EMPLOYEE JOB SATISFACTION COMPARATIVE ANALYSIS BETWEEN

A

DISSERTATION

PROJECT REPORT

ON “EMPLOYEE JOB SATISFACTION COMPARATIVE ANALYSIS BETWEEN”

COCA-COLA & PEPSI

Chapter -I

Introduction

1. INTRODUCTION:Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work. Job

can be influenced by variety of factors like quality of one’s relationship with their supervisor,

quality of physical environment in which they work, degree of fulfillment in their work, etc.

Positive attitude towards job are equivalent to job satisfaction where as negative attitude towards

job has been defined variously from time to time. In short job satisfaction is a person’s attitude

towards job. Job satisfaction is an attitude which results from balancing & summation of many

specific likes and dislikes experienced in connection with the job- their evaluation may rest

largely upon one’s success or failure in the achievement of personal objective and upon

perceived combination of the job and combination towards these ends.

According to pestonejee, Job satisfaction can be taken as a summation of employee’s feelings in

four important areas. These are:

Job-nature of work (dull, dangerous, interesting), hours of work,fellow workers,

opportunities on the job for promotion and advancement (prospects), overtime regulations,

interest in work, physical environment, and machines and tools.

Management- supervisory treatment, participation, rewards and punishments, praises and

blames, leaves policy and favoritism.

Social relations- friends and associates, neighbors, attitudes towards people in

community, participation in social activity socialibility and caste barrier.

Personal adjustment-health and emotionality.

Job satisfaction is an important indicator of how employees feel about their job and a predictor of

work behavior such as organizational citizenship, Absenteeism, Turnover.

Job satisfaction benefits the organization includes reduction in complaints and grievances,

absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job

satisfaction is also linked with a healthier work force and has been found to be a good indicator

of longevity.

Job satisfaction is not synonyms with organizational morale, which the possessions of feeling

have being accepted by and belonging to a group of employees through adherence to common

goals and confidence in desirability of these goals.

1.1 NEED OF THE STUDY Any organization to be effectively performed should have sound HR policy. A sound job

satisfaction comprises..,

Good relations between employees and employer.

Good relation among staffs and management

Highly developed mechanism for individual development

1.2 RELEVANCE OF STUDY

It is essential for an organization to take essential steps for maintaining proper job satisfaction of the

employees in the organization to make staff’s life more productive and qualitative . The main objective

of the study is to know whether proper activity to increase job satisfaction level is being implemented in

the organization . The primary motive of this survey is to check out the employees requirement , opinion

& feedback and then how to work on these.

Exploratory and descriptive research is concerned with discovering the general form of the problem

situation model the researcher proceeds without fixed plan, although he may have a tentative checklist

guide . His strategy is to follow each clue or idea as far as it seems profitable .although any approaches of

research tends to rely on secondary data, small scale surveys or simple experiments, case analysis and

subjective evaluation of the result .

1.3 SCOPE OF THE STUDY

Job satisfaction of the employees has been analyzed on the basis of the following job related

factors.

Salary and monetary benefits

Job security

Promotion policy

Working environment

Employees participation in management

Freedom of expressions

Safety

Interest taken by superiors

Superiors and sub-ordinate relationship

1.4 OBJECTIVES OF THE STUDY

The main aim of the study is to analyze and examine level of job satisfaction among the COCA COLA & PEPSI employees and to know the problems faced by the employees of the various categories. The specific objectives are as follows: .

o To study the level of satisfaction among of employees relating to the nature of the job and other

factors.

o To study the factors affecting towards the job satisfaction.

o To study the factors affecting to the Demography factor towards the job satisfaction.

1.5 RESEARCH METHODOLOGY

The methodology followed for conducting the study includes the specification of research design, sample design , questionnaire design, data collection and statically tools used for analyzing the collected data.

Research design

The research design used for this study is of exploratory type.

Population

The total element of the universe from which sample is selected for the purpose of study is known as population . The population of my research is the employees of COCA COLA. & PEPSI

Sample size

All the items consideration in any field of inquiry constitutes a universe of population. In this research only few items can be selected from the population for our study purpose. The item selected constitute what is technically called sample . Here sample size is 100 employees from total population of COCA COLA and PEPSI.

Data collection

The data source :- primary data and secondary data

Primary data:-

The primary data required for this project work was collected through questionnaires. This method consist of preparing detailed questions covering the employee satisfaction standards in the company. Thereafter it was distributed among 100 employees from total population of COCA COLA. & PEPSI . And Randomly selected 60 people from there. Further, no names were sought from those filling in this questionnaire so as to obtain their free and frank opinion as also to protect their privacy

Secondary data:-

As secondary data is data which has been collected earlier for other proposes, the requirement of this type of data with respect to this type of report was obtained from the company websites, advertisements, journals.

The research approach:- survey method

The research instrument:-questionnaire method

The respondents:- COCA COLA. & PEPSI

Questionnaire schedule:-

Questions are framed in an way that answer reflects the ideas and thoughts respondents with regard to level, of satisfaction of various factors of job satisfaction , the questionnaire has total 31 questions and liker scaling technique has been use for each questions

1. Highly Negative Influence

2. Negative Influence

3. No Influence

4. Influence

5. Highly Influence1.6 LIMITATIONS

The sample collected is very small compared to the population of the company . Thus it may not bring out the exact analysis.

Some of the respondents do not react favorably to the questionnaires.

It is possible that respondents might have tried to maintain consistency in terms of their responses.

Chapter – IILiterature Review & Theoretical Background

2. LITERATURE REVIEW

Review Of Literature on level of satisfaction among of employees relating

to the nature of the job and other factors.Hoppock (1935) was of the view that job satisfaction is any combination of

psychological, physiological and environmental circumstances, which cause a person truthfully, satisfied with his/her job. Locke (1976) defined job satisfaction as” a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience

Shoukry and Otis (1964) have indicated that the level of job satisfaction increases in the earlier period of employment and declines in the terminal periods.

Snyder and Ferguson (1976) investigated the empirical relationship between self-concept and job satisfaction. The sample consisted of 600 employees of Ohio University and of business establishments located in or near Athens, Ohio. Sixty nine per cent of the sample were females and thirty six per cent of the sample were clerical workers. The authors concluded that in job satisfaction research, self-concept can serve as an independent variables only to a limited degree.

Pestonjee (1979) has reported that the interaction between occupational levels, security and alienation casts a significant influence on job satisfaction.

According to Mishra (1980), job satisfaction is a feeling accruing out of different conditions within a job and outside the job.

Pleitner (1982) has pointed out that job satisfaction results from the degree of correspondence between the individual’s expectations on the one hand and the circumstances of his job situation on the other, as compared by the individual employee.

Mira and Pestonjee (1990) in their study of bank employees have observed that middle managers expressed the greatest degree of satisfaction followed by foremen and chiefs and then by workers.

Rain, Lane & Steiner (1991) states that job satisfaction is correlated to life satisfaction which means that people who are satisfied with life will tend to be satisfied with the job and people who satisfied with job will tend to satisfied with their life.

Douglas, Stephen, Michael and Richard (1991) have observed in their study that the least satisfied workers would be those who experienced autonomous work in the past, and are frustrated by the lack of autonomy in their current positions.

Thoomkuzhy (1993) has emphasized that complete job satisfaction of the managers and workers in Kerala cannot be taken at its face value; it must be related to rotation of jobs and different unfamiliar places of work.

Lakshminarayan and Prabhakaran (1994) states that textile workers with less job satisfaction have more job stress and who have more job satisfaction have less job stress. Job satisfaction and job stress are inversely related, i.e., the more job satisfied individual will have less job stress. They suggested that employee counseling should aim at coping strategies toreduce job stress.

In a study conducted by Thomas and Sasikumar (2002) to determine factors which are important in deciding job satisfaction of mangers in co-operative sector, the following were found to be important – job security, opportunity to use knowledge and skill, opportunity to participate in decision making connected with job, variety in job and challenge in job.

In a study on work ethics of the industrial work force in selected public and private sector enterprises in Kerala, Wilson (2003) found that workers in the private sector are not satisfied with the reward system, as compared to their counterparts in the public sector.

Jha and Pathak (2003) in their study of the nature of differences in the levels of job satisfaction among executives of four public and private sector organizations of Eastern and Northern part of India found the differences in different aspects of job satisfaction, viz., job itself, pay and security were felt by the executives. These aspects were found to be significantly higher in the case of private sector organizations as compared to public sector organisations.

Yadav (2004) states that nature of work or the job content also influences the level of job satisfaction of employees in the organization.

Robbins (2004) observed that persons with high level of job satisfaction hold positive attitudes about their jobs while persons who are dissatisfied hold negative attitudes about their jobs.

In a study on employee attitude and job satisfaction, Saari and Judge (2004) found that job dissatisfaction appears to be related to other withdrawal behaviours including lateness, unionization, grievances, drug abuse and decision to retire.

Wayne, Musisca and Fleeson (2004) found that work to family conflict was negatively related to job satisfaction, while work family facilitation was positively related to job satisfaction.

Srivastava (2005) found from his study involving senior and middle managers in two public sector companies that the changes in work and service conditions are largely positive, resulting in greater job satisfaction than before.

Sharma and Jyothi (2006) state that level of job satisfaction derived by government school teachers is modest. The maximum satisfaction is derived from the dimension of principals’ behaviour and the minimum from pay and rewards, indicating high dissatisfaction with the pay and rewards packages provided to them. Private School teachers are more satisfied than government school teachers despite the poor package due to congenialatmosphere in the private schools.

Kim Soonhee (2009) in his study on IT employees job satisfaction in the public sector indicated that job clarity, effective communication with management, a participatory management approach, organizational support of career development, opportunity for advancement and family friendly policies are all significant variables affecting job satisfaction of IT employees.

Leung and Olivia (2009) indicated negative correlation with job satisfaction across societies. Results showed that social cynicism correlated negatively with job satisfaction measurement concurrently, as was predictive of job satisfaction measured subsequently.

Vijaya Krishnan (2009) states that the likelihood of individuals seeking redress for alleged injustices through external mechanisms could reduce if it perceived that there are genuine internal attempts at the level of their individual manager to address personal concerns. Every action taken by the HRM will be held irresponsible if they do not comply with the ethical standards. As it is important for employees to adhere to ethics, it is equallyimportant for the HRM to build the standards for ethics.

Kaur (2010) in her study aimed at finding the level of job satisfaction of college teachers of Punjab with respect to area, gender and type of institution. The study revealed that rural college teachers were more satisfied as compared to urban college teachers, because of their low expectations. Furthermore, government owned college teachers were more satisfied than government aided and self-financed college teachers. She also states that higher socio economic status and level of life satisfaction too encourage the college teacher for higher level of job satisfaction.

Austin (2010) have investigated and presented the findings of twenty working professionals to determine how workplace friendships influence career advancement and job satisfaction. The data suggested that vital friendship is important, friendship matters in the workplace, and vital friends influence job satisfaction and career advancement.Review Of Literature on the factors affecting towards the job satisfaction

Inflow (1951) has stated that employees are dissatisfied in the earlyphase of their service and that the first two years of service have the greatest depressing influence on job satisfaction.

Talachi (1960) has observed that lower job satisfaction should increase both labour turnover and absenteeism.

Blum and Naylor (1968) have indicated that the level of job satisfaction and commitment to work are the results of various attitudes an employee holds towards his job, towards factors related to his job and towards life in general.

Ronan (1970) has studied the relative importance of eighteen job characteristics in relation to job satisfaction and found that job security is not important to salaried workers but it is important to both managerial and hourly workers.

Starcevich (1972) has identified certain job related factors such as feelings of achievement, use of best abilities, challenging assignments, growth on the job and recognition and ranked them among the most important factors for both job satisfaction and job dissatisfaction regardless of the respondents’ occupational level.

Orpen and Pinshaw (1975) involved a sample of 100 insurance clerks. An individual’s hierarchy of needs influences the relationship between job factors and job satisfaction. The findings indicated that the correlation between job context or job content factors and overall job satisfaction were not significant.

Prakasam (1976) has found that occupational level has some influence over the satisfiers and dissatisfiers of employees. In higher level occupations, motivator factors act as satisfiers but in lower level occupations both motivators and hygienic factors seem to act as satisfiers anddissatisfiers.

Pathak (1977) has found that the most important job characteristics sought by the high job satisfied group belonging to both the higher and the lower hierarchies and the low job satisfied group belonging to the lower hierarchy is the opportunity for advancement.

Ali (1978) has revealed that management levels are fertile grounds for job satisfaction and work motivation.

Rahman (1994) in his study of job satisfaction of supervisors in the garment industry suggest that open communication, job security, supervisory status, recognition for good work and overtime are considered more important for job satisfaction than job status, working environment and autonomy in work.

Rothausen (1994) argued that depending upon one’s parental status the factors that influence or determine job satisfaction would differ. Rothausen reported unique factors do appear to determine overall job satisfaction for parent workers.

Thomas and Ganster (1995) examined the effects of two contextual elements, family supportive policies and family supportive supervisors on work family conflict and individual level strain variables. They found direct and indirect support for the effect of family supportive supervisors on job satisfaction. Their findings indicate work family conflict and control partiallymediated the relationship between the contextual elements and job satisfaction.

Ilies and Judge (2003) attempted to identify personality traits that might mediate the relationship between genetics and job satisfaction. They found that personality traits only partially mediated this relationship and suggested that perhaps other heritable traits, such as intelligence, may better explain this relationship.

Rao (2004) in his article stated that reward systems have undergone a sea change since globalization. In today’s talent market place, one can retain one’s best people only by differentiating in their favour and by offering a mix of monetary and non-monetary rewards. The key though is not to reward high, but to reward the right people in the right way.

Shyam (2004) states that among health professionals working in public sector, there are enough reasons to experience dissatisfaction. There is disparity in income/salary, between those working in public sector and private sector.

Sharma and Kumari (2004) found that public sector employees are in a position in terms of their job satisfaction than the employees of private sector organisations. Top management employees are more satisfied than the middle and lower level employees. It was also revealed that the public sector employees are more dissatisfied with their working conditions and incentives than the employees of the private sector.

Chakraborty (2004) in a case study on job satisfaction among teachers in educational institutions of Katwa Muncipality in the district of Burdwan, in West Bengal found that teachers’ job satisfaction not only depends on nature of job but also on institutional scenario, facilities, salaries and standard of the students.

Clark and Tamara (2008) have revealed that there was strong correlation between opportunities for promotions and job satisfaction. The results indicate that external needs,

opportunities for promotions, and pay contribute to job satisfaction and reduction of turnover among employees within insurance organizations. The problem with job satisfaction andturnover is a concern within insurance industry.

Bennet (2009) examined the relationship between the subordinates’ perception of the leadership style of IT managers and one of three dependent measures predicting subordinate extra effort, manager effectiveness and satisfaction with management.

Wu and Wang (2010) suggest the importance of taking personality variables into consideration during the process of evaluating job satisfaction. Job satisfaction should not only be related to extrinsic factors but also associated with individual differences of dispositional tendency. Nurses with positive evaluation and expectation towards self and others tend to report higher job satisfaction.

Jain (2010) analysed the impact of liberalization on HRM practices in public sector banks over a period of almost two decades. Variables were measured and conclusions were drawn striking a blend between micro level changes and their consequent impact on banking operations. Majority of the respondents agreed that the primary reasons for improved productivity post liberalization were use of IT, Infrastructure, competition in the market place and outsourcing back office functions.

Review of literature on the factors affecting to the demography factor towards the job satisfaction

Centers and Cantril (1946) have conducted their studies on job satisfaction in relation to the marital status of workers and found that married workers like their jobs more than unmarried workers do.

Gannon and Hendrickson (1967) conducted an exploratory study of the career orientation and job satisfaction of wives employed in retailing businesses as either clerks or officer workers. The findings showed that the women were more satisfied with their jobs when job involvement was high.

Seybolt (1976) explored the relationship between three characteristics of the work environment (pay, job variety and task complexity) and job satisfaction and the moderating effect of level of education on these relationships. The results showed that individuals with grade school education in jobs with low variety were significantly more satisfied with their work than those with high school or college education in low variety jobs

Renu, Harveen and Renu (1984) have revealed that higher the age and the greater the number of dependents, the lesser will be the job satisfaction.

Mendhi (1985) has examined the need satisfaction and job attitudes of managers and observed that job dissatisfaction is highest for those public sector managers who have never changed their jobs.

Irene and Albert (1989) have indicated that sex and educational level cannot significantly account for differences in job satisfaction levels, where as occupation, age and length of service have a significant impact as some of the satisfaction dimensions.

Dayanandan (1997) in his study of Human Resource Management in co-operative banks found that satisfaction with co-employees was favourable among both the senior and junior level employees. He also states that increased satisfaction was noticeable among the senior level employees with regard to environment and working conditions of banks in comparison with junior level employees.

Thomas (2001) in his study found that job satisfaction level is much higher in managers of non-credit co-operatives. They also found that majority of managers in co-operatives are unsatisfied with the present salary structure.

Bruck (2002) examined whether there would be differential relationship across the job satisfaction facets. These tests revealed no significant differences across facets for any of the conflict measures. These results provide important implications for practitioners who are implementing organizational interventions designed to combat work family conflict. Huang and Evert (2004) state that job level is positively related to job satisfaction in individualistic countries but not in collectivist countries. Moreover, the positive relationship between job level and job satisfaction holds only for jobs with much opportunity to use one’s skills and abilities especially in individualistic countries. Job level is even negatively related to job satisfaction in jobs with little opportunity to use one’s skills and abilities in collectivist countries.

Sizer (2008) examined the effect of mentoring relationship on job satisfaction and examined faculty members’ perceptions of the effectiveness of the mentoring relationship. Findings suggest that faculty members with mentors have higher levels of job satisfaction than faculty members without mentors.

Judge, Heller and Klingir (2008) indicated that the traits from all three taxonomies generally were significantly related to job satisfaction, even when the traits and job satisfaction were measured with independent sources. However when all three typologies were examined concurrently the core self evaluation typology was the only typology that was significantly related to job satisfaction.

Edwards, Bell and Arthur (2008) indicate that the relationship between overall job satisfaction and task and contextual performance were the same. There was a stronger relationship between satisfaction with supervision and contextual performance compared to task performance. This also states the importance of considering different facts with job satisfaction and job performance relationship, as well as the importance of matching predictors and criteria in terms of their levels of specificity

Chopra and Khan (2010) states that job satisfaction is a complex and multifaceted concept, which can mean different things to different people.The Link between job satisfaction and performance may prove to be a spurious relationship, instead, both satisfaction and

performance are the result of personality. Hence the behavioural aspect of HRM has to be kept in mind by the organizational decision makers.

2.1 THEORETICAL ANALYSIS

There are vital differences among experts about the concept of job satisfaction. Basically, there

are four approaches/ theories of job satisfaction.

They are:

1) Fulfillment theory

2) Discrepancy theory

3) Equity theory

4) Two-factor theory

(1) Fulfillment theory The main aim of this theory is to measure satisfaction in terms of rewards a person receives or

the extent to which his needs are satisfied. Job satisfaction cannot be regarded merely as a

function of how much a person receives from his job but it is the strength of the individual’s

desire of his level of aspiration in a particular area.

The main difficulty in his approach as observed by willing is that job satisfaction is not only a

function of what a person receives but also what he feels he should receive, as there would be

considerable difference in the actual and expectations of persons.

(2) Discrepancy Theory

The proponents of this theory is that satisfaction is the function of what a person actually

receives from his job satisfaction and what he thanks receives or expects to receive.

This approach does not make it clear whether or not over satisfaction is a part of dissatisfaction

and if so, how it differs from dissatisfaction.

(3) Equity Theory

The proponents of this theory are of the view that a persons satisfaction determined by

his perceived equity which in from is determined by his input-output balance when compared to

others input-output balance. Input-output balance is the perceived ratio of what a person received

from his job relative to what he contributes to the job.

(4) Two-Factor Theory

This theory was developed by Herzberg, Manusner, Paterson and COCA COLAwell who

identified certain factors as satisfiers and dissatisfies.

Factors such as achievement, recognition responsibility etc., are satisfiers, the presence of which

causes satisfaction but their absence does not result in dissatisfaction on the other hand the

factors such as supervision salary, working conditions etc are dis-satisfiers the absence of which

cause dissatisfaction however their presence does not result in job satisfaction.This theory is

considered invalid as a person can get both satisfaction and dissatisfaction at the same time.

Again Job satisfaction theories have a strong overlap with theories explaining human motivation.

The most common and prominent theories in this area include: Maslow’s needs hierarchy

theory[; Herzberg’s motivator-hygiene theory; the Job Characteristics Model; and the

dispositional approach . These theories are described and discussed below.

Hierarchy of needs

Although commonly known in the human motivation literature, Maslow’s needs hierarchy theory

was one of the first theories to examine the important contributors to job satisfaction. The theory

suggests that human needs form a five-level hierarchy (Figure 1) consisting of: physiological

needs, safety, belongingness/love, esteem, and self-actualisation. Maslow’s hierarchy of needs

postulates that there are essential needs that need to be met first (such as, physiological needs

and safety), before more complex needs can be met (such as, belonging and esteem).

Maslow’s Five-level hierarchy

Maslow’s needs hierarchy was developed to explain human motivation in general. However, its

main tenants are applicable to the work setting, and have been used to explain job satisfaction.

Within an organisation, financial compensation and healthcare are some of the benefits which

help an employee meet their basic physiological needs. Safety needs can manifest itself through

employees feeling physically safe in their work environment, as well as job security and/ or

having suitable company structures and policies. When this is satisfied, the employee’s can focus

on feeling as though they belong to the workplace. This can come in the form of positive

relationships with colleagues and supervisors in the workplace, and whether or not they feel they

are a part of their team/ organisation. Once satisfied, the employee will seek to feel as though

they are valued and appreciated by their colleagues and their organisation. The final step is

where the employee seeks to self-actualise; where they need to grow and develop in order to

become everything they are able of becoming. Although it could be seen as separate, the

progressions from one step to the next all contribute to the process of self-actualisation.

Therefore, organisations looking to improve employee job satisfaction should attempt to meet

the basic needs of employees before progressing to address higher-order needs. However, more

recently this approach is becoming less popular as it fails to consider the cognitive process of the

employee and, in general, lacks empirical supporting evidence. In addition, others have found

fault with the final stage of self-actualisation. The lack of a clear definition and conceptual

http://oshwiki.eu/wiki/File:Jobsatisfaction1.p

understanding of self-actualisation, paired with a difficulty of measuring it, makes it difficult to

measure what the final goal is or when it has been achieved.

Motivator-Hygiene Theory

Herzberg’s motivator-hygiene theory suggests that job satisfaction and dissatisfaction are not

two opposite ends of the same continuum, but instead are two separate and, at times, even

unrelated concepts. ‘Motivating’ factors like pay and benefits, recognition and achievement need

to be met in order for an employee to be satisfied with work. On the other hand, ‘hygiene’ factors

(such as, working conditions, company policies and structure, job security, interaction with

colleagues and quality of management) are associated with job dissatisfaction.

Graphical Representation of Herzberg’s Description of Satisfiers and Dissatisfiers

Because both the hygiene and motivational factors are viewed as independent, it is possible that

employees are neither satisfied nor dissatisfied. This theory postulates that when hygiene factors

are low the employee is dissatisfied, but when these factors are high it means the employee is not

dissatisfied (or neutral), but not necessarily satisfied. Whether or not an employee is satisfied is

dependent on the motivator factors. Moreover, it is thought that when motivators are met the

employee is thought to be satisfied. This separation may aid in accounting for the complexity of

an employee’s feelings, as they might feel both satisfied and dissatisfied at the same time; or

neither satisfied nor dissatisfied.

Whilst the Motivator-Hygiene theory was crucial in first distinguishing job satisfaction from

dissatisfaction, the theory itself has received little empirical support. Herzberg’s original study

has been criticised for having been conducted with a weak methodology . As a result, subsequent

attempts to test this theory have obtained mixed results with some researchers supporting it and

others not.

Job Characteristics Model


The Job Characteristics Model (JCM explains that job satisfaction occurs when the work

environment encourages intrinsically motivating characteristics. Five key job characteristics:

skill variety, task identity, task significance, autonomy and feedback, influence three

psychological states (Figure 3). Subsequently, the three psychosocial states then lead to a number

of potential outcomes, including: job satisfaction. Therefore from an organisations’ point of

view, it is thought that by improving the five core job dimensions this will subsequently lead to a

better work environment and increased job satisfaction.

Job Characteristics Model [9]

Unlike the Maslow or Herzberg’s theories, the JCM has received more empirical support.

However, it has also drawn criticism as many studies utilising this model investigate the direct

impact core job dimensions have on personal and work outcomes, completely disregarding the

critical psychological states . Despite this, the JCM and its impact on job satisfaction has been

the subject of three reviews , which further lend support to the model. Further to this, Behson and

colleagues’ meta-analysis of 13 studies specifically focused on the role of critical psychological

states, and found these psychological states to play a crucial practical and theoretical role within

the JCM.

Dispositional approach

This dispositional approach suggests that job satisfaction is closely related to personality. It

postulates that an individual has a strong predisposition towards a certain level of satisfaction,

and that these remain fairly constant and stable across time . The evidence for this approach can


be divided into indirect studies and direct studies. Judge and colleagues have reviewed these

areas in greater detail.

The indirect evidence comes from studies that do not explicitly measure personality. Data from

the National Longitudinal Studies in the United States found that measures of job satisfaction

tend to remain fairly stable over 2, 3 and 5 year periods . This even includes significant

employment changes, such as: changes in employer or occupation. Interestingly, a twin based

study ] examined 34 twins whom had been raised independently of one another. This study found

genetic factors accounted for 30% of job satisfaction levels when assessed in later life.

The indirect studies, however, are vulnerable to a number of important criticisms, namely that

other unaccounted factors might be contributing to job satisfaction levels. This highlights the

respective importance of studies directly assessing the role of personality. Most prominently,

there is research evidence that self-esteem, self-efficacy, emotional stability and locus of control

comprise a broad personality construct, which contribute to how an individual sees themselves .

A review of 169 correlations between each of four affective constructs (i.e., self-esteem, self-

efficacy, emotional stability and locus of control) and job satisfaction, found that as self-reported

levels of self-esteem, self-efficacy, emotion stability and locus of control increased so did job

satisfaction . Similarly, investigations into the link between the five factor model of personality

and job satisfaction revealed neuroticism, conscientiousness and extraversion to have a moderate

relationships with job satisfaction .

2.2 DETERMINANTS OF JOB SATISFACTION

According to Abraham A. Kumar there two types of variables, which determine the job satisfaction of an

individual. These are:

1. Organization Variables

2. Personal Variables

1. Organization variables:

i. Occupational Level : The higher the level of the job, the greater the satisfaction of the

individuals. This is because, higher level of jobs carry greater prestige and self-control.

This relationship between occupational level and job satisfaction stems from social

reference group theory in our society values some jobs more than others. Hence people in

values like them more than those who are in non-valued jobs. The relationship may also

stem from the need fulfillment theory.

ii. Job content: Greater the variation in job content and less the repetitiveness with which

the tasks must be performed, the greater the satisfaction of the individuals involved.

Since job content in terms of variety and nature of tasks called for is a function of

occupational level. The theoretical arguments given above apply here also.

iii. Considerate Leadership: People to be treated with consideration. Hence considerate

leadership results in higher job satisfaction than in considerate leadership.

iv. Pay and Promotional opportunities: All other things being equal these two variables

are positively related to job satisfaction.

v. Interaction among Employees: Here the question is, when interaction in the work group

is a source of job satisfaction and when it is not.

Interaction is more satisfying when:

a) It results in the cognition that other persons attitudes are similar to ones own since,

this permits are ready calculability of the others behavior and constitutes a validation

of ones self.

b) It results in being accepted by other and

c) It facilitates and achievement of goals.

2. Personal Variables

For some people, it appears that most jobs will be dissatisfying irrespective of the

organizational conditions, where for other most jobs will be satisfying personal variable for this

difference.

i) Age

ii) Educational Level

iii) Role perception

iv) Sex

2.3 MEASUREMENT OF JOB SATISFACTION

Type of measurementThe measurement of job satisfaction can be classified into three different methods ]: single

question, global measurement, and facet measurement.

The single question asks only one question as an indication of how satisfied an employee is at

work. This is commonly found in large surveys, such as: the US National Longitudinal Survey.

The Survey asks ‘How do you feel about the job you have now?’, and requires respondents to

answer on a scale (like it very much, like it fairly well, dislike it somewhat, dislike it very

much) . Despite the assumption that having more questions can obtain more objective and

accurate results as well as being less prone to error, research has shown that asking a single

question, either on overall job satisfaction or on individual facets of job satisfaction can be

equally as effective . Proponents of this approach believe that employees generally know how

happy they are, and, therefore, there is little point in asking them multiple questions about the

same thing.

The global measurement seeks to obtain a single score representing the overall job satisfaction an

employee has . Several questions or statements are provided relating to different aspects of the

job (such as, pay, work activities, working conditions and career prospects), but combines them

to provide an overall score. On the other hand, facet measurements have questions or items for

these different areas and provides one score to represent each area. Established global measures

include the Job Satisfaction Scales and the Overall Job Satisfaction Scale ; whilst the Job

Description Index (JDI)] is one established facet measure.

The availability of diverse job satisfaction measurements means those intending to measure this

concept have the option of choosing a particular measure which best fits their purpose. However,

the multiple options can make comparisons difficult, while a poor choice of measurement can

lead to unreliable or invalid outcomes .

Issues with measurements

Despite the availability of questions and measures for assessing job satisfaction, there are a few

issues that need to be taken into consideration when selecting a suitable measure and when

interpreting the results. The prolific number of measures of job satisfaction has raised issues

surrounding the reliability and validity of them. This is further complicated when assessing

across different cultures, languages and ages as they can all confound the results obtained.

Reliability and validity

The popularity of job satisfaction has lead to numerous measures being created for this concept.

Unfortunately, many of them, including some by academics and practitioners, are simply not

sufficiently valid or reliable . This means the measure might not accurately measure job

satisfaction, or that it is not able to provide consistent results. Van Saane and

colleagues reviewed 29 commonly used job satisfaction measures they found in the academic

literature: examining the validity (i.e., does it measure what it is supposed to) and reliability (i.e,

how consistent are the results on the measure) of the reviewed measures. The study found that

only seven of the measures were found to have adequate validity and reliability. Consequently,

those intending to measure job satisfaction have to ensure that the measure being used has been

shown to be both reliable and valid.

Cross cultural issues

Organisations and practitioners that work across different national and cultural boundaries have to be

aware of the suitability of the chosen measure to a particular workforce . Using a different measure for

each workforce makes comparison more difficult . However, the use of the same measure across different

countries can be problematic as different workforces interpret it differently.

The use of any scales across national boundaries raises various issues, and users of job satisfaction scales

should bear in mind how two particular issues, language and culture, might affect their results. Language

has a powerful influence on how individuals perceive their reality, as various languages bring about

different labels for concepts and objects. When using a scale in two separate countries which speak the

same language (i.e. the United Kingdom and Australia) there are fewer issues than when the measure is

presented in a different language. Not only does the similar language imply similar understanding, but the

one language used means translation is not required. This avoids having discrepancy between the original

and the translated version, which can affect the meaning of the measure; either due to a lack of

compatible vocabulary or because of poor translation . However, when a scale of the same language is

administered in two different cultures it can lead to respondents with different values understanding the

scale differently . Alternatively, how rating scales are interpreted is impacted by culture. Riodan and

Vanderberg found a rating of ‘4’ on a 1-7 point scale had different meaning to Koreans and Americans.

Despite these issues there are job satisfaction measures that have been demonstrated to be

reliable and valid across different languages and cultures. For example, Ryan and

colleagues found similar satisfaction scores when respondents from the US and Australia

completed the same measure in English. Across languages, the Nordic Employee

Index consistently assesses job satisfaction across the Nordic nations. Similarly, Liu and

colleagues examined the German Job Satisfaction Survey filled out by employees in 18

countries, in German, English and Spanish. They found similarities across countries, which have

the same language or a similar cultural background.

Age

The relationship between job satisfaction and age has been shown to have either a ‘U’ or positive

relationship. In the ‘U’ relationship , high satisfaction in early and latter career is separated with

a dip in the middle. Using a sample of over 5000 employees in the UK, Clarke and

colleagues found that job satisfaction was high amongst those in their teens, and then went down

when they were between 20 and 30, increased again in their 40s to the same level as those in

their teens, and progressing higher in their 50s and 60s. Alternatively, some have shown a

gradual increase in satisfaction as age increased[.

Both approaches demonstrate higher satisfaction in older age, which could be due to a number of

reasons, including that :

Older employees might have lowered their expectations over time and learnt to be more

satisfied.

Unhappy older employees may be more likely to take early retirement and leave the

workforce, leaving the more satisfied older employees.

Older employees would have had more time to change jobs and end up in a position in which

they are happy with.

Due to a lack of longitudinal studies, the differences between younger and older employees

might be due to a generational difference.

2.4 FACTOR AFFECTING JOB SATISFACTION

Hoppock the Earliest investigator in the field in , 1935 suggest that there are six major

components of job satisfaction. These are as under:

o The way the individual reacts to unpleasant situations,

o The facility with which he adjusted himself with other person The relative status

in the social and economic group with which he identifies himself

o The nature of work in relation to abilities, interest and preparation of

worker

o Security

o Loyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed

various job factors of job satisfaction. These are briefly defined one by one as follows:

1. Intrinsic aspect of job

It includes all of the many aspects of the work, which would tend to be constant for the work regardless of where the work was performed. 2.Supervision

This aspect of job satisfaction pertains to relationship of worker with his immediate superiors. Supervision, as a factor, generally influences job satisfaction.

3. Working conditions

This includes those physical aspects of environment which are not necessary a part of the work. Hours are included this factor because it is primarily a function of organization, affecting the individuals comfort and convenience in much the same way as other physical working conditions.

4. Wage and salariesThis factor includes all aspect of job involving present monitory remuneration for work done

5. Opportunities for advancement

It includes all aspect of job which individual sees as potential sources of betterment of economic position, organizational status or professional experience.

6. Security

It is defined to include that feature of job situation, which leads to assurance for continued employment, either within the same company or within same type of work profession.

7. Company & management

It includes the aspect of worker’s immediate situation, which is a function of organizational administration and policy. It also involves the relationship of employee with all company superiors above level of immediate supervision.

8. Social aspect of job

It includes relationship of worker with the employees specially those employees at same or nearly same level within the organization.

9. Communication

It includes job situation, which involves spreading the information in any direction within the organization. Terms such as information of employee’s status, information on new developments, information on company line of authority, suggestion system, etc, are used in literature to represent this factor.10. Benefits

It includes those special phases of company policy, which attempts to prepare the worker for

emergencies, illness, old age, also. Company allowances for holidays, leaves and vacations are

included within this factor.

Chapter – III

COMPANY PROFILE

COMPANY PROFILE OF PEPSI

PepsiCo Inc. is an American multinational food, snack and beverage corporation headquartered in Purchase, New York, United States, with interests in the manufacturing, marketing, and distribution of grain-based snack foods, beverages, and other products. PepsiCo was formed in 1965 with the merger of the Pepsi-Cola Company and Frito-Lay, Inc. PepsiCo has since expanded from its namesake product Pepsi to a broader range of food and beverage brands, the largest of which includes an acquisition of Tropicana in 1998 and of Quaker Oats in 2001, which added the Gatorade brand to its portfolio.

As of January 26, 2012, 22 of PepsiCo's brands generated retail sales of more than $1 billion apiece, and the company's products were distributed across more than 200 countries, resulting in annual net revenues of $43.3 billion. Based on net revenue, PepsiCo is the second largest food and beverage business in the world. Within North America, PepsiCo is the largest food and beverage business by net revenue.

Indra Krishnamurthy Nooyi has been the chief executive of PepsiCo since 2006. The company's beverage distribution and bottling is conducted by PepsiCo as well as by licensed bottlers in certain regions. Approximately 274,000 employees[3] generated $66.415 billion in revenue as of 2014.

COMPANY PROFILE OF COCA-COLA

Coca-Cola is a carbonated soft drink.[1] It is produced by The Coca-Cola Company of Atlanta, Georgia, and is often referred to simply as Coke (a registered trademark of The Coca-Cola Company in the United States since March 27, 1944). Originally intended as a patent medicine when it was invented in the late 19th century by John Pemberton, Coca-Cola was bought out by businessman Asa Griggs Candler, whose marketing tactics led Coke to its dominance of the world soft-drink market throughout the 20th century. The name refers to two of its original ingredients: kola nuts, a source of caffeine, and coca leaves. The current formula of Coca-Cola remains a trade secret, although a variety of reported recipes and experimental recreations have been published.

The company produces concentrate, which is then sold to licensed Coca-Cola bottlers throughout the world. The bottlers, who hold exclusive territory contracts with the company, produce finished product in cans and bottles from the concentrate in combination with filtered water and sweeteners. A typical 12 oz (355 ml) can contains 38g of sugar (usually in the form of HFCS). The bottlers then sell, distribute and merchandise Coca-Cola to retail stores, restaurants and vending machines. The Coca-Cola Company also sells concentrate for soda fountains to major restaurants and food service distributors.

The Coca-Cola Company has, on occasion, introduced other cola drinks under the Coke brand name. The most common of these is Diet Coke, with others including Caffeine-Free Coca-Cola, Diet Coke Caffeine-Free, Coca-Cola Cherry, Coca-Cola Zero, Coca-Cola Vanilla, and special versions with lemon, lime, or coffee. In 2013, Coke products could be found in over 200

https://en.wikipedia.org/wiki/Coca-Cola_Vanilla

https://en.wikipedia.org/wiki/Coca-Cola_Zero

https://en.wikipedia.org/wiki/Coca-Cola_Cherry

https://en.wikipedia.org/wiki/Caffeine-Free_Coca-Cola

https://en.wikipedia.org/wiki/Diet_Coke

https://en.wikipedia.org/wiki/Food_service

https://en.wikipedia.org/wiki/Soda_fountain

https://en.wikipedia.org/wiki/Vending_machines

https://en.wikipedia.org/wiki/High_fructose_corn_syrup

https://en.wikipedia.org/wiki/Concentrate

https://en.wikipedia.org/wiki/Trade_secret

https://en.wikipedia.org/wiki/Coca-Cola_formula

https://en.wikipedia.org/wiki/Coca_leaves

https://en.wikipedia.org/wiki/Caffeine

https://en.wikipedia.org/wiki/Kola_nuts

https://en.wikipedia.org/wiki/Asa_Griggs_Candler

https://en.wikipedia.org/wiki/John_Pemberton

https://en.wikipedia.org/wiki/Patent_medicine

https://en.wikipedia.org/wiki/Georgia_(U.S._state)

https://en.wikipedia.org/wiki/Atlanta

https://en.wikipedia.org/wiki/The_Coca-Cola_Company

https://en.wikipedia.org/wiki/Coca-Cola#cite_note-1

https://en.wikipedia.org/wiki/Soft_drink

https://en.wikipedia.org/wiki/Carbonation

https://en.wikipedia.org/wiki/PepsiCo#cite_note-Annual_Report_2013-3

https://en.wikipedia.org/wiki/Indra_Nooyi

https://en.wikipedia.org/wiki/Net_revenue

https://en.wikipedia.org/wiki/Gatorade

https://en.wikipedia.org/wiki/Quaker_Oats_Company

https://en.wikipedia.org/wiki/Tropicana_Products

https://en.wikipedia.org/wiki/Frito-Lay

https://en.wikipedia.org/wiki/Pepsi

https://en.wikipedia.org/wiki/Purchase,_New_York

https://en.wikipedia.org/wiki/Beverage_corporation

https://en.wikipedia.org/wiki/Multinational_corporation

countries worldwide, with consumers downing more than 1.8 billion company beverage servings each day.

Based on Interbrand's best global brand study of 2015, Coca-Cola was the world's third most valuable brand.

https://en.wikipedia.org/wiki/Interbrand

Chapter -IV

ANALYSIS

4 .ANALYSIS ON FREQUENCIES:-

Frequencies on Age

AgeFrequency Percent Valid

PercentCumulative

Percent21-30 32 53.3 53.3 53.331-40 22 36.7 36.7 90.040 above 6 10.0 10.0 100.0

Total 60 100.0 100.0

Interpretation:-

On this two Factory maximum no of person working in Age between 21-30.And very less person are working on above 40 as an senior executive officers. And 22% Persons Working as executive officers.

Frequencies on Gender

GenderFrequency Percent Valid Percent Cumulative

Percent

male 40 66.7 66.7 66.7

Female 20 33.3 33.3 100.0

Total 60 100.0 100.0

Interpretation:-

Here Large no of workers are male And few persons are Female Members working on various source. This is the factory may be the female persons are not interested to do work on here.

Frequencies on Marital Status

Marital StatusFrequency Percent Valid Percent Cumulative

Percent

Married 30 50.0 50.0 50.0

unmarried 26 43.3 43.3 93.3

Widow 1 1.7 1.7 95.0

widower 1 1.7 1.7 96.7

Separate/Divorced 2 3.3 3.3 100.0

Total 60 100.0 100.0

Interpretation:-

Large no of Married People are Working on there Large No of Married peoples are male and Few Female .And 43% workers are Unmarried On their majority age between 21-30.And very less no of widow and divorced working there.

Frequencies on Distances

Distance in KMFrequency Percent Valid Percent Cumulative

Percent

upto 10 9 15.0 15.0 15.0

11-20 36 60.0 60.0 75.0

21-30 15 25.0 25.0 100.0

Total 60 100.0 100.0

Interpretation:-

Very Few workers are living near industry i.e. in between 10 km. Few Persons are coming to Industry 21-30 KM and Large no of Workers are coming to industry from 21-30 KM.

Frequencies on Educational Qualification

Educational QaualificationFrequency Percent Valid

PercentCumulative

Percentsslc 5 8.3 8.3 8.3+2 11 18.3 18.3 26.7Graduate

29 48.3 48.3 75.0

Pg 10 16.7 16.7 91.7Other 5 8.3 8.3 100.0Total 60 100.0 100.0

Interpretation:-

Large no Of Employee are Graduate .those are posting in Officer Post .and PG employee are posting on Senior Executive Post. Some people are come by the dong special course and their percentage is 5.And some of employees are also Just Pass SSLC and +2.

Frequencies of PresentPosition

PresentPositionFrequency Percent Valid Percent Cumulative

Percent

Officer 30 50.0 50.0 50.0

Clerk 19 31.7 31.7 81.7

Sub staff 11 18.3 18.3 100.0

Total 60 100.0 100.0

Interpretation:Maximum no of employee are Officers are here few no of clerks are present to support them and

very few no of sub staff employees are present to help and give the information around them.

Frequencies of Experience

ExperienceFrequency Percent Valid Percent Cumulative

Percent

below 5 28 46.7 46.7 46.7

5-10 21 35.0 35.0 81.7

11-15 7 11.7 11.7 93.3

16-20 3 5.0 5.0 98.3

21-25 1 1.7 1.7 100.0

Total 60 100.0 100.0

Interpretation:

Maximum employees have experience below 5 years and some persons have experience in 5-10 yrs. few persons have work experience is 16-20years and very few persons are in between in 21-25 yrs.

Frequencies of Monthly Income

Monthly IncomeFrequency Percent Valid Percent Cumulative

Percent

upto 10000 11 18.3 18.3 18.3

10001-20000 17 28.3 28.3 46.7

20001-30000 18 30.0 30.0 76.7

30001-40000 9 15.0 15.0 91.7

above 40000 5 8.3 8.3 100.0

Total 60 100.0 100.0

Interpretation:-

Maximum employee are getting monthly salary between 20001-30000 on the basis of experience and qualification. Those are having very low qualification with less no of work experience getting salary between 10001-20000.New fresher and less qualified employees are getting salary 10000.And few high Qualification with experience get salary between 30001-40000.Very few person High Qualification with more experience getting salary on above 40000.

4.1 MEAN Descriptive Statistics

N Minimum Maximum Mean Std. DeviationSalary & allowances 60 1 5 3.22 1.462Benefits and services 60 1 5 2.97 1.314Risk 60 1 5 3.47 1.241Provides freedom 60 1 5 3.25 1.348Challenging 60 1 5 3.20 1.471Provided training 60 1 5 2.97 1.402Opportunities 60 1 5 3.37 1.377Enhances social status 60 1 6 3.38 1.316Monotonous duties 60 1 5 2.97 1.365Recognition gained 60 1 5 2.95 1.431Give prizes & awards 60 1 5 3.10 1.537Relationship with public

60 1 5 2.98 1.295

Organizational policies 60 1 5 3.45 1.199Recreational facilities 60 1 5 3.07 1.326delegated to do work 60 1 5 3.18 1.384Social concern 60 1 5 3.13 1.359Union activities 60 1 5 3.08 1.510relationship among co-worker

60 1 5 3.25 1.257

Opportunity for submitting suggestions.

60 1 5 3.38 1.354

working climate 60 1 5 3.37 1.473Relationship for encourages the work

60 1 5 3.17 1.428

safety 60 1 5 2.78 1.329opportunity for creativity

60 1 5 3.37 1.390

Problems 60 1 5 3.20 1.286Psychological stress 60 1 5 3.33 1.298Physical inabilities 60 1 5 3.32 1.359Work load 60 1 5 3.18 1.347Grievance redressal 60 1 5 3.05 1.512Transfer policy 60 1 5 3.17 1.342

Promotion opportunity 60 1 5 3.52 1.269Job security 60 1 5 3.52 1.321

60

Interpretation:-

Those Mean has come 3 or more than 3 employee are influence by that Non compensation and benefits. Some of the mean has come below than 3 that Indicate that employees are less influence By that Non compensation and benefits given by industry.

4.2 ANNOVA

Age

ANOVASum of Squares

df Mean Square F Sig.

QJSV1

Between Groups 7.131 2 3.566 1.707 .191

Within Groups 119.052 57 2.089

Total 126.183 59

QJSV2Between Groups 2.518 2 1.259 .722 .490Within Groups 99.416 57 1.744Total 101.933 59

QJSV3Between Groups .600 2 .300 .189 .828Within Groups 90.333 57 1.585Total 90.933 59


QJSV5Between Groups 4.457 2 2.229 1.032 .363Within Groups 123.143 57 2.160Total 127.600 59






QJSV11 Between Groups .348 2 .174 .071 .931Within Groups 139.052 57 2.440

Total 139.400 59




QJSV15Between Groups 1.184 2 .592 .302 .741Within Groups 111.799 57 1.961Total 112.983 59
















QJSV31

Between Groups .029 2 .014 .008 .992


Total 102.983 59

Interpretation:-

There is Significance differences occurs in Recreational Facilities ,Opportunity for submitting suggestions and job security According to Difference Age Group. Experience persons are not give it importance but the Fresher May give the importance to it.

GENDER

ANOVASum of Squares


QJSV1

Between Groups 1.008 1 1.008 .467 .497


Total 126.183 59




QJSV5Between Groups .000 1 .000 .000 1.000Within Groups 127.600 58 2.200Total 127.600 59







QJSV12 Between Groups 1.408 1 1.408 .837 .364

Within Groups 97.575 58 1.682Total 98.983 59













QJSV25 Between Groups .133 1 .133 .078 .781Within Groups 99.200 58 1.710

Total 99.333 59






QJSV31

Between Groups 2.133 1 2.133 1.227 .273


Total 102.983 59Interpretation:-

There is no significance occurs. Because all employees have give same statement according to provide Non compensation Benefit and other facilities.

MARITIAL STATUS

ANOVASum of Squares


QJSV1

Between Groups 20.101 4 5.025 2.605 .046


Total 126.183 59

















QJSV17 Between Groups 8.422 4 2.105 .918 .460Within Groups 126.162 55 2.294

Total 134.583 59














QJSV31

Between Groups 6.299 4 1.575 .896 .473



There is Significance occurs in Salary & allowances and Opportunity for submitting suggestions According to Married Status Group. Married Employee are Give more importance to the company policy and facility than Unmarried employees. It affect to the marital status.

DISTANCES IN KM

ANOVASum of Squares


QJSV1

Between Groups .056 2 .028 .013 .988


Total 126.183 59








QJSV9 Between Groups 1.644 2 .822 .433 .651














QJSV22 Between Groups 2.056 2 1.028 .574 .567Within Groups 102.128 57 1.792

Total 104.183 59









QJSV31

Between Groups 2.189 2 1.094 .619 .542


Total 102.983 59

Interpretation:-

There is Significance occurs in Transfer policy .According to people coming from different distance .They may be not provide Good transfer facility to employee the female persons or those get salary below 10000are may affected by the transfer policy .

EDUCATIONAL QUALIFICATION

ANOVASum of Squares


QJSV1

Between Groups 13.881 4 3.470 1.700 .163


Total 126.183 59











QJSV12 Between Groups 3.612 4 .903 .521 .721














QJSV25 Between Groups 6.965 4 1.741 1.037 .397Within Groups 92.369 55 1.679

Total 99.333 59






QJSV31

Between Groups 9.756 4 2.439 1.439 .234


Total 102.983 59

Interpretation:-

There is Significance occurs on Provides of freedom, Benefits & services and Grievance redressal .According to people coming from different Educational Qualification .There may be not provide freedom to employee to work. and the Provide Benefits & services and Grievance redressal may not accepted by all employees.

PRESENT POSITION

ANOVASum of Squares


QJSV1

Between Groups .154 2 .077 .035 .966


Total 126.183 59
















QJSV16 Between Groups 1.686 2 .843 .448 .641Within Groups 107.247 57 1.882

Total 108.933 59















QJSV31Between Groups .340 2 .170 .094 .910


Total 102.983 59

Interpretation:-

There is Significance occurs on Provides Provide freedom, Delegated to do work and Opportunity for submitting suggestions..According to Employee present position. There may be not provide freedom to employee to work. So they are may be not give 100 percent effort to Delegated to do work .and not give the chance to submitting suggestions .

EXPERIENCE IN YEAR

ANOVASum of Squares


QJSV1

Between Groups 4.743 4 1.186 .537 .709


Total 126.183 59






QJSV7 Between Groups 12.886 4 3.221 1.789 .144

Total 127.933 59











QJSV31

Between Groups 3.257 4 .814 .449 .773



There is Significance occurs on Provides Recreational facilities and relationship among co-worker. According to Employee experience. There may not be provide freedom to employee to work. So their relationship may not good with the other Employee.

INCOME

ANOVASum of Squares


QJSV1

Between Groups 5.619 4 1.405 .641 .636


Total 126.183 59











QJSV12 Between Groups 3.102 4 .775 .445 .776Within Groups 95.882 55 1.743

Total 98.983 59















QJSV27 Between Groups 3.445 4 .861 .457 .767Within Groups 103.538 55 1.883Total 106.983 59

QJSV28 Between Groups 5.586 4 1.396 .594 .668Within Groups 129.264 55 2.350Total 134.850 59


QJSV30 Between Groups 2.935 4 .734 .438 .780Within Groups 92.049 55 1.674Total 94.983 59

QJSV31

Between Groups 3.867 4 .967 .536 .709



There is Significance occurs on Provides of Opportunity for submitting suggestions. and Psychological stress. According to Employee Income. Their may not get good salary according to their physical stress. and may not be get chance to give suggestion to develop the creativity.

INDUSTRY

ANOVASum of Squares


QJSV1

Between Groups 2.817 1 2.817 1.324 .255


Total 126.183 59



QJSV4 Between Groups .817 1 .817 .445 .507

Total 134.583 59














QJSV31

Between Groups .417 1 .417 .236 .629



There is Significance occurs on Recognition gained, delegated to do work& Union activities.. According to Industrial Basis. There may not identify Recognition gained, and not give the 100% effort to the work due to company policy And Union activities.

But on other questions in two industry agree and their employee give same answer.

COMPARISION BETWEEN COCA-COLA AND PEPSI

Mean of COCA –COLA

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

Salary & allowances 30 1 5 3.43 1.357

Benefits and services 30 1 5 3.20 1.400

Risk 30 1 5 3.37 1.245

Provides freedom 30 1 5 3.13 1.279

Challenging 30 1 5 3.47 1.332

Provided training 30 1 5 3.17 1.510

Opportunities 30 1 5 3.30 1.393

Enhances social status 30 1 6 3.40 1.453

Monotonous duties 30 1 5 2.87 1.408

Recognition gained 30 1 5 3.27 1.337

Give prizes & awards 30 1 5 3.40 1.545

Relationship with public 30 1 5 3.00 1.203

Organizational policies 30 1 5 3.60 1.221

Recreational facilities 30 1 5 3.27 1.285

delegated to do work 30 1 5 3.40 1.329

Social concern 30 1 5 3.47 1.332

Union activities 30 1 5 3.37 1.450

relationship among co-worker 30 1 5 3.53 1.252


30 1 5 3.33 1.470

working climate 30 1 5 3.57 1.357

Relationship for encourages the work 30 1 5 3.30 1.291

safety 30 1 5 2.97 1.450

opportunity for creativity 30 1 5 3.37 1.450

Problems 30 1 5 3.33 1.269

Psychological stress 30 1 5 3.40 1.276

Physical inabilities 30 1 5 3.37 1.351

Work load 30 1 5 3.30 1.236

Grievance redressal 30 1 5 2.97 1.497

Transfer policy 30 1 5 3.17 1.315

Promotion opportunity 30 1 5 3.63 1.159

Job security 30 1 5 3.50 1.333

Mean of PEPSI

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

Salary & allowances 30 1 5 3.00 1.554

Benefits and services 30 1 5 2.73 1.202

Risk 30 1 5 3.57 1.251

Provides freedom 30 1 5 3.37 1.426

Challenging 30 1 5 2.93 1.574

Provided training 30 1 5 2.77 1.278

Opportunities 30 1 5 3.43 1.382

Enhances social status 30 1 5 3.37 1.189

Monotonous duties 30 1 5 3.07 1.337

Recognition gained 30 1 5 2.63 1.474

Give prizes & awards 30 1 5 2.80 1.495

Relationship with public 30 1 5 2.97 1.402

Organizational policies 30 1 5 3.30 1.179

Recreational facilities 30 1 5 2.87 1.358

delegated to do work 30 1 5 2.97 1.426

Social concern 30 1 5 2.80 1.324

Union activities 30 1 5 2.80 1.540

relationship among co-worker 30 1 5 2.97 1.217


30 1 5 3.43 1.251

working climate 30 1 5 3.17 1.577

Relationship for encourages the work 30 1 5 3.03 1.564

safety 30 1 5 2.60 1.192

opportunity for creativity 30 1 5 3.37 1.351

Problems 30 1 5 3.07 1.311

Psychological stress 30 1 5 3.27 1.337

Physical inabilities 30 1 5 3.27 1.388

Work load 30 1 5 3.07 1.461

Grievance redressal 30 1 5 3.13 1.548

Transfer policy 30 1 5 3.17 1.392

Promotion opportunity 30 1 5 3.40 1.380

Job security 30 1 5 3.60 1.303

Interpretation:-

From the analysis shows that Employee of the coca-cola are more influenced or satisfaction than the Employee of the Pepsi because the on the Coca-cola industry the large number of mean comes 3 point scale so they are more influenced or satisfaction on work.

Chapter –V

Findings,Conclusion,Suggestions

FINDINGS

Most of the employee in this two industry are not more satisfied because this branch has not provide extra benefit than other industry. Almost same response found in this two industry because this two industry are belongs from private sector.

On the Mean calculation If the mean value comes 3 ore more than 3 it shows that Employees are Influenced by that Factors. If the Mean value comes less than 3 it shows that it is not influenced to the Employee.

Employees are more satisfied or influenced by Promotion opportunity and Job security. Employees are very less satisfied or influenced by safety of the company

Employees are satisfied or influenced by Salary & allowances.

Employees are less satisfied or less influenced by Benefits and services of the company. Employees are satisfied or influenced by Risk .or low risk available there. Employees are satisfied or influenced by Provides freedom. Employees are satisfied or influenced by Challenging work.. Employees are less satisfied or less influenced by Provided training. Employees are satisfied or influenced by give Opportunities. Employees are satisfied or influenced by Enhances social status. Employees are less satisfied or less influenced by Monotonous duties. Employees are less satisfied or less influenced by Recognition gained. Employees are satisfied or influenced by Give prizes & awards. Employees are less satisfied or less influenced by Relationship with public. Employees are satisfied or influenced by Recreational facilities. Employees are satisfied or influenced by Organizational policies. Employees are satisfied or influenced by delegated to do work. Employees are satisfied or influenced by Social concern. Employees are satisfied or influenced by Union activities. Employees are satisfied or influenced by relationship among co-worker. Employees are satisfied or influenced by Opportunity for submitting suggestions.. Employees are satisfied or influenced by working climate. Employees are satisfied or influenced by Relationship for encourages the work. Employees are satisfied or influenced by opportunity for creativity. Employees are satisfied or influenced by Psychological stress. Employees are satisfied or influenced by working Load. Employees are satisfied or influenced by Grievance redressal.. Employees are satisfied or influenced by working Transfer policy

SUGGESTIONS

Company should increase the Safety of the employee. Award, reward, recognition, salary and benefit facilities should be raised for deserving

Employees Strongly recommended to revise HR policies. Increasing the Very High quality of the training on regular Basis. There should more priorities towards employee’s social security and wellbeing’s. Team building exercises’ and awareness programmed to be conducted. Start for employee grievances cell for better Management. Township facility to be provided to the employees for project cost saving & employee

time is saving which will indirectly help all to maintain proper work life balance. Accommodations should be provided at nearby place of site. Technical and managerial training should be provided for each interval of time for

growth of employee as well as in a great manner. Co-curricular activities and social event need to be organized more after to improve

harmony. Organization policy for better employee retention, welfare, security and facilitation. The company needs to start motivational provision policies and employee friendly

welfare policies in the corporate office so that high motivated employee can deliver high output.

To motivate the employees management can take into consideration some proper suggestions given by the employees. It will help to increase the motivation and ultimately the Job satisfaction of the employees

CONCLUSION

The Employee of this two industry are give Moderate response by the company provide to them compensation and non compensation benefit .In two industries Response of the employee are same because they are belongs to same sector and same Area.

All the statutory and non-statutory measures are provided to the employees as per the standard measures, which improves employee’s satisfaction and increases productivity. Any organization success and growth depends on employees. The company may have rich resources of capital, material, infrastructure, machines and technology but if the quality of manpower is not good, theorganization cannot succeed.

It is necessary for the organization to provide promotion to the employees based on their merit, experience and qualification, which improve their self-actualization. Employee will be highly satisfied when their opinions are taken into consideration, which creates self-respect andenthusiasm.

.

ANNEXURE

QUESTIONNAIRE

[Tick (√) at the appropriate box]

PART I - GENERAL

1.1 Name :

1.2 Age :

21-30 31-40 41-60

1.3 Gender :

Male Female

1.4 Marital status :Married Unmarried Widow

Widower Separated/Divorced

1.5 Distance in K.M from work place :

Upto 10 11-20 21-30 Above 30

1.6 Educational qualification :

S.S.L.C P.U.C / Plus2 Graduate

P.G Others [Specify]

1.7 Present position :

Officer Clerk Sub Staff

1.8 Experience in years :

Below 5 5-10 11-15

16-20 21-25 Above 25

1.9 Monthly income :

Upto 10000 10001-20000 20001-30000

30001-40000 Above 40000

BIBLIOGRAPHY

1. David A.Decenzo, Stephen P. Robbins (2002), Human Resources Management John Wiley & Sons, Seventh edition.

2. Kothari C.R. (1990), Research Methodology Methods & Techniques published by Wishwa prakasan

3. Stephen P.Robbins (October 2000), Organisational Behavior, Prentice-Hall of India Private Limited, Ninth edition, New Delhi.

4. P.Sunna Rao (2000), Personnel/ Human Resource Management, Kumar Publishers Private

Limited.

5. Tripathi P.C. (1978), Personnel Management and Industrial relations published by Sultan Chand and Sons, New Delhi.

6. Weiss, H. M. (2002). Deconstructing job satisfaction: separating evaluations, beliefsand affective experiences. Human Resource Management Review, 12, 173-194, p.174

7. Herzberg, F., Mausner, B., Peterson, R. and Campwell, D. (1959). Job attitude:Review of research and opinion. Pitsberg: Psychological Services of Pitsberg.

8. Bhatti, K., & Qureshi, T. (2007). Impact of employee participation on job satisfaction, employee commitment and employee productivity. International Review of Business Research Papers, 3(2), 54 – 68. 9. Employee satisfaction and opinion surveys. (n.d.). Retrieved

1. February 25, 2011, fromhttp://www.infoquestcrm.co.uk/employee_surveys.html

EMPLOYEE JOB SATISFACTION COMPARATIVE ANALYSIS BETWEEN

Recruiting & HR

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