EMPLOYEE JOB SATISFACTION IN FMCG SECTOR …rierc.org/social/paper525.pdf · EMPLOYEE JOB SATISFACTION IN FMCG SECTOR OF UTTARAKHAND ... the process of the fulfillment of the needs

RIJS Volume 4, Issue 4 (April, 2015) ISSN: 2250 – 3994

Journal of Radix International Educational and Research Consortium

1 | P a g e www.rierc.org

EMPLOYEE JOB SATISFACTION IN FMCG SECTOR OF UTTARAKHAND

MRS. PRATIBHA PANT DR. H. K. PANT

Assistant Professor Assistant Professor

Department of Management Studies Department of Management Studies

Kumaun University Campus Bhimtal (Nainital) Kumaun University Campus Bhimtal (Nainital)

PROF. P. C. KAVIDAYAL DR. AMIT JOSHI

Head & Dean Associate Professor

Department of Management Studies Department of Management Studies

Kumaun University Campus Bhimtal (Nainital) Kumaun University Campus Bhimtal (Nainital)

ABSTRACT

This study is restricted to employee’s job satisfaction on FMCG sector in Uttarakhand. The main objective

of the study is to identify the employee’s job satisfaction among different categories in the selected

organizations of FMCG in Udham Singh Nagar district of Uttarakhand. Data was collected from 25

managers, 35 supervisors & 40 workers. Results show no significant difference among the status of

managers, supervisors and workers with regard to job satisfaction. However, high satisfaction among

managers results due to factors like sense of achievement, interest in job, visible results, interpersonal

results and salary. Supervisors & workers job satisfaction is positively influenced by factors like

responsibility, technical supervision, nature of work, salary etc.

INTRODUCTION

Uttarakhand comprises of two divisions Kumaun and Garhwal region. If we talk about State Infrastructure

Development Corporation of Uttarakhand Ltd (SIDCUL). One is developed in Kumaun region especially in

district of Udham Singh Nagar and another is developed in garhwal region specially spread in Haridwar and

A Journal of Radix International Educational and

Research Consortium

RIJS

RADIX INTERNATIONAL JOURNAL OF

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Dehradun districts. For proposed study only one SIDCUL situated in Udham Singh Nagar of Uttarakhand is

taken.

Udham Singh Nagar district, the biggest of Uttarakhand state is situated in North of the state at tarai area

of the state. This district is prosperous in terms of agriculture and industrial development. Earlier

government of India had emphasized its attention on this district for the development of agriculture based

industries and other industries. The industries like century pulp and paper ltd. Pepsi co. holdings (India) ltd.

Mahindra & Mahindra ltd., Shri Ram Honda India ltd., Philips India ltd., had established before 2000. The

government of newly formed state of Uttarakhand has formed an SIDCUL to govern, promote and attract

industrialists in the state. These industries are categories as newly established industries.

There are many industries based on IT sector, FMCG sector, Automobile sector and pharmaceutical sector

running successful & earning high profit and contributing in making economy strong.s

The term job satisfaction came into vogue when Hoppock (1935) published his classic work ‘Job

Satisfaction’. He defined job satisfaction as ‘any combination of psychological, psychological, and

environment circumstances that cause a person truthfully to say, I am satisfied with my job’. Milton Blum

(1949) later on has pointed out that job satisfaction is the result of various attitudes the employee holds

toward his job, toward related factors, and toward life in general. We say that job satisfaction is an

attitude which results from a balancing and summation of many specific likes and dislikes experienced in

connection with the job.

In job satisfaction, four parameters are involved: (i) The person’s needs, values and character traits, (ii) The

person’s education, training, skill, experience etc. that determine his contribution to the job, (iii) Rewards

the employer gives to him, (iv) Rewards given to other employees in this and other similar organizations.

Different combinations of these factors account for satisfaction-dissatisfaction of employees.

There are many theories of job satisfaction but each of these base their theory on a combination of a few

only of the above four parameters. Thus each theory embodies a partial truth and none covers the entire

spectrum of satisfaction-dissatisfaction.

From the practical point of view, the factors involved in job satisfaction can be classified in two: (i) Factors

which generate a negative feeling of dissatisfaction in the person; (ii) Factors which lead to positive feeling

of satisfaction. The fixed annual increment in salary is an example of the former; if not granted,

dissatisfaction results; when given, it is forgotten and no increase in satisfaction follows. Incentive

payment based on individual productivity, on the other hand, satisfies. Job security again acts as

dissatisfiers. It is understood that classification of factors as satisfiers and dissatisfiers depends on the

person, the organization and the socio-economic- technological environment of the particular society and

is not universal. What is true for America is not necessarily true for India.

Job satisfaction is closely related to the gratification of needs. It is composed of effective, cognitive and

behavioural elements. These elements vary in their intensity and consistency from one individual to

another. Thus, job satisfaction is the satisfaction is the satisfaction derived from any pursuit directed by

the process of the fulfillment of the needs. It is the favourableness or unfavourableness with which




employees view their work. It results from specific attitudes of employees in three areas viz., specific job

factors, individual adjustment on the job and group relationship.

Job satisfaction may refer either to a person or a group. It results from the best fit among job

requirements, wants and expectations of an employee. It is used to express the extent of match between

the employees’ expectations of the job and the rewards that the job providers.

REVIEW OF LITERATURE

A study was conducted by Kaloli Sen on the topic “Relationship between Job Satisfaction & Job Stress

Amongst Teachers & Managers”. A survey was conducted from 31 teachers and 34 managers in the NCR

region. Results show no significant differences in job stress and job satisfaction of teachers and managers.

However teachers experience low job satisfaction and they face Job stress while in case of managers the

two do not seem to be associate.

Another study was conducted by Chandraiah (2003) on the topic “The effect of occupational stress on job

satisfaction among 105 managers of different age groups” and found a positive relationship between role

stress and job satisfaction amongst older managers.

A study was conducted by Shailendra Singh (1988)”To diagnose the dimensions of organizational climate

which produce frustrations among executives”. 50 junior and middle level executives from 7 private and

public sector work organizations of north India. He found that out of 14 dimensions of organizational

climate 9 were significantly related with frustration. These dimensions were respectively as formalization,

autonomy, pressure for performance, centralization, non-participative climate, formalized cross checking,

inadequate welfare, concern and lack of growth orientation. Decentralized decision making and

interpersonal help emerged as negative correlates of frustration.

“A study on Motivation and Organizational climate” was conducted by Litwin, G and Stringer, R. They

considered 19 college educated females working in service department of a public utility. They found that

women were dissatisfied in service performance. However this study was unable to depict which

parameters they considered for motivation and organizational climate.

A study on “Investigating the Motivation of Retail Managers at a Retail Organization in the Western Cape”

conducted by Carr, G.G (2005) and found that retail managers are most likely to be motivated due to their

working conditions, personal and general dimensions and least motivated by the remuneration they

receive and promotion opportunities. However dimensions of working conditions are not taken into

account.




OBJECTIVE & RESEARCH METHODOLOGY

The main objective of the study is to identify the employee’s job satisfaction among different categories in

the selected organizations of FMCG in Udham Singh Nagar district of Uttarakhand. The study is restricted

only to four organizations like Nestle, Dabur, Besleri & HUL of FMCG. Managers, Supervisors and workers

of these organizations are taken as the samples. Purposive sampling would be used to select the required

sample. However, the total number of managers, supervisors and workers from all the selected

organizations is 100. Out of 100 respondents 25 are managers, 35 respondents are supervisors and 40 are

workers.

Table- 1.1

Selected

Organization

Managers Supervisors Workers Total

Nestle 6 9 10 25

Bisleri 6 9 10 25

Dabur 6 9 10 25

HUL 7 8 10 25

Total 25 35 40 100

SCOPE OF THE STUDY

The study of job satisfaction can be attempted from various dimensions. The present study makes a

modest attempt to examine the issue in terms of selected dimensions. Further, in depth analysis is

confined to managers, supervisors and workers categories of employees only.

SOURCES OF DATA

The study is based mainly on primary data which is collected from managers (both senior & junior),

supervisors and workers of FMCG Sector.

METHODOLOGY

The methodology adopted in collecting the data, selection of the sample, analysis of data and

interpretation of data is presented below:

TECHNIQUES OF DATA COLLECTION

For the purpose of collecting primary data from the managers, supervisors & workers of SIDCUL region of

Udham Singh Nagar, the questionnaire based on LEA (Long Employee Attitude Scale) developed by Dr. H.C.




Ganguli consisting of all the 26 items relating to job satisfaction have been used. 26 items of LEA scale are

related to nature of work, income, security, supervision, colleagues, promotional & training opportunities,

welfare activities, union management relation, companies policy etc. Apart from questionnaire method,

group discussion, observation techniques have been adopted to elicit adequate information from the

respondents.

SAMPLE DESIGN

For the purpose of selecting the sample for managers, supervisors & workers in selected organizations

purposive sampling technique has been adopted. The sample respondents are selected from three

categories i.e., managers, supervisors &workers. For this purposive a list of managers, supervisors &

workers of selected organizations was obtained. The sample size for the study is 100

One of the widely used approaches to measure the overall job satisfaction of managers and supervisors is

by identifying the number of satisfied and dissatisfied managers, supervisors &workers in the selected

FMCG organizations situated in Udham Singh Nagar district of Uttarakhand. 26 job related factors have

been identified (as per the employee attitude scale given by Dr. H.C. Ganguli). These factors are:

(i) Achievement

(ii) Nature of work

(iii) Interest in job

(iv) Visible result

(v) Salary

(vi) Job security

(vii) Responsibility

(viii) Recruitment policy

(ix) Self-respect

(x) Work environment

(xi) Sense of belongingness

(xii)Performance

(xiii) Prestige attached to the job

(xiv) Recognition

(xv)Work group

(xvi) Opportunity for advancement

(xvii) Authority and power

(xviii) Company policy and administration

(xix) Technical supervision

(xx) Personal life

(xxi) Training & Education

(xxii) Freedom of expression

(xxiii) Association

(xxiv) Personal benefit




(xxv) Betterment

(xxvi) Interpersonal relationship

In order to measure job satisfaction, the responses for each statement have been obtained on a five point

Likert- scale with ratings

(i) Highly satisfied (SS)

(ii) Satisfied (S)

(iii) Middling or average (M)

(iv) Dissatisfied (D)

(v) Highly dissatisfied (DD)

TABLE-1.2

LIMITATION OF THE STUDY

(i) The job satisfaction is complex behavioural aspect which can be examined from various angles. The

study examines these aspects from selected dimensions only.

(ii) In the process of obtaining the views relating to various statements, it is found that certain

statements were not understood by respondents. In such cases, sufficient explanation is given to

understand the meaning of the statement. However, adequate care is taken to see that opinions

are not imposed on the respondents.

(iii) The data for the present study is collected from the managers, supervisors & workers only. Trade

unions, middle level and top level executives are not included in the analysis. Therefore, the study

reflects the views of selected categories of organization members only.

(iv) Though the study aims at examining job satisfaction of selected organizations of SIDCUL region of

Udham Sing Nagar of Uttarakhand, the in depth analysis is restricted to selected units only.

Positive Statements Weights Negative

Statements

Weights

Highly satisfied 5 Highly satisfied

1

Satisfied

4 Satisfied

2

Middling

3 Middling

3

Dissatisfied

2 Dissatisfied

4

Highly dissatisfied 1 Highly dissatisfied 5




(v) The analysis on job satisfaction is carried out only on the basis of identified factors/dimensions only

given by Mr. H.C. Ganguly. However, it is possible that there may be other factors which might not

have been included in these statements.

Analysis & Discussion Distribution of managers, supervisors and workers of FMCG among different

satisfaction categories:

TABLE-1.3

Category class

intervals

Managers

(Number)

(Percentage)

Supervisors

(Number)

(Percentage)

Workers

(Number)

(Percentage)

Highly

dissatisfied

(15 and less)

2 8 7 20 6 15

Dissatisfied

(16-30)

5 20 7 20 8 20

Middling (31-

50)

1 4 _ _ 2 5

Satisfied (51-

65)

10 40 14 40 16 40

Highly

Satisfied (66

and above)

7 28 7 20 8 20

Total 25 35 40

The table reveals that 40% of the managers are satisfied and 28% are highly satisfied. Together the

percentage of satisfied and highly satisfied managers comes to 68%. Only 28% managers are found to be

either dissatisfied or highly dissatisfied. One manager (4%) was found to be indifferent.

With regard to supervisors and workers 40%respondents are satisfied category and 20% in highly satisfied

category. Together, the number of percentage of satisfied and highly satisfied supervisors and workers is

found to be 60%. Remaining 40% supervisors belong to dissatisfied and highly dissatisfied category. On the

whole 60% supervisors and workers have expressed satisfaction with their jobs and remaining 40% have

expressed dissatisfaction. Remaining 40% workers, in which 35% workers belong to dissatisfied and highly

dissatisfied category, rest 5% of workers were found to be indifferent.

Table 1.4

Distribution of Satisfied and Dissatisfied Managers, Supervisors & Workers In Fmcg Sector In Udham

Singh Nagar District Of Uttarakhand

Category No. of Managers No. of Supervisors No. of

Workers

Total




Satisfied 17 21 24 62

Percentage 68% 60% 60%

Dissatisfied 8 14 16 38

Percentage 32% 40% 40%

Total 25 35 40 100

The table reveals that the percentage of managers in the satisfied category is 68% as against the

percentage of satisfied supervisors of 60% &percentage of satisfied workers is also 60%. Thus, there

seems to be a relationship between job satisfaction and status of the employees. However, to prove

further statistically, chi-square test has been applied with the hypothesis that there is no relationship

between the job satisfaction and the status of the employees.

The results are shown as under:

Degrees of freedom: (r-1) (c-1) = (2-1) (2-1) =1

Observed value (X²) = 0.51

Expected value at 1% level = 6.635

Expected value at 5% level =3.846

Since the observed value is less than expected value at 1 % level and 5 % level the above hypothesis should

be accepted. Therefore, it can be concluded that job satisfaction does not vary according to status of

managers, supervisors &workers in FMCG sector in Udham Singh Nagar district of Uttarakhand.

IDENTIFICATION OF HIGH AND LOW JOB SATISFACTION FACTORS:

An important dimension used in the analysis of job satisfaction is to identify high and low job satisfaction

factors among various categories of employees. Such analysis will help the managers to take necessary

steps to reduce employee dissatisfaction relating to low job satisfaction factors. For this purpose, an

attempt is made to identify high and low job satisfaction factors among managers, supervisors & workers

of selected organization. In order to identify high or low job satisfaction factors, the score values obtained

for each factor in respect of each category of respondents in FMCG sector has been calculated. These

calculated score values of 26 job factors have been arranged in descending order to indicate the intensity

of satisfaction in terms of each factor. High and low job satisfaction factors are identified on the basis of

these scores.

Job satisfaction factors in FMCG

With a view to identify the high and low job satisfaction factors in FMCG, a separate analysis is made for

the managers, supervisors & workers, which are presented below:

Managers

In order to identify high and low job satisfaction factors, the job satisfaction scores obtained for managers

of FMCG for each job factor are arranged in descending order and shown in the table:




SCORE VALUES OF JOB SATISFACTION FACTORS OF MANAGERS IN FMCG

TABLE-1.5

Sl. No. Name of the Job Factor Score Value

1 Achievement 100

2 Nature of Work 96

3 Interest in Job 94

4 Interpersonal Relationship 91

5 Visible Results 84

6 Salary 82

7 Responsibility 82

8 Job Security 82

9 Recruitment Policy 80

10 Self-Respect 78

11 Work Environment 76

12 Sense of Belongingness 76

13 Performance 76

14 Prestige attached to the job 76

15 Recognition 76

16 Work Group 72

17 Opportunity for Advancement 70

18 Authority & Power 68

19 Company Policy &

Administration

60

20 Personal Life 60

21 Training & Education 60

22 Association 58

23 Freedom of Expression 58

24 Personal Benefits 56

25 Technical Supervision 56

26 Non –Medical Benefits 54

From these job factors, the high and low job satisfaction factors are identified on the basis of average

score values.

The average score value for 25 sample managers for 26 factors is calculated as mentioned below:

Average score value for each job factor=1+2+3+4+5÷5 =3

The values 1,2,3,4,5 indicate the weights assigned for rating highly dissatisfied, dissatisfied, middling,

satisfied and highly satisfied.

The average score for 25 respondents=3×25=75




On the basis of this average score, the job factors have been classified into the following two categories:

1- High satisfaction job factors if score values above the average (75)

2- Low satisfaction job factors if score values below the average (75)

3- High satisfaction score = high satisfaction score value for each job factor× number of sample

managers= 5×25=125

THE SCORES OF HIGH SATISFACTION JOB FACTORS OF MANAGERS IN FMCG

TABLE-1.6

Sl. No. Name of the Job

Factor

Score Deviation

From Average

Satisfaction Score

Deviation form

(75)

Maximum

Satisfaction

Score (125)

1 Achievement 100 +25 -25

2 Nature of Work 96 +21 -29

3 Interest in Job 94 +19 -31

4 Interpersonal

Relationship

91 +16 -34

5 Visible Results 84 +9 -41

6 Salary 82 +7 -43

7 Responsibility 82 +7 -43

8 Job Security 82 +7 -43

9 Recruitment Policy 80 +5 -45

10 Self-Respect 78 +3 -47

11 Work Environment 76 +1 -47

12 Sense of

Belongingness

76 +1 -47

13 Performance 76 +1 -47

14 Prestige attached to

the job

76 +1 -47

15 Recognition 76 +1 -47

(a) HIGH SATISFACTION JOB FACTORS

The high satisfaction job factors for mangers of FMCG are presented below:

As shown in the table, the score of high satisfaction job factors range between 54 to 75. The highly

satisfied job factors among managers in FMCG are identified as achievement (100), nature of work (96),

interest in job, (94), visible results (85), salary (82), job security (82), responsibility (80), recruitment policy




(80), self-respect (78), work environment (76), sense of belongingness (76), performance (76), prestige

attached to the job (76), recognition (76).

LOW SATISFACTION JOB FACTORS

Having analyzed the high satisfaction job factors, it is now proposed to identify and examine the

dissatisfied job factors. For this purpose job factors with less than average score values (75) have been

taken. These job factors have been arranged in ascending order in the table given below:

Scores of Low Satisfaction Job Factors of managers in FMCG

TABLE-1.7

Sl. No. Job Factor Scores Deviation from

Average

Satisfaction

Score (75)

Deviation From

Maximum

Satisfaction

Score (125)

16 Work Group 72 -3 -53

17 Opportunity for

Advancement

70 -5 -55

18 Authority & Power 68 -7 -57

19 Company Policy &

Administration

60 -15 -65

20 Personal Life 60 -15 -65

21 Training & Education 60 -15 -65

22 Association 58 -17 -67

23 Freedom of Expression 58 -17 -67

24 Personal Benefits 56 -19 -69

25 Technical Supervision 56 -19 -69

26 Non –Medical Benefits 54 -21 -71

It can be observed from the table that score values for dissatisfied job factors range between 54 to 72.

The analysis reveals that managerial cadre of FMCG are highly dissatisfied with aspects like work group,

opportunity for advancement, authority and power, company policy & administration, personal life,

training and education, association, freedom of expression, personal benefits, technical supervision and

non-medical benefits. The more important aspect is about imparting required training and development

programmes which would promote professionalism among the managerial cadre of FMCG.

SUPERVISORS

For the sample supervisors (35) of FMCG, the average scores and high satisfaction scores for selected job

factors are compared as follows:




1- Average satisfaction score =average score value on each job factor× Number of samples supervisors

3×35=105

2- High satisfaction score= High satisfaction score value for each job factor× Number of sample Supervisor

5×35=175

On this basis, the job factors with above 105 score (above average) are grouped as high satisfaction factors

and below 105 scores (below average) are grouped as low satisfaction factors.

HIGH SATISFACTION JOB FACTORS

It can be observed from the table that the score values of high satisfaction factors of supervisors in FMCG

range between +1 to +18

TABLE-1.8


Average

satisfaction score

(105)

Deviation from

maximum

satisfaction

score(175)

1 Responsibility 123 +18 +52

2 Nature of Work 118 +13 +57

3 Achievement 115 +10 +60

4 Interest in Job 112 +7 +63

5 Interpersonal

Relationship

110 +5 +65

6 Job- Security 110 +5 +65

7 Visible Results 108 +3 +67

8 Salary 106 +1 +69

9 Prestige Attached

to the Job

106 +1 +69

10 Work Group 106 +1 +69

The analysis reveals that supervisors are satisfied with responsibility given to them in performing their

duties. It also indicates that they are satisfied with the nature of work performed. Table also reveals that




achievement, interest in job, interpersonal relationship, job security, visible results, salary, and prestige

attached to the job and work group are other indicators influencing the satisfaction level of the supervisor


TABLE-1.9

Job Factors Scores Deviations From

Average

Satisfaction

Scores(105)

Deviation From

Maximum

Satisfaction

Score(175)

1 Working

Environment

93 -12 -82


3 Sense of

Belongingness

67 -38 -108

4 Performance

Appraisal

64 -41 -111

5 Recognition 63 -42 -112

6

Nature of Work 62 -43 -113

7 Prestige attached

to Job

56 -49 -119

8 Opportunity for

Advancement

53 -52 -122

9 Freedom of

Expression

50 -55 -125

10 Company Policy &

Administration

48 -57 -127

11 Associations 47 -58 -128

12 Self- Respect 45 -60 -130

13 Inter-personal

Relationship

44 -61 -131

14 Authority &Power 43 -62 -132

15 Training &

Education

42 -63 -133

The table reveals that the score value of low satisfaction job factors of supervisors range between 42 and

93. The supervisors in FMCG have expressed high dissatisfaction on training & Education , Authority &

power, interpersonal relationship , self –respect, associations, company policy & administration, freedom




of expression, opportunity for advancement, prestige attached to the job, nature of work, recognition,

performance appraisal, sense of belongingness, personal life and work environment.

The management of FMCG has to focus its attention on these dissatisfied job factors in order to create

more satisfaction among the supervisors in FMCG.

Workers

For the sample workers (40) of FMCG, the average scores and high satisfaction scores for selected job

factors are computed as follows:

1- Average satisfaction score= average score value on each job factor × number of samples supervisors

Or 3×40=120

2. High satisfaction score= high satisfaction score value for each job factor× number of sample supervisors

Or 5×40=200

HIGH SATISFACTION JOB FACTORS

TABLE-1.10


Average

satisfaction score

(120)

Deviation from

maximum

satisfaction

score(200)

1 Responsibility 160 +40 +40

2 Work Group 158 +38 +42

3 Technical

Supervision

155 +35 +45

4 Salary 150 +30 +50

5 Achievement 145 +25 +55

6 Visible Results 140 +20 +60

7 Personal Benefits 135 +15 +65

8 Interest in Job 130 +10 +70

9 Job- Security 120 +0 +80

10 Recruitment Policy 120 +0 +69

An observation of the data shown in the table reveals that the score value of workers in FMCG range

between120 to160. The job factor ‘responsibility’ is perceived by the workers as high satisfaction factor. It

is followed by work group, technical supervision, salary, achievement, visible results and personal benefits,

interest in job, job security and recruitment policy.





TABLE-1.11

Job Factors Scores Deviations From

Average

Satisfaction

Scores(120)

Deviation From

Maximum

Satisfaction

Score(200)

1 Working

Environment

108 -12 -92


3 Sense of

Belongingness

80 -40 -120

4 Performance

Appraisal

80 -40 -120

5 Recognition 80 -40 -120

6

Nature of Work 75 -45 -125

7 Prestige attached

to Job

75 -45 -125

8 Opportunity for

Advancement

75 -45 -125

9 Freedom of

Expression

70 -50

-130

10 Company Policy &

Administration

68 -52 -132

11 Associations 65 -55 -135

12 Self- Respect 60 -60 -140

13 Inter-personal

Relationship

60 -60 -140

14 Authority &Power 55 -65 -145

15 Training &

Education

55 -65 -145

The data shown in the table reveals that the score value of low satisfaction job factors of workers range

between 55 and 108. The workers in FMCG have expressed high dissatisfaction on training & education,

authority & power, interpersonal relationship, self-respect, associations, company policy & administration,

freedom of expression, opportunity for advancement, prestige attached to the job, nature of work,

recognition , performance appraisal, sense of belongingness, personal life and working environment.




CONCLUSION & SUGGESTIONS

The analysis is made on the basis of number of satisfied and dissatisfied members. Regarding the number

of satisfied and dissatisfied members, it is found that 68% managers, 60 % supervisors and 60% workers

possessing job satisfaction.

Regarding the factors contributing the job satisfaction, it is found that high satisfaction among managers

results due to factors like sense of achievement, interest in job, visible results, interpersonal results and

salary. However, supervisors & workers job satisfaction is influenced by factors like responsibility, technical

supervision, nature of work, salary etc.

Following suggestions are made to improve job satisfaction among the employee’s of FMCG.

(1) The behavioural aspects like recognition, job prestige, sense of belongingness and work environment

should be improved among managers. In addition, performance appraisal system and promotional

system should be improved.

(2) In order to improve job satisfaction of supervisors and workers, the management should pay more

attention to aspects like training, work environment, performance appraisal methods, relations with

associations, recruitment policy etc.

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Ganguli, H.C. “An enquiry into incentives for workers in an engineering factory”, India Journal of social

work, Vol.15, pp.30-40, 1954.

Ganguli, S.,Choudhuri, S.& Guha,S.C.” A motivation test for measuring entrepreneurial traits”,

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Chaplain, R.P (2001), “ Stress and Job satisfaction among Primary Head Teachers: A question of

Balance” ?Educational Management Administration and Leadership, 29 (2): 197-215

Cooper, C.L., Dewe, P.J. & O’Driscoll, M.P (2002),Organizational Stress: A review of Critique of Theory,

Research and Application, Thousand Oaks, Calif: Sage.

Healy, C & McKay, M (1999), “ Identifying Sources of Stress and Job Satisfaction in the Nursing

Environment”, Australian Journal of Advanced Nursing, 17(2): 30-35.

Richardsen, A.M. & Burke, R (1991) “ Occupational Stress and Job Satisfaction among Physicians”,

Social Science Medicine, 33(10) : 1179-87.

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Sullivan, S.E. & Bhagat, R.S(1992) “ Organizational Stress, Job Satisfaction and Job Performance: Where

Do We Go from Here”s

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