A Study On Employees Job Satisfaction at Enjayes Spices & Chemical Oils LTD

A Study on Employees Job Satisfaction at Enjayes Spices & Chemical Oils Ltd
1.1 INTRODUCTION
The industrial development in any country depends among other things on a
satisfied labour force. It has often been said that a happy employees is generally,
that employee who is satisfied with his job. Job satisfaction is very important
because most of the people spend a major portion of life at their working place.
Moreover, Job satisfaction has its impact on the general life of the employees
also, because a satisfied employee is a contended and a happy human being. A
highly satisfied worker has better physical and mental wellbeing. Human resource
is of paramount importance for the success of any organization. Its a source of
strength. It is concerned with the human being.
Human resource is the total knowledge, abilities, skills, talents and aptitudes of an
organizations work force. The resourceful of various categories of people and
other people available to the organization can be treated as human resource. In the
present complex environment, no business or organization can exist and grow
without appropriate human resource .Human resource is a term used to describe
the individuals who comprise the workforce of an organization, although it is also
applied in labour economics to, for example, business sectors or even whole
nations. Human resource is also the name of the function within an organization
charged with the overall responsibility for implementing strategies and policies
relating to the management of individuals (i.e. the human resources).This function
title are often abbreviated to the initials HR.
Human resources are a relatively modern management term, coined in the 1960s.
The origins of the function arose in organizations that introduced welfare
management practices and also in those that adopted the principles of scientific
management. From these terms emerged a largely administrative management
activity, coordinating a range of worker related processes and becoming known,
in time as the personnel function. Human resources progressively became the
more usual name for this function, in the first instance in the United States as well
as multinational corporations, reflecting the adoption of a more quantitative as
V.N.S College of Arts and Science ; Konni
well as strategic approach to workforce management, demanded by corporate

management and the greater competitiveness for limited and highly skilled
workers.
Human Resource Management (HRM) is the strategic and coherent approach to
the management of an organizations most valued assets-the people working
there who individually and collectively contribute to the achievement of the
objectives of the business. The terms human resource management and
human resources (HR) have largely replaced the term personnel
management as a description of the processes involved in managing people in
organizations. In simple words, HRM means employing people, developing their
capacities, utilizing, maintaining and compensating their services in tune with
the job and organizational requirement.
The Human Resources Management (HRM) function includes a variety of
activities, and key among them is deciding what staffing needs you have and
whether to use independent contractors or hire employees to fill these needs,
recruiting and training the best employees, ensuring that the human resource
function is performed efficiently.
This research was conducted to study the employees job satisfaction and how it
affect on the work of employees. The research was conducted in, Enjayes Spices
& Chemical Oils Ltd, Vallicode Kottayam, Pathanamthitta.
1.2 OBJECTIVES OF THE STUDY

Primary Objective
To study the job satisfaction level of employees in Enjayes Spices &

Chemical Oils Ltd.
Secondary Objective
To study job satisfaction with respect to relationship between management and
employees.
To measure job satisfaction with respect to promotion opportunities.
To find out the satisfaction level of employees with respect to welfare measures,
participation in decision making and career advancement.
To find out the job satisfaction of the employees in relation to the working
environment.
To find out the satisfaction level of employees with respect to job security.
To know the employee satisfaction with respect to the present compensation
package provided by the company.
1.3 SCOPE OF THE STUDY

The scope of the study is to know about the organization, its structure, the
function performed by various departments and to know the overall performance
of the organization. The study will help to get a practical exposure and also help
to identify the factors that promote satisfaction among employees. This in turn
would improve customer service, effective time management in each
organization. The project was conducted in Enjayes Spices & Chemical Oils Ltd,
Vallicode Kottayam, Pathanamthitta.
1.4 RESEARCH METHODOLOGY OF THE STUDY

Research methodology means a scientific method of conducting research. It gives
an outlay of the study. Research methodology is way to systematically solve the
research problem .it may be understood as a science of studying how research is

done scientifically. It is the study of various steps that are generally adopted by a
research in studying his research problem along with the logic behind them. Thus,
when we talk of the research methods but also consider the logic behind them.
1.4.1 RESEARCH DESIGN

A Research design is purely and simply the framework for the study that guides
the collection and analysis of data. It is a blue print that is followed in completing
a study. There are 3 types of research design :1. Descriptive research design
2. Exploratory research design
3. Casual research design
In this project, Descriptive research design is adopted
The descriptive design study describes the characteristics of a particular problem
or an individual or a group. Descriptive study includes specific predictions
concerned with study, facts and characteristics concerning an individual, a group
or situations. Most of the social research is based on descriptive research studies,
the questions related to what, why, where, and who need to be answered.
1.4.2 SAMPLING TECHNIQUES AND SAMPLE SIZE

Sampling is the process of using a small number of items or parts of a larger
population to make conclusions about the whole population. If information is
collected only from a representative part of universe, we say that the data are
collected by sampling. The study of sample reveals the characteristics of universe.
Different types of sampling are Random Sampling and Non-random sampling.
Random Sampling: This type of sampling is based on chance selected

procedures. The basis of Random Sampling is that the procedure of
randomization should not be thought of as unplanned or scientific. The different
types of Random Sampling are Simple Random Sampling, Stratified Sampling,

Systematic sampling and Cluster sampling.
Non Random Sampling: This is a type of sampling in which units of the sample
are selected on the basis of personal judgment or convenience. In non random
sampling the probability of any member of the population sampling is quite
arbitrary as researchers rely heavily on personal judgment. The different types of
non random sampling are Judgment sampling, Convenience Sampling, Quota
sampling and snowball sampling.
Sample Size: The whole number of sample unit on which survey is conducted is
known as sample size in this survey, sample size is 100 employees
1.4.3 SOURCES OF DATA

The methodology used for the project work is the collection of the primary data
and secondary data.
Primary data
Data regarding the study of satisfaction among employees are procured directly
from the employees through a structural question redistributed to them. An
informal discussion was also done with the HR Manager to get information on
satisfaction.
Secondary data
The secondary data for conduction the study were collected from various books,
records, journals, newspaper and the internet. Data regarding the study of
satisfaction among employee were collected from the office of Enjayes Spices
And Chemical Oils Ltd and various records and manuals of the company.
1.4.4 DATA ANALYSIS TOOLS AND TECHNIQUES

The various tools used for collecting the data are as follows:
Questionnaire
Questionnaires refer to forms filled in by respondents alone. Questionnaires were
handed to the respondents in field and ask them to fill it. This method can be
adopted for the entire population or sampled sectors.
Observation
Observation is either an activity of a living being, such as a human, consisting of
receiving knowledge of the outside world through the senses, or the recording of
data using scientific instruments. The term may also refer to any data collected
during this activity. An observation can also be the way you look at things or
when you look at something.
Interviews
In interviews information is obtained through inquiry and recorded by
enumerators. Structured interviews are performed by using survey forms. The
interviewer in one-to-one conversation collects detailed personal information
from individuals using oral questions.
1.4.5 STATISTICAL ANALYSIS

Statistical Analysis is a process of inspecting, cleaning, transforming, and
modeling data with the goal of highlighting useful information, suggesting
conclusions, and supporting decision.
The tool for analyzing the data is used for the study is:
1) Percentage method
2) Chi-square analysis
1. Percentage method
The percentage is used for making comparison between two or more series of
data. It is used to classify the opinion of the respondent for different factors. It is
calculated as
Percentage:
Number of observations
Total number of observations X 100
2. Chi-square analysis
Chi-square analysis in statistics is to test the goodness of fit to verify the
distribution of observed data with assumed theoretical distribution. Therefore it is
a measure to study the divergence of actual and expected frequencies.
The formula for computing chi-square is as follows.

Chi-square = {(O-E) 2 / E}
The calculated value of chi-square is compared with the table of chi square for the
given degrees of freedom at the specified level of significance. If the calculated
value is greater than the tabulated value then the difference between the observed
frequency and the expected frequency are significant. The degrees of freedom is
(n-2) where n is number of observed frequencies and in case of contingency
table the degrees of freedom is (C-1)(R-1) where C is number of columns and R
is number of rows.
1.5 DURATION OF THE STUDY

The project was a detailed study on the topic Study On Employees Job
Satisfaction was successfully completed within the time period of Two Weeks
with the guidance and support from the project guide.
1.6 LIMITATIONS OF THE STUDY
The findings are only based on the information given by the respondents.
The study has been based on data collected from various departments.
Hence there is a chance for miss assumption.

Some of the employees refused to answer the questionnaire as they feared
that the management might take action on them.

The survey was done during the working hours.
Illiteracy of the respondents, during the data collection using
questionnaire.
Due to the shift arrangement it was difficult to collect data from most of
the employees.
It is very difficult to get to know about details of employees job
satisfaction from organization within the limited time and span of 14
days.
2.1 REVIEW OF LITERATURE

The purpose of literature review is to identify the problem statement, understand
the secondary data that has been gathered in the field of study and make new
findings on the problem statement.
Hoppock defined job satisfaction as any combination of psychological,
physiological and environmental circumstances that cause a person truthfully to
say I am satisfied with my job (Hoppock, 1935).According to this approach
although job satisfaction is under the influence of many external factors, it
remains something internal that has to do with the way how the employee feels.
That is job satisfaction presents a set of factors that cause a feeling of satisfaction.
Vroom in his definition on job satisfaction focuses on the role of the employee in
the workplace. Thus he defines job satisfaction as affective orientations on the
part of individuals toward work roles which they are presently occupying
(Vroom, 1964).One of the most often cited definitions on job satisfaction is the
one given by Spector according to whom job satisfaction has to do with the way
how people feel about their job and its various aspects. It has to do with the extent
to which people like or dislike their job. Thats why job satisfaction and job
dissatisfaction can appear in any given work situation.
Job satisfaction represents a combination of positive or negative feelings that
workers have towards their work. Meanwhile, when a worker employed in a
business organization, brings with it the needs, desires and experiences which
determinates expectations that he has dismissed. Job satisfaction represents the
extent to which expectations are and match the real awards.
Job satisfaction is
closely linked to that individual's behavior in the work place (Davis et al., 1985).
Job satisfaction is a workers sense of achievement and success on the job. It is
generally perceived to be directly linked to productivity as well as to personal
well-being. Job satisfaction implies doing a job one enjoys, doing it well and
being rewarded for ones efforts. Job satisfaction further implies enthusiasm and
happiness with ones work. Job satisfaction is the key ingredient that leads to
recognition, income, promotion, and the achievement of other goals that lead to a
feeling of fulfillment (Kaliski, 2007). Job satisfaction can be defined also as the
extent to which a worker is content with the rewards he or she gets out of his or
her job, particularly in terms of intrinsic motivation (Statt, 2004).
The term job satisfactions refer to the attitude and feelings people have about
their work. Positive and favorable attitudes towards the job indicate job
satisfaction. Negative and unfavorable attitudes towards the job indicate job
dissatisfaction (Armstrong, 2006). Job satisfaction is the collection of feeling and
beliefs that people have about their current job. Peoples levels of degrees of job
satisfaction can range from extreme satisfaction to extreme dissatisfaction. In
addition to having attitudes about their jobs as a whole. People also can have
attitudes about various aspects of their jobs such as the kind of work they do, their
coworkers, supervisors or subordinates and their pay (George et al., 2008).
Job satisfaction is a complex and multifaceted concept which can mean different
things to different people. Job satisfaction is usually linked with motivation, but
the nature of this relationship is not clear. Satisfaction is not the same as
motivation. Job satisfaction is more of an attitude, an internal state. It could, for
example, be associated with a personal feeling of achievement, either quantitative
or qualitative (Mullins, 2005). We consider that job satisfaction represents a
feeling that appears as a result of the perception that the job enables the material
and psychological needs (Aziri, 2008).
The importance of job satisfaction specially emerges to surface if had in mind the
many negative consequences of job dissatisfaction such a lack of loyalty,
increased absenteeism, increase number of accidents etc. Spector (1997) lists
three important features of job satisfaction. First, organizations should be guided
by human values. Such organizations will be oriented towards treating workers
fairly and with respect. In such cases the assessment of job satisfaction may serve
as a good indicator of employee effectiveness. High levels of job satisfaction may
be sign of a good emotional and mental state of employees. Second, the behavior
of workers depending on their level of job satisfaction will affect the functioning
and activities of the organization's business. From this it can be concluded that job
satisfaction will result in positive behavior and vice versa, dissatisfaction from the
work will result in negative behavior of employees. Third, job satisfaction may
serve as indicators of organizational activities. Through job satisfaction
evaluation different levels of satisfaction in different organizational units can be
defined, but in turn can serve as a good indication regarding in which
organizational unit changes that would boost performance should be made.
Christen, Iyer and Soberman (2006) provide a model of job satisfaction
presented in Figure 1 in which the following elements are included:
Job related factors

Role perception
Job performance
Firm performance.
Locke and Latham (1990) provide a somewhat different model of job
satisfaction. They proceed from the assumption that the objectives set at the
highest level and high expectations for success in work provides achievement and
success in performing tasks. Success is analyzed as a factor that creates job
satisfaction.
FACTORS OF JOB SATISFACTION
Job satisfaction is under the influence of a series of factors such as: The nature of
work, Salary, Advancement opportunities, Management, Work groups and Work
conditions. When talking about factors of job satisfaction the fact that they can
also cause job dissatisfaction must be kept in mind. Therefore the issue weather
job satisfaction and job dissatisfaction are two opposite and excludable
phenomena? There is no consensus regarding this issue among authors.
Herzbergs Two Factor Theory is probably the most often cited point of view. In
fact the main idea is that employees in their work environment are under the
influence of factors that cause job satisfaction and factors that cause job
dissatisfaction. Therefore al factors that have derived from a large empirical
research and decided in factors that cause job satisfaction (motivators) and factors
that cause job dissatisfaction (hygiene factors)
CONCEPTS OF JOB SATISFACTION

Lu, While, and Barriball (2005) mentioned the traditional model of job
satisfaction focuses on all the feelings about job of an individual. However, what
makes a job satisfying or dissatisfying does not depend only on the nature of the
job, but also on the expectations that individuals have of what their job should
provide.
Maslow (1954 cited in Huber, 2006) arranged human needs along a five level
hierarchy from physiological needs, safety and security, belonging, esteem to selfactualization. In Maslows pyramid, needs at the lower levels must be fulfilled
before those rise to a higher level. According to Maslows theory, some
researchers have approached on job satisfaction from the perspective of need
fulfillment (Regis & Porto, 2006; Worf, 1970). Job satisfaction as a match
between what individuals perceive they need and what rewards they perceive they
receive from their jobs (Huber, 2006). However, overtime, Maslows theory has
diminished in value. In the current trend, the approach of job satisfaction focuses
on cognitive process rather than on basic needs in the studies (Huber, 2006;
Spector, 1997).
Another approach as proposed by Herzberg (Herzberg et al., 1959; cited in
Huber, 2006) is based on the Maslows theory. Herzberg and colleagues built
Herzbergs motivation hygiene theory of job satisfaction. Theory proposed that
there are two different categories of needs, which are intrinsic (motivators) and
extrinsic (hygiene) factors. Theory postulates that job satisfaction and/or is
dissatisfaction is the function of two need systems. Intrinsic factors are related to
the job itself. Intrinsic factors seem to influence positively on job satisfaction. The
motivators include advancement, growth and development, responsibility for

work, challenging, recognition, and advancement. In other words, extrinsic
factors are closely related to the environment and condition of the work. The
hygiene relate to job dissatisfaction including supervision, company policy and
administration, working condition and interpersonal relation.
Lephalala, Ehlers, & Oosthuizen, 2008; Shimizu et al., 2005). This theory has
dominated in the study of job satisfaction, and become a basic for development of
job satisfaction assessment (Lu et al., 2005).Some previous theories have
proposed many factors contributed to job satisfaction such as the Maslows
hierarchy of needs and the set of Herzbergs motivation-hygiene theory. This
study is going to measure job satisfaction in two categories, including motivator
and hygiene factors, which are related to Herzbergs theory.
MEASURING JOB SATISFACTION
Usually job satisfaction is measured by using general scientific research methods
such as the questionnaire. Some of the most commonly used techniques for
measuring job satisfaction include:
Minnesota satisfaction questionnaire and
Job description index
The Minnesota Satisfaction Questionnaire is a paper-pencil type of a
questionnaire and can be implemented both individually and in group, but it does
not take sex differences into consideration. This questionnaire has one short form
and two long forms that date from 1967 and 1977. In fact 20 work features in five
levels are measured with this questionnaire. Responding to this questionnaire
usually takes between 15-20 minutes.
The 1967 version of the Minnesota Satisfaction Questionnaire uses the following
response categories:
Not satisfied
Somewhat satisfied
Satisfied
Very satisfied
Extremely satisfied.
The 1977 version of the Minnesota Satisfaction Questionnaire uses the following
response categories:
Very satisfied
Satisfied
Neither satisfied nor dissatisfied
Dissatisfied and
Very dissatisfied.
If compared its obvious that in a way the 1977 version of this questionnaire is
more balanced compared to the 1967 version.
This questionnaire the following aspects of job:
Co-workers
Achievement
Activity
Advancement
Authority
Company Policies
Compensation
Moral Values
Creativity
Independence
Security
Social Service
Social Status
Recognition
Responsibility
Supervision-Human Relations
Supervision-Technical
Variety
The Job Description Index is one of the most widely used techniques for
measuring job satisfaction. It is a simple and easily applicable method. The
measurement of strength and weakness within each factor are assign as in which
field improvement and changes are necessary.
This questionnaire allows acquisition of information on all major aspects of work

and takes sex differences into consideration. This questionnaire was first
introduced in 1969 and it measures five major job satisfaction aspects with a total
of over 70 potential job descriptions.
The factors considered by the job description index are:
The nature of work

Compensation and benefits
Attitudes toward supervisors
Relations with co-workers and
Opportunities for promotion.
MEASUREMENTS OF JOB SATISFACTION
Measuring job satisfaction is difficult, for it is abstract personal cognition that
only exists in the mind of individual. However, most researchers select a more
objective and in-depth survey instrument (Spector, 1997). Spector suggested
using an existing job satisfaction scale for the following advantages:
It has been reported to exhibit acceptable levels of reliability

It has been used a sufficient number of times to provide norm
It has been used in research to provide good evidence for construct validity
Using known scales saves the considerable cost and time necessary to a develop
scale. The Job Satisfaction Survey (JSS) was developed in 1985s (Spector,
1985).
This scale assesses employee attitudes about the job and aspects of
job from 9
separate facets of the job satisfaction:
Pay and pay raises
Promotional opportunities
Fringe benefits
Contingent reward
Supervision
Coworker
Nature of work
Communication within the organization
Operating procedures.
The scale was summated rating scale format which is the most popular for job
satisfaction scales. It consisted of 36 items and ranged on a 6-point Likert scale.
EFFECTS OF JOB SATISFACTION

Job satisfaction causes a series of influences on various aspects of organizational
life. Some of them such as the influence of job satisfaction on employee
productivity, loyalty and absenteeism are analyzed as part of this text.
The preponderance of research evidence indicates that there is no strong linkage
between satisfaction and productivity. For example a comprehensive metaanalysis of the research literature finds only a.17 best estimate correlation
between job satisfaction and productivity. Satisfied workers will not necessarily
be the highest producers. There are many possible moderating variables, the most
important of which seems to be rewards. If people receive rewards they feel are
equitable, they will be satisfies and this is likely to result in greater performance
effort. Also, recent research evidence indicates that satisfaction may not
necessarily lead to individual performance improvement but does lead to
departmental and organizational level Improvements. Finally there are still
considerable debate weather satisfaction leads to performance or performance
leads to satisfaction (Luthans, 1998).
Employee loyalty is one of the most significant factors that human resource
managers in particular must have in mind. Employee loyalty is usually measured
with the Loyalty Questionnaire and can cause serious negative consequences
when not in a high level. Usually three types of employee loyalty are considered:
affective loyalty, normative loyalty and continuity loyalty. Affective loyalty has
do with the cases when an employee feels an emotional connection to the
company, normative loyalty is a sort of loyalty that appears in cases when the
employee feels like he owes something to the company and continuity loyalty
comes as a result of the fact that the employee does not have an opportunity to
find a job somewhere else.
Research conducted by Vanderberg and Lance (1992)
during which they
surveyed 100 professionals in the information services for five months showed a
strong relations between job satisfaction and employee loyalty. Their research
proved that the higher the degree of job satisfaction the higher is the level of
employee loyalty.
Employee absenteeism causes serious additional costs for companies, therefore
managers are in permanent issue of ways how to decrease and reduce it to its
minimum. Probably, the best way to reduce employee absenteeism would be
through a increase in the level of employee satisfaction. Even though the effects
are modest the fact that job satisfaction contributes to decreasing the level of
employee absenteeism remains. So satisfaction is worth paying attention to,
especially since it is potentially under your control unlike some of the other
causes of absenteeism (e.g. illness, accidents). But as we said circumstances can
alter this equation. As a manager you could be implicitly encouraging
absenteeism by enforcing company policies. If people are paid for sick days, and
if they must be used or lost this is pretty Strong encouragement for employees
to be absent. In other words, youve helped create a culture of absenteeism that
can overcome the satisfaction effect. (Sweney and McFarlin, 2005)
When satisfaction is high, absenteeism tends to be low; when satisfaction is low,
absenteeism tends to be high. However as with the other relationships with
satisfaction, there are moderating variables such as the degree to which people
feel their jobs are important. Additionally, it is important to remember that while
high job satisfaction will not necessarily result in low absenteeism, low job
satisfaction is likely to bring about high absenteeism.
Hagedorn (2000) departs from Herzberg and colleagues (1993) work by
bundling motivators and hygienes into a single category (albeit with separate
sub-categories) and separating the influence of workplace relationships and
culture into its own category environment. Hagedorns model is adapted slightly
in this study by including institutional resources as a sub-category within the
motivators and hygienes. Institutional resources include satisfaction with twelve
types of institutional physical, financial and human resources. The rationale is that
institutional resources can also be considered mediators for job satisfaction

because a lack of resources hinders performance, similar to policies and other
hygiene factors.
The deprivation/domination paradigm postulates that the higher the deprivation of
a need, the higher its need strength.
An early review concluded that the
deprivation/domination paradigm was only partially supported for selfactualization, and not supported for safety, belongingness and esteem needs
(Wahba & Bridwell, 1976). On the basis of this review, many researchers have
assumed that the proposition is not supported (Wicker, Brown, Wiehe, Hagen &
Reed, 1993). This assumption may be inaccurate however, as many of the studies
included in the review have methodological limitations.
These limitations
concern: a) the operationalisation of need strength; and b) establishing causality.

In Alderfers (1969) study, subjects were asked to rate how much more of the
following factors they would like to have in their jobs; pay, fringe benefits, love,
status, and growth. Similarly, in Graham and Ballouns (1973) study, subjects
were asked how much improvement they wanted in their physiological, security,
social and self-actualization needs. These measures of need strength were then
correlated with corresponding measures of satisfaction.
Hall and Nougaim (1968) conducted a longitudinal study on managers,
interviewing them annually for five years. The participants rated the importance
of and satisfaction with a number of needs including safety, affiliation,
achievement and esteem, and self-actualization.
Inconsistent with Maslows
(1954) theory, the correlations between the satisfaction of needs and the
importance of needs were positive.
Wicker et als (1993) findings are inconsistent with Maslows (1970) theory,
they suggest that the correlations may have been inflated by halo-effects or
carryover rating bias. They postulate that the ratings may be affected by a general
motivation factor, and by earlier ratings. To control for such effects, deviation
scores were computed and correlated.
Deviation scores are calculated by
subtracting the grand mean over all scales for a need from the mean of that need
on each particular scale.
This removed a need-means factor from the data,
reducing any biasing effect on correlations resulting from mean differences

among needs (Wicker et al., 1993)
3.1 INDUSTRY PROFILE

INDUSTRY
Industry is concerned with the extraction of raw materials from the nature and
various other process of transforming these raw materials in to consumable goods.
It deals with the function of converting or transforming these materials extracted
from nature and to make them fit for human use or consumption. In brief, industry
deals with the production of goods of value.
SMALL SCALE INDUSTRY
ESCOL is operating as a small scale industry. It is significant segment of Indian
economy. The basic objectives underlying the development of small and medium
scale industries are the increase in the supply of manufactured goods, the
promotion of capital formation, the development of indigenous entrepreneurial
skills and the creation of employment opportunities. In addition they includes such
socio economic goals or the decentralization and dispersal of manufacturing
activities from the metropolitan and non-metropolitan and rural areas, reduction
of regional economic imbalances within a country and the entrepreneurial and a

managerial activities and skills as well as of technology throughout the country.
Small scale industries have an important role to play in the development of our
country. Every economy needs the existence, development and growth of small
scale enterprises. They play very important role and the main objectives of small
scale industry are;
To generate large scale employment opportunities with relatively low
capital investments.
To find solution for the unemployment of our country.
To promote balanced regional development of the nation.
ADVANTAGES OF SMALL SCALE INDUSTRY
They are capital light.

They are labour intensive.
They are skill light.
They are quick yielding.
According to recent estimates, about 90% of the industrial units in USA and
France come under the small scale industries sector. The small scale industries in
India give employment to 107 lakh persons. The small scale industry is more
flexible.
INDIAN SPICES INDUSTRY
Spices are largely grown in different parts of the world for culinary, medicinal use
and also for food flavoring, coloring, and preservation. Get complete Indian spices
information overview, insight into the Indian and global spices trade and also get
general information of spices on Indian spice market.
Indian Spices Market
India is famous for its spices that are widely used in industries like
pharmaceutical, neutraceuticals, perfumery, toiletry and cosmetics. Indian spices
are one of the major suppliers of pepper to a large number of countries.
Growth in Spices Market

The Indian spice market has shown remarkable growth in spice and culinary herbs
exports. Indian spices manufacturers are making substantial efforts to improve the
quality of spices backed up by technological advancement in order to tap the
international market. Advanced technologies such as carbon dioxide extraction,
cry grinding, encapsulation of spice oil is being undertaken to ensure high quality
of spices and their derivatives.
Market for Spice oils and Oleoresins
India is also leading in the field of spice derivatives, meeting almost 70% of the
total demand of spice oils and oleoresins. The country is providing value added
products and thus achieved repute in the international community. With a focus on
strong R&D, the Indian Manufacturers are developing new products,
implementing organic method of production for providing organic spices and
herbs, which command a 10-30% premium.
SPICE EXPORT FIGURES
India is one of the major Asian production and trading centre of spices, its
derivatives and also culinary herbs. Indias spice exports account for about 39% of
the total exports in terms of volume and around 22% in terms of exports value.
India meets almost 65% of the global demand for derivatives like spice oils and
oleoresins.
Table - 1
MAJOR SPICE MARKET EXPORTED
Chillies
33%
Seed spices
22%
Turmeric
11.4%
Spice Oils and Oleoresins
7.7%
Pepper
8.07 %
Cardamom
11.14%
Ginger
22.7%
Fennel
14.1%
Fenugreek
11.2%
Tamarind
0.09%
Nutmeg and Mace
1.1%
Source : www.wikipedia.com/-majorspicemarketexported
Major Markets for Indian Spices

India has traditionally been associated with providing spices such as cloves to the
rest of the world. As a result of appropriate climatic conditions, low labour rates,
use of advanced technology and provision of safe and high quality spices, India is
now emerging as one of the leading exporters of a variety of spices and culinary
herbs to a large number of countries.
COUNTRIES IMPORTING INDIAN SPICES
India is exporting superior quality spices to a large number of international
destinations. The volume and value of spice trade with these countries is also on a
rise. Some of the major importers are:
U.S.A
U.K
Germany
Japan
Srilanka
U.A.E
Malaysia
China
Nepal
Bangladesh
Singapore
Saudi Arabia
France
Netherlands
Canada
SPICE INDUSTRY OVERVIEW

India has traditionally been known for its spice and culinary herb production. It is
one of the largest spice producing and consuming country. Its strategic location,
climatic conditions, advanced production processes and availability of cheap
labour makes it advantageous for the producers to ensure large scale production of
quality spices and herbs.
India's Share in the Global Spice Market
The Indian spice industry is booming with a substantial increase in exports over
the past few years. India accounts for nearly 45% and 30% in terms of volume and
value in the world spice trade.
The booming global spice market also poses good opportunities for the Indian
spice industry to provide quality spices at competitive prices. India faces stiff
competition from China, Malaysia and Pakistan in terms of pricing of the
products. Manufacturers should therefore ensure consistency in supply, product
quality, pricing and marketing strategy to increase the share in exports.
Producers are incorporating latest methods and technologies to ensure higher
quality of spices and herbs. India is one of the prime exporters of pepper, chillies,
turmeric, seed spices and spice derivatives to the rest of the world. USA, EU,
Japan and Srilanka import these Indian spices in large volumes.
India's share in Global Spice Derivative Market
Spice derivatives can be categorized into spice oil, oleoresins and essential oils.
The demand for spice derivatives is also increasing due to the hygiene,
standardization and consistency factor. India contributes nearly 70% to the world
spice derivative market. It exports largely to the US, EU etc. Indian southern states
including Kerala, Karnataka and Tamil Nadu provide concentrated oils and
oleoresins for use in perfumery, pharmaceuticals, foods processing and industrial
chemical industry.
Government Initiative
Indian Government is providing financial assistance to farmers, growers and spice
producers and has also taken certain steps to ensure the availability of better
quality spices, more hygienically processed spices in order to boost exports. Indian
spice board also provides financial and technical assistance to farmers.
India is known as 'the home of spices'. From the ancient times India has been a
hub of spice cultivation, processing and export. Spices are well-known as
appetisers and are considered essential in the culinary art all over the world.
Apart from adding colour, flavour and taste, consumption of spices provide
infinite health benefits. For instance, spices intensify salivary flow. They cleanse
the oral cavity from food adhesion and bacteria, they help to check infection and
caries and protect the mucous membrane. Spices act as stimulant to the digestive
system and helps digestion in many ways. Stroke frequency and blood pressure
can be diminished or augmented by means of spices. Some may even be a
substitute for your costly beauty products and even medicines.
Here are the top 10 kitchen spices that have healing effects:
1. Fenugreek (methi): It is mainly used as a green leafy vegetable and seeds

are used for seasoning and preparing masalas. It also has many medicinal uses.
2. Coriander (dhania) leaves/seeds: All parts of the coriander plant are

edible, but the fresh leaves and the dried seeds are commonly used in cooking.
Seeds can be roasted or heated on a dry pan briefly before grinding to enhance and
alter the aroma.
3. Chillies (mirch): Your eyes may start watering just with the name of it, but
you would be surprised to know that these spicy ones have healing power too.
They have been used externally to relieve pain and internally to cure anything
from yellow fever to the common cold.
4. Turmeric (haldi): Although usually used in its dried, powdered form,

turmeric is also used fresh, much like ginger. Turmeric is sometimes also used as
an agent to impart a rich, custard-like yellow colour to the dishes.
5. Clove (laung): Cloves can be used in cooking either whole or in a ground

form, but as they are extremely strong, they are used sparingly. Cloves promote
enzymatic flow and boost digestive functioning..
6. Cinnamon (dalchini): An aromatic smelling bark, cinnamon is widely used

in most kitchens. It is principally employed in cookery as a seasoning and
flavouring material.
7. Black Pepper (kali mirch): Pepper is one of the oldest and most important
of all spices. It is usually dried (known as peppercorn when dried) and used as a
spice and seasoning. Black pepper is useful in relieving flatulence.
8. Cardamom (elaichi): Cardamom is the "queen of spices"; it is one of the

most valued spices in the world. Cardamom has a strong, unique taste, with an
intensely aromatic fragrance. Cardamom is used chiefly in medicines to relieve
flatulence and for strengthening digestion activities.
9. Cumin (jeera)/Carom (ajwain): Cumin and Carom seeds are both used
for cooking and also possess many medicinal properties. They are a good source
of iron and keeps immune system healthy.
10. Asafoetida (hing): Asafoetida is used as a digestive aid, in food as a

seasoning. Its odour, when uncooked, is so strong that it must be stored in airtight
containers otherwise the aroma will contaminate other spices stored nearby.
The uses and benefits of spices

Spices are used and imported from India since ages. Many of these spices like
cardamom, clove, nutmeg, ginger etc., are inseparable ingredients of the Indian
'Masala Chai'. This shows that spices form the basis of not only food in India but
also for making a good cup of tea. Though these spices provide innumerable
benefits they should be used sparingly. The excessive use of spices in food can
cause harm to the health. Try to make specific use of these spices. This will help
you to make optimal use of the resources provided by nature. Strike the right
balance and add some spice to your life.
Organic spices
Organic spices are those spices that are grown using organic farming method.
Indian organic spices are grown without or with only limited use of pesticides and
other synthetic fertilizers, growth regulators. A number of countries provide
technological and financial assistance to farmers and producers for using organic
method of producing spices including chilies, ginger, turmeric, cumin, fennel,
fenugreek, coriander, and dill etc.
Indian Organic Spices Market
The Indian organic spices market is comparatively small at present (According to
estimates, it is a little more than 1% of the total spice demand). Indian organic
spices market is growing, which can be attributed to the desire to consume natural,
wholesome products that is further driving the consumption of spices overall.
International Trade in Organic Spices

The international circuit is witnessing a growth in the trade of organic spices and
herbs. More and more countries are encouraging the farmers and other growers to
produce spices using organic methods of farming. North America and Europe are
one of the major organic spice markets. The organic spices and herbs production
has served the fresh market and according to certain survey conducted, organic
spices command a 10-30% premium in the international market.
Application of Organic Spices
Organic spices are used mainly for food flavoring and preservation. However,
spices have medicinal, aromatic properties that also make them useful in a number
of industries including:
Perfumes
Cosmetics
Medicine
There are various spice extraction methods being employed these days for
extracting essential oils from different spices and herbs. The quality of oil and
spice extraction depends on the kind of method used for extracting oil. Below are
few of the major spice extraction methods being used these days:
Steam Distillation : One of the most popular method for extracting oil
from spices, the process involves heating the water to produce steam,
which is a carrier of volatile chemicals present in the spice.

Hydrodistillation : This is one of the oldest methods of extraction used.
The spice is fully immersed in hot water. The result is a soup, which carries
aromatic molecules of the plant.

Solvent Extraction : Many herbs and spices cannot be extracted from
distillation method, so solvent extraction is the safest method for extracting
high quality oil.

Carbon Dioxide Extraction : This method is also being popularly used
for oil extraction from different spice. Carbon Dioxide in liquid form is
used as a inert and safe liquid solvent for extracting aromatic molecules.
SPICE PRODUCTION AREAS

The spice production areas or centers, its derivatives and culinary herbs are
concentrated in the moderate and semi-tropical regions of the world. These laces
are suited for a particular spice or herb due to their climatic conditions and other
factors including low wage rates, sound infrastructure etc.
Global spice production areas/centers

Total global production of spices has rapidly increased since the 1960s, from 1.7million metric tons in 1965 to 6.6-million metric tons in 2005 (see Table 7). It
shows that production techniques and therefore yields have increased and land
cultivated has risen to meet growing global consumption of spices.
India leads the world in spice production, with some 3.1-million metric tons in
2004, or just under half of world production. China is the second largest producer,
with 692,000 metric tons in 2004, or 10.5% of total world production, followed by
Indonesias 448,000 metric tons or 6.8%. However, one must keep in mind that
more tons do not necessarily represent greater export earnings; many spices like
saffron, which is more valuable per ounce than gold, have high value-to-weight
ratios. South Asia (India, Pakistan and Nepal) is the leading region, producing
55% of world production. South East Asia (Indonesia, Vietnam and Thailand)
follows with 13.2% and East Asia (China) produces 10.5%. The EU and the
middle East have been increasing their production of a variety of spices through
new production techniques, including greenhouses, drip irrigation and farming
technology improvements. Nonetheless, only some spices can be grown profitably
in these environments (even with the help of technology), while others cannot be
grown in developed countries at all.
Indian Spice Production Areas/Centres
The production of spices and herbs is widely distributed in a number of Indian
states. Southern states of Karnataka, Kerala, and Tamilnadu are one of the major
areas producing quite a few spices, states of Rajasthan and Uttar Pradesh are also
apt for growing spices like Garlic, Mustard, Fennel, Turmeric etc.
3.2 COMPANY PROFILE

Seven decades of tradition in the trading of spices and herbs enabled Enjayes to
venture into the high-tech area of Essential Oils & Spice Oleoresins processing in
1980.Enjayes Spices & Chemical Oils Ltd is the brain child of an adventurous
team of Enjayes men. ENJAYES SPICES AND CHEMICAL OILS LTD, a 100%
Export Oriented Unit, Approved by Govt. of India is manufacturing from vide
variety of spices herbs and aromatics plants. The kind of success Enjayes Products
had over the years in largely due to its stress on stringent quality and strong
commitment to customers satisfaction in all the respects.
LOCATION
The company is located in Central Travancore the picturesque Spices Hill and it is
the ideal location for harvesting good quality raw material. (A mere 3-hour drive
from Cochin Airport or 2-hour drive from Trivandrum Airport).
The experience of the promoters in the field has contributed to the setting up of
the present state-of the art factory for manufacturing essential oils and spice
oleoresins. Spices of the apt quality are processed as per the buyers requirement.
The factorys location in the spice growing belt of points of the company are
manned by skilled hands.
Located in the Spice belt of Kerala, Enjayes an
abundant supply of garden-fresh Spices and Herbs. Further, the five purchase
points Enjayes has throughout the state, are manned by trained and specialized
personnel. Centralized scientific facilities for warehousing, cleaning ,drying and
sorting of raw spices are factors that make Enjayes all the more efficient.
100% EXPORT ORIENTED UNIT
ESCOL (Enjayes Spices And Chemicals Oils LTD) comes under 100% export
oriented unit scheme. Under this scheme, it will have exemption from excise and
custom duties. Being 100% export oriented unit, it has the advantage of importing
raw materials without waiting for prior permission. Also excise duty on
machineries imported, petroleum products etc are exempted. The company gets
time to time benefits of income tax as per budget.
CERTIFICATE OF RECOGNITION
The companys stress on maintaining quality and ensuring consumer satisfaction
has paid off quite well. Mr. N.S John, Managing Director received the National
Award for the best entrepreneur from the President of India in 1987.A series of
other recognitions followed suit
They include the following:
The Best Productivity Award

Udyog Patra Award
Bharatiya Udyog Jyothi Award
Vikas Ratna award
National Unity award
The Hind Gaur Award
Chart - 1
3.2.1 ORGANISATIONAL CHART OF ESCOL
A Study on Emp oyees ob Sat sfact on at En ayes Sp ces & Chem ca O s Ltd
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FUNCTIONAL DEPARTMENTS
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Organization includes several complicated functional area for reducing the bad of
complication. The business house and industry divide the whole organization into
several departments and divisions. This is very useful to ensure smooth and
efficient management of all functional area. The executive director is essential for
the smooth running of the organization. The different departments are;
HUMAN RESOURCE DEPARTMENT

PRODUCTION DEPARTMENT
MARKETING DEPARTMENT
FINANCE DEPARTMENT
PURCHASE DEPARTMENT
QUALITY DEPARTMENT
RESEARCH DEPARTMENT
EXPORT DEPARTMENT
3.2.2 HUMAN RESOURCE DEPARTMENT

Chart - 2
The hierarchical structure of Human Resource Department is given below
Manager H R
Public Relations Officer
Assistant Manager (P & A)

Estate Supervisor
Front Officer
Office Assistants
Other Administration
&
Supporting Staff
Every organization is made up of people, acquiring their services, developing

their skills, motivating them to higher levels of performance, and ensuring that
they continue to maintain their commitment to the organization are essential to
achieve organizational objectives. Organizations that are able to acquire, develop,
stimulate and keep outstanding workers will be effective and efficient; ineffective
or inefficient organizations risk the hazards of stagnating or going out of
business. Human resource thus creates organizations and makes them survive and
prosper. If human resources are neglected or mismanaged, the organization is
unlikely to do well. The focus of human resource management is to develop the
latent potential of a workforce so that it can contribute to the achievement of
organizational goals. In Enjayes spices and chemical oils Ltd., HR department is
under the directorship of HR manager and also excellent assistant managers and
section officers assist him for smooth running of department function.
The objectives of the HR department as follows
Individual development.
Cordial relationship between employer and employees.
Effective molding of human resource as contracted with physical resource.
Proper fulfillment of the function of the department like recruitment,
transfer.
Training, placements etc.
Proper orientation and introducing of new employers.
Providing better working condition and other facilities.
Good relation with trade unions.
Personal research function.
HR FUNCTION
1 Manpower planning
Project manpower requirements
Taking stock of existing manpower
Manpower development
2 Recruitment
Recruitment is a process of searching for prospective employees and stimulating
and encouraging them to apply for jobs in an organization. The quality and the
number of persons to be recruited is a very important deciding factor during
recruitment .If an organization fails to procure the services of persons with
required qualifications, skill and caliber continuously, a time may come ultimately
when all the qualified persons retire and the organization is certainly bound to
suffer. Therefore, the importance of recruitment and selection of the right type of
persons at the right time is indispensible to the organization.
In the company the recruitment of unskilled workers is done through in direct
basis i.e. after the manpower planning the company handed over the duty of
recruitment to external agencies. The vacancies of management staff filled through
direct selection procedures. The company gives advertisement in leading
newspapers for selecting the qualified personals.
3 Selection
Selection is the process of planning the right person in the position at right time.
The selection of managerial staff mainly done through written tests and interviews
and the selection of technical staff are made on the basis of their technical
knowledge and experience. In the selection procedure of Workers the company

searches for their skills and physical health.
4 Induction and placement
For technical staffs they will appoint person as apprentice through ITI Centre from
one year. At this time they will be having stipend. If the performance of them is
satisfactory to the concerns requirements them they are absorbed. At this stage
their salary will be fixed.
5 Training
The company provides on the job training to the Employees. Under this system,
the training is given at the work place itself by his immediate supervisor. The
principle behind this training is learning by doing. The concern also conducts
classes to impact knowledge to the employees about new techniques adopted by
the concern.
6 Wages and salary administration
This is fully controlled by H.R department. The H.R officers make the pay role
and forward it to the finance department about the salary and wages to be paid to
the employee. The HR department keeps track of the employee attendance. They
will calculate how much pay should be given to the employees to the number of
days worked; this includes deduction of money for the PF, ESI etc.
The salary includes basic wages, fixed daily allowance, variable DA Incentive for
attendance, incentives or extra wages. The working hours of office and laboratory
are from 9am to 5pm. The production is done in three shifts that is form 8am to
4pm, from 4pm to 12 midnight, from 12 midnight to 8am.
7 Promotion policy
It is the responsibility of the perusal department of the concern to develop an
effective promotional policy. It should be in writing and must be understood by to
that there is no change of suspicion on the part of any employee. The policy
should consider merit, seniority, potential and attendance of the employees. In this
organization the promotion policy is based on the merit and seniority.
8 Performance appraisal
The officers are appraised yearly and workers are appraised by every month. The
appraisal is done by each department through their head by a questionnaire.
9 Retirements
The company is not provides any voluntary retirement scheme (VRS). As the
governments rule the employee has retires in 58 year the retirement they will get
gratuity and provident fund.
INDUSTRIAL RELATION
Company can always keep good industrial relation in the organization. The
company the employees and employer are in good terms. So there is an
atmosphere of peace and justice.
1 Grievance procedure
It is the procedure for handling employee grievance. In the company the
employee grievance are handling through the following procedure.

The inured party hands over the written complaint to the section officer directly.
If the section officer is failed to solve the employ grievance he forward the
complaint to HR manager.
The HR manager feels any difficulty to solve the problem the top management
directly entered to the grievance settlement.

Discipline
The discipline actions are vented with the managing director. But the disciplinary
action and enquiries are conducted.
The HR department of the company is very strict on its disciplinary policies for
e.g. In the attendance if any in-disciplinary activities found, then the immediate
superior will give the showcase notice to concern employee. And if it is a minor
case, the employee asked to apologies. If it is a major mistake then he will be
suspended under pending enquiry and once the enquiry is completed, the HR
manager will take action as per the findings of the enquiry.
3.2.3 PRODUCTION DEPARTMENT

Chart - 3
The hierarchical structure of Production Department is given below :
Production
Manager
Superviso
r
Operator
s
Helpers
Superviso
r
Operator
s
Helpers
Superviso
r
Operator
s
Helpers
Production is the process by which conversion of raw materials and other inputs in
to finished products. Production management deals with a recognized part of
almost every company. It is the primary function of management. Production
system consist of inputs at one end and outputs are connected by a series of
operations processors, storage and inspections. The department responsible for the
manufacturing or creation of a product. The department includes Stores
Department, Quality Control Department, and Maintenance Department.
Functions of Production Department
The unit cost of the product should be estimated carefully and effort should
be made stick to the cost standards.

Setting of proper manufacturing schedules to ensure timelines.
Optimum utilization of inputs of production like men, materials and
machines.
The Production Department deals with the production, packing and
transportation of goods.
The company has to produce goods in accordance to the standards set by
the customers who have given the orders.
Basically the goods are classified into

Fast moving goods
Medium moving goods
Slow moving goods
Fast moving goods are those goods which are regularly produced even though no
orders have been received. They are produced anticipating regular markets. Pepper
Oleoresin, capsicum oleoresin, turmeric oleoresin etc are some of the examples of
fast moving goods. Medium moving goods are those goods which are produced in
twice the proportion in which it is ordered.
For example, if one tone of a medium moving good is ordered, then the company
will produce two tones of it. Examples of
medium moving goods are nutmeg
oleoresin, ginger oleoresin etc.

Slow moving goods are those which are produced in a proportion same as that of
the order received. Clove oleoresin are some of the examples of slow moving
goods.Production capacity of the company is 3000 metric tons of raw materials
per annum. The shipment of goods is done on order basis. For transportation of the
finished goods large containers are hired on contract basis.
3.2.4 MARKETING DEPARTMENT

Chart 4
The hierarchical structure of Marketing Department is given below :

Marketing Manager
Sales Manager
Asst. Manager
Staf
Marketing is the performance of business activities that direct the flow of goods
and services from producer to customer or user. Marketing is the total system of
interacting business activities designed to plan, price, promote and distribute want
satisfying products and services to present and potential customers.
Marketing is the performance by which seller find buyers and by which goods and
services move from producers to consumers. It is so important to an industry that
about half the cost of goods and services results from the marketing process.
ESCOL is the market leader in the southern region of the country, competition is
quite strong as there are many players at present, in this industry.
The elements of marketing mix are:
Product
Price
Promotion
Place
3.2.5 FINANCE DEPARTMENT

Chart - 5
The hierarchical structure of Finance Department is given below :
Finance Manager
Asst. Manager
Sr. Accounts Officers
Accounts Officer
Accounts Assistants
The Finance Department plays an important part in any company. It deals with the
financial matters of the company. The main functions of the Finance Department
are procurement of funds for the organization and management of the same. For
the proper functioning of a business, adequate finance is a must. Finance has to be
raised to invest in the business. A business with a shortage of finance will not
move on smoothly. The department prepares the final accounts for the company.
ESCOL started as a private company in 1980. Its got converted into public
company in 1995.Shares are issued through private placement method Mr. N.S
John is the Chairman and Managing Director of the Co. His family owns 70% of
the shares. The remaining is owned by other private parties. The total capital of the
Co. is Rs. 7.50 crores.
Even though it is a public company, it is not a listed company and hence its shares
are not distributed widely. In order to meet any additional fund requirements,
personal arrangements are made.
The company provides credit facility to its customers. The company allows 40 to
60 days to credit period. To obtain correct payments, the company insures its
receipts on Export Credit Guarantee Corporation of India Ltd on the basis of
shipment details.
The different modes of payment are
Advance payment
Letter of credit
Documents on purchase
Cash against documents
The companys Finance Department tries its maximum to obtain maximum grants
from the Central Government, like Vishesh Krishi Upagi Yoagana (VKUY). Also
they will try on avail maximum incentives form the customs department and
excise department on the basis of being an exporting company. For example excise
duty on machineries imported, petroleum products etc are exempted. For imports
of raw materials they dont have to pay customs duty. Also the Finance
Department sees to it that the company is getting time to time income tax benefits
as per the budget.
3.2.6 PURCHASE DEPARTMENT
Chart - 6
The hierarchical structure of Purchase Department is given below :
Purchase Manager
Stores Supervisor
Stores Staf
Store Keeper
The Purchase Department handles all the purchases for the company. About 90%
of the raw material is raw spice. It is very expensive. The analytical chemist will
check the quality of raw materials imported by the company. The suppliers
provide free transportation of the commodities for the company. As a result the
company doesnt incur any transportation charges.
The Purchase Department keeps accurate records of the inventory. The purchased
raw materials are stored in huge godowns. There is a store supervisor to see that
inventory details are properly recorded. Even though the company purchases the
raw materials in bulk, it cannot convert it into finished goods immediately as the
company is practicing batch production method. Hence it is very important that
over stocking of raw materials be avoided. It will also help the company from
blocking its working capital in the raw materials. Also the stores supervisors sees
the under stocking of raw materials is also avoided.
3.2.7 QUALITY CONTROL DEPARTMENT
Chart - 7
The hierarchical structure of Quality Control Department is given below :
Quality Control Manager
Analytical chemists
Chemists for general workers
Production chemists
Chemists for general workers
ESCOL is having an efficient Quality Control Department. For ensuring quality

products to the customers, the company is vigilant from the purchasing stage
itself. It is the responsibility of the analytical chemists to check the quality of raw
materials purchased and of the production chemists to check the quality of the
final products.
Enjayes is well equipped with the most modern equipments. It is having the
sophisticated instruments like
Gas Chromatograph - identify solvent residue in finished product.
Spectrophotometer - detect color value and pungent principles of different
spices
Polarimeter
Refractometer
- detect optical notation

- detect refractive index
The importers will expect high quality oils and oleoresins when placing an order.
The company will have to abide this by providing the quality product. Also the
company gas to satisfy the international standards for exporting such goods.
Catering to the quality conscious customers around the globe, Enjayes feels that
quality is the key element behind its resounding success.
3.2.8 RESEARCH DEPARTMENT
Chart 8
The hierarchical structure of Research Department is given below :
Product Development
Manager
Scientists
Scientist Staff
Chemists
Horticulturalis
t
Chemical Engineers
Research and development department is an important section of a company. It
plays an important role in pushing forward the company to the future. The
Research and Development department is entailed with finding new products,
developing new products and improving the existing products. The company
believes that in the competitive world of business, it has to improve or update its
product from time to time. Otherwise it may lose its market share or even be
pushed out from the market.
ESCOL is having a highly efficient Research and Development Department. It
consists of a team of experienced scientists, chemists, chemical engineers,
horticulturists etc. They work in close laison with the companys production and
marketing departments. A full fledged Research and Development Department,
with its team of Research Scientists, Chemists and Chemical Engineers ensure
uniform standards of quality for the products.
3.2.9 EXPORT DEPARTMENT

Chart 9
The hierarchical structure of Export Department is given below :
Export
Manager
Legal
Asst.
Superviso
r
Assistance
Staf
Assistance
Staf
Helpers
A company, like ESCOL which is 100% export oriented unit, has to fulfill a lot of
procedure.
The company should first register itself with Spices Board. The company must
submit export details, quarterly to the spices board. Moreover it should get
clearance from the customs department. To export goods the company has to
submit certain per shipment documents to Customs Department and post shipment
documents to the party as per payment terms.
Export Documents
The export documents are mainly grouped into two as:
1. Pre-shipment documents
2. Post-shipment documents
The important pre-shipment documents are:
Export Invoice
Packing list
A.R.E.1 Form
G.R Form/SDF
Shipping bill
The pre-shipment documents submitted to the customs will be thoroughly checked
by them. They also examine the products to make sure that it is as per the preshipment documents. If satisfied, they will declare it as cleared and will seal the
container.
The important post-shipment documents are:
Bill of Lading/Airway bill
Generalized system of preference or GSP
Insurance (original)
Invoice (original)
Packing list
After getting the approval of these documents, the following documents should be
submitted to the bank for getting the foreign money.
Order
Bill of exchange
Invoice
Packing list
Bill of lading/Airway bill
Analytical data
Generalized system of preference or GSP
GR form
Special customers invoice(required for export to USA/Canada)
Insurance
3.3 PRODUCT PROFILE

Enjayes Spices And Chemical Oils Ltd is one of the leading procedures of oils and
oleoresins. The company is producing standard quality products. All the products
of the company are exported to foreign countries.
PRODUCT RANGE
1.
2.
3.
4.
5.
Essential oils
Spice oils
Oleoresins
Natural food colors
Dehydrated products
PRODUCTION DETAILS
The production of oil, oleoresin, natural food colors and dehydrated products is a
long and very complicated process. It requires skilled workers. At ESCOL, the
batch production method is followed. Usually certain spices are extracted in
double stage but single process is also there. The process of extracting oil and
oleoresins from raw spices will generally be the same in all companies. But the
proportion of solvents used for extracting resin from raw spice will be different for
different companies. The proportion of solvents used by the companies is kept as a
trade secret. Sometimes, rare solvents are also used for boosting extractions.
ESCOL manufactures products such as:
1. ESSENTIAL OILS
Essential oil has traditionally been used for therapeutic value. These oils have the
properties of the spice or herb they are derived from. These aromatic and volatile
oils are extracted from the leaves, stems, and flowers of a plant. Essential cooking
oil is are of complex composition and contains aldehydes, alcohols, esters, phenol
in varying proportions. Since these specialty oils have a very strong aroma and are
highly volatile, they are used as a raw material in flavoring and perfumes.
These steam distilled spice derivatives are primarily extracted from spices and
herbs, in the raw form. Since these oils are highly concentrated, they need to be
diluted before usage.
ESSENTIAL OIL PRODUCTION METHOD
Steam Distilled
Solvent Extracted
Cold Pressed
Hydro Diffused
Carbon Dioxide Extraction
Use of essential oils

The essential oils are traded in high volume and are particularly consumed in the
flavor, personal care, industrial and pharmaceutical industries. These spice
derivatives can have various benefits including anti septic and anti microbial
action, for a healing and soothing effect. Some of the products in which these
essentials used are:
Soaps
Cosmetics
Perfumery
Confectionary
Chewing Delicacies
Aerated Drinks
Syrups
2. SPICE OILS
Spice oil is a spice derivative that is extracted generally by steam distillation

process. The spice essential oil distilled off from the spices at the initial stage
before subject to solvent extraction. Spice oil are the volatile components present
in spices and provide the aroma and flavor of the spice they are made from.
Popular Spice Oil
Spice essential oil is traded in large volumes for use in a number of industries.
Some of the extensively traded oils are as follows:
Clove oil
Cinnamon oil
Pepper oil
Ginger oil
Cardamom oil
Nutmeg and mace oil
Mint oil
Use of Spice oil
Food processing
Beverages
Pharmaceuticals
Chemicals
Aromatherapy
Personal hygiene products: e.g. tooth paste, mouth washes and Aerosols
3. OLEORESINS
After the extraction of oil, the remaining de-oiled powder or flake is dried and is
charged in extraction batteries for solvent extraction. The de-oiled powder will be
treated with solvents like hexane, acetate, ethyl acetate, menthol etc. The mixture
is called MISCELLA. The solvent absorbs resin out of the de-oiled powder. After
a fixed time, the solvents are withdrawn which contain resin. This process is
known as Washing. It is carried out for at least five times, This process is stopped
on by when the concentration falls below 5%.After this process, the solvent and
resin is separated in a separator. When this resin is mixed with oil, it becomes
oleoresin. Spice Oleoresins are essentially the concentrated liquid from obtained
from spices. This spice derivative has the same character and property of the spice
it is obtained from. Oleoresins are popularly used for food flavoring in the food
processing industry.
USE OF SPICE OLEORESIN
Spice oleoresins find wide application in a number of industries for its strong
flavor and aroma.
Meat Caning
Beverages
Pharmaceuticals
Perfumery
Confectionary
Tobacco
Sauces
ESCOL extracts oils and oleoresins from almost all the spices. Both these items
are exported to more than 20 countries. Oil is extracted form a lot of spices and
herbs. They are stated as follows:
Ajowan
Black pepper
Celery/ Terpene
Cardamom
Calamus
Carrot seeds
Curry leafs
Clove
Cumin
Celery seed
Cardamom seeds
Davana
Dill
Fenugreek
Green pepper
Ginger
Garlic
Lemon grass
Mace
Nutmeg
Parsley seed
Palmarosa
Turmeric
Oleoresin is extracted from the following spices
Anis
Black pepper
Celery
Capsicum
Coriander
Cumin
Curry leaf
Cinnamon
Dry clove bud
Fenugreek
Ginger
Mace
Nutmeg
Onion
Paprika
Turmeric
White pepper
The packing of the product is of food grade packing. Epoxy coated steel drums,
high density polyethylene drums and aluminium cans are used for packing the
finished products.Essential oil is the aroma part of the raw material that is spices
while oleoresins are the total principle of raw materials.
Essential oil is volatile oil. Oleoresins are mixture of the oils and resins. The
mixing proportion is in accordance to the demand of the customers. The solvents
used by the company for extracting resin are kept as a trade secret. The
Dehydrated Product produced by the company is Dehydrated Green Pepper.
4.1 PERCENTAGE ANALYSIS

4.1.1 EMPLOYEES RESPONSE ABOUT THE NATURE OF WORK
Table No. 4.1.1
Sl. No
Work
No. of
Responden
Percentag
e
manageable
ts
60
60
Non manageable
40
40
100
100
Tota
l
(Source: Primary data)
Figure No. 4.1.1

EMPLOYEES RESPONSE ABOUT THE NATURE OF WORK
70
60
50
40
30
20
10
0
MANAGEABLE
NON MANAGEABLE
INTERPRETATION
From the above table, it can be found that 60% of the selected respondents are
come under manageable, and 40% of the respondents are come under non
manageable.
4.1.2
EMPLOYEES RESPONSE TOWARDS THE AVAILABILITY OF

MACHINES AND EQUIPMENTS FOR WORK
Table No. 4.1.2
Sl.No
Ranking
1
2
3
4
5
Total
No .of Respondents
Highly satisfied
Satisfied
Dissatisfied
Highly dissatisfied
No opinion
17
48
10
11
14
100
Percentage
17
48
10
11
14
100
Figure No. 4.1.2

EMPLOYEES RESPONSE TOWARDS THE AVAILABILITY OF
MACHINES AND EQUIPMENTS FOR WORK
60
50
40
30
20
10
0
INTERPRETATION
From the above table it is inferred that majority of the respondents (48%) are
satisfied with the availability of machines and equipments required for the work.
17% are highly satisfied and 10% are dissatisfied with the statement. 11% of the
respondents are highly dissatisfied and 14% of respondents have no opinion about
the availability of machines and equipments required for work.
4.1.3
EMPLOYEES RESPONSES ABOUT THE SUPERIOR SUPPORT

Table No. 4.1.3
Sl.No
1
2
3
4
5
Total
Ranking
Highly satisfied
Satisfied
Dissatisfied
Highly dissatisfied
No opinion
No. of
Percentage
Respondents
5
37
14
9
35
100
5
37
14
9
35
100
Figure No. 4.1.3

EMPLOYEES RESPONSES ABOUT THE SUPERIOR SUPPORT
40
35
30
25
20
15
10
5
0
INTERPRETATION
From the above table it is inferred that maximum no of respondents (37%) are
satisfied with their superiors support. About 5 % of the respondents are highly
satisfied. 14 % of the respondents show dissatisfaction and 9 % of the respondents
are highly dissatisfied with their superior. 35% of the respondents have no
opinion about the statement.
4.1.4 EMPLOYEES OPINION ABOUT THE SATISFACTION
LEVEL WITH PRESENT JOB
Table No. 4.1.4
Sl.No
Ranking
No. of
Percentage
Respondents
1
2
3
4
5
Total
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
40
20
30
10
0
100
40
20
30
10
0
100
Figure No. 4.1.4

EMPLOYEES OPINION ABOUT THE SATISFACTION LEVEL
WITH PRESENT JOB
45
40
35
30
25
20
15
10
5
0
INTERPRETATION
From the above table, it is clear that 40% of the selected respondents are Highly
Satisfied and 20% of the respondents are satisfied, and 30% of respondents
remain neutral opinion, and remaining 10% of the respondents are dissatisfied on
their present job.
4.1.5 EMPLOYEES OPINION ABOUT THE MANAGEMENTS
HELPFULNESS AND SYMPATHETIC TO EMPLOYEES
PROBLEMS IN WORKSTATION
Table No. 4.1.5
Sl.No
Ranking
No. of
Percentage
Respondents
1
2
Total
To Large Extent
To Some Extent
70
30
100
70
30
100
Figure No. 4.1.5

EMPLOYEES OPINION ABOUT THE MANAGEMENTS HELPFULNESS
AND SYMPATHETIC TO EMPLOYEES PROBLEMS IN WORKSTATION
80
70
60
50
40
30
20
10
0
TO LARGE EXTENT
TO SOME EXTENT
INTERPRETATION
70% of the employees feel that the management is sympathetic To Large Extent in
their problems faced at workstation and 30 % feels that they are Some Extent
sympathetic towards the workstation.
4.1.6 EMPLOYEES RESPONDS ABOUT THE COMPANYS TRAINING
IMPROVE PERFORMANCE, IF YES, THEIR LEVEL OF
SATISFACTION WITH THE TRAINING PROVIDED
Table No. 4.1.6

Sl.No
Ranking
No. of
Percentage
Respondents
1
2
Total
Satisfied
Not satisfied

90
10
100
90
10
100
Figure No. 4.1.6

100
90
80
70
60
50
40
30
20
10
0
SATISFIED
NOT SATISFIED
EMPLOYEES RESPONDS ABOUT THE COMPANYS TRAINING

IMPROVE PERFORMANCE, IF YES, THEIR LEVEL OF
SATISFACTION WITH THE TRAINING PROVIDED
INTERPRETATION
About 90% of the employees are satisfied with the training provided by the
company to improve their performance and the rest 10 % are not satisfied with the
training provided by the company.
4.1.7
EMPLOYEES OPINION ABOUT THE COMPANYS CAREER

ADVANCEMENT OPPORTUNITIES
Table No. 4.1.7
Sl.No
1
2
3
4
5
Ranking
Excellent
Good
Fair
Poor
Very poor
No. of
Percentage
Respondents
7
33
20
34
6
7
33
20
34
6
Total
100
100
Figure No. 4.1.7

EMPLOYEES OPINION ABOUT THE COMPANYS
CAREER ADVANCEMENT OPPORTUNITIES
40
35
30
25
20
15
10
5
0
EXCELLENT
GOOD
FAIR
POOR
VERY POOR
INTERPRETATION
having poor opinion about the companys career advancement opportunities.
About 7 % of the respondents are having excellent opinion and 20% are having
fair opinion about the statement. 33% of the respondents show a good opinion and
6% are of having very poor opinion about the companys career advancement
opportunities.
4.1.8 EMPLOYEES OPINION ABOUT THE JOB SECURITY
Table No. 4.1.8
Sl.No
1
2
3
4
Ranking
Excellent
Good
Fair
Poor
No. of
Percentage
Respondents
17
36
15
20
17
36
15
20
5
Total
Very poor
12
100
12
100
Figure No. 4.1.8

EMPLOYEES OPINION ABOUT THE JOB SECURITY
40
35
30
25
20
15
10
5
0
EXCELLENT
GOOD
FAIR
POOR
VERY POOR
INTERPRETATION
having good opinion about the job security. About 17 % of the respondents are
having excellent opinion and 15% are having fair opinion about the statement.
20% of the respondents show a poor opinion & 12% are of having very poor
opinion about the job security.
4.1.9
EMPLOYEES OPINION ABOUT THE PRESENT

COMPENSATION
PACKAGE
Table No. 4.1.9
Sl.No
1
2
3
4
Ranking
Excellent
Good
Fair
Poor
No. of
Respondents
9
32
41
10
Percentage
9
32
41
10
5
Total
Very poor
8
100
8
100
Figure No. 4.1.9

EMPLOYEES OPINION ABOUT THE PRESENT COMPENSATION
PACKAGE
45
40
35
30
25
20
15
10
5
0
EXCELLENT
GOOD
FAIR
POOR
VERY POOR
INTERPRETATION
having fair opinion about the present compensation package. About 32% of the
respondents are having good opinion and 9% are having excellent opinion about
the statement. 10% of the respondents show a poor opinion &8% are of having
very poor opinion about the companys compensation package.
4.1.10 EMPLOYEES OPINION ABOUT THE BENEFITS PROVIDED BY
THE
Sl.No
COMPANY
Table No. 4.1.10
Ranking
Excellent
No. of
Percentage
Respondents
15
15
2
3
4
5
Total
Good
Fair
Poor
Very poor
39
28
10
8
100
39
28
10
8
100
Figure No. 4.1.10

EMPLOYEES OPINION ABOUT THE BENEFITS PROVIDED BY THE
COMPANY
45
40
35
30
25
20
15
10
5
0
EXCELLENT
GOOD
FAIR
POOR
VERY POOR
INTERPRETATION
having good opinion about the benefits provided by the company. About 28% of
the respondents are having fair opinion and 15% are having excellent opinion
about the statement. 10% of the respondents show a poor opinion &8% are of
having very poor opinion about the benefits provided by the company.
4.1.11
EMPLOYEES
ENVIRONMENT
OPINION
ABOUT
THE
WORKING
Table No. 4.1.11

Sl.No
1
2
Ranking
Excellent
Good
No. of
Percentage
Respondents
22
48
22
48
3
4
5
Total
Fair
Poor
Very poor
25
3
2
100
25
3
2
100
Figure No. 4.1.11

EMPLOYEES OPINION ABOUT THE WORKING ENVIRONMENT
60
50
40
30
20
10
0
EXCELLENT
GOOD
FAIR
POOR
VERY POOR
INTERPRETATION
having good opinion about the working environment. About 25% of the
respondents are having fair opinion and 22% are having excellent opinion about
the statement. 3% of the respondents show a poor opinion & 2% are of having
very poor opinion about the working environment.
4.1.12
EMPLOYEES OPINION ABOUT THE INTER-PERSONAL

RELATIONSHIP WITH IN THE ORGANIZATION
Table No. 4.1.12
Sl.No
1
2
Ranking
Excellent
Good
No. of
Percentage
Respondents
21
47
21
47
3
4
5
Total
Fair
Poor
Very poor
12
10
10
100
12
10
10
100
Figure No. 4.1.12

EMPLOYEES OPINION ABOUT THE INTER-PERSONAL
RELATIONSHIP WITH IN THE ORGANIZATION
50
40
30
20
10
0
EXCELLENT
GOOD
FAIR
POOR
VERY POOR
INTERPRETATION
having good opinion about the inter-personal relationship with in the
organization. About 12% of the respondents are having fair opinion and 21% are
having excellent opinion about the statement. 10% of the respondents show a
poor opinion &10% are of having very poor opinion about the inter-personal
relationship with in the organization.
4.1.13
EMPLOYEES OPINION ABOUT THE WELFARE MEASURES

PROVIDED BY THE COMPANY
Table No. 4.1.13
Sl.No
Ranking
No. of
Percentage
1
2
3
4
5
Total
Respondents
12
35
39
10
4
100
Excellent
Good
Fair
Poor
Very poor
12
35
39
10
4
100
Figure No. 4.1.13

EMPLOYEES OPINION ABOUT THE WELFARE MEASURES
PROVIDED BY THE COMPANY
45
40
35
30
25
20
15
10
5
0
EXCELLENT
GOOD
FAIR
POOR
VERY POOR
INTERPRETATION
having fair opinion about the welfare measures provided by the company. About
35% of the respondents are having good opinion and 12% are having excellent
opinion about the statement. 10% of the respondents show a poor opinion & 4%
are of having very poor opinion about the welfare measures provided by the
company
4.1.14
EMPLOYEES OPINION ABOUT EMPLOYEE MOTIVATION

WITH IN THE ORGANISATION
Table No. 4.1.14
No. of
Sl.No
Ranking
Respondents
Percentage
1
2
3
4
5
Total
Very effective
Effective
Average
Less effective
Very less effective
16
23
44
12
5
100
16
23
44
12
5
100
Figure No. 4.1.14

EMPLOYEES OPINION ABOUT EMPLOYEE MOTIVATION WITH IN
THE ORGANISATION
50
45
40
35
30
25
20
15
10
5
0
INTERPRETATION
having average opinion about the employee motivation towards the organization.
About 23% of the respondents are having an effective opinion and 16% are
having very effective opinion about the statement. 12% of the respondents show
an effective opinion & 5% are of having very less effective opinion about the
employee motivation towards the organization.
4.1.15
EMPLOYEES OPINION ABOUT THE PROMOTIONAL POLICY OF

THE
ORGANIZATION
Table No. 4.1.15

Sl.No
Ranking
No. of
Percentage
1
2
3
4
5
Total
Respondents
6
10
45
34
5
100
Excellent
Good
Fair
Poor
Very poor
6
10
45
34
5
100
Figure No. 4.1.15

EMPLOYEES OPINION ABOUT THE PROMOTIONAL POLICY OF THE
ORGANIZATION
50
45
40
35
30
25
20
15
10
5
0
EXCELLENT
GOOD
FAIR
POOR
VERY POOR
INTERPRETATION
having fair opinion about the promotional policy of the organization. About 34%
of the respondents are having poor opinion and 10% are having good opinion
about the statement. 6% of the respondents show an excellent opinion & 5% are
of having very poor opinion about the promotional policy of the organization.
4.1.16
EMPLOYEES RESPONSE ABOUT THE COMPAMNY POLICIES

REALLY HELPFUL TOWARDS WORK
Table No. 4.1.16
Sl.No
1
2
Total
Ranking
No. of Respondents
To Some Extent
To Large Extent
60
40
100
Percentage
60
40
100
Figure No. 4.1.16

EMPLOYEES RESPONSE ABOUT THE COMPAMNY POLICIES
REALLY HELPFUL TOWARDS WORK
70
60
50
40
30
20
10
0
TO SOME EXTENT
TO LARGE EXTENT
INTERPRETATION
60% of the employees feel that the company policies really protect their interest
towards the work. 40% of them feel that their interests towards work are not
protected.
4.1.17
EMPLOYEES OPINION ABOUT THE PARTICIPATION IN DECISION

MAKING
Table No. 4.1.17
Sl.No
1
2
3
4
5
Total
Ranking
Excellent
Good
Fair
Poor
Very poor
No. of
Percentage
Respondents
13
18
37
23
9
100
13
18
37
23
9
100
Figure No. 4.1.17

EMPLOYEES OPINION ABOUT THE PARTICIPATION IN DECISION
MAKING
40
35
30
25
20
15
10
5
0
EXCELLENT
GOOD
FAIR
POOR
VERY POOR
INTERPRETATION
having fair opinion about employee participation in decision making. About 23%
of the respondents are having poor opinion and 18% are having good opinion
about the statement. 13% of the respondents show an excellent opinion & 9% are
of having very poor opinion about employee participation in decision making.
4.1.18 EMPLOYEES RESPONSE TOWARDS TREATMENT OF

ACCIDENT AND INJURY IN THE COMPANY
Table No. 4.1.18
SI.
No.
Ranking
Number of
respondents
Percentage of responds
Highly Satisfied
25
25
Satisfied
70
70
Neutral
Dissatisfied
Highly dissatisfied
100
100
Total
Figure No. 4.1.18

EMPLOYEES RESPONSE TOWARDS TREATMENT OF ACCIDENT
AND
INJURY IN THE COMPANY
70
60
50
40
30
20
10
0
INTERPRETATION
70% of the respondents are satisfied and 20% of the respondents are highly
satisfied and 5%
of the respondents have neutral opinion.
4.1.19 EMPLOYEES OPINION ABOUT CO-ORDINATION BETWEEN

DIFFERENT DEPARTMENTS
Table No. 4.1.19

Sl.No
1
2
3
4
5
Total
Ranking
Excellent
Good
Fair
Poor
Very poor
No. of
Percentage
Respondents
15
31
45
5
4
100
15
31
45
5
4
100
Figure No. 4.1.19

EMPLOYEES OPINION ABOUT CO-ORDINATION BETWEEN
DIFFERENT
DEPARTMENTS
50
45
40
35
30
25
20
15
10
5
0
EXCELLENT
GOOD
FAIR
POOR
VERY POOR
INTERPRETATION
having fair opinion about co-ordination between different departments. About
31% of the respondents are having good opinion and 15% are having excellent
opinion about the statement. 5% of the respondents show a poor opinion & 4%
are of having very poor opinion about co-ordination between different
departments.
4.1.20
EMPLOYEES OPINION ABOUT CHANCES TO DEVELOP

MULTI SKILLS IN ORGANIZATION
Table No. 4.1.20
Sl.No
1
2
3
4
5
Total
Ranking
No. of
Respondent
s
6
32
43
12
7
100
Excellent
Good
Fair
Poor
Very poor
Percentage
6
32
43
12
7
100
Figure No. 4.1.20

EMPLOYEES OPINION ABOUT CHANCES TO DEVELOP MULTI
SKILLS IN ORGANIZATION
45
40
35
30
25
20
15
10
5
0
EXCELLENT
GOOD
FAIR
POOR
VERYPOOR
INTERPRETATION
having fair opinion about chances to develop multi skills in organization. About
32% of the respondents are having good opinion and 12% are having poor
opinion about the statement. 7% of the respondents show a very poor opinion &
6% are of having excellent opinion about co-ordination between different
departments.
4.2 CHI-SQUARE ( 2) test

Chi-square test is to test the goodness of fit to verify the distribution of
observed data with assumed theoretical distribution. Therefore it is a measure
to study the divergence of actual and expected frequencies. The formula for
computing chi-square is as follows.
Chi-square = {(O-E) 2 / E}
The calculated value of chi-square is compared with the table of chi-square for
the given degrees of freedom at the specified level of significance. If the
calculated value is greater than the tabulated value then the difference between
the observed frequency and the expected frequency are significant.
Degree of freedom = (R 1) (C 1)
Whereas,
O = Observed frequency
E
= expected frequency
number of row
number of columns
Null Hypothesis (Ho)

: There is no significant relationship between
4.2.1
CHI-SQUARE WITH
OPERATIVE
operative
functions of FUNCTIONS
the organization OF
and job
ORGANIZATION
satisfaction
Alternate Hypothesis (H1)
: There is significant relationship between
operative functions of the organization and job

satisfaction.
Table - 4.2.1
List of operative functions of the company and the respective level of
Satisfaction
4.2.1 CHI-SQUARE WITH OPERATIVE FUNCTIONS OF
ORGANIZATION
Table - 4.2.1
List of operative functions of the company and the respective level of
Satisfaction
Fair
Poor
Very poor
33
20
34
12
35
39
10
13
18
37
23
21
47
12
10
10
45
34
17
36
15
20
22
48
25
32
41
10
23
14
80
functions
Career
advancement
Welfare
measures
Participation
in decision
making
Inter
personal
relationship
Promotion
policy
Job security
Working
environment
Compensatio
n package
Total
10
7
259
Table 4.2.2 Calculation of Chi-Square Test
Total
Good
Operative
Excellent
Opinion
10
0
10
0
10
0
10
10
0
10
0
10
0
10
0
O-E
(O-E)2
(O-E)2/E
13.375
-6.375
40.6406
3.0385
33
32.375
0.625
0.3906
0.0120
20
29.25
-9.25
85.5625
2.9252
34
18
16
96
5.3333
-1
0.1428
12
13.375
-1.75
3.0625
0.2289
35
32.375
2.625
6.8906
0.2128
39
29.25
9.75
95.0625
3.25
10
18
-8
64
3.5555
-3
1.2857
13
13.375
-0.375
0.1406
0.0105
18
32.375
-14.375
206.6406
6.3827
37
29.25
7.75
60.0625
2.0534
23
18
25
1.5555
0.5714
21
13.375
7.625
58.1406
4.3469
805.1406
24.8692
47
32.375
-28.375
2 = (O-E) 2/E
E= Row Total * Column Total/Total Number
Degree of freedom = (r-1) (c-1) = (8-1) (5-1) = 28
Tabled value at 0.05 Level of significance = 41.337
Calculated value = 169.3626
DECISION
The calculated value 169.3626 is greater than the tabled value 41.337. So we
will Reject the Null Hypothesis H0 and Accept H1. That is, there is significant
relation between operative functions of the organization and job satisfaction.
So the operative functions of the organization are relevant for this study.
5.1
FINDINGS
Majority of the workers of Enjayes Spices & Chemical Oils Limited shows
a positive response on job satisfaction with related to various operative
functions of the organization.

Majority of the workers believes work easily be carried out.
Enjayes Spices & Chemical Oils Limited is successful in providing a very
good and standard machines and equipments for better working.

About 37% of respondents are satisfied with their superiors support.
Most of the employees are highly satisfied with present job.
Majority of the workers remarks that managements helpfulness and
sympathetic to employees problems in workstation is satisfactory.

Majority of the workers is beneficial towards the training.
About 34% of the respondents have poor opinion about the companys
career advancement opportunities.

36% of the respondents have a good opinion about the job security.
The employees are also shows a fair responds towards the present
compensation package of the organization.

The employee benefits provided by Enjayes Spices & Chemical Oils
Limited are also very good.

Most of the workers believes that Enjayes Spices & Chemical Oils Limited
provides a good working environment.

Most of the employees have good opinion about the inter personal
relationship with in the organisation.

About 39% of the respondents have a fair opinion about the welfare
measures provided by the organization.

About 44% of respondents showed an average level of satisfaction on
employee motivation with the factory.

Most of the employees show a positive response towards the promotional
policy of the organization.

Most of the workers believe that the company policies are really helpful to
them.
About 37% of respondents have a fair opinion about the employee
participation in decision making.

Majority of the workers have a satisfied response towards treatment of
accident and injury in the company.

Most of the respondents have the opinion that the co-ordination between
different departments is fair.

Most of the respondents show a positive sign that the organization provides
enough chances to develop multi skills in the organisation.

There is significant relation between operative functions of the
organization and job satisfaction.
5.2
SUGGESTIONS
The company has to improve the career advancement opportunities for its
employees. Enjayes Spices & Chemical Oils Limited should implement
several initiatives in order to develop their employees career. More
significant of them are career planning workshop, career counseling
mentoring, personal plans and career workbooks. Job related training
should be given once in 6 months. This will help the employees to enhance
the present skills and perform their task more effectively and efficiently.
The company should maintain the compensation package for the

employees. Compensation to workers will vary depending upon the nature
of the job, risk involved, nature of working condition, paying capacity of
the employer etc.
Necessary arrangements should be made to increase and improve the cooperation between the employees for effective and speedy achievement of
the organisation goals. The departmental heads should maintain the healthy
relationship between various departments; such relations can lead to the
benefits like industrial peace, higher productivity, industrial democracy,
collective bargaining and high morale etc.
The employee benefits provided by the company should be increased.

Enjayes Spices & Chemical Oils Limited must offer good wages and
fringe benefits to attract and retain talented employees with the
organisation. To provide benefits such as paid vacations, insurance,
maternity leave, free travel facility, retirement benefits etc.
The company should also focus in motivating the employees in their work,
which will increase the job satisfaction of the employees. Maximum
employees are looking for welfare facilities such as tea to be provided
twice a day to keep them fresh and active at work. Then employee in the
service section doesnt have a lunch room. So the management must
arrange for it so that they feel good and enjoy themselves in the lunch
hours.
The organisation shall make a fair participation of employee towards the
decision making process and the supervisor/manager should give regular
feedback on performance by holding informal meeting with each
individual. supervisor/manager should appreciate and encourage employee
to work hard.
The company also makes necessary improvements in the promotion policy.

The desire for promotion is generally strong among higher level employees
as it involves change in job content, pay, responsibility, autonomy and
status.
Direct feedback should be collected frequently or through monthly.
Financial reward should provide to the special task achievers or for

successful employees.
5.3 CONCLUSION
The study conducted at Enjayes Spices & Chemical Oils Limited helped to
identify employees opinion about job satisfaction and also helps to give
suggestion for improving the level of satisfaction. Only certain areas require
improvement like pattern of promotion, present compensation packages, benefits
provided etc.
The co-operation from the side of workers and management and employees are
appeasable. The workers of Enjayes Spices & Chemical Oils Limited show a
positive response on job satisfaction with related to various operative functions of
the organization. If the organizations provide a good relation with the workers,
then a partial way of dissatisfaction can be avoided.
Thus, from the above study it is concluded that the employees at Enjayes Spices
& Chemical Oils Limited, were satisfied in almost all the aspects. Any
organization functions with good and better satisfaction among the employees
will surely increase the performance of the organization.
APPENDIX
QUESTIONNAIRE ON JOB SATISFACTION AT ENJAYES SPICES &
CHEMICAL OILS LIMITED, PATHANAMTHITTA
The following information will be used only for the purpose of analysis and
will not be shared with anyone
Personal details
Name
:
.
Age
:
.
Gender
:
.
Experience
:
.
Nature of employment
:
.
Educational qualification :
.
Department
:
.
Please indicate your level of agreement with each of the following
statement
1) Response about the nature of the work
manageable
Non manageable
2) Response towards the availability of machines and equipments for work

Highly satisfied
Satisfied
Highly dissatisfied
No opinion
Dissatisfied
3) Response about superior support

Highly satisfied
Satisfied
Highly dissatisfied
No opinion
Dissatisfied
4) Opinion about the satisfaction level with present job

Highly satisfied
Dissatisfied
Satisfied
Neutral
Highly dissatisfied
5) Opinion about the managements helpfulness and sympathetic to

employees problems in workstation
To large extent
To Some Extent
6) Responds about the companys training improve performance, if yes, their

level of satisfaction with the training provided
Satisfied
Not satisfied
7) Opinion about the companys career advancement opportunities

Excellent
Good
Poor
Very poor
Fair
8) Opinion about job security

Excellent
Good
Poor
Very poor
Fair
9) Opinion about the present compensation package

Excellent
Good
Poor
Very poor
Fair
10) Opinion about the benefit provided by the company

Excellent
Good
Poor
Very poor
Fair
11) Opinion about the working environment

Excellent
Good
Poor
Very poor
Fair
12) Opinion about the interpersonal relationship within the organisation

Excellent
Good
Poor
Very poor
Fair
13) Opinion about the welfare measures provided by the company

Excellent
Good
Poor
Very poor
Fair
14) Opinion about employee motivation within the organisation

Very effective
Effective
Less effective
Very less effective
Average
15) Opinion about the promotional policy of the organisation

Excellent
Good
Poor
Very poor
Fair
16) Opinion about the company policies really helpful towards work
To large extent
To small extent
17) Opinion about the employee participation in decision making

Excellent
Good
Poor
Very poor
Fair
18) Response towards treatment of accident and injury in the company

Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
19) Opinion about co-ordination between different departments

Excellent
Good
Poor
Very poor
Fair
20) Opinion about chances to develop multi skills in the organisation

Excellent
Good
Poor
Very poor
Fair
BIBLIOGRAPHY
BOOKS
Ashwathapa K., Human Resource Management (third edition), Tata Mc
Graw Hill Publication Company Ltd.115

Dr Rane D.B , Employee Satisfaction : An Essence Of organization,
Volume 11 Issue 7,2011

Kothari C.R., Research Methodology, New Delhi; New Age International
Publication, second edition.

Pestonjee D.M, Motivation & Job Satisfaction, 1st Edition Mac Millan
India Limited.
Sherlekar S.A., Marketing Management, Himalaya publishing House,
2006.
Tripathi, Personnel Management & Industrial Relations.
WEBSITES
Retrieved from
http://www.enjayes.com/aboutus
http://www.enjayes.com/aboutus/history
http://www.indianspices.com/spice_india
http:// www.spicesofindia.com/indianspices
http://en.wikipedia.org/wiki/Job_satisfaction
http://en.wikipedia.org/wiki/india_spiceindustry

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A Study on Employees Job Satisfaction at Enjayes Spices & Chemical Oils Ltd

V.N.S College of Arts and Science ; Konni

well as strategic approach to workforce management, demanded by corporate

V.N.S College of Arts and Science ; Konni

1.2 OBJECTIVES OF THE STUDY

To study the job satisfaction level of employees in Enjayes Spices &

1.3 SCOPE OF THE STUDY

V.N.S College of Arts and Science ; Konni

1.4 RESEARCH METHODOLOGY OF THE STUDY

V.N.S College of Arts and Science ; Konni

research problem .it may be understood as a science of studying how research is

1.4.1 RESEARCH DESIGN

1.4.2 SAMPLING TECHNIQUES AND SAMPLE SIZE

Random Sampling: This type of sampling is based on chance selected

types of Random Sampling are Simple Random Sampling, Stratified Sampling,

1.4.3 SOURCES OF DATA

1.4.4 DATA ANALYSIS TOOLS AND TECHNIQUES

V.N.S College of Arts and Science ; Konni

1.4.5 STATISTICAL ANALYSIS

V.N.S College of Arts and Science ; Konni

The formula for computing chi-square is as follows.

V.N.S College of Arts and Science ; Konni

1.5 DURATION OF THE STUDY

1.6 LIMITATIONS OF THE STUDY

Hence there is a chance for miss assumption.

that the management might take action on them.

V.N.S College of Arts and Science ; Konni

2.1 REVIEW OF LITERATURE

Job related factors

V.N.S College of Arts and Science ; Konni

CONCEPTS OF JOB SATISFACTION

motivators include advancement, growth and development, responsibility for

V.N.S College of Arts and Science ; Konni

This questionnaire allows acquisition of information on all major aspects of work

The factors considered by the job description index are:

The nature of work

It has been reported to exhibit acceptable levels of reliability

V.N.S College of Arts and Science ; Konni

EFFECTS OF JOB SATISFACTION

V.N.S College of Arts and Science ; Konni

Research conducted by Vanderberg and Lance (1992)

during which they

institutional resources can also be considered mediators for job satisfaction

An early review concluded that the

concern: a) the operationalisation of need strength; and b) establishing causality.

Inconsistent with Maslows

Deviation scores are calculated by

V.N.S College of Arts and Science ; Konni

on each particular scale.

This removed a need-means factor from the data,

reducing any biasing effect on correlations resulting from mean differences

3.1 INDUSTRY PROFILE

V.N.S College of Arts and Science ; Konni

of regional economic imbalances within a country and the entrepreneurial and a

To generate large scale employment opportunities with relatively low

ADVANTAGES OF SMALL SCALE INDUSTRY

They are capital light.

V.N.S College of Arts and Science ; Konni

Growth in Spices Market

V.N.S College of Arts and Science ; Konni

Spice Oils and Oleoresins

Nutmeg and Mace