meter. the purpose of the Kanchan is to provide more efficient use of energy, not for utilities to control or monitor appliance usage. It is commonly believed that a trio of kitchen appliancesthe refrigerator, the mixer-grinder, and the pressure cooker have transformed the lives of millions of housewives in India. Given the unique culinary habits of Indians, who use a lot of lentils and rice in their foods, the pressure cooker is perhaps the most important kitchen appliance in an Indian home. The mixer-grinder is designed to make the job of wet-grinding spices and other condiments easier. While the Western-style food processor often comes with attachments to chop, slice, and grind, it is not as suited to Indian culinary requirements as the home grown mixer-grinder. Inevitably, the sturdy mixer-grinder, with a powerful motor to grind even the toughest condiments, is better suited to Indian cooking needs. It is not surprising therefore that a significant share of the cookware market is dominated by small Indian players.

Other small appliancesincluding toasters ,fee grinders, blenders, and juicers have managed to make their way into urban homes in India, particularly in the large metropolitan cities where Western culinary habits are being added to traditional Indian ones. One of the largest players in the Indian cookware market is Kanchan, maker of the popular Kanchan brand of pressure cookers. It expanded its presence into non-stick cookware and currently enjoys a leadership position with almost 50% of this market .Clearly; the changing face of urban India is reflected in the sales of this company. The company claims to have a huge customer base, with nearly 2.5 million consumers being added to this base every year. Its product range has increased significantly to include over 400 products in 16 categories, and Kanchan says it is now a total kitchen solutions brand. It now has more than 175 such showrooms across the country, providing every kitchen appliance that the Indian housewife needs to set up her kitchen. To grow its kitchenware product line. One of the key international players in India today is Faber Heathkraft, which entered the Indian market in 1994 in a small way but has been steadily raising its stake.
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Offering ventilation and hobs, it sells through a chain of showrooms called Mini Faber Gallerias. Perhaps one of the major reasons for this is that Indian culinary habits are distinctly different, and to make a dent in this market the appliance OEMs would need to develop products that meet the Indian homemakers requirements. Are global players ready to take up that challenge?

De-Risking Business by focusing on the Non-Stick Cookware Range In a bid to de-risk its business from single product dependence Kanchan forayed into the cookware segment. . Kanchan competes primarily with local and regional

players such as Premier in this segment. Growing urbanization, health consciousness in cooking styles of customers and the segments unique ability for bulky sales (majority consumers do not buy a single pan but a set of non-stick items) will help Kanchan to grow at a healthy rate. The life cycle for the non-stick cookware is 2-3 years hence giving rise to a large replacement market. Pigeon started the chain of exclusive franchise stores with the following objectives: To create a retail ambience for kitchenware and showcase the vast range the brand has to offer. This was not happening in the multi brand traditional kitchenware outlet that was cramped and far below expectations of the fast-changing customer. Kanchan also wanted to have a one-on-one contact with the end consumers to understand their needs better and to rekindle interest in an otherwise low-involvement category. The long-term vision is to be the countrys number one small appliance kitchenware company, so they had to move on from being just a pressure cooker company to a cookware company. There is very little differentiation in the category - beyond inner lid and outer lid and stainless steel and aluminium - and, despite some innovations, the urban market is almost saturated, with some numbers only in the add on, replacement and gift segments. The rural market, while largely unpenetrated, remains the preserve of unbranded products, which account for roughly 40 per cent of the value share of the total market; besides, most villagers still use firewood. Penetration of pressure cookers in the domestic urban market is very high and the future growths have to come from rural households.

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Key Players Major competitors include department stores (Sears); home improvement stores (Home Depot, Lowes); consumer electronics stores (Best Buy); warehouse clubs (Costco, Sam's); and mass merchandisers (Wal-Mart, Target). Besides its primary locations, Sears has a network of more than 900 independent dealers that sell its Kenmore brand appliances in small markets.

Growth and recent development 2010, large kitchen appliances (hood, gas stoves, disinfecting cabinet) market size of up to 384 billion, compared with the same period in 2009, an increase of 12.7%, nearly three-year compound growth rate of 15%. Meanwhile, the kitchen upgrade trends unfolding power consumption, range hood, gas stoves is particularly evident. From the average price point of view, range hood, gas stove and gradually increase the prices of recent years, over the same period in 2009 rose 8.3% and 7.4%. Hood to maintain our very low, whether urban or rural ownership tenure, range hoods are lower than refrigerators, washing machines holdings. Instance, in 2009, urban residents refrigerators, washing machines one hundred have 95.4 and 96 respectively, while the hood was 74.3, lower in rural areas, only 9.8. Generally speaking, a family has a refrigerator, a washing machine, 1 set of smoke, kitchen products, and can be used refrigerators, washing machines also have the economic ability of families to buy cigarettes, kitchen products, so the future with gas stove range hood ownership is entirely possible with the refrigerator, washing machine ownership flat. At present, China smoke, much lower than the annual sales of kitchen refrigerators, washing machines, long term growth potential. With the industry as a whole in recent years, China's economic development, per capita income growth and a higher level of national urbanization further development. Since 1982-2009, China's urbanization rate has jumped from 20% to 45% or more quickly, but
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urbanization rate of more than 80% of the developed countries, there remains room for improvement. Next 10 years, the level of urbanization in China is expected to maintain an average annual growth rate of 1%, about 1.5 million rural population into urban population, housing demand will remain relatively strong long-term trend, so as to drive continued growth in market demand for electric kitchen. Short term, the March 2010 introduction of home appliances to the provisions of the policy: provinces and cities in 9 categories of subsidies in the existing products, then choose a new species into the range of home appliances to policy implementation. Among them, Beijing, Tianjin, Inner Mongolia, Zhejiang, Gansu 5 to the new varieties as range hoods, Shanghai, Hunan, Fujian, Ningxia, Xinjiang, 5 to the new species for the gas stove. The policy is expected to speed up the gas stove and range hood short-term demand growth. Benefit from high-end products in the consumer upgrades. Kitchen electric products as "furniture" property, to meet the functional requirements, based on their appearance, and consumers of home decoration taste with the consistency of the requirements of high power demand and therefore house kitchen decor and the concept of consumer spending closely related to the development and changes, as consumers increased emphasis on quality of life, kitchen electric industry is also gradually to the brand, high-end direction. According to the PRC, the National 703 retail stores in 5359 cities and counties monitored the growth of the industry are pulling from the high-end products. Smoke machine industry in 2010 retail sales grew 3.4%, European hood suction hood and near the growth rate of 2.8%, respectively, and 100.7%, flat-and deep-cover type were down 11.4%, 14.4%; embedded gas stoves 6.3% growth rate, the overall market growth of 2.6%, higher than the industry growth. Meanwhile, European and near the common suction hood hood occupied 61.7% market share of retail sales, compared with 2009 increased by 7.9 percentage points, gas stoves already fully embedded into mainstream products, accounted for 78.6% of the market firmly.

Correspond with the consumption upgrade is the growth of fine decorated rooms, will be
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to promote the demand for high-end home appliances, another important driving force. Major cities in real estate sales, real estate refined decoration of the increasing demand, the trend of fine decorated rooms have clear.

Industry concentration is continuously optimized to enhance competition.

Home Appliances Home appliances are electrical/mechanical appliances which accomplish some household functions, such as cooking or cleaning.

Traditionally, home appliances are classified into:

Major appliances Small appliances

A major appliance is usually defined as a large machine which accomplishes some routine housekeeping task, which includes purposes such as cooking, food preservation, or cleaning, whether in a household, institutional, commercial or industrial setting. An appliance is differentiated from a plumbing fixture because it uses an energy input for its operation other than water, generally using electricity or natural gas/propane. An object run by a watermill would also be considered an appliance. The term white goods is also used for these items, primarily where British English is spoken, although definitions for the term "white goods" can differ. In the United States, the term white goods more commonly refers to linens rather than appliances.

Major appliances are differentiated from small appliances because they are large, difficult to move, and generally fixed in place to some extent. They are often considered fixtures and part of real estate and as such they are often supplied to tenants as part of otherwise unfurnished rental properties. Another frequent characteristic of major appliances is that they may have substantial electricity requirements that necessitate special electrical wiring to supply higher current than standard electrical outlets can deliver. This limits

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where they can be placed in a home.

Major appliances have become more technically complex from the control side recently with the introduction of the various Energy Labelling rules across the world. This has meant that the appliances have been forced to become more and more efficient leading to more accurate controllers in order to meet the regulations.Major appliances may be roughly divided into refrigeration equipment, stoves, washing equipment, and miscellaneous.

Advantages The major strengths of the home appliance industry in India are:

Availability of skilled manufacturing and R&D engineers. The companies with availability of low cost labour are able to roll out new models in every 6-8 months.

The units are provided with special tax incentives in major industrial cluster like Noida NAd Pune.

The manufacturers have an added advantage of different export promotion schemes of the Indian Government like EPCG (Export Promotion Capital Goods scheme) and EOU (Export Oriented Unit) status.

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HISTORY
In 1987 the kanchan group of companies was established to manufacturer quality home appliances slowly and steadily, over the last 20 years, they have achieved a phenomenal growth. It has been the foresight and leadership skills of CMD Mr.Dinesh, C.Khimavat, which has steered the group to success. 1989 expansion of manufacturing facilities: Non stick cookware starts getting manufactured. 1993 The first manufacturing unit at daman is developed to manufacture mixer grinders with a yearly production capacity of 40,000 grinders .In the same year the manufacturing unit at daman is launched to manufacture non stick cookware with yearly production capacity of 10,00,000cookware products.1997 Kanchan starts exporting outside India to Middle East and Africa.1999 the third manufacturing units at Daman is setup to manufacturing pressure cookers with a yearly production with capacity of 400,000 pressure cookers. 2001 Kanchan takes over the Marlex brand under its belt. 2002 product diversification begins mass product diversification begins. Mass production of the pressure cooker with inner lid begins with an installed production capacity of 2,50,000 inner lid pressure cookers per year.2003 increased focus on systems and processes within Kanchan towards international standards; Quality controls across the entire product range is given top priority. In same year a full-fledged operation in Dubai to cater middle east as well as African market ,and is situated in one of the best locations of Dubai .In the same year kanchan started operations at china to support the suppliers of the best quality goods at any point of time.

2004 the export story continues . Kanchan's worldwide distributor network is now slowly expanding in to the US,UK,Europe and Russia.2004 started operations in Delhi to capture the Indian market in a much stronger way.2006 started operation at baddi to cater domestic market for Mixer grinder .2006-2008 expansion of sales and marketing team.

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2007-2008 expansion of international sourcing and domestic sourcing for small electrical and non electrical appliances.

KANCHAN GROUP
As the turnover increased multi fold, the khimavats flagged of kanchan international limited in 1994 ,to manufacture electric and other home appliances like Non-stick, pressure cookers and mixer grinder, juicer, food processer, wet grinder, Hard anodized LPG stoves, Stainless steel cookware, electric iron box, hot plate, Microwave oven, juice extractor, OTG and many more in the planning stages.

PURSUIT OF QUALITY AND TECHNOLOGY

Quality control plays a key role at kanchan's state of the art plants at Daman (Near Mumbai).A well trained work force of 700 ensures that every product meets the highest standards of quality. Our technology initiatives ensure that our manufacturing process follow top quality standards ac0roos the world. Here is a quick look at some quality certifications that have been adopted at kanchan.

DUPONT LICENSEE
Kanchans Non-Stick plant was set up with the technical knowhow of DuPont; USA. All products in our Non-Stick cookware range are made as per the technical guidelines of DuPont. This automatically ensures that the Non-stick coating is US-FDA (Government of USA) approved.

GROWTH OVER YEARS

Over the years, kanchan has developed strong brand recognition in the kitchen and home appliances industry. Our infrastructure now includes one of Indias largest facilities to manufacture mixer grinder and non stick cookware and pressure cooker. Our networks of distributors are now present over India and overseas.

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EXCELLENCE IN EXPORTS
Kanchan has spread its customers reach worldwide, exporting to over 29 countries

including UK ,Canada, Bahrian, Saudi Arabia, Srilanka, Malaysia, Tanzania, Nageria, Kenya, Bangladesh, Nepal, etc. The current year will see an additional 10
countries where kanchan will have it presence .The cost efficiencies of production in India combined with our passion for quality is the driving force behind our everincreasing export volume.

We believe that our phenomenal success can be attributed to our guiding philosophy of constantly applying technology to develop quality products for customers and offering top notch after-sales service. In existence for barely a decade the kanchan group has already established its name in the market as one of the reputed brand and is fast accelerating and steering the group of success.

U/L (USA) CERTIFICATION

All pressure cookers are certified by U/L(USA) Which is the highest safely standards in the world .This standard results in trouble free safe performance even after years of usage.

ISI QUALITY CERTIFICATION

All mixer grinders and nonstick cookware confirm to the highest quality norms of the bureau of Indian standards, government of India.

EASY & CONVENIENT

Kanchan has introduced Indian kitchens and homes to cookware that is easy and convenient, with Appliances to assist and make your homes and kitchens done an outlook taking off the effort from your shoulders. The technical perfection in the appliances and cookware by Kanchan is complemented by the fact that all of them are cost efficient and environment friendly. This unique combination has witnessed the meteoric growth of the company in recent years.
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A FIRM FOCUSES ON CREATING THE BEST

Kanchan thus built a name for itself solely on the basis of its reputation for reliability and excellence. Health and environment conscious homemakers around the world have welcomed and accepted Kanchan products with open arms. Today, Kanchan has grown to become one of the world's largest and most diversified Home Appliances companies.

CONQUERING THE WORLD

Over a million customers worldwide Kanchan brands for their unique qualities. Kanchan is constantly evolving exploring ad making a mark in new territories. The strong market presence in India in both urban and rural his a proof of the diversified product range of the firm. With such firm footing in present, Kanchan aims to conquer the world.

BOARD OF DIRECTORS

Director Name Dinesh C Khimavat Bharat H Pipalia Shailesh Parekh Parveen Kumar Gupta K S Raman Mahavir Prasad

Designation Chairman & Managing Director Whole-time Director Independent Director Independent Non Executive Director Independent Non Executive Director Company Secretary

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MISSION
To strictly adhere to our values and ethics based system in order to maintain our integrity. To perform constant research in order to improve the quality of products and innovate new value-added products. To expand our network with significant global presence To provide utmost work satisfaction to our employees. To maintain the trust of consumer by always providing them best quality, at best rates with attractive packaging.

VISION
To establish kanchan as a global brand, known for its values, assertiveness and the acumen to adapt to the ever-changing environment.

SWOT- ANALYSIS STRENGTHS

Maintain A Good Rapo With All Retailers It able to be a good competitor in the market within a short time. Compare to its competitor it able to conduct more foreign trips to retailer. Abundant raw material Low cost skilled labor Presence across the value chain Growing domestic market Strong backward integration Able to recruit good Management People. Flexible in terms of production quantity and lead time.

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WEAKNESS
Fragmented industry Lower productivity and cost competitiveness Quality is not consistent. Low level of training. Delay in delivering the goods at the right time. Lack of economies of scale and advance processing capabilities. Rice Cookers quality is bad.

OPPORTUNITIES
Huge demand for value added goods in all major countries. Relocation from high cost economies. Large and relatively untapped domestic market Had an Opportunity of NO-1 Position.

THREATS
A Heavy competition between one against other. Deficiency of confidence in Retailers. More Local Brands may exist in Market. In the domestic market the threat continues to be from the mushrooming unorganized players and regional brands. These have two impacts namely commoditization of product categories and unrealistically low pricing. Though there is high mortality of these players they tend to impair the rapid growth of quality conscious branded players by putting their legitimate margins under pressure. As has been the policy, the company continues to invest in innovation, feature and value addition, customer education and brand promotion to stay above these unorganized players.

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ACHIEVEMENTS
2008 onwards company started spreading the market in all over India every year kanchan is starting selected states and it is building up the product strength in the states It is one of the reason company was grown very fast company started its own manufacture unit pressure cooker, LPG, non stick at Mumbai. Last continuation three years central government given purchase order for Kanchan to supply LPGs to all gas companies. This is average per month 1 lack LPGs per month to all gas companies. One of the strength of Kanchan is achieving the goals because of day to day product updating as per the market requirements operating the schemes. The companies top line has grown at 150%+ CAGR over the last 5 years.

Profitability also improved and grew by 20%+ over the same time period. The strategy for maintaining growth and improving profitability has been product innovation, brand building and financial prudence The Company has over the past years evolved from being a mere pressure cooker product brand to a full-Fledged kitchen appliances brand. The pressure cooker industry, which has a penetration of mere 30-35% in India, has a lot of scope of growth with increased availability of LPG & piped natural gas in the next few years. The companys vision for new business opportunities such as modular kitchens and its product innovation provides good business visibility for the company.

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ORGANISATIONAL STRUCTURE
CHAIRMAN

MANAGING DIRECTOR

GENERAL MANAGER

FINANCE DEPT

PRODUCTION DEPT

MARKETING DEPT

SALES & PURCHASE DEPT

SENIOR C.FO

SENIOR MANAGER

SENIOR MANAGER

SENIOR MANAGER

FINANCE MANAGER

PRODUCTION MANAGER

MARKETING MANAGER

SALES MANAGER

ACCOUNTANT OFFICER

MARKETING OFFICER

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SEGMENTATION & POSITIONING (STP) Segmentation is the process in which a particular segment of the customers
which have same tastes or preferences and are the potential customers are targeted instead of targeting the customers as a whole. Segmentation marketing offers a lot of benefits as compared to mass marketing like a co. can create a fine tuned products for those selected customers, can select the best distribution policies, best communication channels and will have a clear picture of their competitors in the same segment. Therefore segmentation has become a major factor in every companys marketing policies. Various basis of segmentation can be as follows: Geographic segmentation. Demographic segmentation Psychographic segmentation Behavioral segmentation

Kanchan has mainly segmented the Indian Home Appliances market on various bases which are the parts of above mentioned factors-

SEGMENTATION ON THE BASIS OF AREAS/CITIES for ex. Kanchan is mainly considering for the rural and urban areas. But they are very strong in urban centres as they are the most potential customer areas for them. Since in B, C centres they are having a very high rate of competition from Ganga. Though Kanchan are present in the bigger cities also but due to heavy competition from long existing brands than Kanchan capturing more market share. It has created a different segment of these cities and trying to concentrate on that. May be later on it will increase its segmented areas. This is mainly a part of Geographical segmentation.

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 SEGMENTATION ON THE BASIS OF AGE Kanchan has segmented this market on the basis of age also like it is segmenting its Home Appliances for the House wives segment. Since different age groups have their own preferences and tastes therefore they are needed to be catered in a different way. SEGMENTATION ON THE BASIS OF INCOME Kanchan has also segmented the market on the basis of the income level of the customers .Like it is segmenting its appliances for the middle level or the high level income groups. As it is producing the Home Appliances of small segments therefore it concentrates on the lower income group of people as they are not the potential customers for them. Ex: Take an example rice cooker the price is very economical and reach to every common man. On other hand Induction cook top is manufactured by targeting the upper middle class products. SEGMENTATION ON THE BASIS OF THE LIFESTYLE It means that the segmentation is done on the basis of the attitude, interests etc of the potential customers. As the decision of a customer purchasing a car will be affected by his interests and attitude towards the company or the product, therefore it is one of the main bases of the segmentation. SEGMENTATION ON THE BASIS OF BENEFITS PROVIDED Kanchan has segmented the market on the basis of the benefits provided such as quality, service, comfort etc. As Home Appliance Industry market is highly competitive and Kanchan has still not established itself properly in India therefore it needs to provide not only these benefits but also some distinctive benefits which will differentiate it from other cars in the same segment .It is mainly a part of behavioral segmentation.

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 SEGMENTATION ON THE BASIS OF THE READINESS STAGE. Kanchan is segmenting the market on the basis of the aware customers, unaware customers, informed and interested customers, desirous and intending to buy customers.

BRAND POSITIONING
This is not enough to launching a product to the market. After launching to the market the marketers should create significant value for the product. That means positioning. Under brand positioning, there are several positioning strategies than can be used to position the brand in the consumer mind set. Those are by attributes, by price/quality, by comparing to competitors, b y application /use; by product user and product class/category here we sue by application positioning strategy to position Kanchan in the market.

There as on for selecting by application/use is that, this is new brand to the market. So firstly we should notice the benefits of products and usage requirements rather than other positioning strategies. The unique benefit of Kanchan products extra features with 100% worthy and well being. We select by application/ use positioning strategy to position the product in market place. Positioning Perceptual map expressed where the companys position their brand in the future through certain specification. So we use the freshmen and well be in gas two dimensions. That means positioning. Under brand positioning, there are several positioning strategies than can be used to position the by attributes, by price equality, by comparing to competitors, by application /use, by product user and products. Brand positioning is a strategic activity. Positioning depends on 6ps.Actually positioning is all about differentiation .That means each brand should have a differentiation. That differentiation should communicate to the target mix. That is called positioning. When positioning the brand we should consider about positioning principles. If we not correctly did brand positioning, it may be fail the brand in future.
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PORTERS FIVE FORCES

The nature of competition in an industry is strongly affected by suggested five forces. The stronger the power of buyers and suppliers, and the stronger the threats of entry and substitution, the more intense competition is likely to be within the industry. In concentrated industries, according to this model, organizations would be expected to compete less fiercely, and make higher profits, than in fragmented ones.

MAIN ASPECTS OF PORTERS FIVE FORCES ANALYSIS

The original competitive forces model, as proposed by Porter, identified five forces which would impact on an organizations behavior in a competitive market. These include the following:

The rivalry between existing sellers in the market The power exerted by the customers in the market The impact of the suppliers on the sellers The potential threat of new sellers entering the market The threat of substitute products becoming available in the market

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FORCE 1: THE DEGREE OF RIVALRY

The intensity of rivalry, which is the most obvious of the five forces in an industry, helps determine the extent to which the value created by an industry will be dissipated through head-to-head competition. The most valuable contribution of Porter's five forces framework in this issue may be its suggestion that rivalry, while important, is only one of several forces that determine industry attractiveness. This force is located at the centre of the diagram Is most likely to be high in those industries where there is a threat of substitute products; and existing power of suppliers and buyers in the market Now let us understand the implication of degree of revelry in HOME APPLIANCES INDUSTRY. The dimensions of this parameter are determined by: High exit barriers In any industry, if the exit barrier is high it increases the difficulty of any organization to leave the industry sector. So it makes any difficult to any willing to leave company to leave the industry. The same in HOME APPLIANCES INDUSTRY suffers from high exit barriers, mainly due to its specialized equipment. Networks and billing systems cannot really be used for much else, and their swift obsolescence makes liquidation pretty difficult.

High fixed cost The industry also suffers from high fixed cost which makes the entry barrier also very high for the industry. It comes as no surprise that in the capital-intensive telecom industry the biggest barrier to entry is access to finance. To cover high fixed costs, serious contenders typically require a lot of cash. When capital markets are generous, the threat of competitive entrants escalates. When financing opportunities are less readily available, the pace of entry slows. Meanwhile, ownership of a telecom license can represent a huge barrier to entry. 6-7 players in each region 3 out of 4 BIG-Four present in each region

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 Very less time to gain advantage by an innovation Every company in this industrial sector in investing a huge amount in research and development and marketing strategy. That is why we see any scheme launched by any company is counter attacked by other companies very soon. This makes the industry rivalry most prominent. EX: Scratch Card Scheme, Exchange Scheme Etc

Price wars The price war is really very fierce in this industry. Price war in HOME APPLIANCES INDUSTRY has commoditized the market that branding has taken a backseat.

FORCE 2: THE THREAT OF NEW ENTRANTS

Both potential and existing competitors influence average industry profitability. The threat of new entrants is usually based on the market entry barriers. They can take diverse forms and are used to prevent an influx of firms into an industry whenever profits, adjusted for the cost of capital, rise above zero. In contrast, entry barriers exist whenever it is difficult or not economically feasible for an outsider to replicate the incumbents position. The most common forms of entry barriers, except intrinsic physical or legal obstacles, are as follows:

Economies of scale
In HOME APPLIANCES INDUSTRY the economies of Scale exists from the supplier side. That is why companies try to increase their Subscriber base at drastic rate.

Distribution channels
Distribution channels are also providing a major determining these channels are not loyal to any company and competitors can easily access them and make out work for them

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FORCE 3: THE THREAT OF SUBSTITUTES

The threat that substitute products pose to an industry's profitability depends on the relative price-to-performance ratios of the different types of products or services to which customers can turn to satisfy the same basic need. The threat of substitution is also affected by switching costs that is, the costs in areas such as retraining, retooling and redesigning that are incurred when a customer switches to a different type of product or service. It also involves: Product-for-product substitution (email for mail, fax); is based on the substitution of need;

FORCE 4: BUYER POWER

Buyer power is one of forces that influence the appropriation of the value created by an industry. The most important determinants of buyer power are the size and the concentration of customers. Other factors are the extent to which the buyers are informed and the concentration or differentiation of the competitors. Kippenberger (1998) states that it is often useful to distinguish potential buyer power from the buyer's willingness or incentive to use that power, willingness that derives mainly from the risk of failure associated with a product's use. This force is relatively high where there a few, large players in the market, as it is the case with retailers a grocery stores; Present where there is a large number of undifferentiated, small suppliers, such as small farming businesses supplying large grocery companies; Low cost of switching between suppliers, such as from one fleet supplier of trucks to another. In the context of in HOME APPLIANCES INDUSTRY we can say that the following points influence the buyer power: Lack of differentiation among the goods provider Cut throat competition

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FORCE 5: SUPPLIER POWER

Supplier power is a mirror image of the buyer power. As a result, the analysis of supplier power typically focuses first on the relative size and concentration of suppliers relative to industry participants and second on the degree of differentiation in the inputs supplied. The ability to charge customers different prices in line with differences in the value created for each of those buyers usually indicates that the market is characterized by high supplier power and at the same time by low buyer power.

In the drawback of in HOME APPLIANCES INDUSTRY the following should be kept in mind: Large number of suppliers: The industry basically has a large number of suppliers, which helps them to choose from a lot of options. So they try to select the best option to deliver the value to the customers and to have a competitive advantage from their competitor. Limited pool of skilled managers and engineers especially those well versed in the latest. Overall influence on the industry medium.

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INTRODUCTION TO JOB SATISFACTION

Job satisfaction refers to a persons feeling of satisfaction on the job, which acts as a motivation to work. It is not self-satisfaction happiness or self-contentment but the satisfaction on the job. The term relates to the total relationship between an individual and the employer for which he is paid. Satisfaction does mean the simple feeling state accompanying the attainment by an impulse of its objective. Job dissatisfaction does mean the absence of motivation at work. Research workers differently described the factor contributing to job satisfaction and job dissatisfaction. Job satisfaction is defined as the, pleasurable emotional sate resulting from the appraisal of ones job as achieving or facility the achievement of ones job value. In contrast job dissatisfaction is define as the un pleasurable emotional state resulting from the appraisal of ones job as frustrating or blocking the attainment of ones job value or as entailing disvalue. However, both satisfaction and disaffection were seen as a function of the perceived relationship between what on perceives it offering or entailing.

Job satisfaction is one of the important factors which have drawn attention of managers in the organization as well as academicians. Various studies have been conducted to find out the factors which determine job satisfaction and the way it influences productivity in the organization. Though there is no conclusive evidence that job satisfaction affects productivity directly because productivity depends on so many variables, it is still a prime concern for managers.

Job satisfaction thus is the result of various attitudes possessed by an employee, in a narrow sense these attitudes are related to the job under condition with such specific factors such as wages. Supervisors of employment, conditions of work, social relation on the job, prompt settlement of grievance sand fair treatment by employer.

However, more comprehensive approach requires that many factors are to be included before a complete understanding of job satisfaction can be obtained. Such factors
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as employees age, health temperature, desire and level of aspiration should be considered. Further his family relationship, Social status, recreational outlets, activity in the organizations etc. Contribute ultimately to job satisfaction.

DEFINITIONS
Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will experience job dissatisfaction. ----Andrew J DuBrins. Job satisfaction is the set of favorable feeling with which employee view their work. --Keith Davis and Newsroom.

NEED FOR THE JOB SATISFACTION

Job satisfaction is one of the influencing factors in achieving goals of the organization. The reasons are, Job satisfaction has some relation with the mental health of the people. Job satisfaction has some degree of positive correlation with physical health of the people. Spreads goodwill about the organization and attracts qualified and dynamic people. Reduce absenteeism and employee turnover. Organization thus will be in a position to enjoy the talents of the people.

IMPORTANCE OF JOB SATISFACTION

Job satisfaction has a relation with the mental health of the people. Job satisfaction has a degree of positive correlation with physical health of individuals. It spread goodwill about the organization.
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 Individuals can live with the organization. Reduces absenteeism and turnover.

DETERMINANTS OF EMPLOYEE JOB SATISFACTION

While analyzing the various determinants of job satisfaction, we have to keep in mind that: all individuals do not derive the same degree of satisfaction though they perform the same job in the same job environment and at the same time.

They are two types of variables which determine the job satisfaction of an individual. They are: Organizational variables. Personal variables.

ORGANIZATIONAL VARIABLES
Communication and Work itself Pay and Promotional Opportunities Interaction in the Workgroup Upward mobility Supervision and norms Co-workers. Rewards and benefits

PERSONAL VARIABLES
Age Education Role perception

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ORGANISATIONAL VARIABLES
Organizational variables are related to a job satisfaction which lie in organizational context-formal and informal. As we shall see in the next part of text, formal organization is created by the management and informal organization emerges out of the interaction of individuals in the organization. They are as follows:

Working conditions
Working conditions, particularly physical work environment, like conditions of workplace and associated facilities for performing the job determine job satisfaction. These work in two ways. First, these provide means for job performance. Second, provision of these conditions affects the individuals perception about the organization. If these factors are favorable, individuals experience higher level of job satisfaction.

Supervision
The type of supervision affects job satisfaction as in each type of supervision; the degree of importance attached to individuals varies. In employee-oriented supervision, there is more concern for people which is perceived favourably by them and provides them more satisfaction. In job-oriented supervision, there is more emphasis on the performance of the job and people become secondary. This situation decreases job satisfaction.

Equitable Rewards
The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations other than the job performance, it affects job satisfaction adversely.

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Opportunity for Promotion

It is true that individuals seek satisfaction in their jobs in the context of job nature and work environment but they also attach importance to the opportunities for promotion that these jobs offer. If the present job offers opportunity of promotion in future, it provides more satisfaction. If the opportunity for such promotion is lacking, it reduces satisfaction.

Work Group
Individuals work in group either created formally or they develop on their own to seek emotional satisfaction at the workplace. To the extent, such groups are cohesive; the degree of satisfaction is high. If the group satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction.

PERSONAL VARIABLES

Level of Education
Level of education of an individual is a factor which determines the degree of job satisfaction. For example several studies have found negative correlation between the level of education, particularly higher level of education, and job satisfaction. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. In their case, Peters principle which suggests that every individual tries to reach his level of incompetence, applies more quickly.

Age
Individuals experience different degree of job satisfaction at different stages of their life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising up to certain stage, and finally dips to a low degree. The possible reasons for this phenomenon are like this. When an individual joins an organization. He may have some

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unrealistic assumptions about what they are going to derive from their work. These assumptions make them more satisfied.

Other Factors
Besides the above two factors, there are other individual factors which affect job satisfaction. If an individual does not have favourable social and family life, he may not feel happy at the work place. Similarly other personal problems associated with him may affect his level of job satisfaction.

MODELS OF JOB SATISFACTION

AFFECT THEORY
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

DISPOSITIONAL THEORY
Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model
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that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998.

Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction

JOB CHARACTERISTICS MODEL

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

TWOFACTOR-THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An employees motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals (Hokinson, Porter, & Wrench, p. 133).

Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the
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job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hack man & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact.

Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticized in that it does not specify how motivating/hygiene factors are to be measured.

EMPLOYERS VIEW ON JOB SATISFACTION

Job satisfaction is vitally important to know which factors most affect employee satisfaction. You want to spend your time, money, and energy on programs, processes, and factors that will have a positive impact on employee satisfaction. A 2009 survey, by the Society for Human Resource Management (SHRM) looked at 24 factors that are regularly thought to relate to employee satisfaction.

The study found that employees identified these five factors as most important:

Job security, Benefits (especially health care) with the importance of retirement benefits rising with the age of the employee,

Compensation/pay, Opportunities to use skills and abilities, and Feeling safe in the work environment.

The next five most important factors affecting employee satisfaction were: The employee's relationship with his or her immediate supervisor. Management recognition of employee job performance. Communication between employees and senior management. The work itself, and
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 Autonomy and independence in their job.

Factors that were not strongly connected to employee satisfaction included:

The organizations commitment to a green workplace. Networking opportunities. Career development opportunities. Paid training and tuition reimbursement programs, and The organizations commitment to professional development.

BENEFITS OF JOB SATISFACTION

Identification of attitudes
This survey reveals how employee feel about jobs what parts of their jobs these feeling are focused on which depts. are particularly affected and whose feelings are involved. Survey also indicates specific areas of satisfaction or dissatisfaction. It is also a powerful instrument for assessing employee problem.

Improving attitude
For some employees the survey is a safety value on emotional realize a chance to get things off their chest. For other the survey is a tangible expression of managements interest in employee welfare which gives employees reason to fed better towards management.

Improves communication
Communication flows horizontally, vertically, upward and downward as people want the survey talks and discuss its result particularly beneficial to the company is the upward communication when employees are encouraged to comment about what they really have in their minds

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SOURCES FOR JOB SATISFACTION

Pay
Wages are significant factor in job satisfaction .Money not only helps people attain their basic needs but it is an instrument in providing upper-level need satisfaction. Employees often see pay as a reflection of how management views their contribution to the organization .Fringe benefits is also important but they are not as influential.

The work itself

The content of the work itself major source of satisfaction .For example research related to the job characteristics approach to job design shows that feedback from the job itself and autonomy are two of the job-related motivational factors.

Promotional
Promotional opportunities seem to have a varying effect on the job satisfaction. This is because promotions take a number of different forms and have a variety of accompanying rewards. For example individuals who are promoted on the basis of seniority often experience job satisfaction but not as much as those who are promoted on the job performance. This explains why executive promotions may be more satisfying than promotions that at the lower levels of organization.

Supervision
Supervision is another moderately important source of job satisfaction. It can be said that there seems to be two dimensions of supervisory styles that affect job satisfaction .This is measured by the degree to which a supervisor takes a personal interest in the employee welfare.

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Working conditions
Working conditions are another factor that has a modest effect on job satisfaction. If the working conditions are good the personnel will find it easier to carry out their roles. If the working conditions are poor personnel will find it more difficult to get things done. In other words the effect of working conditions on job satisfaction is similar to that of the work group.

FACTORS INFLUENCING JOB SATISFACTION

There are six factors which influence job satisfaction. When these six factors were high job satisfaction was high. When the six factors were low, job satisfaction was low. These factors are mostly similar to all organizations. Those are

OPPORTUNITY
Employee survey studies show that employees are more satisfied when they have challenging opportunities at work. This includes chances to participate in interesting projects, jobs with a satisfying degree of challenge, and opportunities for increased responsibility. This is not simply promotional opportunity. As organizations have become flatter, promotions can be rare. People have found challenge through projects, team leadership, special assignments-as well as promotions.

ACTIONS
Promote from within when possible. Reward promising employees with roles on interesting projects. Divide jobs into levels of increasing leadership and responsibility. It may be possible to create job titles that demonstrate increasing levels of expertise which are not limited by availability of positions. They simply demonstrate achievement.

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STRESS
When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they interfere with employees personal lives or are a continuing source of worry or concern.

ACTIONS
Promote a balance of work and personal lives. Distribute work evenly (fairly) with in work teams. Review work procedures to remove unnecessary red tape or bureaucracy. Manage the number of interruptions employees have to endure while trying to do their jobs. Some organizations utilize exercise or fun breaks at work.

LEADERSHIP
Data from employee satisfaction surveys has shown employees are more satisfied when their managers are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action.

ACTIONS:
Make sure your managers are well trained. Leadership combines attitudes and behavior. People respond to managers that they can trust and who inspire them to achieve meaningful goals.

WORK STANDARDS

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Employees are more satisfied when their entire workgroup takes pride in the quality of its work.

ACTIONS
Encourage communication between employees and customers. quality gains importance when employees see its impact on customers. Develop meaningful measures of quality. Celebrate achievements in quality.

FAIR REWARDS
Employees are more satisfied when they feel they are rewarded fairly for the work they do. Consider employee responsibilities, the effort they have put forth, the work they have done well, and the demands of their jobs.

ACTIONS
Make sure rewards are for genuine contributions to the organization. Be consistent in your policies. If your wages are competitive, make sure employees know this. Rewards can include a variety of benefits and perks other than money. As an added benefit, employees who are rewarded fairly, experience less stress.

ADEQUATE AUTHORITY
Employees are more satisfied when they have adequate freedom and authority to do their jobs.

ACTIONS
Let employees make decisions. Allow employees to have input on decisions that will affect them. Establish work goals but let employees determine how they will achieve those goals. Later reviews may identify innovative best practices.

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 Ask, if there were just one or two decisions that you could make, which ones would make the biggest difference in your job?

MEASURING JOB SATISFACTION

To measure the job satisfaction the employee attitude surveys, where under taken. The survey generally is conducted as a part of organization development program. By conducting surveys of job satisfaction, management can spot trends in attitudes and thus, will be able to take actions necessary to avert raise in labor turnover etc. an overall job satisfaction can be such a scale, conveniently disassembled into respectable scores indicating the employees attitudes about supervisor, changes of promotion but coworkers, about pay, and about work itself.

Since job satisfaction is an attitude, it cannot be directly observed and therefore must rely on the employees self reports. These surveys are receiving renewed interest in the practice of human resource management as seen in the accompanying application. For example, there are a number of ways of measuring job satisfaction. Some of the most common are rating scales, critical incidents, interviews, and action tendencies.

RATING SCALES
The most common approach for measuring job satisfaction is the use of rating scale. One of the most popular is the Minnesota Satisfaction Questionnaire (MSQ). This instrument (MSQ) provides a detailed picture of the specific satisfactions and dissatisfactions of employees.

CRITICAL INCIDENTS
Frederick Herzberg popularized the critical incidents approach to the measurement of job satisfaction. He and his colleagues used this technique in their rear chon the two-factor theory of motivation. Employees were asked to describe incidents on their job when they are particular satisfied and dissatisfied. These incidents were then content anal.
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EFFECTS OF JOB SATISFACTION

Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism, and turnover.

Physical and Mental Health

The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favorableness or unfavourableness affects the individual psychologically which ultimately affects his physical health.

Productivity
There are two views about the relationship between job satisfaction and productivity: A happy worker is a productive worker. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increases, productivity increases; when job satisfaction decreases, productivity decreases.

Absenteeism
Absenteeism refers to the frequency of absence of a job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack satisfaction from the job which produces a lack of will to work and alienate a worker from work as far as possible.

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Employee Turnover
Turnover of employees is the rate at which employees leave the organization within a given period of time. As discussed earlier in this chapter under defense mechanism, when an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism. If he is not able to do so, he opts to leave the organization.

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1. Do you feel working environment is highly satisfactory in this organization?

WORKING ENVIRONMENT IN THE ORGANIZATION, KANCHAN HOME APPLIANCES, HYDERABAD.

TABLE No: 5.1

COMPONENTS

NO.OF RESPONDENTS

PERCENTAGE

Yes

45

90%

No

10%

Total

50

100%

Source: Personal interaction with the employees.

Table Analysis: As per the survey conducted in the organization reveals that out of 50 employees, 45 of the respondents felt highly satisfied with the working environment and 5 respondents felt not satisfied with the working environment.

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GRAPHICAL REPRESENTATION

WORKING ENVIRONMENT IN THE ORGANIZATION, KANCHAN HOME APPLIANCES, HYDERABAD.

GRAPH NO: 5.1

100% 90% 80% 70% percentage 60% 50% 40% 30% 20% 10% 0% components 10% Yes No 90%

INTERPRETATION In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents, 90% of the respondents felt highly satisfied with the working environment and 10% respondents felt not satisfied with the working environment in the organization. So we can say that most of the employees are highly satisfied by working environment in kanchan. .

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2. Are you comfortable in sharing your opinion at work?

SHARING THEIR OPINIONS AT WORK, KANCHAN HOME APPLIANCES, HYDERABAD.

TABLE NO: 5.2

COMPONENTS

NO.OF RESPONDENTS

PERCENTAGE

Yes

35

70%

No

15

30%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that out of 50 employees, 35 respondents felt that they are comfortable and 15 respondents felt that they were not comfortable in sharing their opinions at work in the organization.

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GRAPHICAL REPRESENTATION

SHARING THEIR OPINIONS AT WORK, KANCHAN HOME APPLIANCES, HYDERABAD.

GRAPH NO: 5.2

80% 70% 60% percentage 50% 40% 30% 20% 10% 0%

70%

30%

Yes No

components

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents, 70% of the respondents felt comfortable in sharing their opinions at work and 30% felt uncomfortable in sharing their opinions at work. Most of the employees felt comfortable in sharing their opinions at work.

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3. Do you have good relationship with co-employee ?

RELATIONSHIP WITH CO-EMPLOYEES, KANCHAN HOME APPLIANCES, HYDERABAD.

TABLE NO: 5.3 COMPONENTS NO. OF RESPONDENTS PERCENTAGE

Yes

42

84%

No

16%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that out of 50

employees,42 respondents felt that they have good relationship with co-employees and 8 respondents felt that they dont have good relationship with co-employees.

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GRAPHICAL REPRESENTATION

RELATIONSHIP WITH CO-EMPLOYEES, KANCHAN HOME APPLIANCES,HYDERABAD.

GRAPH NO: 5.3

90% 80% 70% 60% Percentage 50% 40% 30% 20% 10% 0%

84%

Yes No 16%

Component

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents, 84% respondents felt that they have good relationships with the employees and 16% respondents felt that they dont have good relationships with the co-employees in the organization .So we can say that most of the employees have good relationships with the co-employees.

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4. Are you empowered and encouraged to solve problems on your own?

ENCOURAGEMENT TO SOLVE THEIR PROBLEMS, KANCHAN HOME APPLIANCES, HYDERABAD.

TABLE NO: 5.4

COMPONENTS

NO.OF RESPONDENTS

PERCENTAGE

Yes

38 76%

No

12

24%

Total

50

100%

Source: This information is gathered from personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that out of 50 employees, 38 respondents felt that they are empowered and encouraged to solve their problems on their own and 12 respondents felt that they were not empowered and encouraged to solve their problems on their own.

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GRAPHICAL REPRESENTATION

ENCOURAGEMENT TO SOLVE THEIR PROBLEMS, KANCHAN HOME APPLIANCES, HYDERABAD.

GRAPH NO: 5.4

80% 70% 60% Percentage 50% 40% 30% 20% 10% 0%

76%

Yes 24% No

Component

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents,76% respondents felt that they are empowered and encouraged to solve their problems on their own and 24% respondents felt that they are not encouraged in solving their problems on their own .So we can say that most of the employees are encouraged to solve their problems.

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5. Are your job gives you a strong sense of personal satisfaction?

PERSONAL SATISFACTION IN JOB, KANCHAN HOME APPLIANCES,HYDERABAD.

TABLE NO: 5.5

COMPONENTS

NO.OF RESPONDENTS

PERCENTAGE

Yes

32

64%

No

18

36%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that out of 50 employees,32 respondents felt that their job gives them a strong sense of personal satisfaction and 18 respondents felt that their job doesnt gives personal satisfaction.

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GRAPHICAL REPRESENTATION

PERSONAL SATISFACTION IN JOB, KANCHAN HOME APPLIANCES, HYDERABAD.

GRAPH NO: 5.5

70% 60% 50% percentages 40% 30% 20% 10% 0%

64%

36% Yes No

Components

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents, 64% respondents felt that their job gives personal satisfaction and 36% respondents felt that their job does not gives personal satisfaction .So we can say that very less number of employees felt that they dont have personal satisfaction in their job.

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6. The manager gives freedom you need to do your job effectively?

FREEDOM GIVEN BY MANAGER TO DO THEIR JOB EFFECTIVELY, KANCHAN HOME APPLIANCES, HYDERABAD.

TABLE NO: 5.6 COMPONENTS RESPONDENTS PERCENTAGE

STRONGLY AGREE

8%

AGREE

27

54%

18 NEUTRAL DISAGREE 0

36%

0%

STRONGLY DISAGREE

2%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that employees,4 respondents strongly agree , 27 respondents out of 50

agree,18 respondents are

neutral,3 respondents felt disagree and 1 respondent felt strongly disagree about the freedom given by their manager to do the job effectively.

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GRAPHICAL REPRESENTATION

FREEDOM GIVEN BY MANAGER TO DO THEIR JOB EFFECTIVELY,KANCHAN HOME APPLIANCES,HYDERABAD.

GRAPH NO:5.6

60% 50% 40% 30% 20% 10% 0% 8%

54%

percentage

36%

STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE 0% 2%

components

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondent 8% respondents felt that they strongly agree, 54% respondents have

responded as agree that their manager gives freedom whereas 36% respondents responded as neutral and 6% respondents have responded as disagree and 2% as strongly disagree that their manager gives freedom in doing the job. So we can say that most of the employees felt that they have freedom in doing their job.

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7. People with different ideas are valued in this organization?

VALUE GIVEN TO THEIR IDEAS AT ORGANISATION , KANCHAN HOME APPLIANCES,HYDERABAD.

TABLE NO: 5.7 COMPONENTS NO.OF RESPONDENTS PERCENTAGE

STRONGLY AGREE

14%

AGREE

23

46%

NEUTRAL

18

36%

DISAGREE

4%

STRONGLY DISAGREE

0%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that7 respondents strongly agree that people with different ideas are valued in the organization.22 respondents agree that people with different ideas are valued in the organization.18 respondents are neutral, 2 respondents disagree that people with different ideas are valued in the organization.
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GRAPHICAL REPRESENTATION

VALUE GIVEN TO THEIR IDEAS AT ORGANISATION, KANCHAN HOME APPLIANCES, HYDERABAD.

GRAPH NO:5.7
50% 45% 40% 35% percentage 30% 25% 20% 15% 10% 5% 0% components 4% 0% 14% 36% STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE 46%

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents,14%respondents have responded that they strongly agree and 46% respondents have responded as agree that people with different ideas are valued in the organization whereas 36% respondents responded as neutral and 4% have responded as disagree with opine that people with different ideas are not valued in the organization. So we can say that very few employees felt that people with different ideas are not valued in the organization.

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8. Do you perform to making decision in your team or department?

DECISION MAKING IN TEAM,KANCHAN HOME APPLIANCES, HYDERABAD.

TABLE NO: 5.8

COMPONENTS

NO.OF RESPONDENTS

PERCENTAGE

Yes

43

86%

No Total

7 50

14% 100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that out of 50

employees,43 respondents participates in decision making in their departments and 7 respondents said that they dont participates in decision making within their departments.

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GRAPHICAL REPRESENTATION

DECISION MAKING IN TEAMS,KANCHAN HOME APPLIANCES,HYDERABAD.

GRAPH NO: 5.8

100% 90% 80% 70% percentage 60% 50% 40% 30% 20% 10% 0% components 14% Yes No 86%

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents, 86% respondents have responded that they perform to making decision in team where as 14% respondents have responded that they doesnt perform in making decision in team. So we say that most of the employees felt that they perform to making decision in team.

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9. What is your opinion about this organization working hours?

WORKING HOURS AT ORGANISATION, KANCHAN HOME APPLIANCES,HYDERABAD.

TABLE NO: 5.9 COMPONENTS NO.OF RESPONDENTS PERCENTAGE

COMFORTABLE

21

42%

UNCOMFORTABLE

10%

UNDER PRESSURE

18

36%

NO COMMENT

12%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that 21 respondents felt that working hours in the organization are comfortable, 5 felt that working hours are uncomfortable,18 felt that working hours are under pressure and remaining 6

respondents said no comment. By this we can say that most of the employees

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GRAPHICAL REPRESENTATION

WORKING HOURS AT ORGANIZATION,KANCHAN HOME APPLIANCES,HYDERABAD.

GRAPH NO:5.9
45% 40% 35% percentage 30% 25% 20% 15% 10% 5% 0% components COMFORTABLE UNCOMFORTABLE UNDER PRESSURE NO COMMENT

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents 42% have responded that they are comfortable about the organization working hours where as 10% have responded that they are uncomfortable about the organization working hours, 36% responded that they are under pressure with organization working hours and 12% have responded that they doesnt want to comment about the organization working hours. By this we can say that most of the employees felt uncomfortable with the working hours.

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10. Are you satisfied by the remuneration paid to you?

REMUNARATION PAID TO THEM, KANCHAN HOME APPLIANCES,HYDERABAD.

TABLE NO: 5.10

COMPONENTS

NO.OF RESPONDENTS

PERCENTAGE

SATISFIED

12%

NEUTRAL

22

50%

SOMEWHAT DISSATISFIED

18

26%

DISSATISFIED

4%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that 6 respondents felt satisfied with the remuneration,22 respondents are neutral with the remuneration, 18 respondents are somewhat dissatisfied with the remuneration and 4 respondents are dissatisfied with the remuneration.

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GRAPHICAL REPRESENTATION

REMUNARATION PAID TO THEM,KANCHAN HOME APPLIANCEA,HYDERABAD.

GRAPH NO: 5.10

60% 50% 50% 40% SATISFIED 30% 20% 12% 10% 0% components 4% 26% NEUTRAL SOMEWHAT DISSATISFIED DISSATISFIED

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents,12% respondents have responded that they satisfied with the

remuneration,50% respondents have responded that they are neutral about satisfaction with the remuneration whereas 26% responded that they are somewhat dissatisfied with the remuneration and 4% respondents have responded as dissatisfied with the

remuneration. By this we can say thatsome of the employees are dissatisfied with the remuneration.

percentage

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11. Do you have any conflict with your superior?

CONFLICTS WITH THEIR SUPERIORS ,KANCHAN HOME APPLIANCES, HYDERABAD.

TABLE NO: 5.11

COMPONENTS

NO.OF RESPONDENTS

PERCENTAGE

Yes

2%

No

49

98%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization 1 respondent opine that they have conflict with superior 49 respondents opine that they dont have conflict with superior.

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GRAPHICAL REPRESENTATION

CONFLICTS WITH THEIR SUPERIORS, KANCHAN HOME APPLIANCES, HYDERABAD.

GRAPH NO:5.11

120% 100% percentage 80% 60% 40% 20% 2% 0% components 98%

Yes No

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents,2% respondents has responded that they has conflict with superior where as 98% respondents have responded that they dont have conflict with their superiors in the organisation. Most of the employees felt that they dont have conflict with their superiors .

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12. Does kanchan is taking care of its employees with respect to the career growth development?

CAREER GROWTH AND DEVELOPMENT, KANCHAN HOME APPLIANCES , HYDERABAD.

TABLE NO: 5.12 COMPONENTS NO.OF RESPONDENTS PERCENTAGE

Yes

50

100%

No

0%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that 50 respondents felt that organization is taking care of them with respect to the career growth development.

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GRAPHICAL REPRESENTATION

CARRER GROWTH AND DEVELOPMENT, KANCHAN HOME APPLIANCES, HYDERABAD.

GRAPH NO: 5.12

120% 100% 100% 80% Percentage 60% 40% 20% 0% 0% Components

Yes No

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents,100% respondents have responded that organization is taking care of them with respect to the career growth and development. By this we can say that all the employees felt that organization is taking care of them with respect to the career growth and development.
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13. Are you encouraged to learn from your mistakes, if any one identified your mistakes?

ENCOURAGEMENT TO LEARN FROM THEIR MISTAKES,KANCHAN HOME APPLIANCES,HYDERABAD.

TABLE NO : 5.13

COMPONENTS

NO.OF RESPONDENTS

PERCENTAGE

Yes

38

76%

No

12

24%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that 38 respondents felt that they are encouraged to learn from mistakes.12 respondents felt that they are not encouraged to learn from mistakes.

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GRAPHICAL REPRESENTATION

ENCOURAGEMENT TO LEARN FROM THEIR MISTAKES, KANCHAN HOME APPLIANCES, HYDERABAD.

GRAPH NO: 5.13

80% 70% 60% percentage 50% 40% 30% 20% 10% 0%

76%

Yes 24% No

components

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents 76% respondents responded that they are encouraged to learn from mistakes where as 24% respondents responded that they are not encouraged to learn from

mistakes. So we say that very few employees felt that they are not encouraged to learn from mistakes.

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14. Do performance appraisal help people in encouraging employees to plan their work in advance?

PERFORMANCE APPRAISAL, KANCHAN HOME APPLIANCE, HYDERABAD.

TABLE NO :5.14

COMPONENTS

NO.OF RESPONDENTS

PERCENTAGE

Yes

46

92%

No

8%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that 46 respondents felt that performance appraisal help employees in encouraging to plan their work in advance and4 respondents felt that performance appraisal doesnt help employees in encouraging to plan their work in advance.

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GRAPHICAL REPRESENTATION

PERFORMANCE APPRAISAL, KANCHAN HOME APPLIANCES, HYDERABAD.

GRAPH NO: 5.14

100% 90% 80% 70% percentage 60% 50% 40% 30% 20% 10% 0%

92%

Yes No

8%

components

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents, 92% respondents have responded that performance appraisal help employees in encouraging to plan their work in advance where as 8% have responded that performance appraisal doesnt help employees in encouraging to plan their work in advance.So mot of the employees felt that performance appraisal help employees in encouraging to plan their work in advance.
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15.Do you got opportunity to do innovative things at work?

OPPOURTUNITY TO DO INNOVATIVE THINGS, KANCHAN HOME APPLIANCES, HYDERABAD.

TABULE NO : 5.15

COMPONENTS

NO.OF RESPONDENTS

PERCENTAGE

Yes

34

91%

No

16

9%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that 34 respondents felt that they have got opportunity to do innovative things at work 16 respondents felt that they didnt got opportunity to do innovative things at work

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GRAPHICAL REPRESENTATION

OPPOURTUNITY TO DO INNOVATIVE THINGS, KANCHAN HOME APPLIANCES, HYDERABAD.

GRAPH NO: 5.15

100% 90% 80% 70% percentage 60% 50% 40% 30% 20% 10% 0%

91%

Yes No

9%

components

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents,91% respondents have responded that they have got opportunity to do innovative things at work where as 9% respondents have responded that they didnt got opportunity to do innovative things at work. Most of the employees felt that they have got opportunity to do innovative things at work.
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16. Do the management welcomed suggestions and encouraged feedback?

SUGGESTIONS AND FEEDBACK, KANCHAN HOME APPLIANCES, HYDERABAD.

TABLE NO:5.16 COMPONENTS NO.OF RESPONDENTS PERCENTAGE

SATISFIED

24

48%

NEUTRAL

18

36%

SOMEWHAT DISSATISFIED

8%

DISSATISFIED

8%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals 24 respondents are satisfied with the management. 18 respondents are neutral with the management ,4 respondents are somewhat dissatisfied with the management and with the management. 4 respondents are dissatisfied

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GRAPHICAL REPRESENTATION

SUGGESTIONS AND FEEDBACK, KANCHAN HOME APPLIANCES, HYDERABAD.

GRAPH NO: 5.16

60% 50% 40% 30% 20% 10% 0% components 8% 8% 48% 36% SATISFIED NEUTRAL SOMEWHAT DISSATISFIED DISSATISFIED

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents,48% have responded that they satisfied with the management , 36% respondents have responded that they are neutral about the management whereas 8% responded that they are somewhat dissatisfied with the management and 8% respondents have responded as dissatisfied with the management. So most of the employees felt that they satisfied with the management.
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percentage

17. Is the management available to discuss job related issues?

DISCUSSING JOB RELATED ISSUES WITH MANAGEMENT, KANCHAN HOME APPLIANCES, HYDERABAD.

TABULAR FORM: 5.17 COMPONENTS NO.OF RESPONDENTS PERCENTAGE

SATISFIED

24

48%

NEUTRAL

16

32%

SOMEWHAT DISSATISFIED

16%

DISSATISFIED

4%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization 24 respondents are satisfied with the management availability to discuss job related issues.16 respondents are neutral with the management availability to discuss job related issues 8 respondents are somewhat dissatisfied with the management availability to discuss job related issues and

2 respondents are dissatisfied with the management availability to discuss job related issues
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GRAPHICAL REPRESENTATION

DISCUSSING JOB RELATED ISSUES WITH MANAGEMENT, KANCHAN HOME APPLIANCES,HYDERABAD.

GRAPH NO: 5.17

60% 50% 40% Percentage 32% 30% 20% 10% 0% C omponents Satisfied Neutral Somehwat Dissatisfied 16% 14% Dissatisfied 48%

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents,48% have responded that they satisfied with the management availability to discuss job related issues ,32% respondents have responded that they are neutral ,where as 16% responded that they are somewhat dissatisfied and 4% respondents have

responded as dissatisfied with the management availability to discuss job related issues. So many of the employees felt that they satisfied with the management availability to discuss job related issues.
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18. How would you describe your current job satisfaction level?

CURRENT JOB SATISFACTION LEVEL, KANCHAN HOME APPLIANCES, HYDERABAD.

TABLE NO: 5.18

COMPONENTS

NO.OF RESPONDENTS PERCENTAGE

SATISFIED

18

36%

NEUTRAL

30

60%

SOMEWHAT DISSATISFIED 2 4%

DISSATISFIED

0%

Total

50

100%

Source: Personal interaction with employees .

Table Analysis: As per the survey conducted in the organization reveals 18 respondents are satisfied with their job 20 respondents are neutral with their current job and 2 respondents are somewhat dissatisfied with their current job .

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GRAPHICAL REPRESENTATION

CURRENT JOB SATISFACTION LEVEL, KANCHAN HOME APPLIANCES, HYDERABAD.

GRAPH NO:5.18

70% 60% 60% 50% percentage 40% 30% 20% 10% 0% components 4% 36% SATISFIED NEUTRAL SOMEWHAT DISSATISFIED DISSATISFIED 0%

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents,36% respondents have responded that they satisfied with their current job , 60% respondents have responded that they are neutral about satisfaction with their current job whereas 4% responded that they are somewhat dissatisfied with their current job. By this we can say that very few employees are not satisfied with their job.
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19. Do you receive informal praise and appreciation from your supervisor?

INFORMAL PRAISE AND APPRECIATION, KANCHAN HOME APPLIANCES,HYDERABAD.

TABLE NO: 5.19 COMPONENTS NO.OF RESPONDENTS PERCENTAGE

Yes

47

94%

No

6%

Total

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that 43 respondents responded that they receive informal praise and appreciation from supervisor.7 respondents responded that they doesnt receive informal praise and appreciation from supervisor.

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GRAPHICAL REPRESENTATION

INFORMAL PRAISE AND APPRECIATION, KANCHAN HOME APPLIANCES, HYDERABAD.

GRAPH NO:5.19

100% 90% 80% 70% percentage 60% 50% 40% 30% 20% 10% 0%

94%

Yes No

6%

components

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents,94% respondents have that they receive informal praise and appreciation from supervisor where as 6% respondents have responded that they didnt receive informal praise and appreciation from supervisor. Most of the employees felt that they receive informal praise and appreciation from supervisor.

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s 20. Are you able to balance your work and personal life effectively?

BALANCE OF WORK AND PERSONAL LIFE, KANCHAN HOME APPLIANCES, HYDERABAD.

TABLE NO: 5.20 COMPONENTS NO.OF RESPONDENTS PERCENTAGE

SATISFIED

15

30%

NEUTRAL

25

50%

SOMEWHAT DISSATISFIED 8

16%

DISSATISFIED

4%

TOTAL

50

100%

Source: Personal interaction with employees.

Table Analysis: As per the survey conducted in the organization reveals that 15 respondents are satisfied in balancing their work and personal life,25 respondents are neutral in balancing their work and personal life, 8 respondents are somewhat dissatisfied in balancing their work and personal life and 2 respondents are dissatisfied in balancing their work and personal life.

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GRAPHICAL REPRESENTATION

BALANCE OF WORK AND PERSONAL LIFE, KANCHAN HOME APPLIANCES, HYDERABAD.

GRAPH NO: 5.20

60% 50% 50% 40% 30% 30% 20% 10% 0% components 16% 4% SATISFIED NEUTRAL SOMEWHAT DISSATISFIED DISSATISFIED

INTERPRETATION: In the above graph, components are represented on the X-axis and percentage of Respondents is represented on Y-axis. From the graph it is clear that, in the total no of respondents, 30% respondents have responded that they satisfied in balancing their work and personal life , 50% have responded that they are neutral in balancing their work and personal life whereas 16% responded that they are somewhat dissatisfied in balancing their work and personal life and 4% have responded as dissatisfied in balancing their work and personal life. So we say that very few employees are dissatisfied in balancing their work and personal life.

percentage

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 Employees have been very well secured with the job given by the Organization it helps to do job freely.

Employees are confident in achieving the royal.

The organization is not at all concentrating on transport facilities.

The organization is not increasing the wages/salaries in proper time which will not create interest in work to employees.

Most of the executives, supervisors and workmen opinioned that the working environment is very good.

Encouragement from superior to subordinate is very good.

Most of the employees felt that inter personal relations are good.

Most of the employees are facing pressure during peak periods like year ending or quarterly targets.

Some of the employees felt that the reward and recognitions are poor.

The management does not concentrate on grievance handling activities.

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 The organization has no suggestions and complaint box if any Employee gives freely their suggestions complaint is not possible. My opinion they were dissatisfied with in the organization when the time of present their ideas

Most of the employees are moderately satisfied with the career growth and development activities.

Most of the respondents felt comfortable in sharing their opinions at work.

Some of the employees felt that the senior management has to take proper action based on the results of their survey.

Most of the employees felt that they must be empowered and encouraged to solve problems on their own.

Most of the respondents opined that they must be provided with a complaints box so that they can feel more convenience in giving suggestions and complaints.

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The organization should provide more welfare facilities so that each and every employee is satisfied. The training period can be increased so that the trainees become more efficient and skillful.

The organization need to provide more fringe benefits. The major employees compliant is working hours are under pressure, so the organization should try to reduce working hours. The organization should organize more stress relief programmes and cultural activities to the employees so that they refresh and concentrate more on work.

Some of the employees are somewhat dissatisfied with the remuneration paid to them, so the organization should try to increase the remuneration. Majority of employees are satisfied with career growth and development activities, so that the organization tries to maintain them. All the employees who are working for the company are feeling that they are having job security. So it is better to maintain same conditions. Most of the employees are satisfied with the organizational policies, So that the organization tries to maintain same policies. The company should increase number of benefits to the employees.

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CONCLUSION.
Job satisfaction of its workers means a work force that is motivated and committed to high quality performance and increased productivity so organizations are concentrating more on employee satisfaction at work place. So this study aims to understand the factors leading to Job Satisfaction. Every organization is giving higher priority to keep their employees with satisfaction by providing several facilities which improves satisfaction and which reduces dissatisfaction. From this study I came to know that most of the respondents have job satisfaction and the management has taken the best efforts to maintain employee job satisfaction.

Bibilographhy

Aswathappa.k,Human resources & personal management text and cases, Tata MC Grawhill,2002,NewDelhi. Aswathappa .k, Human Resources and Personnel Management, Tata Mc Grawhill,1999, NewDelhi. Bernardin H.Jonn, Human Resources Management on Experimental approach, Tata Mc Grawhill.2002, NewDelhi. Gary Dessler, Human Reousrce Management, Prentice Hall, Tenth Edition 2004, NewDelhi. Gary Dessler ,Frame work for Human Resources Management Prentice Hall, Tenth Edition, 2005, NewDelhi.

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