Hrm in Garment Industry

Study on employee job satisfaction at liberty garments by Hemanth CRPatna on Nov 02, 2010 †¢ 3,109 views Study on employee job satisfaction at liberty garments More†¦ Study on employee job satisfaction at liberty garments Less Accessibility †¢ View text version Categories †¢ Fashion & Beauty †¢ Business & Mgmt Tags mba Upload Details Uploaded via SlideShare as Microsoft Word Usage Rights  © All Rights Reserved Flagged as inappropriate Flag as inappropriate Top of Form Flag as inappropriate Select your reason for flagging this presentation as inappropriate. If needed, use the feedback form to let us know more details. [pic][pic]Cancel Bottom of Form File a copyright complaint Embed Views |http://static. slidesharecdn. com |1 | Statistics Favorites 2 Downloads 0 Comments 0 Embed Views 1 Views on SlideShare 3,108 Total Views 3,109 †¢ [pic][pic]No comments yet †¢ Notes on Slide 1 Top of Form [pic] [pic]Subscribe to comments Post Comment Bottom of Form Top of Form Edit your comment [pic][pic]Cancel Bottom of Form †¢ †¢ 2 Favorites †¢ [pic]rajm2019 1 week ago †¢ [pic]Mohan Ranathunga , Partner at Msix Associate 3 months ago More†¦ Study on employee job satisfaction at liberty garments — Document Transcript †¢ 1. INDUSTRY PROFILE ABOUT GARMENT INDUSTRY: INTRODUCTION: As the business increases day by day to global standards, garment industry also takes its boom in the world trade. Though there are certain limitations and drawbacks in the business scenario, it is still trying to achieve a memorable growth in the world trade. From ancient days onwards, garments play an important role in each and every ones life. Now the fashion technology is growing not only in towns and cities, but also in small villages. People are now very much interested to wear new fashion garments. Media also playing an important role in evaluating the garment industry all over the world. ABOUT GARMENT INDUSTRY DEVELOPMENT CORPORATION (GIDC): To protect the rights of manufacturers and to create a beneficial marketing facility for garments, ‘THE GARMENT INDUSTRY DEVELOPMENT CORPORATION’ came in to force. The GIDC is a non-profit organization established in 1984 in the city of New York by the garments workers union and the new York skirt and sports wear association to strengthen the worlds garment industry. For the past twenty years, GIDC has evolved in to multi-tiered service organization providing marketing, buyer referrals, training and technical assistance to the manufacturers and workers. GIDC acts as a link between designers & labels and high quality producers and it has the following directors: BRUCE RAYNOR -CHAIRMAN STEVEN E-THOMAS-VICE CHAIRMAN EDGAR ROMNEY -SECRETARY TREASURER ETC 1 †¢ 2. USE OF COMPUTERS IN GARMENT INDUSTRY: CAD: Computer aided and designing (CAD) is industry specific design system using computer as a tool. CAD is used to design anything from an aircraft to knitwear. Originally CAD was used in designing high precision machinery. Slowly it is found its way in other industries also. In 1970’s, it made an entry in the garment industry. Most companies in India and abroad have now integrated some form of CAD in to their design and production process. In fact, according to national garment association of US, of 228 garment manufacturers: 65% use CAD to create color ways. 60% use CAD to create printed fabric design. 48% use CAD to create merchandising presentation. 1% use CAD to create knitwear design. KNITTED FABRICS: Some systems specialize in knitwear production and final knitted design can be viewed on screen with indication of all stitch formation. PRINTED FABRICS: The process involves use of computers in design, development and manipulation of motif. The motif can then be resized, recolored, rotated depending on the designers goal. SKETCH PAD SYSTEMS: These are graphic programmes that allow the designer to use pen or stylus on electronic pad or tablet to create free hand images, which are then stored in the computer. TEXTURE MAPPING (OR) 3D DRAPING SOFTWARE: This technology allows visualization of fabric on the body. Texture mapping is a process by which fabric can be draped over a form in a realistic way. 2 †¢ 3. EMBROIDERY SYSTEMS: The designs used for embroidery can be incorporated on the fabric for making garment. For this, special computerized embroidery machines are used. Designers can create their embroidery designs on the computer or can work with scanned images of existing designs. INTERNET AND INFORMATION EXPLOSION: NATIONAL INSTITUTE OF FASHION TECHNOLOGY (NIFT), Calcutta is linked to Internet with TCP/IP account and the students have continuous access to the sites of the top designers, trend forecasting agencies, fashion houses and fabric suppliers. This has helped both the institute and the students immensely keeping them updated with the latest trends. From the above information, it is clear that the computers play an important role in the development of garment industry. GARMENT INDUSTRY IN INDIA: The garment industry occupies a unique place in our country. It accounts for 14% of the total industrial production and contributes nearly 20% of the total exports and is the second largest employment generator after agriculture. Garment industry is providing one of the basic needs of people and maintained sustained growth for improving quality of life. Its vast potential for creation of employment opportunities on the agricultural, industrial organized and rural and urban areas, particularly for women. Although the development of garment sector was earlier taking place in terms of general policies. In recognition of its importance of this sector for the first time, a separate policy statement was made in 1985 in regard to development of garment sector. The textile policy of 2000 aims at achieving the target of garment and apparel exports of US $ 50 billion by 2010 of which the share of garment will be US $ 25 billion. The main market for Indian garments are USA, UAE, UK, GERMANY, FRANCE, ITALY, RUSSIA, CANADA, BANGLADESH AND JAPAN. 3 †¢ 4. The main objective of the textile policy 2000 is to provide cloth of acceptable quality at reasonable prices for the vast majority of population of the ountry and to compete with confidence for an increasing share of the global market. From the above it is clear that garment occupies a unique position in our economy contributing to nearly a one third of the country’s earnings. The industry includes manufacturers, suppliers, whole sellers and exporters of cotton textiles etc. Today handloom and cotton textile exports in India is co unted among the most important sector. The garment industry in India is widely named for its superb quality garments. Total textile exports during April-march 1998-99 were rs 52720. 8 crores. Readymade garment exports comprises nearly 40% of the total exports. CURRENT SCENERIO: Developing countries with both textile and clothing capacity may be able to prosper in the new competitive environment after the textile quota regime of quantitative import restrictions under the multi-fiber arrangement (MFA) came in to an end on 1 st January 2005 under the world trade organization (WTO) agreement on textiles and clothing. As a result, the garment industry in developed countries will face huge competition in both their exports and domestic markets. The elimination of quota restriction will open the way for the most competitive developing countries to develop stronger clusters of the garment industry which enable them to handle all stages of the production chain from growing natural fibers to producing finished clothing. The garment industry is undergoing a major reorientation towards non- clothing applications of textiles known as technical textiles which are growing roughly at twice rate textiles for clothing applications and now account for more than half of total textile production. The processes involved in producing technical textile require expensive equipments and skilled workers. 4 †¢ 5. As a result of various initiatives taken by the government, there has been new investment of rs 50000 crore in the garment industry in the last five years. Nine garment majors invested rs 2600 crores and plan to invest another rs 6400 crore. Further, India’s cotton production increased by 57% over the last five years and three million additional spindles. The industry expects investment of rs 1,40,000 crores in this sector in the post MFA phase. A vision 2010 for garments formulated by the government after interaction with the industry and exports promotion councils aims to increase India’s share in the worlds garment from the current 4% to 8% by 2010 vision and plan to increase Indian garment economy from the current US $ 37 billion to $ 85 billion by 2010 and creation of 12 million new jobs in the garment sector. There will be opportunities as well as challenges for the Indian garment industry in the post MFA era. But India has natural advantages, which can be capitalized on strong raw-material base cotton, man made fabrics, jute silk. Further, for the benefit of exporters, there should be a state owned cargo-shipping mechanism. Several initiatives have already been taken by the government to overcome some of these concerns including rationalization. Shri Kamal Nath, union minister of commerce and industry has said that India will take up the issue of non-tariff barriers (NTBs) in the world trade organization (WTO) Doha round of multi lateral trade negotiations, which are expected to gather steam from march 2005 onwards. On the eve of republic day, president DR. ABDUL KALAM said that, â€Å"India is presently exporting six billion US dollars worth of garments, where as with the WTO regime in place, we can increase the production and export of garments to 18 to 20 billion US dollars with in the next five years. This will enable generation of employment in general and in rural areas in particular with the help of export of garments. We can add more than 5 million direct jobs and 7 million indirect jobs in the garment sector. Primarily in the cultivation of cotton, efforts are needed in cotton research, technology, 5 †¢ 6. generation, transfer of technology, modernization and upgrading of ginning and pressing factories and growth in marketing strategy†. INDIAN GARMENT EXPORT INDUSTRY: India is a major exporter of garments, fabrics and accessories for the global fashion industry. Indian ethnic designs and materials are an important factor in the plans of fashion houses and garment manufacturers all over the world. Those buttons on the Levis you are wearing could well have been made in India. The welcome decision of phasing out Multi Fiber Agreement (MFA) will end the regime of quotas and other rules and regulations made by the Indian governments helps us to create a competitive export garment industry all over the world. For India, the clothing industry has performed quite well in exports. It has been facing most of the quotas every year. As compared to rs 12 crores in 1970-71, exports have reached rs 18000 crores by 1998. The major competitors in this segment of the market are developed countries, Asian tigers like Korea, Taiwan, Hong Kong and Singapore. Developing countries like Bangladesh and Mayan mar of china, of course. In order to ensure quality of garment exports, the SSI restriction of the garment exports, the SSI restriction of the garment industry should be removed. Present equity participation of 24% by the foreign partners need to be enhanced and joint ventures with majority shareholdings as well as technical collaborations should be allowed. Labor laws need to be reorganized and the export procedures should be liberalized. LATEST TRENDS (NEWS) IN GARMENT AND TEXTILE SECTOR: 1. India recorded exports of $ 461 million in March 2005, against $ 351 million in March 2004. The increase has continued from February, when textile exports stood at $ 410 million. India has shown a 28% growth for the period January to march 2005 as compared to the same period last year. While china remains the 6 †¢ 7. lead country in terms of textile imports to the US. Countries like Mexico and Canada continue to loose out to India and china. Imports were threatening thousands of US jobs. The us has the power to impose caps of 7. % growth in textile and clothing categories on china under an agreement that the way for Chinas membership in WTO in 2001. 2. Ministry of finance has added 165 new textile products under Duty Drawback Schedule. The new products included wool tops. Cotton yarn, acrylic yarn, various blended fabrics, fishing nets etc. further, the existing entries in the drawback schedule relating to garments have been expanded to create separate entries of garments made u p of (a) cotton 3. (b) Man made fiber blend (c) MMF 4. After the phasing out of quota regime under the Multi Fiber Act (MFA), India can 5. Increase its textile sector becoming $ 100 billion industry by 2010. This will include exports of $ 50 billion. The proposed target would be achieved provided reforms are initiated in textile sector and local manufacturers adopt measures to improve their competitiveness. A 5-pronged strategy aiming to attract foreign direct investment by making reforms in local market. Replacements of existing indirect taxes with a single nation wide VAT. Liberalization of contract norms for textile and garment units. Elimination of restrictions that cause poor operational and organizational performance of manufacturers was suggested. . The union minister shankar sinh vaghela said that the board for Industrial and Financial Reconstruction (BIFR) had approved rehabilitation schemes for sick NTC mills at the cost of rs. 3900 crores. Of the 66 mills, 65 mills have been closed after implementing voluntary retirement scheme (VRS) to all employees. The government has already constituted assets, sale commit tees comprising representatives of central and state governments, operative agency, BIFR, NTC and the concerned NTC subsidiary to effect sale of assets through open tender system. †¢ 8. 7. Proposals for modernization of NTC mills have been made to the consultative committee members including formation of a committee of experts to improve management of these mills. Even the present status of jute industry was under the scanner of the consultative committee. 8. The government had announced change from the value-based drawback rate followed to a weight-based structure for textile exports that will discourage raw material exports and also there is a scope for misusing the drawback claims by boosting invoice value of exports. . NCDEX launched its silk contract (raw silk and cotton) on Thursday, January 20, 2005. With this launch, the total number of products offered by NCDEX goes up to 27. The launch of silk contract will offer the entire suite of fibers to the entire value chain ra nging from farmers to textile mills. Government of India jointly with NCDEX has adopted a policy of encouraging future contracts of silk. The ministry of textiles and the central silk board (CSB) had decided to introduce Futures trading in mulberry cocoons and raw silk on NCDEX. Futures trading on the NCDEX will provide an alternative trading avenue for farmers, weavers and traders and help them to make a better price for their product and it will also helps them to reduce risks associated with natural calamities. From this, we can conclude that garment industry is still in developing stage in India. The government is taking a lot of efforts to upgrade the garment industry in India. Rules and regulations on small scale units should be liberalized and export procedures on exports of garments is to be simplified and some grants to be given to those farmers who are dependent on cotton and jute corps. †¢ 9. COMPANY PROFILE This firm was promoted by Late. Shri. Mohan das Kundanmal Mahataney, the founder /promoter of associated apparels Pvt. Ltd, who were the makers of â€Å"LIBERTY† shirts for the domestic market and also license makers of Maidem form, Jockey, Jantzen and Tootal. An illustrious son of an illustrious father, MR. Raju. M. Mahtaney is a commerce graduate from Mumbai University, started his business career way back in 1968 by joining his father’s business of ready-made garment exports. Later, he joined as a partner in K. MOHAN in 1973. He became the managing partner in 1991, and since then his contribution in terms of expertise has boosted the morale of the organization and thus gained to be recognized as a reputed manufacturer in exports of woven garments. In the present context of business scenario, he has been traveling extensively to western countries and further gained rich industrial experience especially in fabric and machine etc. he was a member of the executive committee and also chairman of EDP of apparel export promotion council. He also an active executive member in CIA & INDO_AMERICAN chamber of commerce. Ours is a garment manufacturing company fully equipped for exporting the finished products. K. MOHAN & CO is situated 10 kms from the center of the beautiful garden city of ban galore. We specialize in the manufacture of high quality of men’s and women’s wear in the woven fabrics category. We predominantly cater to the American market. K. Mohan among the oldest garment export houses in the country, established in the year 1973. K. Mohan & co is well equipped to meet any requirements of overseas clients. In other words, we are proud to maintain that we are compliant to all standards set by our clients. Our professional approach towards business makes us very easy to work with, and fosters our business tie-ups and relationships, a very pleasing association. It has locations at seven places in ban galore at Bannerghatta Road, Hulimavu, Begur, Bommanahalli, Hong Sandra, Sing Sandra and Veer Sandra. 9 †¢ 10. K. Mohan & co has an impressive product range in the woven garments sector. We are capable of manufacturing quality garments over a wide range of styles, size- ranges and fabrics. Though we have produced a wider range in the past, we are now focused on items such as men’s and women’s pants, shorts, shirts and blouses as well. We are proud to be associated with- The Gap Inc. , Banana Republic, Polo Ralph Lauren, Nike, The Boom Club, Lane Bryant, The Limited Group, Ralph Lauren, Polo Jeans, Kohl’s, Nill Blass, Vetir, Decathlon, Shopko, Jones Apparel group and the like. In every unit, we have a technical person viz. , production manager in charge of the unit associated by factory manager and production co-ordinators. The area group HRD managers also take care of all the issues relating to the workers, including HR activities, welfare, safety etc. here the number of employees exceed the limit prescribed under the factories act. We have a safety officer too. Also we have a lady medical officer visiting the units. We have our own two in-house laundry units at Hulimavu and Sing Sandra with modern machineries, which cater to all our wash requirements. To be candid, we have all facilities to meet the contingencies. We have obtained the necessary consent for both water and air in all our units. Running a bus iness with constraints in infrastructure facilities is a tough task, meeting simultaneously the requirements of the buyers. In the present power crisis, we are also running the generators in all our units, affecting the business profits to a large extent availability of water, yet another concern. With all these constraints around, our managing partner has been effectively managing the business. Labors, though available in the areas, are not skilled. Hence we trained them in our training school and absorb them with an amount of risk of their longevity. It is a family partnership firm registered under the Indian partnership act, 1932. Its corporate office is at begur road, bommanahalli hobli, Bangalore-560075. 0 †¢ 11. All raw materials is checked for quality and quantity and stored in a central warehouse. Inventory handling is fully computerized. The merchandising section and shipping department is well equipped with instant communication systems like EDI. We are working on implementing ERP. The CAD section is again fully equipped with the GGT ACCUMARK REALEASE 7. 62 PATTERN MAKING, GRADING AND MARKI NG SYSTEM. We have automatic plotters (AP- 100) and pattern-cutting (MUTOH-1650) machines. We have a fully integrated CAD/CAS/CAM section at one of our units. It is equipped with state of the art automatic spreading (SYNCHRON 175) and cutting (GT-7250) machinery from Gerber technology inc. , of USA. We possess a 20-head embroidery machine capable of 7-9 colors. Machine is of Baruden make and stitching capacity is 20,00 –25,00 stitches per hour. The production floor is equipped with the latest machinery. Trained and specialized personnel who have lot of experience in the garment production field man it. We have technical experts who help implement the quality standards in our merchandise (like AQL levels). We use accredited testing labs for fabric package testing and garment testing. Our employers are dedicated and work for the company untiringly, sinciourly honesty, diligently, maintaining all the more a high standard of discipline which also contribute as one of the reasons for the growth of the company to this stage. 11 †¢ 12. CHAPTER-1 INTRODUCTION: JOB SATISFACTION: Job satisfaction is one of the important factors which have drawn attention of managers in the organization as well as academicians. Various studies have been conducted to find out the factors which determine job satisfaction and the way it influences productivity in the organization. Though there is no conclusive evidence that job satisfaction affects productivity directly because productivity depends on so many variables, it is still a prime concern for managers. Job satisfaction is the mental feeling of favorableness which an individual has about his job. DuBrins has defined job satisfaction in terms of pleasure and contentment when he says that: â€Å"Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If dislike your job intensely, you will experience job dissatisfaction. DETERMINANTS OF JOB SATISFACTION : While analyzing the various determinants of job satisfaction, we have to keep in mind that: all individuals do not derive the same degree of satisfaction though they perform the same job in the same job environment and at the same time. Therefore, it appears that besides the nature of job and job environment, there are individual variables which affect j ob satisfaction thus all those factors which provide a fit among individual variables, nature of job, and the situational variables determine the degree of job satisfaction. Let us see what these factors are. 12 †¢ 13. INDIVIDUAL FACTORS: Individuals have certain expectations from their jobs. If there expectations are met from the jobs, they feel satisfied. These expectations are based on an individual’s level of education, age, and other factors. 1. Level of Education: Level of education of an individual is a factor which determines the degree of job satisfaction. For example several studies have found negative correlation between the level of education, particularly higher level of education, and job satisfaction. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. In their case, Peter’s principle which suggests that every individual tries to reach his level of incompetence, applies more quickly. 2. Age: individuals experience different degree of job satisfaction at different stages of their life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising up to certain stage, and finally dips to a low degree. The possible reasons for this phenomenon are like this. When an individual joins an organization. He may have some unrealistic assumptions about what they are going to derive from their work. These assumptions make them more satisfied. However, when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as the people start to asses the jobs in right perspective and correct their assumptions. At the last, particularly at the fag end of the career, job satisfaction goes down because of fear of retirement and future outcome. 3. Other Factors: besides the above two factors, there are other individual factors which affect job satisfaction. If an individual does not have favorable social and family life, he may not feel happy at the work place. Similarly other personal problems associated with him may affect his level of job satisfaction. 13 †¢ 14. NATURE OF JOB: Nature of job determines job satisfaction which is in the form of occupation level and job content. 1. Occupational level: Higher level jobs provide more satisfaction as compared to lower levels. This happens because high level jobs carry prestige and status in the society which itself becomes source of satisfaction for the job holders. For example, professionals derive more satisfaction as compared to salaried people; factory workers are least satisfied. 2. Job content: job content refers to the intrinsic value of the job which depends on the requirement of skills for performing it, and the degree of responsibility and growth it offers. A higher content of these factors provides higher satisfaction. For example, a routine and repetitive job provides lesser satisfaction ; the degree of satisfaction progressively increases in job rotation, job enlargement, and job enrichment. Situational variables: Situational variables related to a job satisfaction lie in organizational context- formal and informal. As we shall see in the next part of text, formal organization is created by the management and informal organization emerges out of the interaction of individuals in the organization. Some of the important factors which affect job satisfaction are given below. 1. Working conditions: working conditions, particularly physical work environment, like conditions of workplace and associated facilities for performing the job determine job satisfaction. These work in two ways. First, these provide means for job performance. Second, provision of these conditions affect the individuals perception about the organization. If these factors are favorable, individuals experience higher level of job satisfaction. 14 †¢ 15. 2. Supervision: The type of supervision affects job satisfaction as in each type of supervision; the degree of importance attached to individuals varies. In employee- oriented supervision, there is more concern for people which is perceived favorably by them and provides them more satisfaction. In job-oriented supervision, there is more emphasis on the performance of the job and people become secondary. This situation decreases job satisfaction. 3. Equitable Rewards: The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations other than the job performance, it affects job satisfaction adversely. 4. Opportunity for Promotion: It is true that individuals seek satisfaction in their jobs in the context of job nature and work environment but they also attach importance to the opportunities for promotion that these jobs offer. If the present job offers opportunity of promotion in future, it provides more satisfaction. If the opportunity for such promotion is lacking, it reduces satisfaction. 5. Work Group: Individuals work in group either created formally or they develop on their own to seek emotional satisfaction at the workplace. To the extent, such groups are cohesive; the degree of satisfaction is high. If the group satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction. Effect of Job Satisfaction: Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism, and turnover. Physical and Mental Health: The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favorableness or unfavourableness 15 †¢ 16. 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 and 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. Productivity: There are two views about the relationship between job satisfaction and productivity: 1. A happy worker is a productive worker. 2. A happy worker is not necessarily a productive worker. The first view establishes a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increases, productivity increases; when job satisfaction decreases, productivity decreases. 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 job 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. The 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 and organizational expectations from individuals for job performance. 1. 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 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 help to increase productivity though these factors increase job satisfaction. 16 †¢ 17. 2. 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 managements 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 on productivity. A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity. Absenteeism: Absenteeism refers to the frequency of absence of a job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack satisfaction from the job which produces a ‘lack of will to work’ and alienate a worker from work as far as possible. Thus, Job satisfaction is related to absenteeism. Employee Turnover: Turnover of employees is the rate at which employees leave the organization within a given period of time. As discussed earlier in this chapter under defense mechanism, when an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism. If he is not able to do so, he opts to leave the organization. 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. 17 †¢ 18. Improving Job Satisfaction: Job satisfaction plays significant role in the organization. Therefore, managers should take concrete steps to improve the level of job satisfaction. These steps may be in the form of job redesigning to make the job more interesting and challenging, improving quality of work life, linking rewards with performance, and improving overall organizational climate. As part of a larger project whose goal was to create an employee-driven, survey- improvement process six factors that influenced job satisfaction. When these six factors were high, job satisfaction was high. When the six factors were low, job satisfaction was low. These factors are similar to what we have found in other organizations. 18 †¢ 19. 19 †¢ 20. Opportunity: Employees are more satisfied when they have challenging opportunities at work. This includes chances to participate in interesting projects, jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important: this is not simply â€Å"promotional opportunity. † As organizations have become flatter, Promotions can be rare. People have found challenge through projects; team Leadership, special assignments-as well as promotions. Actions: †¢ Promote from within when possible. †¢ Reward promising employees with roles on interesting projects. †¢ Divide jobs into levels of increasing leadership and responsibility. It may be possible to create job titles that demonstrate increasing levels of expertise, which are not limited by availability of positions. They simply demonstrate achievement Stress. When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they interfere with employees' personal lives or are a continuing source of worry or concern. Actions: †¢ Promote a balance of work and personal lives. Make sure that senior managers model this behavior. †¢ Distribute work evenly (fairly) within work teams. †¢ Review work procedures to remove unnecessary â€Å"red tape† or bureaucracy. †¢ Manage the number of interruptions employees have to endure while trying to do their jobs. †¢ Some organizations utilize exercise or â€Å"fun† breaks at work. 20 †¢ 21. Leadership. Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action. Actions: †¢ Make sure your managers are well trained. Leadership combines attitudes and behavior. It can be learned. People respond to managers that they can trust and who inspire them to achieve meaningful goals. Work Standards. Employees are more satisfied when their entire workgroup takes pride in the quality of its work. Actions: †¢ Encourage communication between employees and customers. Quality gains i mportance when employees see its impact on customers. †¢ Develop meaningful measures of quality. Celebrate achievements in quality. Trap: be cautious of slick, â€Å"packaged† campaigns that are perceived as superficial and patronizing. Fair Rewards. Employees are more satisfied when they feel they are rewarded fairly for the work they do. Consider employee responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs. 21 †¢ 22. Actions: †¢ Make sure rewards are for genuine contributions to the organization. †¢ Be consistent in your reward policies. †¢ If your wages are competitive, make sure employees know this. †¢ Rewards can include a variety of benefits and perks other than money. As an added benefit, employees who are rewarded fairly, experience less stress. Adequate Authority. Employees are more satisfied when they have adequate freedom and authority to do their jobs. Actions: When reasonable: †¢ Let employees make decisions. †¢ Allow employees to have input on decisions that will affect them. †¢ Establish work goals but let employees determine how they will achieve those goals. Later reviews may identify innovative â€Å"best practices. † †¢ Ask, â€Å"If there were just one or two decisions that you could make, which ones would make the biggest difference in your job? † Employees with higher job satisfaction: †¢ Believe that the organization will be satisfying in the long run †¢ Care about the quality of their work †¢ Are more committed to the organization †¢ Have higher retention rates, and †¢ Are more productive. 2 †¢ 23. Recognition. Individuals at all levels of the organization want to be recognized for their achievements on the job. Their successes don't have to be monumental before they deserve recognition, but your praise should be sincere. If you notice employees doing somet hing well, take the time to acknowledge their good work immediately. Publicly thank them for handling a situation particularly well. Write them a kind note of praise. Or give them a bonus, if appropriate. You may even want to establish a formal recognition program, such as â€Å"employee of the month. † Advancement. Reward loyalty and performance with advancement. If you do not have an open position to which to promote a valuable employee, consider giving him or her a new title that reflects the level of work, he or she has achieved. When feasible, support employees by allowing them to pursue further education, which will make them more valuable to your practice and more fulfilled professionally. †¢ Job satisfaction is good not only for employees but employers, too; it increases productivity and decreases staff turnover. †¢ An organization's policies, if unclear or unfair, can stand in the way of employee satisfaction. Employees need a reasonable amount of social interaction on the job. †¢ Employees also need some degree of personal space, which diffuses tension and improves working conditions. †¢ To begin motivating employees, help them believe that their work is meaningful. †¢ To help employees achieve on the job, provide them with ongoing feedback and adequate challen ge †¢ When your employees do good work, recognize them for it immediately. †¢ To increase an employee's sense of responsibility, do not simply give them more work; give them freedom and authority as well. You can help employees advance in their professional lives by promoting them, when appropriate, or encouraging continuing education. 23 †¢ 24. STATEMENT OF THE PROBLEM A STYDY ON EMPLOYEE JOB SATISFACTION: Employee satisfaction and retention have always been important issues for physicians. After all, high levels of absenteeism and staff turnover can affect your bottom line, as temps, recruitment and retraining take their toll. But few practices (in fact, few organizations) have made job satisfaction a top priority, perhaps because they have failed to understand the significant pportunity that lies in front of them. Satisfied employees tend to be more productive, creative and committed to their employers, and recent studies have shown a direct correlation between sta ff satisfaction and patient Satisfaction. 1 Family physicians who can create work environments that attract, motivate and retain hard-working individuals will be better positioned to succeed in a competitive health care environment that demands quality and cost-efficiency. What's more, physicians may even discover that by creating a positive workplace for their employees, They’ve increased their own job satisfaction as well. 4 †¢ 25. OBJECTIVES: 1. To know the satisfaction level towards the behaviors of peers and superiors. 2. To study the level of satisfaction towards his salary and also other benefits which are provided by the company? 3. To study the ESI facilities and safety measures which are provided by the company? 4. To suggest the company about the measures to be taken for more employee satisfaction. 25 †¢ 26. RESEARCH DESIGN AND METHODOLOGY The research design used for the study is the descriptive research design. In this design structural information is u sed to gather information. METHODOLOGY: SAMPLING METHOD: The two major methods are probability and non-probability sampling technique. The study requires probability method since the sample was chosen or random. Hence the study was dealt with sample random tool, which is one of the most popular method sampling. SOURCES OF DATA: PRIMARY DATA COLLECTION: Primary data are those, which are collected afresh and for the first time and thus happen to be original in character, questions and interviews methods were accede to collect primary data by visiting the factory premises and various departments in it. It was collected from the employees working in the factory. By using both the questionnaire method and interview method. I would gather information from the employees who was not willing or who did not have time for or who was shy about it. SECONDARY DATA COLLECTION: It is collected from the internal records of the company such as library records, trade journals, various manuals of the company, various training programs previously conducted and it’s responds etc; It is also conducted from the officials of the pursued department in the factory. Secondary data provides a better view 26 †¢ 27. of the problem study many magazines, tools and other references were also mean important in this study. TOOLS FOR DATA COLLECTION: SURVEY METHOD: The most widely used technique of gathering primary data is the survey method. The sources interviewed personally at the place of work and also with questionnaires. It is a direct and more flexible form of investigation involving face- to- face communication and through recorded questionnaires filled in personally. The information is qualitative, quantitative and accurate. The rate of refusal is low; it offers a sense of participation to the respondents. It usually leads to broader range of data than observation on experimentation methods. The data collected is tabulated and interpreted to draw conclusion. FIELD WORK: It is an important method of data collection. The questionnaire is used for interviewing the respondents. Additional questions (Personal interviews) can be used to secure more information. The respondents are interviewed in the factory. SAMPLE DESIGN FOR THE STUDY: SAMPLING METHOD: Stratified sampling method. SAMPLE SIZE : 100(Consists of Production, Finance, Human Resource, Systems, Marketing, Quality) SAMPLE UNIT : Employees of K. MOHAN & CO (Exports) Pvt. Ltd 27 †¢ 28. DATA ANALYSIS AND INTERPRETATION 1. TABLE SHOWING PERSONALITY OF THE RESPONDENTS TABLE: 1 S. NO. RESPONSE RESPONDENTS PERCENTAGE 1 Male 56 47 2 Female 64 53 Total 120 100 INFERENCE: From the above table, the analysis shows that, 46. 7 % of the respondents are male and the remaining 53. 3 % are female. The total respondents are 120 members. 28 †¢ 29. GRAPH:1 From the above table the chart is as follows. RESPONDENT GENDER 54 53 52 PERCENTAGES 51 50 49 PERCENTAGE 48 47 46 45 44 Male Female GENDERS 29 †¢ 30. 2. EDUCATION OF THE EMPLOYEE TABLE: 2 S. NO. QUALIFICATION NO. OF RESPONDENTS PERCENTAGES 1 Post graduate 12 10 2 Diploma/degree 26 22 3 SSLC/PUC/ITI 36 30 4 Less than SSLC 46 38 TOTAL 120 100 INFERENCE: The interpretation of the above table is,10% of the respondents are post graduates,21. 7 % are diploma/degree holders,30 % are belonged to SSLC/PUC/ITI,38. 3 % are having their qualification as less than SSLC. 30 †¢ 31. GRAPH:2 The graph showing the different percentages of education of the employees. EDUCATION OF THE EMPLOYEES 50 PERCENTAGE 40 30 Series1 20 10 0 ee e LC I /IT at gr SS du C de U ra an /P a/ tg LC m th s lo Po ss SS ip Le D QUALIFICATION 31 †¢ 32. 3. BELONGING CATEGORY TABLE: 3 S. NO. CATEGORY NO. OF RESPONDENTS PERCENTAGES 1 Staff 28 23 2 Employee 92 77 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the category of human resources i. e. staff and employees . This can be concluded as 23. 3 % recorded as staff members and remaining 76. 6 % are recorded as mployees in K MOHAN & CO (EXPORTS) GARMENTS. 32 †¢ 33. GRAPH:3 The graph showing the category of employees. EMPLOYEE CATEGORY 90 80 PERCENTAGES 70 60 50 PERCENTAGES 40 30 20 10 0 Staff Employee CATEGORY 33 †¢ 34. 4. BASIC SALARY OF THE EMPLOYEE TABLE: 4 S. NO. BASIC SALARY NO OF RESPONDENTS PERCENTAGES 1 Below 5,000 82 68 2 5,000 to 15,000 16 13 3 15,000 to 30,000 18 15 4 Above 30,000 4 4 TOTA L 120 100 INFERENCE: The data provided in the above table shows that the respondent’s basic salary. 63. 3 % respondents getting below 5,000 as their basic salary, 13. are falling in between 5,000 to 15,000, 15 % comes under 15,000 to 30,000 and the remaining 3. 4 are getting above 30,000 as their basic salaries. This can be concluded that most of the respondents are getting below 5,000 as basic salary. 34 †¢ 35. GRAPH:4 The graph showing the basic salaries of the employees. CHART SHOWING THEBASIC SALARYOF THE RESPONDENTS 80 70 60 PERCENTAGES 50 40 PERCENTAGES 30 20 10 0 Below 5,000 to 15,000 Above 5,000 15,000 to 30,000 30,000 BASIC SALARIES 35 †¢ 36. 5. WORK EXPERIENCE OF THE EMPLOYEE IN THE ORGANISATION TABLE: 5 S. NO. WORK EXPERIENCE NO. OF RESPONDENTS PERCENTAGES 1 Below one year 24 20 2 More than one year 32 27 3 More than three years 48 40 4 More than five years 16 13 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the work experience of the employees is recorded as 20 % belonging to below one year, 26. 7 % belonging to more than one year, only 13. 3 % belonging to more than 5 years and finally 40 % of employees belonging to more than three years. 36 †¢ 37. GRAPH: 5 The chart showing the work experience of the Employees in the organization. WORK EXPERIENCE IN THIS ORGANISATION More than five years EXPERIENCE More than three years PERCENTAGES More than one year Below one year 0 20 40 60 PERCENTAGES 37 †¢ 38. 6. SATISFACTION TOWARDS PICK AND DROP FACILITY TABLE: 6 S. NO. PICK & DROP NO. OF RESPONDENTS PERCENTAGE 1 Satisfied 52 43 2 Not satisfied 68 57 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the opinion of Pick & Drop facility provided in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 43. 3% of employees are satisfied and remaining 56. 7% are not satisfied. 8 †¢ 39. GRAPH:6 The chart showing the satisfaction level on Pick and Drop facility. SATISFACTION TOWARDS PICK & DROP Satisfied Not 43% satisfied 57% 39 †¢ 40. 7. SATISFACTION LEVEL TOWARDS FREE CANTEEN TABLE: 7 S. NO. FREE CANTEEN NO. OF RESPONDENTS PERCENTAGES 1 Satisfied 102 85 2 Not Satisfied 18 15 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the opinion on Free Canteen facility pro vided in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 85% of employees are satisfied and remaining 15% are not satisfied. 40 †¢ 41. GRAPH:7 The chart showing the opinion on Free Canteen facility provided by the organization. SATISFACTION TOWARDS FREE CANTEEN Not Satisfied 15% Satisfied 85% 41 †¢ 42. 8. SATISFACTION WITH PEERS AND SUPERIORS BEHAVIOURS: TABLE: 8 S. NO. PEERS & SUPERIORS NO OF RESPONDENTS PERCENTAGES BEHAVIOURS 1 Satisfied 96 80 2 Not Satisfied 24 20 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the coordination between the Peers and Superiors in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 80% of employees are satisfied and remaining 20% are not satisfied. 42 †¢ 43. GRAPH:8 The Graph showing the satisfaction level on Peers and Superiors in the organization. TOWARDS PEERS AND SUPERIORS BEHAVIOURS 90 80 PERCENTAGES 70 60 50 Series1 40 30 20 10 0 Satisfied Not Satisfied SATISFACTION TOWARDS PEERS & SUPERIORS BEHAVIOURS 43 †¢ 44. 9. THE TABLE SHOWING THE BONUS ALLOWANCES FROM THE COMPANY TABLE: 9 S. NO. BONUS NO OF RESPONDENTS PERCENTAGES 1 In six months 4 3 2 In a year 110 92 3 More than one year 2 2 4 No bonus 4 3 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the procedure of issuing the bonus allowance in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 3. 3% of the employees getting their bonus once in six months, 91. 7% employees in a year, 1. 7% getting in more than one year and 3. 3% are not getting bonus over the study period. 44 †¢ 45. GRAPH:9 The graph showing the issuing procedure of bonus allowances. BONUS ALLOWANCES FROM THE COMPANY No bonus 3% More than In six one year months 2% 3% In a year 92% 45 †¢ 46. 10. THE TABLE SHOWING THE REASON FOR GETTING OF BONUS. TABLE: 10 S. NO. BONUS BEEN ANNOUNCED NO OF RESPONDENTS PERCENTAGES 1 On employee working 16 13 performance 2 On companies profitability 104 87 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the reason for getting of bonus in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 13. 3% of employees are getting bonus because of working performance and remaining 86. 7% depends on companies profitability. 46 †¢ 47. GRAPH:10 The graph showing the reason for issuing of bonus in the company. ON BONUS SCHEMES PROVIDED BY THE COMPANY 90 80 70 60 PERCENTA 50 GES 40 30 20 Series1 10 0 On employee On orking companies performance profitability ON DIFFERENT VARIABLES 47 †¢ 48. 11. SATISFACTION TOWARD LOANS AND ADVANCES ISSUED BY THE COMPANY TABLE: 11 S. NO. LOANS & ADVANCES NO OF RESPONDENTS PERCENTAGES 1 Yes 48 40 2 No 35 29 3 Not know 37 31 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the opinion on issuing of loans and advances in K MOHAN & CO(E XPORTS) GARMENTS. This can be recorded as 40% respondents were eligible for loans, 29. 2% were not eligible for loans and remaining 30. 8% respondents don’t know about, that they were eligible or not. 48 †¢ 49. GRAPH:11 The graph showing the eligibility for loans and advances. SATISFACTION TOWARDS LOANS AND ADVANCES Not know SATISFACTION OF LOANS AND ADVANCES No Series1 Yes 0 10 20 30 40 PERCENTAGES 49 †¢ 50. 12. RESPONSE TOWARDS INCREMENTATION OF EMPLOYEE’S SALARIES TABLE: 12 S. NO. SALARY IS NO. OF RESPONDENTS PERCENTAGES 1 Incrementing 106 88 2 Not Incrementing 14 12 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, there is any incrementing in their salaries or not in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 88. 3% of employees had incrementing in their salaries and remaining 11. % had no any incrementing in their salaries. 50 †¢ 51. GRAPH:12 The graph showing the respondents opinion on Incrementation of their salaries TOWARDS SALARY INCREMENTATION 100 PERCENTAGES 80 60 Series1 40 20 0 g g tin tin en en em em cr cr In In ot N RESPONSE 51 †¢ 52. 13. RESPONSE TOWARDS COMPANIES PROFITABILITY DURING LAST 5 YEARS TABLE: 13 S. NO. C OMPANIES PROFITS NO OF RESPONDENTS PERCENTAGES 1 Incrementing 98 82 2 Decrementing 22 18 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 81. 7 % of the respondents said that companies profitability is increasing from the last five years, and the remaining 18. respondents says that it is decreasing.. 52 †¢ 53. GRAPH:13 The graph showing the respondents opinion on company’s profitability from the last 5 years. TOWARDS COMPANIES PROFITABILITY 90 80 70 PERCENTAGES 60 50 Series1 40 30 20 10 0 Incrementing Decrementing COMPANIES PROFITS FROM THE RESPONDENTS THOUGHTS 53 †¢ 54. 14. REGARDING THE FOOD PROVIDED BY THE CANTEEN TABLE: 14 S. NO. FOOD NO OF RESPONDENTS PERCENTAGES 1 Bad 15 13 2 Not Bad 45 37 3 Good 50 42 4 Very Good 10 8 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, the food provided in the canteen . 12. 2 % respondents feel that the food is bad. 7. 5% said that the food is not bad,41. 7% response is that the food is good, and the remaining 8. 3 % says that the food is very good. 54 †¢ 55. GRAPH:14 The graph showing the opinion on the food provided by the canteen. REGARDING CANTEEN FOOD 45 40 PERCENTAGES 35 30 25 20 PERCENTAGES 15 10 5 0 Bad Not Good Very Bad Good FOOD TOWARDS RESPONDENT'S OPENION 55 †¢ 56. 15. A TABLE SHOWING SATISFACTION LEVEL OF HIS JOB TIMINGS TABLE: 15 S. NO. JOB TIMINGS NO OF RESPONDENTS PERCENTAGES 1 Satisfied 92 77 2 Not Satisfied 28 23 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 76. % respondents feel their job timings are satisfied and 23. 3 % respondents are not satisfied with their job timings. 56 †¢ 57. GRAPH:15 The graph showing the satisfaction towards job timings. SATISFACTION TOWARDS JOB TIMINGS Not Satisfied 23% Satisfied 77% 57 †¢ 58. 16. REGARDING ESI FACILITIES WHICH ARE PROVIDED BY THE COMPANY TABLE: 16 S. NO. RESPONSE ON ESI NO OF RESPONDENTS PERCENTAGES 1 Yes 34 42 2 No 46 58 TOTAL 80 100 INFERENCE : The data provided in the above table shows that, the ESI facility provided by the company. 2% says that they are utilizing ESI facility and the remaining 58 % were not utilizing. 58 †¢ 59. GRAPH: 16 The graph showing the utilization of ESI facilities by the employees. REGARDING ESI FACILITIES Yes 42% No 58% 59 †¢ 60. 17. RESPONSE TOWARD SAFETY MEASURES, WHICH ARE PROVIDED BY THE COMPANY TABLE: 17 S. NO. SAFETY MEASURES NO OF RESPONDENTS PERCENTAGES 1 Yes 110 92 2 No 10 8 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 91. 7 % employees said that the company is provided safety measures, and the remaining 8. % said that there is no safety measures. 60 †¢ 61. GRAPH:17 The graph showing the respondents opinion on safety measures. RESPONSE TOWARDS SAFETY MEASURES 100 80 PERCENTAGES 60 PERCENTAGES 40 20 0 Yes No RESPONDENTS 61 †¢ 62. 18. RESPONSE OF EMPLOYEE TOWARDS HIS JOB APPROACH TABLE: 18 S. NO. GOT JOB NO OF RESPONDENTS PERCENTAGES 1 Re commendation 28 23 2 Skill 92 77 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 23. 3 % respondents are getting their jobs by recommendation, and the remaining 76. % depends on their skill. 62 †¢ 63. GRAPH:18 Response towards his job approach. TOWARDS HIS JOB APPROACH Recommendation Skill 63 †¢ 64. 19. RESPONDENTS SATISFACTION LEVEL OF COMPANIES INFRASTRUCTURE TABLE: 19 S. NO. COMPANIES INFRACTURE NO OF RESPONDENTS PERCENTAGES 1 Satisfied 68 57 2 Not Satisfied 52 43 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 56. 7% respondents were satisfied with the company’s infrastructure, and the remaining 43. 3 % respondents were not satisfied 64 †¢ 65. GRAPH: 19 The graph showing the satisfaction towards company’s infrastructure COMPANIES INFRASTRUCTURE 60 50 40 PERCENTA 30 GES 20 PERCENTAGES 10 0 Satisfied Not Satisfied RESPONDENTS VIEW 65 †¢ 66. 20. SATISFACTION OF EMPLOYEE TOWARDS HIS SALARY TABLE: 20 S. NO. SALARY NO OF RESPONDENTS PERCENTAGES 1 Satisfied 78 65 2 Not Satisfied 42 35 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 65 % respondents are satisfied with their salary and the remaining 35 % were not satisfied with their salaries. GRAPH:20 66 †¢ 67. The graph showing the satisfaction level of salaries RESPONDENTS SALARY SATISFACTION 70 60 50 PERCENTA 40 GES 30 20 PERCENTAGES 10 0 Satisfied Not Satisfied RESPONDENTS VIEW 67 †¢ 68. 21. TOWARDS JOB SATISFACTION TABLE: 21 S. NO JOB SATISFACTION NO OF RESPONDENTS PERCENTAGES 1 Up to 25 % 16 13 2 25%to50% 31 26 3 50%to75% 64 53 4 Up to 100% 9 8 TOTAL 120 100 INFERENCE: The analysis of the above table shows that, 13. 3 % respondents are having job satisfaction up to 25 %. , 25. 8 % respondents are being in between 25-50% job satisfaction. under 50-75% there is a 53. 4 % of respondents and finally 7. 5 percentage of respondents are having job satisfaction up to 100 %. 68 †¢ 69. GRAPH:21 The graph showing the satisfaction on their jobs in the organization. RESPONDENTS JOB SATISFACTION CHART 60 50 PERCENTAGES 40 NO OF 30 RESPONDENTS 20 10 0 0% % 0% 5% 25 10 5 7 to to to to % % p 25 50 p U U SATISFACTION 69 †¢ 70. FINDINGS 1. Majority of the respondents are having the experi ence in between 1-3 years and poor percentage of employees are having above 5 years experience in this organization. . In my study, poor percentage of employees are of PG holders and the remaining majority people are having less than SSLC as their educational qualifications. 3. Majority of the employees are female and most of the respondents belonging to employee category than staff. 4. Most of the employees are getting basic salaries below 5,000 and a minor part of the employees getting their basic as above 30,000. 5. Employee attitude is positive towards canteen facilities, large number of employees is agreed that it is good and a few numbers response is towards poor. . Employee response is negative towards pick & drop facility, which is provided by the company. Only one shift of employees are benefited with pick & drop and the remaining two shifts were not having bus facility. 7. 92% of the respondents are satisfied with the safety measures which are provided by the company and t he remaining 8 % said that they were not satisfied. 8. More than 58% of the workers are not aware of ESI benefits and minor part of the workers felt that ESI benefits are good. 9. Most of the respondent’s attitude is bonus will be announced on the company’s profitability and it had been announced once in a year. 10. Majority (80%) of the employees satisfied with the peers and superiors behaviors and 20 % of the respondents were not satisfied. 70 †¢ 71. 11. 40% of the employees were well known about the loans and advances issued by the company and they were utilizing them, 29% are not utilizing them and the remaining 31% were not know about the loans and advances in the organization. 12. 5% of the respondents in the organization are satisfied with their salaries and the remaining 35% were not satisfied with the salaries. 13. In my study, 57% of respondent’s attitude is positive in the case of company’s infrastructure and the remaining 43 % respondents attitude is negative. 14. Majority of the respondents job satisfaction falling in between 50%-75% and a minor part of the respondent’s job satisfaction is up to 100%. SUGGES TIONS 71 †¢ 72. LIMITATIONS LIMITATIONS OF THE STUDY: 1. Some of the information given by the respondents may not be accurate. 2. Time period to be the major limitation. 3. Due to lack of time, the study is confined only to the few employees. 4. The area of study is limited to K. MOHAN & CO (Exports) Pvt Ltd only. 72 †¢ 73. 5. The questions that we asked being personal, some of workmen hesitated to answer some questions like their salary details and the relation with their superiors. A STUDY ON EMPLOYEE JOB SATISFACTION TOWARDS K MOHAN &CO (EXPORTS) GARMENTS, B’LORE. QUESTIONNAIRE PART: A 73 †¢ 74. 1. Name of the Respondent: 2. Age: 3. Sex: (Male / Female) 4. Educational Qualification: 1. Post Graduate: 2. Diploma / Degree Holder: 3. SSLC / PUC / ITI: 4. Less than SSLC: 5. Belonging Category: 1. Staff ( ) 2. Employee ( ) 6. Department: 7. Basic Salary:[ ] A)Below 5,000 B)5,000-15,000 C)15,000-30,000 D) Above 30,000 PART: B 74 †¢ 75. 8. Since how long you are working in this Organization? 1. Below one year 2. More than one year 3. More than three years 4. More than five years 9. Is the company provided the following facilities to you like? 1. Pick and Drop (Y/N) 2. Free Canteen (Y/N) 3. Quarters (Y/N) 10. Are you satisfied with your pears & superiors behavior? 1. Is company allowing bonus 1. In six months 2. In a year 3. More than one year 4. No bonus 12. Are bonus been announced 1. Based on employees working performance 2. Based on companies profitability 13. Are you satisfied with the loans and advances issued by the company? 14. Is the company incrementing salary for its workers? 15. What is company’s profitability during last five years? 1. Increasing 2 . Deceasing 75 †¢ 76. 16. Are the food provided by the company is a. Bad b. Not bad c. Good d. Very Good 17. Are you satisfied with job timings (Y/ N)? 8. Is any ESI facility provided by the company (Y / N)? 19. Are you satisfied with the pick & drop facility provided by the company? 20. Is there any safety measures for the labour who are working with huge machineries (Y / N)? 21. You got job by a. By Recommendation b. By skill 22. Reason for joining in this company? 23. Any Reason for quitting the company? 24. Are you satisfied with the company infrastructure? 25. Are you satisfied with your salary? 26. Your job satisfaction is up to a. Up to 25% b. 25% to 50% 3. 50% to 75% 4. Up to 100% SIGNATURE 76

Bases of Power in an Organization

Bases of Power in an Organization Leadership in an organization can be defined as the approach and manner in which directions are provided, plans implemented and workers motivated. The bases of power can be said to be the ways and methods which the managers of an organization use in order to influence the behavior of the employees. It is also referred to as the possession of authority on the employees and having an influence over other people. Power is extremely beneficial tool in an organization because it depends on it and the way it is used; it leads to either positive or negative change.Power is categorized into five bases according to French and Raven in 1960. Dependency, on the other part, is reliance of an organization on certain employees or even an employee relying on the organization. Overreliance of an organization on different individuals or a few workers is usually highly discouraged. This is because an organization can fail due to an individual’s failure. In the given scenario, the organization is dependent on the employee 2 because he is the only one who can prepare the company’s financial statement.The five bases of power are legitimate, reward, coercive, expert and referent (David, 1992). Legitimate power can also be referred to as positional power. This is because it is the position an individual holds in the given organization’s hierarchy. In this case, a manager’s power over the junior workers is given a priority. It gives the power to the managers to issue orders to the junior workers. In our scenario the employee 1 works in the marketing department where the marketing manager ensures and encourages employees to work even beyond the required 40 hours a week.He keeps on reminding the workers to work hard in order to receive the yearly bonus. Reward power is another base of power which arises from the person’s ability to influence the allocation of resources and incentives in any given organization. The ince ntives can be in the form of positive appraisal, promotions and salary increment. People with this kind of power in an organization tend to influence other employees’ behavior. This kind of power works best if used well, though it is also demoralizing to the employees if favoritism is used and this diminishes the output.In our scenario above the employee 3 was rewarded with the reward power by corporation A. In this case the employee has just brought a new idea to the organization which the team members were unsure of, though they tried and it worked (Dean, 2003). Due to the enthusiasm of the employees, the employee 3 was selected to lead the team. The reward power is well demonstrated in this situation. Coercive power is the power that is derived from an employee’s ability to influence other employees through sanctions, threats and punishment.This can lead to junior employees working hard even in extra hours to meet deadlines so that they can avoid punishment from the boss. This kind of power helps the boss to control behaviors of the organization and its norms. In the scenario above, the employee 1 works hard in the office. He stays in the office till late night and even on weekends to ensure the work is complete and accurate. Expert power is another type and base of power that is based on the knowledge and experience. Expertise of an employee in a specific area is particularly beneficial in an organization.Experience in a certain area of the organization is paramount. The employees’ opinions and ideas are highly regarded in the organization; hence they easily influence other workers’ behavior and working patterns. This kind of power becomes the stepping stone that connects to other bases of power. This is because experience is truly vital for proper running of business. In our scenario above the employee 2 is the only certified public accountant (CPA) in the organization who works in the accounting department.He is the only one w ith the knowledge to prepare financial statements for the company and due to this he successfully negotiated with the accounting manager for him to work a compressed work week (Murphy & Ebook Library, 2012). Referent power is the power that is derived from a person’s ability to form inter-relationship with others in the organization. This type of power is obtained when other people respect and like the worker. Through this their output is influenced by the employee through their admiration to the worker, their trust and respect.It is also obtained through the relationship with the people who matter in the organization, like the CEO. The Employee 3 can also be said to have been elevated to lead the team due to the admiration and enthusiasm he got from other employees. Reference David v. (1992). International Business Communication. New York: NY: HarperCollins. Murphy, F. , & Ebook Library (2012). Community engagement, organization, and development for public health practice. N ew York: Springer Pub. Dean, T. (2013). Network+ guide to networks. Boston: Course technology/Cengage learning.

PEST analysis and a SWOT analysis for Arm Holdings Essay

PEST analysis and a SWOT analysis for Arm Holdings - Essay Example This has made Arm Holdings' products to be very popular in the market today. So far, there is no altitude of Arm Holding products in the sense that they fail to become popular in other countries because they are foreign products. Their product have been very competitive in the market since they have been designed with the latest technology and since the world today is growing fast as far as information technology is concerned, then they are being manufactured at the right time. Since Arm Holdings Products are produced and marketed international, they consider the level of inflation, interest rates, long-term Gross Domestic Product's per capita prospects in order for them to know the way forward as far as distribution and marketing of their products is concerned. Arm Holdings Company to ensure their products are competitive in the market, they have always ensured that they do a feasibility study on the internal environmental factors in which the firm operates. In order for the firm to they match the organization's resources and a capability in the competitive environment in which it operates, SWOT analysis tool has been a very important tool. 2 Over the years, Arm Holding Company products have had a brand name in the market.

Trade and Consumer Protection Law-Unfair Trade Practices Essay

Trade and Consumer Protection Law-Unfair Trade Practices - Essay Example She was also promised class travel by "Gold Class" bus and ferry, along with excellent local guides who could enlighten her about the sites. Additionally, she was compelled to purchase an extra package of 'Lord of the Rings Experience' for $550. She also paid $2000 for single room accommodation. But her tour was a disappointing one due to the following reasons: (a) The information of rescheduling of the Air New Zealand flight was suppressed by Haka Travel Agency, and was not revealed to her, which made her lose 1 night and 1 day of her tour package against the 12 nights and 13 days' tour. This means she was subjected to a pecuniary loss equal to the cost of 1night and 1day. (e) There was also a hidden charge for the "Lord of the Rings' experience. She was forced to pay an extra $150 to the tour guide to see it. And the show was a swindling and lacked the promised entertainment Any advertisement published either in print media or even through other propaganda which involves a customer and product/service provider /corporation /company /government, is a contract between the advertiser and the person/group/company when the latter takes the service of the provider. If the service is not provided as per the advertisement, even the public can sue or take legal proceedings against the advertiser for public interest. If the service is not provided as per the advertisement it amounts to breach of contract and as such there arises a legal issue of breach of contract. In the issue stated and based on the problem the customer can sue against the travel agency. But as per Australian law, the breach of contract is not a criminal case. Here the travel agency has suppressed several facts like their in competency in providing services as they promised in their advertisement. And so she is subjected to pecuniary loss due to their shortages and untimely and unevenly provision of services. Issues of the case: This was the

Ajax Minerals and Perrier Essay Example | Topics and Well Written Essays - 1500 words

Ajax Minerals and Perrier - Essay Example Communications is highly necessary in regard to change management because it helps in creating mutual trust. The first way that communication to employees and the middle level management will help is in creating trust by the employees. This can be seen in the history of Ajax. In the past, Ajax failed to communicate to employees, and this led to the employees being suspicious any time the firm is about to make any changes. Communication is seen as a way to create trust because through good communication, it helps in making sure that the employees understand the need for change rather than leave the employees to speculate. The same kind of speculation has been the cause of resistance to change because the employees are extremely suspicious that any change process will affect the negatively. Involvement Involving the employee and the middle level managers is essential in helping to smooth out the process of change. When communication and involvement is used in concert, the best result will be achieved. Ajax is trying to involve the employees in the development of the solution and this will be necessary due to a number of reasons. The first reason is the fact that the involving the employees and the middle level managers will result in a change solution that will be accepted by the employees. Involvement will create minimal resistance from the employees. It will also be good in creating a solution that is most holistic in the way the firm deals with future problems. Will it succeed? Although Ajax has chosen to use this particularly valuable strategy to change management, there cannot be a guarantee that the strategy will succeed. This is because Ajax failed to use this strategy right from the beginning and there is a lot of suspicion in among the employees. Perrier case Perrier has a t least two sources of resistance. The first source of resistance is from the worker union CGT, which believes that Nestle does not have the right to cut off the number of workers in Perrier. The second source of resistance is definitely from the employees who feel that they need to protect their jobs. Nestle has tried to cut down employees in order to salvage the Perrier brand. When the employees could not allow the firm to cut the employees, the management placed the product of another brand in their cafeterias as a way to have the employees see the sense in trying to change. This method of trying to deal with the issue of change resistance did not help the firm to do away with resistance. If anything, this method of dealing with the issue made things between the management and the employees worse. Comparison There are a number of differences in the way the managers in both of these cases handled the case. Although the Perrier case was more complicated by the issue of the worker u nion that was

Financial Analysis of Granite Construction Industry Plc Essay

Financial Analysis of Granite Construction Industry Plc - Essay Example (Penman, 2003). In addition, investors consult investment analysts who provide an almost endless stream of information and recommendations to sort out. There are often claims that some shares are undervalued and vice versa. (Penman, 2003). This information at times becomes confusing leaving the investor with no clear indication of what the true prices of stocks should be. (Penman, 2003). Under such circumstances, the investor is forced to make the investment decision following his/her instinct or based on the information provided by the market. (Penman, 2003, Kaplan & Norton 1992, 1993). Investors who make the decision based on instinct are referred to as intuitive investors while those who make investment decisions based on capital market efficiency are referred to as passive investors. (Penman, 2003). Passive investors carry out their investment decisions based on the assumption that the market price is a fair price for the risk taken, that is, that market forces have driven the price to the appropriate point. (Penman, 2003). These investment mechanisms appear to be very simple, as they do not require much effort. (Penman, 2003: pp 3). However, both investors run risks that are even more than the risks of the firms they are investing in since they can either pay too much or sell for less and as a result suffer a decrease in returns on their investments. (Penman, 2003). According to Penman (2003), the intuitive investor has the problem of the intuitive bridge builder: "one may be pleased with one's intuition but, before building gets underway, it might pay to check that intuition against the calculations prescribed by modern engineering as not doing so, may lead to disaster". (Penman, 2003: pp 3). The passive investor runs the risks of either paying too much or selling for less should stocks be mispriced. (Penman, 2003). Although economic and modern finance theory (Bodie et al, 2002; Penman, 2003) predict that capital markets are perfect it is good practice to check before taking action. (Penman, 2003). Therefore, both the passive and intuitive investor run the risk of trading with someone who has done his homework well, that is, someone who has analysed the information thoroughly. (Penman, 2003). This study is aimed at carrying out financial analyses of Granite Construction Plc with particular focus on the liquidity, profitability and solvency ratio so as to gain a reasonable basis for providing recommendations to investors and suppliers on whether to invest or continue business for the company, and finally see the various methods through which the company access the capital market. Having said this,

Same Sex Marriage Essay Example | Topics and Well Written Essays - 500 words - 1

Same Sex Marriage - Essay Example In an attempt to show the positive aspects of gay marriage, he has ended up disclosing the negative and harmful practices that gay marriage can potentially inculcate in adults. The first point that is disagreeable in Sullivan’s essay is his comparison of heterosexual people with gays. The point he makes is that gays are asking for the equal status similar to that of the heterosexuals asked for during 1970’s. By this, he means that gays should be included in society without any hesitation and should be treated equally. However, what he fails to understand is that when heterosexuals were asking for equal status, they were asking for equal status ‘and’ respect for the ‘opposite’ and ‘unique’ responsibilities that women were carrying out in their married life. Females were never given importance and respect for their role in the development and growth of their families. Hence, they were asking to be given ‘equal’ status to men. However, in gay marriages there is no such friction as gays cannot fulfill the role of female no matter how feminine a partner is. Hence, comparing gay people’s de mand for equal status to the demand of equal status by heterosexuals is absurd. Secondly, Sullivan talks about the psychological wounds that gay men suffer due to heterosexual marriages they are forced into. However, Sullivan fails to look into the future of same-sex marriage. The same-sex marriage can cause immense psychological problems and deeper wounds on children as child needs both, a father and a mother, for healthy emotional and psychological growth. Third point that is unacceptable in Sullivan’s argument is his idea of sexual freedom that gays enjoy. Sullivan is saying that sexual freedom is in having sex with anyone and anytime you want to. According to him, more partners mean more freedom. It is difficult to understand how he has come to

CRJ 422 Week 3 assignment Essay Example | Topics and Well Written Essays - 500 words

CRJ 422 Week 3 assignment - Essay Example ls to fight terrorism, the United States Congress passed the Patriot Act in October 2001 as a mitigation measure to strengthen the security situation in the country. Following the implementation of the Patriot and the homeland security acts, there have been divergent opinions on the implication of the acts on the rights of the citizens. In an attempt to understand the operational modalities of the patriot act and the homeland security act, this paper will explore them with reference to their impact on social justice (Ebenger, 2008). Following an attack on the world trade center and the anthrax attack of 2001, the Congress passed the Patriot Act to control the security situation in the country. Application of the patriot act authorized the detention of immigrants indefinitely, the act at the same time gives the law enforcement officers permission to search a person’s home or business without the individual’s permission. The act allows the FBI to search emails, telephone records, and financial records of suspects without a court order (Ebenger, 2008). The Homeland Security Act was signed into law in 2002 by President George Bush, creating the position level to cabinet under the title of secretary of homeland security. The establishment of the department of homeland security was for the core purposes of preventing terrorist attack within the United States, to reduce the vulnerability of the country to terrorist attack and to minimize damage as well as enhance recovery in instances of a terrorist attack. The act provides the law enforcement agencies with the authority to direct and control information that is needed to prevent a terrorist attack. The authority extends to where the law enforcement agencies can request for a person’s personal health information without the patient or the guardians consent (Mccreight, 2010). In support of the patriot and the homeland security acts, the proponents of the two Acts point out to the desperate situation of the

Scientific and Critical Management Theories Article

Scientific and Critical Management Theories - Article Example The slaves were simply organic tools fed just like cows or horses in order to create more tools or goods. Through coercive compulsion, subjugation is attained; through cultural conditioning, subjugation is maintained. These few examples show that while the Homo Sapiens create and command tools, they also possess the uncanny instinct to exchange and thereby evaluate their own kind as tools. That notion of human beings considered as tools and valued more for his or her productivity than anything else is the compelling force behind Critical Management Studies (CMS). Its is hinged on the overarching framework of Critical Studies, which seeks to dismantle hegemonic structures in society by first stripping them of their seemingly-benign coverings. Critical legal studies (CLS), for instance, a branch of Critical Studies, does away with the all-too-convenient givens of a legal system - that there is but one set of "correct" rules and that legal decisions are but logical outcomes of tested principles that are empirically-replicable (Altman, 1986). It aspires to expose the ideological content of the law obscured by layers upon layers of social conditioning by demonstrating how the large areas of legal indeterminacy provide fertile ground for the cooptation of the legal system to reinforce existing power arrangements. In like manner, Critical Management Studies attempts to unmask and expose the ideological agenda behind traditional management structures, obscured and sterilized by such terms such as "scientific" and "objective". Such school of thought in the words of Grey and Willmott is nothing more than "a recycled version of the thinking of elite groups institutionalized as received wisdom." (2005) The crux of Scientific Management Theory (SMT) is that the interests of labor and capital are one and the same, and that any antagonism between the two could only result in detriment for production. To quote Frederick W. Taylor (1911), "No one can be found who will deny that in the case of any single individual the greatest prosperity can exist only when that individual has reached his highest state of efficiency; that is, when he is turning out his largest daily output." This paper will analyze these two divergent schools of thought - Critical Management Theory and Scientific Management Theory - in terms of how it affects the hegemonic structures of organizations and society with an end in view of determining which school of thought can provide the better lens by which society at large can be viewed, analyzed and, it is hoped, reformed. Ontology and Epistemology of Scientific Management Theory "Scientific Management Theory" was coined in a social milieu wherein the benchmark of success of a business organization was the size of its assembly line. Work was

Consumer Ethics Essay Example for Free

Consumer Ethics Essay In this paper I will express my opinion on the thought that some marketers say that targeting any group of consumers who are willing and able to purchase a product is simply good marketing. I will discuss why I believe that this is a good marketing technique. I will also discuss whether or not I think it is important for college students to study the topic of consumer ethics. Good Marketing? I believe that it is a smart marketing technique to target any group of consumers who are willing and able to purchase a product even if it is fatty foods and soft drinks being marketed towards children. The reason that I believe this is because it is the marketer’s job for a company to get consumers to purchase the product that they are advertising. Although it may be morally wrong to target children for products like candy, they are most likely the group who will either be purchasing this product or influencing their parents to purchase it. This is why I believe it is a smart strategy for marketers, although it may be slightly questionable. Consumer Ethics I believe that it is important for college students to study consumer ethics. The reason that I believe this is because in order for us to fully mature as adults I think that we need to learn how to be completely ethical in all aspects of life, including being a consumer. Consumer ethics can teach us about software piracy, which I believe is a huge problem with many college students who illegally download music and films. I believe that this can help us in our lives so it is important for college students to learn about consumer ethics. This is why I think college students should study consumer ethics. Conclusion In this paper I discussed my feelings on two different topics. The first topic was about questionable marketing tactics, which I believe can be effective and is a good way to market. The second topic I expressed my views on was consumer ethics, and whether or not college students should study it. The main reason that I said college students should study consumer ethics is because of music piracy and how popular it is among college students. These are my feelings on these two important subjects. Bibliography Schiffman, Leon G., Leslie Lazar Kanuk, and Joseph Wisenblit. Consumer Behavior. Upper Saddle River: Prentice-Hall, 2010.

Introduction To Mother Dairy

Introduction To Mother Dairy Facility location, also known as location analysis or k center problem, is a branch of operations research and computational geometry concerning itself with mathematical modeling and solution of problems concerning optimal placement of facilities in order to minimize transportation costs, avoid placing hazardous materials near housing, outperform competitors facilities, etc. Although originated from location problems, the study also applies to data clustering, which in turn is related to unsupervised learning, classification, databases, spatial range-searching, data-mining etc. The general facility location problem is: given a set of facility locations and a set of customers who are served from the facilities then: which facilities should be used which customers should be served from which facilities so as to minimise the total cost of serving all the customers. The assignment required an inherent study of various companies in order to develop an intricate understanding of the facility location of the company. The assignment explains the facility location of companies like: Nestle Mother Dairy Mc Donalds INTRODUCTION TO NESTLE Nestlà © S.A. is a Swiss multinational nutritional, snack food, and health-related consumer goods company headquartered in Vevey, Switzerland. It is the largest food company in the world measured by revenues. Nestlà © was formed in 1905 by the merger of the Anglo-Swiss Milk Company, established in 1866 by brothers George Page and Charles Page, and Farine Lactà ©e Henri Nestlà ©, founded in 1866 by Henri Nestlà ©. The company grew significantly during the First World War and again following the Second World War, expanding its offerings beyond its early condensed milk and infant formula products. The company has made a number of corporate acquisitions, including Crosse Blackwell in 1950, Findus in 1963, Libbys in 1971, Rowntree Mackintosh in 1988 and Gerber in 2007. Nestle India Ltd in CP, Delhi The 4 branch offices in the country help in assisting the sales and marketing of its products. They are Nestle Delhi, Mumbai, Chennai and Kolkata. The Nestlà © India head office is located in Gurgaon, Haryana. Nestle India Ltd, is a subsidiary of Nestle Switzerland. The company supplies a number of consumer products with seven factories and large numbers of packers spread across the country. All the products from the company meet international standards and pass all health and safety regulations before they are retailed across the stores. From Maggi or Milkmaid, their products today have become essential in Indian. Nestle in Delhi is situated at CP. FACTORS INFLUENCING FACILITY LOCATION OF NESTLE IN DELHI/NCR REGION Government policy The influence of government policies and programmes on plant location is apparent in every country particularly in planned economies like ours. Nestle being a foreign company has to deal in a number of ways such as Licensing policy, Freight rate policy. Foreign companies are most attracted to situate their plant location in location like Delhi. Nearness to the market Cannaught place being the heart of delhi is well connected to market and is one of the biggest market in India. This nearness to the market reduces the cost of transporting finished goods to the market. Since nestle deals in most of the perishable products or bulky products its servicing units needs to be located near their markets. Competition between states States often compete with each other to attract new industries. Various states offer investment subsidies and sales tax exemptions to new units. The owners of these plants certainly consider incentive in selection of region. INTRODUCTION TO MOTHER DAIRY Mother Dairy was set up in 1974 under the Operation Flood Programme. A wholly owned company of the National Dairy Development Board (NDDB). Mother Dairy manufactures, markets sells milk and milk products under the Mother Dairy brand (Milk, Cultured Products, Ice Creams, Paneer and Ghee), Dhara range of edible oils, Safal range of fresh Fruit vegetables, Frozen Vegetables, Processed Fruit Vegetable Products, Fruit Pulps Concentrates in bulk aseptic packaging and fruit juices at a national level through its sales and distribution networks for marketing food items. Mother Dairy sources significant part of its requirement of liquid milk from dairy cooperatives. Similarly, Mother Dairy sources fruits and vegetables from farmers / growers associations. Mother Dairy also contributes to the cause of oilseeds grower cooperatives that manufacture/ pack the Dhara range of edible oils by undertaking to nationally market all Dhara products. It is Mother Dairys constant endeavor to ensure that milk producers and farmers regularly and continually receive market prices by offering quality milk, milk products and other food products to consumers at competitive prices and uphold institutional structures that empower milk producers and farmers through processes that are equitable. Mother Dairy markets approximatley 3.2 million litres of milk daily in the markets of Delhi, Mumbai, Saurashtra and Hyderabad. Mother Dairy milk has a market share of 66% in the branded sector in Delhi where it sells 2.5 million litres of milk daily and undertakes its marketing operations through around 1400 retail outlets and over 1000 exclusive outlets of Mother Dairy. Safal is the market leader in the organized fruit vegetable retail business in Delhi NCR where it sells an average of 300 MT/day through a network of 350+ exclusive retail outlets under brand name Safal/ Safal Pure Veg, supported by a state-of-the-art large and ultramodern Central Distribution Facility located in Delhi with an annual capacity to handle and process 2,00,000 MT of fresh fruits and vegetables. Safal today operates the largest number of FV Stores in Delhi NCR and has further expansion plans in place. Retail Outlets are also present in Bangalore under the brand name Safal Daily Fresh. FACTORS INFLUENCING FACILITY LOCATION OF MOTHER DAIRY IN DELHI/NCR REGION Availability of raw materials Mother Dairy, Patparganj, Delhi, is presently manufacturing selling around 8.5 lakh litres of tonned milk through bulk vending shops. As manufacturing company requires the raw materials to be converted into finished goods it must be located near the sources of their raw materials. Hence the Partparganj location serves as the main source of supply of various mother dairy products. Availability of power Industries using electricity have to be located at a place where electric power is available regularly and at cheap rates. Power is very essential factor to move the wheels of the industry. Delhi being the capital do not have any shortage of electricity. The electric power is cheaply available in plenty. Availability of labour Labour is an important factor in the production of goods. The development of the plantation industry in india has been mainly due to, among other things, the availability of adequate labour at cheap rates. There is an abundance of skilled labour in location like Delhi. INTRODUCTION TO Mc DONALDS In 1971, Mc Donalds opened its first restaurant in a Sydney suburb called Yagoona. With more than 33,000 locations across the world, McDonalds golden arches are among the most recognizable corporate logos in the world. Millions of people visit the fast food restaurant every day, attracted by convenience, product familiarity, competitive prices and the relative ease of finding a McDonalds location almost anywhere you find yourself. McDonalds began its franchise operations in 1955. For franchise owners, the company has very specific requirements for where a restaurant can be located. FACTORS INFLUENCING FACILITY LOCATION OF Mc DONALDS IN DELHI/NCR REGION Location Requirements The location of each unit is a major element of its potential success. For that reason, the company keeps a close watch on where its stores can be located. The ideal site for a stand-alone restaurant will be 50,000 square feet, although units have been developed on both smaller and larger sites. A corner location with the option to put up signs visible from two major streets is considered optimal, as is a site near a major intersection with traffic signals. Ample parking space is required and must meet all applicable local parking codes. Size and space requirements are adapted for mall and some downtown locations. Other Facility Considerations McDonalds location will have to meet stringent inspections to ensure its food preparation, storage and counter areas are safe, clean and sufficiently large to meet client demand. The seating area is subject to safety and health inspections, and will be reviewed in terms of traffic flow and maximum capacity. Each location is required to have restroom facilities for males and females. Drive-through locations must meet local traffic and safety requirements, including clear markings for drive-through lanes and vehicle size restrictions. Additional space is required for restaurants at which the franchisee wants to have a McDonalds Play Place. Space requirements vary depending on whether the play area is inside or outdoors.