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INTRODUCTION
Job Satisfaction refers to one’s feeling towards one’s 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 person’s
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 employee’s 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 one’s 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”
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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:
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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.; day’s 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 person’s equilibrium. In the process of experiencing stress the employee’s 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.
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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 India’s 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.
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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 world’s 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 industry’s 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. Low elasticity for processed food products.
2. Need for distribution net work and cold chain.
3. Backward-forward integration from farm to consumer.
4. Development of market channel.
5. Development of linkage industry.
6. Taxation in line with other nations.
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7. Streaming of food laws.
COMPANY PROFILE
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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.
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Awards : ISO 9001-2000.
Product range : Quality products, spices, spices mix, mineral water,
Curry Powder, pickles, jam, squash, etc.
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ORGANISATION CHART OF RAIDCO
BOARD OF DIRECTORS
CHAIRMAN
MANAGING DIRECTOR
FINANCE ADMINISTRATIO PURCHASE MARKETING

DEPARTMENT N DEPARTMENT DEPARTMENT DEPARTMENT
FINANCE SENIOR CLERK PURCHASE MARKETING

MANAGER MANAGER MANAGER
JUNIOR CLERK
ACCOUNTANT JUNIOR CLERK BRANCH
MANAGER
SENIOR CLERK
DRIVER
SALES
JUNIOR CLERK
OUTLETS
PRODUCTION/SERVICE
FACTORY MANAGER UNIT IN
CURRY FRUIT WHEAT AGRICULTUR PUMP SET STEEL

POWDER CUNNI PROCESSI AL RUBBER MANUFACTUR FURNITURE
FACTOR NG NG UNIT ROLLER9 ING UNIT MANUFACTU
Y UNIT MANUFACTU RING UNIT
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. PUMP SET
MANUFACTUR
INGRAIDCO
Co-operative society Limited, No. C561 in the year 1972 UNIT 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;
 Financial assistance to farmers for selecting the farm machineries.

 Providing mobile workshops.
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 Providing original spare parts.
 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.
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3.Raidco rubber roller manufacturing unit, Kannothumachal,
Kannur:
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 ADMINISTRA PURCHASE PRODUCTION QUALITY MARKETI

TION NG
DEPARTMENT DEPARTMEN DEPARTMEN DEPARTMENT CONTROL
T DEPARTM DEPART
ACCOUNT MANAGERS PURCHASE ENT MENT
EXECUTIVE OFFICER
CLERKS MARKETIN
ACCOUNT JUNIOR G
QUALITY
ANT CLERK
ATTENDERS PRODUCTION MANAGER
CONTRO
IN CHARGE L
DRIVER
AREA
OFFICER
MANAGE
ELECTRICIAN FILTER PLANT R
SUPERVISORS
SALES
OFFICER
SKILLED UNSKILLED
WORKERS 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 co-
operative 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.
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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
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:
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 To deliver products that met our customers taste.
 To get things the first time.
 To deliver the best value for money to our customers.
 To continuously invest in our people and technologies to deliver quality
product.
Quality Objective:
 Assuring the products as per specification.

 Marinating and improving the quality through good manufacturing
process.
 To stimulate an aggressive quality consciousness among company
together.
MANAGEMENT RESPONSIBILITY
A Managing director  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
 He is responsible to provide adequate resources.
 He is responsible for training.
B Factory manager  He is responsible for the day to day activities
of the unit
 He is authorized to manage day to day affairs
of the factory
C Marketing officer  Responsible for providing data for
production planning\
 Responsible for marketing of products
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D Purchase officer  Responsible for vendor department and
purchase of material.
E Store in charge  Responsible for the activities of stores
department
F Plant supervisor  Responsible for the activity of production
and maintenance.
G Quality control  Responsible for the activities of quality
officer control department.
H Accountant  Head of department of accounts and
administration.
I Management  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 Sri. T.Krishnan Chairman
2 Sri. M.K.Prabakaran Vice chairman
3 Sri.A.Gopal Director
4 Sri.E.P.Karunakaran Director
5 Sri. N.Balan Director
6 Sri. P.V.Ramavathi Director
7 Sri. P.V. Viswan Director
8 Sri. A.Moidhu Director
9 Sri. N.D. Vinaya Kumar Director
10 Sri. P.N.Kunjumon Director
11 Sri. K.S.Krishnan Kutty Nair Director
12 Sri. A.Balan Director
13 Sri.P. Sudhakaran Ex-Officio Director
14 Sri. Kutty Krishnan 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 powder”in 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 powder’s 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 you’re just starting out with Indian cooking, but the recipe
and a good coffee grinder is all it takes! There’s 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.
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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. CHILLY POWDER
2. TURMERIC POWDER
3. MEAT MASALA
4. CORIANDER POWDER
5. SAMBAR POWDER
6. RASAM POWDER
7. PICKLE POWDER
8. CHICKEN MASALA
9. 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
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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
Company’s 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
TECHNICIANS
PRODUCTION AND
PLANT SUPERVISORS
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
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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.india’s 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:
 Assuring the product is as per specification
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 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
MINIMUM STOCK REJECTED

LEVEL
SEND TO LAB
FOR TESTING RAW MATERIALS SAMPLING PLAN
QUALITY
RAW MATERIALS
STORES INSPECTION (AS PER
FUMIGATION (IF RS.01
REQUIRED) AS PER PRODUCTION ACCEPTED

PROCEDURE
REJECTED
FINISHED GOODS
IN PROCESS INSPECTION
INSPECTION SPECIFICATION (AS PER IIS-
ACCEPTED 01-07)
REWORK
PACKING
REJECTED STORES
DISPOSE
PHYSICAL INSPECTION
DESPATCH
(AS PER FS-OI)
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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.
 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
 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
 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.
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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
Powder
Dispatch
32
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:
 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.
 When equipment is found to be out of calibration, records of previous results are also
analyzed for any further action required.
 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 manager’s capabilities are tested fully
33
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. RAIDCO’s 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
34
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.
35
TRANSFER
The various types of transfer are as follows:
 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.
 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.
 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.
38
PROCESS FLOW CHART
CHILLY CORIANDER TURMERIC WHOLE PEPPER PUTTU,

WHEAT APPAMPO
POWDER DI
POLISHING
GRINDING MASALAS
SIFTING
ROASTING
PACKING
GRINDING
DISPATCH
BLENDING
39
MARKETING DEPARTMENT
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

 Functions of research.
 Functions of exchange
 Function of physical supply.
 Facilitating function
40
THE DIAGRAMATICAL REPRESENTATION OF MARKETING
FUNCTION
MARKETING FUNCTION
FUNCTIONS FUNCTIONS FUNCTIONS FACILITATING

OF OF OF PHYSICAL
RESEARCH EXCHANGE SUPPLY FUNCTION
MARKET BUYING TRANSPORTATIO STANDARDIZATION&GRANDING

RESEARCH N STORAGE
ASSEMBLING &WAREHOUSING
PACKAGING BRANDING
PRODUCT
PRICING
PLANNING&DEVEL SELLING
OPMENT
MARKETING
INFORMATION
FINANCING
RISK TAKING
PROMOTION
41
ORGANIZATIONAL STRUCTURE OF MARKETING
DEPARTMENT
BOARD OF DIRECTORS
CHAIRMAN
MANAGING DIRECTOR
FACTORY MANAGER
MARKETING DEPARTMENT
MARKETING MANAGER
AREA MANAGER
SALES OFFICER
SALES EXECUTIVE
42
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. Purchase

requisition
Send
Checking
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 details of

Store Dept. Purchase
From stores 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
52
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 No. of respondents Percentage
Less than 30 15 25
30 – 40 25 41.67
40 – 50 13 21.66
Above 50 7 11.67
Total 60 100.00
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 RESPONDENTS PERCENTAGE
STRONGLY DISAGREE 13 21.66
DISAGREE 12 20.00
AGREE 28 46.67
STRONGLY AGREE 7 11.67
TOTAL 60 100
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.
DIAGRAM NO .2
57
Diagram showing percentage of the respondent with regard “companies work policies are
well developed and organized”
50
45
40
35
30
25
20
15
10
5
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY AGREE
TABLE NO.3
58
Table showing the response with regard to the statement” I am involved in decision that
affects my work”.
DISAGREE 31 51.67
AGREE 10 16.66
TOTAL 60 100.00
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.
DIAGRAM NO. 3
Diagram showing percentage of the respondent with regard to the statement” I am

involved in decision that affects my work”.
59
60
50
40
30
20
10
0
STRONGLY
DISAGREE DISAGREE
AGREE
STRONGLYAGREE
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”.
DISAGREE 6 10.00
60
AGREE 37 61.67
TOTAL 60 100.00
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.
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”.
61
70
60
50
40
30
20
10
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY AGREE
TABLE NO. 5
Table showing the response with regarded to the statement “I am treated fairly by my
supervisor and manager”.
62
DISAGREE 8 13.33
AGREE 18 30.00
TOTAL 60 100.00
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.
DIAGRAM NO.5
Diagram showing percentage of the respondent with regard to statement “I am treated

fairly by my supervisor and manager”.
63
45
40
35
30
25
20
15
10
5
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY AGREE
TABLE NO.6
Table showing the response with regarded to the statement “I am able to contact senior
management as needed”.
DISAGREE 29 48.33
64
AGREE 15 25.00
TOTAL 60 100.00
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.
DIAGRAM NO.6
Diagram showing the percentage of respondent with regard to the statement “I am able to
contact senior management as needed”.
65
50
45
40
35
30
25
20
15
10
5
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY
AGREE
TABLE NO.7
Table showing the response with regarded to the statement “the working condition and
climate is good in my company”.
66
STRONGLY DISAGREE Nil Nil
DISAGREE 6 10.00
AGREE 39 65.00
TOTAL 60 100.00
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.
DIAGRAM NO .7
Diagram showing percentage of the respondent with regard to the statement “the working
condition and climate is good in my company”.
67
70
60
50
40
30
20
10
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY AGREE
TABLE NO.8
Table showing the response with regarded to the statement “the people I work cooperate to
get work done”.
68
DISAGREE 8 13.33
AGREE 7 11.66
TOTAL 60 100
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.
DIAGRAM NO.8
Diagram showing the percentage of the employee’s respondent with regard to the
statement “the people I work cooperate to get work done”.
69
80
70
60
50
40
30
20
10
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY AGREE
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”.
70
DISAGREE 26 43.33
AGREE 15 25.00
TOTAL 60 100.00
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.
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”.
71
45
40
35
30
25
20
15
10
5
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY AGREE
TABLE NO.10
Table showing the response with regarded to the statement “employees are usually
promoted based on performance”.
72
DISAGREE 10 16.67
AGREE 31 51.66
TOTAL 60 100.00
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.
DIAGRAM NO.10
Diagram showing the percentage of respondent with the statement “employees are usually
promoted based on performance”.
73
60
50
40
30
20
10
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY AGREE
TABLE NO.11
Table showing the response with regarded to the statement “the current pay system has a
positive effect on employees’ productivity”.
74
DISAGREE 10 16.67
AGREE 25 41.67
TOTAL 60 100.00
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.
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”.
75
45
40
35
30
25
20
15
10
5
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY AGREE
TABLE NO.12
Table showing the response with regarded to the statement “I am satisfied with the
increase in compensation”.
76
DISAGREE 30 50.00
AGREE 15 25.00
TOTAL 60 100.00
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.
DIAGRAM NO.12
Diagram showing percentage of the respondent with regard to the statement “I am satisfied
with the increase in compensation”.
77
50
45
40
35
30
25
20
15
10
5
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY AGREE
TABLE NO .13
Table showing the response with regarded to the statement “I am satisfied with the health
insurance plan”.
78
DISAGREE 26 43.33
AGREE 7 11.67
TOTAL 60 100.00
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.
DIAGRAM NO.13
Diagram showing the percentage of respondent with regard to the statement “I am satisfied
with the health insurance plan”.
79
45
40
35
30
25
20
15
10
5
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY AGREE
TABLE NO.14
Table showing the response with regarded to the statement “I worry about losing my job”.
80
DISAGREE 10 16.67
AGREE 2 3.33
TOTAL 60 100.00
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.
DIAGRAM NO .14
Diagram showing the percentage of the respondents with regard to the statement “I worry
about losing my job”.
81
80
70
60
50
40
30
20
10
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY
AGREE
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”.
82
STRONGLY DISAGREE 0 0
DISAGREE 3 5.00
AGREE 6 10.00
TOTAL 60 100.00
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.
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”.
83
90
80
70
60
50
40
30
20
10
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY AGREE
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”.
84
DISAGREE 15 25.00
AGREE 10 16.67
TOTAL 60 100.00
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.
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”.
85
45
40
35
30
25
20
15
10
5
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY AGREE
TABLE NO.17
The table showing the response with regarded to the statement “I am aware of promotion
opportunity”.
86
DISAGREE 24 40.00
AGREE 10 16.67
TOTAL 60 100
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.
DIAGRAM NO .17
The diagram showing the percentage of the respondent with regard to the statement “I am
aware of promotion opportunity”.
87
40
35
30
25
20
15
10
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY AGREE
TABLE NO .18
Table showing the response with regarded to the statement “my designation suits with my
educational qualification”.
88
DISAGREE 5 8.33
AGREE 36 60.00
TOTAL 60 100.00
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.
DIAGRAM NO.18
Diagram showing the percentage of the respondent with regard to the statement “my
designation suits with my educational qualification”.
89
60
50
40
30
20
10
0
STRONGLY
DISAGREE DISAGREE
AGEE
STORNGLY AGREE
TABLE NO.19
Table showing the response with regarded to the statement” we have good canteen
facilities”.
90
STRONGLY DISAGREE 0 0
DISAGREE 0 0
AGREE 50 83.33
TOTAL 60 100
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.
DIAGRAM NO.19
Diagram showing the percentage of respondent with regard to the statement” we have good
canteen facilities”.
91
90
80
70
60
50
40
30
20
10
0
STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE
TABLE NO.20
Table showing the response with regarded to the statement” my skills and abilities are
utilized effectively by the company”.
92
DISAGREE 6 10.00
AGREE 15 25.00
TOTAL 60 100.00
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 employee’s skills and abilities are utilized properly by the
company.
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”.
93
70
60
50
40
30
20
10
0
TABLE NO.21
Table showing the response with regarded to the statement” the welfare amenities are good
here”.
94
DISAGREE 6 10.00
AGREE 39 65.00
TOTAL 60 100.00
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.
DIAGRAM NO.21
Diagram showing the percentage of the opinion with regard to the statement” the welfare
amenities are good here”.
95
70
60
50
40
30
20
10
0
TABLE NO.22
Table showing the response with regarded to the statement” I know what is expected from
me in my job”.

96
DISAGREE 5 8.33
AGREE 48 80.00
TOTAL 60 100.00
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.
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”.
97
90
80
70
60
50
40
30
20
10
0
TABLE NO.23
Table showing the response with regarded to the statement” I am recognized whenever I do
good job”.
98
DISAGREE 10 16.67
AGREE 25 41.67
TOTAL 60 100.00
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.
DIAGRAM NO.23
Diagram showing percentage of the respondent with regard to the statement” I am

recognized whenever I do good job”.
99
45
40
35
30
25
20
15
10
0
STATISTICAL ANALYSIS
CHI SQUARE ANALYSIS
100
Testing the relationship between age group and personal interest in helping to get a head at
job by supervisor.
OBSERVED FREQUENCY
Age Strongly Disagree Agree Strongly Total

group/opinion disagree agree
less than 30 0 1 12 2 15
30-40 1 2 18 4 25
40-50 0 2 4 7 13
Above 50 1 1 3 2 7
Total 2 6 37 15 60
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.
EXPECTED FREQUENCY
E= (raw total*column total)/grand total
Age Strongly Disagree Agree Strongly Total

group/opinion disagree agree
Less than 30 .5 1.5 9.25 3.75 15
30-40 .833 2.5 15.42 6.25 25
40-50 .433 1.3 8.02 3.25 13
101
Above 50 .234 .7 4.31 1.75 7
Total 2 6 37 15 60
CALCULATION OF TEST STATISTIC

Observed Expected (O-E)*(O-E) (O-E)*(O-E)/E
frequency[O] frequency[E]
0 .5 .25 .5
1 1.5 .25 .167
12 9.25 7.5625 .818
2 3.75 3.0625 .817
1 .833 .02789 .0335
2 2.5 .25 .1
18 15.42 6.6564 .432
4 6.25 5.0625 .81
0 .433 .187489 .433
2 1.3 .49 .377
4 8.02 16.1604 2.015
7 3.25 4.327 4.327
1 .234 .586757 2.508
1 .7 .09 .129
3 4.31 1.7161 .398
2 1.75 .0625 .0357
Total 13.9075
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.
102
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.
STATISTICAL ANALYSIS
CHI SQUARE ANALYSIS
Testing the relationship between the sex and behavior of senior management to employees.
OBSERVED FREQUENCY
Sex Strongly Disagree agree Strongly Total

disagree agree
Male 4 6 12 15 37
Female 3 2 6 12 23
Total 7 8 18 27 60
103
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
EXPECTED FREQUENCY
E= (raw total*column total)/grand total
Sex/option Strongly Disagree Agree Strongly Grand total

disagree agree
Male 4.32 4.93 11.10 16.65 37
Female 2.68 3,07 6.90 10.35 23
Total 7.00 8.00 18.00 27.00
Observed value(O) Expected value(E) (O-E¿2 (O-E¿2 /E

4 4.32 .1024 .0237
6 4.93 1.1449 .2322
12 11.10 .81 .0729
15 16.65 2.7225 .1635
3 2.68 .1024 .03821
104
2 3.07 1.1449 .3729
6 6.90 .81 .1174
12 10.35 2.7225 .2630
Total 1.28381
CALCULATION OF TEST STATISTIC
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.
105
CHAPTER-IV
CONCLUSION
106
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
107
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.
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.
108
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.
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.
109
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.
110
9. Management has to inform the promotional opportunities to the employees.
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
111
of the dissatisfied employees and lead to increase in workers performance.
CHAPTER-V
APPENDIX
112
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. Company’s work policies are well developed and organized.

Strongly Agree □ Agree □
Strongly Disagree □ Disagree □
113
2. I am involved in decision that affects my work.
Strongly Agree □ Agree□
Strongly Disagree□ Disagree□
3. My supervisor takes a personal interest in helping me to get ahead at my job.

4. I am treated fairly by my supervisor and manager.

5. I am able to contact senior management as needed.

6. The working condition and climate is good in my company

7. The people I work cooperate to get work done.

8. The grievance process available to me is a fair way to resolve disputed between
114
employees and Management.
9. Employees are usually promoted based on performance

10. The current pay system has a positive effect on employee’s productivity.
11. I am satisfied with the increase in compensation.

12. I am satisfied with the health insurance plan.

13. I worry about loosing my job.

115
14. I can leave work to take care of personal matters. If heard to.
15. I believe there are adequate ways for me to develop my career in this company.
16. I am aware of promotion opportunity.

17. My designation suits with my educational qualification.

18. We have good canteen facilities.

19. My skills and abilities are utilized effectively by the company.


116
20. The welfare amenities are good here.
21. I know what is expected from me in my job.

22. I am recognized whenever I do a good job.

117
CHAPTER-VI
BIBLOGRAPHY
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.
118
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INTRODUCTION

Job satisfaction is defined as “a pleasurable or positive emotional state resulting

b) Job Satisfaction will be defined as “the amount of overall positive affect or

d) According to Keith Davis and Newstorm

Job Satisfaction is the set of favorable or unfavorable feelings towards with

Consequences of Job Satisfaction

e) Less job strain

b) Job-Satisfaction and employee Turnover:

c) Satisfaction and absences:

d) Satisfaction and safety:

e) Satisfaction and job stress:

MAJOR CHALLENGES FOR THE INDIAN FOOD INDUSTRY

1. Low elasticity for processed food products.

2. Need for distribution net work and cold chain.

3. Backward-forward integration from farm to consumer.

4. Development of market channel.

5. Development of linkage industry.

6. Taxation in line with other nations.

Name of the company : RAIDCO CURRY POWDER FACTORY.

Address : Raidco curry powder factory,

P.O Moonuperia, Mavilayi.

Business Type : Manufacturer, Exporter.

Price, quality and quantity.

No.of production line : four production lines.

Export markets : UAE, Saudi Arabia,Qatar,etc.

Membership : spices board.

Product range : Quality products, spices, spices mix, mineral water,

Curry Powder, pickles, jam, squash, etc.

FINANCE ADMINISTRATIO PURCHASE MARKETING

FINANCE SENIOR CLERK PURCHASE MARKETING

FACTORY MANAGER UNIT IN

CURRY FRUIT WHEAT AGRICULTUR PUMP SET STEEL

REGISTERED OFFICE AND HEAD QUARTERS

Motto o0f RAIDCO KERALA LIMITED is “An intimate friend to a farmer”.

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.

 Financial assistance to farmers for selecting the farm machineries.

Branches and units:

1. Raidco curry powder factory, Mavilayi, Kannur :

Raidco curry powder factory established in January 2000. Chilly powder,turmeric

2. Raidco pump set manufacturing unit, Kanjikode, palakkad:

4.Raidco Fruit Processing Unit, Mattanur, Kannur:

FINANCE ADMINISTRA PURCHASE PRODUCTION QUALITY MARKETI

The building structure of this company include wide processing and

Brand name of Raidco curry powder is ‘Raidco family’.

Brand ambassador of Raidco family curry powder is P.T.Usha.

Vision and Mission:

RAIDCO aims to achieve its vision of turning into multiphase globally

 Assuring the products as per specification.

A Managing director  Overall in charge of activities

Sl.No BOARD OF DIRECTORS DESIGNATION

1 Sri. T.Krishnan Chairman

2 Sri. M.K.Prabakaran Vice chairman

5 Sri. N.Balan Director

6 Sri. P.V.Ramavathi Director

7 Sri. P.V. Viswan Director

8 Sri. A.Moidhu Director

9 Sri. N.D. Vinaya Kumar Director

10 Sri. P.N.Kunjumon Director