A

PROJCET REPORT
ON

JOB SATISFACTION
AT

HINDUSTSN UNILEVER LIMITED (HUL)

SUBMITTED TO:

In partial fulfillment of the

Requirement for award of the degree of

MASTER OF BUSINESS ADMINISTRATION(M.B.A.)

Dr.A.P.J Abdul kalam Technical University, Lucknow

(SESSION:2016-18)

Under the guidance of : Submitted by:

Mrs. Ritu Mittal ASHISH KUMAR

MBA 3rdsem Roll No.1608570019

SD COLLEGE OF MANAGEMENT STUDIES MUZAFFARNAGAR

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 DECLARATION

I, ASHISH KUMAR, a student of MBA (2016-18) studying at SDCMS(S D

COLLEGE OF MANAGEMENT STUDIES
MUZAFFARNAGAR),MUZAFFARNAGAR, solemnly declare that the project
work titled- ‘ Study of Job satisfaction towards (HUL)’ was carried out by me at
Hindustan Unilever Limited; Ghaziabad, in partial fulfillment of the MBA
programme.

This programmewas undertaken as a part of academic curriculum according to the

University.

Date : Ashish kumar

Place MBA 2016-18

2
 Acknowledgement

The present work is an effort to throw some light on job satisfaction”. The
work would not have been possible to come to the present shape without the able
guidance, supervision and help to me by number of people.

With deep sense of gratitude I acknowledged the encouragementand guidance

received by my organizational guide Mr. Akash Sharma (H R) and other staff
members of HindustanUnilever Ghaziabad Ltd.

I convey my heartful affection to all those people who helped andsupported me

during the course, for completion of my Project Report.

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 CONTENTS
Chapters Page No.
Introduction………………………………………………………………… (5-7)
Objectives of study…………………………………………………………..…. (8)
Scope of the study…………………………………………………...………..…..(8)
An overview………………………………………………………..……………..(9)
Limitation………………………………………………………..………………(10)
Job satisfaction…………………………………………………..…………(11-26)
Models of job satisfaction…………………………………..……..….. ……(27-39)
Research Methodology………………………………………..…….………(40-43)
Organization profile… ……………………………….…………..……....... (44-49)
Company profile…………………………………………………...………. (50-59)
Data analysis and interpretation……………………………………………..(60-82)
Findings………………………………………………………………………....(83)
Suggestions...........................................................................................................(84)
Questionnaire………………………………………………………………..(85-90)
Bibliography………………………………………………………………..….. (91)

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CHAPTER NO.1
INTERODUDTION

5
 INTRODUCTION

Job satisfaction in regards to one’s feeling or state of mind regarding nature of

their work. Job can be influenced by variety of factors like quality of one’s
relationship with their supervisor, quality of physical environment in whichthey
work, degree of fulfillment in their work, etc.

Positive attitude towards job are equivalent to job satisfaction where as negative
attitude towards job has been defined variously from time to time. In short job
satisfaction is a person’s attitude to wards job.

Job satisfaction is an attitude which resultsfrom balancing & summation of many

specific likes and dislikes experienced in connection with the job-theirevaluation
mayrestlargelyuponone’ssuccessorfailureinthe achievementofpersonal
objectiveanduponperceivedcombinationofthe jobandcombinationtowards
theseends.

According to pestonejee, Job satisfaction can be taken asasummati on of

employee’sfeelingsinfourimportantareas.Theseare:
1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow
workers, opportunities on the job for promotion and advancement
(prospects), overtime regulations, interest in work,
physicalenvironment,andmachinesandtools.

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 2. Management- supervisory treatment, participation, rewards and
punishments,praisesandblames,leavespolicyandfavoritism.
3. Social relations- friends and associates, neighbors, attitudes towards people
in community, participation in social activity sociabilityandcastebarrier.
4. Personaladjustment-healthandemotionality.
Job satisfaction is an important indicator of how employees feel about their job
and. a predictor of work behavior such as organizational citizenship,Absenteeism,
Turnover.
Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved
punctuality and worker morale. Job satisfaction is also linked with a healthier
work force and has been found to be a good indicatoroflongevity.
Job satisfaction is not synonyms with organizational morale, which the possessions
of feelinghave being accepted by and belonging to a group of employees through
adherence to common goals and confidence in desirabilityofthesegoals. Morale
is theby-productof thegroup, whilejob satisfactionis morean individualstateof
mind.

7
Objectives of the study;-

To measure the employees job satisfaction level in HUL.

To identify the factors that increase job satisfaction.

To give suggestions for increasing job satisfaction.

Scope of the study

1. Job satisfaction is an important output that employees work for

organization.

2. It comprises of extrinsic and intrinsic factors and helps maintain an able

and willing work forces.

3. It is an interesting and significant area for conducting research.

4. The study made on the topic of job satisfaction will reveal the factor of
feelings of employees.

5.This report is useful to the management of the company to know the

satisfaction levels of employees and they can take measures to increase
productivity.

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

8
AN OVERVIEW

Public relations today is still a very underdeveloped field. It is growing in

prominence and has started showing results in various sectors of corporate India.
More and more companies are making use of PR to solve their problems and
increasetheir overall corporate equity. The entire process needs a closer look.
To gauge the effectiveness of PR in HUL over the last decade it is necessary to
examine its function and overall areas of applicability.
Social Responsibility of Business and IntroductionThe need for PR arises also
from the responsibility that an organization owes to thesociety, which nurtures it
and enables it to function and operate. No organization,leave aside a modern
business organization, can function in a vacuum. It flourishesonly because a
particular kind of social environment exists. This environment isoften taken for
granted but in times of social turmoil when normal conditions aredisrupted the
dependence of the organization on the social environment is broughthome sharply.
How often have we not seen during periods of national strife orserious political
instability leading to a break down of law and order that businesscomes to a
standstill?
While these may be extreme examples they illustrate the factthat without the right
social environment no business can exist. Thus every businessorganization has a
stake in the social environment and must contribute its mitetowards its continued
existence and improvement.

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Limitations of the study

1. The study is conducted only in HUL.

2. Due to the limitation of the time the research could not be make more
detailed.
3. Due to confidentiality of some information accurate response was not
revealed by some of the respondents.
4. Same of the replies of the respondents may be biased.
5. Respondents had marked the answers in questionnaires which may be
socially in corrective irrespective of their actual feeling.

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 CHAPTER NO. 2
JOB SATISFACTION

11
 2.1 DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some ofthem are
taken from the book of D.M. Pestonjee “Motivation and JobSatisfaction” which are
given below:

Job satisfaction is defined as a pleasurable, emotional, state resultingfrom appraisal

of one’s job. An effective reaction to one’s job.

Weiss

Job satisfaction is general attitude, which is the result of many specificattitudes in

three areas namely:

Specific job factors

Individual characteristics
Group relationship outside the job

Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the personhold towards

the job, towards the related factors and towards the life ingeneral.

Glimmer

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Job satisfaction is defined as “any contribution, psychological, physical, and
environmental circumstances that cause a person truthfully say, ‘I amsatisfied with
my job.”

Job satisfaction is defined, as employee’s judgment of how well his job on

a whole is satisfying his various needs

Mr. Akash Sharma

Job satisfaction is defined as a pleasurable or positive state of mind resulting from

appraisal of one’s job or job experiences.

Locke

2.2 HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He revived
35 studies on job satisfaction conducted prior to 1933 and observes that Job
satisfaction is combination of psychological, physiological and environmental
circumstances. That causes a person to say. “I m satisfied with my job”. Such a
description indicate the variety of variables that influence the satisfaction of the
individual but tell us nothing about the nature of Job satisfaction.

Job satisfaction has been most aptly defined by pestonjee (1973) as a job,
management, personal adjustment & social requirement. Morse (1953) considers
Job satisfaction as dependent upon job content, identification with the co., financial
& job status & priding group cohesiveness One of the biggest preludes to the study
of job satisfaction was the Hawthorne study. These studies (1924-1933), primarily
credited to Elton
13
Mayo of the Harvard Business School, sought to find the effects of
variousconditions (most notably illumination) on workers’ productivity.

These studies ultimately showed that novel changes in work conditions temporarily
increase productivity (called the Hawthorne Effect). It was later found that this
increase resulted, not from the new conditions, but from the knowledge of being
observed.
This finding provided strong evidence that people work for purposes other than
pay, which paved the way for researchers to investigate other factors in job
satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the study
of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific
Management, argued that there was a single best way to perform any given work
task. This book contributed to a change in industrial production philosophies,
causing a shift
from skilled labor and piecework towards the more modern approach of assembly
lines and hourly wages.
The initial use of scientific management by industries greatly increased
productivity because workers were forced to work at a faster pace. However,
workers became exhausted and dissatisfied, thus leaving researchers with new
questions to answer regarding job satisfaction.

It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo
Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to
satisfy five specific needs in life – physiological needs, safety needs, social needs,
self-esteem needs, and self-actualization.
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This model served as a good basis from which early researchers coulddevelop job
satisfaction theories.

2.3 IMPORTANCE OF JOB SATISFACTION

Job satisfaction is an important indicator of how employees feel about their job and
a predictor of work behavior such as organizational, citizenship, Absenteeism,
Turnover.

Job satisfaction can partially mediate the relationship of personality variables and
deviant work behavior.

Common research finding is that job satisfaction is correlated with life style.

15
This correlation is reciprocal meaning the people who are satisfiedwith the life
tends to be satisfied with their jobs and the people who are satisfied their jobs tends
to satisfied with their life.

This is vital piece of information that is job satisfaction and job performance is
directly related to one another. Thus it can be said that, “A happy worker is a
productive worker.”

It gives clear evidence that dissatisfied employees skip work more often and more
like to resign and satisfied worker likely to work longer with the organization.

2.4 IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction,
self-respect, self-esteem, and self-development. To the worker, job satisfaction
brings a pleasurable emotional state that can often leads to a positive work attitude.
A satisfied worker is more likely to be creative, flexible, innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is
motivated and committed to high quality performance.

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 Increased productivity- the quantity and quality of output per hourworked- seems
to be a byproduct of improved quality of working life. It isimportant to not that that
the literature on the relationship between job satisfaction and productivity is
neither conclusive nor consistent.
However, studies dating back to Herzberg’s (1957) have shown atleast low
correlation between high morale and high productivity and itdoes seem logical that
more satisfied workers will tend to add more valueto an organization.

Unhappy employees, who are motivated by fear of loss of job, willnot give 100
percent of their effort for very long. Though fear is a powerful motivator, it is also
a temporary one, and also as soon as the threat is lifted performance will decline.

Job satisfaction benefits the organization includes reduction in complaints and

grievances, absenteeism, turnover, and termination; as well as improved
punctuality and worker morale. Job satisfaction is also linked with a healthier work
force and has been found to be a good indicator of longevity.

Although only little correlation has been found between job satisfaction and
productivity, Brown (1996) notes that some employers have found that satisfying
or delighting employees is a prerequisite to satisfying or delighting customers, thus
protecting the “bottom line”.

2.5 WORKERS ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute
to his or her own satisfaction and well being on the job. The

17
following suggestions can help a worker find personal job satisfaction:Seek
opportunities to demonstrate skills and talents. This often leads to more
challenging work and greater responsibilities, with attendant increases in pay and
other recognition.

Develop excellent communication skills. Employer’s value and rewards excellent

reading, listening, writing and speaking skills.
Know more. Acquire new job related knowledge that helps you to perform tasks
more efficiently and effectively. This will relive boredom and often gets one
noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often results in recognition as well as in increased
responsibilities and rewards.

Develop teamwork and people skills. A large part of job success is the ability to
work well with others to get the job done.
Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
See the value in your work. Appreciating the significance of what one does can
lead to satisfaction with the work itself. This help to give meaning to one’s
existence, thus playing a vital role in job satisfaction.Learn to de-stress. Plan to
avoid burn out by developing healthy stress management techniques.

2.6 FACTORS OF JOB SATISFACTION

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Hoppock, the earliest investigator in this field, in 1935 suggested thatthere are six
major components of job satisfaction. These are as under:
The way the individual reacts to unpleasant situations,
The facility with which he adjusted himself with other person
The relative status in the social and economic group with which
he identifies himself
The nature of work in relation to abilities, interest and
preparation of worker
Security
Loyalty
Herberg, mauser, Peterson and capwell in 1957 reviewed more than 150 studies
and listed various job factors of job satisfaction. These are briefly defined one by
one as follows:

1. Intrinsic aspect of job

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

2. Supervision
This aspect of job satisfaction pertains to relationship of worker with his
immediate superiors. Supervision, as a factor, generally influences job satisfaction.
3. Working conditions
This includes those physical aspects of environment which are notnecessary a part
of the work. Hours are included this factor because itis primarily a function of
organization, affecting the individualscomfort and convenience in much the same
way as other physicalworking conditions.
4. Wage and salaries

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This factor includes all aspect of job involving present monitoryremuneration for
work done.

5. Opportunities for advancement

It includes all aspect of job which individual sees as potential sourcesof betterment
of economic position, organizational status orprofessional experience.
6. Security
It is defined to include that feature of job situation, which leads toassurance for
continued employment, either within the same companyor within same type of
work profession.
7. Company & management
It includes the aspect of worker’s immediate situation, which is afunction of
organizational administration and policy. It also involvesthe relationship of
employee with all company superiors above level ofimmediate supervision.
8. Social aspect of job
It includes relationship of worker with the employees specially thoseemployees at
same or nearly same level within the organization.
9. Communication

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

It includes those special phases of company policy, which attempts toprepare the
worker for emergencies, illness, old age, also. Companyallowances for holidays,
leaves and vacations are included within thisfactor.

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 2.7 REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with theirjobs:

1. Conflict between co-workers.

2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
5. Fear of loosing their job.

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 High
J
B
O

O
low A
n

low High

Rate of turn over and absences

Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn
over and absenteeism.

In the above diagram line AB shows inverse relationship between jobsatisfaction

and rate of turn over and rate of absenteeism.
As the job satisfaction is high the rate of both turn over and absenteeism is low and
vise a versa.

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2.HIGH TURNOVER
In human resource refers to characteristics of a given company or industry relative
to the rate at which an employer gains and losses the staff.

If the employer is said to be have a high turnover of employees of that company

have shorter tenure than those of other companies.

3.TRAINING COST INCREASES

As employees leaves organization due to lack of job satisfaction. ThenHuman

resource manager has to recruit new employees. So that thetraining expenditure
will increases.

2.8 INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example, onerecent
study even found that if college students majors consider withtheir job , this
relationship will predicted subsequent job satisfaction.

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However, the main influences can be summerised along with thedimensions
identified above.

The work itself

The concept of work itself is a major source of satisfaction. For example, research
related to the job characteristics approach to job design, shows that feedback from
job itself and autonomy are two of the major job related motivational factors. Some
of the most important Ingrid emts of a satisfying job uncovered by survey include
interesting and challenging work, work that is not boring, and the job that provides
status.

Pay
Wages and salaries are recognised to be a significant, but complex, multi-
dimensional factor in job satisfaction. Money not only helps people attain their
basic needs but even need satisfaction. Employees often see pay as a reflection of
how managementview their contribution to the organization. Fringe benefits are
also important.
If the employees are allowed some flexibility in choosing the type of benefits they
prefer within a total package, called a flexible benefit plan, there is a significant
increase in both benefit satisfaction and overall job satisfaction.

Promotions

Promotional opportunities are seem to be haveavarying effect on job satisfaction.

This is because of promotion take number of different forms.

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WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is necessarily good
worker. In other words, if management could keep the entire worker’s happy”,
good performance would automatically fallow. There are two propositions
concerning the satisfaction performance relation ship. The first proposition, which
is based on traditional view, is that satisfaction is the effect rather than the cause
of performance. This proposition says that efforts in a job leads to rewards, which
results in a certain level of satisfaction .in another proposition, both satisfaction
and performance are considered to be functions of rewards.
Various research studies indicate that to a certain extent job satisfaction affects
employee turn over, and consequently organization can gain from lower turn over
in terms of lower hiring and training costs. Also research has shown an inverse
relation between job satisfaction and absenteeism. When job satisfaction is high
there would be low absenteeism, but when job satisfaction is low, it is more
likely to lead a high absenteeism.

What job satisfaction people need?

Each employee wants:
1. Recognition as an individual
2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance
8. No arbitrary action- a voice a matters affecting him
9. Satisfactory working conditions

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10. Competence leadership- bosses whom he can admire and respect as persons
and as bosses.

However, the two concepts are interrelated in that job satisfaction can contribute to
morale and morale can contribute to job satisfaction. It must be remembered that
satisfaction and motivation are not synonyms. Motivation is a drive to
perform,where as satisfaction reflects the individual’s attitude towards the
situation. The factors that determine whether individual is adequately satisfied with
the job differs from those that determine whether he or she is motivated. the level
of job satisfaction is largely determined by the comfits offered by the environment
and the situation . Motivation, on the other hand is largely determine by value of
reward and their dependence on performance. The result of high job satisfaction is
increased commitment to the organization, which may or may not result in better
performance. A wide range of factors affects an individual’s level of satisfaction.
While organizational rewards can and do have an impact, job satisfaction is
primarily determine by factors that are usually not directly controlled by the
organization. a high level of job satisfaction lead to organizational commitment,
while a low level, or dissatisfaction, result in a behavior detrimental to the
organization. For example, employee who like their jobs, supervisors, and the
factors related to the job will probably be loyal and devoted. People will work
harder and derive satisfaction if they are given the freedom to make their own
decisions.

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 CHAPTER NO. 3
MODELS OF JOB SATISFACTION

27
MODELS OF JOB SATISFACTION
There are various methods and theories of measuring job satisfaction level of
employees in the organization given by different authors. List of all the theories
and methods measuring job satisfaction level is given below:

A MODEL OF FACET SATISFACTION

Affect theory(Edwin A. Locke 1976)
Dispositional Theory( Timothy A. Judge 1988)
Two-Factor Theory (Motivator-Hygiene Theory) (Frederick
Herzberg’s)
Job Characteristics Model (Hackman & Oldham)
Rating scale
Personal interviews
action tendencies
Job enlargement
Job rotation
Change of pace
Scheduled rest periods

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3.1 MODEL OF FACET OF JOB SATISFACTION

Skill
Experience
Training Perceived personal job
Efforts Age inputs
Seniority
Perceived
Education Co
amount that
loyalty Past
should be
performance
received (a)
Perceived inputs &
outcomes of
referent
Level
Difficulty
Time span
Amount of Perceived job
responsibility characteristics

Perceive d
amount receive
Perceived
d (b)
outcome of
referent
others Job
satisfacti
Actual on 22
outcome
received

a=b satisfaction a>b dissatisfaction a<b guilt Inequity Discomfort

Fig.no.2 Model of determinant of facet of job satisfaction
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Edward E.lawler in 1973 proposed a model of facet satisfaction. Thismodel is
applicable to understand what determines a person’ssatisfaction with any facet of
job.
According to this model actual outcome level plays a key role in a person’s
perception of what rewards he receives. His perception influenced by his
perception of what his referent others receives. The higher outcome level of his
referent other the lower his outcome level will appear. This model also focus on his
perception on reward level.

3.2 AFFECT THEORY

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one has in
a job. Further, the theory states that how much one values a given facet of work
(e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied
one becomes when expectations are/aren’t met. When a person values a particular
facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared
to one who doesn’t value that facet. To illustrate, if Employee A values autonomy
in the workplace and Employee B is indifferent about autonomy, then Employee
A would be more satisfied in a position that offers a high degree of autonomy and
less satisfied in a position with little or no autonomy compared to Employee B.
This theory also states that too much of a particular facet will produce stronger
feelings of dissatisfaction the more a worker values that facet.

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3.3 DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory it is a very

general theory that suggests that people have innate dispositions that cause them to
have tendencies toward a certain level of satisfaction, regardless of one’s job. This
approach became a notable explanation of job satisfaction in light of evidence that
job satisfaction tends to be stable over time and across careers and jobs. Research
alsoindicates that identical twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory
was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998.
Judge argued that there are four Core Self-evaluations that determine one’s
disposition towards job satisfaction: self-esteem, general self-efficacy, locus of
control, and neuroticism. This model states that higher levels of self-esteem (the
value one places on his self) and general self-efficacy (the belief in one’s own
competence) lead to higherwork satisfaction. Having an internal locus of control
(believing one has control over her\his own life, as opposed to outside forces
having control) leads to higher job satisfaction. Finally, lower levels of
neuroticism lead to higher job satisfaction.

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3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzberg’s Two-factor theory (also known as Motivator Hygiene

Theory) attempts to explain satisfaction and motivation in the workplace. This
theory states that satisfaction and dissatisfaction are driven by different factors –
motivation and hygiene factors, respectively.

Motivating factors are those aspects of the job that make people want toperform,
and provide people with satisfaction. These motivating factors are considered to
be intrinsic to the job, or the work carried out.Motivating factors include aspects
of the working environment such as pay, company policies, supervisory practices,
and other working conditions.

While Hertzberg's model has stimulated much research, researchers havebeen

unable to reliably empirically prove the model, with Hackman &Oldham
suggesting that Hertzberg's original formulation of the model may have been a
methodological artifactFurthermore, the theory does not consider individual
differences, conversely predicting all employees will react in an identical manner
to changes in motivating/hygiene factors. Finally, the model has been criticizedin
that it does not specify how motivating/hygiene factors are to be measured]

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3.5 JOB CHARACTERISTICS MODEL

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

The five core job characteristics can be combined to form a motivating potential
score (MPS) for a job, which can be used as an index of how likely a job is to
affect an employee's attitudes and behaviors.

A meta-analysis of studies that assess the framework of the model provides some
support for the validity of the JCM.

3.6 MODERN METHOD OF MEASURING JOB SATISFACTION

In this method of measuring job satisfaction the comparison between

various.organizational terms and conditions at managerial level and also the
organization at
a large.
 33
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT
POLICIES OF THE ORGANIZATION:

1. Management has a clear path for employee’s advancement

2. Decisions are made keeping in mind the good of the employees
3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I nnaovativeaessis encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me

2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor
6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the company’s compensation package

2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance
4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the
eligibility
6. I am satisfied with the holiday (vacation) eligibilities
 34

SATISFACTION WITH TASK CLARITY

1. Management decisions are Ad Hoc and lack professionalism (reverse

scaled)
2. Rules and procedures are followed uncompromisingly
3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow

2. I get opportunities to handle greater responsibilities
3. My skills and abilities are adequately used at work
From all above we can conclude level of job satisfaction of our employees.
 35
3.7 RATING SCALE

It is one of the most common methods of measuring job satisfaction. The popular
rating scale used to measure Job satisfaction is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of
pertinent satisfactions and dissatisfactions of employees. Job Description Index: it
measures Job satisfaction on the dimension identified by Smith, Kendall, Hullin.
Porter Need Identification Questionnaires: It is used only for management
personnel and revolves around the problems and challenges faced by managers.

3.8 CRITICAL INCIDENTS

Fredrick Hertz berg and his Associates popularized this method of measuring Job
satisfaction. It involves asking employees to described incidents on job when they
were particularly satisfied or dissatisfied.
Then the incidents are analyzed in terms of their contents and identifying those
related aspects responsible for the positive and negative attitudes.

3.09 PERSONAL INTERVIEWS

This method facilitates an in-depth exploration through interviewingof job

attitudes. The main advantage in this method is that additionalinformation or
clarifications can be obtained promptly.
 36

3.10 ACTION TENDENCIES

By this method, Job satisfaction can be measured by asking questionsand

gathering information on how they feel like behaving with respectto certain
aspects of their jobs. This method provides employees moreopportunity to
express their in-depth feeling.
In his study on American employees, hoppock identified six factorsthat
contributed to job satisfaction among them. These are as follows:
1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.
3. His relative’s status in the social & economic group with which
he identifies himself.
4. The nature of work in relation to the abilities, interest &
preparation of the workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries betweenemployees
& management in conflict.they are concern with Jobsatisfaction or general job
attitudes with the employees.
Philip apple white has listed the five major components of Job satisfaction .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
37
Other components that should be added to this five are individual’s stateof mind
about the work itself and about the life in general .the individual’s health, age,
level of aspiration. Social status and political & socialactivities can all contribute
to the Job satisfaction. A person’s attitudetoward his or her job may be positive or
negative.

3.11 JOB ENLARGEMENT

The concept of job enlargement originated after World War II. It is simplythe
organizing of the work so as to relate the contents of the job to thecapacity, actual
and potential, of workers. Job enlargement is obliviousforerunner of the concept
and philosophy of job design. Stephan offersthree basic assumptions behind the
concept of job enlargement.
Output will increase if
1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more anddifferent
tasks to a specialized job. It may widen the number of task theemployee must do
that is, add variety. When additional simple task areadded to a job, the process is
called horizontal job enlargement. Thisalso presumably adds interest to the work
and reduces monotony andboredom.
To check harmful effects of specialization, the engineering factorsinvolved in each
individual job must be carefully analyzed. Perhaps, theassembly lines can be
shortened so that there will be more lines andfewer workers on each line.

38
 Moreover, instead of assigning one man toeach job and then allowed to decide for
himself how to organize the work.Such changes permit more social contacts and
greater control over the work process.

3.12 JOB ROTATION

Job rotation involves periodic assignments of an employee to completely different
sets of job activities. One way to tackle work routine is to use the job rotation.
When an activity is no longer challenging, the employee is rotated to another job,
at the same level that has similar skill requirements.
Many companies are seeking a solution to on-the-job boredom through
systematically moving workers from one job to another. This practice provides
more varieties and gives employees a chance to learn additional skills. The
company also benefits since the workers are qualified to perform a number of
different jobs in the event of an emergency.

3.13 CHANGE OF PACE

Anything that will give the worker a chance to change his pace when he wishes
will lend variety to his work. Further if workers are permitted to change their pace
that would give them a sense of accomplishment.
3.14 SCHEDULED REST PERIODS
Extensive research on the impact of rest periods indicates that they may increase
both morale and productivity. Scheduled rest periods bring many advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of
achievement.
They provide opportunities for social contacts.
39
 CHAPTER NO. 4
RESEARCH METHODOLOGY

40
 RESEARCH METHODOLOGY

4.1 INTRODUCTION

Research refers to a search for knowledge. It is a systematic method of collecting

and recording the facts in the form of numerical data relevant to the formulated
problem and arriving at certain conclusions over the problem based on collected
data.
Thus formulation of the problem is the first and foremost step in the research
process followed by the collection, recording, tabulation and analysis and drawing
the conclusions. The problem formulation starts with defining the problem or
number of problems in the functional area.
To detect the functional area and locate the exact problem is most important part of
any research as the whole research is based on the problem.
According to Clifford Woody research comprises defining and redefining
problems, formulating hypothesis or suggested solutions: collecting, organizing
and evaluating data: making deductions and reaching conclusions: and at las
t carefully testing the conclusions to determine whether they fit the formulating
hypothesis.Research can be defined as “the manipulation of things, concepts or
symbols for the purpose of generalizing to extend, correct or verify knowledge,
whether that knowledge aids in construction of theory or in the practice of an art”
In short, the search for knowledge through objective and systematic method of
finding solutionto a problem is research.

41
4.2 DRAFTING QUESTIONNAIRE

The questionnaire is considered as the most important thing in a survey operation.

Hence it should be carefully constructed. Structured questionnaire consist of only
fixed alternative questions. Such type of questionnaire is inexpensive to analysis
and easy to administer. All questions are closed ended.

4.3SAMPLING

It was divided into following parts:

Sampling universe

All the employees are the sampling universe for the research.

Sampling technique
Judgmental sampling
Sample was taken on judgmental basis. The advantage of sampling are
that it is much less costly, quicker and analysis will become easier.
Sample size taken was 100 employees.

4.4 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.
To study the level of job satisfaction among the employees of Hindustan Unilever
Pvt. Ltd. if any.

42
To study the methods of measuring job satisfaction of Hindustan Unilever Pvt.
Ltd.

4.5 DATA COLLECTION

The task of data collection begins after the research problem has been defined and
research design chalked out. While deciding the method of data collection to be
used for the study, the researcher should keep in mind two types of data viz.
Primary and secondary data
.
Primary Data: -

The primary data are those, which are collected afresh and for the first time and
thus happen to be original in character. The primary data were collected through
well-designed and structured questionnaires based on the objectives.

Secondary Data:
The secondary data are those, which have already been collected by someone else
and passed through statistical process. The secondary data required of the research
was collected through various newspapers, and Internet etc.

43
 CHAPTER NO. 5
ORGANIZATION PROFILE

44
ORGANIZATION
PROFILE

45
The Company being selected for study under this project report is Hindustan
Unilever Ltd; The number one FMCG in India. It can be said beyond any doubt
thatHUL is an undisputed leader in FMCG products in urban as well as rural area.
HUL caters to 850 million people in India which becomes 85% approx. of the
totalpopulation. Hence the study of HUL can give us a wide knowledge in the
fields like successful implementations of marketing strategy in urban and rural
India cuttingacross so many 7 cultural, social, regional, religious, linguistic
barriers.

Hindustan Unilever Limited (HUL) is India's largest fast movingconsumer goods

company. It is a leading player in home and personal care products, foods and
beverages, and speciality chemicals.

What differentiates HUL?

The product portfolio with its wide range of products sets HUL apart! It has
achieved market leadership in soaps and detergents (Surf) as well as hair and skin
careproducts (Sun Silk, Dove, Hamam). It is the second largest manufacturer of
dental care products (Close-up, Pepsodent). HUL is also market leader in tea
(Taj),processed coffee (Bru), ice cream (Kwality-Walls), tomato-based products
(Kissan), jams and squashes (Kissan), and branded staples (Kissan Annapurna).
The leading business magazine, Forbes Global, has placed Hindustan Unilever at
the top among the best consumer (household) products companies worldwide fo
the current year.
With a plethora of brands, Communication becomes imperative.
46
Every company has to communicate the presence of its products to capture a large
market share. How does a company do that? There are many tools that a marketer
can use: advertising, hoardings, radio, television and internet ads! What’s missing
is the freebie! Is sales promotion only made up of ‘atta free with soap’?

47
 HUL - BRIEF HISTORY

The company was incorporated on 17th October, 1933 under the name of Lever
Brothers (India)Pvt. Ltd. (LBIL). It set up its manufacturing units in Bombay and
Calcutta an associated company viz., Hindustan Vanaspati Mfg. Co. Pvt. Ltd.
(HVM), was earlier incorporated on 27th November 1931 which set up a vanaspati
factory in Bombay. Both LBILK and HVM werewholly owned subsidiaries of
Unilever Ltd., London, U.K. HVM later acquired three more vanaspati factories
atShamnagar (West Bengal), Tirchirapalli (Tamil Nadu) and Ghaziabad(U.P) In
orderto market the toilet preparations manufactured by LBIL or imported from
Unilever companies, a marketing company under the name United Traders Pvt.
Ltd. (UTL) was incorporated on 11th may, 1935 as a wholly owned subsidiary of
LBIL. In 1944, themanagement of LBIL and HVM was integrated. In November
1956, HVM and two small associated companies viz. William Gossage& Sons
(India) Pvt. Ltd and Joseph Crossfield&Sons (India) Pvt. Ltd., which were
wholly owned subsidiaries of Unilever Ltd., wereamalgamated with LBIL and the
name was changed to Hindustan Lever Ltd. From 23rdOctober, 1956 activities of
UTL were taken over by its holding Company LBIL. With the amalgamation of
business under one company, Indian capital was introduced in this integrated
business in 1956. HUL has been growing very rapidly, especially in 1996 the
growth was 88.6%HUL became the second private company in India after
Reliance Industries to cross the Rs 10000 crore mark in 1998. At present it’s
valued at Rs. 11764.31 crore.1 Its rapid growth has given HUL place in the top
5companies regularly in annual BT-500 survey. This huge success has come due
to:-

48
■ Merger with Ponds India Limited
■ Launch of 40 new products
■ Doubling of rural distribution network from 50,000 to one a lakha villages.

49
 COMPANY PROFILE

Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods
Company, with leadership in Home & Personal Care Products and Foods &
Beverages.HUL's brands, spread across 20 distinct consumer categories, touch
the lives of two out of three Indians. They endow the company with a scale of
combined volumes of about 4 million tonnes and sales of nearly Rs.13, 718
crores. The mission that inspires HUL's over 15,000 employees is to "add vitality
to life". With 35 Power Brands, HUL meets everyday needs for nutrition, hygiene,
and personal care with brands that help people feel good, look good and get more
out of life. It is amission HUL shares with its parentcompany, Unilever, which
holds 51.55% of the equity. The rest of the shareholding is distributed among
360,675 individual shareholders and financial institutions. A Fortune 500
transnational, Unilever sells Foods and Home and Personal Care brands in
about100 countries worldwide.

HUL is also one of the country's largest exporters; it has been recognized as a
Golden Super Star Trading House by the Government of India. Over time HUL
has developed into a viable & competitive sourcing base for Unilever worldwide
in Home and Personal Care & Foods & Beverages category of products. HUL is
also a global marketing arm for select licensed Unilever brands and also works on
building categories with core country advantage such as branded basmati rice.

HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's,
Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr

50
Annapurna, Kwality Wall's – are household names across the country and span
many categories -
soaps, detergents, personal products, tea, coffee, branded staples, ice cream and
culinary products. They are manufactured over 40 factories across India. The
operations involve over 2,000 suppliers and associates. HUL's distribution
network, comprising about 4,000 redistribution stockiest, covering 6.3 million
retail outlets reaching the entire urban population, and about 250 million rural
consumers.

HUL believes that an organisation's worth is also in the service it renders to the
community. HUL is focusing on health & hygiene education, women
empowerment, and water management. It is also involved in education and
rehabilitation of special or underprivileged children, care for the destitute and
HIV-positive, and rural development.

HUL has also responded in case of national calamities / adversities and contributes
through various welfare measures, most recent being the village built by HUL in
earthquake affected Gujarat, and relief & rehabilitation after the Tsunami caused
devastation in South India. In 2001, the company embarked on an ambitious
programme, Shakti. Through Shakti,HUL is creating micro-enterprise
opportunitiesforrural women, thereby improving their livelihood and the standard
of living in rural communities. Shakti also includes health and hygiene education
through the Shakti VaniProgramme, and creating access to relevant information
through the iShakti community portal. The program now covers 15 states in India
and has over 45,000 women entrepreneurs in its fold, reaching out to 100,000 plus
villages and directly reaching to 150 million rural consumers. By the end of 2010,

51
Shakti aims to have 100,000 Shakti entrepreneurs covering 500,000 villages,
touching the lives of over 600 million people HUL is also running a rural health
programme – Lifebuoy SwasthyaChetana. The programme endeavors to induce
adoption of hygienic practices among rural Indians and aims to bring down the
incidence of diarrhea. It has already touched 84.6 million people in approximately
43890 villages of 8 states.The vision is to make a billion Indians feel safe and
secure.

52
Home care brands
HUL has a diverse portfolio of brands offering home care solutions for millions of
consumers across In

Personal care brands

Company’s personal care brands, including Axe, Dove, Lux, Pond's, Rexona and
Sunsilk, are recognized and love by consumers across India. They help consumers
to look goodand feel good and in turn get more out of life.

53
Food brands
HUL is one of India’s leading food companies. Our passion for understanding what
people want and need from their food - and what they love about it - makes our
brands a popular choice

54
Water purifier

Pure It is the world’s most advanced in-home water purifier. Pure It, a
breakthrough offering of Hindustan Unilever (HUL), provides complete protection
from all water-
borne diseases, unmatched convenience and affordability.
The most advanced in-home water purifier in the world! Pure It, a breakthrough
offering of Hindustan Unilever, comes with many unique benefits – complete
55
Protection from all water-borne diseases, great convenience, and unmatched
affordability. Pure It’sunique Germ kill Processor technology removes all
harmful. viruses and bacteria and removes parasites and pesticide impurities,
giving to people water that's 'as safe as boiled water'. It assures your family of
100% protection from all water-borne diseases like jaundice, diarrhea, typhoid and
cholera. What’s more, it doesn’t need gas, electricity or continuous tap water
supply. People will be further reassured to know that Pure It meets stringent
international criteria of Environment Protection Agency (EPA), USA for harmful
virus and bacteria removal.

56
Four purifier stages of Pure It
Pure it purifies your drinking water in four stages, beginning with the removal of
visible dirt, followed by the removal of harmful parasites and pesticide impurities.
Then, the harmful viruses and bacteria are removed and finally the water is
rendered clear, odure less and great tasting by removing remaining impurities.
Water Purifiers offered by HUL

PureitMarvella& Pure it Auto fill

57
Pureit Classic &Pureit Compact

58
SELLING STRATEGY ADOPTED
Because of the low interest and since the product benefits needs to be demonstrated
tothe customers, conventional distribution was not viable. Hence Hindustan
Unilever limited chose the less traveled Direct Selling route.

The Hindustan Unilever’s sales man in water division is called PWE. It has three
streams for selling of product i.e. cold calls (door to door selling), outreach (Kiosk)
andclinic (Hospital). It is a tough job for these salesmen who have to go through
the "cold calls" to get a sale. At one point of time, because of the aggressive nature
of these sales persons, people became scared even to listen to these sales persons.
Now this aggression has mellowed down to a more professional sales approach.

Selling Strategies adopted by company are

1. Direct Selling- Door-to-Door Selling
2.Outreach (Kiosk) 3.Clinic (Hospital)

Product Segmentation
Hindustan Unilever sells different water-purifiers on the basis of classifying their
utility and price affordability. The water purifiers are classified as follows:
(1)Pure it compact – Rs 1000 /-
(2)Pure it M05 Model – Rs 2000 /-
(3)Pure it Autofill –Rs 3200 /-
(4)Pure it Marvella –Rs 6900 /-

59
DATA ANALYSIS AND INTERPRETATION

60
6.1. Responses regarding whether the respondents are satisfied withthe workplace
of organization
Table 6.1
Satisfaction Levels No. of respondents Percentage
Strongly satisfied 31 31
Satisfied 49 49
Slightly satisfied 12 12
Dissatisfied 5 5
Strongly dissatisfied 3 3

Graph 6.1

No of respondents
50
45
40
35
30
25
20 No of respondents
15
10
5
0

Above table shows that 31% employees are strongly satisfied with theirwork
place.61% employees are satisfied with their workplace. It means over all 92%
employees are satisfied and other 18% are not satisfied with the workplace.

61
6.2. Responses regarding whether the respondents are satisfied with the
infrastructure of organization
Table 6.2
Satisfaction Levels No of respondents Percentage
Strongly satisfied 50 50
Satisfied 20 20
Slightly Satisfied 10 10
Dissatisfied 16 16
Strongly dissatisfied 4 4

Graph 6.2

no. of respondents
50
45
40
35
30
25
20 no. of respondents
15
10
5
0

Above table shows that 70% respondents are satisfied with infrastructure and 30%
are dissatisfied with infrastructure of hul. It can be interpreted that 30% are not
satisfied with infrastructure which not more in number.
62
6.3. Responses regarding whether the respondents are satisfied with the canteen
facility provided by organization.
Table 6.3
Satisfaction Levels No of respondents Percentage
Strongly satisfied 56 56
Satisfied 17 17
Slightly Satisfied 16 16
Dissatisfied 9 9
Strongly dissatisfied 3 3

Graph 6.3

No. of respondent
60

50

40

30
No. of respondent
20

10

Above table shows that 88% employees are satisfied with the canteen facility
provided by the organization. Only 12% employees are not satisfied with canteen
facility.

63
6.4.Responses regarding whether the respondents are satisfied withthe
implementation of rules and responsibilities.
Table 6.4
Satisfaction level No. Of respondents Percentage
Strongly satisfied 51 51
Satisfied 23 23
Slightly satisfied 10 10
Dissatisfied 11 11
Strongly dissatisfied 6 6

Graph 6.4

no. of respondents
60

50

40

30
no. of respondents
20

10

Above table shows that 84% employees are satisfied with implementationof rules
and responsibilities. And 16% of respondents are not seems to besatisfied with the
implementing rules and responsibilities.
64
6.5. Responses regarding whether the respondents are satisfied withthe freedom
given at work.
Table 6.5
Satisfaction level No. Of respondents Percentage
Strongly satisfied 30 30
Satisfied 36 36
Slightly satisfied 14 14
Dissatisfied 16 16
Strongly dissatisfied 4 4

Graph 6.5

No of respondents
40
35
30
25
20
No of respondents
15
10
5
0

Above table shows that 80% respondents are happy with the freedom at work
given by management but only 20% of respondents are not satisfied with freedom
given at work place.
65
6.6. Responses regarding whether the respondents are satisfied with the team spirit
in organization
Table 6.6
Satisfaction Levels No. Of respondents Percentage
Strongly satisfied 52 52
Satisfied 21 21
Slightly satisfied 7 7
Dissatisfied 16 16
Strongly dissatisfied 4 4

Graph 6.6

No of respondents
60

50

40

30
No of respondents
20

10

Above table shows that 80% employees are satisfied with team sprit built in
organization and other employees are not satisfied with team spirit in the
organization.

66
6.7 Responses regarding whether the respondents are satisfied withconvenient
working hours

Table 6.7
Satisfaction level No. Of respondents Percentage
Strongly satisfied 20 20
Satisfied 41 41
Slightly satisfied 11 11
Dissatisfied 23 23
Strongly dissatisfied 5 5

Graph 6.7

No of respondent
45
40
35
30
25
20 No of respondent
15
10
5
0

Above table shows that 20% employees strongly feels that the working hours
decided by organization are most convenient for them. Other 52% employees are
satisfied with these working hours. And only 28% employees are not much
satisfied with the working hours.
67
 6.8 Responses regarding whether the respondents are satisfied with Job security

Table 6.8
Satisfaction level No. Of respondents Percentage
Strongly satisfied 13 13
Satisfied 18 18
Slightly satisfied 11 11
Dissatisfied 12 12
Strongly dissatisfied 46 46

Graph 6.8

No of respondents
50
45
40
35
30
25
20 No of respondents
15
10
5
0

Above table shows that only 31 % employees are satisfied with the job security.
And remaining 69% of employees are not satisfied with the job security provided
by the organization.

68
6.9 Responses regarding whether the respondents are satisfied with the targets
achievable
Table 6.9
Satisfaction level No. Of respondents Percentage
Strongly satisfied 64 64
Satisfied 21 21
Slightly satisfied 11 11
Dissatisfied 4 4
Strongly dissatisfied 0 0

Graph 6.9

No of respondents
70
60
50
40
30 No of respondents
20
10
0

Above table shows that 96% employees are strongly in favor that the targets given
are achievable and only 4% are not feels that the targets given are achievable.

69
6.10 Responses regarding whether the respondents are satisfied with the targets
Achievable
Table 6.10
Satisfaction level No. Of respondents Percentage
Strongly satisfied 9 9
Satisfied 22 22
Slightly satisfied 4 4
Dissatisfied 20 20
Strongly dissatisfied 45 45

Graph 6.10

No of respondents
45
40
35
30
25
20 No of respondents
15
10
5
0

v
Above table shows that only 35% employees are satisfied with the payment as per
their roles and responsibility and remaining 65% are not satisfied with the
payment according to their roles and responsibilities

70
 6.11. Responses regarding whether the respondents are satisfied with the
opportunities of promotions

Table 6.11
Satisfaction level No. Of respondents Percentage
Strongly satisfied 8 8
Satisfied 14 14
Slightly satisfied 6 6
Dissatisfied 26 26
Strongly dissatisfied 46 46

Graph 6.11

No of respondent
50
45
40
35
30
25
20 No of respondent
15
10
5
0

Only 22% of the employees are satisfied with the opportunities of promotions
given by organization. And most of the employees nearly 78% are not satisfied
with opportunities of promotions.
71
6.12. Responses regarding whether the respondents are satisfied with the payment
of salary on time.

Table 6.12
Satisfaction level No. Of respondents Percentage
Strongly satisfied 44 44
Satisfied 16 16
Slightly satisfied 4 4
Dissatisfied 32 32
Strongly dissatisfied 4 4

Graph 6.12

No of respondents
45
40
35
30
25
20 No of respondents
15
10
5
0

Above table shows that 60% of employees are satisfied with the payment of
salaries on time. Only 40% of the employees are not much satisfied with the
payment of salaries on time.
72
6.13. Responses regarding whether the respondents are satisfied withthe quality of
formal training and induction program.

Table 6.13
Satisfaction level No. Of respondents Percentage
Strongly satisfied 42 42
Satisfied 36 36
Slightly satisfied 4 4
Dissatisfied 14 14
Strongly dissatisfied 4 4

Graph 6.13

No of respondent
45
40
35
30
No of respondent
25
20
15
10
5
0
Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly satisfied

From the above table it shows that 76% of the respondents are satisfied with the
quality of training and induction program and only

73
6.14. Responses regarding whether the respondents are satisfied with the quality of
in-house training.
Table 6.14
Satisfaction level No. Of respondents Percentage
Strongly satisfied 51 51
Satisfied 19 19
Slightly satisfied 6 6
Dissatisfied 20 20
Strongly dissatisfied 4 4

Graph 6.14

No of respondent
60

50

40

30
No of respondent
20

10

Above table shows that 86% of the respondents are satisfied with in house training
held by the management. And only 24% of respondents are not satisfied with the
quality of in house training.

74
6.15. Responses regarding whether the respondents are satisfied with the period of
training.

Table 6.15
Satisfaction level No. Of respondents Percentage
Strongly satisfied 12 12
Satisfied 23 23
Slightly satisfied 18 18
Dissatisfied 20 20
Strongly dissatisfied 17 17

Graph 6.15

No of respondents
25

20

15

10 No of respondents

Above table shows that 12% are strongly satisfied with the training program 41%
of respondents are satisfied with the period of training but 37% of respondents are
not satisfied with the period of training.

75
6.16 Responses regarding whether the respondents are satisfied with the proper and
proactive HR division.

Table 6.16
Satisfaction Level No. Of Respondents Percentage
Strongly satisfied 72 72
Satisfied 18 18
Slightly satisfied 2 2
Dissatisfied 6 6
Strongly dissatisfied 2 2

Graph 6.16

No of respondents
80
70
60
50
40
No of respondents
30
20
10
0

Above table shows that 92% of the respondents are satisfied with the HR division
Only 8% of the respondents are not satisfied with the proactive and proper HR
division, which is very negligible in number.
76
6.17 Responses regarding whether the respondents are satisfied with the
performance appraisal system.

Table 6.17
Satisfaction level No. Of respondents Percentage
Strongly satisfied 62 62
Satisfied 28 28
Slightly satisfied 4 4
Dissatisfied 4 4
Strongly dissatisfied 2 2

Graph 6.17

No of respondents
70

60

50
No of respondents
40

30

20

10

0
Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly satisfied

Above table shows that 90% respondents are satisfied with the performance
appraisal system and only 10% of the respondents are notmuch satisfied with the
performanceappraisal system implemented in organization.
77
6.18 Responses regarding whether the respondents are satisfied with the
performance appraisal system.

Table 6.18
Satisfaction Level No. Of Respondents Percentage
Strongly Satisfied 69 69
Satisfied 19 19
Slightly Satisfied 6 6
Dissatisfied 4 4
Strongly Dissatisfied 2 2

Graph 6.18

No of respondents
70
60
50
40
30 No of respondents
20
10
0

Above table shows that the 69% of respondents are strongly satisfied with the
office events and parties organized by the organization. 25% ofrespondents are
satisfied with these events and only 6% of respondents are not satisfied with the
events organized by the management.
78
 6.19 Responses regarding whether the respondents are satisfied with the
celebration of employees birthday.

Table 6.19
Satisfaction Level No. Of Respondents Percentage
Strongly Satisfied 82 82
Satisfied 16 16
Slightly Satisfied 2 2
Dissatisfied 0 0
Strongly Dissatisfied 0 0

Graph 6.19

No of respondents
90
80
70
60
50
40 No of respondents
30
20
10
0

Above table shows that nearly all the respondents are satisfied with the employees
birthday remembered and celebrated in the organization. No one seems to be
dissatisfied with the celebration of the employee’s birthdays.

79
6.20 Responses regarding whether the respondents are satisfied with forum for
face-to-face communication.
Table 6.20
Satisfaction Level No. Of Respondents Percentage
Strongly Satisfied 18 18
Satisfied 22 22
Slightly Satisfied 9 9
Dissatisfied 37 37
Strongly Dissatisfied 14 14

Graph 6.20

No of respordent
40
35
30
25
20
No of respordent
15
10
5
0

Above table shows that only 40% of the respondents are satisfied with theforum
for face-to-face communication and remaining all the 60% of therespondents are
not satisfied with the forum for face-to-facecommunication.

80
 6.21 Responses regarding whether the respondents are satisfied with
encouragement to employees suggestions.

Table 6.21
Satisfaction Level No. Of Respondents Percentage
Strongly Satisfied 8 8
Satisfied 32 32
Slightly Satisfied 19 19
Dissatisfied 25 25
Strongly Dissatisfied 26 26

Graph 6.21

No of respondent
35
30
25
20
15 No of respondent
10
5
0

Above table shows that the overall 59% of the respondents are satisfied with the
encouragement given to the employees suggestions in management decision
making and remaining 41% of the respondents are not much satisfied with the
encouragement given to the suggestions of the employees.
81
6.22 Responses regarding whether the respondents are satisfied with positive
acceptance of employees suggestions.
Table 6.22
Satisfaction Level No. Of Respondents Percentage
Strongly Satisfied 4 4
Satisfied 22 22
Slightly Satisfied 4 4
Dissatisfied 45 45
Strongly Dissatisfied 25 25

Graph 6.22

No of respondents
45
40
35
30
25
20 No of respondents
15
10
5
0

Above table shows that the 26% of the respondents are satisfied with the positive
acceptance of the suggestions given by the respondents but most of therespondents
70% are dissatisfied with this point.

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6.23 Responses regarding whether the respondents are satisfied with management
keeps promises.
Table 6.23
Satisfaction Level No. Of Respondents Percentage
Strongly Satisfied 76 76
Satisfied 14 14
Slightly Satisfied 4 4
Dissatisfied 6 6
Strongly Dissatisfied 0 0

Graph 6.23

No of respordents
80
70
60
50
40
No of respordents
30
20
10
0

Above table shows that 90% of the respondents are satisfied with the management
keeps promises and only 10% of the respondents are dissatisfied with the thing
that the management keeps promises.
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 FINDINDS

1. Majority of the employees are satisfied with present job.

2. Employees are satisfied with Good pay as the key motivating factor for work
efficiency.
3. Employees are satisfied with salary offerings as HUL.
4. Majority of the employees don’t have other sources of income HUL.
5. Employees are satisfied with physical working conditions at HUL.
6. Employees are satisfied with working hours at HUL.
7. Employees have a Good chemistry between work groups i.e. between
different classes of work designation.
8. Most of the employees feel that salary is not sufficient and salary offerings
play a key role in employees satisfaction, in tum industrial growth.

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 SUGGESTIONS

The suggestions are drawn from the analysis and observations. Fewsuggestions
are given as under:
1. In case of working hours decided by the organization are notconvenient for the
employees of Hindustan Unilever Private Limited, Ghaziabad. The working hours
are10 hours per day that from 8AM to 6PM. These hours should minimize up to 8
hours.
2. The criteria for Job security is not much satisfactory so management have
concentrate on job security of employees so that they can work without fear of job
loss in the organization.
3. Opportunities of growth of employees are very less so that there can be
employee turnover hence management has to give emphasis on increasing the
promotion opportunities for according to the performance of employees.

4. From analysis we concluded that the period of in house training is very short
that isof only 3 days, which is not sufficient to get complete knowledge about the
work. Hence the training period should extend up to 5 days.

5. As there is an active participation of employees in decision making but rarely

the suggestions given by them are drawn in action. Hence the confidence of
employees gets demotivated.

So to motivate the employees management can take into consideration some proper
suggestions given by the employees. It will help to increase the motivation and
ultimately the Job satisfaction of the employees of Hindustan Unilever Private
Limited, Ghaziabad.
85
 QUESTIONNAIRE

Dear Sir/Madam

I am Ashishkumar 3rdsem M.B.A, student of SDCMS, HUL doing my project work

entitlet“ Job Satisfaction at HUL”.

So I request you to give me your valuable feedback on questionnaire. The

information will be kept confidential and used for academic purpose only.

ASHISH KUMAR

1) Name:

2) Age:

3) Marital Status:

Married [ ] Bachelor[ ]

4) Qualification:

5) Designation:

6) Are you satisfied with your present job?

a) Yes [ ] b) No c) can’t say [ ]

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7) What motivates you to work more ? Efficiently/ Happily

a) Good pay []
b) Promotion []
c) Less supervision []
d) Good working condition []

8) Do you feel that salary being offered at “HUL” is sufficient to lead a

satisfied life?

a) Yes [ ] b) No [ ] c) No comments [ ]

9) Do you have any other sources of income ?

a) Yes [ ] b) No [ ] c) If yes specify………………

10) Since when you have been holding this position ?

a) ………………..Years

11) How did you get into present position ?

a) Promotion []
b) Direct Appointment []
c) Transfer []

12) If by promotion after how many years did you get it ?

……………….Years

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 13) Are you satisfied with employment conditions prevailing in your
organization.

a) Yes [ ] b) No c) If not why

14)Do you feel satisfied with your organization promotion & Transfer policy ?

a) Yes [] b) No
c)If not why………………………………..

15)Do you feel satisfied with the physical working condition ?

a)Yes [] b) No []
c)If not why

16)Are you satisfied with relationship existing with subordination & superiors
?

a) Yes [] b) No
c)if not why………………………………

17)Is your working hours satisfactory ?

a) Yes [] b) No
c)If not why……………………………..

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18)Are you satisfied with the way in which conflicts are resolved in your
company?

a) Always [] b) Quite often []

c)sometime [] d)Rarely []

19)You feel the satisfied with canteen facilities ?

a) Yes [] b) No []

20) Are you satisfied with the welfare measures ?

1) Intra mural facilities

a) Medical facilities []
b) Compensation for accidents []

2) Extra mural facilities

a) Educational facilities for children []

b) Transportation []
c) Housing Accommodation []

21) Is the bonus provided by organization adequate?

a) Yes [] b) No [ ]

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22) Are you satisfied with social security measures viz…,

a) Provident fund []
b) Pension []
c) Gratuity []

23) Does your company offer any safety measures ?

a) Yes [] b) No []

24) Does your company pay over timeallowances ?

a) Yes [] b) No []

90
 BIBLIOGRAPHY

www.hul.co.in

www.google.com

www.job satisfaction hul.com

www.wikpedia.com

www.hindustanunilever.com

www.cenlubindustries.com

www.hul.com

www.unileverltd.com

www.hidustan.com

www.dabur.com
www.unileverindia.com
book

D. M. Pestonjee
91