A PROJECT REPORT

ON
“EMPLOYEES JOB SATISFACTION”

NESTLE INDIA LTD.

A Project Report under the guidance of

MRS. Ishani Mukherjee
Submitted by
Paridhi Vedwal
In the fulfilment of the requirement for the award of
the degree of BBA in
“ HUMAN RESOURCE”

Himalyan Institute of Teachnology

Affiliated from HNB Gardwal university

1
 CERTIFICATE

Certified that this project report entitled “EMPLOYEE JOB SATISFACTION OF

NESTLE INDIA” is the bonafide work of PARIDHI VEDWAL, STUDENT CODE-4258,
who carried out the project work under my supervision in the partial fulfilment of the
requirement for the award of the Bachelor of Bussiness Administration (BBA) –
HIMALAYAN INSTITUDE OF TECHNOLOGY

Head of the department faculty incharge: Signature:

MR. SAURABH SHARMA

2
 DECLARATION

I PARIDHI VEDWAL bearing Student code- 4258 hereby declare that this project report
entitled has been prepared by me towards the fulfilment of the requirement for the award of
the Bachelor of Business Administration (BBA) degree under the guidance of MRS.
ISHANI MUKHERJEE

I also declared that this project report is my original work and has not been previously
submitted for the award of any Degree, Diploma, fellowship or other similar titles.

PARIDHI VEDWAL

3
 ACKNOWLEDGEMENT

A lot of effort has gone into this report. My thanks are due to many people with whom I have
been closely associated. I would like all those who have contributed in completing this
project. First of all, I would like to send my sincere thanks to MRS ISHANI MUKHERJEE
for her helpful hand in the completion of my project.

Secondly I would also like to thank my parents and friends who helped me a lot in finalizing
this report within the time frame.

NAME: PARIDHI VEDWAL

STUDENT CODE: 4258

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 EXECUTIVE SUMMARY:

This report has been written keeping in mind the Employee job satisfaction of Nestle India.
To Increase Job Satisfaction Nestle is providing training to its employees. They have access
to company sponsored training programs and seminars. The purpose of training is to upgrade
the capabilities and efficiency of all the employees and prepare them for more responsible
position in future. Provide employees with greater opportunity to grow and succeed within
the company. Both manager and non-manager receive help from training and developmental
program but mostly non-manager are concerned with training while the managers are
concerned with developmental programs. Nestle is providing clear path for career
advancement to its employees. Company gives full support to its employees in this context.
According to employees, they face or experience not any form of discrimination in Nestle.
They are fairly treated by their bosses. Almost all the employees are satisfied with their
physical working of employees. We aims to ensure a work place that necessitates open and
respectful communication between the employee’s abilities.

Nestle aims to ensure a workplace that necessitates open and respectful communication
between the employee’s abilities. Almost all the employees are satisfied with their physical
working of employees. Nestle is providing clear path for career advancement to its
employees, company gives full support to its employees in this context. By working in terms,
employees bring their collective skills and knowledge to bear on problem and to develop
innovative ideas for the organization.

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 CONTENT
S. No PARTICULARS PAGE NO.
1 Chapter 1 Introduction to the topic
 Introduction to study 7-20
 Scope of the study
 Objective of the study
 Introduction to the topic

2 Chapter 2 Problem Statement 21-34

3 Chapter 3 Research Methodology 35-38
 Concept
 Research Design
 Data Collection
 Instruments of Data Collection(Questionnaire)
 Sample Plan
 Research Objectives
4 Chapter 4 Company Profile 45-65
 Company History
 Plant Location
 Mission And Vision
 Brands
 Business Overview
 Financial Highlights
 Competitive Position
 Future Growth and Prospects
5 Chapter 5 Data Analysis And Interpretation 66-86
6 Chapter 6 Findings And Analysis 87-88
7 Chapter 7 Suggestion And Recommendation 89-90
8 Chapter 8 Limitations Of Study 91-92

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7
 CHAPTER – 1

INTRODUCTION TO THE TOPIC

“EMPLOYEE JOB SATISFACTION”

8
 INTRODUCTION TO STUDY

The project has been a learning experience for me and would not have been possible without
the support and guidance of the above mentioned people. Needless to say, I alone remain
responsible for any error that might have crept into the pages, despite of my best possible
efforts to avoid them.

This HR research project report has been written keeping in mind the Employee Job
Satisfaction of Nestle India Ltd, one of the biggest players in FMCG segment, has its
presence in milk & nutrition, beverages, prepared dishes and cooking aids (the company is
engaged in the food business). This report is prepared in order to gain practical knowledge
about how an organisation measure the employee job satisfaction level of Nestle India Ltd.

Although this company has many departments but my focusing area for the research on
employee job satisfaction was limited with the core function consisting of Human Resource
department of Nestle India ltd. A survey has conducted to measure the level of employee job
satisfaction. Nestle India ltd. is working a lot to retain their existing employees as well as to
attract the potential. The outcomes of the survey has described in details in the later chapters
of the report.

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 SCOPE OF THE STUDY

The organization must satisfy people’s needs and influence these feelings for obtaining their
cooperation and support. Proactive attitude of people towards their jobs, good communication
system and individual objectives are some of the factors of job satisfaction.

This study is on the impact of company policies, working conditions and on the job
satisfaction of employees. It concentrates on the effect of factor in general and considers only
the perceptual element of employee. The study is conducted to assess the job satisfaction
needs of the employees in Nestle India Ltd. The study helps to know their preferences and
problems of the employees. Employee commitment is essential to increase the productivity. If
the job satisfaction increases it will increase the employee commitment, further it will lead to
increase in the productivity. It is very essential to study about the job satisfaction.

Scope of the study the organization must satisfy people’s needs and influence these feelings
for obtaining their cooperation and support. Proactive attitude of people towards their jobs,
good communication system and individual objectives are some of the factors of job
satisfaction. This study is on the impact of company policies, working conditions and on the
job satisfaction of employees. It concentrates on the effect of factor in general and considers
only the perceptual element of employee. The study is conducted to assess the job satisfaction
needs of the employees in Nestle India Ltd. The study helps to know their preferences and
problems of the employees. Employee commitment is essential to increase the productivity. If
the job satisfaction increases it will increase the employee commitment, further it will lead to
increase in the productivity. It is very essential to study about the job satisfaction.

10
 OBJECTIVES OF THE STUDY
The main aim of the study is to analyse and examine level of job satisfaction among the
Nestle employees and to know the problems faced by the employees of the various categories

There are some objectives given below to study job satisfaction in Nestle India Ltd.

1. The main objective of the study is to assess the job satisfaction of the employees in Nestle
India Ltd.

2. To identify the employees relationship with their supervisors and co-workers.

3. To assess the satisfaction level of employees on working conditions and environment.

4. To know the security and the safety measure taken by the company.

5. To identify the level of grievance handling procedure in the company.

The main objectives of this paper are to assess the job satisfaction: to identify the
effectiveness of job satisfaction and to find out the several factors like personal and
organizational factors influencing job satisfaction: to identify the effectiveness of job
satisfaction and to find out the several factors like personal and organizational factors
influencing job satisfaction of employees.

Objective of the study There are some objectives given below to study job satisfaction in
Nestle India Ltd.

1. The main objective of the study is to assess the job satisfaction of the employees in Nestle
India Ltd.

2. To identify the employees relationship with their supervisors and co-workers.

3. To assess the satisfaction level of employees on working conditions and environment.

4. To know the security and the safety measure taken by the company.

5. To identify the level of grievance handling procedure in the company.

The main objectives of this paper are to assess the job satisfaction: to identify the
effectiveness of job satisfaction and to find out the several factors like personal and
organizational factors influencing job satisfaction: to identify the effectiveness of job
satisfaction and to find out the several factors like personal and organizational factors
influencing job satisfaction of employees.

11
 INTRODUCTION TO THE TOPIC
DEFINATIONS OF JOB SATISFACTION:

Different authors give various definitions of job satisfaction. Some of them are taken from
the book of D.M. Pestonjee “Motivation and Job Satisfaction” which are given below:
Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of one’s
job. An effective reaction to one’s job.
Weiss
Job satisfaction is general attitude, which is the result of many specific attitudes in three areas
namely:
Specific job factors.
Individual characteristics.
Group relationship outside the job
Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person hold towards the job,
towards the related factors and towards the life in general.
Glimmer

Job satisfaction is defined as “any contribution, psychological, physical, and environmental

circumstances that cause a person truthfully say, ‘I am satisfied with my job.”

Job satisfaction is defined, as employee’s judgment of how well his job on a whole is
satisfying his various needs
Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal
of one’s job or job experiences.
Locke

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 HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He revived 35 studies
on job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination
of psychological, physiological and environmental circumstances. That causes a person to
say. “I m satisfied with my job”. Such a description indicate the variety of variables that
influence the satisfaction of the individual but tell us nothing about the nature of Job
satisfaction.
Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management,
personal adjustment & social requirement. Morse (1953) considers Job satisfaction as
dependent upon job content, identification with the co., financial & job status & priding
group cohesiveness. One of the biggest preludes to the study of job satisfaction was the
Hawthorne study. 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.

Scientific management (aka Taylorism) 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 approach 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.

13
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.

Employee job satisfaction  is a measure of workers' contentedness with their job, whether
they like the job or individual aspects or facets of jobs, such as nature of work or
supervision. Job satisfaction can be measured in cognitive (evaluative), affective (or
emotional), and behavioral components. Researchers have also noted that job satisfaction
measures vary in the extent to which they measure feelings about the job (affective job
satisfaction). or cognitions about the job (cognitive job satisfaction).

One of the most widely used definitions in organizational research is that of Edwin A.
Locke (1976), who defines job satisfaction as "a pleasurable or positive emotional state
resulting from the appraisal of one's job or job experiences". Others have defined it as simply
how content an individual is with his or her job; whether he or she likes the job.

It is assessed at both the global level (whether the individual is satisfied with the job overall),
or at the facet level (whether the individual is satisfied with different aspects of the
job). Spector (1997) lists 14 common facets: appreciation, communication, coworkers, fringe
benefits, Job conditions, nature of the work, organization, personal growth, policies and
procedures, promotion opportunities, recognition, security, and supervision.

Employee job satisfaction is defined as the level of contentment employees feel with their
job. This goes beyond their daily duties to cover satisfaction with team members/managers,
satisfaction with organizational policies, and the impact of their job on employees’ personal
lives. Employee job satisfaction is a broad term used by the HR industry to describe how
satisfied or content employees are with elements like their jobs, their employee experience,
and the organizations they work for. Employee satisfaction is one key metric that can help
determine the overall health of an organization, which is why many organizations employ
regular surveys to measure employee satisfaction and track satisfaction trends over time. A

14
high satisfaction level indicates that employees are happy with how their employer treats
them.This term used to describe whether employees are happy and satisfied and if they are
fulfilling their desires and needs at work. It also means how employees feel and how satisfied
are with their work and working environment. Employees satisfaction mostly include
workload, perceptions of management and leadership, flexibility, teamwork, resources and is
coming from interaction of employee’s positive and negative feelings according to the job.
Employee satisfaction also known as job satisfaction, is the extent to which employees are
happy or content with their jobs and working environment. In other words, employees are
contented with their work and position and they are comfortable in their work environment –
both with other employees and with the resources they have available to complete their jobs.
Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a
motivation to work. It is not the self-satisfaction, happiness or self-contentment but the
satisfaction on the job. Job satisfaction relates to the total relationship between an individual
and the employer for which he is paid. Satisfaction means the simple feeling of attainment of
any goal or objective. Job dissatisfaction brings an absence of motivation at work. Research
workers differently describe the factors contributing to job satisfaction and job
dissatisfaction. Hoppock describes job satisfaction as, “any combination of psychological,
physiological and environmental circumstances that cause and person truthfully to say I am
satisfied with my job.” Job satisfaction is defined as the, “pleasurable emotional state
resulting from the appraisal of one’s job as achieving or facilitating the achievement of one’s
job values.” In contrast job dissatisfaction is defined as “the unpleasurable emotional state
resulting from the appraisal of one’s job as frustrating or blocking the attainment of one’s job
values or as entailing disvalues.” However, both satisfaction and dissatisfaction were seen as,
“a function of the perceived relationship between what one perceives it as offering or
entailing.” Job satisfaction is defined as the extent to which an employee feels self-motivated,
content & satisfied with his/her job. Job satisfaction happens when an employee feels he or
she is having job stability, career growth and a comfortable work life balance. This implies
that the employee is having satisfaction at job as the work meets the expectations of the
individual High job satisfaction effectively leads to the improved organizational productivity,
decreased employee turnover, and reduced job stress in modern organizations. Job
satisfaction leads to a positive ambience at the workplace and is essential to ensure the higher
revenues for the organization.

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 IMPORTANCE OF JOB SATISFACTION

 Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational, citizenship, Absenteeism,
Turnover.

 Job satisfaction can partially mediate the relationship of personality variables and
deviant work behavior.

 Common research finding is that job satisfaction is correlated with life style.
This correlation is reciprocal meaning the people who are satisfied with the life tends
to be satisfied with their jobs and the people who are satisfied their jobs tends to
satisfied with their life.

 This is vital piece of information that is job satisfaction and job performance is
directly related to one another. Thus it can be said that, “A happy worker is a
productive worker.”

 It gives clear evidence that dissatisfied employees skip work more often and more like
to resign and satisfied worker likely to work longer with the organization.

16
 IMPORTANCE TO WORKER AND
ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction, self-
respect, self-esteem, and self-development. To the worker, job satisfaction brings a
pleasurable emotional state that can often leads to a positive work attitude. A satisfied worker
is more likely to be creative, flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated and
committed to high quality performance. Increased productivity- the quantity and quality of
output per hour worked- seems to be a byproduct of improved quality of working life. It is
important to note that the literature on the relationship between job satisfaction and
productivity is neither conclusive nor consistent.
However, studies dating back to Herzberg’s (1957) have shown at least low
correlation between high morale and high productivity and it does seem logical that more
satisfied workers will tend to add more value to an organization.
Unhappy employees, who are motivated by fear of loss of job, will not give 100
percent of their effort for very long. Though fear is a powerful motivator, it is also a
temporary one, and also as soon as the threat is lifted performance will decline.
Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked with a healthier work force and has been found
to be a good indicator of longevity. Although only little correlation has been found between
job satisfaction and productivity, Brown (1996) notes that some employers have found that
satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus
protecting the “bottom line”.

17
 WORKERS ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or
her own satisfaction and well being on the job. The following suggestions can help a worker
find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often
leads to more challenging work and greater responsibilities, with attendant increases in pay
and other recognition.
Acquire new job related knowledge that helps you to perform tasks more efficiently and
effectively. This will relive boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most organizations
and often results in recognition as well as in increased responsibilities and rewards.
Develop teamwork and people skills. A large part of job success is the ability to work well
with others to get the job done.
Accept the diversity in people. Accept people with their differences and their imperfections
and learn how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This help to give meaning to one’s existence, thus playing a
vital role in job satisfaction.
Learn to de-stress. Plan to avoid burn out by developing healthy stress management
techniques.

18
 FACTORS OF JOB SATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major
components of job satisfaction. These are as under:

 The way the individual reacts to unpleasant situations,

 The facility with which he adjusted himself with other person
 The relative status in the social and economic group with which he identifies
himself
 The nature of work in relation to abilities, interest and preparation of worker
 Security
 Loyalty
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed
various job factors of job satisfaction. These are briefly defined one by one as follows:

1. Intrinsic aspect of job

It includes all of the many aspects of the work, which would tend to be constant for the
work regardless of where the work was performed.

2. Supervision
This aspect of job satisfaction pertains to relationship of worker with his immediate
superiors. Supervision, as a factor, generally influences job satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not necessary a part of the
work. Hours are included this factor because it is primarily a function of organization,
affecting the individuals comfort and convenience in much the same way as other
physical working conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory remuneration for work
done.
5. Opportunities for advancement

19
It includes all aspect of job which individual sees as potential sources of betterment of
economic position, organizational status or professional experience.

6. Security
It is defined to include that feature of job situation, which leads to assurance for continued
employment, either within the same company or within same type of work profession.
7. Company & management
It includes the aspect of worker’s immediate situation, which is a function of
organizational administration and policy. It also involves the relationship of employee
with all company superiors above level of immediate supervision.
8. Social aspect of job
It includes relationship of worker with the employees specially those employees at same
or nearly same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in any direction within
the organization. Terms such as information of employee’s status, information on new
developments, information on company line of authority, suggestion system, etc, are used
in literature to represent this factor.
10. Benefits
It includes those special phases of company policy, which attempts to prepare the worker
for emergencies, illness, old age, also. Company allowances for holidays, leaves and
vacations are included within this factor.

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 CHAPTER- 2
PROBLEM STATEMENT

21
 PROBLEM STATEMENT
Problems why employees may not be completely satisfied with their jobs:
1. Conflict between co-workers.

2. Conflict between supervisors.

3. Not being opportunity paid for what they do.

4. Have little or no say in decision making that affect employees.

5. Fear of loosing their job.

EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

Absenteeism means it is a habitual pattern of absence from duty or obligation.

If there will be low job satisfaction among the employees the rate of absenteeism will
definitely increase and it also affects on productivity of organization.

J
o High B
b
s
a
t
i
s
f
a
c
t
i low
A
n

low High

Rate of turn over and absences

22
In the above diagram line AB shows inverse relationship between job satisfaction and rate of
turn over and rate of absenteesm.
As th job satisfaction is high the rate of both turn over and absentiseesm is low and vise a
versa.

2. HIGH TURNOVER

In human resource refers to characteristics of a given company or industry relative to the rate
at which an employer gains and losses the staff.
If the employer is said to be have a high turnover of employees of that company have
shorter tenure than those of other companies.

3. TRAINING COST INCREASES

As employees leaves organization due to lack of job satisfaction. Then Human resource
manager has to recruit new employees. So that the training expenditure will increases.

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 INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example, one recent study even
found that if college students majors coinsided with their job , this relationship will predicted
subsequent job satisfaction. However, the main influences can be summerised along with the
dimentions identified above.

The work itself

The concept of work itself is a major source of satisfaction. For example, research related to
the job charactoristics approach to job design, shows that feedback from job itself and
autonomy are two of the major job related motivational factors. Some of the most important
ingridents of a satisfying job uncovered by survey include intersting and challenging work,
work that is not boring, and the job that provides status.

Pay
Wages and salaries are recognised to be a significant, but complex, multidimentional factor in
job satisfaction. Money not only helps people attain their basic needs butevel need
satisfaction. Employees often see pay as a reflection of how managemnet view their
conrtibution to the organization. Fringe benefits are also important.
If the employees are allowed some flexibility in choosing the type of benefits they prefer
within a total package, called a flexible benefit plan, there is a significant increase in both
benefit satisfaction and overall job satisfaction.

Promotions
Promotional opportunities are seem to be have avarying effect on job satisfaction. This is
because of promotion take number of different forms.

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 WHAT IS THE IMPACT OF JOB
SATISFACTION?
Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In
other words, if management could keep the entire worker’s happy”, good performance would
automatically fallow. There are two propositions concerning the satisfaction performance
relation ship. The first proposition, which is based on traditional view, is that satisfaction is
the effect rather than the cause of performance. This proposition says that efforts in a job
leads to rewards, which results in a certain level of satisfaction .in another proposition, both
satisfaction and performance are considered to be functions of rewards.
Various research studies indicate that to a certain extent job satisfaction affects employee turn
over, and consequently organization can gain from lower turn over in terms of lower hiring
and training costs. Also research has shown an inverse relation between job satisfaction and
absenteeism. When job satisfaction is high there would be low absenteeism, but when job
satisfaction is low, it is more likely to lead a high absenteeism.

What job satisfaction people need?

Each employee wants:
1. Recognition as an individual
2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance
8. No arbitrary action- a voice a matters affecting him
9. Satisfactory working conditions
10. Competence leadership- bosses whom he can admire and respect as persons and as
bosses.

However, the two concepts are interrelated in that job satisfaction can contribute to morale
and morale can contribute to job satisfaction.

25
It must be remembered that satisfaction and motivation are not synonyms. Motivation is a
drive to perform, where as satisfaction reflects the individual’s attitude towards the situation.
The factors that determine whether individual is adequately satisfied with the job differs from
those that determine whether he or she is motivated. the level of job satisfaction is largely
determined by the comfits offered by the environment and the situation . Motivation, on the
other hand is largely determine by value of reward and their dependence on performance. The
result of high job satisfaction is increased commitment to the organization, which may or
may not result in better performance.
A wide range of factors affects an individual’s level of satisfaction. While organizational
rewards can and do have an impact, job satisfaction is primarily determine by factors that are
usually not directly controlled by the organization. a high level of job satisfaction lead to
organizational commitment, while a low level, or dissatisfaction, result in a behavior
detrimental to the organization. For example, employee who like their jobs, supervisors, and
the factors related to the job will probably be loyal and devoted. People will work harder and
derive satisfaction if they are given the freedom to make their own decisions.

26
 MODELS OF JOB SATISFACTION
There are various methods and theories of measuring job satisfaction level of employees in
the organization given by different authors.
List of all the theorise and methods measuring job satisfaction level is given below:

A MODEL OF FACET SATISFACTION

 Affect theory (Edwin A. Locke 1976)

 Dispositional Theory (Timothy A. Judge 1988)
 Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg’s)
 Job Characteristics Model (Hackman & Oldham)
 Rating scale
 Personal interviews
 action tendencies
 Job enlargement
 Job rotation
 Change of pace
 Scheduled rest periods

27
 MODEL OF FACET OF JOB SATISFACTION

Skill

Experience Perceived personal

Training job inputs

Efforts Fig.no. 1 Curve

Perceived
Age amount that
should be
Seniority received (a)
Education

Level

Difficulty a=b satisfaction

Perceived job a>b
Time span
characteristics dissatisfaction
Amount of
responsibility a<b guilt

Inequity
Perceived
outcome of
referent others Perceived
amount
received
Actual outcome
(b)
received

Fig.no.2 Model of determinant of facet of job satisfaction

Edward E.lawler in 1973 proposed a model of facet satisfaction. This model is applicable to
understand what determines a person’s satisfaction with any facet of job.
According to this model actual outcome level plays a key role in a person’s perception of
what rewards he receives. His perception influenced by his perception of what his referent
others receives.

28
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 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 in 1998. Judge 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 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

29
TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzberg’s Two-factor theory (also known as Motivator Hygiene Theory) attempts
to explain satisfaction and motivation in the workplace. This theory states that satisfaction
and dissatisfaction are driven by different factors – motivation and hygiene factors,
respectively. Motivating factors are those aspects of the job that make people want to
perform, and provide people with satisfaction. These motivating factors are considered to be
intrinsic to the job, or the work carried out.Motivating factors include aspects of the working
environment such as pay, company policies, supervisory practices, and other working
conditions.
While Hertzberg's model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's
original formulation of the model may have been a methodological artifactFurthermore, the
theory does not consider individual differences, conversely predicting all employees will
react in an identical manner to changes in motivating/hygiene factors.. Finally, the model has
been criticised in that it does not specify how motivating/hygiene factors are to be measured]

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
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.).
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.

30
 MODERN METHOD OF MEASURING JOB
SATISFACTION
In this method of measuring job satisfaction the comparison between various organizational
terms and conditions at managerial level and also the organization at a large.
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF
THE ORGANIZATION:
1. Management has a clear path for employee’s advancement
2. Decisions are made keeping in mind the good of the employees
3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. Innovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me
2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor
6. Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the company’s compensation package
2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance
4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the eligibility
6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY

1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)
2. Rules and procedures are followed uncompromisingly

31
3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow
2. I get opportunities to handle greater responsibilities
3. My skills and abilities are adequately used at work
From all above we can conclude level of job satisfaction of our employees.

RATING SCALE
It is one of the most common methods of measuring job satisfaction. The popular rating scale
used to measure Job satisfaction is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent
satisfactions and dissatisfactions of employees.
Job Description Index: it measures Job satisfaction on the dimension identified by Smith,
Kendall, Hullin.
Porter Need Identification Questionnaires: It is used only for management personnel and
revolves around the problems and challenges faced by managers.

CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of measuring Job
satisfaction. It involves asking employees to described incidents on job when they were
particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their contents
and identifying those related aspects responsible for the positive and negative attitudes.

PERSONAL INTERVIEWS

This method facilitates an in-depth exploration through interviewing of job attitudes. The
main advantage in this method is that additional information or clarifications can be obtained
promptly.

32
ACTION TENDENCIES
By this method, Job satisfaction can be measured by asking questions and gathering
information on how they feel like behaving with respect to certain aspects of their jobs. This
method provides employees more opportunity to express their in-depth feeling.

In his study on American employees, hoppock identified six factors that contributed to job
satisfaction among them. These are as follows:
1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.
3. His relative’s status in the social & economic group with which he identifies
himself.
4. The nature of work in relation to the abilities, interest & preparation of the
workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between employees &
management in conflct.they are concern with Job satisfaction or general job attitudes with the
employees.
Philip apple white has listed the five major components of Job satisfaction .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individual’s state of mind about the
work itself and about the life in general .the individual’s health, age, level of aspiration.
Social status and political & social activities can all contribute to the Job satisfaction. A
person’s attitude toward his or her job may be positive or negative.

JOB ENLARGEMENT
The concept of job enlargement originated after World War II. It is simply the organizing of
the work so as to relate the contents of the job to the capacity, actual and potential, of
workers. Job enlargement is oblivious forerunner of the concept and philosophy of job
design. Stephan offers three basic assumptions behind the concept of job enlargement.

33
Output will increase if
1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and different tasks to a
specialized job. It may widen the number of task the employee must do that is, add variety.
When additional simple task are added to a job, the process is called horizontal job
enlargement. This also presumably adds interest to the work and reduces monotony and
boredom.
To check harmful effects of specialization, the engineering factors involved in each
individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened so
that there will be more lines and fewer workers on each line. Moreover, instead of assigning
one man to each job and then allowed to decide for himself how to organize the work. Such
changes permit more social contacts and greater control over the work process.

JOB ROTATION

Job rotation involves periodic assignments of an employee to completely different sets of job
activities. One way to tackle work routine is to use the job rotation. When an activity is no
longer challenging, the employee is rotated to another job, at the same level that has similar
skill requirements.
Many companies are seeking a solution to on-the-job boredom through systematically
moving workers from one job to another. This practice provides more varieties and gives
employees a chance to learn additional skills. The company also benefits since the workers
are qualified to perform a number of different jobs in the event of an emergency.

CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he wishes will lend
variety to his work. Further if workers are permitted to change their pace that would give
them a sense of accomplishment.

34
SCHEDULED REST PERIODS

Extensive research on the impact of rest periods indicates that they may increase both morale
and productivity. Scheduled rest periods bring many advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of achievement.
They provide opportunities for social contacts.

35
 CHAPTER-3
RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
36
CONCEPT OF RESEARCH METHODOLOGY:

Research refers to a search for knowledge. It is a systematic method of collecting and

recording the facts in the form of numerical data relevant to the formulated problem and
arriving at certain conclusions over the problem based on collected data.

Thus formulation of the problem is the first and foremost step in the research process
followed by the collection, recording, tabulation and analysis and drawing the conclusions.
The problem formulation starts with defining the problem or number of problems in the
functional area. To detect the functional area and locate the exact problem is most important
part of any research as the whole research is based on the problem.

According to Clifford Woody research comprises defining and redefining problems,

formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:
making deductions and reaching conclusions: and at last carefully testing the conclusions to
determine whether they fit the formulating hypothesis.
Research can be defined as “the manipulation of things, concepts or symbols for the
purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids
in construction of theory or in the practice of an art”
In short, the search for knowledge through objective and systematic method of finding
solution to a problem is research.
It describes overview of the research methodology and design used for this research. The
research is to investigate the impact of Continuous Improvement program towards
employee’s Job Satisfaction in Malaysia industry environment. This research is conducted in
a quantitative way, where survey questionnaires are used to collect data. Quantitative
research is impersonally experimental, manipulating variables and controlling natural
phenomena, by constructing hypotheses and testing them against the hard facts of reality
(Leedy, 1993). According to Christensen (1985), quantitative was the most appropriate one to
use if the purpose of an investigation is to describe the degree of relationship which exists
between the variables.

RESEARCH DESIGN

37
This research is conducted in a systematically way to find the answers of research question
and it is conducted in a quantitative way, where survey questionnaire is used to collect data.
Besides that, the research is conducted in descriptive studies and explanatory studies, which
also known as hypotheses testing. Study focuses on analysis of questionnaire to establish the
association between the variables.
The questionnaire is distributed to employees who were working in Nestle India Ltd.
Therefore, this research is aligned with survey research strategy. In this strategy, the
questionnaire is distributed to the employees via email. The data is analysed later to
exanimate the hypotheses. In overall, this research is a combination of quantitative and
qualitative data collection, and it’s categorised as Mixed Method Research

DATA COLLECTION
The task of data collection begins after the research problem has been defined and
research design chalked out. While deciding the method of data collection to be used for the
study, the researcher should keep in mind two types of data viz. Primary and secondary data.
Primary Data: -
The primary data are those, which are collected afresh and for the first time and thus
happen to be original in character. The primary data were collected through well-designed
and structured questionnaires based on the objectives.
Secondary Data:
The secondary data are those, which have already been collected by someone else and
passed through statistical process. The secondary data required of the research was collected
through various newspapers, and Internet etc.

INSTRUMENTS OF DATA COLLECTION

38
(DRAFTING QUESTIONNAIRE)
The questionnaire is considered as the most important thing in a survey operation. Hence it
should be carefully constructed. Structured questionnaire consist of only fixed alternative
questions. Such type of questionnaire is inexpensive to analysis and easy to administer. All
questions are closed ended.

SAMPLE PLAN

SAMPLING : It was divided into following parts:

1. Sampling universe
All the employees are the sampling universe for the research.

2. Sampling technique - Judgmental sampling

39
 Sample was taken on judgmental basis. The advantage of sampling are that it is much
less costly, quicker and analysis will become easier. Sample size taken was 100
employees.

RESEARCH OBJECTIVES
The research has been undertaken with following objectives.
 To study the level of job satisfaction among the employees of Nestle India Ltd.
 To study the methods of measuring job satisfaction of Nestle India Ltd.

40
“NESTLE INDIA Ltd.”

CHAPTER- 4
COMPANY PROFILE

Company Profile

41
NESTLE INDIA Ltd. is a subsidiary of NESTLÉ S.A. of Switzerland. With eight factories
and a large number of co-packers, Nestlé India is a vibrant Company that provides consumers
in India with products of global standards and is committed to long-term sustainable growth
and shareholder satisfaction.
The Company insists on honesty, integrity and fairness in all aspects of its business and
expects the same in its relationships. This has earned it the trust and respect of every strata of
society that it comes in contact with and is acknowledged amongst India's 'Most Respected
Companies' and amongst the 'Top Wealth Creators of India'.
NESTLÉ India manufactures products of truly international quality under internationally
famous brand names such as NESCAFE, MAGGI, MILKYBAR, KIT KAT, BAR-ONE,
MILKMAID and NESTEA and in recent years the Company has also introduced products
of daily consumption and use such as NESTLÉ Milk, NESTLÉ SLIM Milk, NESTLÉ
Dahi and NESTLÉ Jeera Raita.

Nestle India, the company behind products like Maggi noodles and Kit Kat chocolates, has
restructured its business, with an increased focus on its dairy and nutrition business that
yields 48 per cent of its sales.
A company official who did not want to be identified told Hindustan Times that in order to
make its business in India more focused, the food, dairy, confectionary, nutrition and
beverage lines which were under the control of a single managing director will now have
independent business heads directly responsible for profits and losses in their respective
units.
They all will report to the company chairman.
The company has stepped up efforts on its dairy business, which has been growing at 20
percent annually, outpacing the 10-11 percent average growth of Nestle India as a whole.
It launched a 98 percent fat -free probiotic curd in Delhi on Thursday, aiming to woo weight-
conscious high-end consumers. It also plans to come up with more yogurt based products in
future.

The company is also looking at improving the cold chain infrastructure as its current chilled
dairy product has a shelf life of only 15 days.
"As the cold chain infrastructure is not what is required, we cannot have products with a
longer shelf life,” Nestle India's General Manager of dairy business Mayank Trivedi told a
news conference.
As the company improves its cold chain infrastructure, it plans to take chilled dairy products
to cities other than Delhi, Mumbai, Kolkata, Banglore, Chennai and Hyderabad.
According to the company's estimate, Nestle India has 30 percent of the chilled dairy market
in the six cities. "We plan to take it to 40 per cent within a year,” Trivedi said.
Nestle India is also planning to bring in products from its international portfolio, modifying it
to the Indian taste buds. It has also undertaken capacity expansion at its existing
manufacturing facilities in Moga (Punjab) and Samalkha (Haryana), and is also sprucing up
its distribution.
Nestlé is a multinational manufacturer of packaged foods and beverage. It is considered to be
the world largest food manufacturer having its operations in 197 countries and with more

42
than 2000 product brands. On December 31, 2015, Nestlé reported revenues of $99.09 billion
having had estimated sales of $92 billion. Out of its varying brands, 29 of them have an
annual sale of over $1.1 billion. The company’s largest market is America though its
Headquarters are in its home country, Switzerland. In the financial year 2015, the company
made 43% of its sales in Americas, 28% in Europe and 29 % in Asia, Africa, and Oceania.
Nestlé competes with store brands and packaged food with companies such as Safeway,
Walgreen Company, Wal-mart and Kraft foods Inc. There is a growing competition for the
company’s brands more so in the grocery sales in that in the major markets, Wal-Mart and
Kroger have increased their concentration and they have the capability of forced sharp price
reduction and this leads to the dilemma about the fate of Nestlé in the Market.

COMPANY HISTORY
43
NESTLÉ's relationship with India dates back to 1912, when it began trading as The NESTLÉ
Anglo-Swiss Condensed Milk Company (Export) Limited, importing and selling finished
products in the Indian market.
After India's independence in 1947, the economic policies of the Indian Government
emphasised the need for local production. NESTLÉ responded to India's aspirations by
forming a company in India and set up its first factory in 1961 at Moga, Punjab, where the
Government wanted NESTLÉ to develop the milk economy. Progress in Moga required the
introduction of NESTLÉ's Agricultural Services to educate, advise and help the farmer in a
variety of aspects. From increasing the milk yield of their cows through improved dairy
farming methods, to irrigation, scientific crop management practices and helping with the
procurement of bank loans.
NESTLÉ set up milk collection centres that would not only ensure prompt collection and pay
fair prices, but also instil amongst the community, a confidence in the dairy business.
Progress involved the creation of prosperity on an on-going and sustainable basis that has
resulted in not just the transformation of Moga into a prosperous and vibrant milk district
today, but a thriving hub of industrial activity, as well.
NESTLÉ has been a partner in India's growth for over a century now and has built a very
special relationship of trust and commitment with the people of India. The Company's
activities in India have facilitated direct and indirect employment and provides livelihood to
about one million people including farmers, suppliers of packaging materials, services and
other goods.

PLANT LOCATION
44
After more than a century-old association with the country, today, NESTLÉ India has
presence across India with 8 manufacturing facilities and 4 branch offices. 
NESTLÉ India set up its first manufacturing facility at Moga (Punjab) in 1961 followed by:
1. Moga (Punjab) in 1961
2. Choladi (Tamil Nadu), in 1967
3. Nanjangud (Karnataka), in 1989
4. Samalkha (Haryana), in 1992
5. Ponda (Goa), in 1995
6. Bicholim (Goa), 1997, 
7. Pantnagar (Uttarakhand), in 2006 
8. Tahliwal (Himachal Pradesh), In 2012
The 4 Branch Offices located at Delhi, Mumbai, Chennai and Kolkata help facilitate the sales
and marketing activities. The NESTLÉ India’s Head Office is located in Gurgaon, Haryana.

MISSION AND VISION

Mission Statement
45
Nestlé is the world's leading nutrition, health and wellness company. Our mission of "Good
Food, Good Life" is to provide consumers with the best tasting, most nutritious choices in a
wide range of food and beverage categories and eating occasions, from morning to night.
 

Vision and values

To be a leading, competitive, Nutrition, Health and Wellness Company delivering improved
shareholder value by being a preferred corporate citizen, preferred employer, preferred
supplier selling preferred products

BRANDS
NESTLÉ India has more than 2000 brands ranging from global icons to local favourites, and
are present in 186 countries worldwide. 
Beverages
 NESCAFÉ
 NESCAFÉ CLASSIC
 NESCAFÉ GOLD
 NESCAFÉ SUNRISE
 NESTEA ICED TEA
 É by Nescafé
 Nescafé Latte
Nestlé Breakfast Cereals
 Koko Krunch
 Koko Krunch Choco Burst
 Koko Krunch Strawberry Flavour Burst
 NesPlus Crunchy Flakes
 NesPlus Crunchy Granola
Chocolates and Confectionery
 NESTLÉ BAR ONE
 NESTLÉ KITKAT
 NESTLÉ MUNCH
 NESTLÉ MILKYBAR
Dairy
 NESTLÉ a+
 Nescafé Cold Coffee
 NESTLÉ MILKMAID
Nutrition
 Nestlé Nangrow
 Nestlé LACTOGROW
Foods
 Masala Noodles

46
  Nutrilicious
 Fusian
 Cuppa
 Sauces
 Pazzta
Cooking Aids
 MAGGI Masala-ae-Magic
 MAGGI Magic Cubes Vegetarian Masala
 MAGGI Masala-ae-Magic South Veg Masala
 MAGGI Bhuna Masala for Gravy Dishes, Dals & Vegetables
 MAGGI Bhuna Masala for Korma Dishes
 MAGGI Bhuna Masala for Makhani Dishes
 MAGGI Coconut Milk Powder
Vending and Food Services
 Nestlé Professional
Imports
 NESTLÉ KIT KAT CHUNKY
 FOX’s

BUSSINESS OVERVIEW

The company worked closely with employees, local communities and business partners to
navigate through the unprecedented times, reduced manufacturing complexities which arose
as a result of the lockdown and made available its products to consumers with speed and
agility. 4
The company stood by nearly 100,000 dairy farmers in these difficult times and bought every
drop of milk which was offered by them. The company continued to work closely with its
3,500 coffee farmers, 1,250 spice growers and extended its support to numerous farmers in
Karnataka by sourcing substantial quantity of tomatoes from them through its suppliers to
reduce distress.
Despite a challenging environment, the company delivered robust growth across all its
categories, largely driven by volume and mix-led growth. NESCAFÉ, KITKAT,
EVERYDAY, MAGGI noodles, MASALA-Ae-MAGIC outperformed and continued to be
significant growth drivers. The company delivered strong performance in the e-commerce

47
channel, due to rise in in-home consumption. During the rapidly evolving times, the company
continued with its innovation and renovation journey to meet consumer needs and seven out
of the eight Nestlé brands held number one position, according to Nielsen data. With a strong
thrust on innovation, the company launched more than 80 new products in the last 5 years
and has been consistently present across 7935 urban towns in last 5 years.
The company is proposing to invest Rs 26 Billion over the next three to four years to
augment its existing manufacturing capacities, as well as towards its new under construction
‘state of the art’ factory in Sanand, Gujarat, which demonstrates the company’s commitment
to India.

Innovating and Renovating Prepared Dishes and Cooking Aids

MAGGI registered strong growth across its brands, that strengthened its position as the
industry leader. MAGGI noodles responded to consumers experimenting during in-home
indulgence and launched new flavours such as Yummy Capsica and Chatpata Tomato and
renovated Desi Cheesey.
The company also launched MAGGI Atta Spinach noodles for consumers seeking both taste
and nutritional benefits. MAGGI Sauces registered double-digit growth and MAGGI Upma
and Poha scaled up in volume and delivered strong presence in the Ready-to-Eat segment. As
there was an increased need for cooking aids during and post-lockdown, the company
launched MAGGI Fried Rice Masala with two spice mixes - Classic Veg and Chilli Garlic
fried rice, and MAGGI Paneer-aeMagic Shahi Paneer and Kadhai Paneer Masala mix.
To strengthen the consumers trust, the company created QR code enabled anti-counterfeit
solution for MAGGI Masala-ae-Magic to ensure the authenticity of the pack.
The company launched ‘MAGGI – Cooking Made Simple’, a service that makes every-day
cooking simple, convenient and enjoyable for everybody. This service brings popular recipes
from across the country, under three areas of ‘made easy’, ‘made with a twist’ and ‘made
healthier’.
The company believes in the power of food to enhance lives, improve livelihoods and protect
the planet for future generations. The company launched,‘MAGGI - DESH KE LIYE 2
MINUTE – Ek Chhoti Si Koshish’, an initiative aimed at inspiring people to take small steps
to bring about change. Centered around 3S - Swasthya, Swachhta and Sahayata, MAGGI
collaborated with communities in a purposeful way, provided 1 Million meals to
disadvantaged sections of the society, supported street food vendors to come out of these
challenging times, inspired the youth to connect with agriculture and supported 10,000 home
chefs to start their own food business.

Building Breakfast Cereals

The company launched KOKO KRUNCH, a global cereal brand in 2021, and NESPLUS was
renovated with new packaging.
The business displayed agility and embraced the shift in channel dynamics because of
COVID-19. Focus on e-commerce delivered growth. Single serve SKUs helped drive
penetration and trials among consumers.

Strengthening of Milk products and Nutrition Portfolio

The Milk Product and Nutrition business continued to deliver good performance despite
disruptions caused by COVID-19 and challenges linked to commodity price fluctuation. The
48
company mitigated some of these challenges by identifying and implementing efficiency
improvements across the value chain.
The company continued to support over 100,000 Dairy farmers during the pandemic by
buying every litre of milk offered to the company, providing uninterrupted timely payments
and ensuring COVID-19 related precautions are followed during milk collection.
The company distributed over 6 Million serves of dairy products as a part of ‘Care Packs’ to
frontline COVID warriors. The company also pioneered the purpose-driven campaign by
distributing sweet dish made from MILKMAID to over 10,000 families during Kerala’s
Onam festival.
The company’s Healthcare Nutrition Business, Nestlé Health Science, has a portfolio of
science based medical and consumer healthcare nutrition products. In 2021, the company
continued to consolidate its portfolio that delivered growth.
Introduction of smaller 200g SKUs of RESOURCE HIGH PROTEIN and RESOURCE
DIABETIC in key channels, helped increase consumer access. With continued endeavors to
renovate and innovate, the company also expanded its offerings in the weight management
category by launching OPTIFAST vanilla flavor variant.

Growing Coffee and Beverages Business

The company continued to focus on growing Coffee and Beverages business and remain
relevant to consumers, despite the challenges posed by COVID-19. Remaining consistent to
the successful strategy over last few years, NESCAFÉ led the journey of building the coffee
consumption category throughout the year. This reflected in strong brand growth and resulted
in significant market share gains. The company continued its journey of building relevance
and strong connection with consumers with the NESCAFÉ Classic new campaign, ’Karne se
hi hona hai’ The campaign was anchored in hope and action to inspire consumers to restart
lives in the new normal.
NESCAFÉ SUNRISE moved ahead in its journey of driving a differentiated brand in the core
coffee market in the southern part of India. Along with brand building initiatives, it activated
sampling coffee to frontline warriors to extend support in the difficult times.
NESCAFÉ accelerated its premiumization journey, building on the promise of delivering
coffee at its best with NESCAFÉ Gold. As more and more people stayed indoors, there was a
need for in-home indulgences. With exciting coffee recipes and product solutions, NESCAFÉ
Gold helped consumers create a café like experience at home, resulting in strong growth.

Nestlé Professional - Out-of-Home Business

Despite the pandemic, the company continued to build its portfolio through the launch of
innovative products and solutions. In response to hygiene concerns post the pandemic, the
company led the launch of contactless beverage solutions in the industry. Continuing with the
objective to premiumize the beverages business portfolio, Roast & Ground (R&G) coffee was
developed and launched. This was accompanied by the development of an R&G beverage
solution which opens-up an additional market for such solutions.
Since the dependence on food delivery due to the pandemic had increased, the company
introduced a service and product platform to expand its role in the delivery ecosystem. The
company introduced 100+ quick and easy recipes for menu partnerships with restaurants,
based on top-sellers and limited pantry support. The company also introduced a food

49
solutions portfolio customized for delivery applications like rice seasonings (Oriental) and
pasta sauce mixes (Italian) that are operator friendly and cost effective.
The company took an important initiative to scale up the kiosk business through
‘Entrepreneurship for Youth’ which aims to create livelihood and job opportunities for people
through their kiosk business model, helping the youth of the country cope with these
unprecedented times. The kiosks are run on a youth-facing, franchisee-operated business
model, offering unique entrepreneurial opportunities to generate sustainable business, decent
employment and respectable livelihoods for the franchise owners.

FINANCIAL HIGHLIGHTS

Total Sales and Domestic Sales for the year ended 31, December 2021; increased by 8.1%
and 8.5% respectively. Domestic Sales growth is largely driven by volume & mix and is
broad based. Demand in Out-of-Home channel was impacted throughout the year due to
COVID-19 pandemic. Export Sales growth at 1.4% impacted by lower coffee exports.
Other Income has decreased due to lower yields and lower average liquidities.
The company has created a contingency provision of Rs 1,088.9 Million (previous year Rs
1,163.4 Million) for various contingencies resulting mainly from matters, which are under
litigation / related to disputes and other uncertainties requiring management judgement. The
company has also reversed, utilized / settled contingency provision of Rs 580.2 Million
(previous year Rs 914.6 Million) due to satisfactory settlement of certain litigations and
settlement of obligations under free replacement warranty for which provision is no longer
required.

50
The Board of Directors have recommended a final dividend of Rs 65.00 per equity share
amounting to Rs 6,267 Million for the year 2020. The total dividend for 2021 aggregates to
Rs 200 per equity share which includes interim dividend of Rs 135.00 per equity share paid
on 20th November 2021.
Exports
In 2021, the exports of the company registered 4.8% volume growth, driven by categories
such as Prepared Dishes and Cooking Aids, Milk Products and Nutrition. The company’s
continued focus on MAGGI range extension and channel proliferation brought growth across
international markets.
The company recorded highest ever exports of MAGGI noodles and sauces to the United
States, Canada, United Kingdom, European Union, Australia and New Zealand, despite
disruptions in supply chain, caused as a result of COVID-19. Categories such as Coffee and
Beverages were negatively impacted by supply chain disruptions, lower coffee exports to
Turkey and drop in Out-of-Home consumption
Key Highlights
 Total Sales of INR 3,462 Crore
 Total Sales Growth at 13.8%. Domestic Sales Growth at 13.7%.
 Profit from Operations at 22.2% of Sales
 Net Profit of INR 539 Crore
 Earnings Per Share of INR 55.86
 Domestic & Export Sales achieved double digit growth largely driven by volume &
mix.
 Key products MAGGI Noodles, KITKAT, Nestlé MUNCH, MAGGI Sauces,
MAGGI MASALAAE-MAGIC posted strong double-digit growth.
 Strong performance in E-Commerce channels, grew by 105% and contributed 6.4% of
domestic sales.
 In recent times, commodity prices have been rising across oils and packaging
materials.
Commenting on the results, Mr. Suresh Narayanan, Chairman and Managing Director, Nestlé
India said, “The needs of the community and supporting its people always take precedence
over everything else in a crisis. Those are the values and the purpose that has defined it,
which the company take pride in and cherish. At the same time, as a leading food and
beverage company, ensuring supplies of much needed products to consumers is the call of
duty that unites all of it at Nestlé India!
Despite the enormous challenges during the devastating second wave of the pandemic in this
quarter, I am immensely proud of the resolve of my team and its partners. An unwavering
determination, empathetic teamwork, singular commitment and resolute focus ensured that
much needed food and beverage products were available to its consumers. A simple, yet
innovative example of this wasthe timely implementation of a ‘telecaller model’ to take
orders across trade channels. The company's front-line sales colleagues stood tall to
overcome serious logistical obstacles and ensure availability. The company's efforts to ensure
last mile access were aided by e-commerce and in particular hyperlocal (quick commerce)
channels which grew by 147% in the first half of this year.
Last year, its commitment to India made it articulate an ambition to invest INR 2,600 Crore
(INR 26 Billion) over a 3-4-year period. I am pleased to announce that out of this, Nestle

51
India has already invested about INR 1,000 Crore (INR 10 billion) thus far. This is a
vindication of its confidence and trust in the Nestlé journey in India.
In moments of crisis like this pandemic, its strong values and purpose ensure that the
company never lose sight of the well-being of society at large, by being a “Force for Good”.
Nestle India has continued to offer employment opportunities, developmental vistas for talent
and have welcomed over 1,000 people through regular hiring, apprenticeship and internship
into the Nestlé India family during the first half of this year. Generating employment is vital
for the nation and Nestle India is trying to play its part towards this.
At the same time, providing succour to distressed and less fortunate sections of its society is
also a calling the company heed. The company contributed about INR 15 Crore (INR 150
Million) towards CSR spends in the areas of nutrition awareness, COVID relief initiatives etc
this quarter. Further, its unwavering focus on sustainability continues and Nestle India has
invested about INR 25 Crore (INR 250 Million) in a range of projects in the first half of the
year. ‘’
Total Sales and Domestic Sales for the quarter increased by 13.8% and 13.7% respectively,
on a base impacted by COVID 19 induced lockdown with production disruptions across
factories. Domestic Sales growth was driven by volume & mix. Export Sales increased by
17.7% due to timing of exports to affiliates.

COMPETITIVE POSITION

Nestlé has several major consumer brands such as Kit-Kat, Carnation, Nescafe, Stouffers and
Nestle-water among others. 30 of its brand netted over $1 billion in earning in the year 2010
which makes the company a major force in the global beverage and food industry. Having 42
percent of its sale being in North America, the company is one of the most geographically
diverse companies in the food and beverage industry and this places it in a potion that assists
in edging competitors. Its brands are well established in a large market share in the largest
economies such as U.S and Europe. Unilever and Danone are significant competitors for
Nestlé in that the two are food and beverage industry giants similar to Nestlé (Best 2011). In
2010 for instance, Unilever posted a 26 percent growth in annual profits due to its accelerated
sales in food and beverage, particularly frozen food, ice cream, tea based beverage and
cooking products. Danone, on the other hand, reported a 38 percent jump in its earning due to
its increased share prices. An increase in its sales for yoghurt also boosted the increase in

52
earnings. Nestle, however, manages to position its self in the market through the adoption of
a new accounting method which facilitated a reduction in its cost of sales (Best 2011). The
company was also able to include allowances, discounts, and promotions for its retailers
through the sales proceeds instead of the marketing line. Though its sale was lower for the
year, Nestlé managed to match its peers which have made it a leading manufacturer in the
midst of the tough competition. Being the world’s largest food manufacturer, Nestlé faces a
tight competition from its close rival Unilever. Unilever has a workforce of about 230,000
employees and operates in about 160 countries with its headquarters being in London for
food and Rotterdam for home and personal care. The company is edging Nestlé in terms of
the quality of its products which has made it the second player in the Western European ready
meals market having a market share of 8,6%, 0.3 points behind leading Nestle. In the dairy
market, Unilever has a 7.7 percent market share With Nestlé coming first and Danone third.
Nestle, however, manages to stay on top by adopting local tastes for its products thereby
incurring low manufacturing costs and high local customers. The company has over 253,000
employees and operates in over 197 countries and therefore it manages to edge it competitors
in various areas. Nestlé has also managed to establish a technological platform, E-marketing,
through which it reduces supply expenses and accesses a larger customer base, unlike its
competitors. In its strategy to capture more customers, the company focuses on establishing a
positive orientation towards nutrition value added to the products. Additionally, Nestlé
focuses hugely on brands and communication and have therefore expanded the nutrition and
health dimension in its brand communication. Progressively, Nestlé advances the quality of
its products with the development of nutrition which gives it a competitive advantage.
Science is another tool that the company’s strategy uteruses in that it plans to align science
with consumer benefits and with this, it can match the global progressive technology.

SWOT ANALYSIS

SWOT analysis is one of the essential marketing analysis tools. It is employed to understand
a company’s position in the external environment and its inner capabilities. I will be taking
you through the detailed SWOT analysis of Nestle, which will tell us why is Nestle so
successful.
With the help of the SWOT matrix, we will try to understand the rationale behind their
strategic decisions. Let us first revise our concepts on SWOT analysis.

53
What is SWOT Analysis and Why You Need to Use it

Every major strategic decision is made after accessing one’s capabilities and position in the
environment where the decision will have a significant impact. The assessment helps one to
make an informed decision and be better prepared for any contingencies.

SWOT is an acronym for Strengths, Weakness, Opportunity and Threats. It helps us to

understand one’s internal capabilities and external positions. Internal capabilities include
the Strengths and Weaknesses, whereas the opportunities and threats determine external
positions.
The simplicity of the SWOT is its more comfortable to apply to everything that is influenced
by internal and external factors. It can be used to situations, industries, activities, products,
businesses, strategies, products, and to even people.

Strengths and opportunities bring in a positive impact and determine one’s core competencies
and help in expanding. Weaknesses and threats, on the other hand, are detrimental to one’s
growth.

Here, I will introduce you to the SWOT analysis of Nestle while discussing in detail, every
aspect of the SWOT. We will also be looking at the unique elements of the Nestle and study
their strategies. The analysis will make you understand Why is Nestle so successful and how
it is running for these many years.

Organizational Structure

The group is simplifying its diverse operations from global run to the three significant zones,
i.e. The Americas (AMS); Europe, Middle East and North Africa (EMENA) and Asia,
Oceania and Sub-Saharan region (AOA).

The simplification started with division of the global Nestle Waters at the beginning of 2020
into the three zones. Nestle Nutrition and Nestle professional will follow the structural
change into the zones.

54
The decentralization drive is fueled by investing in local incubators across 187 countries. The
group has launched innovation challenges in Sub-Sahara, China and Switzerland to
incorporate local innovations.

SWOT Analysis of Nestle [Matrix]

Here is a glance of some of the strengths, weakness, opportunities and threats of the Nestle
Company.

55
We can get a clear picture of what is the SWOT analysis of Nestle company and how they
use it to make major strategic decisions. We will be taking a few examples here as well.

Strengths of Nestle

Nestle’s continuous presence over the years is attributable to numerous internal factors.
These factors form the strengths of the Nestle group, and here I will be taking you through
what are the strengths of Nestle briefly:

 Global Presence: Nestle’s active presence in 187 countries is advantageous to its

undivided growth. The presence in some countries is over 150 years, establishing
the brand in the local environment. This means that their product is available to the
people in these many countries, and it creates a long-lasting impact on people as
well.
 Increasing Cash flows: Nestle cash flows increased by 10.9% to CHF 11.9
billion in 2019. This means that the group’s finances are healthy and they can
invest more money and can expand quickly.
 Strong Supply Chain operations: The nestle group encourages innovations at the
local levels, incorporates technology and is increasing the traceability of the

56
 sources of the raw materials of its products. This enables the group to achieve
substantial operational efficiencies.
 Fast Innovation: Application of science across all platforms and innovating
through collaboration with the local players allows Nestle to innovate faster and
according to local demands. For example, in 2019, Nestle could achieve shortened
timelines of science into technology on average by 30% and saw additional 50
fast-tracked projects which will launch within 6 to 12 months.
 Digital Transformation: Nestle’s investment in digital transformation across
fields like marketing, social media, e-commerce, manufacturing and supply chain
has helped them become data-driven. This enables them to personalize their
consumer’s needs and achieve higher satisfaction. In 2019 Nestle has transformed
70 ecosystems by the help of artificial intelligence and personalized 20% of their
consumer’s contacts.

Weaknesses of Nestle

Nestle core competencies lie in its strengths, but the global giant also faces numerous internal
weaknesses. Here, we can easily understand what are the weaknesses of Nestle:

 Problems in product marketing: Nestle has time and again faced a massive

backlash from people across the globe for not correctly positioning and marketing
their products. One classic example is the marketing of breastfeeding baby formula
to people in poorer nations. Uneducated mothers were using the product with
contaminated water, causing high cases of sickness from the same.
 Organizational Structure: Nestle’s current organizational structure is divided
based on its product portfolio and not based on its geographical operations. This
creates vast power distance when it comes to decision making and prevents agility
in operations. In expanding its operations, this always proves to be a major hurdle.
 High dependence on advertising: Nestle is majorly dependent on advertising to
promote its products; it increases the marketing costs and consequently, a high risk
associated with the returns. With disruptions coming up, this strategy will not
sustain Nestle in the long run.

57
 Opportunities of Nestle

The dynamic environment is now more connected than ever. It provides numerous
opportunities for the group to thrive and grow. I have listed some of them for your
understanding:

 Increasing Transparency: The present consumer holds more information than

ever. With the growing presence on the internet, it will be favorable to increase
transparency. Increasing transparency would mean that consumer knows where the
raw materials are sourced from, when they are sourced and who sourced them. The
consumer feels more connected and is trusting the brand more.
 Sustainability: Integration and operating sustainably will help the group to reduce
costs, increase efficiency and utilize labor properly. Local integration and
production will make operations lean, which will reduce long term expenses.
 Increasing disposable Income: Increase in the average household income in Asia,
Oceania and Sub-Saharan regions is an excellent opportunity for Nestle to expand
its operations. Introduction of new or existing products can be taken up to increase
its product portfolio and hence, increased presence and profits.
 Diversifying its product portfolios: Nestle has a great opportunity in introducing
products into sectors other than food and beverages. Merging through strategic
alliances can help Nestle to diversify and tap into markets other than food and
beverages. For example, the technology industry is slated to grow at a rate of 5%
CAGR in 2024.

Threats to Nestle

The same dynamic environment provides numerous threats owing to its ever-changing
environment. Frequent disruptions, emerging technology and continuous innovations drive
the changes. Nestle, to sustain has to focus on these parameters to grow continuously:

58
  Climate Impact: Changes in the climate and its subsequent impact can be seen on
numerous Nestle product’s raw materials. Raw materials like coffee, wheat and
dairy are affected by climate change. They are highly likely to affect Nestle’s
growth over a while.
 Strategic Investment choices: Investment choice’s failure to align with such a
diverse product run group is exceptionally high. The group runs a higher risk of
losing brand presence and a potential sum of money.
 Product Quality and Safety: Nestle, in the past, faced much negative effect on its
reputation and consumer trust after non-compliance of food safety. The best
example is of Maggi in India, which failed to comply with one of the laboratory
tests and lost a massive share in the market.
 Rising Competition: Nestle’s product portfolio competes with various multi-
national players and numerous local players. With the advent of more technology
and constant disruptions in the industry, nestle is always at a risk of losing its
existing consumer base.

CONCLUSION OF SWOT ANALYSIS OF NESTLE

 Nestle group’s ever-growing product portfolio and its global presence are attributed to
their focus on its core strengths and its alignment with the opportunities available. At
the same time, Nestle’s focus on threats and has to work on its weaknesses to tackle
every change in the environment. 
 I have touched upon what is the SWOT analysis of Nestle company and also provided
answers to these questions like Why is Nestle so successful? What are the weaknesses
of Nestle? What are the strengths of Nestle? What is Nestle’s current position in the
market?
 It is a robust yet straightforward tool which can be applied to numerous situations,
industries, decisions to analyze and get a head start on robust decision making.

59
 FUTURE GROWTH AND PROSPECTS

Nestle relationship with India dates back to 1912 when it started operating as The
Nestle Anglo-Swiss Condensed Milk Company (Export) Limited. The business then
was of importing and selling finished milk products in the Indian market. Nestle
India currently operates famous brands like Nescafe, Maggi, Milkybar, Kit Kat, Bar
One, Milkmaid and Nestea. The company has also recently introduced products of
daily consumption such as Nestle Milk, Nestle SLIM Milk, Nestle Dahi and Nestle
Jeera Raita. The company’s shares have 52 weeks price band of INR 16,835-10,120

60
and a total market capitalization of INR 1.57 Trillion which makes it a Large-Cap
company. The shares have a P/E of 79 and a dividend yield of 1%.

61
 CHAPTER – 5

DATA ANALYSIS AND

INTERPRETATION

62
This graph shows that 0% of employees are strongly agree about the point , 20% of
employees are agree on the point, 30% are neither agree nor disagree,50% are disagree and
rest 0% of employees are strongly disagree.

63
This graph shows that 60% of employees are strongly agree about the point , 15% of
employees are agree on the point, 15% are neither agree nor disagree,10% are disagree and
rest 0% of employees are strongly disagree.

64
This graph shows that 75% of employees are strongly agree about the point , 10% of
employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and
rest 0% of employees are strongly disagree.

65
This graph shows that 85% of employees are strongly agree about the point , 10% of
employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and rest
0% of employees are strongly disagree.

66
 I feel that my job has little impact on the
success of the company.

20% 0%

50%
30%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 50% of employees are strongly agree about the point ,
30% of employees are agree on the point, 20% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.

67
This graph shows that 0% of employees are strongly agree about the point , 0% of employees
are agree on the point, 20% are neither agree nor disagree,60% are disagree and rest 20% of
employees are strongly disagree.

68
This graph shows that 10% of employees are strongly agree about the point , 30% of
employees are agree on the point, 60% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.

69
This graph shows that 0% of employees are strongly agree about the point , 40% of
employees are agree on the point, 20% are neither agree nor disagree,40% are disagree and
rest 0% of employees are strongly disagree.

70
This graph shows that 40% of employees are strongly agree about the point , 35% of
employees are agree on the point, 25% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.

71
This graph shows that 0% of employees are strongly agree about the point , 0% of employees
are agree on the point, 10% are neither agree nor disagree,55% are disagree and rest 35% of
employees are strongly disagree

72
This graph shows that 45% of employees are strongly agree about the point,
20% of employees are agree on the point, 35% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.

73
This graph shows that 0% of employees are strongly agree about the point, 20%
of employees are agree on the point, 15% are neither agree nor disagree,15%
are disagree and rest 50% of employees are strongly disagree.

74
This graph shows that 0% of employees are strongly agree about the point, 0%
of employees are agree on the point, 10% are neither agree nor disagree,30%
are disagree and rest 60% of employees are strongly disagree.

75
This graph shows that 0% of employees are strongly agree about the point, 15%
of employees are agree on the point, 25% are neither agree nor disagree,40%
are disagree and rest 20% of employees are strongly disagree.

76
This graph shows that 25% of employees are strongly agree about the point,
30% of employees are agree on the point, 45% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.

77
This graph shows that 15% of employees are strongly agree about the point,
35% of employees are agree on the point, 30% are neither agree nor
disagree,20% are disagree and rest 0% of employees are strongly disagree.

78
This graph shows that 10% of employees are strongly agree about the point,
25% of employees are agree on the point, 30% are neither agree nor
disagree,35% are disagree and rest 0% of employees are strongly disagree.

79
This graph shows that 0% of employees are strongly agree about the point, 10% of employees
are agree on the point, 25% are neither agree nor disagree,25% are disagree and rest 40% of
employees are strongly disagree.

80
This graph shows that 15% of employees are strongly agree about the point,
25% of employees are agree on the point, 45% are neither agree nor
disagree,15% are disagree and rest 0% of employees are strongly disagree.

81
This graph shows that 25% of employees are strongly agree about the point,
25% of employees are agree on the point, 20% are neither agree nor
disagree,20% are disagree and rest 10% of employees are strongly disagree.

82
CHAPTER- 6
FINDINGS

83
o Employees are not completely satisfied with their job although
their salary is good enough.

o Employes are not getting value to their work.

o Most of employees think that they are nt on their actual path.

o Most of the employees think that the organization haven’t fulfill

their promises,what they do in beginning especially regarding
Promotion.

o There is negatively comparison between peers especially regarding

targets.

o They often feel overworked.

84
 CHAPTER- 7
SUGGESTION AND
RECOMMENDATION

85
To increase the job satisfaction level of the employees the company should
concentrate mainly on the incentive and reward structure rather than the
motivational session.

 Ideal employees should concentrate on their job.

 Educational qualification can be the factor of not an effective job.

 Company should give promotion to those employees who deserves it.

86
 CHAPTER-8
LIMITATIONS OF STUDY

87
1. Short time period: The time period for carrying out the research was
short as a result of which many facts have been left unexplored.

2. Lack of resources: Lack of time and other resources as it was not

possible to conduct survey at large level.

3. Small no. of respondents: Only 20 employees have been chosen which

is a small number, to represent whole of the population.

4. Unwillingness of respondents: While collection of the data many

consumers were unwilling to fill the questionnaire. Respondents were
having a feeling of wastage of time for them.

5. Small area for research: The area for study was Kaithal, which is quite
a small area to judge job satisfaction level.

88
 CHAPTER- 9
CONCLUSION

89
Employees are not completely satisfied with their job although their salary is
good enough. Employes are not getting value to their work. Most of employees
think that they are nt on their actual path. Most of the employees think that the
organization haven’t fulfill their promises,what they do in beginning especially
regarding Promotion. There is negatively comparison between peers especially
regarding targets. They often feel overworked.

90
 BIBLIOGRAPHY
BOOKS:
 HUMAN RESOURCE MANAGEMNET FIFTEENTH EDITION -
GARRY DESSLER
 FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT
EIGHTH EDITION – RAYMOND A. NOE
JOHN R. HOLLENBECK
BARRY GERHART
PATRICK M. WRIGHT

WEBSITE:
www.nestle.com
www.google.com
www.HR.com
www.indiatimes.com

MAGAZINES:
Bussiness india
The Economics times
The Hindustan times
India today

91
 QUESTIONNAIRE:
These are the following Questionnaire in a survey operation of Nestle India Ltd.
1. I have been passed up at least once for a promotion in the past few years.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree
2. I spend parts of my day daydreaming about a better job.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree
3. I find much of my job repetitive and boring.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

4. I am mentally and/or physically exhausted at the end of a day at work.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree
5. I feel that my job has little impact on the success of the company.

 Strongly Agree
 Agree

92
  Neither Agree nor Disagree
 Disagree
 Strongly Disagree
6. I have an increasingly bad attitude toward my job, boss, and employer .

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree
7. I am no longer given the resources I need to successfully do my job.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

8. I am not being used to my full capabilities.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree
9. I have received no better than "fair" evaluations recently.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree
10. I feel as though my boss and employer have let me down.

93
  Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree
11. I often feel overworked and overwhelmed.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

12. I am frequently stressed out at work.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree
13. I live for weekends and days away from the job.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree
14. I find myself negatively comparing my situation to my peers.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree
15. I feel my bad days at work outweigh the good ones.

94
  Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

16. I often experience a sensation of time standing still when I am at work.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree
1. I have been told that I am becoming a more cynical person.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree
2. I feel as though my employer has broken promises about my future with the
organization.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree
3. I have lost sight of my career goals and aspirations.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

95
4. I no longer feel valued for my work.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

96