LOVELY PROFESSIONAL UNIVERSITY DEPARTMENT OF MANAGEMENT
PROJECT REPORT ON SUMMER TRAINING “A STUDY ON EMPLOYEE WELFARE AND SATISFACTION IN PUNJAB CHEMICALS AND CROP PROTECTION LIMITED”
SUBMITTED TO LOVELY PROFESSIONAL UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF DEGREE OF MASTER OF BUSINESS ADMINISTRATION
SUBMITTED BY: MANVIR SAINI UNIVERSITY ROLL NO. RT1803B31 UNIVERSITY REG. NO. 10808877 UNDER THE GUIDANCE OF: MS. PRIYANKA CHHIBBER LECTURER, LOVELY INSTITUTE OF MANAGEMENT
DEPARTMENT OF MANAGEMENT LOVELY PROFESSIONAL UNIVERSITY PHAGWARA (2008-2010)
i
CERTIFICATE
It is certified that the project entitled “A STUDY ON EMPLOYEE WELFARE AND SATISFACTION IN PUNJAB CHEMICALS AND CROP PROTECTION LIMITED” is submitted in partial fulfillment of the requirements for the award of degree of MASTER OF BUSINESS
ADMINISTRATION
by
LOVELY
PROFESSIONAL
UNIVERSITY,
PHAGWARA, PUNJAB. This work has been done by Mr. Manvir Saini (Roll No: RT1803B31, Reg No: 10808877), a bona fide student of department, in PUNJAB CHEMICALS AND CROP PROTECTION LIMITED since June 22, 2009 under my supervision and is genuine.
MR. RAVINDER CHADHA G.M. (HR & ADMIN.) PCCPL. (PROJECT SUPERVISOR)
ii ACKNOWLEDGEMENT At the very outset, I am highly indebted to the all powerful ALMIGHTY GOD for all the blessings he showered on me and for being with me throughout the study. I would like to express my sincere thanks to MR. RAVINDER CHADHA, G.M (H.R. & ADMIN.), PCCPL (Punjab Chemicals and Crop Protection Limited), who provided me an opportunity to do this project in his esteemed organization and for giving his valuable time and exemplary guidance during my training, without his constant encouragement it would have been impossible to test my theoretical knowledge. I would like to place on record my sincere gratitude and appreciation to my project guide Ms. PRIYANKA CHHIBBER, Lecturer, LOVELY INSTITUTE OF MANAGEMENT for her kind co-operation and guidance which enabled me to complete my project. I extend my gratitude to the entire staff of PCCPL especially to MR. SANJEEV MEHTA, MR. DHARAM CHAND, Mr. B. L VERMA & MR. OM PRAKASH SAINI for their diligently attention, cooperation, precious advice, a very congenial environment and sophisticate facilities during the course of the project. I would also express my profound sense of gratitude to all lecturers of LOVELY INSTITUTE OF MANAGEMENT, PHAGWARA, for giving immense inspiration throughout my M.B.A course, whose teaching not only acted merely as drop of ink rather it has acted as a stone upon which the training is based. I also take this opportunity to express my deed gratitude to my loving parents and friends who are a constant source of motivation and for their never ending support and encouragement during this project.
MANVIR SAINI
iii TABLE OF CONTENTS 1.
TITLE………………… ……………………………..…………………………………………………. …………I 2. CERTIFICATE BY THE PROJECT-INCHARGE ……….………………………………………. …………..II 3. ACKNOWLEDGEMENT………………………………………….…………………………………. …………III 4. TABLE OF CONTENTS (INCLUDING LIST OF TABLES AND ILLUSTRATIONS) .……………. …….IV 5. EXECUTIVE SUMMARY ………………………..……………………….….…………………………. ………V SR. NO PARTICULARS 1.
2.
INTRODUCTION TO THE SUBJECT
PAGE NO. 1-6
1. A) THE CONCEPT OF JOB SATISFACTION 1. A.i) DETERMINANTS OF JOB SATISFACTION 1. A.i.a) Organizational variables 1. A.i.b) Personal variables 1. A.ii) EFFECTS OF JOB SATISFACTION 1. A.ii.a) Physical and mental health 1. A.ii.b) Productivity 1. A.ii.c) Absenteeism 1. A.ii.d) Satisfaction and safety 1. A.ii.e) Employee turnover 1. A.iii) BENEFITS OF EMPLOYEE JOB SATISFACTION
1 2 2 3 4 4 4 5 5 6 6
2. B) REVIEW OF LITERATURE
7-12
INDUSTRY PROFILE AND COMPANY PROFILE 2. A) THE INDIAN CHEMICAL INDUSTRY 2. A.i) HISTORY 2. A.ii) OVERVIEW OF INDIAN CHEMICAL INDUSTRY 2. A.ii.a) Market size 2. A.ii.b) State wise share in production of major chemicals 2. A.ii.c) Ownership pattern 2. A.ii.d) Sub segment 2. A.ii.e) Nature of operations 2. A.ii.f) Sector highlights 2. A.iii) CHARACTERISTICS OF INDIAN CHEMICAL INDUSTRY 2. A.iv) GLOBAL SCENARIO 2. A.v) GROWTH OF INDIAN CHEMICAL INDUSTRY 2. A.v.a) Index of industrial production 2. A.v.b) Industrial investment trends in chemicals 2. A.v.c) International trade in chemicals & petrochemicals 2. A.v.d) Production of selected major chemicals (2002-03 to 2008-09)
13-58 14 14 15 16 17 17 18 18 19 21 22 23 24 25 25 27
2. A.vi) FUTURE PLANS 2. A.vii) CHEMICAL WEAPONS CONVENTION 2. A.viii) FACTS OR MILESTONES OF INDIAN CHEMICAL INDUSTRY 2. A.ix) MAJOR PLAYERS AND THEIR MARKET SHARE 2. A.x) OPPORTUNITY FOR INDIAN CHEMICAL INDUSTRY 2. A.x.a) Outlook 2. A.x.b) Potential
29 29 30 32 33 33 34
iv 2. A.xi) SWOT ANALYSIS OF INDIAN CHEMICAL INDUSTRY 2. A.xi.a) Strengths 2. A.xi.b) Weaknesses 2. A.xi.c) Opportunities 2. A.xi.d) Threats 2. A.xii) COMPETITIVE ADVANTAGE OF INDIA 2. A.xiii) RECOMMENDATIONS FOR REJUVENATING ICI 2. A.xiii.a) Infrastructure 2. A.xiii.b) Energy 2. A.xiii.c) Finance 2. A.xiii.d) Duties and taxes 2. A.xiii.e) Action by industry 2. B) COMPANY PROFILE 2. B.i) HISTORY OF THE COMPANY 2. B.ii) PROFILE OF THE COMPANY 2. B.ii.a) Major locations 2. B.ii.b) Share holding pattern as on 6/30/2009 2. B.ii.c) The management team 2. B.ii.d) Aim of the company 2. B.ii.e) The vision 2. B.ii.f) The mission 2. B.iii) RECENT ACHIEVEMENTS AND MILESTONES 2. B.iv) PRODUCT RANGE OF THE COMPANY 2. B.v) COMPETITIVE STRENGTHS 2. B.vi) OPPORTUNITY MATRIX: STRONG DEMAND ON THE HORIZON 2. B.vi.a) India 2. B.vi.b) World wide 2. B.vi.c) Export: agro technical/intermediates 2. B.vii) PERFORMANCE OF THE COMPANY (STATISTICAL PROFILE) 2. B.vii.a) Investment rationale 2. B.viii) FINANCIAL STATUS OF THE COMPANY 2. B.viii.a) Quick financial synopsis 2. B.ix) FUTURE PROSPECTUS OF PCCPL 2. B.x) FUTURE STRATEGIES OF PCCPL 3.
OBJECTIVES & RESEARCH METHODOLOGY 3. A) OBJECTIVES OF THE STUDY
34 34 35 35 35 36 36 36 36 37 37 37 38 39 40 43 45 45 46 46 46 46 48 48 50 50 51 51 52 53 54 55 56 58 59-62 59
3. B) HYPOTHESIS
59
3. C) RESEARCH METHODOLOGY 3. C.i) RESEARCH DESIGN 3. C.ii) SAMPLE SIZE 3. C.iii) DATA COLLECTION 3. C.iv) QUESTIONNAIRE SCHEDULE 3. C.v) TOOLS OF ANALYSIS 3. C.v.a) Simple percentage analysis 3. C.v.b) Two-way analysis 3. C.v.c) Chi-square test
60 60 60 60 60 60 60 60 61
v 3. C.vi) AREAS OF STUDY 3. C.vii) LIMITATIONS OF STUDY 4.
5.
1) 2) 3)
DATA PRESENTATION AND ANALYSIS
61 61 62-139
4. A) DATA PRESENTATION WITH SIMPLE PERCENTAGE TABLE
63-130
4. B) DATA ANALYSIS WITH TWO WAY TABLE
130-133
4. C) DATA ANALYSIS WITH CHI-SQUARE TEST OR TEST OF HYPOTHESIS
134-138
4. D) DESCRIPTIVE STATISTICS
139
5. A) SUMMARY OF FINDINGS 5. A.i) FINDINGS FROM SIMPLE PERCENTAGE & DESCRIPTIVE STATISTICS 5. A.ii) FINDINGS FROM TWO-WAY TABLE 5. A.iii) FINDING FROM CHI- SQUARE ANALYSIS 5. A.iv) FINDINGS FROM SELF OBSERVATION 5. B) SUGGESTIONS 5. C) CONCLUSION
140-142 140-141 141 141 141-142 142-144 145
APPENDIX GLOSSARY OF TERMS ABBREVIATIONS QUESTIONNAIRE REFERENCES BIBLIOGRAPHY BOOKS REFERRED WEBSITE ADDRESSES
146 147 148 149 152 153-154 154 154 154
vi LIST OF TABLES SR. DESCRIPTION NO 1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
CHAPTER – II Classification of Indian Chemical Industry and market value of each segment. Index of Industrial Production (1993-94 =100) Exports and Imports–Chemicals and Petrochemicals. Production of Selected Major Chemicals (2002-03 to 2008-09) (In 000’ MT) Major players and their market share. Share Holding Pattern as on 6/30/2009 Segment wise revenue to PCCPL for the FY2007-08 & 2008-09 Balance Sheet and P&L Account of PCCPL for FY2007, 2008 & 2009. Key Ratios & cash flow statement for the FY 2007, 2008 & 2009. CHAPTER IV LIST OF SIMPLE PERCENTAGE TABLES Table showing gender of the respondents Table showing marital status of the respondents Table showing the age of the respondents Table showing Education qualification of the respondents Table showing Years of experience of the respondents Table showing monthly income of the respondents Table showing employee’s opinion about the nature of their work. Table showing opinion of employees regarding their work load. Table showing opinion of employees regarding working hours. Table showing opinion of the employees regarding rest intervals. Table showing opinion of the employees about management & workers relationship. Table showing opinion of the employees whether they are provided with sufficient tools and equipments or not. Table showing opinion of the employees regarding safety measures. Table showing opinion of the employees lighting and other arrangements. Table showing opinion of the employees regarding work pressure on them. Table showing opinion of the employees about superior's assistance. Table showing opinion of the employees about how much importance their ideas have in decision making.
PAGE NO. 16 25 27 28 32 45 52 54 55
63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79
18 Table showing opinion of the employees whether they are appreciated for their performance or not. 19 Table showing opinion of the employees regarding the fairness of their boss 20 Table showing opinion of the employees regarding their participation in day to day activities. 21 Table showing opinion of the employees regarding their access to their superiors. 22 Table showing opinion of the employees regarding the competency of their superiors. 23 Table showing opinion of the employees regarding their relations with their colleagues. 24 Table showing opinion of the employees regarding the behavior of the colleagues 25 Table showing opinion of the employees whether workers share their know-how with each other or not.
80 81 82 83 84 85 86 87
vii 26 Table showing opinion of the employees whether they feel motivated by their boss in achieving organizational goals or not. 27 Table showing opinion of the employees that they are adequately motivated when ever needed to do so. 28 Table showing opinion of the employees regarding system of communication. 29 Table showing opinion of the employees that their assignments are clearly explained to them. 30 Table showing opinion of the employees regarding training program 31 Table showing opinion of the employees that they are provided with the training whenever needed. 32 Table showing opinion of the employees regarding the usefulness of the training program. 33 Table showing opinion of the employees regarding the efficiency of the training program. 34 Table showing opinion of the employees regarding performance appraisal system. 35 Table showing opinion of the employees regarding efficiency of the appraisal system. 36 Table showing opinion of the employees about fairness of appraisal system. 37 Table showing opinion of the employees that they are paid fair amount for their work. 38 Table showing opinion of the employees that they are provided with proportionate salary. 39 Table showing opinion of the employee that their wages are at par with the wages in the industry. 40 Table showing opinion of the employee that they are provided with sufficient allowances. 41 Table showing opinion of the employee regarding the promotion policy of the organization. 42 Table showing opinion of the employee that they are rewarded for their innovative ideas. 43 Table showing opinion of the employee that they are rewarded for their performance as a motivational technique. 44 Table showing opinion of the employee about transport facility. 45 Table showing opinion of the employee about medical facilities. 46 Table showing opinion of the employee that they are provided with benefits for their family.
88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108
47 48 49 50 51 52 53 54
Table showing opinion of the employee about refreshment facilities. Table showing opinion of the employee about rest room and lunch room Table showing opinion of the employees about parking facility. Table showing opinion of the employees about first aid facility Table showing opinion of the employees about loan facility and other welfare benefits. Table showing opinion of the employees regarding job security. Table showing opinion of the employees about the criteria of job security. Table showing opinion of the employees about the basic principal on which job security is provided to the employee. 55 Table showing opinion of the employees about workers participation in management decisions. 56 Table showing opinion of the employees about decision making standards and plans of the organization.
109 110 111 112 113 114 115 116 117 118
viii 57 Table showing opinion of the employees that their suggestions are given due importance in decision making process and for implementing any change in their respective department. 58 Table showing opinion of the employees regarding effectiveness of grievance handling procedure. 59 Table showing opinion of the employees that they are able to freely communicate their grievances. 60 Table showing opinion of the employees about awareness of employees regarding the quality standards adopted by the company.
119
61 Table showing opinion of the employees whether they are satisfied with the ISO/QS certification of the company.
123
62 Table showing opinion of the employees about the adaptability of employees with changes due to ISO/QS certification.
124
63 Table showing opinion of the employees whether they are happy to changes in the company or not. 64 Table showing opinion of the employees regarding their willingness to work in the company. 65 Table showing opinion of the employees that their work life is meaningful. 66 Table showing opinion of the employees that how valuable their work is for the company. 67 Table showing opinion of the employees regarding the opportunities to use their ability. 68 Table showing opinion of the employees about their overall satisfaction level in the company. LIST OF TWO WAY TABLES 1 Relationship Between Gender And Level Of Satisfaction 2 Relationship Between Marital Status And Level Of Satisfaction 3 Relationship Between Age And Level Of Satisfaction 4 Relationship Between Qualification And Level Of Satisfaction 5 Relationship Between Experience And Level Of Satisfaction 6 Relationship Between Experience And Level Of Satisfaction LIST OF CHI-SQUARE TEST TABLES 1 Relationship Between Gender And Level Of Satisfaction
125
120 121 122
126 127 128 129 130
131 131 132 132 133 133 134
2 3 4 5 6
Relationship Between Marital Status And Level Of Satisfaction Relationship Between Age And Level Of Satisfaction Relationship Between Qualification And Level Of Satisfaction Relationship Between Experience And Level Of Satisfaction Relationship Between Experience And Level Of Satisfaction LIST OF DESCRIPTIVE STATISTICS TABLE 1 Table Showing the Descriptive Statistics About the various Job Satisfaction Factors
135 135 136 137 138 139
ix
LIST OF FIGURES SR. NO
DESCRIPTION
PAGE NO. CHAPTER-I
1 Factors Effecting Job Satisfaction. 2 Impact of Intrinsic Rewards and Extrinsic Rewards on Job Satisfaction CHAPTER – II 1 Evolution of Indian Chemical Industry 2 Size of Indian Chemical Industry 3 Classification of Indian Chemical Industry and Constituent of Each Segment. 4 State Wise Share in Indian Chemical Industry 5 Ownership Pattern in Indian Chemical Industry 6 Share of Chemicals Sub Segments in Indian Chemical Industry 7 Nature of Operations in Indian chemical Industry 8 Characteristics of Indian Chemical Industry 9 World Wide Chemical Market Share 10 Index of Industrial Production (IIP) 11 Exports of Chemicals and Petrochemicals During 2002- 03 to 2008-09 12 Imports of Chemicals and Petrochemicals During 2002- 03 to 2008-09 13 Production of Selected Major Chemicals 14 Future Plans of Indian chemical Industry 15 Relative Market Share and Positioning of PCCPL 16 Subsidiary Companies of PCCPL 17 Product Range of PCCPL and Their Overall Contribution in Its Revenue 18 Location of Major Offices of PCCPL in India & Overseas 19 Product Range of PCCPL and Their Use 20 Key Strengths of PCCPL 21 Global Agrochemical Sales 2009 CHAPTER IV LIST OF SIMPLE PERCENTAGE FIGURES 1 Figure showing gender of the respondents 2 Figure showing marital status of the respondents
3 5 15 16 17 17 18 18 19 21 22 24 26 26 28 29 33 42 42 43 48 49 51
63 64
3 4 5 6 7 8 9 10 11 12 13 14 15 16
Figure showing the age of the respondents Figure showing Education qualification of the respondents Figure showing Years of experience of the respondents Figure showing monthly income of the respondents Figure showing employee’s opinion about the nature of their work. Figure showing opinion of employees regarding their work load. Figure showing opinion of employees regarding working hours. Figure showing opinion of the employees regarding rest intervals. Figure showing opinion of the employees about management & workers relationship. Figure showing opinion of the employees whether they are provided with sufficient tools and equipments or not. Figure showing opinion of the employees regarding safety measures. Figure showing opinion of the employees lighting and other arrangements. Figure showing opinion of the employees regarding work pressure on them. Figure showing opinion of the employees about superior's assistance.
65 66 67 68 69 70 71 72 73 74 75 76 77 78
x 17 Figure showing opinion of the employees about how much importance employees ideas have in decision making. 18 Figure showing opinion of the employees whether they are appreciated for their performance or not. 19 Figure showing opinion of the employees regarding the fairness of their boss 20 Figure showing opinion of the employees regarding their participation in day to day activities. 21 Figure showing opinion of the employees regarding their access to their superiors. 22 Figure showing opinion of the employees regarding the competency of their superiors. 23 Figure showing opinion of the employees regarding their relations with their colleagues. 24 Figure showing opinion of the employees regarding the behavior of the colleagues 25 Figure showing opinion of the employees whether workers share their know-how with each other or not. 26 Figure showing opinion of the employees whether they feel motivated by their boss in achieving organizational goals or not. 27 Figure showing opinion of the employees that they are adequately motivated when ever needed to do so. 28 Figure showing opinion of the employees regarding system of communication. 29 Figure showing opinion of the employees that their assignments are clearly explained to them. 30 Figure showing opinion of the employees regarding training program 31 Figure showing opinion of the employees that they are provided with the training whenever needed. 32 Figure showing opinion of the employees regarding the usefulness of the training program. 33 Figure showing opinion of the employees regarding the efficiency of the training program. 34 Figure showing opinion of the employees regarding performance appraisal system. 35 Figure showing opinion of the employees regarding efficiency of the appraisal system. 36 Figure showing opinion of the employees about fairness of appraisal system. 37 Figure showing opinion of the employees that they are paid fair amount for their work.
79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99
38 Figure showing opinion of the employees that they are provided with proportionate salary. 39 Figure showing opinion of the employee that their wages are at par with the wages in the industry. 40 Figure showing opinion of the employee that they are provided with sufficient allowances. 41 Figure showing opinion of the employee regarding the promotion policy of the organization. 42 Figure showing opinion of the employee that they are rewarded for their innovative ideas. 43 Figure showing opinion of the employee that they are rewarded for their performance as a motivational technique. 44 Figure showing opinion of the employee about transport facility. 45 Figure showing opinion of the employee about medical facilities.
100 101 102 103 104 105 106 107
xi 46 Figure showing opinion of the employee that they are provided with benefits for their family. 47 Figure showing opinion of the employee about refreshment facilities. 48 Figure showing opinion of the employee about rest room and lunch room 49 Figure showing opinion of the employees about parking facility. 50 Figure showing opinion of the employees about first aid facility 51 Figure showing opinion of the employees about loan facility and other welfare benefits. 52 Figure showing opinion of the employees regarding job security. 53 Figure showing opinion of the employees about the criteria of job security. 54 Figure showing opinion of the employees about the basic principal on which job security is provided to the employee. 55 Figure showing opinion of the employees about workers participation in management decisions. 56 Figure showing opinion of the employees about decision making standards and plans of the organization. 57 Figure showing opinion of the employees that their suggestions are given due importance in decision making process and for implementing any change in their respective department. 58 Figure showing opinion of the employees regarding effectiveness of grievance handling procedure. 59 Figure showing opinion of the employees that they are able to freely communicate their grievances. 60 Figure showing opinion of the employees about awareness of employees regarding the quality standards adopted by the company. 61 Figure showing opinion of the employees whether they are satisfied with the ISO/QS certification of the company. 62 Figure showing opinion of the employees about the adaptability of employees with changes due to ISO/QS certification. 63 Figure showing opinion of the employees whether they are happy to changes in the
108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125
64 65 66 67 68
1
company or not. Figure showing opinion of the employees regarding their willingness to work in the company. Figure showing opinion of the employees that their work life is meaningful. Figure showing opinion of the employees that how valuable their work is for the company. Figure showing opinion of the employees regarding the opportunities to use their ability. Figure showing opinion of the employees about their overall satisfaction level in the company. LIST OF DESCRIPTIVE STATISTICS FIGURE Figure Showing the Descriptive Statistics About the various Job Satisfaction Factors
126 127 128 129 130
139
xii
Executive Summary Job satisfaction represents the constellations of person’s attitude towards or about the job. In general, job satisfaction is the attitude towards the job as a whole. Job satisfaction is a function of satisfaction with different aspects of job, i.e. supervision, pay, works itself, coworkers, promotion, etc., and of the particular weighting or importance one attaches to these respective components. Employee job Satisfaction was a much popularized subject during the 1980’s and 1990’s, where much of the literature (Stoner & Wankel, 1986; Brewster, Dowling, Grobler, Holland & Warnich, 2000), focused on the link between Employee Satisfaction and Employee Performance. Subsequent research has, however, proven that this link is not particularly strong, (Kreitner & Kinicki, 2005; Ivancevich & Matteson, 2002). What recent research has confirmed is that there is a clear reciprocal relationship between Employee Satisfaction and Customer Satisfaction (Kraut, 1996). For example, one of the most detailed studies undertaken was that carried out by Heskett, Sasser and Schlesinger (1995). The authors point out that, “When companies put employees and customers first, their employees are satisfied, their customers are loyal, their profits increase, and their continued success is sustained” (as cited in Bailey & Dandrade, 1997). The concept of Employee Satisfaction can be traced back to Edward Thorndike, who in the early 1900’s published an article in the Journal of Applied Psychology where he explored the
relationship between work and satisfaction. The concept of Employee Satisfaction has certainly been researched very thoroughly over the years and has been linked to many other issues like employee loyalty, employee commitment, employee engagement and job satisfaction. One of the most quoted theorists is Hertzberg who during the 1950’s developed his theory which identified two dimensions of satisfaction, namely motivation and hygiene. Hertzberg maintained that the hygiene factors could not motivate employees but rather helped minimize dissatisfaction levels if addressed. These hygiene factors include topics such as; company policies, supervision, salary, interpersonal relationships and working conditions. The motivating factors addressed topics such as: the work itself, achievement, recognition, responsibility, and advancement. If continuously good levels are maintained in respect of these topics, a motivated work force is created. Modern management considers human being as resource and it is an importance for the success of any organization. It is the strength and aid. Therefore employees attitudes, interest, quality, xiii job satisfaction, etc., have a bearing productivity of a firm unless the management is able to recognize employees needs and wants they will lose motivation and morale and it will affect the best interest of the firm. Work is one of the most important activities in a person’s life .Who do have satisfying job rarely have fully satisfying lives. Dissatisfaction in work can lead in many circumstances to lower production and friction on the job. So that it must be considered by the management and steps should be taken to find out the factors which cause job dissatisfaction and to reduce such dissatisfaction. In general employee satisfaction is the attitude towards the work environment, salary, relationship with their colleagues, job security, grievance handling, performance appraisal, training and development, management style, quality policy, career counseling and so on. In this project factors that are taken into consideration for the employee satisfaction are: Work Environment: Work environment is the atmosphere to which the employee is actually exposed. This constitutes a major portion of the influence on the employees. This typically included the quantum of work allotted, nature and complexities, system being followed, support from colleagues etc. Relationship with the Superiors and Subordinates:
Healthy and cordial relationship in the department will not only provide healthy environment but also paves way for smooth flow of work, increases productivity and qualitative performance. Relationship with Colleagues: Better understanding and friendly relations with colleagues is necessity for a good environment. Joining hands together and helping each other enhance stability and confidence among themselves that contributes to the security and improve performance as a whole. Motivation and Recognition: The level of performance of an employee is a function of his abilities. If there is a strong positive motivation, the output increases and decreases if it is negative. Motivation is a core element of management which shows that every human being earnestly seeks a secure, friendly and supportive relationship that gives him a sense of warmth and recognition in groups that are most important to him. Salary: Salaries are influenced by the size of the company, by a specific industry and in part by the xiv contribution of the incumbent to the process of decision making. The bigger the firm, the greater is the compensation to the employees. The more attractive the salary, the more attractive will be the performance of the employees. Job security: A person who is satisfied with the current job would continue to remain in the same job. So job security plays a crucial role in the maintenance of job satisfaction among employees. Grievance handling: This is a corrective measure however important when grievances or difficulties or constraints enter in on employee’s job. The approaches of management, time taken to provide counter measures etc are the constraints of this factor. Performance appraisal: Most firms do not have a choice whether or not it should appraise its personnel and their performance of the hired personnel will be evaluated by someone at sometime. Management practices: The approach of the management towards employees in the interfaces like appraisal and reward schemes, permitting employees in the interfaces like appraisal and reward schemes, permitting
employees to participate in the organizational issues etc, is also determining the employee satisfaction. This company has set employee of the year award etc, ensures positive management approach. These approaches have made the employees to have a good view over their job. Opportunities for development: This is a factor strongly related to the higher order needs of the employees on their personal development. Many people like a challenging job, since that assures them to think and undergo series development measures. This factor is an essential one for satisfaction of permanent employees. Quality policy: Quality is a core concept that rules today’s business. It is a non comprising factor of any industry in today’s business world. Companies would adopt themselves to the recognize quality standards to sustain in the market and to provide a better working condition to the employees and job security. The study on employee satisfaction is relatively recent phenomenon. It can perhaps be said to have begun in earnest with the famous Hawthrone experiment conducted by Elton Mayo at xv western electrical company in 1920s. During the course of their investigation, however they became convinced that the factors of social nature were affecting employee satisfaction with the job and productivity. Since the Hawthrone studies, there has be enormous output of work on the nature, causes, correct employee satisfaction. The traditional model of employee satisfaction is that it consists of training and development, salary, management style, quality policy than an individual has about his work. The total body of influence of the job, the nature of the job itself, the pay, the promotion prospects, nature of supervision and so on, where the sum total of influences gives to rise to the feeling of employee satisfaction, the employee is satisfied, where in total, they give rise to psychological and environmental circumstances that cause a person truly to say “I am Satisfied”. Employee satisfaction means a pleasurable positive emotional state resulting from the appraisal of one’s feelings. This research named “A Study on employee welfare and satisfaction in Punjab Chemicals and Crop Protection Limited” (Further referred as PCCPL) anticipates identifying the various factors and the extent to which they affect the satisfaction level of the employees.
Employee satisfaction and welfare is very crucial for every organization because higher satisfaction level and welfare of the employee have a positive impact on productivity, performance, individual’s physical and mental health, profitability, improve quality of products or services and reduce absenteeism, employee turnover, dispute between labour and management. This gives a competitive edge to the company over its competitors. Since Punjab Chemicals and Crop Protection Limited is producing dangerous pesticides, insecticides and pharmaceutical products and its employees are working every day in a dangerous environment which is very critical to their health , so it becomes imperative for me to conduct a study on welfare and satisfaction of the employees of company. The study tries to cover each and every factor that effect employee welfare and satisfaction level, weather it is HR policies (recruitment policy, promotion policy, compensation policy etc.) and HR practices (training and development, performance appraisal, motivation techniques etc.) or some other personal factor (gender, age, qualification etc.). The research includes each and every factor because even a single factor can lower satisfaction level and moral of the employee, which in turn leads to absenteeism, accidents, low productivity etc. and ultimately effect the organizational goal. The research will help the company to gain the benefits of higher employee satisfaction level and have a competitive edge over its competitors. xvi Area of study The area of the study is the production plant of the Ago-Chemical division of Punjab Chemicals and Crop Protection Limited at Bhankarpur, Distt-Mohali, Punjab. Scope of the study The scope of the study extends from lower hierarchical level (workers), middle hierarchical level (supervisors) to upper hierarchical level (Managers) of the company, so it is a comprehensive study. Objectives of the study The objective of conducting such research is to know the level of satisfaction among the employees of Punjab Chemicals and Crop Protection Limited. Further it will also help to know the various job related and personal factors and their extent to which they affect the satisfaction level of employees, so that meaningful conclusions and suggestions could be made in order to make the human resource policies and practices of the company more effective and efficient.
Research methodology The research includes both primary and secondary data. The information from the respondents is collected through questionnaire. The primary data was collected form employees of the PCCPL and secondary data is collected from the books. The sample size is 60 and samples are selected on the basis of convenient from every department of the company. Questions are framed in such a way that the answers reflect the ideas and thoughts of the respondents with regard to level of satisfaction. For job related factors likert scale (five rating scale) is used in which respondents are required to show their level of satisfaction from 1 to 5 (1= Strongly Agree, 2= Agree, 3= Neutral, 4= Disagree, 5=Strongly Disagree) and for personal factor simple category scale is used and respondents are required to tick at the appropriate box. Some facts revealed in the study are bases on personal observations also. Tools of interpretation and analysis Here the simple percentage analysis is used for calculating the percentage of satisfaction level in the total respondents and data is presented in the form of tables and bar diagrams. To determine the level of satisfaction for the various categories (work environment and nature of work, relationship with seniors and co-worker, welfare facilities, pay and promotion etc) combined mean is used. Since likert scale is used to find out the satisfaction level the value of xvii combined mean shows the level of satisfaction form 1 to 5 and 2.5 is the middle point. Higher the value of mean shows higher satisfaction level and lower the value of mean shows lower satisfaction level. To analyze the data two-way analysis is used and to test the hypothesis Chi-square test is used and for all the chi-square test the table value has taken @ 5% level of significance. Limitations of the study The study is also subjected to certain limitations such as, sample is limited to 60, findings and conclusions are based on knowledge and experience of the respondents sometime may subject to personal biasness and research study was being done in the year July 2009, with required data analysis and interpretation, the data needs to be updated at times when it comes to have further usage of this research study report.
Despite the above limitations I tried my best through the entire study to provide a comprehensive, complete and detailed report, so that it can help the organization to take appropriate decisions for the welfare and satisfaction of its employee while giving due consideration to its goals and objectives.
xviii
CHAPTER-I 1. INTRODUCTION TO THE SUBJECT 1. A) THE CONCEPT OF JOB SATISFACTION Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a motivation to work. It is not the 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 of any goal; the end-state is feeling accompanying the attainment by an impulse of its objectives.
Research workers differently described the factors contributing to job satisfaction and job dissatisfaction. Hoppock describes job satisfaction as, “Any combination of psychological, physiological and environmental circumstances that cause any person truthfully to say I am satisfied with my job” [1]
. The term “job satisfaction” refers to an employee’s general attitudes toward his job. Locke
defines job satisfaction as a “Pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience, to the extent that person’s job fulfill his dominant need and is consistent with his expectations and values” [2]. There are three major theories of job satisfaction viz, i) Herzberg’s Motivation-Hygiene Theory. ii) Need Fulfillment Theory. iii) Social Reference Group Theory. Smith Kendall and Hulin have suggested that there are five job dimensions that represent the most important characteristics of a job about which people have affective responses, these are: i) The work itself: The extent to which the job provides the individual with the interesting
task, opportunities for learning and the chance of accept responsibility. ii) Pay: The amount of financial remuneration that is received and the degree to which this
is viewed as equitable vis-a-vis that of others in the organization. iii) Promotion opportunities: The chance for advancement in the hierarchy. vi) Supervision: The ability is on the supervision to provide technical assistance and behavioral support.
1 v) Co-workers: The degree to which follow workers are technically proficient and socially supportive. However, a comprehensive approach requires that may additional factors be included before a complete understanding of job satisfaction can be obtained. Such factors as the employee’s are, health, temperament, desires and levels of aspiration should be considered. Further, his family relationship, social status, recreational or purely social-contribute ultimately to job satisfaction.
1. A. i) Determinants of Job Satisfaction
According to Abraham A. Korman, [3] there are two types of variables which determine the job satisfaction of an individual. These are: 1. A.i.a) Organizational variables, and 1. A.i.b) Personal variables.
1. A.i.a) Organizational variables: i) Occupational Level: The higher the level of the job the greater the satisfaction of the
individuals. This is because of higher levels of job carry greater prestige and self control. ii) Job Content: Greater the variation in job content and the less the repetitiveness with
which the tasks must be performed, the greater the satisfaction of the individuals involved. iii) Considerate Leadership: People like to be treated with consideration. Hence considerate
leadership results in higher job satisfaction than inconsiderate leadership. iv) Pay and Promotional Opportunities: All other things being equal these two variables
are positively related to job satisfaction. An explanation for this finding lies in both theories discussed above. v) Interaction in the Workgroup: Here the question is when the interaction in the
workgroup a source of job satisfaction and when it is not? Interaction is must satisfying, when It results are being accepted by others. It facilitates the achievement of goals.
2
1. A.i.b) Personal variables: For some people, it appears job will be dissatisfying irrespective of the organizational conditions involved, whereas or others, most jobs will be personal variables like age, educational levels, sex, etc., i)
Age: Most of the evidence on the relation between age and job satisfaction,
holding such factors as occupational level constants, seems to indicate that there is
generally a positive relationship between the two variables up to the pre-retirement years and then there is a sharp decrease in satisfaction. ii)
Educational Levels: With occupational level held constant there is a negative
relationship between the educational level and job satisfaction. The higher the educational, the higher the reference group which the individual looks to for guidance to evaluate his job rewards. iii)
Role Perception: The different individuals holder different perceptions about
their role i.e., the kind of activities and behaviors they should engage in to a firm makes job successful. Job satisfaction is determined by this factor also. iv)
Sex: There is yet no confident evidence as to whether women are more satisfied
with that their job than men. Holding such factors as job and occupational levels constant, one might predict this to be the case considering the generally lower occupational aspiration of women.
Figure 1: Factors effecting Job Satisfaction. Source: Shiwalika Karam Singh Saini, 2008, A Study on Employee Welfare & Satisfaction in Scot Edil Pharmacia Pvt. Ltd. Baddi (H.P), pp-33.
3
1. A. ii) Effects of job satisfaction Job satisfaction has a variety of effects. These effects may be seen in the context of an individual’s physical and mental health, productivity, absenteeism, and turnover.
1. A.ii.a) Physical and Mental Health: The degree of job satisfaction affects an individual’s physical and mental health. Since job satisfaction is a type of mental feeling,
its favourableness or unfavourablesness affects the individual psychologically which ultimately affects his physical health. For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs. Further, since a job is an important part of life, job satisfaction influences general life satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction.
1. A.ii.b) Productivity: There are two views about the relationship between job satisfaction and productivity: i) A happy worker is a productive worker, ii) A happy worker is not necessarily a productive worker. i)
The first view establishes a direct cause-effect relationship between job
satisfaction and productivity; when job satisfaction increases, productivity increases; when satisfaction decreases, productivity decreases. The basic logic behind this is that a happy worker will put more efforts for job performance. However, this may not be true in all cases. For example, a worker having low expectations from his jobs may feel satisfied but he may not put his efforts more vigorously because of his low expectations from the job. Therefore, this view does not explain fully the complex relationship between job satisfaction and productivity. Another view: That is a satisfied worker is not necessarily a productive worker explains the relationship between job satisfaction and productivity. Various research studies also support this view. This relationship may be explained in terms of the operation of two factors: effect of job performance on satisfaction and organizational expectations from individuals for job performance. Job performance leads to job satisfaction and not the other way round. The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with performance. There are two types of rewards-intrinsic and extrinsic. The intrinsic reward stems from
4 the job itself which may be in the form of growth potential, challenging job, etc. The satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is subject to control by management such as salary, bonus, etc. Any increase in
these factors does not heap to increase productivity though these factors increase job satisfaction.
Figure 2: Impact of intrinsic rewards and extrinsic rewards on job satisfaction. Source : Shiwalika Karam Singh Saini, 2008, A Study on Employee Welfare & Satisfaction in Scot Edil Pharmacia Pvt. Ltd. Baddi (H.P), pp-36.
ii) A happy worker does not necessarily contribute to higher productivity because he has to operate under certain technological constraints and, therefore, he cannot go beyond certain output. Further, this constraint affects the management’s expectations from the individual in the form of lower output. Thus, the work situation is pegged to minimally acceptable level of performance. However, it does not mean that the job satisfaction has no impact o productivity. A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity.
1. A.ii.c) Absenteeism: Absenteeism refers to the frequency of absence of 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 of satisfaction from the job which produces a ‘lack of will to work’ and alienate a worker form work as for as possible. Thus, job satisfaction is related to absenteeism.
1. A.ii.d) Satisfaction and Safety: Poor safety practices are negative consequences of low satisfaction level when people are discouraged about their job satisfaction. Company 5
and supervisor, they are more liable to experience accidents. And underlying reason for such accidents is that discouragement, may take one’s attention away from the task at hand. In-attention leads to accidents.
1. A.ii.e) Employee turnover: Turnover of employees is the rate at which employees leave the organization within a given period of time. 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. Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere. For example, in the present context, the rate of turnover of computer software professionals is very high in India. However, these professionals leave their organizations not simply because they are not satisfied but because of the opportunities offered from other sources particularly from foreign companies located abroad. 1.
A. iii) Benefits of Employee Job Satisfaction i) One benefit of employee job satisfaction survey is that they give management an
indication about the general level of satisfaction in a company. Survey also indicates specific areas of satisfaction and dissatisfaction. ii) Improved communication is another benefit of the survey. iii) An unexpected benefit from a job satisfaction survey is improved attitudes. For some employees the survey is improved attitudes. For some employees the survey is a safety value, an emotional release, change to get things of their chests. iv) Job satisfaction survey can help discover the causes of indirect productivity problems such as absenteeism, turnover and poor quality of work. v) Another benefit of job satisfaction survey is that it helps management assessing training needs. vi) A job satisfaction survey is an indicator of the effective system of organizational reward system. vii) One of the best uses of the job satisfaction survey is in the evaluation of the impact of organizational changes of the employee’s attitude.
6
1. i)
B) REVIEW OF LITERATURE
Predictors Of Employee Satisfaction With The Performance Appraisal Process.[4] By: Edward J. Inderrieden, Timothy J. Keaveny, Robert E. Allen, 1988. The study investigated the impact of several aspects of the appraisal process on three outcome measures: satisfaction with the appraisal process, fairness of ratings and motivation to improve performance. The findings suggest the importance of viewing the performance appraisal process from a systematic perspective, rather than as a single event. The objective of this research was to identify the impact of each phase of the appraisal process on employee satisfaction with the process, perceptions of fairness of performance ratings, and motivation to improve performance. Questionnaires were randomly distributed to 890 professional and general staff employees of a major state university in the Western United States. A total of 270 employees comprised the final sample. Selected characteristics of subordinates, superiors and the work situation were measured. The study reveals that participation in setting standards and providing performance feedback during the year were positively associated with the dependent variable. However, neither performance rating nor the nature of appraisal interview was significant predictors of motivation to improve performance. ii) A Qualitative Study of African-American Job Satisfaction in a Scientific/Technical
Research Environment[5] By: Cheryl D. Krossa, 1996. The purpose of this study was to begin to develop an answer to the question, "what elements are necessary, in a high-tech scientific and technical research work environment, for AfricanAmericans to experience job satisfaction?" Many studies have been conducted in the area of job satisfaction. Its necessary attributes or components have been studied, analyzed, validated, standardized, and normed on predominantly white male populations. Few of these studies have focused on people of color, specifically African-Americans, and fewer still on those African Americans working in a high-tech, scientific and research environments. The researchers have defined what is necessary for the current dominant culture's population. iii)The Relationship Between Satisfaction With On-The-Job Training And Overall Job
Satisfaction.[6] By: Steven W. Schmidt, 2004. This study examined the relationship between satisfaction with employer-provided workplace
training and overall job satisfaction. Survey completion data were obtained from 301 customers
7 and technical service employees in nine different organizations. Job duties for employees in these positions are employer specific. Organizations represented included those in manufacturing, technology, service, and government. A significant relationship was found between job training satisfaction and overall job satisfaction. Time spent in training, training methodologies, and type of training were determined to be significant in their relationships to job training satisfaction. The methodology used in training made a significant difference in job training satisfaction. Most preferred by respondents were methodologies that involved face-to-face interaction provided by an instructor or job coach. Also found were significant interactions between job tenure and employment type (customer service representative or technical service representative) when examined with job training satisfaction. A major research finding in this study was the high degree of relationship between job training satisfaction and overall job satisfaction among employees in customer/technical service positions. iv) Performance Appraisal’s Relation with Productivity and Job Satisfaction[7]
By: Ayaz Khan, 2005. The whole essence of the management activities of an organization culminates in the system of performance appraisal adopted in that organization. This, in turn, reflects the extent of the individual contributions and commitment of the employees in different hierarchical levels toward the achievement of organizational objectives/goals. It goes without saying that an effective performance appraisal system can lead an organization to take strides towards success and growth by leaps and bounds. Conversely, an ineffective performance appraisal system can seal the fate of an organization by creating chaos and confusion from top to bottom in the administrative hierarchy. As a consequence the chances of success and growth of that organization are doomed. v) Does employee satisfaction matter? A study to determine whether low employee morale
affects customer satisfaction and profits in the business-to-business sector[8] By: Julie Abbott, 2005. Is employee morale affecting customer satisfaction and therefore the bottom line? This paper describes a piece of exploratory research carried out in the business-to business (B2B) sector in the UK to determine whether employee satisfaction does ultimately affect profits. There is a
great deal of literature that supports this argument. The results of the research, however, actually indicated an inverse relationship in one industry in particular. The focus industries were technology, processing and business banking. This correlates with a recent similar study in the 8 retail industry. The results showed that morale can be very low, yet employees work hard in order to keep their customers loyal and to maximize company profits. This is despite fear of redundancy, high workloads and long hours. vi) A case study analysis of the impact of satisfaction and organizational citizenship on
productivity. [9] By: Steven H. Appelbaum, Jacques Adam, Nadeem Javeri, Michel Lessard, Jean-Pascal Lion, Michel Simard, Silvana Sorbo, 2005. Despite significant investment in capital improvements and training, a rod mill suffered from chronically low productivity. The authors conducted a survey to measure employee satisfaction and to determine the correlation between employee satisfaction and productivity. The study found a correlation between average job satisfaction, low motivation and the resulting low productivity. A direct correlation was also found between low productivity and poor communication between management, supervisors and employees. The article offers recommendations to improve productivity by increasing employee involvement and communication. vii) A study of employee satisfaction in professional couriers in Coimbatore city.[10]
By: A. Sukumar, 2007. This study is to understand the satisfaction of the pickup and delivery staffs in the professional courier. The study is useful to the professional courier management to know the level of satisfaction and needs of the employees. The study consists of both primary and secondary data. The simple percentage analysis is used for calculating the percentage of satisfaction level in the total respondents. Chi-square test is applied to test the goodness of fit, to verify the distribution of observed data with assumed theoretical distribution. The study indicates that there is a significant relationship between the marital status and the level of satisfaction, whereas in case of age, gender, experience there is not significant relationship with job satisfaction. viii) The Impact of Reward and Recognition Programs on Employee’s Motivation and
Satisfaction a Co-relational Study[[11] By: Reena Ali and M.Shakil Ahmed, 2008.
This study highlighted “the impact of reward and recognition programs on employee’s motivation and satisfaction” . The study was conducted from October till December; 2008 the Sample chosen for the study is 80 employees of UNILEVER companies. The factors affecting satisfaction were identified; payment, promotion, working condition, personal as Analysis showed immense support for positive relationship between reward and employee 9 satisfaction. All these results are statistically significant thus providing rigor and generalizability in research. This exploratory study suggests for the positive relationship between reward and satisfaction. ix) Leadership style and employee's job satisfaction in international tourist hotels[12]
By: Chien-Wen Tsai, 2008. International tourist hotels play important roles in the service industry and have to constantly improve their competitiveness. They need to provide their customers with consistently high service quality in order to satisfy them. The employees of the international tourist hotels are the most important links in the service delivery chain because they are in direct contact with their customers. Because employee morale affects customer satisfaction the managers of the international tourist hotels need to cultivate good relations with their internal staff. Prior research identifies many factors affecting the satisfaction of employees. While relevant literature extensively investigates job satisfaction and leadership behavior, studies of these variables in the tourism service, particularly in hotel management, are almost absent. This research concerns the correlation between the style of managerial leadership and employee's job satisfaction in the international tourist hotel industry. After literature reviewing, empirical model and hypotheses are established. The study employs the questionnaires to conduct an investigation for employees in international tourist hotels so as to collect information. This research surveys 500 employees in international tourist hotels by questionnaire. A total of 300 questionnaires were returned (73 percent). Through correlation analysis, this research discovers that employees are more satisfied under consideration-style-leadership than construction-style-leadership. After controlling for differences in salary, employees appear to prefer consideration-style-leadership. No matter what the leadership style is, employees’ job satisfaction does not relate towards their coworkers. Besides, employees have different perceptions on work, salary, and overall satisfaction depending on their education level and seniority. The findings in this research expand the
knowledge of human resource management and provide some practical suggestions to managers. The study provides a mechanism by which hoteliers can obtain feedback from employees about leadership styles. Such feedback can then serve as the basis for further development of leadership theory across disciplines. This study provides a guide to the preparation of supervisor in the hotel industry as effective leaders for the dynamic environment of the future. This study also provides a basis for informing developers of leadership training programs that can lead to improved hospitality academic leadership. 10 x) Exploring ‘Employee Satisfaction’ As A Quality And Productivity Enhancement Tool
For IT Sector of Pakistan[13] By: Hina Sohrab Kiani, Omama Khurshid, 2008. This research addresses the factors concerning ‘Employee Satisfaction’ that impact quality of work done and productivity in software organization in Pakistan. The research reveals employee satisfaction as an integral factor for organizations in Pakistan for obtaining competitive advantages in terms of both quality and productivity. This research focuses on the factors that cause employee satisfaction or dissatisfaction. Initially factors affecting employee satisfaction were identified from the literature review. After this the relationship of employee satisfaction with quality and productivity was analyzed for organizations in Pakistan. A questionnaire was used in order to collect necessary data. This questionnaire highlighted the factors that are source of satisfaction or dissatisfaction. The impact of employee satisfaction in software industry of Pakistan is relatively less known but plays significant role. This paper analyzes the major causes of employee satisfaction and the impact of employee satisfaction on quality and productivity dimensions in the software organizations in Pakistan. Much of the literature reveals that factors like for instance pay, career growth, encouragement, feedback, job interest and work environment influence employee satisfaction directly and therefore affect quality and productivity in one way or another. This paper argues that management in Pakistan’s IT organizations should focus on factors affecting the employee satisfaction and manage workforce accordingly. xi) A Comparative Study For Employee Job Satisfaction In Aydin Municipality And
Nazilli Municipality.[14] By: Assist. Prof. Dr. Hulusi Dogan, 2009.
This study was composed of a conceptual analysis of job satisfaction and an empirical research for the relationships between job satisfaction and a set of variables; pay, promotion, positive affectivity/encouragement, job involvement, potential of rest-day/off-day, relations with coworkers, health facilities, relations with supervisor, training and education facilities, autonomy, physical facilities, reconciliation role of supervisor, procedural justice, tangible aids, office tools, level of role clearness, participation in decisions, management style of supervisor. The results, based on a sample of 220 employees from Aydın Municipality and Nazilli Municipality, indicated that 59% of the variance in job satisfaction was explained by the variables included in the regression test. The variable of management/democratic style of supervisor had the greatest 11 effect on job satisfaction, followed by the variables of “level of role clearness”, “health facilities”, “autonomy”, “and participation in decision”, “job involvement”, and “training and educational facilities”. The study found that satisfaction level for “tangible aids” and “potential of rest-day” was significantly higher for employees working in Aydin Municipality than those working in Nazilli Municipality. But, satisfaction level for “health facilities”, “physical facilities” and “relations with supervisor” was significantly higher for employees working in Nazilli Municipality than those working in Aydin Municipality. So, it is suggested that managers should apply additional/further researches in their organizations to investigate the underpinning variables of job satisfaction and commitment of employees. xii) A Study of Job Stress on Job Satisfaction among University Staff in Malaysia:
Empirical Study.[15] By: Nilufar Ahsan, Zaini Abdullah, David Yong Gun Fie, Syed Shah Alam, 2009. This article investigates the relationship between job stress and job satisfaction. The determinants of job stress that have been examined under this study include, management role, relationship with others, workload pressure, homework interface, role ambiguity, and performance pressure. The sample consists of a public university academician from Klang Valley area in Malaysia. The results show there is a significant relationship between four of the constructs tested. The results also show that there is significant negative relationship between job stress and job satisfaction.
12
CHAPTER - II
2. A) INDUSTRY PROFILE (The Indian Chemical Industry)
13
2. A) THE INDIAN CHEMICAL INDUSTRY 2. A.i) History The development of the Indian chemical industry can be traced to a very modest production of soap around 1890. From such a rudimentary start, certain milestones were reached in the form of town gas production for the cities of Bombay and Calcutta, a drug manufacturing unit in 1890s, and later, a nitric acid concentration unit in 1904 for use in explosives. this was followed, after a
relative lull between the two world wars, by a diversification into inorganic fertilizers by 1940, the first unit being a 25 TPD ammonia plant based on wood gasification, synthetic dyestuffs and intermediated from 1940 onwards and pharmaceuticals by 1947.Refineries and units for pesticides and textile auxiliaries were set up by 1955, man-made fibers by 1962 and petrochemicals by the mid 1960's. The growth of the chemical industry has been particularly rapid from the mid 1960's in the wake of various oil and gas finds in quick succession, particularly in the offshore oil fields such as Bombay high, Bassein, Ratnagiri in the Arabian Sea, and the Krishna-Godavari basin in the Bay of Bengal. As a consequence, the share of the chemical industry in the nation's gross industrial output has gone up from about 8% in 1970-1971 to around 50% by 2000. The growth continues today and these figures are likely to increase further in years to come. The growth rate of chemicals will increase from 9% in 2001 to about 15% by 2010, and the chemical exports share of India's total exports will undoubtedly grow higher from the current low 10%, even though India has recently turned from a net exporter to a net importer, thanks to the rapid growth of specialty and knowledge chemicals, particularly pharmaceuticals. Today the chemical industry is a significant component of the Indian economy with revenues at approximately USD 28 billion. It constitutes 6.7 per cent of Indian's GDP and 10 per cent of total export. The industry has changed over time to match the dynamic needs of the rapidly developing nation. The industry has evolved from being a producer of Basic chemicals in a highly regulated environment to becoming a mature industry, free to choose its product portfolio in an open economy. The Indian industry has emerged from a protected environment where it was largely a supplier to the domestic market. Hence manufacturing plants, built to meet this local demand, were small when compared to global scales and did not necessarily employ state-of-the-art technology. In many cases, the industry operated with assured margins, protected against the emergence of 14 competition from within India through licensing, or from across borders through high import tariffs. Today, these legacy plants make the Indian chemical industry uncompetitive.
Source: KPMGCHEMTECH Report on Indian Chemical Industry, 2003.
2. A.ii) Overview and Current Scenario of Indian Chemical Industry The chemical industry is one of the oldest domestic industries in India, contributing significantly to both the industrial and economic growth of the country since it achieved independence in 1947. The chemical industry currently produces nearly 70,000 commercial products, ranging from cosmetics and toiletries, to plastics and pesticides. The Indian Chemical Industry forms the backbone of the industrial and agricultural development of India and provides building blocks for downstream industries. It is highly science based and provides valuable chemicals for various end products such as textiles, paper, paints and varnishes, leather etc., which are required in almost all walks of life.
15
Chemical Industry is an important constituent of the Indian economy. Its size is estimated at around US$ 35 billion approx., which is equivalent to about 3% of India's GDP. The total investment in Indian Chemical Sector is approx. US$ 60 billion and total employment generated is about 1 million. The Indian Chemical sector accounts for 13-14% of total exports and 8-9% of total imports of the country. In terms of volume, it is 12th largest in the world and 3rd largest in Asia. Currently, per capita consumption of products of chemical industry in India is about 1/10th of the world average. Over the last decade, the Indian Chemical industry has evolved from being a basic chemical producer to becoming an innovative industry. With investments in R&D, the industry is registering significant growth in the knowledge sector comprising of specialty chemicals, fine chemicals and pharmaceuticals. The Indian Chemical Market Segment wise is as under: Segment Basic Chemicals Specialty Chemicals High End / Knowledge Segment Total
Market Value (billion US $) 20 9 6 35
Table 1: Classification of Indian Chemical Industry and market value of each segment. Source: Department of Chemicals and Petrochemicals (Govt. of India)
2. A.ii.a) Market size: Indian Chemical Industry (size: US$ 35 billion)
Figure 2: Size of Indian Chemical Industry Source: Department of Chemicals and Petrochemicals (Govt. Of India)
16
Figure 3: Classification of Indian chemical Industry and constituent of each segment. Source: KPMGCHEMTECH Report on Indian Chemical Industry, 2003.
2. A.ii.b) State wise share in production of major chemicals: Gujarat Maharashtra Madhya Pradesh Uttar Pradesh Tamil Nadu Punjab
53% 9% 5% 6% 6% 4%
Others
17%
Total
100%
Figure 4: State wise share in Indian Chemical Industry. Source: Department of chemicals and petrochemicals (Govt. of India)
2. A.ii.c) Ownership Pattern: The ownership pattern of the chemical companies was inclined largely towards the private limited category that account for 69% of the total sample. It is followed by 11% of partnership firms indicating the huge gap between the largest and the second largest category in the sample. However, public limited entities account for 10% while 8% are proprietary concerns. •
53% of the private limited companies deal in organic chemicals, 9% deal in specialty chemicals while 15% are involved in inorganic chemicals.
•
58% of the public limited companies deal in organic chemicals.
•
77% companies from the sample are established before 1990 while 21% are established after 1990.
17
Figure 5: Ownership pattern in Indian Chemical Industry. Source: D&B Report on Indian Chemical Industry.
2. A.ii.d) Sub segment: Manufacturing of organic chemicals seems to be the most popular sub segment with around 34% of the sample companies involved in manufacturing of organic products. It is followed by 14% of the sample companies involved in the production of inorganic chemicals, 12% in specialty chemicals and 5% in dyes and dyes and dye stuffs. 35% of the companies dealing in other chemical sub segments that comprise of industrial gases, solvents etc display the high demand of products in this
segment. 16% of the companies dealing in organic chemical s generate 100% of their revenue exclusively through the domestic market.
Figure 6: Share of chemicals sub segments in Indian Chemical Industry. Source: D&B Report on Indian Chemical Industry.
2. A.ii.e) Nature of operations: i) 79% of the companies are engaged exclusively in manufacturing, while 21% are engaged in manufacturing as well trading. 58% of the manufacturing companies have single manufacturing facility while 42% operate with two or more plants. 31% of the companies
18 involved exclusively in manufacturing activity have invested up to Rs 50 mn in plant and machinery. ii) 18% of the companies utilize 100% of their installed plant capacity
while 42% utilize between 70 - 99% of the installed capacity. iii) More than 75% of the companies involved exclusively in
manufacturing activities operate at more than 50% of the capacity utilization. iv) 9% of the companies have their manufacturing facility situated in the
heart of Mumbai city while 25% have their plants in the vicinity of Mumbai such as Dombivli, Kalyan, Ambernath and Badlapur area. v) 2% have their plants in the Navi Mumbai while 15% have their
plants in Tarapur and Boisar.
vi) 33% of the total sample companies showed more than 33% revenue growth in the last two years. 60% of the private companies accounted for the majority of revenue growth displaying more than 33% in the last two years.
Figure 7: Nature of Operations in Indian chemical Industry. Source: D&B Report on Indian Chemical Industry.
2. A.ii.f) Sector Highlights: i) Fine & Specialty Chemicals
70% of the Fine Chemicals produced in India find their way into
the
Pharmaceutical
and
Agrochemical
sectors.
Performance chemicals geared to customer need are being developed locally particularly since there is growing demand for Specialty chemicals like Sunscreens, Antioxidants, Biocides, etc. Manufacturers of Fine Chemicals and specialties have major strengths in basic research facilities available with CSIR laboratories such as NCL, IICT & RRls as also corporate R & D centers. This ensures that development of process know-how; plant process design and engineers, detailed engineering design, commissioning assistance and even consultancy for re-engineering are available at low cost. 19 ii) Basic Inorganic and Organic Chemical Industry
The Basic inorganic chemical and organic chemical industry constitutes a major segment of the country's economy. These are raw materials for industries like detergents, toothpaste, plastics, drugs, refining, etc. 10% of the ChlorCaustic Plants use Membrane Cell Technology
which will find higher usage, as no new capacities are allowed for the mercury cell process. iii) Drugs & Pharmaceuticals
The Indian Pharmaceutical Industry is the largest in the developing world. The industry currently produces a wide range of bulk drugs. In fact, India is currently a world leader in manufacture and export of basic drugs such as ethambutol and ibuprofe. 300 bulk drugs & formulation based on them are manufactured in the country. There are 10,000 manufacturing units, of which 290 units are in the large-scale sector, 45 Multi-National Companies (MNCs) have manufacturing bases here. India is emerging as one of the largest and cheapest producers of pharmaceuticals in the world, accounting for nearly 8.5% of the world's drug requirements in terms of volume, and ranks amongst the top 15 drug manufacturing countries in the world. India being a signatory to the GATT accord, (and the TRIPs agreement therein) patent protection will be provided under the treaty obligations. iv) Fertilizers
The Indian fertilizer industry has emerged as the fourth largest producer of fertilizers in the world after China, USA, Russia. Nitrogenous
and
phosphatic
fertilizers
are
produced
indigenously, while requests for potassic fertilizers are met through imports. India has achieved near self-sufficiency in inputs for the production of nitrogenous fertilizers, but for the production of phosphatic fertilizers, the country continues to rely on imports of raw materials (rock phosphate and sulphur and for intermediates such as phosphoric acid). v) Petrochemicals
The petrochemical industry of India is less than 40 years old. The sector has a significant growth potential. Although the current per capita consumption of petrochemicals products is low, demand for the same is growing 10% during the Sixth
Plan,
13.2% during the Seventh Plan, 25% expected during the Eight Plan. 20
vi) Dyes & Pigments
units in the organized sector and about 900 units in the small scale sector. The Installed Capacity: 37,000 MTA Organized Sector. There
are
about
50
10,000 MTA Small
Scale Sector Nearly 80% of the dyes manufactured are utilized by the textile industry,
with the balance going to into paints, printing inks, rubber & leather. vii)
Pesticides & Agrochemicals India is currently the largest manufacturer of Pesticides in Asia. The pesticides demand from the agriculture sector is expected
to
go
up
to
97,000
tonnes by
year 2000. More than 60 grade tehnical chemicals are maufactur ed indigenously. Some 125 units are engaged in the manufacture of the above and over 500 units are making pesticide formulations. In agrochemical, India manufacture significant quantities of synthetic pyrethroids, such as fenvalerate and cypermethrin, endosulphane, and organophosphate range of agrochemicals, including monocrotophos. India is also a dominant producer of isoproturon, a weedicide accounting for nearly 25% of the world-wide production.
2. A.iii) Characteristics of Indian Chemical Industry:
Figure 8: Characteristics of Indian Chemical Industry. Source: KPMGCHEMTECH Report on Indian Chemical Industry, 2003.
21 The global chemical` industry, estimated at US$ 2.4 trillion, is one of the fastest growing sectors of the manufacturing industry. Despite the challenges of escalating crude oil prices and demanding international environmental protection standards now adopted globally, the chemicals industry has still grown at a rate higher than the overall-manufacturing segment. As
per
industry
reports
the
pharmaceutical
segment
contributes
approximately 26% of the total industry output and approx. 35-40% is dominated by the petrochemical segment. Commodity chemicals is the largest segment in the chemicals market with an approx. size of $ 750 billion while the specialty and fine chemicals segment accounts for $ 500 billion. Some of the major markets for chemicals are North America, Western Europe, Japan and emerging economies in Asia and Latin America. The US consumes approximately one-fifth of the global chemical consumption
whereas Europe is the largest consumer with approx. half the consumption. The US is the largest consumer of commodity chemicals whereas Asia Pacific is the largest consumer of agrochemicals and fertilizers World wide Chemical market share:
Figure 9: World wide chemical market share. Source: KPMGCHEMTECH Report on Indian Chemical Industry.
22
2. A.v) Growth of Indian Chemical Industry The Indian Chemical Industry forms the backbone of the industrial and agricultural development of India and provides building blocks for several downstream industries. According to the Department of Chemicals and Petrochemicals, the Indian chemical industry is estimated to be worth approximately US$ 35 bn, which is about 3% of India’s total GDP. The total investment in the Indian chemical industry is approximately US$ 60 bn and total employment generated was about 1 mn. In terms of volume, it is 12th largest in the world and 3rd largest in Asia.
Exports of chemicals from India have increased significantly and account for about 14% of total exports and 9% of total imports of the country. The Indian chemical industry comprises both small and large-scale units. Fiscal concessions granted to the small sector in the mid-eighties led to the establishment of a large number of units in the Small Scale Industries (SSI) sector. The major sub segments of this industry include alkali, organic chemicals, inorganic chemicals, pesticides, dyes & dyestuffs and specialty chemicals. The Indian chemical industry deals in products like fertilizers, bromine compounds, catalyst, sodium and sodium compounds, dye intermediates, inks and resins, phosphorous, paint chemicals, coatings, isobutyl, zinc sulphate, zinc chloride, water treatment chemicals, organic surfactants, pigment dispersions, industrial aerosols and many more. The commodity chemicals are the largest segment in the chemical market. Some of the major markets for chemicals are North America, Western Europe, Japan and emerging economies in Asia and Latin America. The Indian chemical industry is matured and is in the midst of a major restructuring and consolidation phase. Globalization has opened the doors for this sector to capture a major part of the global market pie. The sector has experienced many reforms in India and is expected to grow at 15% p.a. in the near future. The investment in R&D will also play a vital role in this sector. In a nutshell, the Indian chemical industry has a large potential to grow in domestic as well as in export markets. In the current market conditions, with an appreciating rupee, pricing will be a crucial factor while competing with other exporting countries. The chemical industry which includes, as per National Industrial Classification, basic chemicals and its products, petrochemicals, fertilizers, paints
and
varnishes,
gases, soaps, perfumes
and
toiletries
and
pharmaceuticals is one of the most diversified of all industrial sectors covering thousands of commercial products. Its contribution to the GDP of the country is around 3 per cent. 23
2. A.v.a) Index of Industrial Production: Based on IIP data released by MOSPI on 9th April, 09, the following important points are noteworthy: i)
The growth of IIP stands at 2.8% for the period April-Feb, 2009 and (-) 1.2% for the month of February 09 over the corresponding periods of the previous year.
ii)
Out of 17 industry groups, 8 industry groups including ‘Basic Chemicals and Chemical Products’ have registered positive growth in the month of February 09 compared to the corresponding month of the previous year. The growth in ‘Basic Chemicals and Chemical Products’ during April, 08- February 09 was 2.4% and 2.2% in the month of February, 2009.In contrast, manufacturing sector as a whole registered negative growth at 1.4% in February 2009. The behaviour of IIP during 2002-03 to 2008-09 has been depicted in the following figure 10.
Figure 10: Index of Industrial Production (IIP). Source: Ministry of Statistics and Program Implementation, Annual Report 2008-2009.
iii) Basic chemicals and chemical products account for 14% in overall
Index of Industrial production (IIP). The trends in indices of IIP visà-vis ‘Basic chemicals and Chemical products’ during 2002-08 are exhibited in Table–2.
24 Years
IIP Manufacturing Basic chemicals and chemical products (Overall) including in manufacturing 2002-03 176.6 183.1 191.8 2003-04 189 196.6 208.4 2004-05 204.8 214.6 238.6 2005-06 221.5 234.2 258.5 2006-07 247.1 263.5 283.4 2007-08 268 287.2 313.4 2008-09 (upto Feb,09) 272 291.5 321.6 Growth (%) (07-08/02-03) 8.7 9.42 10.32 Table 2: Index of Industrial Production (1993-94 =100) Source: Ministry of Statistics and Program Implementation, Annual Report 2008-2009.
iv) The compound annual growth rate of (CARG) of the ‘Basic
chemicals and Chemical products’ was higher at 10.32% against 9.42% in manufacturing sector and 8.70% in the overall industrial production during 2007-08 over 2002-03. During April 2008–Feb 2009, ‘Basic 6 chemicals & Chemical products’ index was higher at 321.6 compared to 291.5 for manufacturing and 272.0 for overall industrial production index. 2.4 Prices of chemicals and chemical products increased by 5.5% as against 4.9% in manufacturing sector and 4.6% in respect of ‘All commodities registered during the year 2007-08 over 2006-07.
2. A.v.b) Industrial Investment Trends in Chemicals: i) The total investment in chemicals (excluding fertilizers) was of the
order of 4.45 lakh crore out of total industrial investment of 44.03 lakh crore from August 1991 to July 08. Parameter Total Investment (Rs.Cr.) %age to Total Numbers of IEMs Filed %age to Total Proposed Investment (Rs.Cr.) %age to Total Proposed Employment (Nos)
Chemicals (Except Fertilizers) 444830 30.3 9116 12.16 408279 9.56 1229807
Others 3957956 89.9 64829 87.84 3864523 90.44 14621421
Total 4402786 100 74945 100 4272802 100 15851228
%age to Total
7.76
92.24
Table 3: Industrial Investments under Chemicals (August 1991- July 2008) Source: Ministry of Chemicals and Fertilizers, Annual Report on Indian Chemical Industry, 2008-2009
2. A.v.c) International Petrochemicals:
Trade
in
Chemicals
&
i) Exports and imports of Chemicals and Petrochemicals during 2002-
03 to 2008-09 (up to Feb., 09) have shown upward trends, as exhibited in the following figures.
25
Figure 11: Exports of Chemicals and Petrochemicals during 2002- 03 to 2008-09. Source: Ministry of Chemicals and Fertilizers, Annual Report on Indian Chemical Industry, 2008-2009
Figure 12: Imports of Chemicals and Petrochemicals during 2002- 03 to 2008-09. Source: Ministry of Chemicals and Fertilizers, Annual Report on Indian Chemical Industry, 2008-2009
ii) The growth in exports of chemicals and petrochemicals during April,
08- Feb, 09 was 23.81% over the corresponding period of last year
100
which is quite impressive, given the overall global economic slowdown and depreciation of rupee vis-à-vis US dollar. However, the growth in imports during the corresponding period was higher at 40.07%. iii) The share of imports of Chemical and Petrochemicals in the total
national imports ebbed from 9.0% to 6.7% during the period 2002-03 to 2008- 09 (Feb, 09) whereas the share of exports declined marginally from 11.2% to 10.9% during the corresponding period. Exports and Imports–Chemicals and Petrochemicals. (Figures in Rs. Crore) Items/years A: Total National Exports a) Chemicals
200203 25513 7 17397
200304 293367
200506 45641 8 33462
200607 57177 9 39351
200708 65586 4 43482
2008-09 (upto Feb,09) 705232
CARG *(%) 20.78
20679
200405 37534 0 25574
64796
20.11
b) Petrochemicals
11186
13444
17492
17268
21801
22199
12338
14.69
26 c) Sub-Total (a+b) 28583 34123 43066 50730 61152 65681 77134 d) Share of Chemicals & 11.2 11.6 11.5 11.1 10.7 10 10.9 Petrochemicals in Total Exports (%) B: Total National 29720 35910 50106 66040 84050 101231 1223213 Imports 6 8 5 9 6 2 a) Chemicals 20190 25258 32838 40492 47914 54422 66169 b) Petrochemicals 6674 7865 10018 14141 16339 18677 15895 c) Sub-Total (a+b) 26864 33123 42856 54633 64253 73099 82064 d) Share of Chemicals & 9 9.2 8.6 8.3 7.6 7.2 6.7 Petrochemicals in Total Imports (%) *Compound Annual Rate of Growth (2007-08 over 2002-2003) Table 3: Exports and Imports–Chemicals and Petrochemicals. Source: Ministry of Chemicals and Fertilizers, Annual Report on Indian Chemical Industry, 2008-2009
2. A.v.d) Production of Selected Major Chemicals (2002-03 to 2008-09): i) The Dyestuff sector is one of the important segments of the chemical
industry in India, having forward and backward linkages with a variety of sectors like textiles, leather, paper, plastics, printing inks
18.1
27.78 21.93 22.85 22.17
and foodstuffs. The textile industry accounts for the largest consumption of dyestuffs at nearly 70 percent. From being importers and distributors in the 1950s, it has now emerged as a very strong industry and a major foreign exchange earner. India has emerged as a global supplier of dyestuffs and dye intermediates, particularly for reactive, acid, vat and direct dyes. India accounts for approximately 7 percent of the world production. ii) Chemical fertilizers and pesticides played an important role in the
‘Green Revolution’ during the 1960s and 1970. Indian exports of agrochemicals have shown an impressive growth over the last five years. The key export destination markets are USA, U.K., France, Netherlands, Belgium, Spain, South Africa, Bangladesh, Malaysia and Singapore. India is one of the most dynamic generic pesticide manufacturers in the world with more than 60 technical grade pesticides being manufactured indigenously by 125 producers consisting of large and medium scale enterprises (including about 10 multinational companies) and more than 500 pesticide formulators spread over the country. iii) Basic chemicals undergo several processing stages to be converted
into downstream chemicals. These are used by the agriculture sector and industry, besides direct use by the consumers. Agriculture and industrial usages of chemicals include auxiliary materials such as adhesives, unprocessed plastics, dyes and fertilizers, while direct usage by the consumers include pharmaceuticals, cosmetics, household products, paints etc. 27 The production of major basic chemicals during 2002-03 to 2008-09 is exhibited in table-4 and figure-13.
Table 4: Production of Selected Major Chemicals (2002-03 to 2008-09) (In 000’ MT) Source: Ministry of Chemicals and Fertilizers, Annual Report on Indian Chemical Industry, 2008-2009.
The production of major chemicals has been exhibited in the following figure
Figure 13: Production of Selected Major Chemicals. Source: Ministry of Chemicals and Fertilizers, Annual Report on Indian Chemical Industry, 2008-2009
28
2. A.vi) Future plans 82% chemical companies have envisaged strategies for future growth. The plans range from capacity expansion, modernization to new market entry and diversification. •
Companies operating in organic chemicals are keen for capacity expansion and diversification
•
Of the companies interested in capacity expansion, 80% belong to the private limited category
•
Of the companies interested in diversification, 65% are private limited companies
Figure 14: Future Plans of Indian chemical Industry. Source: D&B Report on Indian Chemical Industry.
2. A.vii) Chemical Weapons Convention Chemical Weapons Convention (CWC) is a universal nondiscriminatory, multilateral, disarmament treaty, which bans the development, production, acquisition, transfer, use and stockpile of all chemical weapons. India is an original signatory to this Convention as also an important Member State with a fairly well developed chemical industry. As on 22.04.2009, 188 countries have signed and notified the Convention. To be able to discharge the obligations under the Convention, each country is required to have a domestic legislation, which makes the filing of correct information with the Organization for Prohibition of Chemical Weapons (OPCW – the international body based at the Hague, the Netherlands), which is responsible for implementation of CWC on various activities in respect of chemicals relevant to the Convention, mandatory. The Chemical
Weapons Convention Act 2000, which gives force of law to the provisions of the CWC, is in force in the country w.e.f. 1st July 2005. Department of C&PC is the administrative department for this Act. Each State Party to the Convention is required to make annual declarations of the production, import and export of scheduled chemicals and their production
facilities.
Also,
declarations
in
29 respect of a relatively large number of plant sites classified as Other Chemical Production Facilities (also called OCPF), whose facilities can be potentially used for producing chemical weapons, are required to be made. The Department has been regularly submitting such declarations covering the chemical industry. Inspections are routinely conducted by the OPCW to ensure that the activities in scheduled chemicals are in accordance with the provisions of the Convention. India has so far received sixty four (64) inspections, of which 17 were hosted during 2008. The Department of C&PC deputes escort officers to the industrial units for facilitating advance preparation for hosting inspections as also for its smooth execution.
2. A.viii) Facts or milestones of Indian Chemical Industry Chemical industry is one of the oldest industries in India. It not only plays a crucial role in meeting the daily needs of the common man, but also contributes significantly towards industrial and economic growth of the nation. The industry, including petro-chemicals, and alcohol-based chemicals, has grown at a pace outperforming the overall growth of the industry. i) Over $35 billion industry in 2006-07 - constitutes about 3% of GDP;
17.6% of manufacturing sector - a significant component of the Indian economy. ii) India is the 12th largest producer of chemicals in the world.
iii) Manufactures more than 70,000 products.
iv) Exports of over $17 billion in 2006-07 (14% of total exports from India) v) However, India constitutes a relatively small portion of the global
market 1.9% of global sales and 1.5% of international trade. vi) The global chemical market is estimated at approximately USD 1.7 trillion. Western Europe is the largest chemical-producing region followed by North America and Asia. vii) The Indian Chemical Industry ranks 12th by volume in the world production of chemicals. The industry’s current turnover is about USD 30.8 billion which is 14% of the total manufacturing output of the country. viii) The export of chemicals in the year 2002 was USD 5.875 billion,
which forms almost 0.9 % of the world export of chemical products and about 13% of the country’s total export. Substantial proportion of these exports goes to the USA, Europe and other developed nations. Its contribution to the national revenue by way of custom and
excise
30 duties is about 20%. India is strong in basic chemicals that go into production of consumer items like paints, dyes, soaps, medicines, toiletries, cosmetics, etc. ix) In terms of consumption, the chemical industry is its own largest customer and accounts for approximately 33 per cent of the consumption. In most cases, basic chemicals undergo several processing stages to be converted into downstream chemicals. These in turn are used for industrial applications, agriculture, or directly for consumer markets. Industrial and agricultural uses of chemicals include auxiliary materials such as adhesives, unprocessed plastics,
dyes and fertilizers, while uses within the consumer sector include pharmaceuticals, cosmetics, household products, paints, etc. x) India also produces a large number of fine and specialty chemicals, which have very specific uses and are essential for increasing industrial production. These find wide usage as food additives, pigments, polymer additives, anti-oxidants in the rubber industry, etc. Some of the important manufacturers of specialty chemicals include NOCIL, Bayer (India), ICI (India), Hico Products and Colourchem. xi) The Dyestuff sector is one of the important segments of the chemicals industry in India, having forward and backward linkages with a variety of sectors like textiles, leather, paper, plastics, printing ink and foodstuffs. The textile industry accounts for the largest consumption of dyestuffs at nearly 80%. From being importers and distributors in the 1950’s, it has now emerged as a very strong industry and a major foreign exchange earner. India has emerged as a global supplier of dyestuff and dyes intermediates, particularly for reactive, acid, vat and direct dyes. As for a global production of dyes is concerned, India accounts for 6% of the world production. xii) Chemical fertilizers and pesticides played an important role in the "Green Revolution" during the 1960s and 1970s. The consumption of pesticides in India is low in comparison to other countries. Indian exports of agrochemicals have shown an impressive growth over the last five years. xiii) The key export destination markets are USA, UK, France, Netherlands, Belgium, Spain, South Africa, Bangladesh, Malaysia and Singapore. xiv) The Government is promoting research on the use of alternative and
unharmful pesticides using neem seeds. A country programme entitled "Development and Production of Neem Products as Environment
Friendly
Pesticides"
is
being
undertaken
31 by the Department of Chemicals & Petrochemicals with the financial assistance of United Nations Development Programme (UNDP)/ United Nations Industrial Development Organization (UNIDO). The project is being implemented at two locations viz., Nimpith in West Bengal and Nagpur in Maharashtra to promote production, processing and use of neem-based products, thereby aiding wasteland development, generating rural employment and providing farmers with eco-friendly/bio-degradable pesticides.
2. A.ix) Major Players, Their Market Share and Position of PCCPL in Indian Chemical Industry. Company United Phos Tata Chemicals Pidilite Ltd Guj Gas Guj Flourochem Boc India Himadri Chem Guj Alkali BASF Solar Ind Punjab Chemical
Market Cap. Rs. (cr) 7,076.97 5,391.26 3,016.56 2,014.81 1,521.97 1,382.03 1,067.02 787.61 750.84 538.51 97.08
Table 5: Major players and their market share. Source: http://www.moneycontrol.com/india/stockpricequote/chemicals/punjabchemicalscrop- protection/PCC03
PCCPL’s Indian infrastructure is more inclined towards fungicides & herbicides which supports the company’s long-term retail forward integration strategy & growth plan. Since insecticides are the largest segment in India, it is more
competitive while herbicides & fungicides is less competitive being a new (niche product).
Overseas also the growth potential is immense. Example in
developed countries: environmentally friendly herbicides are preferred (account for nearly 65% of the market share) while use of insecticides is declining (barely 20%). Share of fungicides is fast growing and is estimated to be about 15% of the market.
32
Figure 15: Relative Market Share and Positioning of PCCPL. Source: PCCPL
2. A.x) Opportunity for Indian Chemical Industry
Chemicals sector is expected to grow at
India requires large investments in
over 15% p.a.
chemical plants.
2. A.x.a) Outlook: i) Projected to grow to a US$70 billion industry by 2012 ii) Growth rate of over 15% p.a. projected over the next 5 years iii) Share of the global industry could increase from 1.9% (2007) to 2.6% (2012) iv) India is expected to be the third largest polymer consumer by 2010
33
2. A.x.b) Potential: i) Large and growing domestic market potential due to low per capita consumption of key petrochemical derivatives ii) 5 kg. against global average of 25 kg. for plastics iii) 4 kg. against global average of 23 kg. for polymers iv) Good R&D base with access to low-cost, high-quality human resources v) Proven capability for chemical process development vi) Major raw materials are available within the country or readily importable vii) SEZs have no import tariffs and provide income tax concessions viii) PCPIRs with a refinery/ petrochemical feedstock company as an anchor tenant would be suitable locations for domestic and export led production in petroleum, chemicals & petrochemicals ix) Strategic location: In the heart of the high-growth markets of India, Asia and the Middle East x) Major opportunities lie in all segments: Basic, Specialty and Knowledge Chemicals
xi) A strong global presence in the export of dyes, pharmaceuticals and agrochemicals xii) Investment opportunity of over US$75 billion in the next 10 years
2. A.xi) SWOT Analysis of Indian Chemical Industry 2. A.xi.a) Strengths: • A diversified manufacturing
• Strong presence in some export
market
base
segments.
• Large domestic market.
• Vibrant downstream industries
in different segments.
• Raw material component sources
• Competitive core industries.
within the country.
• Capability to produce world-
• Good
class end products.
R&D base and quality
human resources
34
2. A.xi.b) Weakness: • Very high cost and poor quality
products
and
compete
in
developed countries is absent.
of power.
• Chemical industry is highly • Locational disadvantages, such as capital-intensive,
cost
of
extra
transport
finance in India is very high.
materials
• Infrastructure facilities are not
products.
finished
• Multiple levies (various taxes and
Industrialization • Low Investment in R&D to be sell
as
raw
world scale operations.
• Legacy of Past policies of
to
well
for
• Plant sizes are not comparable to
of world class.
able
as
cost
value
added
duties likes sales tax, turnover tax, Octroi, service tax, electricity duty and cross subsidies etc).
2. A.xi.c) Opportunities: • Success stories in Dyes and • With the knowledge available in Agro-chemicals have boosted
the country, there is a tremendous
the confidence to take on
potential to grow and increase
global competition squarely.
exports
in
Dyestuff
and
Agrochemicals market.
• The markets in the developed
countries are opening up and • India has the capacity for major India can take advantage of
value addition, being close to
this.
Middle East. This is a relatively cheaper and abundant source for
• A large number of products are
petrochemicals feedstock.
going off patent.
2. A.xi.d) Threats: • Quantitative Restrictions for
higher than in other countries manufacturing the chemicals.
imports have been removed
already. Most of the chemicals • Pressure on the government to are now in the Open General
reduce these tariff levels. • Unless industry acquires competiti
List (OGL) of import. • Tariff levels in Indian for most chemicals
are
veness, it may face extinction
significantly
35
2. A.xii) Competitive Advantage of India i) Large resource of scientific and technical manpower. ii) Large domestic market for various sectors of chemicals. iii) Long coast line and abundant availability of salt. iv) Tropical region: facilitating open storage for bulk chemicals. v) A developed financial market. vi) A large English-speaking population vii) Rapid growth in Information Technology provides competitive access to the rich European and American market.
2. A.xiii) Recommendations for Rejuvenation Of Indian Chemical Industry Both For Authorities & Industry 2. A.xiii.a) Infrastructure: i) Government should promote world class infrastructure facilities like
Ports, Roads, Storage facilities, Pipelines, etc. ii) Mega Chemical Industrial Estates with built in infrastructure need to
be promoted at selected locations. iii) Existing chemical industrial estates need to be upgraded to global
standards based on defined scope and time frame. iv) Developing clusters of existing units in the form of “Chemical
Industry Parks”. v) Knowledge and Technology.
vi) Collaboration between R&D laboratories and industrial units. vii) To deal with handicaps in the Indian chemical industry provide
sector wise solutions.
2. A.xiii.b) Energy: i) Access to natural gas.
ii) Industry needs to have Captive Power Plants. iii) Duty Free import of power plant and machinery. iv) Electricity so generated should be exempted from any duties and taxes. v) Chemical industry should be given priority in allocation of railway wagons for coal.
36
2. A.xiii.c) Finance: i) Cost of Capital should be brought down. ii) Technology Upgrading funds need to be created in line with Textile
Industry.
iii) Small Scale Industries (SSI) limits should be extended to Rs.5 crores
from the present level of Rs.1 crore. iv) Disinvestments of Public Sector and acquisition by Private Sector need to continue.
2. A.xiii.d) Duties and Taxes: i) Customs Duty on capital goods and spares to be brought down to 05%. ii) Import Duty on Feedstock, Raw Materials, and Fuel Oil, Natural Gas, etc. need to be lowered to 5% iii) The current level of tariffs for intermediates and chemical products needs to be continued iv) Until the above disadvantages are rectified, the country should not enter into any further Free Trade Agreements (FTAs).
2. A.xiii.e) Action by Industry: i) Industry should improve their plants by debottlenecking and
expansions using appropriate technology. ii) Industry should build only economic size plants with best of
technology and Engineering and which are environment friendly iii) Industry needs to continuously find innovative ways of improving customer value proposition in marketing of its products. iv) Supply Chain Management/ Business processes must inculcate the best practices using Information Technology and Automation. v) Industry must continuously drive down costs.
vi) Industry should invest in projects overseas. vii) India must accept Intellectual Property Rights. viii) Restructuring and consolidating industry segments and expanding
markets by strategic alliances.
37
2. B) Company Profile
38
2. B.i) History of the Company PCCPL has a history of various ups and downs, but have always remained focused on customers changing requirement, growth area and market scenario. Punjab Chemicals & Crop Protection's (PCPL) was incorporated in 1975 as a joint venture between Excel Industries and Punjab State Industrial Development Corporation. The company began by producing oxalic acid and diethyl oxalate. It regularly expanded capacities and soon became a leading producer of both products. The company got a major boost in the mid-1990s when it launched a high-value export-oriented herbicide. It soon became a major producer of this product worldwide. It further diversified into pharmaceuticals when it acquired DSM’s stake in Alpha Drugs India (ADIL). After going through a rough patch during 2000-02, which culminated in a loss of Rs 1.85 crore, the company has bounced back successfully. Top line has grown at a CAGR of 36% and net profit has improved at a CAGR of 82% over last three years. It has managed this by introducing new export oriented herbicides and expanding its product range in chemicals by developing high value intermediates mainly for the pharmaceutical sector. The company’s product portfolio has also become well diversified and now consists of agrochemicals, industrial chemicals & intermediates and pharmaceuticals. YEAR EVENTS 1975 - The Company was Incorporated on 19th November. The
company's object is to manufacture of malathion and other agro-chemicals and pesticides. •
The company entered into a technical and financial collaboration with Excel Industries Ltd. (Excel) for the manufacture of malathion technical. Punjab State Industrial Development Corporation (PSIDC) also subscribed to 26% of the equity capital of the Company.
•
The Company applied to Govt. for registration for the manufacture of 600 tonnes of Di-ethyl Oxalate (DEO).
•
All shares taken up by promoters, directors, etc.
1976 - Issued 1,87,360 shares to PSIDC and 1,87,500 shares to Excel Industries, Ltd. 3,75,000 shares then issued at par of which 7,500 shares reserved and allotted to PSIDC. The balance 3,67,500 shares offered to the public in February 1977. 1981 - Power connection for the oxalic acid unit was given in July and the trial runs were
started. The Company planned to manufacture quinaphos technical in the same existing
39 malathion plant with some minor modifications. The Company also received a letter of intent for the manufacture of ethyle acetate (500 tonnes per annum). The existing facilities were used to produce Ibuprofen, a widely accepted drug in the market, from August 1986. 1984 - The name of the company was changed from Punjab United Pesticides and Chemicals Ltd., to its present one. 1987 - In June 1988, 1,87,500 shares were offered at par as rights in prop. 1:4 (all were taken up). Another 50,000 shares were offered to employees and directors, but only 42,400 shares taken up. The balance 7,600 shares were allowed to lapse. 1989 - Equipments required to enhance the production capacity at the Derrabassi factory were installed. •
11,26,900 shares (including 1,47,000 shares as retention) were offered as rights at (prem. Rs.30 per share; prop. 1:1). In June - July 1989 of which 11,24,774 shares were allotted. Allotment of another 138 shares to NRIs was pending. Another 56,295 shares (including retention of 7,300 shares) were offered at a prem. of Rs.30 per share to employees and Indian working directors but only 49,000 shares taken up. The balance 7,295 shares were allowed to lapse.
1990 - Manufacture of Sodium Nitrite from the waste Nox gases coming out of oxalic acid plant commenced. Also production of sodium oxalates and spray dried silica from the ash obtained after burning rice husk in the boilers, commenced. Also SIA registration was received to manufacture various oxalates with bi-product sodium carborate.
2. B.ii) Profile of the Company Spread over 12 hectares of land, the flagship plant of PCCPL manufacturing Crop Protection products is situated at Chandigarh, about 250 kilometers from New Delhi, the Indian capital. The workforce strength numbers 428, all of them dedicated, trained and skilled at their job of manufacturing world class Crop Protection products. The company’s shares are listed in Mumbai, Delhi & Ludhiana stock exchanges. PCCPL is one of the leading integrated agrochemical player with a stronger presence across the agro-chemical value chain i.e. intermediates, technical bulk, branded formulation and wide distribution network. Apart from Agro-chemicals, it has respectable presence in Pharmaceutical
Intermediates, API's, Phosphorous Derivatives and Specialty Chemicals. In the Agro chemical 40 space, PCCPL is proud to be the largest manufacturer and exporter of oxalic acid and its derivatives in the world. It exports technical bulk and formulations to across 60 countries. PCCPL has seven state-of-the-art manufacturing sites complying with international standards, strategically located in different parts of India—all ISO 14000 and ISO 9001 certified, and commands support from its R&D strengths and unparalleled Pilot Plant facilities. The company's Export Division and International Sourcing Division work in tandem to give quality assistance to Indian as well as global customers. The customers are spread over five continents and in sixty countries. PCCPL not only committed to supply quality products with international standards, but also continuously strive to meet the requirements in today's competitive world, satisfying the needs of every customer within India and around the world. No wonder, more and more global companies look to PCCPL as a preferred Indian partner whom they can trust. The company is growing at a pace that keeps all the plants busy despite continuous upgrade and expansion. That is because PCCPL understand the concerns of the Agricultural industry very well. The objective is to offer not just products—but Crop Protection Solutions. The focus is always on developing products that can offer the desired protection without compromising either the economic efficiency or disturbing the environmental balance. It has a diverse range in crop protection chemicals that include 6 Technical, 7 branded bulks and around 40 branded formulations at present. It is in the process of adding more Technical and wide variety of branded formulations in the near future. With this new initiative, the company is trying to touch the hearts of farmers by educating them on judicious use of pesticides which lead to better crop yields at lower costs and with due concern for the environment. Its endeavor is to offer wide variety of formulations through vast network of channel partners at right prices. PCCPL commitment is to make available the entire range of products through a wide network of channel partners which will extend support to the farmer community at the right time and place. Since its inception, Punjab Chemicals and Crop Protection Ltd., is obsessed with quality. With its stringent quality assurance practices and ecologically friendly operations, it endeavour to offer the best quality Agro chemicals.
41
Figure16: Subsidiary companies of PCCPL Source: PCCPL
Figure 17: Product Range of PCCPL and Their Overall Contribution in Its Revenue.
Source: PCCPL
42
2. B.ii.a) Major Locations With seven strategically located manufacturing plants across the breadth of a giant peninsula like India, the company is in a unique position to exercise complete logistic control over its operations
from
processing
raw
materials
to
handling
diverse
reactions,
and
from manufacture to shipment. The scattering of plants also ensures that the production process is never hindered due to vagaries of climate, supplies, markets or labor problems.
Figure 18: Location of Major Offices of PCCPL in India & Overseas Source: PCCPL
i.
Agrochemicals Division, Derabassi: Located near Chandigarh, 250 kms. north of the capital city New Delhi, & spread over 12 hectares of land employing a team of 550 dedicated people, this is the flagship plant of the company to produce a range of worldclass Agrochemical technicals & intermediates mainly in the field of crop protection.
ii.
Agro-Formulations Division, Chiplun & Vadodara: Value addition to agrochemicals comes from a range of formulations in the form of PC brand of WDG, SC, WP, EC range of products from its Chiplun plant, 300 kms. south of Mumbai which produces a range of
Sulphur formulations. Another unit is in Vadodara, about 400 kms. north of Mumbai 43 which produces various other formulations. The products are distributed to Indian farmers through a network of ever increasing sales depots all over India. iii.
Pharma Division – Alpha Drugs, Lalru: Also located near Chandigarh and spread over 10 hectares of land employing 250 trained people, the unit is a cGMP approved facility for the manufacture of bulk drug & pharma intermediates. The unit also undertakes custom synthesis.
iv.
Industrial Chemicals Division, Pune: 200 kms. south of Mumbai city & with 2 units close by, it produces a variety of Phosphorous based compounds which find its application into pharmaceutical, beverage, plastic, paint & a variety of other industries.
v.
Industrial Chemicals Division, Tarapur: This unit located 100 kms. north of Mumbai City, is a multi-purpose facility for the production of a range of specialized intermediates for the agro & pharma industries. The unit also manufactures high value products in kilo levels and also undertakes specialized custom synthesis activities.
vi.
Sintesis Quimica, Argentina: Sintesis Quimica SAIC in an Argentine company founded in 1951 and engaged in manufacturing of Industrial Chemicals, Agrochemicals, formulation of Agrochemicals & Biological Products. It has created a name of itself in the National as well as international market. In 2006 the company became wholly owned subsidiary of SD Agchecm (Europe) NV which belongs to Punjab Chemicals & Crop Protection Ltd.
vii.
Agrichem B.V. Netherlands: Agrichem B.V. with headquarters in Oosterhout (The Netherlands) has a state of Art Formulation plant for Crop Protection It has whole owned subsidiaries to support its exports in the United Kingdom, Ireland, Denmark, Belgium and Switzerland.
Continuous focus and investments in registrations has enabled
Agrichem to increase its export markets year by year into France, Italy, Spain, Portugal, Germany, Poland and Eastern Europe. Furthermore, Agrichem has a professional registration team who has an excellent knowledge of the registration procedures in the European Union. Together with our internal chemists and agronomists we are developing and launching new and renewed products. Agrichem has its own Laboratory under Good Laboratory Practice (GLP) which
gives us an extra guarantee that the in– and out coming products are of extended quality. In addition, it gives us reliable test data for forming the product data packages 44
2. B.ii.b) Share Holding Pattern as on 6/30/2009 Domestic ( in %age ) Promoters Directors
47.32 0
Subsidiary Companies
0
Other Companies
6.36
State Govt
0
Central Govt
1.85
Govt Companies
0
Govt Others
0
NBanks Mutual Funds
0.11
Holding Companies
0
General Public
34
Employees
0
Institutions ( in %age )
Foreign ( in %age )
IFCI
Foreign NRI Foreign Institutions
0.21 0.74
Foreign Promoters
0.04
Total
0.99
Total
9.38
9.38
Person Acting in Concert 0 Total 89.63 Table 6: Share Holding Pattern as on 6/30/2009. Source: PCCPL
2. B.ii.c) The Management Team: Board of Directors Name
Designation
Mr. Mukesh D Patel
Director
Mr. Vijay Rai
Director
Mr. Ajith R Sanghvi
Director
Mr. Jai Parkash Bhambhani
Director
Mr. Avtar Singh
Director
Mr. Atul G Shroff
Director
Mr. Rupam Shroff
Whole Time Director
Capt. S. S Chopra
Director
Mr. G Narayana
Chairman / Chair Person
Mr. Shalil Shroff
Managing Director
Mr. Shiv ShankerTiwari
Whole Time Director
Mr. Jagdish R Naik
Director
Key Executives Name Mr. Bipul Joshi Mr. Punit K Abrol
Designation Chief Financial Officer VP (Finance) & Secretary & Compliance Officer
45
2. B.ii.d) Aim of the Company: The most persistent trait of PCCPL that pervades all dimensions of business philosophy is our consistent commitment to Quality Products. Our numerous customers from five continents and sixty countries have been vouching for that for over 30 years now. Commitment to quality is a way of life at PCCPL, and these are not just empty words. What has won our products recognition the world over is the fact that our definition of “Quality” means “taking into account customer’s requirements and expectations, keeping price at its competitive best, without losing the sight of environmental welfare.” Driven by the commitment to complete customer satisfaction, we also go an extra mile to specially devise and manufacture tailor-made products for customer’s specific needs. To us, no product idea is mean, and no customer is small.
2. B.ii.e) The Vision: We visualize PCCPL as a company that pursues its corporate goals related to manufacture and marketing of world class products with industrious, enterprising activity, but without losing the sight of ecological preservation and social responsibility.
2. B.ii.f) The Mission: To innovate and manufacture products in compliance with current Good Manufacturing Practices (cGMP's) for both domestic and international markets, create value for customers and shareholders, and contribute to the welfare of the society.
2. B.iii) Recent Achievements and Milestones 19th Nov. 1975; established in joint collaboration with Excel Industries Ltd., Mumbai &
PSIDC under the name of Punjab United Pesticides & Chemicals Ltd. 1976; Issued 1, 87,360 shares to PSIDC and 1, 87,500 shares to Excel Industries, Ltd.
3,75,000 shares then issued at par of which 7,500 shares reserved and allotted to PSIDC. The balance 3, 67,500 shares offered to the public in February 1977. 1981; Power connection for the oxalic acid unit was given in July and the trial runs were
started. The Company planned to manufacture quinaphos technical in the same existing malathion plant with some minor modifications. The Company also received a letter of intent for the manufacture of ethyle acetate (500 tonnes per annum). The existing
46 facilities were used to produce Ibuprofen, a widely accepted drug in the market, from August 1986. 1983; Diversified into Diethyl Oxalate & Specialty products. 1984; The name of the company was changed from Punjab United Pesticides and
Chemicals Ltd., to its present one. 1987; In June 1988, 1,87,500 shares were offered at par as rights in prop. 1:4 (all were
taken up). Another 50,000 shares were offered to employees and directors, but only 42,400 shares taken up. The balance 7,600 shares were allowed to lapse. 1989; Equipments required to enhance the production capacity at the Derrabassi factory
were installed. 1990; Manufacture of Sodium Nitrite from the waste Nox gases coming out of oxalic acid
plant commenced. Also production of sodium oxalates and spray dried silica from the ash obtained after burning rice husk in the boilers, commenced. Also SIA registration was received to manufacture various oxalates with bi-product sodium carborate. 1993 – 1994; Focused on Agrochemicals & Specialty chemicals. 2003; Established separate manufacturing facility for pharma sector by taking over Alpha
Drug India from DSM. 2006; Amalgamation of all group companies (STS, ADIL, IA & IC, PAURAJ). 2006; Formation of SD Agchem (Europe) NV. Belgium. 2006; Acquisition of Sintesis Quimica SAIC (a ten million dollar company), Argentina ,
expanding its manufacturing base outside India. 2007; Acquisition of Agrichem BV. Netherlands for? 39.5 million (Rs 225 crore).. 2007; Takes stake in Source Dynamics plc, USA. 31st march 2008; Punjab Chemicals and Crop Protection Ltd (PCCPL), one of India'
leading companies in agrochemicals, reported a 277 per cent rise in net profit at Rs 26.51 crore for the financial year ending March 31, 2008 as against Rs 7.04 crore in the corresponding period last year.
47 xiii)
B.iv) Product Range of the Company
Figure 19: Product range of PCCPL and Their use. Source: PCCPL
2. B.v) Competitive Strengths 2. B.v.a) PCCPL has an experienced management team which are a blend of some young and some of the old & highly experienced people from the agro & pharma industry.
2. B.v.b) The production operations at each of the plants are managed by a team of skilled technical engineers with the requisite technical know-how to carry out production processes. It is through their consistent research and development efforts in improving production processes that PCCPL have developed an extensive range of products suitable for use in a multitude of applications. 2. B.v.c) Technical staffs are highly qualified and trained. PCCPL has a workforce of over 650 employees. 2. B.v.d) It is the expertise and dedication of employees that provide the leverage to the company to respond quickly to changing market trends and demands in the agrochemicals & pharma industry. 48 2. B.v.e) While there are dedicated production plants for the major products, some multi functional design in some plants of agrochemical & pharma production facilities provides flexibility to meet changing demand requirements. 2. B.v.f) Strategic location of marketing offices & warehouses at major industrial locations enables PCCPL to deliver on time to customers within India. 2. B.v.g) With SD Agchem, Belgium as base, PCCPL is able to distribute its products also effectively and on time to their customers in Europe. 2. B.v.h) The GLP laboratory at Agrichem BV, Netherlands helps to generate data required for the various registrations.
Figure20: Key Strengths of PCCPL
49
2. B.vi) Opportunity Matrix: Strong Demand on the Horizon 2. B.vi.a) India: i) Agrochemical industry in India is the fourth largest in the world (after US, China and Japan) estimated to be Rs 6,000-crore. ii) In last 5 years, demand has picked up (11% CAGR) due to better monsoons. iii) Exports account for nearly half of the revenue has been growing at about 25%.
iv) India has one of the lowest use of chemical fertilizer per acre of land estimated at 75 kg
as against 470 kg in Egypt, 430 kg in Netherlands, 270 kg in China, 180 kg in Bangladesh. v) Prices of agrochemicals in India are one of the lowest in the world. vi) Strong agro boom has lead to the entry of large Indian corporate houses like ITC,
Reliance Retail, Godrej, Cadbury India, Himalaya Drugs, etc. which has lead to large corporate & contract farming projects. vii)
Several agricultural sectors like horticulture, floriculture, development of seeds,
cultivation of vegetables, and mushroom under cultivated conditions have been thrown open to 100 % FDI. viii)
Agrochemicals have an enviously strong industry outlook. ix) Indian food grain production (rice, wheat, coarse cereals and pulses) has grown at a CAGR of 1.3% while population growth is estimated at 1.6%. The per capita consumption is also fast increasing. x) Hence to be self-sufficient production needs to grow at 3.3% p.a. xi) It is estimated that India will face a food grain deficit of 56 mn tons by 2018 (&140 mn tons by 2030)* if growth stagnation is not reversed. xii) For this crop yield has to improve dramatically. Use of the agrochemicals in India needs to increase.
50
2. B.vi.b) World Wide: i)
Estimated global agrichemical market size is USD 40 billion
ii)
Estimated Global Agrochemical sales (2009) By Region
Figure 21: Global Agrochemical Sales 2009 Source: PCCPL
Strong agro commodity prices underline the need for higher crop yields. Immense potential for the branded formulation business.
2. B.vi.c) Export: Agro Technical/Intermediates: i) Indian exports of agrochemicals have shown an impressive growth over the last five years. ii) The key export destination markets are USA, UK, France, Netherlands, Belgium, Spain, South Africa, Bangladesh, Malaysia and Singapore. iii) The size of the global market is estimated to appx. USD 30 billion & even 0.5% share of the global market fetches a turnover of USD 150 million range. iv) The competition in the global market is mainly restricted to MNC’s (which are the originators & creators of various agro chemical molecules), Indian & Chinese players. v) Not many other countries have necessary technology & processing capabilities, infrastructure, ability to adhere to stringent quality & environmental policies required for the exporting agro technical / intermediates, hence provides an opportunity. PCCPL supplies to several large global originators & creators across 60 countries with large quantities exported to Israel & Europe.
51
2. B.vii) Performance of the Company over the Last Few Years (Statistical Profile) Sr. No.
Particulars
Year Ended 31 March 2009 (Audited) Rs. in lacs.
Year Ended 31 March 2008 (Audited) Rs. in lacs.
A
Segment Revenue i) Chemicals
41737
39194
5080 46817
4749 43943
-409 46408
-532 43411
4085 519 4604
6578 258 6836
less: i) Interest ii) Unallocable Expenditure Net of Unallocable Income
3449 18
2251 14 4571
Total Profit/(Loss) Before Tax But After Prior Period Adjustments Capital Employed (Segment Assets Minus Segment Liabilities) i) Chemicals ii) Bulk drugs & Intermediates
1137
ii) Bulk drugs & Intermediates Less iii) Intersegment Sales/Adjustment Netsales/Income from Operations B
C
Segment Results Profit(+) Loss(-) Before Interest and Tax i) Chemical ii) Bulk drugs & Intermediates Total
5345 4111 9456
4571
5172 3741 8913
Table 7: Segment wise revenue to PCCPL for the FY2007-08 & 2008-09. Source: PCCPL Annual financial Report
The above table shows the statement of segment wise revenue and profit of PCCPL for the financial year 2007-2008 and 2008-2009. It is clear from the above table that the sale of the company’s chemicals and bulk drugs & intermediates products has been increased. In case of chemical products the increase in sale is 6.4% and the sale of bulk drugs & intermediates increased with 7% as compared to last year sale. But the figures of profit for the year 2009 shows reduction (Rs. 4085 lacs.) as compared to previous years profit of Rs (Rs. 6578 lacs.). Whereas for Bulk drugs & Intermediates profit for the year 2009 is almost doubled than the previous year’s profit.
The capital employed increases for both the segments for the year with 3.34% for Chemicals and 9.9% for Bulk drugs & Intermediate. 52 Punjab Chemicals & Crop Protection's (PCPL) ambitious plans including overseas acquisitions and a foray into the domestic agrochemical formulations market could catapult it into an Indian MNC. Its performance over the past three years has been impressive. Top line grew at a CAGR
of 36% and bottom line jumped at a CAGR of 82%. The scrip is currently trading at a P/E of just 6.51x FY06 EPS of Rs 25.34 and 5.44x FY08E EPS of Rs 30.31. We rate the counter an OUTPERFORMER with a price target of Rs 242 for an investment horizon of 12-15 months. For FY06, PCPL reported a turnover of Rs 267 crore and net profit of Rs 16.7 crore, which works out to an EPS of Rs 25.34. It has healthy EBIDTA margin of 10.38% and net margins of 6.26%. The equity capital has gone up to Rs 6.59 crore subsequent to the three-way merger. Sales Breakup Product
Agrochemicals
Industrial Chemicals & Intermediates
Pharmaceuticals
% Sales
58%
31%
11%
2. B.vii.a) Investment Rationale: i) Global expansion via inorganic route: The Company plans to grow through the
inorganic route. It is planning to increase its portfolio of registered products in high margin foreign markets by acquiring companies in overseas markets. This will also present an opportunity to shift manufacturing to India that has a cost advantage. The company proposes to fund these acquisitions through a mix of debt and equity. It has already convened an AGM and received shareholders approval for raising Rs 400 crore through various instruments like GDRs, FCCBs, private equity and structured debt. It has also allotted 8.33 lakh preferential convertible warrants to the promoters at Rs 231 per share aggregating to Rs 19.24 crore. ii) Consolidation of group companies: The Company has merged its group companies STS
Chemicals and Alpha Drugs with itself in order to broad base its product portfolio and also to benefit from the synergies of a consolidated entity. It has established itself as a reliable supplier and has contract manufacturing arrangements with leading MNCs. Its clients include reputed multinationals like Bayer, Dow, Ranbaxy Labs, Nufarm, etc. With a well-diversified portfolio, the company is now less sensitive to a downturn in any single product category. The company has developed a couple of new products for the export market and is expected to launch them in the third quarter of the current year.
53 iii) Foray into local agro-chemical formulations market: The Company has recently
acquired IA & IC Chem, which has a state-of-the-art agro-chemical formulation facility,
giving it a footprint in the domestic agro-chemical formulations market. It has ambitious plans for the local market and will be introducing new generation herbicides and fungicides. This acquisition will also help reduce transportation costs as well as ensure faster delivery to its distributors since the plant is located in Maharashtra.
2. B.viii) Financial Status of the Company Profit & loss statement (Rs mn) Y/E March FY2007 FY2008 Net Sales 3583.7 5712.6 % Growth 37.5 59.4 EBIDTA 262.7 782.7 % Growth 13.8 198 Other Income 73.9 203.3 Interest 140.8 361.2 Depreciation 78.5 197.2 PBT 117.2 427.6 % Growth -11.4 264.8 Tax 46.9 162.5 PAT 70.4 265.1 % Growth -47.8 276.8 Dividend (%) 25 40
FY2009 7415.9 34.9 971 24.1 284.7 476.8 202.1 634.6 16.4 169.7 315.1 18.9 40
EPS (Rs) BVPS (Rs)
46.3 216.8
9.1 119.2
37.7 150.1
Balance sheet (Rs mn) Y/E March Equity Cap Reserves Networth Government Grant Secured loans Unsecured loans Total loans Deffered Tax Liab Minority Interest Total Liability Net Block Cap Work-in-Progress Investments
FY2007 65.9 720 785.9 3.4 1533.3 174.6 1704.6 159.6 46.1 2699.6 1091.8 302.5 48.3
FY2008 65.9 924 989.9 3.3 3767.3 664.9 4428.8 583.7 43.1 6048.9 3183.9 354.2 144.2
FY2009 67.4 1394.8 1462.3 3.3 4106.5 664.9 4768.1 583.7 46.1 6863.5 3336 100 144.2
Inventory Debtors Cash balance Other CA Loans and Advances Current Liabilities
785.7 876.8 128.9 31.8 354.9 902.4
1597.1 2102.9 317.3 44.2 394.1 1,902.6 0 197.4 2355.7 0.4 10.4 6049
2030.6 2603.6 496.2 76 532.2 2,291.20
Provisions NCA Deferred Tax Assets Misc. Total Assets Table 8: Balance Sheet and P&L Account of PCCPL for FY2007, 2008 & 2009. Source: PCCPL
28.5 1247.1 9.9 0 2699.6
175 3272.4 0.4 10.4 6863.5
54 Ratio Analysis Y/E March
FY2007
FY2008
FY2009
Cash Flow Statement (Rs mn) Y/E March FY2007 FY2008
FY2009
OPM % NPM % ROE %
7.3 2 9
13.7 4.6 26.8
12.6 4.1 21.6
70.4 78.5 -134.4
265.1 197.2 -920.2
315.1 202.1 -737.8
14 2.4
PAT Depreciation Change in WC Operating CF Capex
ROCE % Int. Cover (x)
9.6 2.4
13 2.7
14.5 -594.2
-220.6 -100
4.5 1.3
3.3 1.7
Misc Exp Investing CF
186.2 -408.1
136.5 118.2
125 110
Equity Dividends
-19.3
-457.9 2,321.6 0 178.6 2,143.1 0 -30.9
D/E (x) Asset Turnover (x)
2.2 1.8
Debtors Days Inventory Days
91.8 86.4
Debt
471.7
339.2
496.2
Valuation ratios P/CF per share (x) EV/Cash Profit (x)
12.6 23.2
4.1 13
3.7 12
Investments Financing CF
9.8 462.2
EV/EBIDTA (x) EV/Sales (x)
13.2 1
7.7 1
6.4 0.8
68.6 60.3
Mkt Cap/Sales(x)
0.5
0.3
0.2
Net Change Opening Cash Closing Cash
2,724.2 0 95.9 2,789.3 0 188.4 128.9
128.9
317.3
-100 191.8 -31.6
499.4 178.9 317.3
CEPS (Rs) 22.6 70.1 76.7 P/ BV (x) 2.4 1.9 1.3 Table 9: Key Ratios & cash flow statement for the FY 2007, 2008 & 2009. Source: PCCPL
Punjab Chemicals & Crop Protection (PCCPL), an integrated player in the agro-chemical space, which by virtue of its integrated approach and well spread distribution network is ready to exploit the promising outlook for the domestic agrochem markets. Also, PCCPL's foray into the regulated markets of Europe and South America enriches the earning visibility in near future. Moreover, PCCPL's efforts to accquire product basket in US and consequent foray to US remains a trigger point in near term.
2. B.viii.a) Quick Financial Synopsis: For the fiscal year ended 31 March 2009, Punjab Chemicals & Crop Protection Ltd's revenues increased 26% to Rs. 7.42B. Net loss totaled Rs. 9.2M vs. an income of Rs 248.9M. Revenues reflect an increase in income from Chemicals and Bulk Drug & Intermediates segments. Net loss reflects an increase in consumption of raw materials, increased personnel cost, an increase in provision for depreciation expense and higher interest expense. The profit after tax has increased at the growth rate of 18.9% and stood at Rs. 315.1 million against Rs. 265.1 mn. Cash in hand also increased from Rs. 317.3 million to Rs. 496.2
55 million. The dividend remains at 40%. Net sale increased from Rs. 5712.6 mn to Rs. 7415.9 mn with 34.9% growth rate. Similarly EBIDTA shows the growth of 24.1% and increased from Rs 782.7 mn to Rs. 971 mn. The Earning per share increased from Rs. 37.7 to Rs. 46.3. Total assets of the company also increased and stood at Rs. 6863.5 mn as compared to Rs.6049 mn of previous year. An acceptable current ratio varies by industry. For most industrial companies 1.5 is an acceptable current ratio. A standard current ratio for a healthy business is close to 2. The current ratio for PCCPL is 1.03 which is quite good it means company has adequate resources to pay its liabilities. The quick ratio is 0.6, a quick ratio of 1:1 is considered standard and ideal, since for every rupee of current liabilities, there is a rupee of quick assets. A decline in the liquid ratio indicates over-trading, which, if serious, may land the company in difficulties. With the encouraging local environment and strategic inorganic moves, we expect PCCPL to record a top-line CAGR of 24% during FY08-10. OPM is expected move in the narrow range of 12-13%, resulting in 21% CAGR for net profit, followed by EPS growth of 51% over FY08-10. This takes the FY09 and FY10 EPS to Rs 46.3 and Rs 56.8 respectively from Rs 37.7 in FY08. Looking at promising outlook for the domestic agrochemicals industry and PCCPL's focus on growth through organic as well as inorganic efforts, we believe the company is well placed for stronger growth in near future.
2. B.ix) Future Prospectus of PCCPL i) Govt. focus on higher crop yields ensures strong growth for the Agro Chemical
Sector: India’s increasing population, shrinking land acreage and falling crop yields have emerged as the biggest concern for Indian food administration. In fact, Indian food production growth (i.e. CAGR 1.3%) in recent years has lagged behind the population growth (i.e. CAGR 1.6%), impacting the food supply situation. On the other hand, the India has been one of the lowest users of chemical fertilizers with about 75kg per acre against 270kg in China, 180kg in Bangladesh. In fact, only 25% the total cultivable land of 180 million hectares is treated with crop protection chemicals. Given the fact, the opportunity for domestic agrochemicals looks promising in near future. ii) PCCPL’S Agro-chemicals business has shown steady growth on consistent basis:
Agro-chemicals is the flagship segment of the company (contributing over 50% of the consolidated revenue) and comprises of – supply of oxalic acid and derivates, export of
56 technical bulks to MNCs (inclusive of Syngenta, Dow Chemicals, Agan industries etc) and branded formulations. The oxalic acid business, wherein PCCPL holds its leading position in the world, saw impressive iii) Growth of over 30% in FY08 (driven by increasing shortage due to shut down of plants
by Chinese players). The shortage situation is likely to remain in even FY09 and would ensure the growth momentum. On the technical bulk front, PCCPL expects robust growth as the company is in discussion for couple of longterm supply pact with Syngenta and other MNCs. PCCPL in recent past ventured into formmulations, which on a lower base delivers robust growth. Overall, we estimate the Agro-chemicals to deliver steady growth over 20% in next two years. iv) Inorganic moves consolidates presence in regulated markets: In order to strengthen its
presence in regulated formulation markets, PCCPL has acquired Sintesis Quimica SAIC based in Argentina in FY07 and Agrichem based in Netherland in FY08, which has vitalised PCCPL’s strength in terms of entry into regulated formulation markets, products portfolio, manufacturing capability, MNC clientele and distribution network. Also, it adds power to PCCPL’s R&D capability that would help the company to enter US market. On the other hand, PCCPL has acquired 70% stake in Parul Chemical (a Gujarat based bulk manufacturer), which ensure internal sourcing and better profitability. v) Acquisition on cards: In line with its strategy to strengthen its base in regulated markets,
PCCPL is in discussions with a US-based firm to acquire its agrochemicals portfolio. Thus, in order to fund the acquisition and working capital requirement the company in the process of raising fund worth $50-60mn through GDR. vi) Improving Fundamentals over FY08-10E: With the encouraging local environment and
strategic inorganic moves, we expect PCCPL to record a top-line CAGR of 24% during FY08-10. OPM is expected move in the narrow range of 12-13%, resulting in 21% CAGR for net profit, followed by EPS growth of 51% over FY08-10. This takes the FY09 and FY10 EPS to Rs 46.3 and Rs 56.8 respectively from Rs 37.7 in FY08.
57
2. B.x) Future Strategies of PCCPL i) Explore opportunities to acquire product portfolio in new markets. ii) Value addition by forward integration for various agro chemical and industrial chemicals.
Unlike other agro pharma companies, PCCPL is not foraying into seeds rather it is adopting the branded retail formulations route & is focusing on next-generation environmental friendly biological agro products. iii) Through Sintesis develop biological agro product range. Tie-up also in place with a local
company in Hyderabad. Tremendous potential for environment friendly products. These products have great potential in US & Canada. iv) Through acquisition consolidate presence in formulation market of Europe, South
America, North America and foray into Africa & South East Asia. v) Major thrust is value-added agro chemical products in the international market particularly in Europe, US & Canada. vi) Explore opportunities to backward integrate in some of the products. vii) Continuous R&D to introduce latest herbicides and bio products in domestic and international markets (after obtaining registrations). viii) Explore contract manufacturing opportunities. ix) For USA market, PCCPL has formed a JV with local partner & is planning to spend USD
10 million over a period of next 3 years to get its products registered in USA. x) Exploring opportunities to acquire product portfolio in USA. xi) Evaluating opportunities to backward integrate into phosphorus space. xii) Expand the pharma range of products. xiii) Explore contract manufacturing opportunities.
58
CHAPTER – III 3. OBJECTIVES & RESEARCH METHODOLOGY 3. A) OBJECTIVES OF THE STUDY 1. To Measure the satisfaction levels of employees on various factors and give suggestions
for improving the same. 2. To study the relationship between the personal factors of the employee (Income, Age,
Educational qualification, Gender, etc.,) with satisfaction level. 3. To determine the level of awareness and satisfaction on the policy of training and development. 4. To determine how people feel and react to their job related condition. 5. To determine whether the working conditions in PCCPL are good enough. 6. To study the various factors which influence job satisfaction. 7. To analyze the company’s working environment. 8. To find that employees are working with their full capabilities or not.
3. B) HYPOTHESIS 1. There is no significant relationship between gender and level of satisfaction. 2. There is no significant relationship between marital status and level of satisfaction. 3. There is no significant relationship between age and level of satisfaction. 4. There is no significant relationship between educational qualification and level of satisfaction. 5. There is no significant relationship between experience and level of satisfaction. 6. There is no significant relationship between monthly salary and level of satisfaction.
59
3. C) RESEARCH METHODOLOGY The methodology followed for conducting the study includes the specification of research design, sample design, questionnaire design, data collection and statistical tools used for analyzing the collected data.
3. C.i) Research Design: The research design used for this study is of the descriptive type. Descriptive research studies are those studies which are concerned with describing the characteristics of a particular individual or a group.
3. C.ii) Sample Size: All the items consideration in any field of inquiry constitutes a universe of population. In this research only a few items can be selected form the population for our study purpose. The items selected constitute what is technically called a sample. Here out sample size is 60 employees from the total population in the delivery peoples. The samples are selected on the basis of convenient.
3. C.iii) Data Collection: The primary data was collected by using questionnaires. The questionnaire has 68 questions. A likert scale (five point scale) was used such as strongly disagree, disagree, neutral, agree and strongly agree.
3. C.iv) Questionnaire Schedule: Questions are framed in such a way that the answers reflect the ideas and thoughts of the respondents with regard to level of satisfaction of various factors of job satisfaction. The questionnaire has total 68 questions. The likert scaling techniques has been used for each question in the interview schedule. 1. Strongly agree 2. Agree 3. Neutral 4. Disagree 5. Strongly disagree
3. C.v) Tools of Analysis: 3. C.v.a) Simple Percentage Analysis: Here the simple percentage analysis is used for calculating the percentage of satisfaction level in the total respondents.
60
3. C.v.b) Two-Way Analysis: The score secured by the respondents who falls between the score as up to 250 indicates less satisfaction of the respondents, from 251 – 280 are got average satisfaction and above 280 respondents got highly satisfaction level.
3. C.v.c) Chi-Square Test: Chi-square test is applied to test the goodness of fit, to verify the distribution of observed data with assumed theoretical distribution. Therefore it is a measure to study the divergence of actual and expected frequencies; Karl Pearson’s has developed a method to test the difference between the theoretical (hypothesis) & the observed value. Chi – square test (X2) = (O – E) 2 / E Degrees Of Freedom = V = (R – 1) (C -1) Were, ‘O’ = Observed Frequency ‘E’ = Expected Frequency ‘R’ = Number of Rows ‘C’ = Number of Columns For all the chi-square test the table value has taken @ 5% level of significance.
3. C.vi) Areas of Study The area of the study is Punjab Chemicals and Crop Protection Limited, Derabassi Manufacturing Plant, dist- Mohali, Punjab.
3. C.vii) Limitations of Study i) The sample was confined to 60 respondents. So this study cannot be regarded as “full
-proof” one. ii) Some respondents hesitated to give the actual situation; they feared that management
would take any action against them. iii) There was a fear of reprisal among the employees to reveal their personal feelings and the
result may not reflect the actual satisfactions. iv) The findings and conclusions are based on knowledge and experience of the respondents
sometime may subject to bias.
v) As such the research study was being done in the year July 2009, with required data analysis and interpretation, the data needs to be updated at times when it comes to have further usage of this research study report. 61
CHAPTER-IV 4. DATA PRESENTATION AND ANALYSIS ANALYSIS AND INTERPRETATION This chapter is allocated for analysis and interpretation of data. Preparing percentage analysis, two-way table and chi-squire test does the analysis of job satisfaction, which is directly extracted from the questionnaire. The variations in the extent of the employee satisfaction can be measured with the variables such as job secured, promotional opportunity, relationship with management, satisfaction factors of the respondents etc. CALCULATION OF SATISFACTORY SCORES The Respondents were asked to state their level of satisfaction relating to sixty one factors. Based on their responses the satisfaction score obtained by each respondent was found out. Points or scores were allocated based on the response. For each of the factor three levels of satisfaction were assigned namely high, medium and low. The scores were allocated as follow. •
Strongly agree = 5
•
Agree= 4
•
Neutral = 3
•
Disagree =2
•
Strongly disagree = 1
The total scores secured by each respondent were thus arrived at. All the sixty respondents were classified based on their level of satisfaction. Those who have obtained up to 250 points were classified under low satisfaction category, Respondents with 251 – 280 points were classified under medium satisfaction category and those with more than 280 points were classified under high satisfaction category. NUMBER OF RESPONDENTS AND LEVEL OF SATISFACTION LEVEL OF SATISFACTION
NO. OF RESPONDENTS
High satisfaction
11
Medium satisfaction Low satisfaction
36 13
TOTAL
60
62
4. A) DATA PRESENTATION WITH SIMPLE PERCENTAGE TABLE SIMPLE PERCENTAGE TABLE – 1 GENDER There is as yet no consistent evidence as to whether women are more satisfied with their job than men, holding such factors as job and occupational level constant. In order to know the ratio of gender among employees of PCCPL and the difference in their level of satisfaction, the respondents were asked about their gender. Gender Male Female Total
Gender of the employee Frequency Percentage 55 91.666667 5 8.3333333 60 100
INTERPRETATION: The above table indicates that 91.666667% of the employees in PCCPL are male. 8.3333333% of the employees in PCCPL are female.
63 SIMPLE PERCENTAGE TABLE - 2 MARITAL STATUS The marital status may influence the job satisfaction as a personal factor. Because the married people has some unavoidable responsibility. Marital Status Married Unmarried Total
Marital status of the employees Frequency Percentage 55 91.66667 5 8.333333 60 100
INTERPRETATION: The above table indicates that 91.66% of the employees are married. 8.33% of the employees are unmarried.
64 SIMPLE PERCENTAGE TABLE - 3 AGE Age is an important factor that has an influence of job satisfaction. Hence according to age levels the respondents are classified into three categories. Age of the employees Age Frequency Less than or equal to 25 yrs 2 26-50 50 More than or equal to 51 yrs 10 Total 60
Percentage 3.33333 83.3333 16.6667 100
INTERPRETATION: The above table indicates that Majority of the respondents i.e. 83.33% are in 26 to 50 years age group. 16.66% of the respondents are above 50 years age group. 3.33% of the respondents are below 26 years age group.
65
SIMPLE PERCENTAGE TABLE – 4 QUALIFICATION Qualification of the respondents may affect the perception of job satisfaction. Highly educated may expect much better work life then others. According to educational qualification the respondents are classified into four categories as under. Qualification School Level Graduate Post Graduate Total
Qualification of the employees Frequency Percentage 44 73.33333 13 21.66667 3 5 60 100
INTERPRETATION: The above table reveals that Majority of the respondents i.e. 73.33% studied up to school level. 21.66% of the respondents are graduate.
5% of the respondents are post graduate.
66 SIMPLE PERCENTAGE TABLE – 5
EXPERIENCE The experience of the employees in their job is another factor affecting the perception on job satisfaction. Highly experienced may expect better working conditions and having less experienced satisfy with the existing one. The respondents are classified into three categories according to their level of experience as under: Experience of the employees Experience Frequency Less than or equal to 5 yrs 7 6-10yrs 12 More than or equal to 11 yrs 41 Total 60
Percentage 11.666667 20 68.333333 100
INTERPRETATION: The above table shows that 68.33% are above 10 years of experience in PCCPL. 20% of the respondents are 6 – 10 years of experience.
11.66% of the respondents are less than 6 years of experience.
67 SIMPLE PERCENTAGE TABLE – 6 MONTHLY SALARY
Man work to earn every employee in the organization will expect adequate pay to be paid for the job done by him. The reasonable pay for each job which is performed in the organization. This scale of pay may help for the job satisfaction to a greater extent. Monthly Salary of the employees Monthly Salary Frequency Less than or equal to Rs 10000 7 Rs. 10001 – 15000 18 More than or equal to Rs. 15001 35 Total 60
Percentage 11.66666667 30 58.33333333 100
INTERPRETATION: The above table reveals that 58.33% of the employees have their monthly salary above Rs.15001. 30% of the employees have their monthly salary between Rs.10001 – Rs.15000. 11.66% of the employees have their monthly salary below Rs 10000.
68 SIMPLE PERCENTAGE TABLE – 7 Table showing employee’s opinion about the nature of their work. Your work is very challenging one
Description Strongly agree Agree Neutral Disagree Strongly disagree Total
Frequency 21 30 8 0 1 60
Percentage 35 50 13.333333 0 1.6666667 100
INTERPRETATION: The above table reveals that 35% of the employees are strongly agree that their work is very challenging one.
50% of the employees are agree that their work is very challenging one. 13.33% of the employees are neutral about the fact that their work is challenging one. 0% of the employees are disagree that their work is very challenging one. 1.66% of the employees are strongly disagree that their work is very challenging one.
69
SIMPLE PERCENTAGE TABLE – 8 Table showing opinion of employees regarding their work load. I feel I have too much work to do Description Frequency Percentage Strongly agree 11 18.3333 Agree 30 50 Neutral 16 26.6667 Disagree 3 5 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 18.33% of the employees are strongly agree that they have too much work to do.
50% of the employees are agree that they have too much work to do. 26.66% of the employees are neutral about the fact that they have too much work to do. 5% of the employees are disagree that they have too much work to do. 0% of the employees are strongly disagree that they have too much work to do.
70 SIMPLE PERCENTAGE TABLE – 9 Table showing opinion of employees regarding working hours.
Working hours are convenient for me I’m happy with my work place Description Frequency Percentage Strongly agree 32 53.333333 Agree 25 41.666667 Neutral 3 5 Disagree 0 0 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 53.33% of the employees are strongly agree that their working hours are convenient. 41.66% of the employees are agree that their working hours are convenient. 5% of the employees are neutral about the fact that their working hours are convenient. 0% of the employees are disagree that their working hours are convenient. 0% of the employees are strongly disagree that their working hours are convenient.
71 SIMPLE PERCENTAGE TABLE – 10 Table showing opinion of the employees regarding rest intervals. Adequate rest intervals are given Description Strongly agree
Frequency 24
Percentage 40
Agree Neutral Disagree Strongly disagree Total
28 7 1 0 60
46.666667 11.666667 1.6666667 0 100
INTERPRETATION: The above table reveals that 40% of the employees are strongly agree that adequate rest intervals are given to them.
46.66% of the employees are agree that adequate rest intervals are given to them. 11.66% of the employees are neutral about the fact that adequate rest intervals are given
to them. 1.66% of the employees are disagree about the fact that adequate rest intervals are given
to them. 0% of the employees are strongly disagree that that adequate rest intervals are given to
them.
72 SIMPLE PERCENTAGE TABLE – 11 Table showing opinion of the employees about management and workers relationship. Management builds and maintains work relationship Description Frequency Percentage Strongly agree 28 46.6667 Agree 23 38.3333
Neutral Disagree Strongly disagree Total
6 3 0 60
10 5 0 100
INTERPRETATION: The above table reveals that 46.66% of the employees are strongly agree that management builds and maintains work relationship. 38.33% of the employees are agree that management builds and maintains work
relationship. 10% of the employees are neutral about the fact that management builds and maintains
work relationship. 5% of the employees are disagree about the fact that management builds and maintains
work relationship. 0% of the employees are strongly disagree that management builds and maintains work
relationship. 73 SIMPLE PERCENTAGE TABLE – 12 Table showing opinion of the employees whether they are provided with sufficient tools and equipments or not. Provided with sufficient tools and equipments needed to do my work Description Frequency Percentage
Strongly agree Agree Neutral Disagree Strongly disagree Total
35 25 0 0 0 60
58.3333 41.6667 0 0 0 100
INTERPRETATION: The above table reveals that 58.33% of the employees are strongly agree that they are provided with sufficient
tools and equipments needed to do their work. 41.66% of the employees are agree that they are provided with sufficient tools and
equipments needed to do their work. 0% of the employees are neutral about the fact that that they are provided with sufficient
tools and equipments needed to do their work. 0% of the employees are disagree about the fact that they are provided with sufficient
tools and equipments needed to do their work. 0% of the employees are strongly disagree that they are provided with sufficient tools
and equipments needed to do their work. 74 SIMPLE PERCENTAGE TABLE – 13 Table showing opinion of the employees regarding safety measures. I’m satisfied with the safety measures provided by my company Description Frequency Percentage
Strongly agree Agree Neutral Disagree Strongly disagree Total
39 16 5 0 0 60
65 26.6667 8.33333 0 0 100
INTERPRETATION: The above table reveals that 65% of the employees are strongly agree that they are satisfied with safety
measures. 26.66% of the employees are agree that they are satisfied with safety measures. 8.33% of the employees are neutral about the fact that they are satisfied with safety
measures. 0% of the employees are disagree that they are satisfied with safety measures. 0% of the employees are strongly disagree that they are satisfied with safety measures.
75 SIMPLE PERCENTAGE TABLE – 14 Table showing opinion of the employees lighting and other arrangements. The lighting and other arrangements are satisfactory Description Frequency Percentage Strongly agree 25 41.6667
Agree Neutral Disagree Strongly disagree Total
30 5 0 0 60
50 8.33333 0 0 100
INTERPRETATION: The above table reveals that 41.66% of the employees are strongly agree that lighting and other arrangements are
satisfactory. 50% of the employees are agree that lighting and other arrangements are satisfactory. 8.33% of the employees are neutral about the fact that lighting and other arrangements
are satisfactory. 0% of the employees are disagree that lighting and other arrangements are satisfactory. 0% of the employees are strongly disagree that lighting and other arrangements are
satisfactory. 76 SIMPLE PERCENTAGE TABLE – 15 Table showing opinion of the employees regarding work pressure on them. I am mentally and/or physically exhausted at the end of a day at work Description Frequency Percentage Strongly agree 3 5 Agree 15 25 Neutral 17 28.3333
Disagree Strongly disagree Total
22 3 60
36.6667 5 100
INTERPRETATION: The above table reveals that 5% of the employees are strongly agree about the fact that they are mentally and
physically exhausted at the end of the day at work. 25% of the employees are agree that they are mentally and physically exhausted at the
end of the day at work. 28.33% of the employees are neutral about the fact that they are mentally and physically
exhausted at the end of the day at work. 36.66% of the employees are disagree about the fact that they are mentally and physically exhausted at the end of the day at work. 5% of the employees are strongly disagree that they are mentally and physically
exhausted at the end of the day at work.
77 SIMPLE PERCENTAGE TABLE – 16 Table showing opinion of the employees about superior’s assistance. Description Strongly agree Agree
I have proper superiors assistance Frequency Percentage 20 33.333333 37 61.666667
Neutral Disagree Strongly disagree Total
3 0 0 60
5 0 0 100
INTERPRETATION: The above table reveals that 33.33% of the employees are strongly agree that they have proper superior assistance.
61.66% of the employees are agree that they have proper superior assistance. 5% of the employees are neutral about the fact that they have proper superior assistance. 0% of the employees are disagree about the fact that they have proper superior
assistance. 0% of the employees are strongly disagree that they have proper superior assistance.
78 SIMPLE PERCENTAGE TABLE – 17 Table showing opinion of the employees about how much importance employees ideas have in decision making. My boss considers my ideas too while making decision Description Frequency Percentage Strongly agree 18 30 Agree 33 55 Neutral 9 15
Disagree Strongly disagree Total
0 0 60
0 0 100
INTERPRETATION: The above table reveals that 30% of the employees are strongly agree that boss consider their ideas too while making
decision. 55% of the employees are agree that boss consider their ideas too while making decision. 15% of the employees are neutral about the fact that boss consider their ideas too while
making decision. 0% of the employees are disagree that boss consider their ideas too while making
decision. 0% of the employees are strongly disagree that boss consider their ideas too while
making decision.
79 SIMPLE PERCENTAGE TABLE – 18 Table showing opinion of the employees whether they are appreciated for their performance or not.
I am appreciated for my performances Description Frequency Percentage Strongly agree 20 33.333333 Agree 33 55
Neutral Disagree Strongly disagree Total
7 0 0 60
11.666667 0 0 100
INTERPRETATION: The above table reveals that 33.33% of the employees are strongly agree that they are appreciated for their
performance. 55% of the employees are agree that they are appreciated for their performance. 11.66% of the employees are neutral that are appreciated for their performance. 0% of the employees are disagree that are appreciated for their performance. 0% of the employees are strongly disagree that they are appreciated for their
performance.
80 SIMPLE PERCENTAGE TABLE – 19 Table showing opinion of the employees regarding the fairness of their boss. Description Strongly agree Agree Neutral Disagree Strongly disagree Total
My boss is not partial Frequency 14 31 13 2 0 60
Percentage 23.333333 51.666667 21.666667 3.3333333 0 100
INTERPRETATION: The above table reveals that 23.33% of the employees are strongly agree that their boss is not partial.
51.66% of the employees are agree that their boss is not partial. 21.66% of the employees are neutral about the fact that their boss is not partial. 3.33% of the employees are disagree about the fact that their boss is not partial. 0% of the employees are strongly disagree that their boss is not partial.
81 SIMPLE PERCENTAGE TABLE – 20 Table showing opinion of the employees regarding their participation in day to day activities. Description Strongly agree Agree Neutral Disagree Strongly disagree Total
My Participation is welcomed Frequency Percentage 17 28.3333 37 61.6667 5 8.33333 1 1.66667 0 0 60 100
INTERPRETATION: The above table indicates that 28.33% of the employees are strongly agree that their participation is welcomed.
61.66% of the employees are agree that their participation is welcomed. 8.33% of the employees are neutral about the fact that their participation is welcomed. 1.66% of the employees are disagree about the fact that their participation is welcomed. 0% of the employees are strongly disagree that their participation is welcomed.
82 SIMPLE PERCENTAGE TABLE – 21 Table showing opinion of the employees regarding their access to their superiors. I can easily approach my superiors Description Frequency Percentage Strongly agree 27 45 Agree 32 53.3333 Neutral 1 1.66667 Disagree 0 0 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 45% of the employees are strongly agree that they can easily approach their superiors.
53.33% of the employees are agree that they can easily approach their superiors. 1.66% of the employees are neutral about the fact that they can easily approach their
superiors. 0% of the employees are disagree that they can easily approach their superiors. 0% of the employees are strongly disagree that they can easily approach their superiors.
83 SIMPLE PERCENTAGE TABLE – 22 Table showing opinion of the employees regarding the competency of their superiors. Superiors are competent enough to guide Description Frequency Percentage Strongly agree 17 28.3333 Agree 38 63.3333 Neutral 5 8.33333 Disagree 0 0 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 28.33% of the employees are strongly agree that superiors are competent enough to
guide. 63.33% of the employees are agree that superiors are competent enough to guide. 8.33% of the employees are neutral about the fact that superiors are competent enough to
guide. 0% of the employees are disagree that superiors are competent enough to guide. 0% of the employees are strongly disagree that superiors are competent enough to guide.
84 SIMPLE PERCENTAGE TABLE – 23 Table showing opinion of the employees regarding their relations with their colleagues. The colleagues of the organization are friendly Description Frequency Percentage Strongly agree 42 70 Agree 18 30 Neutral 0 0 Disagree 0 0 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 70% of the employees are strongly agree that colleagues of the org. are friendly. 30% of the employees are agree that colleagues of the org. are friendly. 0% of the employees are neutral about the fact that colleagues of the org. are friendly. 0% of the employees are disagree about the fact that colleagues of the org. are friendly. 0% of the employees are strongly disagree that colleagues of the org. are friendly.
85 SIMPLE PERCENTAGE TABLE – 24 Table showing opinion of the employees regarding the behavior of the employees. The colleagues are helpful in nature Description Frequency Percentage Strongly agree 44 73.3333 Agree 16 26.6667 Neutral 0 0 Disagree 0 0 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 73.33% of the employees are strongly agree that colleagues are helpful in nature. 26.67% of the employees are agree that that colleagues are helpful in nature. 0% of the employees are neutral about the fact that that colleagues are helpful in nature. 0% of the employees are disagree about the fact that that colleagues are helpful in nature. 0% of the employees are strongly disagree that that colleagues are helpful in nature.
86 SIMPLE PERCENTAGE TABLE – 25 Table showing opinion of the employees whether workers share their know-how with each other or not. All the workers share their Know-how Description Frequency Percentage Strongly agree 21 35 Agree 38 63.3333 Neutral 1 1.66667 Disagree 0 0 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 35% of the employees are strongly agree that workers share their know-how.
63.33% of the employees are agree that workers share their know-how. 1.67% of the employees are neutral about the fact that workers share their know-how. 0% of the employees are disagree about the fact that workers share their know-how. 0% of the employees are strongly disagree that workers share their know-how.
87 SIMPLE PERCENTAGE TABLE – 26 Table showing opinion of the employees whether they feel motivated by their boss in achieving organizational goals or not. I feel that my Boss motivate me to achieve the organization goal Description Frequency Percentage Strongly agree 31 51.666667 Agree 23 38.333333 Neutral 4 6.6666667 Disagree 2 3.3333333 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 51.67% of the employees are strongly agree that their boss motivate them to achieve org. goal. 38.33% of the employees are agree that their boss motivate them to achieve org. goal. 6.67% of the employees are neutral about the fact that their boss motivate them to
achieve org. goal. 3.33% of the employees are disagree about the fact that their boss motivate them to
achieve org. goal. 0% of the employees are strongly disagree that their boss motivate them to achieve org.
goal.
88 SIMPLE PERCENTAGE TABLE – 27 Table showing opinion of the employees that they are adequately motivated when ever needed to do so. My supervisor motivates me to increase my efficiency at times when I’m not productive Description Frequency Percentage Strongly agree 19 31.6667 Agree 33 55 Neutral 8 13.3333 Disagree 0 0 Strongly disagree 0 0
Total
60
100
INTERPRETATION: The above table reveals that 31.67% of the employees are strongly agree that supervisor motivates to increase
efficiency at times when they are not productive. 55% of the employees are agree that supervisor motivates to increase efficiency at times when they are not productive. 13.33% of the employees are neutral about the fact that supervisor motivates to increase
efficiency at times when they are not productive. 0% of the employees are disagree about the fact that supervisor motivates to increase
efficiency at times when they are not productive. 0% of the employees are strongly disagree that supervisor motivates to increase
efficiency at times when they are not productive. 89 SIMPLE PERCENTAGE TABLE – 28 Table showing opinion of the employees regarding system of communication. Communication seems good within this organization Description Frequency Percentage Strongly agree 25 41.666667 Agree 29 48.333333 Neutral 5 8.3333333 Disagree 1 1.6666667 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 41.67% of the employees are strongly agree that communication system is good within
the organization. 48.33% of the employees are agree that communication system is good within the organization. 8.33% of the employees are neutral about the fact that communication system is good
within the organization. 1.67% of the employees are disagree about the fact that communication system is good
within the organization. 0% of the employees are strongly disagree that communication system is good within
the organization.
90 SIMPLE PERCENTAGE TABLE – 29 Table showing opinion of the employees that their assignments are clearly explained to them. Work assignments are clearly explained to me Description Frequency Percentage Strongly agree 32 53.333333 Agree 27 45 Neutral 0 0 Disagree 0 0
Strongly disagree Total
1 60
1.6666667 100
INTERPRETATION: The above table reveals that 46.67% of the employees are strongly agree that work assignments are clearly explained to them. 38.33% of the employees are agree that work assignments are clearly explained to them. 10% of the employees are neutral fact that work assignments are clearly explained to
them. 5% of the employees are disagree about the fact that work assignments are clearly
explained to them. 0% of the employees are strongly disagree that work assignments are clearly explained
to them.
91 SIMPLE PERCENTAGE TABLE – 30 Table showing opinion of the employees regarding training program. I am satisfied with the training programs provided to us Description Frequency Percentage Strongly agree 29 48.333333 Agree 13 21.666667 Neutral 15 25 Disagree 3 5
Strongly disagree Total
0 60
0 100
INTERPRETATION: The above table reveals that 48.33% of the employees are strongly agree that they are satisfied with the training programs provided to them. 21.67% of the employees are agree that they are satisfied with the training programs
provided to them. 25% of the employees are neutral about the fact that they are satisfied with the training
programs provided to them. 5% of the employees are disagree about the fact that they are satisfied with the training
programs provided to them. 0% of the employees are strongly disagree that they are satisfied with the training
programs provided to them.
92 SIMPLE PERCENTAGE TABLE – 31 Table showing opinion of the employees that they are provided with the training whenever needed. Description Strongly agree Agree
Training is given whenever needed Frequency Percentage 26 43.3333 15 25
Neutral Disagree Strongly disagree Total
11 8 0 60
18.3333 13.3333 0 100
INTERPRETATION: The above table reveals that 43.33% of the employees are strongly agree that training is given whenever needed. 25% of the employees are agree that training is given whenever needed. 18.33% of the employees are neutral about the fact that training is given whenever
needed. 13.33% of the employees are disagree about the fact that training is given whenever
needed. 0% of the employees are strongly disagree that training is given whenever needed.
93 SIMPLE PERCENTAGE TABLE – 32 Table showing opinion of the employees regarding the usefulness of the training program. Description Strongly agree Agree Neutral Disagree Strongly disagree Total
Training provided is useful Frequency Percentage 17 28.333333 25 41.666667 14 23.333333 4 6.6666667 0 0 60 100
INTERPRETATION: The above table reveals that 28.33% of the employees are strongly agree that training provided is useful.
41.67% of the employees are agree that training provided is useful. 23.33% of the employees are neutral about the fact that training provided is useful. 6.67% of the employees are disagree about the fact that training provided is useful. 0% of the employees are strongly disagree that training provided is useful.
94 SIMPLE PERCENTAGE TABLE – 33 Table showing opinion of the employees regarding the efficiency of the training program. The training increases the performance Description Frequency Percentage Strongly agree 12 20 Agree 32 53.333333 Neutral 9 15 Disagree 7 11.666667 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 20% of the employees are strongly agree that training increases their performance.
53.33% of the employees are agree that training increases their performance. 15% of the employees are neutral about the fact that training increases their
performance. 15% of the employees are disagree about the fact that training increases their
performance. 11.67% of the employees are strongly disagree that training increases their performance.
95 SIMPLE PERCENTAGE TABLE – 34 Table showing opinion of the employees regarding performance appraisal system. I am satisfied with organization's techniques for evaluating my performance Description Frequency Percentage Strongly agree 9 15 Agree 38 63.3333 Neutral 3 5 Disagree 10 16.6667 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 15% of the employees are strongly agree that they are satisfied with organizations
techniques for evaluating their performance. 63.33% of the employees are agree that they are satisfied with organizations techniques for evaluating their performance. 5% of the employees are neutral about the fact that they are satisfied with organizations
techniques for evaluating their performance. 16.67% of the employees are disagree about the fact that they are satisfied with
organizations techniques for evaluating their performance. 0% of the employees are strongly disagree that they are satisfied with organizations
techniques for evaluating their performance. 96 SIMPLE PERCENTAGE TABLE – 35 Table showing opinion of the employees regarding efficiency of the appraisal system. The appraisal policy of the organization improves the performance Description Frequency Percentage Strongly agree 5 8.33333 Agree 43 71.6667 Neutral 4 6.66667 Disagree 8 13.3333 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 8.33% of the employees are strongly agree that appraisal policy of the organization
improves the performance. 71.67% of the employees are agree that appraisal policy of the organization improves the performance. 6.67% of the employees are neutral about the fact that appraisal policy of the
organization improves the performance. 13.33% of the employees are disagree about the fact that appraisal policy of the
organization improves the performance. 0% of the employees are strongly disagree that appraisal policy of the organization
improves the performance.
97 SIMPLE PERCENTAGE TABLE – 36 Table showing opinion of the employees about fairness of appraisal system. Performance appraisal of the employee is not effected by personal biasness Description Frequency Percentage Strongly agree 9 15 Agree 22 36.6667 Neutral 16 26.6667 Disagree 9 15 Strongly disagree 4 6.66667 Total 60 100
INTERPRETATION: The above table reveals that 15% of the employees are strongly agree that performance appraisal of the employee is
not effected by personal biasness. 36.67% of the employees are agree that performance appraisal of the employee is not effected by personal biasness. 26.67% of the employees are neutral about the fact that performance appraisal of the
employee is not effected by personal biasness. 15% of the employees are disagree about the fact that performance appraisal of the
employee is not effected by personal biasness. 6.66% of the employees are strongly disagree that performance appraisal of the
employee is not effected by personal biasness. 98 SIMPLE PERCENTAGE TABLE – 37 Table showing opinion of the employees that they are paid fair amount for their work. I feel I’m being paid a fair amount for my work Description Frequency Percentage Strongly agree 23 38.333333 Agree 29 48.333333 Neutral 5 8.3333333 Disagree 0 0 Strongly disagree 3 5
Total
60
100
INTERPRETATION: The above table reveals that 38.33% of the employees are strongly agree that they are paid fair amount for their
work. 48.33% of the employees are agree that they are paid fair amount for their work. 8.33% of the employees are neutral about the fact that they are paid fair amount for their
work. 0% of the employees are disagree about the fact that they are paid fair amount for their
work. 5% of the employees are strongly disagree that they are paid fair amount for their work.
99 SIMPLE PERCENTAGE TABLE – 38 Table showing opinion of the employees that they are provided with proportionate salary. I am provided with commensurate salary Description Frequency Percentage Strongly agree 18 30 Agree 35 58.3333 Neutral 4 6.66667 Disagree 0 0 Strongly disagree 3 5 Total 60 100
INTERPRETATION: The above table reveals that 30% of the employees are strongly agree that they are provided with commensurate
salary. 58.33% of the employees are agree that they are provided with commensurate salary. 6.67% of the employees are neutral about the fact that they are provided with
commensurate salary. 0% of the employees are disagree about the fact that they are provided with
commensurate salary. 5% of the employees are strongly disagree that they are provided with commensurate
salary.
100 SIMPLE PERCENTAGE TABLE – 39 Table showing opinion of the employee that their wages are at par with the wages in the industry. Our wages are at par with the wages in the industry Description Frequency Percentage Strongly agree 9 15 Agree 43 71.666667 Neutral 5 8.3333333 Disagree 0 0
Strongly disagree Total
3 60
5 100
INTERPRETATION: The above table reveals that 15% of the employees are strongly agree that their wages are at par with the wages in the
industry. 71.66% of the employees are agree that their wages are at par with the wages in the industry. 8.33% of the employees are neutral about the fact that their wages are at par with the
wages in the industry. 0% of the employees are disagree about the fact that their wages are at par with the
wages in the industry. 5% of the employees are strongly disagree that their wages are at par with the wages in
the industry. 101 SIMPLE PERCENTAGE TABLE – 40 Table showing opinion of the employee that they are provided with sufficient allowances. I’m satisfied with allowances provided by the organization Description Frequency Percentage Strongly agree 36 60 Agree 18 30 Neutral 3 5 Disagree 0 0
Strongly disagree Total
3 60
5 100
INTERPRETATION: The above table reveals that 60% of the employees are strongly agree that they are satisfied with the allowances provided to them. 30% of the employees are agree that they are satisfied with the allowances provided to
them. 5% of the employees are neutral about the fact that they are satisfied with the allowances
provided to them. 0% of the employees are disagree about the fact that they are satisfied with the
allowances provided to them. 5% of the employees are strongly disagree that they are satisfied with the allowances
provided to them.
102 SIMPLE PERCENTAGE TABLE – 41 Table showing opinion of the employee regarding the promotion policy of the organization. I am satisfied with promotion policies of the organization Description Frequency Percentage Strongly agree 14 23.3333 Agree 32 53.3333 Neutral 5 8.33333
Disagree Strongly disagree Total
4 5 60
6.66667 8.33333 100
INTERPRETATION: The above table reveals that 23.33% of the employees are strongly agree that they are satisfied with promotion
policy. 53.33% of the employees are agree that they are satisfied with promotion policy. 8.33% of the employees are neutral about the fact that they are satisfied with promotion
policy. 6.67% of the employees are disagree about the fact that they are satisfied with promotion
policy. 8.33% of the employees are strongly disagree that they are satisfied with promotion
policy.
103 SIMPLE PERCENTAGE TABLE – 42 Table showing opinion of the employee that they are rewarded for their innovative ideas. Description Strongly agree Agree
I am rewarded for the innovative ideas Frequency Percentage 3 5 35 58.3333
Neutral Disagree Strongly disagree Total
10 7 5 60
16.6667 11.6667 8.33333 100
INTERPRETATION: The above table reveals that 5% of the employees are strongly agree that they are rewarded for their innovative ideas.
58.33% of the employees are agree that they are rewarded for their innovative ideas. 16.67% of the employees are neutral about the fact that they are rewarded for their
innovative ideas. 11.67% of the employees are disagree about the fact that they are rewarded for their
innovative ideas. 8.33% of the employees are strongly disagree that they are rewarded for their innovative
ideas.
104 SIMPLE PERCENTAGE TABLE – 43 Table showing opinion of the employee that they are rewarded for their performance as a motivational technique. Description Strongly agree
I am rewarded for my performance Frequency Percentage 6 10
Agree Neutral Disagree Strongly disagree Total
35 10 5 4 60
58.3333 16.6667 8.33333 6.66667 100
INTERPRETATION: The above table reveals that 10% of the employees are strongly agree that they are rewarded for their performance.
58.33% of the employees are agree that they are rewarded for their performance. 16.67% of the employees are neutral about the fact that they are rewarded for their
performance. 8.33% of the employees are disagree about the fact that they are rewarded for their
performance. 6.67% of the employees are strongly disagree that they are rewarded for their
performance.
105 SIMPLE PERCENTAGE TABLE – 44 Table showing opinion of the employee about transport facility. The organization has adequate transport facility Description Frequency Percentage Strongly agree 51 85
Agree Neutral Disagree Strongly disagree Total
9 0 0 0 60
15 0 0 0 100
INTERPRETATION: The above table reveals that 85% of the employees are strongly agree that organization has adequate transport facility. 15% of the employees are agree that organization has adequate transport facility. 0% of the employees are neutral about the fact that organization has adequate transport
facility. 0% of the employees are disagree about the fact that organization has adequate transport
facility. 0% of the employees are strongly disagree that organization has adequate transport
facility.
106 SIMPLE PERCENTAGE TABLE – 45 Table showing opinion of the employee about medical facilities. Description
The organization has adequate medical facilities Frequency Percentage
Strongly agree Agree Neutral Disagree Strongly disagree Total
44 16 0 0 0 60
73.3333 26.6667 0 0 0 100
INTERPRETATION: The above table reveals that 73.33% of the employees are strongly agree that organization has adequate medical facility. 26.67% of the employees are agree that organization has adequate medical facility. 0% of the employees are neutral about the fact that organization has adequate medical
facility. 0% of the employees are disagree that organization has adequate medical facility. 0% of the employees are strongly disagree that organization has adequate medical
facility.
107 SIMPLE PERCENTAGE TABLE – 46 Table showing opinion of the employee that they are provided with benefits for their family. Description
I am provided by benefits for the family Frequency Percentage
Strongly agree Agree Neutral Disagree Strongly disagree Total
35 25 0 0 0 60
58.333333 41.666667 0 0 0 100
INTERPRETATION: The above table reveals that 58.33% of the employees are strongly agree that they are provided with benefits for the family. 41.67% of the employees are agree that they are provided with benefits for the family. 0% of the employees are neutral about the fact that they are provided with benefits for
the family. 0% of the employees are disagree about the fact that they are provided with benefits for
the family. 0% of the employees are strongly disagree that they are provided with benefits for the
family.
108 SIMPLE PERCENTAGE TABLE – 47 Table showing opinion of the employee about refreshment facilties. Description
I’m satisfied with the refreshment facilities Frequency Percentage
Strongly agree Agree Neutral Disagree Strongly disagree Total
20 23 13 0 4 60
33.333333 38.333333 21.666667 0 6.6666667 100
INTERPRETATION: The above table reveals that 33.33% of the employees are strongly agree that they are satisfied with refreshment
facility. 38.33% of the employees are agree that they are satisfied with refreshment facility. 21.67% of the employees are neutral about the fact that they are satisfied with
refreshment facility. 0% of the employees are disagree about the fact that they are satisfied with refreshment
facility. 6.67% of the employees are strongly disagree that they are satisfied with refreshment
facility.
109 SIMPLE PERCENTAGE TABLE – 48 Table showing opinion of the employee about rest room and lunch room We are provided with the rest and lunch room and they are good enough
Description Strongly agree Agree Neutral Disagree Strongly disagree Total
Frequency 33 17 4 4 2 60
Percentage 55 28.3333 6.66667 6.66667 3.33333 100
INTERPRETATION: The above table reveals that 55% of the employees are strongly agree that rest room and lunch room are good enough. 28.33% of the employees are agree that rest room and lunch room are good enough. 6.67% of the employees are neutral about the fact that rest room and lunch room are
good enough. 6.67% of the employees are disagree about the fact that rest room and lunch room are
good enough. 3.33% of the employees are strongly disagree that rest room and lunch room are good
enough.
110 SIMPLE PERCENTAGE TABLE – 49 Table showing opinion of the employees about parking facility.
Parking facilities provided for our vehicles are satisfactory Description Frequency Percentage Strongly agree 37 61.6667 Agree 16 26.6667 Neutral 4 6.66667 Disagree 3 5 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 61.67% of the employees are strongly agree that parking facility is satisfactory. 26.67% of the employees are agree that parking facility is satisfactory. 6.67% of the employees are neutral about the fact that parking facility is satisfactory. 5% of the employees are disagree about the fact that parking facility is satisfactory. 0% of the employees are strongly disagree that parking facility is satisfactory.
111 SIMPLE PERCENTAGE TABLE – 50 Table showing opinion of the employees about first aid faciltiy Description
I’m satisfied with the first aid facilities Frequency Percentage
Strongly agree Agree Neutral Disagree Strongly disagree Total
33 24 3 0 0 60
55 40 5 0 0 100
INTERPRETATION: The above table reveals that 55% of the employees are strongly agree that they are satisfied with first aid facility. 40% of the employees are agree that they are satisfied with first aid facility. 5% of the employees are neutral about the fact that they are satisfied with first aid
facility. 0% of the employees are disagree about the fact that they are satisfied with first aid
facility. 0% of the employees are strongly disagree that they are satisfied with first aid facility.
112 SIMPLE PERCENTAGE TABLE – 51 Table showing opinion of the employees about loan facility and other welfare benefits. Satisfied with Loan facilities and other personal welfare benefits offered by company Description Frequency Percentage Strongly agree 21 35 Agree 35 58.3333
Neutral Disagree Strongly disagree Total
4 0 0 60
6.66667 0 0 100
INTERPRETATION: The above table reveals that 35% of the employees are strongly agree that they are satisfied with loan facility and
other personal welfare benefits offered by the company. 58.33% of the employees are agree that they are satisfied with loan facility and other personal welfare benefits offered by the company. 6.67% of the employees are neutral about the fact that they are satisfied with loan facility
and other personal welfare benefits offered by the company. 0% of the employees are disagree about the fact that they are satisfied with loan facility
and other personal welfare benefits offered by the company. 0% of the employees are strongly disagree that they are satisfied with loan facility and
other personal welfare benefits offered by the company.
113 SIMPLE PERCENTAGE TABLE – 52 Table showing opinion of the employees regarding job security. Description
My organization provides me job security Frequency Percentage
Strongly agree Agree Neutral Disagree Strongly disagree Total
19 41 0 0 0 60
31.666667 68.333333 0 0 0 100
INTERPRETATION: The above table reveals that 31.67% of the employees are strongly agree that organization provides job security.
68.33% of the employees are agree that organization provides job security. 0% of the employees are neutral about the fact that organization provides job security. 0% of the employees are disagree about the fact that organization provides job security. 0% of the employees are strongly disagree that organization provides job security.
114 SIMPLE PERCENTAGE TABLE – 53 Table showing opinion of the employees about the criteria of job security. My job security is based on my performance Description Frequency Percentage Strongly agree 18 30 Agree 35 58.3333
Neutral Disagree Strongly disagree Total
1 3 3 60
1.66667 5 5 100
INTERPRETATION: The above table reveals that 30% of the employees are strongly agree that job security is based on their performance.
58.33% of the employees are agree that job security is based on their performance. 1.67% of the employees are neutral about the fact that job security is based on their
performance. 5% of the employees are disagree about the fact that job security is based on their
performance. 5% of the employees are strongly disagree that job security is based on their
performance.
115 SIMPLE PERCENTAGE TABLE – 54 Table showing opinion of the employees about the basic principal on which job security is provided to the employee. The job security is based on workers welfare principle Description Frequency Percentage Strongly agree 20 33.333333 Agree 39 65
Neutral Disagree Strongly disagree Total
1 0 0 60
1.6666667 0 0 100
INTERPRETATION: The above table reveals that 33.33% of the employees are strongly agree that job security is based on workers
welfare principle. 65% of the employees are agree that job security is based on workers welfare principle. 1.67% of the employees are neutral about the fact that job security is based on workers
welfare principle. 0% of the employees are disagree about the fact that job security is based on workers
welfare principle. 0% of the employees are strongly disagree that job security is based on workers welfare
principle. 116 SIMPLE PERCENTAGE TABLE – 55 Table showing opinion of the employees about workers participation in management decisions. Workers are given due recognition in the management decisions Description Frequency Percentage Strongly agree 9 15 Agree 37 61.666667
Neutral Disagree Strongly disagree Total
6 6 2 60
0 10 3.3333333 100
INTERPRETATION: The above table reveals that
15% of the employees are strongly agree that workers are given due recognition in management decisions.
61.66% of the employees are agree that workers are given due recognition in management decisions. 10% of the employees are neutral about the fact that workers are given due recognition
in management decisions. 10% of the employees are disagree about the fact that workers are given due recognition
in management decisions. 3.33% of the employees are strongly disagree that workers are given due recognition in
management decisions. 117 SIMPLE PERCENTAGE TABLE – 56 Table showing opinion of the employees about decision making standards and plans of the organization. Satisfied with the decision making standards and plans of the organization Description Frequency Percentage
Strongly agree Agree Neutral Disagree Strongly disagree Total
14 34 9 3 0 60
23.3333 56.6667 15 5 0 100
INTERPRETATION: The above table reveals that 23.33% of the employees are strongly agree that they are satisfied with decision making
standards and plans of the organization. 56.67% of the employees are agree that they are satisfied with decision making standards and plans of the organization. 15% of the employees are neutral about the fact that they are satisfied with decision
making standards and plans of the organization. 5% of the employees are disagree about the fact that they are satisfied with decision
making standards and plans of the organization. 0% of the employees are strongly disagree that they are satisfied with decision making
standards and plans of the organization. 118 SIMPLE PERCENTAGE TABLE – 57 Table showing opinion of the employees that their suggestions are given due importance in decision making process and for implementing any change in their respective department. Opinion given is due importance in decision making & for any change in respective department
Description Strongly agree Agree Neutral Disagree Strongly disagree Total
Frequency 17 31 8 4 0 60
Percentage 28.333333 51.666667 13.333333 6.6666667 0 100
INTERPRETATION: The above table reveals that 28.33% of the employees are strongly agree that opinion given is due importance in
decision making and for any change in respective department. 51.67% of the employees are agree that opinion given is due importance in decision
making and for any change in respective department. 13.33% of the employees are neutral about the fact that opinion given is due importance
in decision making and for any change in respective department. 6.67% of the employees are disagree about the fact that opinion given is due importance
in decision making and for any change in respective department. 0% of the employees are strongly disagree that opinion given is due importance in
decision making and for any change in respective department. 119 SIMPLE PERCENTAGE TABLE – 58 Table showing opinion of the employees regarding effectiveness of grievance handling procedure.
The grievance handling procedure is effective Description Frequency Percentage Strongly agree 8 13.333333 Agree 46 76.666667 Neutral 6 10 Disagree 0 0 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 13.33% of the employees are strongly agree that the grievance handling procedure is
effective. 76.67% of the employees are agree that the grievance handling procedure is effective. 10% of the employees are neutral about the fact that the grievance handling procedure is
effective. 0% of the employees are disagree about the fact that the grievance handling procedure is
effective. 0% of the employees are strongly disagree that the grievance handling procedure is
effective. 120 SIMPLE PERCENTAGE TABLE – 59
Table showing opinion of the employees that they are able to freely communicate their grievances. I am able to freely communicate my grievance Description Frequency Percentage Strongly agree 14 23.3333 Agree 44 73.3333 Neutral 2 3.33333 Disagree 0 0 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 23.33% of the employees are strongly agree that they are able to freely communicate
their grievance. 73.33% of the employees are agree that they are able to freely communicate their grievance. 3.33% of the employees are neutral about the fact that they are able to freely
communicate their grievance. 0% of the employees are disagree about the fact that they are able to freely communicate
their grievance. 0% of the employees are strongly disagree that they are able to freely communicate their
grievance. 121
SIMPLE PERCENTAGE TABLE – 60 Table showing opinion of the employees about awareness of employees regarding the quality standards adopted by the company. I am aware of the quality standards of the organization Description Frequency Percentage Strongly agree 41 68.333333 Agree 19 31.666667 Neutral 0 0 Disagree 0 0 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 68.33% of the employees are strongly agree that they are aware of the quality standards of the organization. 31.67% of the employees are agree that they are aware of the quality standards of the
organization. 0% of the employees are neutral about the fact that they are aware of the quality
standards of the organization. 0% of the employees are disagree about the fact that they are aware of the quality
standards of the organization. 0% of the employees are strongly disagree that they are aware of the quality standards of
the organization. 122
SIMPLE PERCENTAGE TABLE – 61 Table showing opinion of the employees whether they are satisfied with the ISO/QS certification of the company. I am satisfied with the ISO/QS Certificate of the company Description Frequency Percentage Strongly agree 40 66.6667 Agree 20 33.3333 Neutral 0 0 Disagree 0 0 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 66.67% of the employees are strongly agree that they are satisfied with the ISO/QS certificate of the company. 33.33% of the employees are agree that they are satisfied with the ISO/QS certificate of
the company. 0% of the employees are neutral about the fact that they are satisfied with the ISO/QS
certificate of the company. 0% of the employees are disagree about the fact that they are satisfied with the ISO/QS
certificate of the company. 0% of the employees are strongly disagree that they are satisfied with the ISO/QS
certificate of the company.
123 SIMPLE PERCENTAGE TABLE – 62 Table showing opinion of the employees about the adaptability of employees with changes due to ISO/QS certification. I am adaptable to the changes due to ISO/QS certification Description Frequency Percentage Strongly agree 37 61.666667 Agree 21 35 Neutral 2 3.3333333 Disagree 0 0 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 61.67% of the employees are strongly agree that they are adaptable to changes due to ISO/QS certification. 35% of the employees are agree that they are adaptable to changes due to ISO/QS
certification. 3.33% of the employees are neutral about the fact that they are adaptable to changes due
to ISO/QS certification. 0% of the employees are disagree about the fact that they are adaptable to changes due to
ISO/QS certification. 0% of the employees are strongly disagree that they are adaptable to changes due to
ISO/QS certification.
124 SIMPLE PERCENTAGE TABLE – 63 Table showing opinion of the employees whether they are happy to changes in the company or not. I am happy and acceptable to the changes Description Frequency Percentage Strongly agree 23 38.333333 Agree 35 58.333333 Neutral 2 3.3333333 Disagree 0 0 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 38.33% of the employees are strongly agree that they are happy and acceptable to
changes. 58.33% of the employees are agree that they are happy and acceptable to changes. 3.33% of the employees are neutral about the fact that they are happy and acceptable to
changes. 0% of the employees are disagree about the fact that they are happy and acceptable to
changes. 0% of the employees are strongly disagree that. they are happy and acceptable to
changes.
125 SIMPLE PERCENTAGE TABLE – 64 Table showing opinion of the employees regarding their willingness to work in the company. I love my job and to work in this organization Description Strongly agree Agree Neutral Disagree Strongly disagree Total
Frequency 44 11 5 0 0 60
Percentage 73.333333 18.333333 8.3333333 0 0 100
INTERPRETATION: The above table reveals that 73.33% of the employees are strongly agree that they their job and to work in PCCPL. 18.33% of the employees are agree that they their job and to work in PCCPL. 8.33% of the employees are neutral about the fact that they their job and to work in
PCCPL. 0% of the employees are disagree about the fact that they their job and to work in
PCCPL. 0% of the employees are strongly disagree that they their job and to work in PCCPL.
126
SIMPLE PERCENTAGE TABLE – 65 Table showing opinion of the employees that their work life is meaningful. My work life is meaningful Description Strongly agree Agree Neutral Disagree Strongly disagree Total
Frequency 44 11 5 0 0 60
Percentage 73.3333 18.3333 8.33333 0 0 100
INTERPRETATION: The above table reveals that 73.33% of the employees are strongly agree that their work life is meaningful. 18.33% of the employees are agree that their work life is meaningful. 8.33% of the employees are neutral about the fact that their work life is meaningful. 0% of the employees are disagree about the fact that their work life is meaningful. 0% of the employees are strongly disagree that their work life is meaningful.
127 SIMPLE PERCENTAGE TABLE – 66
Table showing opinion of the employees that how valuable their work is for the company. I consider that my work is valuable in attaining organizational goals Description Frequency Percentage Strongly agree 27 45 Agree 33 55 Neutral 0 0 Disagree 0 0 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 45% of the employees are strongly agree that they consider their work is valuable in
attaining organizational goals. 55% of the employees are agree that they consider their work is valuable in attaining organizational goals. 0% of the employees are neutral about the fact that they consider their work is valuable
in attaining organizational goals. 0% of the employees are disagree about the fact that they consider their work is valuable
in attaining organizational goals. 0% of the employees are strongly disagree that they consider their work is valuable in
attaining organizational goals.
128 SIMPLE PERCENTAGE TABLE – 67
Table showing opinion of the employees regarding the opportunities to use their ability. I have adequate opportunity to use my ability Description Frequency Percentage Strongly agree 34 56.666667 Agree 18 30 Neutral 6 10 Disagree 2 3.3333333 Strongly disagree 0 0 Total 60 100
INTERPRETATION: The above table reveals that 56.67% of the employees are strongly agree that they have adequate opportunity to use their ability. 30% of the employees are agree that they have adequate opportunity to use their ability. 10% of the employees are neutral about the fact that they have adequate opportunity to
use their ability. 3.33 of the employees are disagree about the fact that they have adequate opportunity to
use their ability. 0% of the employees are strongly disagree that they have adequate opportunity to use
their ability.
129 SIMPLE PERCENTAGE TABLE – 68
Table showing opinion of the employees about their overall satisfaction level in the company. Description Strongly agree Agree Neutral Disagree Strongly disagree Total
Overall, I’m satisfied with my job Frequency Percentage 45 75 10 16.6667 5 8.33333 0 0 0 0 60 100
INTERPRETATION: The above table reveals that 75% of the employees are strongly agree that they are overall satisfied with their job in PCCPL. 16.67% of the employees are agree that they are overall satisfied with their job in
PCCPL. 8.33% of the employees are neutral about the fact that they are overall satisfied with
their job in PCCPL. 0% of the employees are disagree that they are overall satisfied with their job in PCCPL. 0% of the employees are strongly disagree that they are overall satisfied with their job in
PCCPL.
130
4. B) DATA ANALYSIS WITH TWO WAY TABLE TWO WAY TABLE – 1 Relationship Between Gender And Level Of Satisfaction Gender
Male Female Total
Highly Satisfied
level of satisfaction Medium Satisfaction
Total Low Satisfaction
10 (18%) 1 (20%) 11
35 (64%) 1(20%) 36
10 (18%) 3 (60%) 13
55 5 60
INFERENCE: From the above table the percentage of highly satisfied is in female group followed by the male group. The percentage of medium satisfied is high in males and low satisfied again is highest in female group. TWO WAY TABLE – 2 Relationship Between Marital Status And Level Of Satisfaction Marital Status Married Unmarried Total
level of satisfaction Highly Satisfied Medium Satisfaction
Low Satisfaction
9 (16%) 2 (40%) 11
12 (22%) 1 (20%) 13
34 (62%) 2 (40%) 36
Total 55 5 60
INFERENCE: The above table reveals that the percentage of highly satisfied is in unmarried group followed by married group. And in medium and low satisfaction highest percentage is in married group and followed by unmarried group.
131 TWO WAY TABLE – 3
Relationship Between Age And Level Of Satisfaction Age Young Age Middle Age Old Age Total
Highly Satisfied
level of satisfaction Medium Satisfaction
Low Satisfaction
Total
1 (33.33%) 7 (15%) 3 (33%) 11
1 (33.33%) 30 (62%) 5 (56%) 36
1 (33.33%) 11 (23%) 1 (11%) 13
3 48 9 60
INFERENCE: The above table reveals that the percentage of highly satisfied is in the Young age group (33.33%) and 33 % of highly satisfied in the old age group and followed by Middle age group. And in medium satisfaction 62% is the highest percentage in middle age group and followed by old age group with 56% of satisfaction. The highest percentage of 33.33% in low satisfaction is in young age group. TWO WAY TABLE – 4 Relationship Between Qualification And Level Of Satisfaction Qualification
level of satisfaction Highly Satisfied Medium Satisfaction School Level 5 (12%) 29 (67%) Graduate 5 (36%) 7 (50%) Post Graduate 1 (33%) 0 Total 11 36
Total Low Satisfaction 9 (21%) 2 (14%) 2 (67%) 13
43 14 3 60
INFERENCE: From the above table the percentage of highly satisfied is more among the respondents of graduate level group and followed by the post graduate group. The percentage of medium satisfied is highest among the respondents of graduate level group. And the percentage of low satisfaction is highest among the post graduate level group i.e. 67%.
132 TWO WAY TABLE – 5 Relationship Between Experience And Level Of Satisfaction Experience
level of satisfaction
Total
Highly
Medium
Low
Satisfied Less than or Equal to 5 years 2 (28.5%) 6 years - 10 years 2 (16.7%) More than or Equal to 11 years 7 (17.1%)
Satisfaction 2 (28.5%) 8 (66.6%) 26 (63.4%)
Satisfaction 3 (43%) 2 (16.7%) 8 (19.5%)
7 12 41
Total
36
13
60
11
INFERENCE: The above table reveals that the respondents having less than or equal to 5 years of experience have derived highest satisfaction level with 28.5%. The percentage of medium satisfaction is high in the category of 6 years - 10 years group i.e. 66.6%. And in low satisfaction level again the percentage of less than or equal to 5 years of experience is high i.e. 43%. TWO WAY TABLE – 6 Relationship Between Experience And Level Of Satisfaction Monthly Salary
level of satisfaction Medium Low
Highly
Total
Satisfied Less than or Equal to Rs. 10000 3 (43%) Rs. 10001 - Rs. 15000 1 (5%) More than or Equal to Rs 15001 7 (20%)
Satisfaction 2 (28.5%) 15 (79%) 19 (56%)
Satisfaction 2 (28.5%) 3 (16%) 8 (24%)
7 19 34
Total
36
13
60
11
INFERENCE: From the above table the percentage of highly satisfied respondents is more in the group with less than or equal to Rs. 10000 monthly salary i.e. 43%. It was followed by the groups of more than or equal to Rs. 15001 i.e. 20%. In medium satisfaction the highest percentage is in Rs.10,001 – Rs.15,000 group i.e. 79%. 133
4. C) DATA ANALYSIS WITH CHI-SQUARE TEST OR TEST OF HYPOTHESIS CHI-SQUARE TEST: Chi-square test is applied to test the goodness of fit, to verify the distribution of observed data with assumed theoretical distribution. Therefore it is a measure to study the divergence of actual
and expected frequencies; Karl Pearson’s has developed a method to test the difference between the theoretical (hypothesis) & the observed value. Chi – square test (X2) = (O – E) 2/E Degrees Of Freedom = V = (R – 1) (C -1) Were, ‘O’ = Observed Frequency ‘E’ = Expected Frequency ‘R’ = Number of Rows ‘C’ = Number of Columns For all the chi-square test the table value has taken @ 5% level of significance. CHI – SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE GENDER AND LEVEL OF SATISFACTION. Hypothesis: 1 HO: There is no significant relationship between gender and level of satisfaction. O 10 1 35 1 10 3
E 10.1 0.9 33 3 11.9 1.1
(O-E) -0.1 0.1 2 -2 -1.9 1.9
(O-E)2 0.01 0.01 4 4 3.61 3.61 Total
(O-E)2/E 0.00099 0.01111 0.12121 1.33333 0.30336 3.28182 5.05183
Degree of freedom - 2 Table value – 5.99 Calculated value – 5. 05183 Since the calculated value is less than the table value. So the Null hypothesis is accepted. Hence, there is no significant relationship between gender and level of satisfaction.
134 CHI – SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE MARITAL STATUS AND LEVEL OF SATISFACTION. Hypothesis: 2 HO: There is no significant relationship between marital status and level of satisfaction.
O 9 2 34 2 12 1
E 10.1 0.9 33 3 11.9 1.1
(O-E) -1.1 1.1 1 -1 0.1 -0.1
(O-E)2 1.21 1.21 1 1 0.01 0.01 Total
(O-E)2/E 0.1198 1.34444 0.0303 0.33333 0.00084 0.00909 1.83781
Degree of freedom - 2 Table value – 5.99 Calculated value – 1.83781 Since the calculated value is less than the table value. So the Null hypothesis is accepted. Hence, there is no significant relationship between marital status and level of satisfaction. CHI – SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE AGE AND LEVEL OF SATISFACTION. Hypothesis: 3 HO: There is no significant relationship between age and level of satisfaction. O 1 7 3 1 30 5 1 11 1
E 0.55 8.8 1.65 1.8 28.8 5.4 0.65 10.4 1.95
(O-E) 0.45 -1.8 1.35 -0.8 1.2 -0.4 0.35 0.6 -0.95
(O-E)2 0.2025 3.24 1.8225 0.64 1.44 0.16 0.1225 0.36 0.9025 Total
(O-E)2/E 0.36818 0.36818 1.10455 0.35556 0.05 0.02963 0.18846 0.03462 0.46282 2.96199 135
Degree of freedom - 4 Table value – 9.49 Calculated value – 2.96199 Since the calculated value is less than the table value. So the Null hypothesis is accepted. Hence, there is no significant relationship between age and level of satisfaction.
CHI – SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN
THE
EDUCATIONAL
QUALIFICATION
AND
LEVEL
OF
SATISFACTION. Hypothesis: 4 HO: There is no significant relationship between educational qualification and level of satisfaction. O 5 5 1 29 7 0 9 2 2
E 7.88 2.57 0.55 25.8 8.4 1.8 9.32 3.03 0.65
(O-E) -2.88 2.43 0.45 3.2 -1.4 -1.8 -0.32 -1.03 1.35
(O-E)2 8.2944 5.9049 0.2025 10.24 1.96 3.24 0.1024 1.0609 1.8225 Total
(O-E)2/E 1.05259 2.29763 0.36818 0.3969 0.23333 1.8 0.01099 0.35013 2.80385 9.31359
Degree of freedom - 4 Table value – 9.49 Calculated value – 9.31359 Since the calculated value is less than the table value. So the Null hypothesis is accepted. Hence, there is no significant relationship between educational qualification of employee and their level of satisfaction.
136 CHI – SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE EXPERIENCE AND LEVEL OF SATISFACTION. Hypothesis: 5 HO: There is no significant relationship between experience and level of satisfaction.
O 2 2 7 2 8 26 3 2 8
E 1.28 2.2 7.52 4.2 7.2 24.6 1.52 2.6 8.88
(O-E) 0.72 -0.2 -0.52 -2.2 0.8 1.4 1.48 -0.6 -0.88
(O-E)2 0.5184 0.04 0.2704 4.84 0.64 1.96 2.1904 0.36 0.7744 Total
(O-E)2/E 0.405 0.01818 0.03596 1.15238 0.08889 0.07967 1.44105 0.13846 0.08721 3.44681
Degree of freedom - 4 Table value – 9.49 Calculated value – 3.44681 Since the calculated value is less than the table value. So the Null hypothesis is accepted. Hence, there is no significant relationship between experience of employee and their level of satisfaction.
137 CHI – SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE MONTHLY SALARY AND LEVEL OF SATISFACTION. Hypothesis: 6 HO: There is no significant relationship between monthly salary and level of satisfaction.
O 3 1 7 2 15 19 2 3 8
E 1.28 3.48 6.24 4.2 11.4 20.4 1.52 4.12 7.36
(O-E) 1.72 -2.48 0.76 -2.2 3.6 -1.4 0.48 -1.12 0.64
(O-E)2 2.9584 6.1504 0.5776 4.84 12.96 1.96 0.2304 1.2544 0.4096 Total
(O-E)2/E 2.31125 1.76736 0.09256 1.15238 1.13684 0.09608 0.15158 0.30447 0.05565 7.06817
Degree of freedom - 4 Table value – 9.49 Calculated value – 7.06817 Since the calculated value is less than the table value. So the Null hypothesis is accepted. Hence, there is no significant relationship between monthly salary and level of satisfaction.
138
4. D) DESCRIPTIVE STATISTICS TABLE Sr. No. 1
Factors Work Environment And Nature of Work
Combined Remarks Mean 1.85 Good
2 3 4 5 6 7 8 9 10
Relationship With Seniors And Colleagues Communication And Motivation Training Program And Performance Appraisal System Pay And Promotion Welfare Facility Job Security Management Style And Grievance Handling Quality Policy Job Factors
139
CHAPTER - V 5. A) SUMMARY OF FINDINGS
1.68 1.66 2.18 2.1 1.55 1.78 2 1.43 1.44
Good Good Good Good Good Good Good Excellent Excellent
5. A.i) Findings from Simple Percentage Analysis and Descriptive Statistics 1) The number of male employees in the company is more with the percentage of 91.67%;
where as female employees are only 8.33%. 2) The percentage of married employees in the company is more i.e. 91.67% than the unmarried one. 3) Majority of the employees belongs to the age group of 26years-50years. 4) The data regarding the qualification of the employees’ shows that majority of the employees have studied only up to school level i.e. 73.33%, which is followed by graduates with 21.67%. The percentage level of post graduates is very low i.e. 5%. 5) Majority of employees experience with 68.33% have more than 11 years of experience. 6) Data collected to know the monthly salary of the employees depict that majority of the employee got monthly salary more than Rs. 15001 with 58.33%. 7) The respondents are satisfied with the environment and nature of work environment and nature of work as their mean value is near to 1.85 which is quite good. 8) The respondent’s relationship with the seniors and colleagues is also good as their mean value is 1.68 is an agreeable level. 9) Communication And Motivation of employees by their superiors also seems to be good as mean value is 1.66. 10) Study reveals that training program and performance appraisal system is good with an agreeable value of 2.18. 11) Employees are satisfied with pay and promotion with agreeable value of 2.1. 12) Welfare Facility provided by the company is also satisfactory with a good value of combined mean i.e. 1.55 13) Employees are also satisfied with job security provided by the company the mean value is 1.78; which is an agreeable level. 14) Management style and grievance handling system is good with agreeable value of mean i.e. 2. 15) Quality policy, employees awareness about it and employees acceptance level for changes is excellent with mean value 1.43. 140 16)
Job factors such as opportunities, quality of work life and overall satisfaction of
employee with regard to job is also excellent with mean value of 1.44.
5. A.ii) Findings from Two-Way Table
1) Highly satisfied employees are more among the female respondents than the male
respondents. 2) Highly satisfied employees are more among the unmarried persons than the married one. 3) Highly satisfied employees are more among the age group of young employee. 4) Highly satisfied employees are more among the graduate than the postgraduate
employees. 5) Highly satisfied employees are with less than 6 years of experience. 6) Highly satisfied employees are with less than Rs.10001/- income group.
5. A.iii) Finding from Chi- square analysis 1)
There is no significant relationship between gender and level of satisfaction.
2)
There is no significant relationship between marital status and level of satisfaction.
3)
There is no significant relationship between age and level of satisfaction.
4)
There is no significant relationship between educational qualification and level of satisfaction.
5)
There is no significant relationship between experience and level of satisfaction.
6)
There is no significant relationship between monthly salary and level of satisfaction.
5. A.iv) Findings from self observation 1) Some employees are not satisfied with promotion policy of the company.
2) Management is handicapped by strong labour union. 3) Some employees are not satisfied with their pay scale. 4) There is no training department in the organization. Thus, employees are not provided
with proper training from time to time. 5) The rest rooms are not properly maintained. 6) Workers are not multitasked. 7) Maximum selections in the company are based on the basis of previous employee
reference, thus company itself limits its scope of getting highly skilled employee. 8) Some employees take undue advantages of lenient policies of the management. 9) Employees do not inform the H.R. department well in time about their leaves and change
of shift timing. 141 10)
At present the HR department has been simply restricted to the salary making,
recording the attendance and house keeping etc. the Job responsibilities should be widened enough other than the administration work of the department
11)
MOCK GRILL is said to be an artificial situation created by the management so
as to make aware the employees as to how to act or what procedure and guidelines to follow in case of any uncertain and unwanted accidental or state of emergency. Mock grill enables the company employees so as to avoid panic behavior and follow the proper guideline in case of any emergency. But Right now at PCCPL it is not being properly conducted because all “the departments are instead informed regarding the date and time when the mock grill is to be conducted with the help of the circular. This is completely wrong.
5. B) SUGGESTIONS 1) Training department should be their in the company, if not possible then this
responsibility should be assigned to the Pilot Plant. So that when ever required training should be imparted to the employees under the simulated conditions. It will enhance performance of the employee and overall profitability of the company. By doing so the company can avert miss happenings, as it has faced in the month of April. 2) Most of the workers are school level. Since they have to work in a very risky
environment with dangerous chemicals, so their education level should be a little bit high. For this company should tie up with some trust or school to provide part time education to the employees. This will enhance their analytical ability, level of understanding and so on. This will help the employees in doing their work efficiently and effectively and thus ultimately enhance the growth of the company. 3) As mentioned above the management is handicapped by the strong labour union, due to
which some times it couldn’t take appropriate decisions. This might affect its profitability and also breach its code of conduct. The reason which I found behind it is that most of the selection in the company is based on the reference of the employees. Thus new employees have already close relations with the old one and instead of bringing some thing new with them they follow the same path. So in order to over come this problem I would strongly recommend that the number of selections on the basis of references should be reduced and direct recruitment and selecting should be encouraged. 142 4) Job rotation may be introduced to give the employees a diverse background.
5) Company should extend its scope of selection from reference of employees to other like campus placement, advertisements, e-recruitment etc.
6) Rest rooms should be maintained and cleaned properly. 7) Some employees are not satisfied with the promotion policy. They complained against
the diplomatic behavior of their seniors. Thus they suggest that promotions should be given only in genuine and fair cases and not on the basis of references of the respective heads or on the basis of liking towards any specific employee. 8) As per the company law, every company especially working in pharmaceutical or
chemical based company a safety officer if possible and one HR head should conduct the MOCK GRILL with knowledge of the technical head. But “when the MOCK GRILL to be conducted it should be not being disclosed to other departments as such the real state of the organization in case of emergency will not come out in true state.” Hence as per the research study I would strongly recommend that MOCKL GRILL should be conducted in a proper and a systematic manner and not just for the sake of completion of a formality. 9) Another way through which the HR can become more effective is by engaging the
department into other activities other than housekeeping, salary making or other admin work. Sessions like reader’s Session and meditational sessions. Such activities will not only help the HR department to come up with a change in its day to day activities but the employees too will get a change to get a kind of stable state of mind, peace of mind and would like to share their knowledge with each other. The employees will come to know facts that they didn’t knew earlier. Not only this but a Gathering Sessions can be conducted where the employees can come with their families and this will help to create a sense of close bonding with each other and ultimately a sense of belongingness. 10)
It has been found that as such in spite that the GUTKHAS AND PANMASALAS
are not allowed in the organizational premises and strictly not in the plant area still employees carry such restrictive materials in the company as well as in the plant. Apart from this mobile phones are also not allowed in the plant area as such the vibrations of the mobiles in certain sensitive areas cause severe effect on the material being manufactured. 143 Hence as per the research study for around I would strongly recommend that the entry of prohibited eatables should not be allowed to the company premises. This is the
responsibility of the security so as to conduct the checking at the security gate properly so that mobile phones or other restricted eatables are not made to enter the company premises. For this I would strongly recommend that smoking censors or the mobile censors should be implanted in the plant areas so that continuous watch can be kept over the workers as well as the unauthorized staff members who carry cell phones or restricted eatables in the plant premises.
144 5. C) CONCLUSION
It was a wonderful experience for me to be a part of PCCPL for around two month and working on a research project for the company was a tremendously excellent experience that made me learn various aspects of an organization, areas of concern for an organization, art of not just surviving but proving its potential and extra caliber at time to time in the Indian corporate sector. I hope the organization will be benefited from this survey and with the help of the suggestions given the organization can improve its working further more and the overall satisfaction level in the organization might increase up to the excellent level. The workers of the firm are more satisfied comparing to the staffs. Hence more focus should be given in the satisfaction level of the employees in the staffs level.
The study on
employee’s satisfaction at PCCPL is cased out with full co-operation of the employees and management. As far as possible with in the given limits the study is completed with the satisfaction of many peoples. The data collected are analyzed scientifically and the results obtained are free to nearly 80%. It is assured that the company may get high boosted moral in the organization provided some of the suggestions made in the report are carried out. The suggestion to set up a training department will definitely reduce the number of miss happenings. Further from this survey I hope the organization will be benefited and with the help of the suggestions given the organization can improve its functioning and the overall satisfaction level in the organization and its performance will increase. Overall I will rate Punjab Chemicals and Crop Protection Limited in “A” category companies. PCCPL through its highly ethical values not only climbing the ladder of growth year by year but also fulfilling its responsibilities towards its employees and society.
145
APPENDIX 1) Glossary of Terms 2) Abbreviations 3) Questionnaire
146
1) Glossary of Terms
1)
Contentment, 1
2)
Impulse, 1
3)
Consideration-style-leadership, 12
4)
Rudimentary, 14
5)
Synthetic dyestuffs, 14
6)
Offshore, 14
7)
Toiletries, 15
8)
Varnishes, 15
9)
Basic Chemicals, 16
10)
Specialty Chemicals, 16
11)
Knowledge Segment, 16
12)
Membrane Cell Technology, 20
13)
Downstream chemicals, 27
14)
Green Revolution, 31
15)
Bio-degradable pesticides, 32
16)
Fungicides, 32
17)
Nimpith, 32
18)
Niche product, 32
19)
Agrochemicals, 34
20)
Debottlenecking, 37
21)
Floriculture, 50
22)
Contract Manufacturing, 53
147
2) Abbreviations 1) PCCPL
- Punjab Chemicals and Crop Protection Limited
2) FTA
- Free Trade Agreements
3) ADIL
- Alpha Drugs India
4) GDP
- Gross Domestic Production
5) SEZ
- Special Economic Zone
6) PCPIR
- Petrochemicals & Petroleum Investment Region
7) CWC
- Chemical Weapons Convention
8) OPCW
- Organization for Prohibition of Chemical Weapons
9) R&D
- Research and Development
10)
GDR
- Global Depository Receipts
11)
FCCB
- Foreign Currency Convertible Bonds
12)
EPS
- Earning Per Share
13)
GMP's
- Good Manufacturing Practices
14)
DC&PC
- Department of Chemicals & Petrochemicals
15)
UNDP
- United Nations Development Programme
16)
OCPF
- Other Chemical Production Facilities
17)
CSIR
- Council for Scientific and Industrial Research
18)
NCL
- National Chemical Laboratory
19)
NOCIL
- National Organic Chemicals Industries Limited
20)
IICT
- Indian Institute of Chemical Technology
21)
RRl
- Regional Research Laboratory
22)
EBIDTA
- Earning before Interest, Depreciation, Tax and Amortization
23)
SSI
- Small Scale Industries
24)
MTA
- Metric Tone per Annum
25)
GATT
- General Agreement on trade and tariff.
26)
MOSPI
- Ministry of Statistics and Program Implementation
27)
PSIDC
- Punjab State Industrial Development Corporation
28)
DEO
- Di-ethyl Oxalate
29)
CARG
- Compound annual growth rate
30)
IIP
- Index of Industrial Production
148
3) Questionnaire “A study on employee welfare and satisfaction in Punjab Chemicals and Crop Protection Limited” The purpose of collecting such information is to know the level of satisfaction among the employees of Punjab Chemicals and Crop Protection Limited. Further it will also help to know the various job related and personal factors and their extent to which they affect the satisfaction level of employees, so that meaningful conclusions and suggestions could be made in order to make the human resource policies and practices of the company more effective and efficient. Dear respondents, Your Co-operation in the context shall go a long way helping me to draw conclusive inferences for which I shall be grateful. Note: Following are the questions that are to be duly filled up by the candidate. It is being strongly assured that secrecy shall be maintained at all the levels of this research and the identity of respondent will not be revealed. It is simply a part of research project which is to be submitted to Lovely Professional University in the partial fulfillment of the requirements for the award of the degree of Master of Business Administration. Name of the employee
:
__________________________________
Employee code
:
__________________________________
Designation
:
__________________________________
Name of the department
:
__________________________________
Please tick (
Part – A (General Information) ) at the appropriate place.
1. Gender
:
Male
Female
2. Marital status
:
Married
Single
3. Age. 25 years 26-50 years 50 years
5. Your experience in PCCPL.
4. Educational qualification. School level : Graduate Post Graduate
6. Monthly salary.
5 years 6-10 years
Rs. 10000 Rs. 10001-Rs. 15000
11 years
Rs. 15001
149 Please indicate your level of agreement in connection with the following factors: 1= Strongly Agree, 2= Agree, 3= Neutral, 4= Disagree, 5=Strongly Disagree S. No. 7. 8. 9. 10. 11. 12. 13. 14. 15.
Part – B (Work Environment And Nature Of Work) Particulars 1 2 Your work is very challenging one I feel I have too much work to do Working hours are convenient for me I’m happy with my work place Adequate rest intervals are given Management builds and maintains work relationship Provided with sufficient tools and equipments needed to do my work I’m satisfied with the safety measures provided by my company The lighting and other arrangements are satisfactory I am mentally and/or physically exhausted at the end of a day at work
Part – C (Relationship With Seniors And Colleagues) 1 S. No. Particulars 16. I have proper superiors assistance 17. My boss considers my ideas too while making decision 18. I am appreciated for my performances 19. My boss is not partial 20. My Participation is welcomed 21. I can easily approach my superiors 22. Superiors are competent enough to guide
3
4
5
2
3
4
5
2
3
4
5
23. The colleagues of the organization are friendly 24. The colleagues are helpful in nature 25. All the workers share their Know-how Part – D (Communication And Motivation) S. No. Particulars I feel that my Boss motivate me to achieve the organization 26. goal My supervisor motivates me to increase my efficiency at 27. times when I’m not productive 28. Communication seems good within this organization
1
29. Work assignments are explained clearly to me
150 Part – E (Training Program And Performance Appraisal System) S. No. Particulars
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
30. I am satisfied with the training programs provided to us 31. Training is given whenever needed 32. Training provided is useful 33. The training increases the performance I am satisfied with organization's techniques for evaluating 34. my performance The appraisal policy of the organization improves the 35. performance Performance appraisal of the employee is not effected by 36. personal biasness Part – F (Pay And Promotion) S. No. Particulars 37. 38.
I feel I’m being paid a fair amount for my work
39.
I am provided with commensurate salary Our wages are at par with the wages in the industry
40.
I’m satisfied with allowances provided by the organization
41.
I am satisfied with promotion policies of the organization
42.
I am rewarded for the innovative ideas
43.
I am rewarded for my performance Part – G (Welfare Facility)
S. No. Particulars 44.
The organization has adequate transport facility
45.
The organization has adequate medical facilities
46. 47.
I am provided by benefits for the family I’m satisfied with the refreshment facilities
48.
We are provided with the rest and lunch room and they are good enough
49.
Parking facilities provided for our vehicles are satisfactory
50.
I’m satisfied with the first aid facilities
51.
I’m satisfied with the Loan facilities and other personal welfare benefits offered by company Part – H (Job Security)
S. No. 52. 53. 54.
Particulars My organization provides me job security My job security is based on my performance The job security is based on workers welfare principle
1
2
3
4
5
2
3
4
5
1
2
3
4
5
1
2
3
4
5
151
S. No. 55. 56. 57. 58. 59.
Part – I (Management Style And Grievance Handling) 1 Particulars Workers are given due recognition in the management decisions I am satisfied with the decision making standards and plans of the organization Opinion given is due importance in decision making and for any change in respective department The grievance handling procedure is effective I am able to freely communicate my grievance Part – J (Quality Policy)
S. No. 60. 61. 62. 63.
Particulars I am aware of the quality standards of the organization I am satisfied with the ISO/QS Certificate of the company I am adaptable to the changes due to ISO/QS certification I am happy and acceptable to the changes Part – K (Job Factors)
S. No. Particulars 64. I love my job and to work in this organization 65. My work life is meaningful I consider that my work is valuable in attaining 66. organizational goals 67. I have adequate opportunity to use my ability 68. Overall, I’m satisfied with my job Any Suggestion:
______________________________________________________________________________ ______________________________________________________________________________
______________________________________________________________________________ ______________________________________________________________________________
Date: ____________________
Signature: ____________________
Thanks for your valuable time and response.
152
REFERENCES [1]…. DeWayne P. Frazier, 2009, Job Satisfaction of International Educators, Volume-xxii, Boca Raton Publishers, Florida (USA), pp-2. [2]…. DeWayne P. Frazier, 2009, Job Satisfaction of International Educators, Volume-xxii, Boca Raton Publishers, Florida (USA), pp-2. [3]…. Ram Nath Sharma, S.S. Chandra, Atlantic Publishers & Distributors (P) Ltd., India, http://books.google.co.in/books?id=ilptIa2gA2AC&printsec=frontcover&source=gbs _navlinks_s#v=onepage&q=&f=false [4]…. Edward J. Inderrieden, Timothy J. Keaveny, Robert E. Allen, Marquettte University, Milwaukee, http://www.springerlink.com/content/xnk5017325022t80/fulltext.pdf [5]…. Cheryl D. Krossa, Lawrence Livermore National Laboratory, University of California, California, http://www.osti.gov/bridge/servlets/purl/508727-EoClLW/webviewable/ 508727.pdf [6]…. Steven W. Schmidt, Indiana University, Indianapolis, https://scholarworks.iupui.edu/bitstream/handle/1805/276/Schmidt.pdf?sequence=1 [7]…. Ayaz Khan, Qurtuba University of Science & IT, Pakistan, http://www.qurtuba.edu.pk/jms/default_files/JMS/1_2/7_ayaz.pdf [8]…. Julie Abbott, MCB UP Ltd U.K, http://www.emeraldinsight.com/10.1108/13632540310807467 [9]…. Steven H. Appelbaum, Jacques Adam, Nadeem Javeri, Michel Lessard, Jean-Pascal Lion, Michel Simard, Silvana Sorbo, Emerald Group Publishing Limited, USA, http://www.emeraldinsight.com/10.1108/01409170510629023
[10]….A.Sukumar, Government Arts College (Autonomous), Coimbatore, India, http://www.scribd.com/doc/4935831/Human-resourse-management-Project-Employeesatisfaction-in-professional-couriers-coimbatore [11]….Reena Ali and M.Shakil Ahmed, COMSATS Institute of Information Technology, Pakistan, http://www.wbiconpro.com/22.Reena.pdf. [12]….Chien-Wen Tsai, Emerald Group Publishing Limited, Japan, http://www.emeraldinsight.com/10.1016/S1871-3173(08)02005-3 [13]….Hina Sohrab Kiani, Omama Khurshid,CASE ISB Islamabad, Pakistan, http://www.ep.liu.se/ecp/033/066/ecp0803366.pdf 153 [14]…. Assist. Prof. Dr. Hulusi Dogan , Adnan Menderes University, Nazilli Vocational School, Nazilli, http://eab.ege.edu.tr/pdf/9_2/C9-S2-M4.pdf [15]…. Nilufar Ahsan, Zaini Abdullah, David Yong Gun Fie, Syed Shah Alam, European Journal of Social Sciences, Malaysia, http://www.eurojournals.com/ejss_8_1_11.pdf
BIBLIOGRAPHY Books Referred: K. Aswathappa, 2008, Human Resource Management, 5th ed., Tata McGraw-Hill
Companies, New Delhi. L.M. Prasad, 2004, Principles and Practice of Management, 6th ed., Sultan Chand & Sons,
New Delhi. Naresh K. Malhotra, 2009, Marketing Research, 5th ed., Pearson Education, New Delhi. Saiyadain, Mirza, 2008, Organisational Behaviour, 1st ed., Tata McGraw-Hill Companies,
New Delhi. S.P. Gupta, 2004, Statistical Methods, 36th ed., Sultan Chand & Sons, New Delhi.
Shiwalika Karam Singh Saini, 2008, A Study on Employee Welfare & Satisfaction in Scot Edil Pharmacia Pvt. Ltd., Baddi (H.P), pp-33. Shiwalika Karam Singh Saini, 2008, A Study on Employee Welfare & Satisfaction in Scot Edil Pharmacia Pvt. Ltd., Baddi (H.P), pp-36.
Website Addresses: http://chemicals.nic.in/Annual%20Report2008-09.pdf http://chemicals.nic.in/
http://Chemicals.nic.in/org/.html http://localhost/F:/MD.html http://www.ice.org.in/Vol4824/Evolution.pdf http://www.punjabchemicals.com/
http://www.in.kpmg.com/TL_Files/Pictures/KPMG_Chemtech_Report.pdf http://www.mospi.gov.in/ A.Sukumar,
Government
Arts
College
(Autonomous),
Coimbatore,
India,
http://www.scribd.com/doc/4935831/Human-resourse-management-Project-Employeesatisfaction-in-professional-couriers-coimbatore http://www.moneycontrol.com/india/stockpricequote/chemicals/punjab-chemicalscropprotection/PCC03 154
