Final Job Satisfaction Project July 07.07.2016

A Report on Job Satisfaction at Mangalam Drugs & Organics Ltd (Vapi)
CHAPTER-1 INTRODUCTION:
Title of the Project: A Report on Job Satisfaction at Mangalam Drugs & Organics Ltd (Vapi).
The researcher has chosen Job Satisfaction as the subject of study in the field of Human Resource
Management. The researcher has defined the below mentioned problem statements:
1. To know the level of satisfaction towards the job assigned to the employees at Mangalam
Drugs And Organics Ltd, which is directly linked to other problems like absenteeism,
frequent job changes, low productivity and creativity.
2. It is difficult for the management to maintain a desired staff and retain it for the
development of the organization.
3. Unsatisfied staff and employees demotivate others too.
4. This again disturbs the brand image of the organization
The Researcher was helped and supported by Manger- Human Resource department at the
company with the intent of identifying the internal Job Satisfaction level of their staff members
and the workers. A study was required to identify the area in which staff members and workers are
satisfied or dissatisfied. Hence the topic for the study was selected as Job satisfaction.
Scope of the Study:
It is an attempt to analyze the Job Satisfaction of employees within Mangalam Drugs And Organics
Ltd, Vapi, considering the entire staff of the company which includes the top management to the
labour class entirely.
Study was conducted at the Mangalam Drugs and Organics Ltd premises and the data
collected was from the employees of both the units of the company in Vapi.
Study was conducted with respect to the Job Satisfaction level of the workers and staff
members.
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CHAPTER-2 OBJECTIVE OF THE STUDY
In light of the objectives the topic selected was Job Satisfaction. The project was done in the
field of Human Resource Management.
The crux of the study decided by the researcher is as shown below:

A) The Primary Research objective of this study is to examine level of Job Satisfaction among the
Mangalam Drugs and Organics Ltd (MODL) employees.
B) The Secondary Objectives of this research study are:
1) To study the expectations of employees and what they actually get.
2) To inspect the difficulties encountered by the employees of various levels and designations.
3) To study the areas of improvement and suggest the management for further improvement.
4) To analyse the performance of employees
5) To see other available preferences for the employees of Mangalam Drugs And Organics Ltd.
6) To measure the level of satisfaction with respect to: Company policies, working conditions,
Leadership, compensation plans, pellucidity of company, bonus, work group, leadership other
related issues.
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CHAPTER-3 LITERATURE REVIEW
Job Satisfaction denotes a blend of positive or negative feelings that workers have for their work.
Meanwhile, when a worker employed in a business organization, brings with it the needs, desires
and experiences which determinates expectations that he has dismissed. Job Satisfaction signifies
the degree to which expectations are and match the real awards. Job Satisfaction is diligently
associated to that individual's behaviour in the work place (Davis et al., 1985).
Job Satisfaction is a workers sense of achievement and accomplishment on the job. It is usually
supposed to be directly related to productivity along with the personal well-being. Job Satisfaction
infers doing a job one relishes, in a better way and being rewarded for ones efforts. Job
Satisfaction additionally implies passion and pleasure with ones work. Job Satisfaction is the key
component that leads to recognition, earnings, promotion, and the success of other goals that lead
to a sense of contentment (Kaliski, 2007).
Job Satisfaction can be defined also as the magnitude to which a worker is satisfied with the
rewards he or she gets at job, chiefly in terms of intrinsic motivation (Statt, 2004).
The term Job Satisfactions denotes the attitudes and feelings that people have about their work.
Positive and encouraging attitudes towards the job show Job Satisfaction. Negative and
uncomplimentary attitudes for the job signify job dissatisfaction (Armstrong, 2006).
Job Satisfaction is the feelings and thoughts of employees about their work and place of work. In
result, Job Satisfaction is all about to satisfy the ones needs in working place (Togia et al., 2004).
Bodur (2002) detailed that there are some factors connected to Job Satisfaction, like work
substances, age, sex, educational level, work place environment, location, colleagues, income and
timing of work.
Employee satisfaction study has led to development of many theories. The utmost chief theory is
Maslows need theory. It is based on human hierarchical needs. Maslows theory is based on
fundamental and external element such as accomplishment, acknowledgment, duty, pay, plan,
interpersonal interaction, management, and operational atmosphere.
Conversely, Job Satisfaction shares significant conventional views, which are framed by Mausner
and Herzberg (1959).
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Job Satisfaction is the individual assessment of the job circumstances (the job itself, the attitude
of the administration etc.) or the consequences or (wages, occupational security etc.) attained from
the job (Fletcher and Williams, 2006).
According to another definition, Job Satisfaction is the phenomenon ascertaining the contentment
of the employee and appearing when the qualifications of the job and the demands of the
employees match (Reichers, 2006).
As stated in Fletchers definition, Job Satisfaction has many dimensions. The General prominent
aspects include satisfaction with the work itself, wages, and recognition, rapport with supervisors
and coworkers, and chance for advancement. Every dimension adds to an individuals complete
feeling of satisfaction with the job itself, but different people define the job differently.
The researcher is intensely impressed with Fletchers definition and thus has followed the concepts
of this theory while working on the report.
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CHAPTER-4 COMPANY CONTOUR

INDUSTRY DETAILS:
Pharmaceuticals market in India is the third largest in terms of volume and thirteenth largest in
terms of value, as per a report by Equity Master. Nearly 70 to 80 per cent of the market is
dominated by Branded generics in the pharmaceuticals market. India is the largest provider of
generic drugs globally with the Indian generics accounting for 20 per cent of global exports in
terms of volume. Currently, consolidation has become a vital characteristic of the Indian
pharmaceutical market as the industry is highly fragmented.
India holds a significant place in the worldwide pharmaceuticals segment. India also holds a huge
pool of scientists and engineers who have the potential to steer the industry forward to a still higher
level.
The UN-backed Medicines Patent Pool has signed six sub-licences with Aurobindo, Cipla, Desano,
Emcure, Hetero Labs and Laurus Labs, allowing them to make generic anti-AIDS medicine
Tenofovir Alafenamide (TAF) for 112 developing countries.
(Source:http://indiainbusiness.nic.in/newdesign/index.php?param=industryservices_landing/347/
1)
Demand Scenario:
Pharmaceutical market of India is expected to grow in size to US$ 100 billion by 2025, driven by
increasing consumer spending, rapid urbanisation, and raising healthcare insurance among others.
On advancing, better growth in domestic sales would also depend on the ability of companies to
align their product portfolio towards chronic therapies for diseases such as such as cardiovascular,
anti-diabetes, anti-depressants and anti-cancers that are on the rise.
The Government of India is forward-looking to shrink costs and bring down healthcare expenses.
Quick introduction of generic drugs into the market has endured to be in focus and is expected to
benefit the Indian pharmaceutical companies. In addition, the thrust on rural health programmes,
lifesaving drugs and preventive vaccines also augurs well for the pharmaceutical companies
(Exchange Rate Used: INR 1 = US$ 0.0147 as on March 01, 2016)
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Recent Scenario & Outlook:

Domestic pharmaceutical market grew at a CAGR of 12 per cent year-on-year in February 2016,
broadly in line with the average of 12.9 per cent since April 2015. Indian pharmaceutical firms are
eyeing acquisition opportunities in Japan's growing generic market as the Japanese government
aims to increase the penetration of generic drugs to 60 per cent of the market by 2017 from 30 per
cent in 2014, due to ageing population and rising health costs.
India has the largest number US FDA compliant plants. The industry is expected to reach US$ 55
million by 2020, out of which US$ 30 million will be for exports.
India's biotechnology industry comprising bio-pharmaceuticals, bio-services, bio-agriculture, bio-

industry and bioinformatics is expected grow at an average growth rate of around 30 per cent a
year and reach US$ 100 billion by 2025. Bio-pharma, comprising vaccines, therapeutics and
diagnostics, is the largest sub-sector contributing nearly 62 per cent of the total revenues at Rs
12,600 crore (US$ 1.9 billion).
The Union Cabinet has given its nod for the amendment of the existing Foreign Direct Investment
(FDI) policy in the pharmaceutical sector in order to allow FDI up to 100 per cent under the
automatic route for manufacturing of medical devices subject to certain conditions.
The drugs and pharmaceuticals sector attracted cumulative FDI inflows worth US$ 13.45 billion
between April 2000 and December 2015, according to data released by the Department of
Industrial Policy and Promotion (DIPP).
(Reference: Consolidated FDI Policy, Department of Industrial Policy & Promotion (DIPP), Press
Information Bureau (PIB), Media Reports, Pharmaceuticals Export Promotion Council)
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COMPANY PROFILE:
NAME OF THE COMPANY: Mangalam Drugs & Organics Ltd Limited
YEAR OF THE INCORPORATION: 1977 in Vapi
COMPANYS BUSINESS: It is a leading Manufacturer of:
1. Active Pharma Ingredients (API)
2. Intermediates
3. Specialty Chemicals
BOARD OF DIRECTORS: Mr. Govardhan M. Dhoot (Chairman & Managing Director)
Mr. Brijmohan M. Dhoot (Non-Executive Director)
VISION OF THE COMPANY: To be a most customer responsive API manufacturing

company in the healthcare business and to become a leading API with a strong focus on research
& innovation.
MISSION OF THE COMPANY: To achieve growth in business by:
Transparency in Business Policies

Attaining globally competitive cost of its products
Enhancing the value we deliver to stakeholders
Committing to corporate responsibility
Creating an environment that fosters achievement, innovation and teamwork
Treating excellence as a journey and not as a destination
Commitment to offer Quality Products
Encouraging Individual Entrepreneurial Spirit
TELEPHONE NO.: (91-260) 3292029
WEBSITE: www.mangalamdrugs.com
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BACKGROUND AND HISTORY OF THE COMPANY:

Mangalam Drugs and Organics Ltd is an India-based company. Mangalam Drugs & Organics
Limited (Mangalam) is a part of the Mangalam Group promoted by Dhoot family in 1972 as
Advent Pharma Private Limited with a view to set up a plant for manufacture of organic and
inorganic chemicals. Mangalam Drugs & Organics commenced its business in 1977.
The company manufactures chemicals such as API perfumery, disperse dye intermediates, bulk
drugs and bulk drugs intermediates at VAPIGujarat State. It has a multiproduct manufacturing
facility and an inhouse Research and Development (R&D) Base.
The Company has a diversified product range having synergies in operations and substantial
economies of scale. It is amongst the top three manufacturers in India in almost all the products
that it manufactures. Their products include chloroquine phosphate I.P., aluminum chloride
anhydrous, and dyes and intermediaries.
Today Mangalam Drugs & Organics enjoys a very strong brand name in the domestic market. It
has over two decades of experience in the industry with a very wide and satisfied customer base.
The company has a state of art multiproduct manufacturing facilities at Vapi in Gujarat and
Sangamner in Maharashtra for production of bulk drugs perfumery chemicals inorganic chemicals
and disperse dyes intermediaries with a strong inhouse Research and Development base.
It has the WHO-GENEVA GMP Certification and EDQM approval for its API manufacturing
plant. The company is also certified ISO 9001:2008 by DNV for design, development,
manufacture and supply of API and Intermediates. Company has also signed an agreement with
the prestigious Clinton Health Access Initiatives (CHAI) under its Fight Malaria Program for
supply of anti-malarial API worldwide.
The manufacturing facilities are cGMP (Current Good Manufacturing Practice) compliant in
conformity with national and international standards. They are equipped with sophisticated
machineries to facilitate easy operations during production, cleaning and maintenance to ensure
quality at every stage of manufacturing. The few under development products of the company
include drugs for treating HIV, AIDS, Hepatitis B &C, etc.
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GROWTH MILESTONE:
The company was established with a view to set up a plant for manufacture of organic and
inorganic chemicals.
In April 1, 1996 three other group companies, namely Mangalam Organics Pvt Ltd, Shree
Mangalam Pharma Pvt Ltd and Mangalam Rasayan Pvt Ltd were amalgamated with the company.
In July 1, 1997, the company changed their name from Advent Pharma Pvt Ltd to Mangalam Drugs
and Organics Pvt Ltd.
In September 22, 1997, the company was converted into a deemed public company and word
'private' was deleted from the company's name.
In the year 1999, the company launched a new product namely, Nimesulide. In the year 2001, they
launched two new products namely Amodiaquine Hydrochloride and Amodiaquine.
In August 10, 2001, the company was converted into a full-fledged public limited company. In
the year 2003-2004, the bulk drug production capacity of the Company was increased from 350
MTPA to 600 MTPA.
During the 2004-05, the capacity is being further enhanced to 960 MTPA.
During the year 2005-06, the company further enhanced their Bulk drug production capacity from
960 MT per annum to 1260 MT per annum.
During the year 2007-08, the company developed and introduced new bulk drugs namely
Bisoprolol Fumarate and Pantaprazole Sodium. Also, they increased the production capacity of
Meta Chloro Aniline & Allied Products from 250 tons to 350 tons.
During the year 2009-10, the company in addition to Regulatory Affairs Cell established
Intellectual Property Rights (IPR) cell. The regulatory affairs cell submitted 6 DMFs to WHO-
Geneva out of which 2 DMFs corresponding to Artemether and Lumefantrine had been approved.
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CHAPTER-5 THEORETICAL BACKGROUND

DEFINITION OF JOB SATISFACTION:
Job satisfaction represents several related attitudes which are most important characteristics of a
job about which people have effective response. These according to Luthans are: the work itself,
pay, promotion opportunities, supervision and coworkers.
The term Job Satisfaction figures prominently in any discussions on management of human
resources. Job Satisfaction refers to a persons 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.
Job Satisfaction, while generally a positive in our organization, can also be a downer if mediocre
employees stay because they are satisfied with your work environment.
FACTORS CONTRIBUTING TO JOB SATISFACTION
Treating employees with respect

Providing regular employee recognition
Empowering employees
Offering above industry-average benefits
Compensation
Providing employee perks and company activities, and positive management within a success
framework of goals, measurements, and expectations
THEORIES OF JOB SATISFACTION:
There are 3 major theories of Job Satisfaction.
Herzberg's Motivation - Hygiene theory.

Need fulfilment theory.
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Social reference - group theory.
Herzberg's Motivation - Hygiene Theory:
In 1969, this theory was suggested by Herzberg & his assistants. On the basis of his study of 200
engineers and accountants of the Pittsburgh area in the USA, he proved that there are two distinct
sets of conditions which are responsible for the motivation & dissatisfaction of workers. When one
set of conditions (called 'motivator') is present in the organisation, workers feel motivated but its
absence does not dissatisfy them and vise a versa. The two sets are unidirectional, where effect
can be seen in one direction only.
Motivators suggested by Herzberg:
Achievement, Recognition, Advancement, Work itself, Possibility of growth & Responsibility.
Hygiene factors are: Company policy & administration, Technical supervision, Inter-personal
relations with supervisors, peers & Subordinates, Salary. Job security, Personal life, Working
Conditions, & Status.
Herzberg used semi-structured interviews whereby the subjects were asked to describe those
events on the job which had made them particularly satisfied or dissatisfied. Herzberg found that
events which led people to extreme satisfaction were generally characterised by 'motivators' &
those which led people to extreme dissatisfaction were generally characterized by a totally
different set of factors which were called 'hygiene factors'.
Hygiene factors are those factors which remove pain from the environment. Hence, they are also
known as job - environment or job - context factors. Motivators are factors which result in
psychological growth. They are mostly job - centered. Hence they are also known as job - content
factors.
The theory postulated that motivators and hygiene factors are independent & absence of one does
not mean presence of the other. In pleasant situations motivators appear more frequently than
hygiene factors while their predominance is reversed in unpleasant situations.
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Need Fulfillment Theory:
This theory believed that a person is satisfied if he gets what he wants & the more he wants
something or the more important it is to him, the more satisfied he is when he gets it & the more
dissatisfied he is when he does not get it. Needs may be need for personal achievement, social
achievement & for influence.
a) Need for Personal Achievement:
Desires for personal career development, improvement in one's own life standards, better
education & prospects for children & desire for improving one's own work performance.
b) Need for Social Achievement:
A drive for some kind of collective success is relation to some standards of excellence. It is indexed
in terms of desires to increase overall productivity, increased national prosperity, better life
community & safety for everyone.
c) Need for Influence:
A desire to influence other people & surroundings environment. In the works situation, it means
to have power status & being important as reflected in initiative taking and participation in decision
making.
In summary, this theory tell us that Job Satisfaction is a function of, or is positively related to the
degree to which one's personal & social needs are fulfilled in the job situation.
Social References - Group Theory:
This theory points to view & opinions of the group to whom the individual looks for the guidance.
Such groups are defined as the 'reference-group' for the individual in that they define the way in
which he should look at the world and evaluate various phenomena in the environment (including
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himself). It would be foretold, according to this theory that if a job meets the interest, needs and
requirements of a person's reference group, he will like it & if it does not, he will not like it.
To sum up, we can say, Job Satisfaction is a function of or is positively related to the degree to
which the characteristics of the job meet with approved & the desires of the group to which the
individual looks for guidance in evaluating the world & defining social reality.
DETERMINANTS OF JOB SATISFACTION:
According to Abrahan A. Korman, there are two types of variables which determine the Job
Satisfaction of an individual. These are:
1) Organizational variables; and
2) Personal Variables.
Organizational Variable:
1) Occupational Level:
The higher the level of the job, the greater is the satisfaction of the individual. This is because
higher level jobs carry greater prestige and self-control.
2) Job Content:
Greater the variation in job content and the less repetitiveness with which the tasks must be
performed, the greater is the satisfaction of the individual involved.
3) Considerate Leadership:
People like to be treated with consideration. Hence considerate leadership results in higher Job
Satisfaction than inconsiderate leadership.
4) Pay and Promotional Opportunities:
All other things being equal these two variables are positively related to Job Satisfaction.
5) Interaction in the work group:
Here the question is: When is interaction in the work group a source of Job Satisfaction and when
it is not? Interaction is most satisfying when -
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(a) It results in the cognition that other person's attitudes are similar to one's own. Since this permits
the ready calculability of the others behaviour and constitutes a validation of one's self;
(b) It results in being accepted by others; and
(c) It facilitates the achievements of goals.
Personal Variables:
For some people, it appears most jobs will be dissatisfying irrespective of the organisational
condition involved, whereas for others, most jobs will be satisfying. Personal variables like age,
educational level, sex, etc. are responsible for this difference.
(1) Age:
Most of the evidence on the relation between age and Job Satisfaction, holding such factors as
occupational level constant, 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. An individual aspires for better and more prestigious jobs in later years of his life.
Finding his channels for advancement blocked, his satisfaction declines.
(2) Educational Level:
With occupational level held constant there is a negative relationship between the educational level
and Job Satisfaction. The higher the education, the higher the reference group which the individual
looks to for guidance to evaluate his job rewards.
(3) Role Perception:
Different individuals hold different perceptions about their role, i.e. the kind of activities and
behaviours they should engage in to perform their job successfully. Job Satisfaction is determined
by this factor also. The more accurate the role perception of an individual, the greater his
satisfaction.
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(4) Sex:
There is as yet no consistent evidence as to whether women are more satisfied with their jobs than
men, holding such factors as job and occupational level constant. One might predict this to be the
case, considering the generally low occupational aspiration of women.
Some other determines of Job Satisfaction are as follows:
(i) General Working Conditions.
(ii) Grievance handling procedure.
(iii) Fair evaluation of work done.
(iv) Job security.
(v) Company prestige.
(vi) Working hours etc.
IMPORTANCE OF HIGH JOB SATISFACTION:
The importance of Job Satisfaction is obvious. Managers should be concerned with the level of
Job Satisfaction in their organisations for at least three reasons:
(1) There is clear evidence that dissatisfied Sales Persons skip work more often and are more likely
to resign ;
(2) It has been demonstrated that satisfied Sales Persons have better health and live longer; and
(3) Satisfaction on the job carries over to the Sales Person's life outside the job.
Job Satisfaction's importance is its spin off effect that Job Satisfaction has for society as a whole.
When Sales Persons are happy with their jobs, it improves their lives off the job. In contrast, the
dissatisfied Sales Person carries that negative attitude home.
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Some benefits of Job Satisfaction accrue to every citizen in society. Satisfied Sales Persons are
more likely to be satisfied citizens. These people will hold a more positive attitude towards life in
general and make for a society of more psychologically healthy people.
So Job Satisfaction is very important. For management, a satisfied work force translates into higher
productivity due to fewer disruptions caused by absenteeism or good Sales Persons quitting, as
well as into lower medical and life insurance costs. Additionally, there are benefits for society in
general. Satisfaction on the job carries over to the Sales Person's off the job hours. So the goal of
high Job Satisfaction for Sales Persons can be defended in terms of both money and social
responsibility.
HOW TO INCREASE JOB SATISFACTION
Provide a livable salary and benefits for the employees. If the employee can't afford the
cost of living on his or her salary, and if there are no benefits, our turnover will be high.
Avoid creating expectations that will lead to disappointment.
Provide a pleasant working environment to increase Job Satisfaction. Re-organize the
physical work space so each employee has sufficient and comfortable space to work in.
Give each employee access to a window or a pleasant view or pleasant surroundings.
Respect and take a positive view of the employees. We hired them; now have faith in them.
Avoid assuming your employees are reluctant to work or need constant supervision. Resist
the temptation to show indiscriminate distrust of your employees. An employee who is
viewed negatively will act negatively.
Reward your employees in small but tangible ways by giving holiday bonuses, honoring
birthdays, new hiring and departures, and providing other employee perks.
Launch team building activities for your small business. The level of Job Satisfaction in
your company hinges largely on whether or not your employees feel a part of the team.
Whether we are a small business owner or owner or manager of a large company, make an
effort to be flexible with the employees. Whenever possible, offer flexible scheduling,
comp time, job sharing, the chance to switch shifts, and other opportunities to help your
employees manage their work life and home life to their satisfaction.
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MEASUREMENT OF JOB SATISFACTION

There are several means to measure Job Satisfaction and not all of them could be used at the same
time, a choice had to be made. The process of making a choice is not simple but as the researcher
put it "It is not unusual for two or more equally good measures to have been developed for the
same concept. For example, there are several different instruments for measuring the concept of
Job Satisfaction. One of the most frequently used is the Job Descriptive Index
(JDI) developed by Smith, Kendall and Hulin (1969). When more than one scale exists for any
variable, it is better to use the measure that has a better reliability and validity and is most
frequently used.
JDI-Job Descriptive Index in detail:
The Job Descriptive Index (JDI) (Smith, Kendall & Hulin, 1969) is the most commonly used
measure of Job Satisfaction today. Most writers agreed with Vroom's (1964) judgments that "the
Job Descriptive Index is without doubt the most carefully constructed measure of Job Satisfaction
in existence today". The evidence can be summarized by three themes. First the JDI has been
widely used in business and government (Blood, 1969; Hulin, 1968; O'Reilly & Roberts, 1973;
Waters & Waters, 1969) as both a research tool and a diagnostic indicator. Second, a strong case
has been built for construct validity, both in original source (Smith, Kendall & Hulin, 1969) as
well as in numerous other publications that report correlation between JDI scales and other
measures of Job Satisfaction (e.g., Dunham, Smith, & Blackburn, 1977).Third, the JDI
dimensional structure seems stable across some occupational groupings
Figure: 1: The Job Descriptive Index Model:
Job Itself
Co-Worker Pay
Job
Satisfaction
Supervisor Promotion
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The JDI was chosen as it has been shown by extensive research to be reliable and a valid measure
of Job Satisfaction. There are 72 items in this index which assess five facets of a job, which include:
1. the People on Your Present Job (Coworker Satisfaction, e.g. Frustrating, Responsible),
2. Work on Present Job (Work Satisfaction, e.g. Fascinating, Gives sense of accomplishment),
3. Pay (Pay Satisfaction, e.g. Income adequate for normal expenses, Less than I deserve),
4. 4. Opportunities for Promotions (Promotion Satisfaction, e.g. Dead-end job, Regular
promotions), and
5. Supervision (Supervisor Satisfaction, e.g. Hard to Please, Knows job well). The items are
scored as Yes = 3, ? = 1, and No =0. There is some disagreement about how the
? response should be scored; however Hanisch (1992) found using IRT that most
respondents who use the question mark response are using it to indicate slight
dissatisfaction. Subsequent studies that used IRT have followed Hanischs
recommendation (e.g., Sinar & Zickar, 2002).
Often administered in the form of a questionnaire used to gauge attitudes or reactions. Through
the combination of ratings of satisfaction with the facets, a composite measure of Job Satisfaction
is determined. Roznowski (1989) updated the JDI to include work atmosphere, job content and
work technology. Respondents were asked to indicate whether a word or phrase describing a
particular aspect of their job is applicable by answering an N (Not True) or Y (True) or ? (Unsure)
beside the description. Scores for each job aspect were obtained by summing the assigned weight
for each item across all items covering the particular aspect.
The scores for each job aspect were obtained by summing the assigned weights for each item
across all items covering the particular job aspect. The overall Job Satisfaction score was obtained
by adding up all the 5 dimensions of Job Satisfaction. And simple percentile was calculated for
each aspect and was gauged to check the level of satisfaction of employees towards that particular
aspect.
For example:
Question: "I like the job I do."
Answer: i) Y ii) N iii)?
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Table: 1: Abridged Job Descriptive Index (JDI) Items with Corrected Item-Total Correlations
Work Gives sense of accomplishment.
Dull
Satisfying
Uninteresting
Challenging
Pay Fair
Underpaid
Income adequate for normal expenses
Well Paid
Insecure
Promotion Good chance for promotion
Dead end job
Promotion on ability
Good opportunities
Unfair promotion policy
Supervisor Praises good work
Annoying
Tactful
Bad
Up to date
Co-worker Lazy
Responsible
Helpful
Intelligent
Boring
1. Work:
The work itself (e.g., stimulating and challenging assignments) can augment engagement as
employees are more interested to discover topics that provoke curiosity and stimulus. Given that
many individuals spend much of their waking hours on the job, employees may have more interest
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in their work and their organizations than their employers think. Rather than mundane, repetitive
tasks, employees often prefer working on topics that inspire and energize them; double bonus if
employees are given the freedom to decide what, how and when their projects are completed.
2. Pay:
Job satisfaction is impacted by an employee's views about the fairness of the company wage scale
as well as the current compensation she may be receiving. Companies need to have a mechanism
in place to evaluate employee performance and provide salary increases to top performers.
Opportunities to earn special incentives, such as bonuses, extra paid time off or vacations, also
bring excitement and higher job satisfaction to the workplace.
3. Promotion:
Managements recognition of employee job performance is very important to their job
satisfaction. While recognition alone might not be sufficient to retain top performers, it helps
clarify organizational goals and gain a more precise picture of employees accomplishments.
Female employees are more likely than male employees to associate managements recognition of
employee job performance with their overall job satisfaction. Promotion can be reciprocated as a
significant achievement in the life. It promises and delivers more pay, responsibility, authority,
independence and status. So, the opportunity for promotion determines the degree of satisfaction
to the employee. Following these points come under this category:
Opportunity for promotion.
Equal opportunity to grow despite being male or female
Training program.
Opportunity for use skills and abilities.
4. Supervisor:
A good working relationship with your supervisor is essential since, at every stage, you need his
or her professional input, constructive criticism, and general understanding. Employees rate their
relationship with their immediate supervisor among the top five contributors to job satisfaction.
However, the addition of respectful treatment of all employees at all levels and trust between
employees and senior management to the top five list bumps this job satisfaction aspect to sixth
place. The relationship with ones immediate supervisor is cited as very important more
frequently by female employees than by male employees. Fostering positive relationships
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encourages more constructive discussions ranging from exchanging ideas to providing feedback
on performance. By strengthening this bond of trust, employees may be more likely to work
through and stay committed during difficult times, reducing the chances of voluntary turnover and
associated costs.
5. Co Workers:
Positive relationships with co-workers can foster a sense of loyalty, camaraderie and moral support
and engagement among staff. These bonds may boost overall results and productivity as employees
are more likely to want to avoid disappointing their teammates and to remain a cohesive team,
especially when faced with adversity. Creating a more pleasant working environment through
relationships with co-workers can increase employee satisfaction.
Additionally the below mentioned factors were also be studied to add to the research dimensions:
1. Gender Differences:
The gender and race of the employees plays important determinants of employee satisfaction
Women, the fairer sex, are more likely to be satisfied than their counterpart even if they are
employed in same job. Generally women are more likely to be satisfied than men.
2. Age:
Age can be described as noteworthy determinants of employee satisfaction. It is because younger
age employees possessing higher energy levels are likely to be having more employee satisfaction
than older age employees. Young employees possessing high energy level so feeling more
satisfied. Old employees resist accepting new technique
SMUDE Page 21
CHAPTER-6 RESEARCH METHODOLGY
The present study on Job Satisfaction of Mangalam Drugs And Organics Ltd employees has
followed descriptive research design. The objective of descriptive research studies is to provide a
comprehensive and detailed explanation of the phenomena of Job Satisfaction amongst the
employees of Mangalam Drugs and Organics Ltd. The proposed methodology is formulated
A) Research Model:
Figure 2: Based on JDI the research Model to check Job Satisfaction:
Administering JDI based Analysing and grading

questionnaire survey/ the level of Satisfaction
Reporting Result
personal interview on according to
employees MODL percentage
Calculating JDI points

Collecting & jotting for total, "Y" "N","?"
Conclusion
response sheet/mails and finding percentage
of each
Grading answers with

Tabulation of data in
points for "Y", "N", "?",
excel & applying Suggestions
with 3,0,1 points
necessary formulas
respectively
B) Research Plan:
The researcher has collected the Primary and secondary data by following the research plan as
mentioned below:
Primary Data
Primary data was collected by implementing a structured questionnaire and through scrutiny,
interview and communications with the management of Mangalam Drugs And Organics Ltd.
This is original in character and is gathered through a survey which includes data from:
SMUDE Page 22
1. Direct Personal investigation by interviewing or observing the respondent personally.
2. Indirect oral investigation where the information gathered by interviewing closely

associated informants or witness possessing the necessary information.
3. Questionnaire method, where a carefully designed questionnaire (i.e. a list of relevant

questions) is administered to the respondent.
Secondary Data:
The data which was collected from other source person and it is used by us which is called second
hand data is called secondary data, or we can say that when an investigator uses the data which
has been collected by others, it is called as a secondary data. Secondary Data was resourced from
internet, books, journals, prospectus, newspaper, previous records of Mangalam Drugs And
Organics Ltd, other sources, etc.
The Researcher has collected and presented the data on Job Satisfaction at Mangalam Drugs &
Organics Ltd. The researcher followed the medium of Questionnaire to collect the data and has
analyzed the same using simple percentile method
C) Sample Plan: The project was carried out at Mangalam Drugs and Organics Limited
covering its major employees.
Population: The sample population comprises of all the existing 500 employees of
Mangalam Drugs And Organics Ltd which include labors, managers, supervisors, and
executives.
Sample location: The industry where the questionnaire was carried out in one of the units
of Mangalam Drugs & Organics Ltd, based at Vapi location of Valsad District and Gujarat
State.
Sampling frame: The project survey was done on the available staff including labours
and managers of Unit-1 of Mangalam Drugs And Organics Ltd
Sampling Unit: Each and every men or women labour or at manager level at Mangalam
Drugs And Organics Ltd is the unit of study for the researcher.
Sample Size: The study targeted random size of 100 employees out of total 500. Which
covers almost 20% of the total.
SMUDE Page 23
Sampling techniques: Simple random sampling technique of probability was used for
this survey.
Sampling Design: Target respondents are the proposed respondents of the study which
include the management staff and few labours which comprise of males and females staff
of various ages who can answer the questionnaire.
Table: 1: Details of Research Methods & Sampling
Purpose of study Job satisfaction amongst the employees of

Mangalam Drugs & Organics Ltd using
descriptive method of research.
Data source Primary data and Secondary
Research Method Survey Method
Research Technique Questionnaire and interview
Type of Questions Closed ended
No. of Questions 20
Place Mangalam Drugs and Organics Ltd (Vapi)
Sample Population Existing employees and workers
Sample Size 100
Sample Technique Simple random sampling technique
D) Research Procedure:
The employees of Mangalam Drugs And Organics Ltd were given an online structured
questionnaire for the management level and paper-pen for labor class to pilot the level of job
satisfaction. The survey questionnaire consisted of well-defined and standardized JDI linked
demographic questions which included gender, age, tenure and designation.
SMUDE Page 24
More than 50 percent of articles published in management or management related journals

employed the JDI to measure Job Satisfaction. Hence for this study the Job Descriptive Index was
chosen as the standard measure to trace the importance of the various dimensions to the employees.
Total 100 questionnaire, in all were distributed through email and hard copies, hand to hand. All
of the responded the questionnaire. The uneducated labourers were explained in mass the
questionnaire one by one, to which they responded according to their experience.
The five dimensions of JDI were subjected to reliability and correlated in order to measure the
consistency of the subject through these questionnaire linked to score.
The questionnaire was graded and then using simple percentage method, all the components of
JDI were graded to measure the level of Job satisfaction.
SMUDE Page 25
CHAPTER-7 DATA ANALYSIS & INTERPRETATION
Data Analysis Technique:
Simple analysis technique was used in this survey. Whereby percentage comparison was done to
relate and study two or more criteria of study. Job description index was studied through interview
to have a comparative view of monetary gains, co-workers, supervisor, etc.
The data obtained was in the form of points. Each response was jotted on excel in a tabular form
displaying answer against each question serially. There was separate analysis of each factor.
For Work (Question no: 1-4), for Pay (Question no: 5-8), for Promotion (Question no: 9-12), for
Supervisor (Question no: 13-16) and for Coworker (Question no: 17-20) .Annexure 1 attached for
reference. Four question for each dimension. A fully satisfied employee will comment Yes for
all answers and vise a versa No. The JDI score for a 100% satisfied employee after answering
20 questions of questionnaire, thus will be (20*3) =60 and thus for each dimension score should
be (60/5) =12. And thus for hundred employees to be fully satisfied 6000 points is the maximum
score.
The total JDI points was calculated by adding Yes, No and? Points for each dimension.
Further, the total Points for each Yes, No and for every ? of the each dimension was
calculated on excel sheet and then the numbers of each response was found out.
Then, percentage was calculated for total number of Yes /NO/? And percentage of their JDI points
also was calculated. Answers that fall below 70% were less satisfied, that fall between 71-80%
were treated as Satisfied, and between 81-90% as much satisfied and above 91-100% were fully
satisfied.
Analysis & Interpretation:

1. Satisfaction regarding: Work (Job itself)
SMUDE Page 26
Table: 3: Data analysis for Work dimension
The score is as below:

No's of JDI Score out Percentage of JDI points Percentage of
Response responses of 1200 total (%) Responses
Yes 317 951 79.25 79.25
No 68 0 0.00 17
? 15 15 1.25 3.75
Total 400 966 80.50 100
Interpretation:
Here, Out of total 400 responses, 317 are Yes, 68 are No, and 15 are? This shows that out
of 100% of the employees 79.25% employees are happy with the work they do, whereas
17% are somehow unhappy and 3.75% are unclear about their likes and dislikes. Total JDI
percent obtained is 80.5%, which falls under satisfied category. Hence we can say that the
employees are Satisfied with their work. Hence the company should try to maintain it. They
should even try to convince by giving better condition to the persons who think that they
are averagely satisfied with the job security.
Also from the above result we can suggest the company that the work done by each and
every employee is interesting for that particular employee. So the company should follow
the policy Right Person for Right Job. Also the company should try to provide such jobs
to individuals which make them feel interesting.
2. Satisfaction towards the: Pay

Table: 4: Data analysis for Pay dimension
SMUDE Page 27

No's of JDI Score out Percentage of JDI Percentage of
Response responses of 1200 total points (%) Responses
Yes 292 876 73.00 73
No 18 0 0.00 4.5
? 90 90 7.50 22.5
Total 400 966 80.50 100
Interpretation:
of 100 % of the employees 73% employees are happy with the pay they get, whereas 4.5%
are somehow unhappy and 22.5 %are unclear about their likes and dislikes. Total JDI
percent obtained is 80.5%, which falls under satisfied category. Hence we can say that the
employees are Satisfied with their pay. Hence the company should try to maintain this level
of satisfaction amongst the employees.
Also we can say from the above solution that the company in case of pay should try to pay
the employees according to the work done by them on time and for the number of hours
they have worked.
3. Satisfaction level for: Promotion
Table: 5: Data analysis for Promotion dimension
SMUDE Page 28

No's of JDI Score out of Percentage of JDI Percentage of
Response responses 1200 total points (%) Responses
Yes 301 903 75.25 75.06
No 20 0 0.00 4.99
? 80 80 6.67 19.95
Total 401 983 81.92 100
Interpretation:
of 100 % of the employees 75% employees are happy with the promotion schemes, whereas
4.99% are somehow unhappy and 19.95 % are unclear about their likes and dislikes. Total
JDI percent obtained is 81.92%, which falls under much satisfied category. Hence we can
say that the employees are Much Satisfied with their promotion system. Hence the
company should try to maintain this level of satisfaction amongst the employees.
In this factor also we can suggest the company from the solution that most of the employees
feel that they get a proper recognition in the organisation. But some of them do not feel
that so the company must do certain activities for the purpose of their recognition like they
arrange function or meet in which they can announce in front of every employee about who
stands on what position.
4. Satisfaction level for: Supervisor
Table: 6: Data analysis for Supervisor dimension
SMUDE Page 29
No's of JDI Score out Percentage of JDI points Percentage of

Response responses of 1200 total (%) Responses
Yes 255 765 63.75 63.75
No 35 0 0.00 8.75
? 110 110 9.17 27.50
Total 400 875 72.92 100
Interpretation:
of 100 % of the employees 63.75% employees are happy with the supervisor, whereas
8.75% are unhappy and 27.5 % are unclear about their likes and dislikes for the supervisor.
Total JDI percent obtained is 72.92%, which falls under satisfied category. Hence we can
say that the employees are Satisfied with their promotion system. Hence the company
should try to maintain this level of satisfaction amongst the employees.
Here also from the above solution we can suggest the company that the support, attitude
and cooperation of the supervisor is quiet good for the employees so they are satisfied with
the supervisor at their work. The company must try to uplift the unsatisfied employees
morale by personally discussing their dislikes.
5. Satisfaction towards the: Coworker
Table: 7: Data analysis for Coworker dimension
SMUDE Page 30

No's of JDI Score out Percentage of JDI Percentage of
Response responses of 1200 total points (%) Responses
Yes 389 1167 97.25 97.25
No 10 0 0.00 2.50
? 1 1 0.08 0.25
Total 400 1168 97.33 100
Interpretation:
Here, Out of total 400 responses, 389 are Yes, 10 are No, and 1 is? This shows that out of
100 % of the employees 97.25% employees are happy with the relation with coworker,
whereas 2.5% are unhappy and 0.25 % are unclear about their likes and dislikes for the
coworker. Total JDI percent obtained is 97.33%, which falls fully satisfied category. Hence
we can say that the employees are Satisfied with their promotion system. Hence the
company should try to maintain this level of satisfaction amongst the employees.
Here also from the solution we can suggest the company has friendly staff and a healthy
environment for team work and individual work. It should be proud of it and should check
that this persists throughout its lifespan.
Finally looking at the total JDI percentage which is calculated to 82.63% and which falls under
much satisfied range. So we can conclude that employees at Mangalam Drugs and Organics are
quite satisfied with their jobs.
SMUDE Page 31
CHAPTER-8 RESULTS & DISCUSSION
The study of Job satisfaction level at Mangalam Drugs and Organics Ltd reveals the
following result:
Table: 8: Result of Analysis
JDI Dimension Percentage

Work 80.5
Pay 80.5
Promotion 81.9
Supervisor 72.9
Coworker 97.3
Average JDI
Percentage 82.62
The level of satisfaction of employees towards their pay and job are at same level, whereas
for promotion it is one percent lower, for supervisor they have a much lesser satisfaction,
and for coworker the employees are fully satisfied.
The researcher has found that most of the employees in Job factor are satisfied with the
job security as well as authority given to them as their abilities match the kind of work
assigned to them at the organization.
The researcher has found that in pay factor most of the employees are satisfied with salary,
incentives, benefits & allowances and rewards given to them by the company.
The researcher has found that most of the employees in promotion dimension are quite
satisfied by the promotion policy, ability aptness and the frequency of promotions. They
are also happy with the company for the support given to them as also the recognition given
to them.
The researcher has found that most of the employees in Coworker dimension are satisfied
with their coworkers and their team.
The researcher has found out that in Supervisor dimension few of the employees are bit
lower to the behavior and working style of the supervisor, though in overall satisfaction
most of the employees are satisfied.
SMUDE Page 32
The gender analysis shows ladies staff was more satisfied then the male staff. Out of total
25 ladies in 100 employees, 22 answered more towards being satisfied with Mangalam
Drugs And Organics Ltd job overall. Only 3 had a slight reduced level of satisfaction
towards their job at Mangalam Drugs And Organics Ltd.
Also the new generation, consisting of youngsters between 20-35 years of age, who were
about 82 of total 100 employees, were more thrilled to answer their levels of satisfaction
and were more enthusiastic towards the job and were quiet satisfied with the management
and Mangalam Drugs And Organics Ltd itself.
Additionally, even the working hours are good hence the employees are satisfied with that
also. But in case of participation in decision making as the organization is decentralized so
rate of participation is enough from the company point of view.
SMUDE Page 33
CHAPTER-9 SUGGESTIONS & RECOMMENDATIONS
As per the study Most of the employees are satisfied and hence company should maintain the level
of satisfaction and enhance and endure it continuously.
The researcher based on her study understands that the employees are satisfied at the company in
almost all the areas under the scope of the study. Hence the company should work towards
maintaining this level of satisfaction and enhancing upon the same in future.
During the study researcher has noticed that in the section of Supervisor a few employees
have shown their lowest of all levels of satisfaction. As per the observation researcher
suggests, to conduct frequent feedbacks of the supervisors from the labourers and try to
match their requirements following the systems of the company.
In case of welfare activities the company should try to do informal meetings and also take
care of welfare activities for their family, by arranging some picnics, meetings etc.
To boost the employee spirits, the company should provide rewards in formal meetings so
that the employees feel recognized.
For treating all the problems related to the performance of the employees or the workers,
proper in house or on field training should be provided.
Company should keep following the policy of Right Person for Right Job so that the
employees remain satisfied.
SMUDE Page 34
CHAPTER-10 LIMITATION OF THE STUDY
I. The workers and the staff members were busy with the respective work and hence
researcher had to face time constraints for the survey.
II. The study was related with the satisfaction level of the employees, the workers were not
open to the questionnaire as they felt insecure in answering the questions. Researcher had
to convince the workers explaining the motive of the study.
III. Moreover, the researcher had to translate the questionnaire in mass for the labour class
employees who were unable to read the questionnaire.
IV. A time frame of few months may not be sufficient time for the overall study of the Job
Satisfaction in the organization, as it is a continuous study and needs a continuous
evaluation year after year.
V. Also the respondents mood is a basic constrain to the study, he may answer good or bad
in a particular mood. This could result in giving bias effect to the study.
VI. Also the study has covered a Limited company employees, the level of satisfaction in
different types of industry may vary. Employees from Government sector, private limited
firms etc., might have a different perception of satisfaction and could have responded in
a different way.
SMUDE Page 35
CHAPTER-11 CONCLUSION
The researcher has experienced from the project that Human Resource is the heart of the
company. Researcher has learnt the concept of Job Satisfaction and with respect to the study
conducted at the company he has enhanced his knowledge in the field of Human Resource
Management.
In this project researcher has observed that the employees are given proper salaries and wages,
incentives mechanism is in place, better job related activities are conducted, friendly coworkers
and supervisors, proper environment is given to work and time to time performance appraisal
is done at the company of study, leads to a better Job Satisfaction at Mangalam Drugs &
Organics Ltd.
SMUDE Page 36
CHAPTER-12 BIBLIOGRAPHY
Books & Journals
1. Adenike., A. (2011, Januaray). Organizational Climate as a Predictor Of Employee Job

Satisfaction. Business Intelligence Journal, 4(1), 3.
2. Adeyinka Tella, C.O. Ayeni, S.O. Popoola,Work Motivation, Job Satisfaction, and
Organisational Commitment of Library Personnel in Academic and Research Libraries in
Oyo State, Nigeria,. Library Philosophy and Practice, 2007, PP 4-5
3. Alam Sageer et al,Identification of Variables Affecting Employee Satisfaction and Their
Impact on the Organization Journal of Business and Management,2012,PP 35-36
4. Armstrong, M. (2006). A Handbook of Human resource Management Practice, Tenth
Edition, Kogan Page Publishing, London, p. 264
5. Aziri B (2011) Job Satisfaction: A Literature Review, Management Research and Practice
3(4), 77-86
6. Bodur, S. (2002), Job Satisfaction of health care staff employed at health centers in
Turkey, Occupational Medline, Vol. 52 No. 6, p. 353-5.
7. C.R. Kothari, Research Methodology-Methods & Techniques,New Delhi, New Age
International (P) Ltd., Publishers,2004, 55-95
8. Davis, K. and Nestrom, J.W. (1985). Human Behavior at work: Organizational Behavior,
7 edition, McGraw Hill, New York, 109
9. Fletcher, C and Williams, R. (2006). Performance Management, Job Satisfaction and
Organisational Commitment. British Journal of Management. 7(2), 169-179.
10. George, J.M. and Jones, G.R. (2008). Understanding and Managing Organizational
behavior, Fifth Edition, Pearson/Prentice Hall, New Yersey, p. 78
11. Herzberg, F. and Mausner, B. (1959), The Motivation to Work, 2nd ed., Wiley, New York
12. Herzberg, H. F. (1976). Motivation-Hygiene Profiles, p. 20
13. Hoppock, R. (1935). Job Satisfaction, Harper and Brothers, New York, p. 47
14. Jeffrey M Stanton,et al, Development of a Compact Measure of Job Satisfaction: The
Abridged Job Descriptive Index ,February 2002,Pg.1104-1111.
SMUDE Page 37
15. Kaliski, B.S. (2007). Encyclopedia of Business and Finance, Second edition, Thompson
Gale, Detroit, p. 446
16. Kumar, Ranjit, 2005, Research Methodology-A Step-by-Step Guide for Beginners,
(2nd.ed.), Singapore, Pearson Education
17. Modrak V,et al. A Theoretical Approach To The Job Satisfaction,A Polish Journal of
Management Studies,2011, Vol:4,PP :1-9
18. Muhammad Rizwan et al. (2012) Empirical study of Employee Job Satisfaction, Journal
of Business and Management,Pakistan,pp 29-35
19. Rachel T. King, Investigating Perceptions of Job Satisfaction in Older Workers Using
Item Response Theory, 2014, PP:4
20. Reichers, A.E (2006). A Review and Reconceptualization of Organisational Commitment.
Academy of Management Review. 10(3), 465-476.
21. Smith, P.C., L.M. Kendall, and C.L. Hulin (1969). The Measurement of Satisfaction in
Work and Retirement. Chicago: Rand McNally
22. Statt, D. (2004). The Routledge Dictionary of Business Management, Third edition,
Routledge Publishing, Detroit, p. 78
23. Suresh K.T, et al. (2001), Job Satisfaction: Empirical Evidence for Alternatives to JDI,
National Decision Sciences Conference, SanFransisco, PP 3, 4, 5
24. Timothy A. Judge, et al, The Job Satisfaction-Job Performance Relationship: A
Qualitative and Quantitative Review, 2001, Vol. 127. No. 3.PP 376-407
25. Togia, A., Koustelios, A. and Tsigilis, N. (2004), Job Satisfaction among Greek academic
librarians, Library & Information Science Research, Vol. 26, pp. 373-383.
26. Vroom, V.H. (1964). Work and motivation, John Wiley and Sons, New York, p.99
Internet Sites
1. http://www.valuenotes.com/valuenotes/research/viewarticle.asp?
2. http:/www.ipma.co.in/paper_industry_overview.asp
3. http://www.isixsigma.com/dictionary/Likert_Scale-588.htm
4. http://psychology.about.com/od/lindex/g/likert-scale.htm
SMUDE Page 38
5. http://www.usabilityfirst.com/glossary/term_968.txl
6. http://profit.ndtv.com/stock/mangalam-drugs-&-organics-ltd_mangalam/reports)
7. http://www.mangalamdrugs.com/under_development.html)
8. https://wikispaces.psu.edu/display/PSYCH484/Fall+2013+Job+Satisfaction+Case+Study
SMUDE Page 39

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A Report on Job Satisfaction at Mangalam Drugs & Organics Ltd (Vapi)

Scope of the Study:

CHAPTER-2 OBJECTIVE OF THE STUDY

The crux of the study decided by the researcher is as shown below:

CHAPTER-3 LITERATURE REVIEW

CHAPTER-4 COMPANY CONTOUR

Recent Scenario & Outlook:

India's biotechnology industry comprising bio-pharmaceuticals, bio-services, bio-agriculture, bio-

NAME OF THE COMPANY: Mangalam Drugs & Organics Ltd Limited

YEAR OF THE INCORPORATION: 1977 in Vapi

COMPANYS BUSINESS: It is a leading Manufacturer of:

1. Active Pharma Ingredients (API)

BOARD OF DIRECTORS: Mr. Govardhan M. Dhoot (Chairman & Managing Director)

Mr. Brijmohan M. Dhoot (Non-Executive Director)

VISION OF THE COMPANY: To be a most customer responsive API manufacturing

MISSION OF THE COMPANY: To achieve growth in business by:

Transparency in Business Policies

BACKGROUND AND HISTORY OF THE COMPANY:

CHAPTER-5 THEORETICAL BACKGROUND

FACTORS CONTRIBUTING TO JOB SATISFACTION

Treating employees with respect

THEORIES OF JOB SATISFACTION:

There are 3 major theories of Job Satisfaction.

Herzberg's Motivation - Hygiene theory.

Social reference - group theory.

Herzberg's Motivation - Hygiene Theory:

Motivators suggested by Herzberg:

Achievement, Recognition, Advancement, Work itself, Possibility of growth & Responsibility.

Need Fulfillment Theory:

a) Need for Personal Achievement:

b) Need for Social Achievement:

c) Need for Influence:

Social References - Group Theory:

DETERMINANTS OF JOB SATISFACTION:

1) Organizational variables; and

4) Pay and Promotional Opportunities:

5) Interaction in the work group:

(b) It results in being accepted by others; and

(c) It facilitates the achievements of goals.

(2) Educational Level:

(3) Role Perception:

Some other determines of Job Satisfaction are as follows:

(i) General Working Conditions.

(ii) Grievance handling procedure.

(iii) Fair evaluation of work done.

(iv) Job security.

(v) Company prestige.

(vi) Working hours etc.

IMPORTANCE OF HIGH JOB SATISFACTION:

HOW TO INCREASE JOB SATISFACTION

MEASUREMENT OF JOB SATISFACTION

CHAPTER-6 RESEARCH METHODOLGY

Figure 2: Based on JDI the research Model to check Job Satisfaction:

Administering JDI based Analysing and grading

Calculating JDI points

Grading answers with

1. Direct Personal investigation by interviewing or observing the respondent personally.

2. Indirect oral investigation where the information gathered by interviewing closely

3. Questionnaire method, where a carefully designed questionnaire (i.e. a list of relevant

Table: 1: Details of Research Methods & Sampling

Purpose of study Job satisfaction amongst the employees of

Research Method Survey Method

Research Technique Questionnaire and interview

Type of Questions Closed ended