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A Summer Training Project on

Submitted in Partial Fulfillment of the Requirement for award of

MASTER OF BUSINESS ADMINISTRATION

2013-2015

Submitted To: Submitted By :

Mr. GAURAV RAJPUT SAMEER AHMED

HOD of MBA (3rd Semester)

MBA Department Roll No: 130470028

UNDER THE GUIDANCE OF:

MRS. MONIKA AGARWAL

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PREFACE

The New World order studies states that there is a difference between

Educations, Knowledge and learning. Vocational training is therefore provided

to Management students to bridge gap the between what we study into

the classroom, our own knowledge actual business environment.

A study has been done on the FMCG Industry during my summer training

at CHANDRA BEVERAGES PVT. LTD. franchise of PARLE AGRO which

situated in NAJIBABAD (Regional Head Office).I want to express my

appreciation in fulfillment of this project.

This project also gives me an opportunity to study the concept of Sales,

Promotion and Research as a whole rather than emphasizing on my

particular area.

In this attempt all the significance and important data has been scripted

down specifically. Some of the details and data has been described

because of the confidentiality of the company . Hope that the project will

be able to provide whatever has been expected from me.

Sameer Ahmed

MBA IIIrdSem

ROLL NO. 1307470028

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ACKNOWLEDGEMENT

I dedicate this page to all those who have silently or actively left indelible

mark on my project report, so that they may give credits which richly

deserve.

Talent &capability are of course necessary but opportunities & right

guidance is two very important backups without which any person cannot

the ladder for success. Proper guidance and direction is required in order

to achieve the goal & making optimum of each and every opportunity. It is

my great privilege to have Summer Training in such an estimated business.

I am thankful from the core of my heart &express my feeling of gratitude

and acknowledgement to my “Project Mentor AHTESHAM KHAN H.R. (HEAD)

(CHANDRA BEVERAGES PVT. LTD.) PARLE AGRO PVT. LTD.” whose constant

support and faith in me always motivate me and his knowledge and

brilliance has pulled us out of doldrums in this project.

Mundane words are not enough to express our insufficient to express our

indebtedness towards “(HOD) MR.GAURAV RAJPUT under internal guidance

MRS. Monika Agarwal,Faculty Department of Management, B.I.T.

MUZAFFERNAGAR” whose enormous assistance helped us in the completion

of project.

Sameer Ahmed

MBA IIIrdSem

ROLL NO. 1208470028

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DECLERATION

I, Sameer Ahmed a student of MBA (2013-2015) ,at B.I.T.

MUZAFFARNAGAR hereby declare that this Project Report under

the title "SATISFACTION LEVEL OF EMPLOYEE OF CHANDRA

BEVERAGES PVT. LTD."is the record of my original work under the

guidance of Ahtesham Khan (HR Head) in CHANDRA BEVERAGES PVT.

LTD. This report has never been submitted to anywhere else for

award of any degree diploma.

(Sameer Ahmed)

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Table of Content of Project Report

S.NO TOPIC PAGE NO.

1. INTRODUCTION OF COMPANY 7-36

Company Profile

Parle Agro Bailley Water

Bailley Water Price list

Parle Agro Beverages Product

Parle Agro Factories

Making Bailley Water

Executive Summary

Swot Analysis

2. RESEARCH METHODOLOGY 37-47

Introduction

Research Design

Research Tools

Data Collection

Objective of the study

Scopes of the study

Importance & Functions of HR Manager

3. About the Topic 48-67

4. Data Analysis 68-79

5. Questionnaire 80-82

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6. Conclusion 83-84

7. Limitation of the Study 85-86

8. Findings 87-88

9. Recommendation & Suggestions 89-90

10. Bibliography 91-92

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COMPANY

PROFILE

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INTRODUCTION

WATER is essential for human beings, all of disease comes through water. Hence Water

which one drink should be pure and hygienic. Through to meet the wide gap in demand

and supply of packed drinking water Company have planned for the present project.

M/S CHANDRA BEVERAGES PVT. LTD.(CBPL) is a Pvt. Ltd. Company incorporated in 1987 by

the name of KUSUM AGRO FOOD PRODUCTION PVT.LTD. for manufacturing Of Mango

Pulp for Bottling Unit of COKE company have close down the production activities. Now

to uncast the high demand of Water Management have planned to start unit of Packed

Drinking Water under the franchisee agreement with PARLO AGRO PVT. LTD. MUMBAI

for manufacturing of BAILLEY- PACKED DRINKING WATER.

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PRODUCT:

Packed Drinking Water is purified water as per as BISspecification and Parle Agro Pvt.

Ltd. Mumbai quality controls. This is consumed by common man hence it have high

demand.

MARKET POTENTIAL:

Packed Drinking Water is being have high demand in the market. It is common man

consumption items. Now a day very one require pure and hygienic water by this may

diseases are prevented. Demand of product is very high in comparison to its supply. Hence

market potential of the product is good.

PLANT CAPACITY:

The capacity of the unit is worked out at 1080000 cases of Packed Drinking Water.

Detailed calculation showing the relationship between the plant capacity and utilization

of capacity are given in financial attached.

TECHINICAL ASPECTS:

i.TECHNICAL KNOW HOW:

The plant will be set up under the technical supervision of the M/S PARLE AGRO PVT.

LTD. MUMBAI and as per standard of BIS. All machinery suppliers are international reputed

Companies.

ii.RAW MATERIALS AND CONSUBALES :

The main raw material for the manufacture of Drinking Water is WATER , Performs, Caps,

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Label, Waterston etc.. The main raw material WATER is obtained by own boring. Other Raw

Material is also easily available through suppliers of Parle Agro Pvt. Ltd.

MANUFACTURING PROCESS:

An details manufacturing process and flow chart showing stages of production is attached

with project profile.

QUALITY CONTROL:

I. Quality control is essential process in developing the product this can be divided

broadly in.

a. Testing of water.

b. Testing ph purified water.

C. Testing of final product.

ii. Testing of raw material - water at different stages will ensures the

right type of material as per-determined composition is produced.

iii. Testing of the finished product as per BIS specifications compulsory. For this a small

chemical laboratory will be set up to test the various element of Water with the help of

highly experienced Chemist .

iv. Company is ISO Company.

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INFRASTRUCTURED:

I. LOCATION OF SITE:

The company unit is already set up at vill.Dudhla Dyalwala, Haridwar. All the infrastructure

facilities required for the project are easily available.

ii. POWER & FUEL:

The unit shall require Power Load of 100 KVA ,Company will obtained it through UPPCL

and as standby arrangement own generators will be installed..

iii. WATER:

The water is required for the main raw material and is continuously flow in the process.

The water supply is very important. To meet the requirement of the plant , unit has bored

a tube well.

iv. TRANSPORT:

The unit is located on main road there is no problem in transport of Raw Material and

Finished Goods.

vi. EFFLUENTS:

The process of manufacturing Packing of Drinking Water is non polluting industry required

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NOC from Pollution Control Board will be obtained in due course.

SELLING ARRANGEMENT:

Selling of the products shall be made directly by the Companion the basis of orders received.

No difficulty is anticipated this regard. Company products are well recognized in the market

& Company have already set network of dealers all over the Country.

Objective of the company:

* Shouldn’t your organization providing the purest, safest

Bottled water available and keep it always available?

* Product quality safety and convenience are the very reason why today's consumer

chooses Bailley water with more people opening more bottles every year!

* Our goal is to deliver the highest quality packaged drinking water from Parle agro for

your business or brand with better efficiency and total company support. It’s that simple.

* CONCLUSION:

Based on the above analysis and financial worked we request to sanction credit limits as

requested.

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INTRODUCTION OF PARLE AGRO

* Being lead by a visionary, Parle agro today holds a very strong reputation in the market

place across India.

* Both Parle and its brand score extremely high on their equity with consumer in India.

* Parle agro has a turnover of 800 crores.

* With manpower strength of over 1300 Parle Indians.

* It has recently ventured in to confectionary business and has accomplished plan India

presence within short period.

Parle Agro is a trusted Food & Beverages players with iconic brand that are recognized

as household names in India. The company has been consistently delighting consumers

with new products, tastes and experiences, for more than two decades. Its product

portfolio ranges from sparkling and still Beverages, to delicious snacks, confectionary and

bottled water.

Known for its innovative products and packaging, the company has been a long standing

market leaders in fruits based Beverages . It was the first Indian company to offer

packaged fruits drinks in TETRA and PET formats. With its diversificationinto foods in

2007, Parle Agro aims to achieve its vision of being a leader in the Indian Foods and

Beverages Industry.

Parle Argo’s brands include Frooti (mango drink), Appy (appy drink), Saint Juice (100%

Juice), Appy Fizz (sparkling apple drink), Grappo Fizz (Sparkling grape drink), Bailley

(packaged drinking water), Bailley Soda, Hippo (baked wheat snack), Hippo Round-Round

(round shaped , backed Snack), Buttercup Soft ease and Soft ease Mithai (Toffee),

Dhishoom (Masala Soda). The company’s total turnover stands at Rs . 1500 Crores.

PARLE AGRO IS a PRIVATE LIMITED company founded in 1929. It owns the brands including

Frooti, Appy,LMN, Hippo and Bailley.

Several Parle soda brands including Citra Thums Up, Limca, Gold Spot and Maaza were

sold to Coca Cola in 1993 for a reported $ 40 million. At the time of sales, the Parle

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brands together had a 60% market share in the industry. The brands were strong in South

India. Citra was phased out by 2000 to make way for Coke's international brand, Sprite.

Parle agro Private Limited engages in producing and selling beverages, bottled water,

food products, and polyethylene transpalent products in India. The company's products

include grape, apple, mango and lemon drinks; and juices snacks, and confectionery. It

offers polyethylene transpalentperforms and caps for bottled water, beverage, edible oil,

food, and pharmaceutical industries. The company was founded in 1985 and is based in

Mumbai, India.

Parle products were founded in 1929 in British India. It was owned by the Chauhan family of

Vile Parle, Mumbai. The Parle brand became well known in India following the success of

products such as the Parle-G biscuits and Thums Up soft drink.

The original parle company was split into three separate companies owned by the

different factions of the original.

Chauhan family:

* Parle Products, led by Vijay, Sharad and AnupChauhan (owner of the brands Parle-G ,

Melody, Mango Bite, Poppins,Monaco and (krackjack).

* Parle Agro , led by PrakashChauhan and his daughters SCHAUNA, Alisha and Nadia

(owner of the brands such as Frooti and Appy)

* Parle Bisleri, led by Ramesh Chauhan.

All three companies continue to use the family trademark name "Parle". Parle Agro

commenced operation in 1984. It started with Before beverages, and later diversified into

bottled water (1993) , plastic packaging (1996) and confectionary (2007). Frooti, the first

product rolled out of Parle Agro in 1985, became the largest selling mango drink in

India.

The original Parle group was amicably segregated into three non-competing businesses. But a

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dispute over the use of "Parle" brand across, when Parle Agro diversified into the

confectionary business, thus becoming a competitor to Parle Products. In February 2008,

Parle Products used Parle Agro for using the brand Parle for competing confectionary

products. Later, Parle Agro launched its confectionary products under a new design

which did not include the Parle brand name. In 2009, the Bombay High Court ruled that

Parle Agro can sell its confectionary brands under the brand name ''Parle'' or

''ParleConfi'' on condition no relationship with Parle Products.

EXPORTS:

Besides holding a strong position in India Parle Agro distribution its Beverages to

different parts of the World, a few countries where Parle Agro brands are exported are

as follows.

* USA

* CANADA

* AFRICA

* NEW ZEALAND

* MALDIVES

* UAE

* SINGAPORE

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PARLE AGRO BAILLEY WATER

BAILLEY

THE FOUNTAIN OF YOUTH-

* Launched in 93, it was amongst the first Package Drinking Water available in India.

* Bailley is one of the first Packaged Drinking Water brands to be issued an ISI certification.

* It is the preferred choice of premium airlines like jet Airways & British Airways.

* Bailley is available in a variety of SKUs carting to different consumer groups.

* Bailley has maintained its image as a pure & rust worthy brand of water.

Experienced yet energetic, pure yet playful. Bailley keeps itself active by regularly making

pioneering effort. It is the first water brand to be issued an ISI certificate. The first to

launch special four-side 200ml bottles catering to premium airlines like Jet Airway and

British Airway. Considering the fact that the water segment is growing at a staggering

rate of 40%, the future is clearly Bailley.

Parle Agro, better known for its mango drink Frooti, is now betting big on its Packaged

Water, Bailley and Lemon Drink, LMN, as high revenue grosser in the future. The

company has chalked out strategic to ramp up production facilities, strengthen distribution

network and alter pack sizes to tap a larger pie of the market in these two categories.

At present, the company has 40 water packaging factories of the Bailley across the

country and it plans to add 15 more by December.

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"Our plan is to have more number of water packaging factories that may be lower in

capacity but nearer to the retail outlets," said Nadia Chauhan, joint managing director and

chief marketing officer, Parle Agro. "A Bailley water plant nearer to the destination will

mean that our respond time stock refurbishment faster than others.

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THE PORTFOLIO

* We offer a diversified portfolio to cater to different needs of consumer rights from

individual consumption the portfolio say it all.

* 200ml (Airlines)

* 300ml (marriage)

* 500ml (sporty)

* 1 Liter (on the go)

* 2 Liter (retail package)

* 5 Liter (hill station)

* 20 Liter (institution)

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PARLE AGRO BAILLEY PRICE LIST

Following is a quick overview of the various packaging option

provided by Bailley along with the target consumer:

Size of the Price per Target consumer Bottle

bottle

500 ml Rs. 10 Teenagers, college student

And roadside consumers.

Also aimed to supply to the

Indian Railways.

1Liter Rs.15, 20, 25 General consumers and

Travelers.

2Liter Rs. 25 Small offices, shopkeepers,

Householders.

5Liter Rs. 50 Householders, Institutions,

Offices, retail shops

Showrooms.

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20 Liters Rs.75 Householders, Institutions,

Offices, Schools, & Colleges.

Soda 600ml Rs.15 In bar & restaurants and houses.

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PARLE AGRO BEVERAGES PRODUCT

FROOTI

A popular mango drink, that’s been around since 1985. And rated as India’s Most Trusted Fruit

Beverages Brand*. It is the brand's unique ability to change that has kept it true to its

essence, "Fresh 'n' Juicy." from its launch as a tetra pack, through the PET, triangular

shaped pack to the recently launched multiple mango icon packs reflect just that. The

playful and native nature of the brand has helped it gain great acceptance with the

young and the old, time and again. Littre wonder that even after 25yrs Frooti remains

the most preferred mango drink, the world over.

PARLE AGRO a Rs.600 crores food and beverages company, has introduced a fresh new

packaging for Frooti--India's largest selling mango drink. The new packaging includes an

updates color palette and improved graphics.

Frooti has been one of my favorite drinks since school days. During that time, it used to

come in this dark green and yellow, almost Squamish type of packaging that made it

stand out from all the other beverages on the shelf. It was small, highly desirable and

tasted delicious. It’s been a long journey for Frooti since, and the brand seems to be

keeping up the times.

The mango at the centre of the package sports a headset presumably as a sign of today's

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iPod generation who are extremely mobile and connected. I don't know why, but there

seems to be a clear uncanny resembles with the Apple brand - notice the mango curve

on the right along with the positioning of the leaf. I can't help but draw parallels with

Apple iTunes for some strange reason.

Frooti is available in 65ml and 200ml Tetra Packs. Also available in PET bottles of 250ml,

500ml, 100ml, and 1500ml.

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APPY

Parle Agro has recently launched its popular non-fizzy apple drink, Appy, in a new avatar. As

part of the new look, Appy retained the overall elegant, black packaging, while the logo got a

delicate golden-yellow colour, in place of the previous white logo. Also, the drink is now

available in 250ml PET bottle, in addition to the existing SKUs of 200ml and 1 Liter Tetra.

Commenting on Appy's revamp, Nadia Chauhan, joint managing director and CMO, Parle Agro,

told Image Foods, "At Parle Agro, we believe that as fashion and prefaced evolve, packaging and

design of a food product also need to upgrade and match the change. We changed the design

of the Appy pack to make it look contemporary and stylish to consumer of today. The new look

will appeal to the existing Appy fans, besides generating high recall among young, modern

consumers.

"According to a researcher, on-the-go consumption in beverages is 75 percent and with

in this segment, the PET formed is growing at around 55 percent. Hence, in addition to

the new look, we introduced Appy in a convenient 250ml PET bottle. We are the first

player to offer an apple drink in PET and hope to enjoy the first-mover advantage. Most

other apple nectars are available only in Tetra Pak packs," she said. The 250 ml PET

bottle of Appy is available at Rs13.

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The company hopes the revamp will help it tap new consumer and outlet, thus,

enabling better volume sales and strengthening its position in the still apple drink

category.

Appy was launched in 1986 and saw a gradual increase in year-on-year sales before

reaching the saturation point. However, the repositioning of Appy in 2003 helped the

apple drink register a triple-digit growth for three

However, the repositioning of Appy in 2003 helped the apple drink register a triple-digit

growth for three consecutive years; it continues to register double- digit growth. "With

the introduction of Appy PET, we hope to achieve better sales, widen consumer base

distribution for Appy."

IN THE WORDS OF CHAUHAN

The company claims Appy is considered leader in the apple nectars category, with a

market share of around 65 percent."We would like Appy to be as big a brand as Frooti.

Appy has indulged in no media advertising till date. Its packaging has been the single point

of advertising and brand recall," Chauhan added. Parle Agro plan to introduce more SKUs

for Appy in the future.

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APPY FIZZ

He Man. The machine. ‘The’ Appy Fizz is back! And How!

Time this around, Appy Fizz sports a new look designed by the lovely ladies at University

of Design. And what an interpretation it is - o cool new t-shirt for Appy Fizz. The side of

the pack is almost like Appy Fizz’s facebook profile. With his likes, dislikes, one-liners and

causes that he supports. It's a neat bottle to pick up if you want to catch a few laughs.

He's already getting eyeballs and media is all over him. check out what exchange for

media has to say about him.

But the funniest bit was the commercial that we shot for it. In the commercial, Appy

Fizz reveals his new look inside a supermarket. He dances, jumps and flies -- things that

Appy Fizz has never tried before, and all this while being the perfect show-off. Of

course, he almost p#$*&d in his pants while doing the flying shot.

But the funniest bit was the commercial that we shot for it. In the commercial, Appy

Fizz reveals his new look inside a supermarket. He dances, jumps and flies -- things that

Appy Fizz has never tried before, and all this while being the perfect show-off. Of

course, he almost p#$*&d in his pants while doing the flying shot.

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GRAPO FIZZ

Here’s Appy Fizz’ cousin - Grappo Fizz. He can rap, he can dance and can almost always do

both together. Grappo Fizz comes in the same sleek champagne-bottle as Appy Fizz and

sports a label that has his hip-hop attitude all over it. Oh, and of course, you can, t miss

his bling. Whether it's his awesome attitude or sheer 'grapeness', Grappo Fizz will surely

bring the house down!

Grappo Fizz is available in 300ml, 500ml, and 1 Liter PET. Parle Agro has launched a “new brand

“Grappo Fizz. Grappo Fizz is a sparking grape drink similar to the successful Appy Fizz.

Grappo Fizz is launched as a cousin of Appy Fizz had create a successful niche for itself

among the young consumers. the drink has a unique taste, look and also interesting

positioning as a Cool Drink. Parle Agro is trying to replicate the success of Appy with

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the new grape drink.

. I have a little confusion in the branding of Grappo Fizz. Should Grappo be considered

as a brand extension or is it a new brand.

Theoretically , brand extension is where the company uses an existing brand name for

new products. But Grappo Fizz is a new brand name which has significant association

with Appy Fizz. Both these brands share a common terms Fizz in their brand names .

Another similar case occurred when Perfetti launched a brand called ChocoLiebe which

has the same association with Alpenliebe.

Technically Grappo Fizz should be considered as a new brand. Then it become a unique case

where two brand elements like packaging and even positioning. I would considered this

as a new brand for theoretical purpose. For all practical purpose, Grappo is an extention of

Appy. (Confusingisnt it?)

Marketing is more of a historical subject describing the past action of markets. So when

the markets devise new strategies, marketing academicians find it difficult terms,

concepts and jargons. Hence we come out with new jargon to explain the new

practices. I would invent a new jargon - Association Extension to describe brands which

are launched with significant association with an existing brands.

coming back to Grappo Fizz, the company considers this brands as an extension of Appy

Fizz. In an interview with business standard, the CMO describes this brand as a product

extension of Appy Fizz

Grappo Fizz is trying to create another niche like its consin. Grape is a negleced flavour in the

Indian market. There are virtually no grape based drink in India expect for some 100%

fruit juice brands. Grappo is trying to fill in such a gap.

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Like Apple Drink, Grapes may not become a mainstay beverages but it will be a

welcome option for those users who would like to have something different. I have

observed that people tend to like grape juice, but seldom this flavor is marketed.

Like AppyFizz, Grappo also has a personality. The brand has a

Interesting CV which you can see in the packaging. He is a

Ex-call center employee who has lost his job because of recession. Grappo is a loves rhyming.

The brand is targeting the same segment which Appy Fizz is targeting –The youth.

Grappo shares the same positioning of Appy. Now the brands come targeting in ads

And the tagline is “ Two cool drinks to hang out with ”

I am a person who fears brand extension. So the same fear appears when I see both Appy

and Grappo sharing a common positioning platform .

My personal opinion is that Grappo sharing the positioning will dilute the equity of

Appy . When two brands say that they are cool, the question arises who is the coolest ?

My apprehension was deepened when I saw another campaign where Grappo

outsmarted Appy ?So is Grappo more cooler than Appy ?

Since the tagline is “Two cool drinks to hang out with ” , has Appy lost is individuality ?

Will we ever see ae ad featuring Appyalone?

Is there a chance of more drinks coming like Orange Fizz, Guava Fizz with the same

positioning ?

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Alries and jack Trout always argues against extensions . Their argument was that by

extension, the brand will lose its unique position in the mind of the consumer . It is true

also. There was only one cool drink - Appy Fizz. Now there are two... So Appy Fizz definitely is

going to get affected in term of positioning .

In the company perspective , it makes sense to put these brands together because the

cost of building a new brand is huge . Grappo could easily ride on the popularity of Appy.

Since these brands are niche without much competition, the consumers will stay with

these drinks switching between Appy and Grappo. Marketing costs will come down

because one ad will sell both .

On a branding perspective , I would have loved the brand Grappo if it had an individual

positioning. Appy Fizz should be the ultimate cool drink and no other brand even if it is

the cousion should be allowed to take that mind space .

Grappo share every branding with its cousin. The packaging is the same, the nature of

drink is the same and the positioning is also the same.

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SAINT JUICE Beverage , snack food and confectionery marker Parle Agro has seen a boost of 60 per

cent in sales of its fruit juice saint after the launch of the product ’s new television

commercials (TVC)

Though saint was launched in the second half of 2008, the roll out of this product was

slow .‘‘We are not looking at the wholesale market. We believe in direct retail and feel that

Saint is a product that requires a steady and well thought out rollout as it is a niche

product. The recent ads have taken Saint to another level, said Nadia Chauhan , director

, Parle Agro.

Saint ’s prices are above rival 100 per cent juices like Dabur ’ s Active and PepsiCo’s

Tropicana 100 per cent. Saint ’ s one – liter packs are priced between Rs 95 and Rs 100 and

200 ml packs between Rs 20 and Rs 22 . Parle Agro needed time to set up a distribution

network and get consumer feedback . The network for its mass -market beverages , Frooti

and Appy Fizz , could clearly not be leveraged for Saint.

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Parle Agro ,therefore, reached modern retail stores such as hypermarkets and self -service

stores in up-market neighborhoods’ as well as stalls in hotels and multiplexes. Eighty per

cent of volumes for 100 per cent juices come from the top three or four cities of every

state. Parle Agro handpicked the retail outlets for Saint. This may have taken a lot of time

but it has helped keep the brand essence intact. Without the distribution in place , the

spurt in demand caused by the current campaign would have been a disaster because

the product would have not been available.

The feedback from consumers too was vital. Parle Agro’s researchers found that the

homegrown company ’s parentage actually pushed consumers to opt for Saint, because

they thought an indian100 per cent juice brand would mean more freshness unlike

imports . This in spite of the fact that Saint has a shelf life of eight months which , claims

Chauhan, is the highest in the market . The Parle Agro logo, then , was moved from the

side of the mineral water ton to the front . The packaging also enabled the product to

merge effortlessly in the ad . The film was developed by Creativeland Asia, PrakashVarma of

Nirvana Films and The Mill, London.

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LMN

Just ask for lemon . In a bid participate in the race with other lime juice brands including Coke and

PepsiCo's Nimbooz, Indian Beverage major Parle Agro has rolled out a new fruit-based lemon drink-LMN in the non- minerals water boated segment. The new brand promises

to offer the taste of home made fresh lime water-nimbupani to its customers. Further, with this launch, the company aims to touch a turnover of around Rs.35 billion by 2011 purely through organic growth, according to a company press relies.

Announcing the launch, Nadia Chauhan,JMD and CMO, Parle Agro, said "Nimbupani has been traditionally Indian's most commonly consumed cold beverage. We have constantly worked keeping in mind Indian preferences while formulating products that

cater to the Indian palate. As an Indian company, we can understand what real Nimbupani testes like and what the Indian consumer wants in a packaged offering".

The range is available in 110 ml Tetra, 200ml Tetra and 500ml PET and is priced at

Rs5, Rs10 and Rs23 respectively, added the release.

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PARLE AGRO FACTORIES Raipur, Chhattisgarh, June 14,2012 India PRwire -- Parle Agro, one of India's leading and most trusted food and beverage companies today announced the expansion of its packaged drinking water (PWD) brands, Bailley, in Raipur with

Franchisee owner Ms Chandra Food. The new plant in Raipur has already started production.

With the new state-of-the-art PWD manufacturing plant in Raipur, Parle Agro will

not only expand its footprint in Central India but also enable efficient distribution of Bailley in this region. This tie up takes Parle Agro closer to its target of

having 60 Bailley manufacturing plants through the franchisee model by end of 2012. Presently, Parle Agro has 49 Bailley manufacturing plants spread across the Indian geography.

The new Bailley plant has a manufacturing capacity of 150000 mineral water tons per month producing 18 Lac liters of drinking water. The plant consists of multiple barrier water treatment with chlorination, RO, Micro filtration, UV

treatment and Ionization. The Plant is automatic with online manufacturing and blowing bottles eliminating any scope of contamination of water once the bottles

are blown, the entire process is untouched by human hands. Chandra Foods' Bailley manufacturing plants at Raipur is one of the few automatic packaged drinking water plants in Chhattisgarh. The plant is manufacturing 200ml, 500ml,

1ltr, 2ltr, SKUs and will soon also start 20Ltr Bulk Jars.

Bailley currently has 53 BIS Certificate operational packaged drinking plants to date.

Speaking on the occasion, Nadia Chauhan, Joint Managing Director & CMO,

Parle Agro said, "We are very happy to setup a new Bailley manufacturing

plants with franchisee Chandra Foods in Chhattisgarh. We have always maintained strong franchisee network for Bailley to ensure proximity to markets

and at Raipur will further increase our penetration and distribution of the brand particularly in the central India thus reaching out to more Ties II & Ties III

markets in this state. Chandra food is a reputed name and with them as our

34

franchisee partner we look forward to making Bailley's safe packaged drinking water available to more consumers across the state."

MAKING BAILLEY WATER With the assistance of our engineering excellence and expert, we have undertaken various mineral water plants are used for water purification that has

good cleaning ability. Bailley water are manufacturing by CHANDRA BEVERAGES PVT. LTD. Regd.office: kotwali road Najibabad-246763distt.bijnor (U.P)India

Factory address: dudhladayaiwala post shyampurdistt Haridwar. (Uttarakhand)

Features:

continuous operation

clean working environment

35

EXECUTIVE SUMMARY

Parle Agro Private Limited has introduced new flavor Tango Tangy Sāmbhar. Tangy, Spicy

and mouth watering, in other words deliciously South India. The company with its deep

understanding consumer tastes and strength in product innovation introducers another

new flavor Tanjore Tangy Sāmbhar to its Hippo Round Range of snacks. With this new

flavor the company will now be offering its consumers across South India their own

home made lip snacking flavor. In its endeavor to offer a tasty snack in flavor from

different regions across India. Parle Agro introduces Hippo Round Tanjore Tangy Sāmbhar.

The flavor of Hippo Round are inspire the different regions of India. The introduction of

Tangore Tangy Sāmbhar now completes the company product portfolio with all the

regions of the country, making it unique to the company stable in the snack category.

The flavor of Hippo Round are inspire from the different region of India. The

introduction of Tanjor Tangy Sāmbhar now complete the company product portfolio with

all the region of the country, making it unique to the company stable in the snack

category. Hippo Round Tanjore Tangy Sāmbhar will be available across markets in South

India in pack sizes of INR 5 and INR 10.

Parle Agro PVT. LTD. Is now expanding its Appy brand of apple juice with more SKUs.

The company is planning to push volumes of Appy and bring it to on par with its largest

selling brand Frooti the mango drink while both Frooti and Appy where launched in the

same year 1986 it was Frooti which proved to be a leader in its category while Appy

the apple drink brand, lagged behind. Considering Appy had a single SKUs (200 ml for

INR 12) in the past it has now been extended to six SKUs with price points ranging

from INR 5 to INR 45.

Parle Agro Pvt. Ltd. Has inked an agreement with Ksurveyer Agro Ltd. To set up a food

processing plant in Kolkata to manufacture Hippo - Parle Agro Snacks brand. The

agreement also delegates to Ksurveyer the marketing. Sales and distribution of Hippo. The

plant, which will be an addition to the four existing factories in Ahmedabad, New Delhi,

Hyderabad and Rudrapur, will cater mostly to markets in West Bengal, Bihar, Jharkhand

and the North East.

36

S.W. O.T. ANALYSIS

The SWOT analysis of the company reflects its internal efficiency and its external favorable or

unfavorable atmosphere with in which it operate . The strength and weakness are concerned

with the operation of the company, whereas the opportunities and threats are the business

environment factor that are the business environment factors that are beyond the control of

the company. STRENGTH:

The 67 Year History of Invention, innovation, & Market Creation

Strong Guiding Principle

Technology Awareness

Alliance & Joint Ventures

Optimal utilization

Streamline the Business Operation

User Friendly

WEAKNESS:

Implementing is a time consuming process

Requirement an training program

Opportunities:

More and More application can be implemented

Technology change will definitely introduce new version with

effective and new features.

THREAT:

Through Competitors

Security point of view.

37

RESEARCH

METHODOLOGY

RESEARCH METHODOLOGY.

38

INTRODUCTION

This chapter aims to understand the research methodology establishing a framework of

evaluation and revaluation of primary and secondary research. Techniques and concept used

during primary research in order to arrive at finding, which are also dealt with and lead to a

logical deduction toward the analysis and result.

S.NO TRAINEE NAME EMPLOYEE NAME SOURCE DESIGNATION

1 Sameer ISRAR AHMAD SURVEY G.M SALES

2 Sameer NITIN VISHNOI SURVEY S.O

3 Sameer SHADAB ALI SURVEY S.O

4 Sameer MOHD. AMIR IQBAL SURVEY S.O

5 Sameer SANJEEV KUMAR SURVEY S.E

6 Sameer V.K. CHAUHAN SURVEY ASM

7 Sameer MOHD. ARIF KHAN SURVEY ATL

8 Sameer PRINCE KAPOOR SURVEY SE

9 Sameer HAMID HUSAIN SURVEY SO

10 Sameer MANOJ GOEL SURVEY SO

11 Sameer KAMLESH KUMAR SURVEY SO

12 Sameer AMIR AHMAD KHAN SURVEY SO

13 Sameer PUSHPENDAR TYAGI SURVEY SE

14 Sameer JAIDEEP SURVEY SO

15 Sameer PRADEEP MISHRA SURVEY SO

16 Sameer SALEEM SURVEY SO

17 Sameer DHIRESH KUMAR YADAV SURVEY ASM

18 Sameer MEHANDI HASAN SURVEY ASM

19 Sameer JAVED KHAN SURVEY SO

20 Sameer RAO MUSHEER SURVEY SO

21 Sameer BIPIN SURVEY SE

22 Sameer JITENDER SINGH SURVEY SO

23 Sameer RAMAN SACHDEV SURVEY SE

24 Sameer SANJAY BHANDARI SURVEY SO

25 Sameer VIKAS SURVEY SO

26 Sameer SHADAB ALI SURVEY SO

27 Sameer MANOJ SURVEY SO

28 Sameer KAMLESH KUMAR SURVEY SO

39

29 Sameer JAVED SURVEY SO

30 Sameer YOGESHWAR TYAGI SURVEY PLANT MANAGER

31 Sameer SHAIFALI KAUSHAL SURVEY H.R

32 Sameer UMAIR ASMAN SURVEY HR EXECUTIVE

33 Sameer AHTESHAM ANWAR SURVEY ASTT. HR

34 Sameer DEEPAK KUMAR SURVEY A/C

35 Sameer MR.ATUL SHRIVASTAV SURVEY A/C

36 Sameer AMOL VERMA SURVEY ACTT. A/C

37 Sameer SATYADEV SHARMA SURVEY ASTT.A/C

38 Sameer MR. SANJEEV PAHWA SURVEY BDE

39 Sameer MR.SACHIN KUMAR JAIN SURVEY SHIPPING

40 Sameer MR. DEEPAK KUMAR SURVEY STORE

41 Sameer MR. AMIRUDDIN SURVEY PLANT MANAGER

42 Sameer MA. GAURAV RAJPOOT SURVEY CHEMIST

43 Sameer MR. DILSHAD SURVEY FITTER

44 Sameer MR. RAKESH BISHT SURVEY FILLER OPP.

45 Sameer MR. VIKRANT SURVEY PRO.SUPERVISOR

46 Sameer MR. SANTOSH MORYA SURVEY MICROBIOLOGIST

47 Sameer MR. MOHIT KUMAR SHARMA SURVEY ASTT. CHEMIST

48 Sameer MR VINOD SINGH SURVEY BLO. OT.

49 Sameer MR JAGPAL SINGH SURVEY ELCT.

50 Sameer MR. RAJENDAR S. RAWAT SURVEY PEON

51 Sameer MR. DARMIYAN RAWAT SURVEY PEON

52 Sameer MR. SANJAY SINGH SURVEY LABEL OP.

53 Sameer MR. SUBHASH SINGH SURVEY FILLER OPP.

54 Sameer MR. PRAVEEN SINGH SURVEY GODOWN

55 Sameer MR DEVENDAR SINGH SURVEY AST. BLOWING OP.

56 Sameer MR. INTEZAR ALI SURVEY AST. BLOWING OP.

57 Sameer MR. CHETAN SINGH SURVEY LABEL OP.

58 Sameer MR MADAN SINGH SURVEY AST. BLOWING OP.

59 Sameer MR. YUSUF SURVEY HELPER

60 Sameer MR PREM BHANDARI SURVEY GARDNER

61 Sameer MR. MOHAN SURVEY SWEEPER

62 Sameer MR. DINESH KUMAR SURVEY TRUCK

63 Sameer MR. SAEED AHMAD SURVEY TRUCK DRIVER

64 Sameer MR. SURENDAR SINGH SURVEY DRIVER

65 Sameer MR. JAGJEET SINGH SURVEY DRIVER

66 Sameer MR. BRAJPAL SINGH SURVEY GUN MAN

67 Sameer MR. MUSTAFA SURVEY S/GUARD

68 Sameer MRR VIKAS SURVEY S/GUARD

40

69 Sameer MR. CHETAN SINGH SURVEY LABEL OP.

70 Sameer DEVENDAR SURVEY AST. BLOWING OP.

71 Sameer INTEZAR SURVEY AST .BOLWING OP.

72 Sameer PRAVEEN SINGH SURVEY GODOWN

73 Sameer MADAN SURVEY AST. BLOWING OP.

RESEARCH DESIGN

The research design applied here was exploratory research and descriptive research.

Exploratory Research is one in which we don't know about the problem, we have to find

about the problem and then work on solving the problem. Where in case of descriptive

research, we know the problem, we just have to find the solution to the problem.

Generally descriptive research design is applied after exploratory research design.

RESEARCH TOOLS

The purpose is to first conduct a intensive secondary research to understand the full

impact and implication of the industry, to review and critique the industry norms and

report, on which certain issues shall be selected, which remains unanswered, this shall

be further taken up in the next stage of secondary research. This stage shall help to

restrict and select only the important question and issue, which inhabit growth and

segmentation in the Industry.

DATA COLLECTION

41

Both and secondary data have been collected very vigorously.

Primary data

For my project, I decided on primary data collection method for observing distribution

and availability for PARLE AGRO BAILLEY WATER and approaching customers directly in

the field, comparing and reference to know their preference. In the survey approach. I

selected a questionnaire method for taking a customer view because it is feasible from

the point of view of my subject & survey purpose.

Secondary data

It is collected by the study of various reports.

1. secondary data source

o Prior research reports

o Websites

o Books

o Newspaper

o Personal consultation

2. Sample size

The sample size is 75.

3. Sampling method

The consumers are selected by the simple random method.

Objective of this study for PARLE AGRO

42

Finding future potential for Bailley.

To know the present Role of display about Bailley.

To examine the psychographic of small size drinking water customer.

To find out the level of satisfaction among owners of Bailley.

To find expectation of people regarding Bailley.

To judge the awareness level of people about Bailley.

SCOPE OF THE STUDY

43

"Scope of the study means the level up to which the study tries to cover the various

aspects related to subject on which the study in being conducted. It also suggested

various assumption and limitations applications to the study".

Scope of the study extended to the following:-

It covers the general introduction about the company Human Resource Policy and

also the information of different strategy.

Examine the psychographics of Employee & to know the factors which play

important role before making purchases & sales decision.

IMPORTANCE OF HR MANAGER

44

Importance of hr manager lies at the various levels, which are as follows:

1. Social Level

2. Professional :evil

3. Individual Level

4. Corporate Level

5. National Level

1. SOCIAL LEVEL

Proper management of personnel enhances their dignity by satisfying their social needs.

This is done by:

1. Maintaining a balance between the jobs available and the jobs seekers,

according to the qualification and needs.

2. Providing suitable and most productive employment, which might bring

psychological satisfaction to them.

3. Eliminating waste or improper use of human resource, through conservation of

their normal energy and health.

4. By helping people to make their win decisions, that are in their interests.

2. PROFESSIONAL LEVEL

By providing healthy working environment, it promotes teamwork in the employees .

This is done by:

1. Maintaining the dignity of employees as a ‘human being’.

45

2. Providing maximum opportunities for personal development.

3. Providing healthy relationship between different workgroups so that is

effectively performed.

4. Improving the employees working skills and capacity.

5. Correcting the error of wrong posting and proper re-allocation of work.

3. INDIVIDUAL LEVEL

It can help the organization in accomplishing its goals by:

1. Creating right attitude among the employees through effective motivation.

2. Utilizing effectively the available human resources.

4. CORPORATE LEVEL

HRM is the useful in helping business organizations to attain its goals and objective more

efficiently and effectively in the following ways:

1. HRM ensures that business organization has a team of dedicates, competent

employees.

2. HRM effectively utilizing all available human resources.

3. HRM effectively secures the willing cooperation of employees through motivation,

grievance handling and so on.

5. NATIONAL LEVEL

HRM plays a very important role in the development of nation in fol lowing ways:

1. The level of economic development of a nation is dependent on the skills, attitudes,

and values of its human resource.

2. HRM helps to acceleration the process of economic growth.

3. HRM also helps in improving the standard of living and better employment.

46

FUNCTIONS OF HR MANAGER

The functions of hr manager can be broadly classified into following two categories:

1. Managerial Functions

Planning

Organizing

Directing

Coordinating

Controlling

2. Operational Functions

Employment

Human Resource Development

Compensation

Human Relation

CHALLENGES OF HR MANAGER

Some of the challenges are as follows:

1. Globalization

2. New Technology

MANAGERIAL FUNCTIONS

OPERATIONAL FUNCTIONS

FUNCTIONS OF HR MANAGER

47

3. Managing Change

4. Market Challenges

5. Containing cost

6. Demographic Challenges

7. Skill Shortages

8. Knowledge Management

9. Challenge Related to Training

10. Changing Working Structure.

48

ABOUT THE TOPIC

SATISFACTION

LEVEL OF

EMPLOYEES

49

Definition

At its most general level of conceptualization, job satisfaction is simply how content an

individual is with his or her job. At the more specific levels of conceptualization used by

academic researchers and human resources professionals, job satisfaction has varying definitions.

Affective job satisfaction is usually defined as a one-dimensional subjective construct

representing an overall emotional feeling individuals have about their job as a whole. [1][2][3][4]

Hence, affective job satisfaction for individuals reflects the degree of pleasure or happiness their

job in general induces. Cognitive job satisfaction is usually defined as being a more objective

and logical evaluation of various facets of a job. As such, cognitive job satisfaction can be one-

dimensional if it comprises evaluation of just one aspect of a job, such as pay or maternity leave,

or multidimensional if two or more facets of a job are simultaneously evaluated. Cognitive job

satisfaction does not assess the degree of pleasure or happiness that arises from specific job

facets, but rather gauges the extent to which those job facets are judged by the job holder to be

satisfactory in comparison with objectives they themselves set or with other jobs. While

cognitive job satisfaction might help to bring about affective job satisfaction, the two constructs

are distinct, not necessarily directly related, and have different antecedents and consequences. [2]

History

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These

studies (1924–1933), primarily credited to Elton Mayo of the Harvard Business School, sought

to find the effects of various conditions (most notably illumination) on workers’ productivity.

These studies ultimately showed that novel changes in work conditions temporarily increase

productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from

the new conditions, but from the knowledge of being observed. This finding provided strong

evidence that people work for purposes other than pay, which paved the way for researchers to

investigate other factors in job satisfaction.

50

Scientific management (aka Taylor’s) also had a significant impact on the study of job

satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management,

argued that there was a single best way to perform any given work task. This book contributed to

a change in industrial production philosophies, causing a shift from skilled labor and piecework

towards the more modern of assembly lines and hourly wages. The initial use of scientific

management by industries greatly increased productivity because workers were forced to work at

a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers

with new questions to answer regarding job satisfaction. It should also be noted that the work of

W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for

job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life

– physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This

model served as a good basis from which early researchers could develop job satisfaction

theories.[5]

Job satisfaction can also be seen within the broader context of the range of issues which affect an

individual's experience of work, or their quality of working life. Job satisfaction can be

understood in terms of its relationships with other key factors, such as general well-being, stress

at work, control at work, home-work interface, and working conditions.

Models of job satisfaction

Affect theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction

model. The main premise of this theory is that satisfaction is determined by a discrepancy

between what one wants in a job and what one has in a job. Further, the theory states that how

much one values a given facet of work (e.g. the degree of autonomy in a position) moderates

how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person values

a particular facet of a job, his satisfaction is more greatly impacted both positively (when

expectations are met) and negatively (when expectations are not met), compared to one who

51

doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and

Employee B is indifferent about autonomy, then Employee A would be more satisfied in a

position that offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a particular facet

will produce stronger feelings of dissatisfaction the more a worker values that facet.

Dispositional theory

Another well-known job satisfaction theory is the Dispositional Theory. It is a very general

theory that suggests that people have innate dispositions that cause them to have tendencies

toward a certain level of satisfaction, regardless of one’s job. This approach became a notable

explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over

time and across careers and jobs. Research also indicates that identical twins have similar levels

of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-

evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in

1997.[6] Judge et al. argued that there are four Core Self-evaluations that determine one’s

disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and

neuroticism. This model states that higher levels of self-esteem (the value one places on his/her

self) and general self-efficacy (the belief in one’s own competence) lead to higher work

satisfaction. Having an internal locus of control (believing one has control over her\his own life,

as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels

of neuroticism lead to higher job satisfaction.[6]

===Opponent process theory=== event in question. Events that seem negative in manner will

give rise to the feelings of stress or anxiety. Events that are positive give rise to the feeling of

content or relaxation. The other process is the opponent process, which induces feelings that

contradict the feelings in the primary processes. Events that are negative give rise to feelings of

relaxation while events that are positive give rise to feelings of anxiety. A variety of explanations

have been suggested to explain the uniformity of mood or satisfaction. This theory shows that if

52

you try to enhance the mood of individual it will more likely fail in doing so. The opponent

process theory was formulated to explain these patterns of observations.[7][8]

Equity theory

Equity Theory shows how a person views fairness in regard to social relationships. During a

social exchange, a person identifies the amount of input gained from a relationship compared to

the output, as well as how much effort another person’s puts forth.[9] Equity Theory suggests that

if an individual thinks there is an inequality between two social groups or individuals, the person

is likely to be distressed because the ratio between the input and the output are not equal. [10]

For example, consider two employees who work the same job and receive the same benefits. If

one individual gets a pay raise for doing the same or less work than the other, then the less

benefited individual will become distressed in his workplace. If, on the other hand, one

individual gets a pay raise and new responsibilities, then the feeling of inequality is reduced. [10]

Other psychologists have extended the equity theory, suggesting three behavioral response

patterns to situations of perceived equity or inequity (Huseman, Hatfield, & Mile, 1987; O'Neil

& Mone 1998). These three types are benevolent, equity sensitive, and entitled. The level by

each type affects motivation, job satisfaction, and job performance.

1. Benevolent-Satisfied when they are under-rewarded compared with co-workers

2. Equity sensitive-Believe everyone should be fairly rewarded

3. Entitled-People believe that everything they receive is their just due

[11]

Discrepancy theory

The concept of discrepancy theory explains the ultimate source of anxiety and dejection. [12] An

individual, who has not fulfilled his responsibility feels the sense of anxiety and regret for not

performing well, they will also feel dejection due to not being able to achieve their hopes and

aspirations. According to this theory, all individuals will learn what their obligations and

responsibilities for a particular function, over a time period, and if they fail to fulfill those

53

obligations then they are punished. Over time, these duties and obligations consolidate to form

an abstracted set of principles, designated as a self-guide.[13] Agitation and anxiety are the main

responses when an individual fails to achieve the obligation or responsibility.[14] This theory also

explains that if achievement of the obligations is obtained then the reward can be praise,

approval, or love. These achievements and aspirations also form an abstracted set of principles,

referred to as the ideal self guide.[13] When the individual fails to obtain these rewards, they

begin to have feelings of dejection, disappointment, or even depression.[14]

Two-factor theory (motivator-hygiene theory)

Frederick Herzberg’s Two-factor theory (also known as Motivator Hygiene Theory) attempts to

explain satisfaction and motivation in the workplace.[15] This theory states that satisfaction and

dissatisfaction are driven by different factors – motivation and hygiene factors, respectively. An

employee’s motivation to work is continually related to job satisfaction of a subordinate.

Motivation can be seen as an inner force that drives individuals to attain personal and

organizational goals (Hoskinson, Porter, & Wrench, p. 133). Motivating factors are those aspects

of the job that make people want to perform, and provide people with satisfaction, for example

achievement in work, recognition, promotion opportunities.[16] These motivating factors are

considered to be intrinsic to the job, or the work carried out.[15] Hygiene factors include aspects

of the working environment such as pay, company policies, supervisory practices, and other

working conditions.[15]

While Herzberg's model has stimulated much research, researchers have been unable to reliably

empirically prove the model, with Hackman & Oldham suggesting that Herzberg's original

formulation of the model may have been a methodological artifact.[15] Furthermore, the theory

does not consider individual differences, conversely predicting all employees will react in an

identical manner to changes in motivating/hygiene factors.[15] Finally, the model has been

criticized in that it does not specify how motivating/hygiene factors are to be measured.[15]

Job characteristics model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a

framework to study how particular job characteristics impact on job outcomes, including job

54

satisfaction. The model states that there are five core job characteristics (skill variety, task

identity, task significance, autonomy, and feedback) which impact three critical psychological

states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of

the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work

motivation, etc.).[17] The five core job characteristics can be combined to form a motivating

potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an

employee's attitudes and behaviors. A meta-analysis of studies that assess the framework of the

model provides some support for the validity of the JCM.[18]

Motivating Potential Score

The motivating potential score (MPS) can be calculated, using the core dimensions discussed

above, as follows;

Jobs that are high in motivating potential must be also high on at least one of the three factors

that lead to experienced meaningfulness, and also must be high on both Autonomy and

Feedback.[19] If a job has a high MPS, the job characteristics model predicts that motivation,

performance and job satisfaction will be positively affected and the likelihood of negative

outcomes, such as absenteeism and turnover, will be reduced.[19]

Factors that influence job satisfaction

Environmental factors

Communication overload and communication under load

One of the most important aspects of an individual’s work in a modern organization concerns the

management of communication demands that he or she encounters on the job.[20] Demands can

be characterized as a communication load, which refers to “the rate and complexity of

55

communication inputs an individual must process in a particular time frame.”[21] Individuals in

an organization can experience communication over-load and communication under- load which

can affect their level of job satisfaction. Communication overload can occur when “an individual

receives too many messages in a short period of time which can result in unprocessed

information or when an individual faces more complex messages that are more difficult to

process.[21]” Due to this process, “given an individual’s style of work and motivation to complete

a task, when more inputs exist than outputs, the individual perceives a condition of overload [20]

which can be positively or negatively related to job satisfaction. In comparison, communication

under load can occur when messages or inputs are sent below the individual’s ability to process

them.”[21] According to the ideas of communication over-load and under-load, if an individual

does not receive enough input on the job or is unsuccessful in processing these inputs, the

individual is more likely to become dissatisfied, aggravated, and unhappy with their work which

leads to a low level of job satisfaction.

Superior-subordinate communication

Superior-subordinate communication is an important influence on job satisfaction in the

workplace. The way in which subordinates perceive a supervisor's behavior can positively or

negatively influence job satisfaction. Communication behavior such as facial expression, eye

contact, vocal expression, and body movement is crucial to the superior-subordinate relationship

(Teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with respect

to impression formation, deception, attraction, social influence, and emotional.[22] Nonverbal

immediacy from the supervisor helps to increase interpersonal involvement with their

subordinates impacting job satisfaction. The manner in which supervisors communicate with

their subordinates non-verbally may be more important than the verbal content (Teven, p. 156).

Individuals who dislike and think negatively about their supervisor are less willing to

communicate or have motivation to work whereas individuals who like and think positively of

their supervisor are more likely to communicate and are satisfied with their job and work

environment. A supervisor who uses nonverbal immediacy, friendliness, and open

communication lines is more likely to receive positive feedback and high job satisfaction from a

subordinate. Conversely, a supervisor who is antisocial, unfriendly, and unwilling to

56

communicate will naturally receive negative feedback and create low job satisfaction in their

subordinates in the workplace.

Strategic Employee Recognition

[23] A Watson Wyatt Worldwide study identified a positive outcome between a collegial and

flexible work environment and an increase in shareholder value. Suggesting that employee

satisfaction is directly related to financial gain. Over 40 percent of the companies listed in the top

100 of Fortune magazines, “America’s Best Companies to Work For” also appear on the Fortune

500. It is possible that successful workers enjoy working at successful companies, however, the

Watson Wyatt Worldwide Human Capital Index study claims that effective human resources

practices, such as employee recognition programs, lead to positive financial outcomes more often

than positive financial outcomes lead to good practices.

Employee recognition is not only about gifts and points. It's about changing the corporate culture

in order to meet goals and initiatives and most importantly to connect employees to the

company's core values and beliefs. Strategic employee recognition is seen as the most important

program not only to improve employee retention and motivation but also to positively influence

the financial situation.[24] The difference between the traditional approach (gifts and points) and

strategic recognition is the ability to serve as a serious business influencer that can advance a

company’s strategic objectives in a measurable way. "The vast majority of companies want to be

innovative, coming up with new products, business models and better ways of doing things.

However, innovation is not so easy to achieve. A CEO cannot just order it, and so it will be. You

have to carefully manage an organization so that, over time, innovations will emerge."[25]

Individual factors

Emotion

Mood and emotions form the affective element of job satisfaction. Moods tend to be longer

lasting but often weaker states of uncertain origin, while emotions are often more intense, short-

lived and have a clear object or cause.[26]

57

Some research suggests moods are related to overall job satisfaction.[27][28] Positive and negative

emotions were also found to be significantly related to overall job satisfaction.[29]

Frequency of experiencing net positive emotion will be a better predictor of overall job

satisfaction than will intensity of positive emotion when it is experienced.[29]

Emotion work (or emotion management) refers to various types of efforts to manage emotional

states and displays. Emotion management includes all of the conscious and unconscious efforts

to increase, maintain, or decrease one or more components of an emotion. Although early studies

of the consequences of emotional work emphasized its harmful effects on workers, studies of

workers in a variety of occupations suggest that the consequences of emotional work are not

uniformly negative.[30]

It was found that suppression of unpleasant emotions decreases job satisfaction and the

amplification of pleasant emotions increases job satisfaction.[31]

The understanding of how emotion regulation relates to job satisfaction concerns two models:

1. Emotional dissonance. Emotional dissonance is a state of discrepancy between public displays

of emotions and internal experiences of emotions, [32][33] that often follows the process of

emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low

organizational commitment, and low job satisfaction. [34][35]

2. Social interaction model. Taking the social interaction perspective, workers’ emotion regulation

might beget responses from others during interpersonal encounters that subsequently impact

their own job satisfaction. For example: The accumulation of favorable responses to displays of

pleasant emotions might positively affect job satisfaction. [31]

Genetics

It has been well documented that genetics influence a variety of individual differences. [36] Some

research suggests genetics also play a role in the intrinsic, direct experiences of job satisfaction

like challenge or achievement (as opposed to extrinsic, environmental factors like working

conditions). One experiment used sets of monozygotic twins, reared apart, to test for the

existence of genetic influence on job satisfaction. While the results indicate the majority of the

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variance in job satisfaction was due to environmental factors (70%), genetic influence is still a

minor factor. Genetic heritability was also suggested for several of the job characteristics

measured in the experiment, such as complexity level, motor skill requirements, and physical

demands.[37]

Personality

Some research suggests an association between personality and job satisfaction. Specifically, this

research describes the role of negative affectivity and positive affectivity. Negative affectivity is

related strongly to the personality trait of neuroticism. Individuals high in negative affectivity are

more prone to experience less job satisfaction. Positive affectivity is related strongly to the

personality trait of extraversion. Those high in positive affectivity are more prone to be satisfied

in most dimensions of their life, including their job. Differences in affectivity likely impact how

individuals will perceive objective job circumstances like pay and working conditions, thus

affecting their satisfaction in that job.[38]

There are two personality factors related to job satisfaction, alienation and locus of control.

Employees who have an internal locus of control and feel less alienated are more likely to

experience job satisfaction, job involvement and organizational commitment. A meta-analysis of

135 studies of job satisfaction concluded that there is a positive relationship between internal

locus of control and job satisfaction. The study also showed characteristics like high self-esteem,

self-efficacy and low neuroticism are also related to job satisfaction.[39]

Psychological factors

Psychological well-being (PWB) is defined as “the overall effectiveness of an individual’s

psychological functioning” as related to primary facets of one’s life: work, family, community,

etc.[40] There are three defining characteristics of PWB. First, it is a phenomenological event,

meaning that people are happy when they subjectively believe themselves to be so. Second, well-

being involves some emotional conditions. Particularly, psychologically well people are more

prone to experience positive emotions and less prone to experience negative emotions. Third,

well-being refers to one's life as a whole. It is a global evaluation.[40] PWB is primarily measured

using the eight-item Index of Psychological Well-Being developed by Berkman (IPWB). IPWB

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asks respondents to reply to a series a questions on how often they felt “pleased about

accomplishing something,” “bored,” “depressed or unhappy,” etc.[40]

PWB in the workplace plays an important role in determining job satisfaction and has attracted

much research attention in recent years.[41] These studies have focused on the effects of PWB on

job satisfaction as well as job performance.[42] One study noted that because job satisfaction is

specific to one’s job, the research that examined job satisfaction had not taken into account

aspects of one’s life external to the job.[43] Prior studies had focused only on the work

environment as the main determinant of job satisfaction. Ultimately, to better understand job

satisfaction (and its close relative, job performance), it is important to take into account an

individual’s PWB. Research published in 2000 showed a significant correlation between PWB

and job satisfaction (r = .35, p < .01).[40] A follow-up study by the same authors in 2007 revealed

similar results (r = .30, p < .01).[43] In addition, these studies show that PWB is a better predictor

of job performance than job satisfaction alone.

Measuring job satisfaction

How job satisfaction is measured depends on whether affective or cognitive job satisfaction is of

interest. The majority of job satisfaction measures are self-reports and based on multi-item

scales. Several measures have been developed over the years, although they vary in terms of how

carefully and distinctively they are conceptualized with respect to affective or cognitive job

satisfaction. They also vary in terms of the extent and rigor of their psychometric validation.

The Brief Index of Affective Job Satisfaction (BIAJS) is a 4-item, overtly affective as opposed

to cognitive, measure of overall affective job satisfaction. The BIAJS differs from other job

satisfaction measures in being comprehensively validated not just for internal consistency

reliability, temporal stability, convergent and criterion-related validities, but also for cross-

population invariance by nationality, job level, and job type. Reported internal consistency

reliabilities range between .81 and .87.[1]

The Job Descriptive Index (JDI),[44] is a specifically cognitive job satisfaction measure. It

measures one’s satisfaction in five facets: pay, promotions and promotion opportunities,

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coworkers, supervision, and the work itself. The scale is simple, participants answer either yes,

no, or can’t decide (indicated by ‘?’) in response to whether given statements accurately describe

one’s job.

Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ),

the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20

facets and has a long form with 100 questions (five items from each facet) and a short form with

20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine

facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used

widely, measured overall job satisfaction with just one item which participants respond to by

choosing a face.

Relationships and practical implications

Job Satisfaction can be indicative of work behaviors such as organizational citizenship, [45] and

withdrawal behaviors such as absenteeism,[46] and turnover.[47] Further, job satisfaction can

partially mediate the relationship of personality variables and deviant work behaviors. [48]

One common research finding is that job satisfaction is correlated with life satisfaction. [49] This

correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their

job and people who are satisfied with their job tend to be satisfied with life. However, some

research has found that job satisfaction is not significantly related to life satisfaction when other

variables such as no work satisfaction and core self-evaluations are taken into account.[50]

An important finding for organizations to note is that job satisfaction has a rather tenuous

correlation to productivity on the job. This is a vital piece of information to researchers and

businesses, as the idea that satisfaction and job performance are directly related to one another is

often cited in the media and in some non-academic management literature. A recent meta-

analysis found surprisingly low correlations between job satisfaction and performance.[51]

Further, the meta-analysis found that the relationship between satisfaction and performance can

be moderated by job complexity, such that for high-complexity jobs the correlation between

satisfaction and performance is higher than for jobs of low to moderate complexity. Additionally,

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one longitudinal study indicated that among work attitudes, job satisfaction is a strong predictor

of absenteeism, suggesting that increasing job satisfaction and organizational commitment are

potentially good strategies for reducing absenteeism and turnover intentions.[52] Recent research

has also shown that intention to quit alone can have negative effects on performance,

organizational deviance, and organizational citizenship behaviors.[53] In short, the relationship of

satisfaction to productivity is not as straightforward as often assumed and can be influenced by a

number of different work-related constructs, and the notion that "a happy worker is a productive

worker" should not be the foundation of organizational decision-making. For example, employee

personality may even be more important than job satisfaction in regards to performance.[54]

Job satisfaction and Absenteeism

File:Absenteeism can lead to this - NARA - 534674.jpg

[55]

Numerous researches were done to discover the correlation of job satisfaction and absenteeism.

244 employees of a Hospital having different positions, professional and blue collar participated

in a following study. Goldberg and Waldman looked at absenteeism in two dimensions as time

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lost or number of missed days and the frequency it has happened with, to me more precise. Self-

reported data and records-based data were collected and compared. Following absenteeism

measures were evaluated according to absenteeism predictors.

1. Self-report time lost

2. self-reported frequency

3. records-based time lost

Only three categories of predictors had a significant relationship ratio and were taken in account

further:

Health

Wages

Position level

This research results revealed that absenteeism cannot be predicted by job satisfaction, although

many researches are proving opposite hiding details. Authors bring an example of study that

compares the intentions of absence with job satisfaction, and not the actual absence.

Job Satisfaction - Race

In general, more White than non White employees report satisfaction with their job. However,

before a person can be concerned with job satisfaction, he or she must have a job. Although there

is a large thriving middle class among Black and ethnic minority employees, large numbers of

people who want to work are unemployed, are employed irregularly, or are too discouraged to

seek employment. Many who have full-time work are confined to low-level jobs that offer

marginal pay and little opportunity for advancement or fulfillment. Thus, the primary concern for

many workers is not satisfaction but finding a job that pays a decent wage.

Employee Satisfaction: Scope and Influencing Factors

Company cannot achieve its goals without employee’s satisfaction. The employees in a company

largely determine the success of the company. This is the reason why companies put in extensive

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efforts in choosing candidates for their company. Most of the times, skills and knowledge of the

employee is considered to gauge his performance in the company. One factor that is being

overlooked by most of the company owners is employee satisfaction.

Various surveys and researches have shown that employee satisfaction plays a pivotal role in

performance of the candidate. If any company wants to draw out the best from its employees

then it should provide best means to satisfy the need and requirements of its customers. Before

one can know various ways to facilitate employee satisfaction, it is essential to understand what

does it actually mean.

Definition of Employee Satisfaction

Employee satisfaction is the term used to describe a situation when employees are satisfied and

contented with his job and the office environment.

Importance of Employee Satisfaction

Employee Satisfaction is of utmost importance in any organization be it small or large. Thinking

that employee satisfaction is important only for the employee then it is not right. It is equally

important for the organization for which the employee is working as well. The following points

will show the importance of employee satisfaction easily.

• In light of the organization:

1. It enhances employee retention and the company does not need to train employees repeatedly.

2. The overall productivity of the company is increased and it assists in achieving the goals of the

company.

3. When employees are satisfied with their job they deal with customers in a better manner and

thus customer satisfaction is achieved to great extent.

4. It helps the company in getting better services and products from its employees.

5. Money spent on training new candidates and recruitment of new candidates can be saved

extensively.

• In light of the employee:

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1. When the employee gets satisfactory services from the company initially, he tends to believe

that same treatment would be offered in long run.

2. Employee would start taking interest in his work instead of worrying about other issues.

3. The employee starts feeling a sense of responsibility towards the organization.

4. He deals with customers in a better way and builds strong relations with them.

5. They would try to produce better results in order to get appreciation from the company.

Factors Influencing Employee Satisfaction

Various factors exist in an organization that contributes to area of employee satisfaction.

Following are listed factors affecting employee satisfaction. They are:

• The brand name of the organization is of utmost importance to the employees and it is

considered when employee satisfaction is considered.

• The aims and objectives of the organization where an employee works are likely to affect

employee satisfaction.

• Salary and wage is one of the most important factors behind employee satisfaction. The salary

should always be in accordance to the position of the employee in the company.

• Rewards and penalties are other important things that affect level of satisfaction of an employee

in his job.

• The kind of treatment given by the supervisor to the employee largely determines his

satisfaction level. It is always desired to treat employees in a good manner.

• Working methods of the organization determines the satisfactory level of an employee. It is

true that every organization has its own working methods but some freedom should also be given

to the employees.

• It is essential to check that the personality of the employee matches the type of job being

allotted to him.

• Expectations of the employee should also be in accordance to the level of organization in which

he or she is working.

Improving Employee Satisfaction

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If some organization does not see employee satisfaction amongst its employees then there is

nothing to be worried about. By following some steps, the organization can improve employee

satisfaction. One of the best possible ways is to conduct a feedback program. During this

program, the organization should take feedback from the employees so that they can know what

the requirements of the employees are and what exactly they are getting in the organization.

As an HR professional, do you ever think how much easier your job would be if all of the

employees were satisfied? If all the staff you interact with loved their jobs, you’d probably love

yours more as well. While there are some workers that are determined to be dour at work, most

employees would appreciate your efforts to make them happier on the job.

Here are seven simple ways to inspire employees and increase satisfaction:

1. Employee Orientation – One of the best ways to have satisfied employees is to make sure

they’re pleased from the get-go. Offering a thorough orientation will ensure expectations are

realistic and that new staffers don’t come in with rose-colored glasses that will quickly fade.

Proper on boarding encourages positive attitudes and can reduce turnover.

- See more at: http://www.jobscience.com/company/7-simple-ways-increase-employee-

satisfaction/#sthash.YkzI3lK0.dpuf

2. Positive Work Environment – An upbeat workplace is a necessity. If the workspace isn’t

positive, you can’t expect the workers to be. Encouraging one another, avoiding

micromanagement, giving positive feedback and ensuring criticism is constructive are all ways

to keep the environment a place where employees can do more than survive – they can thrive!

3. Provide Competitive Benefits – Fair wages are important, but competitive benefits are also

critical to keeping your workforce satisfied. If your benefits package is thin, employees may look

for other opportunities with firms that are more generous. Beyond insurance, benefits such as

flex time, paid holidays and personal days are important factors to employee satisfaction.

- See more at: http://www.jobscience.com/company/7-simple-ways-increase-employee-

satisfaction/#sthash.YkzI3lK0.dpuf

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. 4. Workforce Engagement – Employees that don’t find their work interesting or don’t feel

they are contributing to the mission of the firm will not be engaged. For employees to be

satisfied, they must feel like they are part of something bigger than just what their individual

work tasks are. Include staffers in goal setting and how they fit in the corporation fabric

to increase engagement and satisfaction.

5. Develop Skills – Everyone needs something to working toward. Stagnation is unfulfilling.

Employees have more potential than their current level of functionality. Encouraging employees

to fulfill that potential will increase engagement and satisfaction. Whether it’s training

opportunities, mentoring, online courses or external training, encourage staff to always be

improving their skills!

- See more at: http://www.jobscience.com/company/7-simple-ways-increase-employee-

satisfaction/#sthash.YkzI3lK0.dpuf

6. Recognition & Rewards – Employees enjoy an Atta-boy and it need not be a public show to

mean something to employees. Encourage supervisors and managers to acknowledge employees

deeds on a daily basis. Also implement a formal program company-wide to recognize top

achievers in every job category. Healthy competition can boost morale; encourage hard work

and increase satisfaction and retention.

7. Track Job Satisfaction – Don’t sit back and just hope that employees are satisfied – put some

data behind it. Offer anonymous online surveys or mobile surveys to effectively track how

employees feel about benefits, recognition, supervisor feedback and other aspects that contribute

to employee satisfaction. This allows you to improve, tweak and monitor satisfaction levels to

reduce turnover and save the company money.

HR professionals have one of the most challenging jobs in a business because your job is

considering everyone else’s job and how well they like it, how likely they are to quit or how their

attitude affects coworkers. Increasing employee satisfaction through these and other measures

can make your job (and everyone else’s) more satisfying and fulfilling!

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- See more at: http://www.jobscience.com/company/7-simple-ways-increase-employee-

satisfaction/#sthash.YkzI3lK0.dpuf

STEPS TO IMPROVE JOB SATISFACTION

The following measures may be adopted to have a higher level of Job Satisfaction

among the employees.

1) Selection of right man for the right job.

2) Payment commensurate with the employee’s credentials .

3) Conclusive working environment.

4) Cordial superior subordinates relationship.

5) Better interpersonal relationship.

6) Creation of facilities for training.

7) Job rotation where desirable.

8) A good job design provides feedback to the employees about their expected

performance.

9) A job design offers good work and rest schedule by clearly defining the number

of hours an individual has to spend in his/her job.

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DATA

ANALYSIS

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Que1: When you started working for Bailley Water?

a) Long Time

b) Short time

Long Time is 60% and Short Time is 40%.

Sales

Long time

Short Time

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Que2: Are you satisfied working here?

a) Yes

b) No

65% is say Yes & 35% is say No.

0

10

20

30

40

50

60

70

Yes No

Column2

Column1

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Que3: Why you decided to work in Bailley water?

a) Good Growth

b) Good Reputation

c) Other

50%say Good Growth35%say Good Reputation 15%sayOther.

Sales

Good Growth

Good Reputation

Other

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Que4: What do you think about Bailley?

a) Good

b) Best

c) Better

d) Average

55% say Good 25% say Best 20%say Better & 0%say Average.

Sales

Good

Besat

Better

Average

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Ques7: Do you think Bailley is safe drinking water?

a) Yes

b) No

70% say Yes% 30% say No.

0

10

20

30

40

50

60

70

Yes No \

Column2

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Ques9: Is Bailley Water able to satisfied your thirst?

a) Yes

b) NO

75%say Yes & 35% say No.

0

10

20

30

40

50

60

70

80

Yes No

Series 1

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Ques12: Are you satisfied with the working hours at your organization?

a) Yes

b) No

60% say Yes & 40% say No.

0

10

20

30

40

50

60

Yes No

Column1

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Ques13: Do you think your work in according to your qualification and

Skills?

a) Yes

b) No

70% say Yes & 30% say No.

0

10

20

30

40

50

60

70

Yes No

Column2

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Ques14: How is the physical working condition in the organization?

a) Good

b) Best

c) Average

d) Poor

60% say Good, 30% say Best, 10% say average,& 05 say

poor.

Sales

Good

Best

average

Poor

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Ques15: Are you satisfied with the top management?

a) Yes

b) No

55% say Yes & 45% say No.

Sales

No

79

Ques16: Are you able to achieve your target?

a) Yes

b) No

60% say Yes & 30% say No.

Sales

yes

80

QUESTIONAIRE

QUESTIONAIRE Dear Respondent,

I am a student of “BHAGWANT INSTITUTE OF TECHNOLOGY". As a part of my

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curriculum I am conducting a study on "SATISFACTION LEVEL OF EMPLOYEE IN

CHANDRA BEVERAGES". It will be grateful help, if you kindly spare some moment

from your precious time to fill this questionnaire. The respondent will be kept strictly

confidential & useful to data analysis.

A) NAME:

B) AGE:

C) DESIGNATION:

1. When you started working for Bailley Water Chandra Beverages?

Long time

Short time

2. Are you satisfied working here?

Yes

No

3. Why you decided you work in Bailley Water?

Good Growth

Good Reputation

Others

4. Do you get salary on time?

Yes

No

5. How company’s policies are?

Good

Best

Better

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Average

6. Which features of Bailley attract you most, that inspire you to go for Bailley?

Price

Design

Quality

Others

7. Do you have necessary authority to perform your duties effectively?

Yes

No

8. Does the Organization provide medical facility for Employee?

Yes

No

9. Are you satisfied with the Top Management?

Yes

No

10. Does the Employee Share experience to help each other?

Yes

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CONCLUSION

CONCLUSION

84

The study on employee satisfaction at Apollo Tyres Ltd, emphases on “job

satisfaction of employees in Apollo tires Ltd at Kalamassery”. The research is

conducted using primary data and secondary data. This study emphasis that

employees are getting working condition from their job. All employees are

satisfied with the relationship between all the members of the organization.

Employees are satisfied with their job because of the organization provide the

facilities like training and development. Supervision, leave facilities etc.

employees are dissatisfied with the grievance handling procedures, remuneration,

participation in decision making and some of the welfare measures like

transportation, bonus allowances, scholarship facility, entertainment and cultural

facilities etc. The safety measures provided to everybody. But the employees have

only average opinion about safety training programs. But 40% say that it is bad.

Most of the respondents are not aware of safety committee.

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LIMITATIONS OF THE

STUDY

LIMITATIONS OF THE STUDY

1. Simple present analysis is used.

2. All the factors affecting Job Satisfaction is not taken into consideration.

3. Some of the respondent was not co-operative.

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87

FINDINGS

FINDINGS

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

2. Employees are satisfied with salary offerings at Bailley water Chandra Beverages.

3. Employees are satisfied with Good pay as the key Motivating factor for working

efficiency.

4. Majority of the employees don’t have other sources of income.

5. Majority of the employees are placed by direct appointment at Bailley Water

Chandra Beverages.

6. Employees are satisfied with physical working condition at Bailley Water Chandra

Beverages.

7. Majority of employees are satisfied with promotion and transfer policy.

8. Employees are satisfied with working hours at Bailley Water Chandra Beverages.

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Recommendation &

Suggestions

RECOMANDATION & SUGGESTION

The company has adopted a philosophy of Total Quality Management. In the future it

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can extent this philosophy more to the suppliers and stock ties.

Relationship between the customer and company is a base of growth for any

company. Company should maintain a good relationship with its big customer

such as corporate, families, offices and also have good relation with end users.

Company can send mineral Water and invitation to the customer from time to

time or on certain occasion.

The main area where PARLE AGRO can improve in its efforts to make an

impact in the global market place is by improving its R&D base and bringing it

up to world standards.

Company is requiring continuous process improving e.g. increasing efficiency of

process units and maximizing the recovery and utilizing of various products in

terms of best adaptability by the customer

Hoarding of company's product should be kept at prime location where maximum

people can see it in relation to attain the easy mode of source of information on

basis of customer performance.

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BIBLOGRAPHY

BIBLOGRAPHY BOOK AUTHARS

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HUMAN RESOURCE MANAGEMENT SANTOSH SHARMA

MANAGING HUMAN RESOURCE ARUN MONAPPA

STRETEGIC HUMAN RESOURCE MANAGEMENT KESHO PRASAD

RESEARCH METHODOLOGY C.R. KOTHARI

WEBSITES

WWW.PARLEAGRO.COM

WWW.GOOGLE.COM

WWW.WIKIPEDIA.COM

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