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INTRODUCTION
Job Satisfaction refers to ones feeling towards ones job. It can only be inferred but not seen. Job Satisfaction is often determining by how well outcomes meet or exceed expectations. Satisfactions in ones job means increased commitment in the fulfillment of formal requirements. There is greater willingness to invest personal energy and time in job performance. Job satisfaction is the end feeling of the person after performing a task. To that extend that a persons job fulfills his dominant needs and is consisted with his expect ions and values; the job will be satisfying. The term job satisfaction is an employees general attitude towards his job.
Meaning
Job satisfaction is the amount of pleasure or content associated with a job. If you like your job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will experience job dissatisfaction. When job satisfaction is closely affected by the amount of reward that an individual desires from his job, the level of performance is closely affected by the attainment of rewards. Job satisfaction is of utmost importance from the standpoints of employee morale
Definitions:
a) According to E A Locke. Job satisfaction is defined as a pleasurable or positive emotional state resulting from a appraisal of ones job on job experience b) Job Satisfaction will be defined as the amount of overall positive affect or feeling that individuals have towards their job
c)
Job Satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely you will experience high job satisfaction. If you dislike your job intensely, you will experience job dissatisfaction
d)
According to Keith Davis and Newstorm Job Satisfaction is the set of favorable or unfavorable feelings towards with which employees view their work. e) According to Vroom The positive orientation of an individual towards all aspects of the work situation
Consequences of Job Satisfaction

a) Productivity b) Increased turnover c) Improved attendance d) Reduced accident e) Less job strain f) Lower unionization.
a) Productivity: A happy worker is a productive worker. So there is a relationship between job satisfaction and productivity.
b) Job-Satisfaction and employee Turnover: 2
High employee turnover will disrupts normal operations, causes morale problems for those who stick on and increases the cost involved in selecting and training replacements. if there is satisfaction then the turnover will reduce. c) Satisfaction and absences: Workers who are dissatisfied are more likely to take mental health days i.e.; days off not due to illness or personal business. Simply stated absenteeism is high when satisfaction is low. d) Satisfaction and safety: Poor safety practices are a negative consequence of low satisfaction level. When people are discouraged about their jobs, company and supervisors, they are more liable to experience accidence. e) Satisfaction and job stress: Job stress is the body response to any job related factor that threatens to disturb the persons equilibrium. In the process of experiencing stress the employees inner state changes. Prolonged stress can cause the employees serious ailments such as heart disease, ulcer, lower back pain dermatitis and muscle aches. f) Unionization: Job satisfaction is a major cause of unionization .dissatisfaction with wages, job security, fringe benefits, chances for promotion and treatment by supervisors are reasons which make employees join unions.
INDUSTRY PROFILE
India is the world second largest producer of food next to china, and has the potential of being the biggest with the food and agricultural sector. With Indias food production to double in the next decade, there is an opportunity for large investment in food and food technologies, skills and equipments, especially in areas of canning. Dairy and food processing, specially processing, packing, frozen food/refrigeration and thermo processing. Fruit and vegetables, fisheries, milk and milk products, meat and poultry, packaged/convenience foods, alcoholic beverages and soft drinks sectors of the food processing industry. Health food and health food supplements are other rapidly rising segments of their industry which gaining vast popularity amongst the health conscious. The transition from an area of food scarcity to surplus serves as a witness to tremendous progress made in this industry .Being one of the largest and most dynamic markets in India, food has seen rapid growth in most of its segments .Increased per capita income and high corporate interest in the organized retail market creates a platform for the Indian food industry to leap forward .All participants in this sector, especially looking at market entry and investment in India, will benefit from this briefing. Highlights of the briefing includes a political, industry profile , growth drivers and growth opportunities. With the overwhelming success of the green and white revolution, India is now fervently poised for the food revolution that will ensure agricultural diversification and large investments in food processing. The entries of multinationals, aggressive rise of commodity branding and low cost of technology are changing the economics of the Indian food industry. The rise aggressive regional players making forays into categories where entry barriers are low and a boom in India FMCG market and the rising need for these products are the key reasons for their growth in food business. Indian agriculture is in the throes of a paradigm shift, thanks to the structural changes in the Indian economy. With the country achieving self-sufficiency in grains production, emphasis has changed from subsistence farming to commercialization, opening up vast opportunities for value-addition, packaging and exports, with strikingly high level of technological involvement.
The holistic concept of food security, however, has two dimensions availability of food and access to food. While the farmer has been achieved, the same is not the case with latter. Despite bumper a crop, distribution of food grains continues to be faulty almost 30% of the food produced in the country is wasted. In such a scenario, it is important for us to reorient our historical agricultural framework- from managing shortage to promoting efficiencies and value addition. Moreover, there is a need to increase the range of food available to improve overall nutrition. The benefits in term of health, vitality and productivity are obvious and cannot be under estimated. The Indian food market is approximately Rs250000 crore ($69.4 billion),of which value added food products comprise Rs.80000crore ($22.2 billion).Despite food production in the country is expected to double by the 2020, not much attention has been given to the growth of their vital industry, with no standards publication highlighting the importance of this sector. With food production expected to double by 2020. Large investments are already going into food and food processing technologies, skill and equipment. India is one of the worlds major food producers but accounts for less than 1.5 %of international food trade .This indicates vast scope for both investors and exporters .Food
exports in 1998 stood at US $5.8 billion where as the world total was US $438 billion .The Indian food industrys sales turnover is Rs.140, 000 crore (1 crore=10 million) annually as at the start of the year 2000. MAJOR CHALLENGES FOR THE INDIAN FOOD INDUSTRY 1. 2. 3. 4. 5. 6. 7. Low elasticity for processed food products. Need for distribution net work and cold chain. Backward-forward integration from farm to consumer. Development of market channel. Development of linkage industry. Taxation in line with other nations. Streaming of food laws.
COMPANY PROFILE
COMPANY PROFILE
Name of the company
: RAIDCO CURRY POWDER FACTORY.
Established in
: 2000.
Address
: Raidco curry powder factory, P.O Moonuperia, Mavilayi.
Business Type
: Manufacturer, Exporter.
Primary competitive advantage : it ensures clean and hygienic spices preserve its natural lavor, Price, quality and quantity.
No.of production line
: four production lines.
Export markets
: UAE, Saudi Arabia,Qatar,etc.
Membership
: spices board.
Awards
: ISO 9001-2000. 7
Product range
: Quality products, spices, spices mix, mineral water, Curry Powder, pickles, jam, squash, etc.
ORGANISATION CHART OF RAIDCO

BOARD OF DIRECTORS
CHAIRMAN
MANAGING DIRECTOR
FINANCE DEPARTMENT
ADMINISTRATIO N DEPARTMENT
PURCHASE DEPARTMENT
MARKETING DEPARTMENT
FINANCE MANAGER ACCOUNTANT SENIOR CLERK JUNIOR CLERK
SENIOR CLERK JUNIOR CLERK
PURCHASE MANAGER
MARKETING MANAGER
JUNIOR CLERK
BRANCH MANAGER
DRIVER SALES OUTLETS
PRODUCTION/SERVICE
FACTORY MANAGER UNIT IN
CURRY POWDER FACTOR Y
FRUIT CUNNI NG UNIT
WHEAT PROCESSI NG UNIT
AGRICULTUR AL RUBBER ROLLER MANUFACTU RING UNIT 9
PUMP SET MANUFACTUR ING UNIT
STEEL FURNITURE MANUFACTU RING UNIT
RAIDCO KERALA LIMITED

The regional Agro-industrial Development Cooperative Kerala limited (Raidco Kerala Limited) a well organized group in Kerala of Co-operative sector under government of Kerala. Raidco as originally registered as a direct level co-operative society in the name of Cannore District Agricultural Development. Co-operative society Limited, No. C561 in the year 1972 RAIDCO renders service to the farmers and general public and the works with an intention to give quality product in the field of consumer product and commercial group at minimum cost. The poor farmers who were the beneficiaries of small farmers development Agency were always being exploited by the Private Traders by supplying poor quality agricultural machinery at abnormal rate and without providing after sales service. The subsidy and other financial benefit provided by the government and the financial banks were not really reached in the hands of the poor farmers but were enjoyed by the Private Traders by adopting all sorts of malpractices with a view to make profit illegally. In this occasion the Government officials, financing banks, social workers, and other veteran co-operators were forced to find out an alternative by putting an end to these evils. Sri P.M Kuniram Nambiar Ex. MLA a veteran freedom fighter and well known social worker was the chief promoter of this Co-operative. The present chairman of this co-operative is Sri T.Krishnan and Managing Director N.Kutty Krishnan. RAIDCO KERALA LIMITED has 4 production units, 3 service centers and 38 sales outlets throughout the state which caters the needs of farmers in every nook and corner of Kerala.
REGISTERED OFFICE AND HEAD QUARTERS

The registered office and head quarters of this Co-operative are situated at Kannur District in the state of Kerala.
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Area of Operation
RAIDCO have branches all over Kerala from the Kasaragod district toThiruvananthapuram District. However, for conduct of sales and marketing of the product manufactured or dealt in by the co-operative and to develop the infrastructure their if such as establishing, opening, and running of branches, go downs, showrooms. Service centers, workshops, etc. and appointment of distributors, stockiest, and carry forwarding agents their shall be to restriction with regard to the area of operation.
Company Motto:
Motto o0f RAIDCO KERALA LIMITED is An intimate friend to a farmer.
Manufacturing units:
RAIDCO KERALA LIMITED has four manufacturing units. They are; 1. RAIDCO PUMPSET Manufacturing Unit.
2. RAIDCO RUBBER ROLLER MACHINE Manufacturing unit.
3. RAIDCO FRUIT CANNIN Manufacturing unit. 4. RAIDCO CURRY POWDER Manufacturing unit.
Employees:
At present about 230 employees are working in the head office, branches and the production units.
RAIDCO SERVICES;
y y y Financial assistance to farmers for selecting the farm machineries. Providing mobile workshops. Providing original spare parts. 11
y y y y
Providing timely after sales services. Provides the product at reasonable rate. Ensures supply of high quality products at considerably low rate. 2% purchase bonus and transaction cost is allowed to farmers who purchase pump sets From RAIDCO.
Acting as agents of the government departments in properly implementation of various projects related to drinking water supply schemes, minor irrigation projects.
Provides expert technical consultation services for site verification and suitable pump sets.
Branches and units:

In order to sell its own products and market the products of other leading brands, RAIDCO has opened branches and spare parts showrooms throughout the state. The following are the branches of the RAIDCO.
Manufacturing units:
1. Raidco curry powder factory, Mavilayi, Kannur : Raidco curry powder factory established in January 2000. Chilly powder,turmeric powder, coriander powder, chicken meat masalas, puttu powder, payasam mix are the main products of this factory. The products are marked nder the brand name Family which became an instant hit in the domestic market In July 2001. It is the first curry powder manufacturing unit in Kerala getting the ISO 9002 certificate. 2. Raidco pump set manufacturing unit, Kanjikode, palakkad: Various type of pump sets for domestic and agricultural purpose3, copra driers, rubber rollers, paddy winnowers, power plough, are the main products manufactured in this factory. This factory got ISO 002 certificate in December 2000.
3.Raidco rubber roller manufacturing unit, Kannothumachal, Kannur:

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Rubber rollers for the use of rubber cultivators for converting raw latex into rubber sheets are manufactured at this unit .In addition to this steel furniture, power plough, foundation bolts, GI barrel nipple are also manufactured at this factory.
4.Raidco Fruit Processing Unit, Mattanur, Kannur:

This is the first processing unit started by Raidco in the year 1978. Pineapple slices Tidbits, Juice syrups, lime, garlic, Alma pickles are the main products of this unit. These products are well accepted by north Indians.
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ORGANIZATION CHART OF RAIDCO CURRY POWDER FACTORY

BOARD OF DIRECTORS CHAIRMAN
MANAGING DIRECTOR
FACTORY MANAGER
FINANCE DEPARTMENT ACCOUNT EXECUTIVE
ADMINISTRA TION DEPARTMEN MANAGERS
PURCHASE DEPARTMEN T PURCHASE OFFICER
PRODUCTION DEPARTMENT
QUALITY CONTROL DEPARTM ENT
MARKETI NG DEPART MENT
CLERKS ACCOUNT ANT JUNIOR CLERK DRIVER QUALITY PRODUCTION IN CHARGE CONTRO L OFFICER ELECTRICIAN FILTER PLANT SUPERVISORS
MARKETIN G MANAGER AREA MANAGE R SALES OFFICER
ATTENDERS
SKILLED WORKERS
UNSKILLED WORKERS
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RAIDCO CURRY POWDER FACTORY

On 5 January 2000, Raidco have started a unit for curry powder factory at Mavilayi in Kannur district, which was inaugurated by the chief minister of Kerala, Late E.K Nayanar. Riadco have started this unit as a part of diversification of their activity. Earlier Raidco have produced and marketed industrial products under the brand name Raidco. Through this unit Raidco turned to produce fast moving consumer items like curry powder under the brand name Raidco Family. A part from curry powder products the company also produce Appam podi, Putti podi, etc. the curry powder industry has minimum gestation period. The investment in this type of industry will be comparatively less and the technology utilization is also less. Raidco curry powder has been developed in assistance with national cooperative development corporation and the state government. It has presently an investment of 3 crores as initial investment and 1 crore as working capital. This industry was set up by Raidco in consultation with central food technology research institute, Mysore government of India institution. The company has acquired a capacity to produce good quality food products. For the same reason it has been recently awarded with ISO 9001-2000 certification from bureau of Indian standards (BIS).
The building structure of this company include wide processing and production area, separate go down for raw materials and finished goods, wide laboratory, separate rest room for ladies and gents and well-built canteen facilities. The company has a very good staff structure and also have different managers assisted for each department. The chief executive of this factory is the managing director of Raidco Kerala limited. The factory manager is responsible for day to day activities of this factory. The company is administrated by board of directo9rs of Raidco Kerala
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limited, which belongs from various co-operative societies. The right to decide the policy would be rest in the hands of board of directors.
Brand name:
Brand name of Raidco curry powder is Raidco family.
Brand Ambassador:
Brand ambassador of Raidco family curry powder is P.T.Usha.
Company Motto:
Motto of Raidco Family Curry Powder is A humble attempt to touch the nature.
Vision and Mission:

The main aim of Raidco curry powder factory is to play a vital role in controlling the price of essential commodities especially in the field of food products and also with the effectively utilizing the abundant agricultural products of state. RAIDCO aims to achieve its vision of turning into multiphase globally competitive organization excelling in every spare of activity. RAIDCO ensures world class quality in all its products ranging from agricultural machineries to packaged drinking water from pump sets to spice powder and also wheat flour to fruit products. Let by professional marginal team and ably supported committed work force. RAIDCO is now poised to enter a high growth phase, with several new instructors that will take the group on path of expansion and diversification.
Quality Policy:
y y y To deliver products that met our customers taste. To get things the first time. To deliver the best value for money to our customers. 16
To continuously invest in our people and technologies to deliver quality product.
Quality Objective:
y y Assuring the products as per specification. Marinating and improving the quality through good manufacturing process. y To stimulate an aggressive quality consciousness among company together.
MANAGEMENT RESPONSIBILITY
A Managing director y y y y Overall in charge of activities Responsible for implementing quality policy He will be renewing quality policy He has the authority from board of directors to implement the quality system in the factory y y B Factory manager He is responsible to provide adequate resources. He is responsible for training. y He is responsible for the day to day activities of the unit y C Marketing officer He is authorized to manage day to day affairs of the factory y Responsible for providing data for
production planning\ y D Purchase officer y Responsible for marketing of products Responsible for vendor department and purchase of material. 17
Store in charge
Responsible for the activities of stores department
Plant supervisor
Responsible for the activity of production and maintenance.
Quality officer
control
Responsible for the activities of quality control department.
Accountant
Head
of department
of accounts
and
administration. I Management y Responsible for establishing, implementing and sustaining the quality system as per document procedure.
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BOARD OF DIRECTORS
Sl.No
BOARD OF DIRECTORS
DESIGNATION
1 2
Sri. T.Krishnan Sri. M.K.Prabakaran
Chairman Vice chairman
3 4 5 6 7 8 9 10 11 12 13 14
Sri.A.Gopal Sri.E.P.Karunakaran Sri. N.Balan Sri. P.V.Ramavathi Sri. P.V. Viswan Sri. A.Moidhu Sri. N.D. Vinaya Kumar Sri. P.N.Kunjumon Sri. K.S.Krishnan Kutty Nair Sri. A.Balan Sri.P. Sudhakaran Sri. Kutty Krishnan
Director Director Director Director Director Director Director Director Director Director Ex-Officio Director Managing Director
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PRODUCT PROFILE
Curry powder is a mixture of a spices widely varying composition developed by the British during their colonial rule of India. The word karhee or kadhi from which curry is derived comes from southern India and refers to a sauce of any kind. Curry powder was developed by the British, who wished to take the taste of the Indian food home, without having to utilize fresh spices. As a result curry powderin the Western world has a fairly standardized taste, but there are literally millions of curry flavors in India. Curry powder was largely popularized after World War II, when immigrants from Southeast Asia moved to the UK. Still, curry powder did not become standardized, as immigrant household often had their own blends of curry powder. Curry is synonymous with Indian food and curry powders thought of as its key ingredient. This is a misconception though, as all Indian food does not contain curry powder. This all-important powder is actually a mix of spices collectively known as garam masala. It is added to some dishes along with other spices to enhance their flavor and aroma. While the basic ingredients used are the same, each household has its own proportions so that the end result will often differ from home to home. The better the quality of the ingredient, the tastier the garam masala and the resulting dish in which it is used. Most Indians still prefer to prepare their own garam masala just prior to cooking. Making your own can seem intimidating if youre just starting out with Indian cooking, but the recipe and a good coffee grinder is all it takes! Theres nothing to beat the flavor of fresh garam masala. The late 60s and early 70s saw a large increase of Indian food consumption by the UK populace. This also led to an increase of Indian restaurants. The tradition of keeping special blends of curry powder simply became uneconomical, and curry powder became increasingly standardized. Indian cooks often have readier access to a variety of fresh spices than their native UK counterparts, and are more likely to make their own mixtures. Indeed, most Indian cooks will have their own specific mixture for different recipes. These are often passed down from parent to child. 20
Most recipes and produces of curry powder usually include coriander, turmeric, cumin, and fenugreek in their blends. Depending on the recipe, additional ingredients such as ginger, garlic, fennel seed, cinnamon, clove, mustard seed, green cardamom, mace, nutmeg, red pepper, long pepper and black pepper may also be added.
RAIDCO PRODUCTS
1. 2. 3. 4. 5. 6. 7. 8. 9. CHILLY POWDER TURMERIC POWDER MEAT MASALA CORIANDER POWDER SAMBAR POWDER RASAM POWDER PICKLE POWDER CHICKEN MASALA FISH MASALA
10. WHOLE WHEAT ATTA 11. REGULAR ATTA 12. PUTTU PODI 13. APPAM PODI 14. PAPPER POWDER 15. COCONUT OIL 16. DAHASHAMANI 17. TEA POWDER 18. PALADA 19. SAMIYA 20. PINAPPLE JAM 21. MIXED FRUIT JAM 22. PINAPPLE SQUASH 23. SYRUP 24. TENDER MANGO PICKLE 21
25. CUT MANGO PICKLE 26. LIME PICKLE 27. MINERAL WATER
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DEPARTMENTAL DETAILS FINANCE DEPARTMENT

This department maintains a systematic record and control income and expenditure of the factory. Accounts officer is the head of this department followed by the financial account department and he is assisted by an assistant account. All financial decision are taken by the finance department
ORGANIZATION CHART OF FINANCE DEPARTMENT

BOARD OF DIRECTORS
MANAGING DIRECTOR FACTORY MANAGER FINANCE ACCOUNT EXECUTIVES ACCOUNTANT
CLERK
TYPIST
ATTENDER
DRIVER
SECURITY
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SOURCES OF FINANCE
Companys main sources of finance are, 1. Share capital 2. Deposit from dealers 3. Deposit from staffs 4. NCDC Loan 5. Cash credit
ACCOUNTING POLICIES
1. Fixed assets are valued at cost of acquisition, less depreciation. 2. Depreciation and fixed assets are calculated and provided on straight line method. 3. Investments are valued at cost. 4. Valuation of inventories of finished goods is at cost
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PRODUCTION DEPARTMENT
ORGANISATIONAL STRUCTURE OF PRODUCTION DEPARTMENT BOARD OF DIRECTORS
FACTORY MANAGER
PRODUCTION MANAGER
PRODUCTION AND PLANT SUPERVISORS
TECHNICIANS
SKILLED WORKERS
UNSKILLED WORKERS
PRODUCTION MANAGEMENT
Production management refers to the application of management principles to the application of planning, organizing, directing and controlling to the production process. The application of management to the field of production has been the result of at least three developments. First is the development of factory system of production. Until the emergency of the concept of manufacturing, there was no such thing as management as we know it. It is true that people operated business of one type or another, but for the most part, these people were owners of business and did not regard themselves as managers as well. The second essentially stems from the first, namely the development of 25
the large third reason stems from the work of many of the pioneers of scientific management who were able to demonstrate the value from a performance and profit point of view, of some of the technique they were developing.
RAIDCO FAMILY CURRY POWDER

India as the origin of curry, a name widely recognized all over the world. Because of an individual spice does not produced the preferred forms.indias curry powder is the answer to it known as curry powder to the consumers. The product is the, carefully branded of selected spices to pep flavors and aroma to a wide range of exotic duties. Some of the important ingredients in a curry powder are coriander, Turmeric, chilies, pepper, ginger, cinnamon, cassia, clone, etc. .Another Indian specialty is a full complement of spice mixes. These mixes import a distinct flavor to a variety of food preparation such as chicken, fish meat, vegetables and noodles. India is the major supplies of high quality curry powders and spice mixes to the world. RADICO products include spices powders and masala.they are prepared under hygienic conditions in fully automated factory of RAIDCO at Kannur. Production is a series of process dealing with the concept and technique mental and physical skill of craft man and consists of changing the shape, size and proprieties of materials and ultimately converting them into more useful articles. Production management tells how to manage direct human efforts in a productive enviorment.The production may be defined as an organized activity of transforming raw materials into finished goods. Production is the center one in the organizational as it directly with finance, marketing and personnel. Production of goods and services is a broader one. In general production is equated with manufacturing which is a myopic interpretation. Fundamentally they look alike. Mainly four types of production method are widely using.
They are product layout, processing layout, group layout and stationery layout. In a functional level objective of production department are following: y Assuring the product is as per specification 26
y y y y y
Assuring the stock of finished goods as per stock level. Minimizing the wastage of packing material during production. Minimizing the breakdown time. Minimizing production loss Keeping the plant and premises clean
PRODUCTION CAPACITY
200 ton/month are the production capacity. The utilization of the capacity is 100 on/month.
VOLUME OF PRODUCTION
2007-2008:639 ton. 2006-2007:658 ton.
MAINTANANCE
Preventive maintenance schedule as been prepared and implemented suitable check list are maintained for maintains on the basis of information received from the production department. Expedition action is taken for break down maintains. So that it should not affect the production. Break down checks shows the detail of maintains.
PRODUCTION METHODOLOGY
The production methodology followed is this company is batch production is manufactures depends upon the requirements and is produced batch wise. Each batch will be assigned a batch number and they are stored in the go down. The materials are moved from the store according to their respective batch numbers .the basis of products that have the high priority will be moved out of the store first.
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QUALITY CONTROL QUALTY PLAN

It is the policy of RAIDCO to deliver quality products. 1. RAIDCO will ensure homely delivery of material as per the agreement with dealers/agents and continual improvement of products based on customer feedback. 2. To continuously invest in our people and technologies to deliver quality products.
QUALITY OBJECTIVES
The management, staff and workers pledge to work as a team to achieve the quality policy. All the employees will be motivated to stimulate an aggressive quality consciousness. Emphasis will be on maintaining and improving the quality through good manufacturing practices and hygienic conditions. We endeavor to the continuous up gradation of quality through implementation of quality management system standards effectively.
QUALITY MANAGEMENT SYSTEM

The planning of the QMS is carried out to ensure conformance to the requirement of the system and also to the stated policy and objectives whenever any change to the QMS is planned and implemented the impact on the total Quality Management System is analyzed to ensure the integrity of the system as a whole.
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REGIONAL AGRO INDUSTRIAL DEVELOPMENT CO-OPERATIVE OF KERALA LIMITED

RAIDCO CURRY POWDER FACTORY MAVILAYI, P.O.KANNUR-670662, KERALA
QUALITY PLAN
(CHILLY, CORIANDER AND TURMERIC) FEED BACK FROM MARKETING
RETURN REJECTED
MINIMUM STOCK LEVEL SEND TO LAB FOR TESTING QUALITY FUMIGATION (IF REQUIRED) AS PER PRODUCTION PROCEDURE RAW MATERIALS
SAMPLING PLAN RAW MATERIALS INSPECTION (AS PER RS.01 ACCEPTED
STORES
REJECTED
FINISHED GOODS INSPECTION ACCEPTED PACKING
REWORK
IN PROCESS INSPECTION SPECIFICATION (AS PER IIS01-07)
REJECTED
STORES
DISPOSE PHYSICAL INSPECTION (AS PER FS-OI) 29 DESPATCH
INSPECTION INSPECTION
It is the art of determining conference or non conference of the expected performance or set standards. By inspection we seek to determine the acceptability or non acceptability of the parts, products or services. Inspection is carried out in each stage of production.
RAW MATERIAL
Inspection of sample of raw materials is carried out physically. The following parameters are checked. If it is within the limit the raw materials are accept otherwise reject. y y y y y Extraneous / foreign matter (% of weight) Damaged / blackened /insect bored seed (%by weight) Light barriers(1% by weight) Other seeds (1% by weight) Strived and immature seeds(1% by weight)
FINISHED GOODS INSPECTION

y y y y y Moisture (% by weight) Total ash (% by weight) Acid insolvable (%by weight) Non-volatile- extracts (% by weight) Crude fiber-in case of masalas
The sample is inspected by different authorized labor authorized like y y y Spice board CFTRI (Central food technological research institute) Regional laboratory of AGMARK
These authorities checks the quality of samples, according to these norms they give feed back to the organization. 30
The following are the flow chart of different powder manufactured in the Raidco and the various stages at which inspection is done.
FLOW CHART FOR TURMERIC POWDER

RAW MATERIAL OF TURMERIC POWDER INSPECTION
CLEANING
INSPECTION GRINDING
INSPECTION
SIFTING
INSPECTION
PACKING
INSPECTION
FINISHED GOODS STORE 31
FLOW CHART
(CHILLY / CORIANDER / TURMERIC POWDER)
Raw Materials Chilly Coriander Turmeric Powder
Inspection Sifting
Inspection Packing
Inspection
Raw Materials Chilly Coriander Turmeric
Dispatch
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PROCEDURE FOR CALIBRATION OF INSPECTION, MEASURING & TESTING OBJECTIVE:

To lay down the procedure for inspection, measuring and testing equipment.
SCOPE:
To ensure all inspection, measuring and test equipment are calibrated periodically.
RESPONSIBILTY & AUTHORITY

Quality control officer is responsible for the above activity.
PROCEDURE:
y y y Test sieves are calibrated periodically to ensure the accuracy of the measurement. The module indicator & digital temperature indicator are calibrated once in a year. All other inspection, measuring and equipments are calibrated by external agency Periodically to ensure the accuracy and precision of the instrument. y When equipment is found to be out of calibration, records of previous results are also analyzed for any further action required. y Medical examinations of all workers are carried out yearly.
PERSONAL DEPARTMENT
One of the important duties of the modern manager is to get things done through people. He must be interested in the people, the work and the achievement of assigned objectives. To be effective, he must balance his concern for people and work. In other words, he must know how to utilize human as well as non human resources while translating goals in to action. It is in managing human assets that the managers capabilities are tested fully
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DEFINITION
Personnel management is the planning, organizing, directing and controlling the procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual organizational and societal objectives are to be accomplished Edwin .B.Flippo
RAIDCO FAMILY CURRY POWDER

Administration department / human resources department at RAIDCO handles all the matters that related to the employees. Administrative officer is the head of this department who is directly reporting to the factory manager. This department handles human resource function.
DUTIES OF ADMINISTRATION DEPARTMENT

The responsibility of administration department is mainly to keep the records of attendance of the staffs and workers. It also includes records of various leaves taken by the employment and management staffs, calculation of salaries, provident fund, bonus of employees, records of their other services rules related matter.
EMPLOYEES
Total employees are 60. At present 13 gents staff and 32 ladies staff are working in the production unit of the factory. Among these 13 gents staff, 3 are permanent staff and rest of them temporary workers. All ladies working are casual workers. RAIDCOs technical staff especially those who working in the area of production are qualified and skilled.
RECRUITEMENT POLICY
The head office situated in Kannur undertakes the placement. Recruitment is done through advertisement, written test, interview and selection. Probation period is up 1 year. Recruitment is also done from the educational institutions like industrial training is given for employees. Individual training rewards are kept and maintained properly. Evaluation is on the basis of ranking
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RECRUITMENT & PLACEMENT

The placement of an employee is done by head office. For Recruitment Company advertisement is in news paper. After that applicant will hence a written test. According to the marks obtaining in written test, the applicant will have to get a call for interview. Though this interview applicants are the selected for job. This new employee will have a probation period up to 1 year. The recruitment is also made from educational institution like industrial training institute.
TRAINING
The company is undertaking a continuous training schedule .the company is providing job for training employees .all management staff put under training in particular subject has to submit the report to the factory manager about to the training .based on the evaluation of ranking those who are poor they will be given further training .individuals records for training are kept and maintained properly .the training may be given in central food technological research institute (CFTRI) spices board.
WAGE AND SALARY ADMINISTRATION

The administration department is responsible for the wage and salary calculation .the salary is given to the employees according to the Kerala state rule. In LD clerk grade, employees are given pay scale of Rs.3295 in probation period. After that they will get Rs.80 additional and 38% clearance allowance.Appentice trainee given a stipend of Rs.1090. The wage is given to the casual workers according to factory wage act. Men are given Rs.100 per day and women workers are draws Rs.90per day. The driver will give an amount of Rs.125 per day. He also gets an additional amount of wage for a week.
RETIREMENT
The age of retirement is 50 years. At the time of retirement is the employee will be given provident fund and pension fund deducted from his salary.
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TRANSFER
The various types of transfer are as follows: y
PUNISHMENT TRANSFER
It is practiced as a disciplinary action.
REQUETED TRANSFER
It is performed at the request of the employees.
GENERAL TRANSFER
It is normally performed during April/may. This will issue relieving order details
of the employee transferred.
WELFARE SCHEME
Various welfare schemes in RAIDCO are as follows: Workers are provided with provident fund and ESI (employee service insurance) in mainly deducted from the salary at the rate of 12%. Another deduction from the salary is at the rate of 12% pension benefit. From this 8.33% will be for pension fund. The various facilities provided for employees are. y y y y y y Canteen facility. First aid facility. Rest room. Drinking water facility. Latrine facility. Urinal facility. (Separately for ladies and gents.)
ALLOWANCES
The production workers get Rs.300 as uniform allowance and Rs.20 as working allowance.
36
BONUS
The company gives bonus at the rate of 8.33%.the rate of bonus will be given up to 20% in the profitable year.
SAFETY MEASURES
All skilled and unskilled workers engaged in spice area wear uniforms, caps, aprons and hand gloves. Casual workers wear aprons, caps and hand gloves. Casual lady workers are engaged in packing wear coats, gloves and caps.
GRIEVANCES
Regular meeting conducted in the factory carries out grievances procedure .suggestions are accepted from top level as well as lower level of the functions.
TRADE UNION
Trade union is a voluntary organization of workers formed to protect and promote their interest through collective action. The following are the main trade union existing in RAIDCO curry powder unit. y y KCEU-Kerala co-operative employee trade union (CITU). KCEF-Kerala co-operative employee front (INTUC).
LEAVE SYSTEM
In RAIDCO leaves allotted to the workers are in three types .these leaves include 15 casual leave, earned leave of 10 days. The administration department allots the leave with the sanction of the factory manager. The administration department will keep a leave register for the employees and yearly leave statement.
37
DISCIPLINARY ACTION
Company will take some disciplinary action in case of any fault from employees. The disciplinary action include loose on pay and suspension .factory manager is responsible for the day to day activities of the organization . if any employee made fault like behavioral factor ,mal practice ,etc. factory manager can take necessary action mentioned above.
SHIFT OF WORKING HOURS

General shift-9:00 am 5 to pm. First shift-6:00 am to 2:00pm. Second shift-2:00 am to 10.00 pm. Third shift (if necessary)-10.00 pm to 6.00 am. Ladies are allowed in general shift only. Lunch break is from 1.00 pm to 1.30 pm. There are two breaks in the morning and evening for general shift at 11.00am and 3.30 pm respectively. There are also office breaks at 8.30 pm and 5.00 pm for first and second shift respectively. The shift may be changed from week to week.
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PROCESS FLOW CHART
CHILLY POWDER
CORIANDER
TURMERIC
WHOLE WHEAT
PEPPER
PUTTU, APPAMPO DI
POLISHING
GRINDING
MASALAS
SIFTING
ROASTING
PACKING
GRINDING
DISPATCH
BLENDING
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Marketing is concerned with all activities which are involved in the process of transferring goods from point of production to the point of consumption. Marketing is social and managerial process by which individuals or groups obtain what they need and want through creating and exchanging products and value with others. RAIDCO FAMILY CURRY POWDER UNIT has a very good marketing and sales department. They are doing their marketing all over Kerala in a systematic way and also marketing their products in gulf countries also. Marketing department working in good systematic way that gives them good result .RAIDCO has the marketing area all over the Kerala .through dealer network company has district wise are representatives under this they have taluk wise area distribution
MARKETING FUNCTION
The process of marketing involves several interdependent activities. These activities are collectively known as MARKETING FUNCTION. Marketing function will help to move goods from place of production to the place of consumption. Marketing function is defined as An act of operation or service of which original producer and the final consumers are linked.
Marketing function include y y y y Functions of research. Functions of exchange Function of physical supply. Facilitating function
40
THE DIAGRAMATICAL REPRESENTATION OF MARKETING FUNCTION MARKETING FUNCTION
FUNCTIONS OF RESEARCH
FUNCTIONS OF EXCHANGE
FUNCTIONS OF PHYSICAL SUPPLY
FACILITATING FUNCTION
MARKET RESEARCH
BUYING ASSEMBLING
TRANSPORTATIO N STORAGE &WAREHOUSING PACKAGING
STANDARDIZATION&GRANDING
BRANDING
PRODUCT PLANNING&DEVEL OPMENT
SELLING
PRICING
MARKETING INFORMATION FINANCING
RISK TAKING
PROMOTION
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ORGANIZATIONAL DEPARTMENT
STRUCTURE
OF
MARKETING
BOARD OF DIRECTORS
CHAIRMAN
MANAGING DIRECTOR
FACTORY MANAGER
MARKETING MANAGER
AREA MANAGER
SALES OFFICER
SALES EXECUTIVE
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OBJECTIVES OF PROMOTION BY RAIDCO TO COMMUNICATE: communication is the basis of all marketing efforts. So the main
Objective of promotion is to communicate i.e.to inform the customers or prospective consumers about the availability, features and uses of the firms products.
TO COVINCE: it is enough merely to communicate information to the consumers

about the products.
TO MOTIVATE: another important objective of promotion is to motivate the

consumers to purchase the seller products.
TO DIFFERENTIATE: one of the important objective of promotion is to

differentiate the product of competitors by highlighting the unique features of the product and creating brand loyalty. TO STABILIZE SALES: another important objective of promotion is to stabilize the sales of firm by reducing the fluctuation or variations in sales caused by seasonal or irregular factors.
PURCHASE DEPARTMENT
The purchase of required raw material of right quality is the responsibility of the purchase department. This department is under the control of purchase manager, works in close association with the quality control department accounts department and stores. The head of the purchase department of RAIDCO curry powder is purchase officer. Purchase department is responsible for all the purchase related to the factory which includes raw materials, machine parts, and new machines. The purchase system starts from the intend in the prescribed format given by the respective department according to their requirement. As per ISO norms the supplier of the raw material should be an authorized supplier. Purchase department should be responsible for the timely supply of all item required in the factory. It should also find new supplies, raw materials, peak seasons for each item, comparative study of quality price and quality is according tot the present market scenario.
43
DATA FLOW DIAGRAM PURCHASE DEPARTMENT
Details of Raw materials purchase order
Store dept. requisition Send Checking
Purchase
Purchase requisition
Purchase Department
Quality of raw materials
Raw stock
44
STORE DEPARTMENT STORE DEPARTMENT

Store department releases required item for representative department whenever it department reports to the purchase department whenever the stock level reaction minimum level. The purchase department transfers the purchased item to the stores. The production and maintenance department repost more requirements in Goods Requisition Notes to the store department. after getting this notes ,the store department issue the item with Goods Issue Notes it also releases finished gods to the dispatch department. Whenever supply order comes from the dealer. The important function of the store department is checking and cleaning the raw materials coming into the go down on purchase order. After receiving the materials the store department prepares goods received note.
ITEM INCLUDED IN STORES

1. Raw materials-chilly, turmeric, spices, coriander, etc. 2. Packing materials. 3. Finished goods. 4. Consumer spares.
45
DATA FLOW DIAGRAM-STORE DEPARTMENT
Purchase requisition
Goods received
Invoiced
Raw material Store Dept. From stores
details of Purchase goods department
Checking Raw material
Raw stock
46
CHAPTER-II REVIEW OF LITERATURE
47
ABOUT THE STUDY

DEFINITION JOB SATISFACTION Job satisfaction is one of the important factors that have drawn attention of managers in the organization as well as academicians. Various studies have been conducted to find out the factors, which determine job satisfaction and the way it influences productivity in the organization. Though there is no conclusive evidence that job satisfaction affects productivity directly because productivity depends on so many variables, it is still a prime concern for managers. Job satisfaction is the mental feeling of favorableness, which an individual has about his job. DuBrins has defined job satisfaction in terms of pleasure and contentment when he says that: Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If you dislike your job intensely you will experience job dissatisfaction". Determinants of Job Satisfaction While analyzing the various determinants of job satisfaction, we have to keep in mind that: all individuals do not derive the same degree of satisfaction though they perform the same job in the same job environment and at the same time. Therefore, it appears that besides the nature of job and job environment, there are individual variables, which affect job satisfaction. Thus, all those factors, which provide a fit among individual variables, nature of job, and situational variables, determine the degree of job satisfaction. Let us see what these factors are:
1.
Level of Education. Level of education of an individual is a factor which determines
me degree of job satisfaction. For example, several studies have found negative correlation between the level of education, particularly higher level of education, and job satisfaction-29 The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. In their case, Peter's principle which suggests that every individual tries to reach his level of incompetence, applies more quickly. 48
2.Age. Individuals experience different degree of job satisfaction at different stages of their life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage, and finally dips to a low degree. The possible reasons for this phenomenon are like this. When an individual joins an organization, he may have some unrealistic assumptions about what they are going to derive from their work. These assumptions make them more satisfied. However, when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as the people start to assess the jobs in right perspective and correct their assumptions. At the last, particularly at the far end of the career, job satisfaction goes down because of fear of retirement and future outcome.
3. Other Factors. Besides the above two factors, there are other individual factors which affect job satisfaction. If an individual does not have favorable social and family life, he may not feel happy at the workplace. Similarly, other personal problems associated with him may affect his level of job satisfaction.
4. Occupation Level. Higher-level jobs provide more satisfaction as compared to lower levels. This happens because high-level jobs carry prestige and status in the society which itself becomes source of satisfaction for the jobholders. For example, professionals derive more satisfaction as compared to salaried people; factory workers are least satisfied.
5. Job Content. Job content refers to the intrinsic value of the job, which depends on the requirement of skills for performing it, and the degree of responsibility and growth it offers. A higher content of these factors provides higher satisfaction. For example, a routine and repetitive job provides lesser satisfaction; the degree of satisfaction progressively increased in job rotation, job enlargement, and job enrichment.
6. Situational Variables. Situational variables related to job satisfaction lie in organizational context-formal and informal. The management creates formal organization and informal 49
organization emerges out of the interaction of individuals in the organization. Some of the important factors, which affect job satisfaction, are given below.
7. Working Conditions. Working conditions, particularly physical work environment, like conditions of workplace and associated facilities for performing the job determine job satisfaction. These work in two ways. First, these provide means for job performance. Second, provision of these conditions affects the individuals' perception about the organization. If these factors are favorable, individuals experience higher level of job satisfaction.
8. Supervision. The type of supervision affects job satisfaction as in each type of supervision, the degree of importance attached to individuals varies. In employee-oriented supervision, there is more concern for people which is perceived favorably by them and provides them more satisfaction. In job-oriented supervision, there is more emphasis on the performance of the job and people become secondary. This situation decreases job satisfaction.
9. Equitable Rewards. The type of linkage that is provided between job performance and rewards determine the degree of job satisfaction. If the reward is perceived to be based ,on. the job performance and equitable it offers higher satisfaction. If the reward is perceived to be based on considerations other than the job performance, it affects job satisfaction adversely.
10. Opportunity for Promotion. It is true mat individuals seek satisfaction in their jobs in the context of job nature and work environment but they also attach importance to the opportunities for promotion that these jobs offer. If the present job offers opportunity of promotion in future, it provides more satisfaction. If the opportunity for such promotion is lacking, it reduces satisfaction.
50
11. Work Group. Individuals work in-group either created formally or they develop on their own to seek emotional satisfaction at the workplace. To the extent, such groups are cohesive; the degree of satisfaction is high. If the group is not cohesive, job satisfaction is low. In a cohesive group, people derive satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction.
OBJECTIVES
PRIMARY OBJECTIVES To study the provisions provided for improving job satisfaction by RAIDCO curry powder factory. To find the satisfaction level of workers towards the job To study the factors influence their job satisfaction. SECONDARY OBJECTIVE
To make an aware of the production system of RAIDCO curry powder factory.

To study about the entire system of the RAIDCO curry powder factory.
RESEARCH METHODOLOGY
This project work is based in primary and secondary data. In order to collect the primary data, a structure questionnaire was prepared in tune with the objectives of the study. The researcher got the interview scheduled filled by directly interviewing the respondents who were the employees of RAIDCO curry powder factory. The sample size is 60 and many inferences were drawn resorting to inductive method. The much needed secondary data was collected from the company records and also from authentic publications. After collecting the data it was classified, tabulated to serve the purpose. In order to arrive at logical conclusions certain statistical tool as were also applied.
AREA OF THE STUDY

The study covers the area included in the premises of RAIDCO curry powder factory, mavilayi, kannur.
RESEARCH DESIGN
It is the conceptual framework within which the research is to be conducted. In this study the 51
research design is descriptive in nature and describes the attitude, opinions and views of the employees of RAIDCO.
Population
The population related to the study comes around 800 employees in RAIDCO KERALA Limited.
Sample Size
The sample size taken by the researcher is 60.
Sampling unit
Sampling unit consists of employees belonging to rank and file.
Statistical tools
Statistical tools used in this project are percentages, bar diagrams, chi-square analysis.
SOURCES OF DATA
PRIMARY DATA Primary data collected from questionnaire and discussion with employees. SECONDARY DATE Secondary data collected from annual report of the company
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LIMITATIONS OF THE STUDY

1) Researcher is not able to meet all the workers to get each ones opinion 2) The sampling method is followed by the researcher and so the result on this may not be 100% accurate 3) Some of the employees were suspicious and unwilling to answer some of the questions
53
CHAPTER-III ANALYSIS AND INTERPRETATION
54
TABLE NO.1 Table showing age group of respondent participated in the survey Age-group Less than 30 30 40 40 50 Above 50 Total No. of respondents 15 25 13 7 60 Percentage 25 41.67 21.66 11.67 100.00
From the table we can see that 25% of the respondents are age less than thirty, 41.67% of the respondents are age between 30-40, 21.66% of the respondents are age between 40-50 and remaining 11.67% are above 50.
55
DIAGRAM NO.1
Diagram showing age group of respondent in the survey
LESS THAN 30 30-40 40-50 ABOVE 50
56
TABLE NO .2
Table showing the response with regarded to the statement companies work policies are well developed and organized OPINION STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE TOTAL RESPONDENTS 13 12 28 7 60 PERCENTAGE 21.66 20.00 46.67 11.67 100
From the table we can see that 21.66% of the employees strongly disagree with statement, 20%of them disagree with statement, 46.67% of the employees agree with statement and 11.67% of the employees strongly agree with statement. This shows that more number of employees agree with statement.
57
DIAGRAM NO .2
Diagram showing percentage of the respondent with regard companies work policies are well developed and organized
50 40 30 20 10 0 STRONGLY DISAGREE Series1 DISAGREE AGEE STORNGLY AGREE
Series1
58
TABLE NO.3
Table showing the response with regard to the statement I am involved in decision that affects my work. OPINION STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE TOTAL RESPONDENTS 14 31 10 5 60 PERCENTAGE 23.33 51.67 16.66 08.34 100.00
From the table we can see that 23.33% of the employees strongly disagree with statement,51.67% of the employees disagree withstatement,16.66% of the employees agree with statement and 8.34% of the employees strongly disagree with statement. This shows more number of employees disagree with statement.
59
DIAGRAM NO. 3
Diagram showing percentage of the respondent with regard to the statement I am involved in decision that affects my work.
60 40 20 0 Series1 Series1
60
TABLE NO.4
Table showing the response with regarded to the statement my supervisor takes a personal interest in helping me to get a head at my job. OPINION STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE TOTAL RESPONDENTS 2 6 37 15 60 PERCENTAGE 03.33 10.00 61.67 25.00 100.00
From the table we can see that 3.33% of the employees
strongly disagree with
statement, 10% of the employees disagree with statement,61.67% of the employees agree with statement and 25% of the employees strongly agree with statement. This shows that more number of the employees agree with statement.
61
DIAGRAM NO-4
The diagram showing percentage of the respondent with regard to the statement my supervisor takes a personal interest in helping me to get a head at my job.
80 60 40 20 Series1 0 STRONGLY DISAGREE DISAGREE Series1 AGEE STORNGLY AGREE
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TABLE NO. 5
Table showing the response with regarded to the statement I am treated fairly by my supervisor and manager. OPINION STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE TOTAL RESPONDENTS 7 8 18 27 60 PERCENTAGE 11.67 13.33 30.00 45.00 100.00
From the table we can see that 11.67% of the employees strongly disagree with statement, 13.33% of the employees disagree with statement, 30% of the employees agree with statement and 45% of the employees strongly agree With statement. This shows more number of employees strongly agree with statement.
63
DIAGRAM NO.5
Diagram showing percentage of the respondent with regard to statement I am treated fairly by my supervisor and manager.
50 40 30 20 10 0 STRONGLY DISAGREE DISAGREE Series1 AGEE STORNGLY AGREE
Series1
64
TABLE NO.6
Table showing the response with regarded to the statement I am able to contact senior management as needed. OPINION STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE TOTAL RESPONDENTS 10 29 15 6 60 PERCENTAGE 16.67 48.33 25.00 10.00 100.00
From the table we can see that 16.67% of the employees
strongly disagree with
statement,48.33% of the employees disagree with statement ,25% of the employees agree with statement 10% of the employees strongly agree with statement. This shows that more employees disagree with statement.
65
DIAGRAM NO.6
Diagram showing the percentage of respondent with regard to the statement I am able to contact senior management as needed.
Series1
66
TABLE NO.7
Table showing the response with regarded to the statement the working condition and climate is good in my company. OPINION STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE TOTAL RESPONDENTS Nil 6 39 15 60 PERCENTAGE Nil 10.00 65.00 25.00 100.00
From the table we can see that no one strongly disagree with statement,10%of the employees disagree with statement,65% of the employees agree with statement and 25% of the employees strongly agree with statement. This shows more numbers of the employees agree with statement.
67
DIAGRAM NO .7
Diagram showing percentage of the respondent with regard to the statement the working condition and climate is good in my company.
80 60 40 20 Series1 0 STRONGLY DISAGREE Series1 DISAGREE AGEE STORNGLY AGREE
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TABLE NO.8
Table showing the response with regarded to the statement the people I work cooperate to get work done.
OPINION STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE TOTAL
RESPONDENTS 2 8 7 43 60
PERCENTAGE 3.33 13.33 11.66 71.68 100
From the table we can see that 3.33% of the employees strongly disagree with statement, 13.33% of the employees disagree with statement, 11.66%of the employees agree with statement and 71.68% of the employees strongly agree with statement. This shows that majority of the employees are satisfied with statement.
69
DIAGRAM NO.8
Diagram showing the percentage of the employees respondent with regard to the statement the people I work cooperate to get work done.
70
TABLE NO.9
Table showing the response with regarded to the statement the grievance process available to me is a fair way to resolve dispute between employees and management. OPINION STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE TOTAL RESPONDENTS 10 26 15 9 60 PERCENTAGE 16.67 43.33 25.00 15.00 100.00
From the table we can see that 16.67% of the employees strongly disagree with statement, 43.33% of the employees disagree with statement,25% of the employees agree with statement and 15% of the employees strongly agree with statement. This shows that most of the employees are not satisfied with statement.
71
DIAGRAM NO.9
Diagram showing the percentage of the respondent with regard to the statement the grievance process available to me is a fair way to resolve dispute between employees and management.
Series1
72
TABLE NO.10
Table showing the response with regarded to the statement employees are usually promoted based on performance. OPINION STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE TOTAL RESPONDENTS 4 10 31 15 60 PERCENTAGE 6.67 16.67 51.66 25.00 100.00
From the table we can see that 6.67% of the employees strongly disagree with statement, 16.67% of the employees disagree with statement, 51.66%of the employees agree with statement and 25% of the employees strongly agree with statement. This shows that majority of the employees are satisfied with statement.
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DIAGRAM NO.10
Diagram showing the percentage of respondent with the statement employees are usually promoted based on performance.
60 40 20 Series1 0 STRONGLY DISAGREE DISAGREE Series1 AGEE STORNGLY AGREE
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TABLE NO.11
Table showing the response with regarded to the statement the current pay system has a positive effect on employees productivity.
PERCENTAGE 8.33 16.67 41.67 33.33 100.00
From the above table the data shows that 8.33 percent of the employees strongly disagree with statement and 16.67 percent of the employees disagree with statement and 41.67 percent of the employees agree with this and the rest33.33 percent were strongly agreed with this statement. This shows that more number of employees are satisfied with statement.
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DIAGRAM NO.11
Diagram showing the percentage of the respondent with regard to the statement the current pay system has a positive effect on employees productivity.
Series1
76
TABLE NO.12
Table showing the response with regarded to the statement I am satisfied with the increase in compensation. OPINION STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE TOTAL RESPONDENTS 10 30 15 5 60 PERCENTAGE 16.67 50.00 25.00 8.33 100.00
From the above table the data shows that 16.67 percent of the employee strongly disagrees with statement and 50 percent of the employees disagree with statement and 25 percent of the employees agree with statement and the rest 8.33 percent strongly agree with statement. This shows that more number of employees statement with their increase in the increment.
77
DIAGRAM NO.12
Diagram showing percentage of the respondent with regard to the statement I am satisfied with the increase in compensation.
Series1
78
TABLE NO .13
Table showing the response with regarded to the statement I am satisfied with the health insurance plan.
PERCENTAGE 25.00 43.33 11.67 20.00 100.00
From the above table the data shows that 25 percent of the employees strongly disagree with statement, 43.33 percent of the employees disagree with statement and 11.67 percent of the employees agree with statement and the rest 20 percent of the employees strongly agree with statement. This shows that most of the employees dissatisfied with statement.
79
DIAGRAM NO.13
Diagram showing the percentage of respondent with regard to the statement I am satisfied with the health insurance plan.
Series1
80
TABLE NO.14
Table showing the response with regarded to the statement I worry about losing my job. OPINION STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE TOTAL RESPONDENTS 46 10 2 2 60 PERCENTAGE 76.67 16.67 3.33 3.33 100.00
From the above table the data shows that 76.67 percent of the employees strongly disagree with statement and 16.67 percent of the employees disagree with statement and 3.33 percent of the employees agree with statement and 3.33 percent of the employees strongly agree with statement. This shows that more number of employees disagree with statement.
81
DIAGRAM NO .14
Diagram showing the percentage of the respondents with regard to the statement I worry about losing my job.
82
TABLE NO. 15
Table showing the response with regarded to the statement I can leave work to take care of personal matters. If heard to.
PERCENTAGE 0 5.00 10.00 85.00 100.00
From the above table the data shows 0 percent of the employees strongly disagree with statement and 5 percent of the employees disagree with statement and 10 percent of the employees agree with statement and the rest 85 percent strongly agree with this statement. This shows that number employees agree with statement.
83
DIAGRAM NO.15
Diagram showing the percentage of the respondent with regard to the statement I can leave work to take care of personal matters. If heard to.
Series1
84
TABLE NO.16
Table showing the response with regarded to the statement I believe there are adequate ways for me to develop my career in this company.
PERCENTAGE 45.00 25.00 16.67 13.33 100.00
From the above table the data shows that 45 percent of the employees strongly disagree with statement and 25 percent of the employees disagree with statement and 16.67 percent of the employees agree with statement and the rest 13.33 percent strongly disagree with the statement. This shows most of the employees disagree with statement.
85
DIAGRAM NO.16
Diagram showing the percentage of the respondent with regard to the statement I believe there are adequate ways for me to develop my career in this company.
50 40 30 20 10 0 STRONGLY DISAGREE Series1 DISAGREE AGEE STORNGLY AGREE Series1
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TABLE NO.17
The table showing the response with regarded to the statement I am aware of promotion opportunity.
PERCENTAGE 30.00 40.00 16.67 13.33 100
From the above table the data shows that 30 percent of the employees strongly disagree with statement and 40 percent of the employees disagree with statement and 16.67 percent of the employees agree with statement and the rest 13.33 percent of the employees strongly agree with statement. This shows that more number of employees not aware of the promotion opportunities.
87
DIAGRAM NO .17
The diagram showing the percentage of the respondent with regard to the statement I am aware of promotion opportunity.
88
TABLE NO .18
Table showing the response with regarded to the statement my designation suits with my educational qualification.
PERCENTAGE 6.67 8.33 60.00 25.00 100.00
From the above table the data shows that 6.67 percent of the employees strongly disagree with the statement and 8.33 percent of the employees disagree with statement and 60 percent of the employees agree with statement and the rest 25 percent strongly agree with statement. This shows that more number of employees agree with statement.
89
DIAGRAM NO.18
Diagram showing the percentage of the respondent with regard to the statement my designation suits with my educational qualification.
60 40 20 Series1 0 STRONGLY DISAGREE DISAGREE Series1 AGEE STORNGLY AGREE
90
TABLE NO.19
Table showing the response with regarded to the statement we have good canteen facilities.
PERCENTAGE 0 0 83.33 16.67 100
From the above table the data shows that 0 percent of the employees strongly disagree with statement, 0 percent of the employees disagree with statement, 83.33 percent of the employees agree with statement and the rest 16.67 percent strongly agree with this. This shows that most of the employees satisfied with statement.
91
DIAGRAM NO.19
Diagram showing the percentage of respondent with regard to the statement we have good canteen facilities.
90 80 70 60 50 40 30 20 10 0 STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE Series1
92
TABLE NO.20
Table showing the response with regarded to the statement my skills and abilities are utilized effectively by the company.
PERCENTAGE 6.67 10.00 25.00 58.33 100.00
From the above table the data shows that 6.67 percent of the employees strongly disagree with statement, 10 percent of the employees disagree with statement, 25 percent of the employees agree with statement and the rest 58.33 percent of the employees strongly agree with this statement. This shows that employees skills and abilities are utilized properly by the company.
93
DIAGRAM NO.20
Diagram showing the percentage of the respondent with regard to the statement my skills and abilities are utilized effectively by the company.
60 50 40 30 Series1 20 10 0 STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE
94
TABLE NO.21
Table showing the response with regarded to the statement the welfare amenities are good here.
PERCENTAGE 1.67 10.00 65.00 23.33 100.00
From the above table the data shows that 1.67 percent of the employees strongly disagree with statement,10 percent of the employees disagree with this statement and the 65 percent of the employees agree with this statement and the rest 23.33 percent strongly disagree with this statement. This shows that most of the employees were satisfied with their welfare amenities.
95
DIAGRAM NO.21
Diagram showing the percentage of the opinion with regard to the statement the welfare amenities are good here.
70 60 50 40 30 20 10 0 STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE Series1
96
TABLE NO.22
Table showing the response with regarded to the statement I know what is expected from me in my job.
PERCENTAGE 1.67 8.33 80.00 10.00 100.00
From the above table the data shows that 1.67 percent of the employees strongly disagree with the statement, 8.33 percent of the employees disagree with this statement, 80 percent of the employees agree with this statement and 10 percent of the employees strongly agree with this. This shows that more number of employees shows commitment towards their job.
97
DIAGRAM NO.22
Diagram showing the percentage of the employees respondent with regard to the statement I know what is expected from me in my job.
80 70 60 50 40 Series1 30 20 10 0 STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE
98
TABLE NO.23
Table showing the response with regarded to the statement I am recognized whenever I do good job. OPINION STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE TOTAL RESPONDENTS 12 10 25 13 60 PERCENTAGE 20.00 16.67 41.67 21.66 100.00
From the above table the data shows that 20 percent of the employees strongly disagree with the statement, 16.67 percent of the employees disagree with this statement ,41.67 percent of the employees agree with this statement and 21.66 percent of the employees strongly agree with this statement. This shows that most of the employees satisfied of job recognition.
99
DIAGRAM NO.23
Diagram showing percentage of the respondent with regard to the statement I am recognized whenever I do good job.
45 40 35 30 25 20 15 10 5 0 STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE Series1
100
STATISTICAL ANALYSIS CHI SQUARE ANALYSIS

Testing the relationship between age group and personal interest in helping to get a head at job by supervisor.
OBSERVED FREQUENCY
Age group/opinion less than 30 30-40 40-50 Above 50 Total Strongly disagree 0 1 0 1 2 1 2 2 1 6 12 18 4 3 37 Disagree Agree Strongly agree 2 4 7 2 15 15 25 13 7 60 Total
Null hypothesis: H0: There is a significant relationship between age group and personal interest in helping to get a head at job by supervisors. Alternative hypothesis: H1: There is no significant relationship between age group and personal interest in helping to get a head at job by supervisors.
101
EXPECTED FREQUENCY
E= (raw total*column total)/grand total Age group/opinion Less than 30 30-40 40-50 Above 50 Total Strongly disagree .5 .833 .433 .234 2 1.5 2.5 1.3 .7 6 9.25 15.42 8.02 4.31 37 Disagree Agree Strongly agree 3.75 6.25 3.25 1.75 15 15 25 13 7 60 Total
CALCULATION OF TEST STATISTIC

Observed frequency[O] 0 1 12 2 1 2 18 4 0 2 4 7 1 1 3 2 Expected frequency[E] .5 1.5 9.25 3.75 .833 2.5 15.42 6.25 .433 1.3 8.02 3.25 .234 .7 4.31 1.75 .25 .25 7.5625 3.0625 .02789 .25 6.6564 5.0625 .187489 .49 16.1604 4.327 .586757 .09 1.7161 .0625 Total 102 .5 .167 .818 .817 .0335 .1 .432 .81 .433 .377 2.015 4.327 2.508 .129 .398 .0357 13.9075 (O-E)*(O-E) (O-E)*(O-E)/E
LEVEL OF SIGNIFICANCE
Level of significance is at 5%
DEGREE OF FREEDOM
Degree of freedom = (no.coloumn-1)*(no.raws-1) = (4-1)*(4-1) =9.
TABLE VALUE OF CHI-SQUARE

Table value of the chi-square at degree of freedom 9 and level of significance 5% is 16.919
DECISION
Here Table value of chi-square >calculated value of chi-square. There for H1 is rejected and H0 is accepted
There for there is no significant relationship between the age group and opinion in helping to get a head at job of employees by supervisors.
103
STATISTICAL ANALYSIS CHI SQUARE ANALYSIS

Testing the relationship between the sex and behavior of senior management to employees.
OBSERVED FREQUENCY
Sex Strongly disagree Male Female Total 4 3 7 6 2 8 12 6 18 Disagree agree Strongly agree 15 12 27 37 23 60 Total
Null hypothesis H0: There is no significant relationship between sex and behavior of senior management to employees.
Alternative hypothesis H1: there is a significant relationship between sex and behavior of senior management
104
EXPECTED FREQUENCY
E= (raw total*column total)/grand total Sex/option Strongly disagree Male Female Total 4.32 2.68 7.00 4.93 3,07 8.00 11.10 6.90 18.00 Disagree Agree Strongly agree 16.65 10.35 27.00 37 23 Grand total
CALCULATION OF TEST STATISTIC
Observed value(O) 4 6 12 15 3 2 6 12 Total
Expected value(E) 4.32 4.93 11.10 16.65 2.68 3.07 6.90 10.35
(O-E .1024 1.1449 .81 2.7225 .1024 1.1449 .81 2.7225
(O-E /E .0237 .2322 .0729 .1635 .03821 .3729 .1174 .2630 1.28381
105
LEVEL OF SIGNIFICANCE
Level of significance is at 5%
DEGREE OF FREEDOM
Degree of freedom = (no.coloumn-1)*(no.raws-1) = (2-1)*(4-1) =3.
TABLE VALUE OF CHI-SQUARE

Table value of the chi-square at degree of freedom 3 and level of significance 5% is 15.51
DECISION
Here Table value of chi-square >calculated value of chi-square. There for H1 is rejected and H0 is accepted There for there is no significant relationship between the age group and opinion in helping to get a head at job of employees by supervisors.
106
CHAPTER-IV CONCLUSION
107
FINDINGS
The study resulted in many regarding the job satisfaction among workers in RAIDCO CURRY POWDER FACTORY. The various findings of the study are: 1. Most of the employees (46.67%) are of the opinion that the work policies are well developed and organized.
2. Most of the respondents (51.67%) are of the opinion that they are not involved in making decision that affects their work.
3. Most of the respondents (61.67%) are of the opinion that their supervisor takes personal interest in helping them to get ahead at their job.
4. More than 50% of respondent are of the opinion that the working condition and working climate is good in the company.
5. Most of the respondents (71.68%) are of the opinion that people they work it co-operate to get the work done.
6. Most of the respondents (43.33%) are of the opinion that the grievance process available to them is not a fair one.
7. Most of the respondents (51.66%) are not satisfied with the promotion scheme.
8. More than 41.67% of respondents are satisfied with the current pay system.
9. Most of the respondents (50%) are of the opinion that they are not satisfied with the increase in compensation. 108
10. More than 75% of the respondents are confident of not losing their job.
11. More than 85% agree that they can take leave whenever they want for their personal matters.
12. Most of the respondents (45%) believe that there are not adequate ways for them to develop their career in this company.
13. Most of the respondents (40%) are not aware of the promotion opportunity in the company.
14. More than (60%) of the respondents agree that their designation suites with their educational qualification.
15. More than (83.33%) agree that they have good canteen facility.
16. About (58.33%) of the respondents are of the opinion that the company utilizes their skills and abilities effectively.
17. Most of the respondents (65%) are satisfied with the welfare amenities.
18. More than (80%) agree than what is expected of them in their jobs.
19. Most of the respondents (41.67%) strongly agree that their performance in the job is
properly recognized. 109
20
From the chi-square analysis we get there is no significant relationship between the age group and opinion in helping to get a head at job of employees by supervisors.
110
SUGGESTION
1. Workers should be allowed to participate in the decision making process. 2. The employees must be given information regarding how to do their work in an effective manner. 3. Rewards have to be provided to the employees who perform their work effectively and efficiently. 4. The welfare measures of the company have to be improved or new additions has to be made to the same. 5. Grievance process must be reviewed. 6. Skills and abilities are to be used effectively. 7. Steps should be taken to develop career opportunity in this company. 8. Management has to contact the workers whenever they needed. 9. Management has to inform the promotional opportunities to the employees.
111
CONCLUSION
Job satisfaction plays an important role in every organization. It increases the morale of the workers thereby increases their productivity and leads to increased production in the organization. The study has arrived at the conclusion that majority of the workers at RAIDCO CURRY POWDER PVT LMT are satisfied with their job. But however it was also found that in certain cases, some of the workers are dissatisfied with their
1. Salary and other allowances. 2. Loans facilities. 3. Welfare measures. 4. The rewards provided.
So steps should be taken to improve these and ensure satisfaction in these areas. If the organization implements some of the suggestions given, then it can improve the job satisfaction of the dissatisfied employees and lead to increase in workers performance.
112
CHAPTER-V APPENDIX
113
APPENDIX
A STUDY ON THE JOB SATISFACTION AMONG EMPLOYEES IN RAIDCO CURRY POWDER FACTORY, MAVILAYI QUESTIONNAIRE CUM INTERVIEW SCHEDULE GENERAL INFORMATION Age Service Department : : :
1. Companys work policies are well developed and organized. Strongly Agree Strongly Disagree Agree Disagree
2.
I am involved in decision that affects my work. Strongly Agree Strongly Disagree Agree Disagree
3. My supervisor takes a personal interest in helping me to get ahead at my job. Strongly Agree Strongly Disagree Agree Disagree
4. I am treated fairly by my supervisor and manager. Strongly Agree Strongly Disagree 114 Agree Disagree
5. I am able to contact senior management as needed. Strongly Agree Strongly Disagree Agree Disagree
6. The working condition and climate is good in my company Strongly Agree Strongly Disagree Agree Disagree
7. The people I work cooperate to get work done. Strongly Agree Strongly Disagree Agree Disagree
8. The grievance process available to me is a fair way to resolve disputed between employees and Management. Strongly Agree Strongly Disagree Agree Disagree
9. Employees are usually promoted based on performance Strongly Agree Strongly Disagree Agree Disagree
10. The current pay system has a positive effect on employees productivity. Strongly Agree Strongly Disagree 115 Agree Disagree
11. I am satisfied with the increase in compensation. Strongly Agree Strongly Disagree Agree Disagree
12. I am satisfied with the health insurance plan. Strongly Agree Strongly Disagree Agree Disagree
13. I worry about loosing my job. Strongly Agree Strongly Disagree Agree Disagree
14. I can leave work to take care of personal matters. If heard to. Strongly Agree Strongly Disagree Agree Disagree
15. I believe there are adequate ways for me to develop my career in this company. Strongly Agree Strongly Disagree Agree Disagree
16. I am aware of promotion opportunity. Strongly Agree Strongly Disagree 116 Agree Disagree
17. My designation suits with my educational qualification. Strongly Agree Strongly Disagree Agree Disagree
18. We have good canteen facilities. Strongly Agree Strongly Disagree Agree Disagree
19. My skills and abilities are utilized effectively by the company. Strongly Agree Strongly Disagree Agree Disagree
20. The welfare amenities are good here. Strongly Agree Strongly Disagree Agree Disagree
21. I know what is expected from me in my job. Strongly Agree Strongly Disagree Agree Disagree
22. I am recognized whenever I do a good job. Strongly Agree Strongly Disagree 117 Agree Disagree
CHAPTER-VI BIBLOGRAPHY
118
BIBLIOGRAPHY
The secondary data for the project is collected from the different magazines, journals and internet. Some of them are
1. Prasad, L M. Principles and Practices of management, New Delhi; S Chand and sons, Reprint 2002.
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INTRODUCTION

Consequences of Job Satisfaction

b) Job-Satisfaction and employee Turnover: 2

Name of the company

: RAIDCO CURRY POWDER FACTORY.

: Raidco curry powder factory, P.O Moonuperia, Mavilayi.

No.of production line

: four production lines.

: UAE, Saudi Arabia,Qatar,etc.

ORGANISATION CHART OF RAIDCO

FINANCE MANAGER ACCOUNTANT SENIOR CLERK JUNIOR CLERK

SENIOR CLERK JUNIOR CLERK

DRIVER SALES OUTLETS

FACTORY MANAGER UNIT IN

CURRY POWDER FACTOR Y

FRUIT CUNNI NG UNIT

WHEAT PROCESSI NG UNIT

AGRICULTUR AL RUBBER ROLLER MANUFACTU RING UNIT 9

PUMP SET MANUFACTUR ING UNIT

STEEL FURNITURE MANUFACTU RING UNIT

RAIDCO KERALA LIMITED

REGISTERED OFFICE AND HEAD QUARTERS

2. RAIDCO RUBBER ROLLER MACHINE Manufacturing unit.

Branches and units:

3.Raidco rubber roller manufacturing unit, Kannothumachal, Kannur:

4.Raidco Fruit Processing Unit, Mattanur, Kannur:

ORGANIZATION CHART OF RAIDCO CURRY POWDER FACTORY

FINANCE DEPARTMENT ACCOUNT EXECUTIVE

ADMINISTRA TION DEPARTMEN MANAGERS

PURCHASE DEPARTMEN T PURCHASE OFFICER

QUALITY CONTROL DEPARTM ENT

MARKETI NG DEPART MENT

MARKETIN G MANAGER AREA MANAGE R SALES OFFICER

RAIDCO CURRY POWDER FACTORY

Vision and Mission:

To continuously invest in our people and technologies to deliver quality product.

Responsible for the activities of stores department

Responsible for the activity of production and maintenance.

Responsible for the activities of quality control department.

Sri. T.Krishnan Sri. M.K.Prabakaran

Chairman Vice chairman

DEPARTMENTAL DETAILS FINANCE DEPARTMENT

ORGANIZATION CHART OF FINANCE DEPARTMENT

MANAGING DIRECTOR FACTORY MANAGER FINANCE ACCOUNT EXECUTIVES ACCOUNTANT

PRODUCTION AND PLANT SUPERVISORS

RAIDCO FAMILY CURRY POWDER

QUALITY CONTROL QUALTY PLAN

QUALITY MANAGEMENT SYSTEM

REGIONAL AGRO INDUSTRIAL DEVELOPMENT CO-OPERATIVE OF KERALA LIMITED

SAMPLING PLAN RAW MATERIALS INSPECTION (AS PER RS.01 ACCEPTED

FINISHED GOODS INSPECTION ACCEPTED PACKING

IN PROCESS INSPECTION SPECIFICATION (AS PER IIS01-07)

DISPOSE PHYSICAL INSPECTION (AS PER FS-OI) 29 DESPATCH

FINISHED GOODS INSPECTION

FLOW CHART FOR TURMERIC POWDER

FINISHED GOODS STORE 31

Raw Materials Chilly Coriander Turmeric Powder

Raw Materials Chilly Coriander Turmeric

PROCEDURE FOR CALIBRATION OF INSPECTION, MEASURING & TESTING OBJECTIVE:

RESPONSIBILTY & AUTHORITY

RAIDCO FAMILY CURRY POWDER

DUTIES OF ADMINISTRATION DEPARTMENT

RECRUITMENT & PLACEMENT

TO COVINCE: it is enough merely to communicate information to the consumers

TO MOTIVATE: another important objective of promotion is to motivate the

TO DIFFERENTIATE: one of the important objective of promotion is to

To make an aware of the production system of RAIDCO curry powder factory.