A STUDY ON JOB SATISFACTION OF EMPLOYEES WITH

PARTICULAR REFERENCE OF EASTERN CONDIMENTS

PRIVATE LIMITED
Project report submitted to
MAHATMA GANDHI UNIVERSITY, KOTTAYAM
In partial fulfillment of the requirements for the award of the Degree of
Bachelor of Commerce of the Mahatma Gandhi University, Kottayam
SUBMITTED BY
Miss. ROSINA THOMAS
Reg.No: SCAA11147340
Under the Guidance and Supervision of
Ms. AMBILY.V M.Com, B.Ed.
Lecturer, Department of Commerce.

SANTHIGIRI COLLEGE OF COMPUTER SCIENCES,

VAZHITHALA
THODUPUZHA, IDUKKI (Dist)
KERALA
2011-2014

CERTIFICATE

This is to certify that this Project Report entitled A STUDY ON JOB

SATISFACTION OF EMPLOYEES WITH PARTICULAR REFERENCE OF
ESTERN CONDIMENTS PRIVATE LIMITED submitted to Mahatma Gandhi
University in partial fulfillment of the requirements for the award of the degree of
Bachelor of Commerce is a record of original project work done by MISS.
ROSINA THOMAS(Reg.No. SCAA11147340) during the project of the her study
in the department of commerce, Santhigiri College,Vazhithala,Thodupuzha.
Ms. AMBILY.V
Guide and Supervisor
Department Of Commerce
Counter signed by:
REV.FR.PAUL PARAKATTEL (CMI)
Principal

Mr. JOMON CHACKO

Head of the Department

External Viva voce Examination conducted on...............................

Place: Vazhithala
Date:
Name & Signature of External Examiner:

(CERTIFICATE)

DECLARATION
I,ROSINA THOMAS, hereby declare that the Project Report entitled A STUDY ON

JOB SATISFACTION OF EMPLOYEES WITH PARTICULAR REFERENCE

OF ESTERN CONDIMENTS PRIVATE LIMITED Is exclusively a bonfire work
done by me under the supervision and guidance of MS. AMBILY.V.., Santhigiri
College , Vazhithala.I further declare that no part of it has been previously formed the
basis for the award of any degree, diploma or any other similar titles of any units or
similar institutions to any person.

Santhigiri College
Vazhithala
Date

ROSINA THOMAS

Acknowledgement
I extend my deep felt gratitude to our respected, Fr. PAUL
PAREKATTIL Principal of SANTHIGIRI COLLEGE OF COMPUTER
SCIENCE, VAZHITHALA for the encouragement given to carry out this
project.
I wish to convey my special thanks to MR. JOMON CHACKO, HOD
of commerce department for her valuable suggestion and guidance
throughout the project.
I am highly indebted to my academic guide Miss. AMBILI. V, for the
encouragement and guidance shown to complete this project efficiently.
I am also thankful to all faculty members of department of management
studies for their timely help and encouragement.
I wish to express sincere my whole hearted thanks and gratitude to my
respect guide Mrs.Lekha for her able guidance and critical appraisal
and suggestion in completion of this project work.
I am grateful to my parents and my friends who have always been an
inspiration and motivation for me in the endeavor.

ROSINA THOMAS

Contents

Chapter No

Title

LIST OF TABLES
LIST OF FIGURES

Chapter 1
Chapter 2
Chapter 3
Chapter 4

INTRODUCTION
REVIE OF LITERATURE
ANALYSIS AND
INTERPRETATIONS
SUMMAR OF FINDINGS

Page
No

LIST OF TABLES

Table No.

Titles

Page No

3.1

Distribution of the respondents based

3.2

on work satisfaction.
Distribution of the respondents based
on satisfaction of the organization

3.3

benefit.
Distribution of the respondents based

3.4

on daily work.
Distribution of the respondents based

3.5

on satisfied present salary.

Distribution of the respondents based

3.6

on motivational factors.
Distribution of the respondents based

3.7

on freedom of work place.

Distribution of the respondents based

3.8

on department stands.
Distribution of the respondents based

3.9

on stress in the job.

Distribution of the respondents based

3.10

on relationship with colleagues.

Distribution of the respondents based
on

motivational

aspect

of

the

3.11

supervisor.
Distribution of the respondents based

3.12

on working condition.
Distribution of the respondents based

3.13

on improvement of workplace.
Distribution of the respondents based

3.14

on polices of company.
Distribution of the respondents based

3.15

on welfare facility in family.

Distribution of the respondents based

3.16

on job provides opportunities.

Distribution of the respondents based
on environmental facility.

LIST OF FIGURES

Table No.

Titles

3.1

Distribution of the respondents based

on work satisfaction.

Page No

3.2

Distribution of the respondents based

on satisfaction of the organization

3.3

benefit.
Distribution of the respondents based

3.4

on daily work.
Distribution of the respondents based

3.5

on satisfied present salary.

Distribution of the respondents based

3.6

on motivational factors.
Distribution of the respondents based

3.7

on freedom of work place.

Distribution of the respondents based

3.8

on department stands.
Distribution of the respondents based

3.9

on stress in the job.

Distribution of the respondents based

3.10

on relationship with colleagues.

Distribution of the respondents based
on

motivational

aspect

of

the

3.11

supervisor.
Distribution of the respondents based

3.12

on working condition.
Distribution of the respondents based

3.13

on improvement of workplace.
Distribution of the respondents based

3.14

on polices of company.
Distribution of the respondents based

3.15

on welfare facility in family.

Distribution of the respondents based

3.16

on job provides opportunities.

Distribution of the respondents based
on environmental facility.

CHAPTER 1

1.1
1.2
1.3
1.4
1.5
1.6
1.7

INTRODUCTION
STATEMENT OF THE PROBLEM
OBJECTIVES OF THE PROBLEM
SIGNIFICANCE OF THE STUDY
METHODOLOGY
CHAPTER SCHEME
LIMITATIONS OF THE STUDY

1.1 INTRODUCTION
Human resources are of paramount importance of the success of
any organization. It is a source of strength and aid. Human resources are
of the wealth of the organization which can help it in achieving its
goals. Human resource management is concerned with the human
beings in an organization. It reflects a new outlook which views
organizations manpower as its resources and asset. Human resources is
the total knowledge, abilities, skill, talents and aptitudes of an
organizations work force.
Human resources is that process of management which develop
and manages the human element of enterprise it is not only the
management of skill but also the attitude and aspiration of people. An
important element of management is the humane approach, which
managing people. These approaches help a manager to view his people
as an important resource. In case of managing people job satisfaction
plays an important role.
The term job satisfaction refers to an employees general
attitude towards his job. In other words, it is a pleasure or positive

emotional state resulting from the appraisal of ones job experience. To

the extent that a persons job fulfill his dominant need and is consistent
with his expectations and values, the job will be satisfying.

1.2 STATEMENT OF THE PROBLEM

It is entitled A STUDY ON THE JOB SATISFACTION OF

EMPLOYEES is an attempt to identify whether the employees in the
firm are satisfied with their job during the period 2013.

1.3 OBJECTIVES OF STUDY

A study on the job satisfaction employees with particular
reference to Eastern Condiments Pvt Ltd is intended to realize the
following objectives.
1) To find out the satisfaction level of the employees.
2) To know various factors which influence the job
satisfaction?
3) To know the employees satisfaction towards the facilities.
4) To assess the relationship between management and
workers.
5)

To determine the problems of workers and give suggestions to

Overcome these Problems

1.4

IMPORTANCE OF STUDY

Employee job satisfaction helps to understand the individual

attitude towards his job.
It helpful in understanding the positive and negative attitude of
employees and can reduce the negative and analysing the opinion and
suggestion of employees for future improvement for the organization. It
also helps to determine the overall level of job satisfaction among
employees and to solve the grievances and improve the facilities.

1.5

METHODOLOGY

The study uses the primary data collected from the respondents.
For collecting primary data, 30 respondents were identified through
random sampling. A schedule used to collect the information from the
respondents various statistical tools like, bar diagrams, percentage etc.
are used for analysing data.

1.6 LIMITATIONS
Although the researches try to convenience the respondents
that the studies are only meant for academic purpose .Some
workers were suspicious and non cooperative this has an
impact on the quality of information obtained.
Work is carried on by shift system .The study was confined
only to the workers on day shift.
Many officers were reluctant to answer the questionnaire
because of their busy schedule.
Incorrect and incomplete information from respondent may
affect the studies.
As the duration of the study was very short time factor acts
as one of the important limitation to collect data in detail.

Company profile
Industry profile
Review of Literature

COMPANY PROFILE
Late Mr. Meeran the founder of the Eastern group started his
carrier as a business man in Adimali and he started a trading company in
1969 named as Eastern Trading co. He could establish a good sales
network in Idukki district and the businessman in him felt the need for
spices powders at the time of household were sparingly using such
powders in their dually cooking.
As years passed, he started as an agency business 1978 named
Eastern agencies, at Adimali where its wholesale shop was located. He
had taken products in and outside of the state and worked as an agency
for trading ,the bit shown scope for better prospectus and the present
popular Eastern coffee and curry powder ,a small scale industry was
established in 1983 within a short span of time it could become the
market leader in curry powder .Success of his initial step in the spices
manufacturing , he started an industry in the name of

Eastern

Condiments Pvt. Ltd , at Adimali , the industry which become one of

the pioneering manufactures of spices in India. Eastern Condiments Pvt.

Ltd is manufacturing curry powders and masalas in the brand name of
Eastern and their brand is very popular in the markets of India and
abroad. The company maintained 6 production units in India having
300Tper day production capacity, which include two at Adimali. One
export unit at Kothamangalam. Their major production is based at
Then, Madurai district of Tamilnadu and other plants are located
respectively at Guntur in Andrapredesh and Gaiyabad near New Delhi.
The company is certified as only ISO22000, aprestigious certification
Offered by ISO for maintaining an excellent mode of quality
parameters. Eastern Condiments was the first company in India and
second in Asia
Who received this certification in2005? The company having a strong
export network mainly at Middle East and major European countries
and US.
The company having an established corporate administrative body,
which is based at Ernakulum, Edappaly. The initial period of the
company Mr. E. Meeran was the Manager of the company and he was
controlling is entire business activities from Adimali.
MANAGEMENT
The company formed a professional director board for governing
corporate activates and established an executive committee to execute
the decision of direct board. The board is presided over by Mr. Navas
Meeran as the Chairman. The board is assisted by S.M. Mohammed,
Firoz Meeran, M. E. Mohammed the delegates who are holding the
chairs of directors. Mrs. Nafeesa Meeran playing an excellent role
behind the success of Eastern group
AWARDS OF EXCELLENCE

Over and above, many awards for excellence, Eastern got the
prestigious awards for outstanding expert performance by spices board.
Eastern has won so many prestigious awards in the recent years too. The
company has got ISO22000.
EASTERN GROUP VISION
To the preferred suppliers entering o the basic needs of mass market
by providing product

Of outstanding values through the adoption of global standard add

innovative practice.
To the preferred employer in the industry we one in by providing a
challenging work
Environment and adding value to our people through varied exposure
and continuous
Education.

to be the preferred business partner of our entire share holder by

providing them with

Exemplary benefits
MISSION
Winning the trust of the customer through commitments to
quality at the right price in all our products.
COMPANY POLICIES
Out policies are to produce pickles and spices powder according to
the specification of the customer
Implementation
of
ISO

22000

Food

management system
Implementation of good safety hygienic practices.

Safety

 By the involvement of trained and slotted employee further we

will continually improve the quality of our products by updating
the quality of management system based on the Customer feedback
These achievements under this eminent management made during
these subsequent years also.
HRD concept fully implemented.
Enterprise resource planning.
Corporate committee meeting held regularly and efficiently.

THE EASTERN GROUP OF COMPANIES

Eastern group of companies is a group with diverse interest and a world
leader in spices Eastern has ventured into various area like tires ,
retreads, mattress, garments, packaged food ,mineral water ,public
school and many more projects in the vision.
1) Eastern Mattresses Pvt. Ltd.
Eastern Mattresses Pvt. Ltd was set up in 1999 for
manufacturing rubberized coir mattresses with a state of the art factory
in Thodupuzha. The company produces world class mattresses.
2) Eastern Aqua Minerals
The Eastern group has set up a new state of the art factory to produce
packaged water with purity levels meeting international standards. The
company was set up in the year 2000 and it is located at Kalady, Kerala.
Eastern packaged drinking water is all set to quinces the thrust of
millions of people with mineral water on highest purity standards. High
quality with control 12.813testing.
3) Eastern Treads Ltd
Eastern treads ltd is an ISO9001-2000 certified company entered into
the industry in the year 1986 to manufacturer conventional treads.

Started as a private limited company and was changed into a public ltd
company under the name Eastern Treads Ltd. The company went for a
public issue and shares are listed in Indian stock exchange.
4) Eastern Retreads Pvt. Ltd
Eastern Retreads Pvt. Ltd. set up in 1993 is engaged in re-trading of
tires. Retreads are not only cost effective but they are also dependable,
reliable and safe.
5) Eastern Clothing Company
Eastern clothing company introduced their brand of shirts called the
King Richard in the year 1999.
6) Eastern Newton Public School.
The Eastern group entered the area of education with setting up of the
Eastern Public School at Adimali. It ensures high level education from
kinder garden to primary levels with CBSC syllabus providing all the
residential facilities and highly trained teachers.

INDUSTRY PROFILE
INTRODUCTION ABOUT SPICES
Spices aromatic vegetable product used as a flavoring and
condiment, normally refers to the derivatives from certain herbs like
seeds, Leaves, Barks and roots etc. They are used mainly for enhancing
taste of the food. The name spice is derived from the word species,
which was applied to group of exotic foodstuff in the middle ages. Spice
term was formally applied also to pungent or aromatic food, to
ingredients of incense or perfume and to embalming agents. Modern
usage trends to limit the term to flavoring used in food or drinks,
although many spices have additional commercial uses, e.g., ass
ingredients of medicines, perfume, incense and soap.
The earliest library record in India on spices is the Rig Veda (around
6000 BC).
The story on Indian spices dates back to 7000 years into the pat .In the
modern world, major trade is related to eating and spices provide the
major trust traditionally a country of agriculture. India leads the trade
.Spices can improve the palatability and the appeal of spoiled food.
Piquant flavors stimulate salivation ad promote digestion. Pungent

spices can cause sweating, which may even cause a even sensation in
tropical climates. In India, traditionally, spices formed a part of common
mans daily food.
INDIA AND SPICES
Indian spices made an important role in the history of various
lands, discovered or destroyed kingdoms built or brought down, wars
won or lost, and treaties signed or floated flavors sought or offered
Spices have also a political role in the history. The use of spices from
the East becomes a status symbol by the year 1200 and the European
preoccupation with the world of spice was born. The use of spices in
Food meant money and power, and the desire to acquire these precious
status symbols led to world exploration pan-global communication,
trade alliances and war. Indian spices also fitted into philosophic
concept of improving health, since it was understood that they could
affect the four humors (blood, phlegmatic, choleric and melancholic).
Thus ginger would be used to heat the stomach and improve digestion;
clove was believed to comfort the sinus; mace would prevent colic and
bloody fluxes or diarrhea; nutmeg would benefit the spleen and relieve
any bad cold.
BUSINESS OF SPICES
Within the past one decade the international trade in spices has
grown by leaps and bounds .An estimated 500000 tones of spices and
herbs valued at 1500 million US dollars are now imported globally
every year. An impressive 46% of this supply comes from India. Indias
exports of spice extracts have shown spectacular growth attaining over
50% of the global market within a short span. The Indian export of
spices has crossed the 450 million US dollar mark during 1999-2000

and have reached 468 million US dollar. This remarkable achievement

is born of area change in the industry scenario. From traditional
commodity exports, Indian spices have evolved into a state-of-the art
industry.
THE INDIAN SHARE
At present India produces around 2.5 million tones of different
spices valued at approximately 3 billion US$, and holds the premier
Position in the world. Because of the varying climates suitable for the
spice cultivation almost all spices are grown in this country. In almost
all of the 25 states and 7 union territories of India, at least one spice is
grown in abundance. No country in the world produces as many kinds
of spices as India. In recent years, export of Indian spices has been
taking giant leaps. The Indian export of spices has crossed at the 450
million US dollar mark during 1999-2000and has reached 468 million
US dollar. The spices board India is the apex body for the export
promotion of Indian spices. The board has been with the Indian spice
industry every step of the way. The board plays a far reaching and
influential role as a developmental, regulatory and promotional agency
for Indian spice.
A VISION OF SPICES BOARD
As a national organization of the government of India for the
development, regulation and promotion of spices, spices board India
shares a vision with industry To make India the premier supplier of
vale added spices as and herbs in the industrial, retail, and food service
segments of the global food ingredients market. The board has been
beefing up its development agenda by gaining new insights, setting new
directions, adding new perspectives to ensure long term growth of the
industry as a sustained basis.

NEW DEVELOPMENT INITIATIVES OF SPICES BOARD

Spices board India has been adding new insights, new
directions, and new perspectives to its development agenda to ensure
long growth of the industry on a sustained basis. Many multinational
companies have already set up their manufacturing basis in India.

Making the country a major international processing and manufacturing

hub for spices products.
The boards new development initiatives include:
Export oriented production and value addition.
Re-plantation and rejuvenation of selected spies of spice
Export centric product development and promotion of Indian spices
brands boards.
Export centric product development and research.
Quality improvement through new labs, up gradation of existing in
house labs and accreditation of quality certification systems.
Create emphasis on export promotion through participation in
international trade fairs and exhibition
Organic cultivation of spices and Human resource development and
infrastructure development.
ORGANIC

SPICES:

THE

EMERGING

INTERNATIONAL

FAVOURITES
In time with the international food trends more Indian farmers are
tuning to organic spice cultivation with strictly following international
standards. The organic spices are black pepper, white pepper, ginger,
turmeric, clove, nutmeg, mace, vanilla, cardamom, chilly, mustard,
tamarind, cabbage, rosemary, thyme, foregone, marjoram, parsley and
sage.
SHARPER FOCUS ON QUALITY

The quality evaluation laboratory of spices board certified under ISO

17025 &14000 participants in the proficiency test and validation
Programs with ASTA (American Spice Trade Association) approved
laboratories. Testing at quality evaluation lab ensures that the products
conform to all major international standards.
RAPID STUDIES IN VALUE ADDITION
Besides a variety of ready to eats products like sauces and dips India
offers spice extracts especially those produced through super critical
fluid extraction technology. Vanilla extracts produced under SCFE are
available in 15, 30 and 60ml retail packs.
INDIAS SHARE IN THE GLOBAL SPICE MRKET
The Indian spice industry is booming with a substantial increase in
exports over the past few years. India accounts for nearly 45% and 30%
in terms of volume and value in the world spice trade.
The booming global spice market also poses good opportunities for
the Indian spice industry to provide quality spice at competitive prices.
India faces stiff competition from china, Malaysia and Pakistan in terms
of pricing of the products. Manufactures should therefore ensure
consistency in supply, product quality, pricing and marketing strategy to
increase the share in exports.
Producers are incorporating latest methods and technologies to
ensure higher quality of spices and herbs. India is one of the prime
exporters of pepper, chilies, turmeric, seed spices and spice derivatives to
the rest of the world. USA EU Japan and Srilanka import these Indian
spices in large volume.

Spice derivatives can be categorized into spice oils. The demand

for spice derivative is also increasing due to the hygiene, standardization
and consistency factor. India contributes nearly 70% to the world spice
Derivative market. It exports largely to the US, EU etc. Indian southern
states including Kerala Karnataka and Tamil Nadu provide concentrated
oils and oleoresins for use in perfumery, pharmaceuticals, foods
processing and industrial chemical industry. Government Initiative Indian
Government is providing financial assistance to farmers, growers and
spice producers and has also take some certain steps to ensure the
availability of better quality spices, more hygienically processed in order
to exports. Indian spice board also provides financial and technical
assistance to farmers.

REVIEW OF LITERATURE
One way to define satisfaction may be to say that it is the end state
of feeling. The word 'end' emphasizes the fact that the feeling is
experienced after a task is accomplished or an activity has taken place
whether it is highly individualistic effort of writing a book or a collective
endeavor of constructing a building. These activities may be minute or
large. But in all cases, they satisfy a certain need. The feeling could be
positive or negative depending upon whether need is satisfied or not &
could be a function of the effort of the individual on one hand & on the
other the situational opportunities available to him.
This can be better understood by taking example of a foreman in an
engineering industry. He has been assigned the task to complete a special
order by a certain, deadline. Person may experience positive job
satisfaction because he has been chosen to complete the task. It gives him
a special status & feeling that he has been trusted and given a special
Task, he likes such kind of rush job and it may get him extra wages. The
same could be the sources of his dissatisfaction if he does not like rush
work, has no need for extra wages. Each one of these variables led to an
end state of feeling, called satisfaction.

Sinha (1974) defines job satisfaction an 'a reintegration of affect

produced by individual's perception of fulfillment of his needs in relation
to his work & the situations surrounding it.

Theories of Job - Satisfaction:

There are 3 major theories of job satisfaction.

(i) Herzberg's Motivation - Hygiene theory.

(ii) Need fulfillment theory.
(iii) Social reference - group theory.
Herzberg's Motivation - Hygiene Theory:
This theory was proposed by Herzberg & his assistants in 1969. On the
basis of his study of 200 engineers and accountants of the Pittsburgh area
in the USA, he established that there are two separate sets of conditions
(and not one) which are responsible for the motivation & dissatisfaction
of workers. When one set of conditions (called 'motivator') is present in
the organization, workers feel motivated but its absence does not
dissatisfy them. Similarly, when another set of conditions (called hygiene
factors) is absent in the organization, the workers feel dissatisfied but its
Presence does not motivate them. The two sets are unidirectional, that is,
their effect can be seen in one direction only. According to Herzberg
following factors acts as motivators:

Achievement,

 Recognition,
Advancement,
Work itself,
Possibility of growth, &
Responsibility.

Hygiene factors are:

Company policy & administration,

Technical supervision,
Inter-personal relations with supervisors, peers & Subordinates,
Salary.
Job security,
Personal life,
Working Conditions, &
Status.
Herzberg used semi-structured interviews (the method is called critical
incident method). In this technique subjects were asked to describe those
events on the job which had made them extremely satisfied or

dissatisfied. Herzberg found that events which led people to extreme

satisfaction were generally characterized by 'motivators' & those which
led people to extreme dissatisfaction were generally characterized by a
totally different set of factors which were called 'hygiene factors'.
Hygiene factors are those factors which remove pain from the
environment. Hence, they are also known as job - environment or job context factors. Motivators are factors which result in psychological
growth. They are mostly job - centered. Hence they are also known as job
- content factors.
The theory postulated that motivators and hygiene factors are
independent & absence of one does not mean presence of the other. In
pleasant situations motivators appear more frequently than hygiene
factors while their predominance is reversed in unpleasant situations.
Need Fulfillment Theory:
Under the need-fulfillment theory it is believed that a person is
satisfied if he gets what he wants & the more he wants something or the
more important it is to him, the more satisfied he is when he gets it & the
more dissatisfied he is when he does not get it. Needs may be need for
personal achievement, social achievement & for influence.
a) Need for personal achievement:
b) Desires

for

personal

career

development,

improvement in one's own life standards, better

education & prospects for children & desire for
improving one's own work performance.
b) Need for social achievement:

A drive for some kind of collective success is relation to some

standards of excellence. It is indexed in terms of to increase overall
productivity, increased national prosperity, better life community & safety
for everyone.
c) Need for influence:
A desire to influence other people & surroundings environment. In the
works situation, it means to have power status & being important as
reflected in initiative taking and participation in decision making.
In summary, this theory tell us that job satisfaction is a function of, or is
positively related to the degree to which one's personal & social needs are
fulfilled in the job situation.
Social References - Group Theory:
It takes into account the point of view & opinions of the group to whom
the individual looks for the guidance. Such groups are defined as the
'reference-group' for the individual in that they define the way in which
he should look at the world and evaluate various phenomena in the
environment (including himself). It would be predicted, according to this
theory that if a job meets the interest, desires and requirements of a
person's reference group, he will like it & if it does not, he will not like it.
A good example of this theory has been given by C.L. Hulling. He
measures the effects of community characteristics on job satisfaction of
female clerical workers employed in 300 different catalogue order
offices. He found that with job conditions held constant job satisfaction
Was less among persons living in a well-to-do neighborhood than
among those whose neighborhood was poor. Hulling thus provides strong

evidence that such frames of reference for evaluation may be provided by

one's social groups and general social environment.
To sum up, we can say, Job satisfaction is a function of or is positively
related to the degree to which the characteristics of the job meet with
approved & the desires of the group to which the individual looks for
guidance in evaluating the world & defining social reality.

Relationship among motivation, attitude and job satisfaction:

Motivation implies the willingness to work or produce. A person
may be talented and equipped with all kinds of abilities & skills but may
have no will to work. Satisfaction, on the other hand, implies a positive
emotional state which may be totally unrelated to productivity. Similarly
in the literature the terms job attitude and job satisfaction are used
interchangeably. However a closer analysis may reveal that perhaps, they
measure two different anchor points. Attitudes are predispositions that
make the individual behave in a characteristic way across the situations.
They are precursors to behavior & determine its intensity and direction.
Job satisfaction, on the other hand is an end state of feeling which may
influence subsequent behavior. In this respect, job attitude and job
satisfaction may have something in common. But if we freeze behavior,
attitude would initiate it which job satisfaction would result from it.
Relationship between Morale & Job Satisfaction:

According to Seashore (1959), morale is a condition which exists in a

context where people are:

a) motivated towards high productivity.

b) want to remain with organization.
c) act effectively in crisis.
d) Accept necessary changes without resentment or resistance.
e) actually promote the interest of the organization and
f) are satisfied with their job.
According to this description of morale, job satisfaction is an important
dimension of morale itself.
Morale is a general attitude of the worker and relates to group while job
satisfaction is an individual feeling which could be caused by a variety of
factors including group. This point has been summarized by Sinha (1974)
when he suggests that industrial morale is a collective phenomenon and
Job satisfaction is a distributed one. In other words, job satisfaction refers
to a general attitude towards work by an individual works. On the other
hand, morale is group phenomenon which emerges as a result of
adherence to group goals and confidence in the desirability of these goals.
Relationship Between job satisfaction and work behavior:
Generally, the level of job satisfaction seems to have some relation
with various aspects of work behavior like absenteeism, adjustments,
accidents, productivity and union recognition. Although several studies

have shown varying degrees of relationship between them and job

satisfaction, it is not quite clear whether these relationships are correlative
or casual. In other words, whether work behavior make him more
positively inclined to his job and there would be a lesser probability of
getting to an unexpected, incorrect or uncontrolled event in which either
his action or the reaction of an object or person may result in personal
injury.
Job satisfaction and productivity:
Experiments have shown that there is very little positive
relationship between the job satisfaction & job performance of an
individual. This is because the two are caused by quite different factors.
Job satisfaction is closely affected by the amount of rewards that an
individual derives from his job, while his level of performance is closely
affected by the basis for attainment of rewards. An individual is satisfied
with his job to the extent that his job provides him with what he desires,
and he performs effectively in his job to the extent that effective
performance leads to the attainment of what he desires. This means that
Instead of maximizing satisfaction generally an organization should be
more concerned about maximizing the positive relationship between
performance and reward. It should be ensured that the poor performers do
not get more rewards than the good performers. Thus, when a better
performer gets more rewards he will naturally feel more satisfied.
Job Satisfaction and absenteeism:
One can find a consistent negative relationship between
satisfaction and absenteeism, but the correlation is moderate-usually less
than 0.40. While it certainly makes sense that dissatisfied Sales Persons

are more likely to miss work, other factors have an impact on the
relationship and reduce the correlation coefficient. E.g. Organizations that
provide liberal sick leave benefits are encouraging all their Sales Persons,
including those who are highly satisfied, to take days off. So, outside
factors can act to reduce the correlation.
Job Satisfaction and Turnover:
Satisfaction is also negatively related to turnover, but the correlation is
stronger than what we found for absenteeism. Yet, again, other factors
such as labor market conditions, expectations about alternative job
opportunities, and length of tenure with the organization are important
constraints on the actual decision to leave one's current job.

Evidence indicates that an important moderator of the satisfactionturnover relationship is the Sales Person's level of performance.
Specifically, level of satisfaction is less important in predicting turnover
for superior performers because the organization typically makes
Considerable efforts to keep these people. Just the opposite tends to apply
to poor performers. Few attempts are made by the organization to retain
them. So one could expect, therefore, that job satisfaction is more
important in influencing poor performers to stay than superior
performers.
Job Satisfaction and Adjustment:
It the Sales Person is facing problems in general adjustment, it is
likely to affect his work life. Although it is difficult to define adjustment,

most psychologists and organizational behaviourists have been able to

narrow it down to what they call neuroticism and anxiety.
Generally deviation from socially expected behavior has come to
be identified as neurotic behavior. Though it may be easy to identify
symptoms of neuroticism, it is very difficult to know what causes. Family
tensions, job tensions, social isolation, emotional stress, fear, anxiety or
any such sources could be a source of neuroticism.
Anxiety, on the other hand, has a little clearer base. It is generally seen
as a mental state of vague fear and apprehension which influences the
mode of thinking. Anxiety usually shows itself in such mental state as
depression, impulsiveness, excessive worry and nervousness. While
everyone aspires for a perfect state of peace and tranquility, the fact is
that some anxiety is almost necessary for an individual to be effective
because it provides the necessary push for efforts to achieve excellence.
Adjustment problems usually show themselves in the level of job
satisfaction. For long, both theorists and practitioners have been
concerned with Sales Persons' adjustment and have provided vocational
guidance and training to them to minimize its impact on work behavior.
Most literature, in this area, generally suggests a positive relationship
between adjustment and job satisfaction. People with lower level of
anxiety and low neuroticism have been found to be more satisfied with
their jobs.
Determinants of Job Satisfaction:
According to Abraham A. Korman, there are two types of variables
which determine the job satisfaction of an individual. These are:

1) Organizational variables; and

2) Personal Variables.
Organizational Variable:
1) Occupational Level:
The higher the level of the job, the greater is the satisfaction of the
individual. This is because higher level jobs carry greater prestige and
self control.
2) Job Content:
Greater the variation in job content and the less repetitiveness with
which the tasks must be performed, the greater is the satisfaction of the
individual involved.

3) Considerate Leadership:
People like to be treated with consideration. Hence considerate
leadership results in higher job satisfaction than inconsiderate leadership.
4) Pay and Promotional Opportunities:
All other things being equal these two variables are positively
related to job satisfaction.
5) Interaction in the work group:

Here the question is: When is interaction in the work group a

source of job satisfaction and when it is not? Interaction is most
satisfying when (a) It results in the cognition that other person's attitudes are similar to
one's own. Since this permits the ready calculability of the others
behavior and constitutes a validation of one's self;
(b) It results in being accepted by others; and
(c) It facilitates the achievements of goals.
Personal Variables:
For some people, it appears most jobs will be dissatisfying
irrespective of the organizational condition involved, whereas for others,
most jobs will be satisfying. Personal variables like age, educational
level, sex, etc. are responsible for this difference.

(1) Age:
Most of the evidence on the relation between age and job
satisfaction, holding such factors as occupational level constant, seems to
indicate that there is generally a positive relationship between the two
variables up to the pre-retirement years and then there is a sharp decrease
in satisfaction. An individual aspires for better and more prestigious jobs

in later years of his life. Finding his channels for advancement blocked
his satisfaction declines.
(2) Educational Level:
With occupational level held constant there is a negative
relationship between the educational level and job satisfaction. The
higher the education, the higher the reference group which the individual
looks to for guidance to evaluate his job rewards.
(3) Role Perception:
Different individuals hold different perceptions about their role, i.e.
the kind of activities and behaviours they should engage in to perform
their job successfully. Job satisfaction is determined by this factor also.
The more accurate the role perception of an individual, the greater his
satisfaction.
(4) Sex:
There is as yet no consistent evidence as to whether women are
more satisfied with their jobs than men, holding such factors as job and
occupational level constant. One might predict this to be the case,
considering the generally low occupational aspiration of women.
Some other determines of job satisfaction are as follows:
(i) General Working Conditions.
(ii) Grievance handling procedure.
(iii) Fair evaluation of work done.

(iv) Job security.

(v) Company prestige.
(vi) Working hours etc.
How Sales Persons Can Express Dissatisfaction
Sales Person dissatisfaction can be expressed in a number of ways.
For example, rather than quit, Sales Persons can complain, be
insubordinate, steal organizational property, or shirk a part of their work
responsibilities. In the following figure, four responses are given along to
dimensions:

Constructiveness

Destructiveness

and

Activity

Passivity. These are defined as follow:

Exit : Behaviour directed towards leaving the organisation. Includes

looking for a new position as well as resigning.

Active
Exit

Voice

Destructive

Constructive
Neglect

loyalty
Passive

Voice : Actively and constructively attempting to improve conditions

includes suggesting improvements, discussing problems with superiors,
and some forms of union activity.
Loyalty: Passively but optimistically waiting for conditions to improve.
Includes speaking up for the organisation in the face of external criticism
and trusting the organisation and its management to 'do the right thing'.
Neglect: Passively allowing the conditions to worsen. Includes chronic
absenteeism or lateness, reduced effort, and increased error rate.
Exit and neglect behaviours encompass our performances variablesproductivity, absenteeism and turnover. But this model expands Sales
Person response to include voice and loyalty, constructive behaviours that
allow individuals to tolerate unpleasant situations or to revive satisfactory
working conditions.

The importance of high job satisfaction:

The importance of job satisfaction is obvious. Managers should be

concerned with the level of job satisfaction in their organisations for at
least three reasons:
(1) There is clear evidence that dissatisfied Sales Persons skip work more
often and are more likely to resign ;
(2) It has been demonstrated that satisfied Sales Persons have better
health and live longer; and
(3) Satisfaction on the job carries over to the Sales Person's life outside
the job.
Satisfied Sales Persons have lower rate of both turnover and absenteeism.
Specifically, satisfaction is strongly and consistently negatively related to
an Sales Person's decision to leave the organisation. Although satisfaction
and absence are also negatively related, conclusions regarding the
relationship should be more guarded.
An often overlooked dimension of job satisfaction is its relationship to
Sales Person health. Several studies have shown that Sales Persons who
are dissatisfied with their jobs are prone to health setbacks ranging from
headaches to heart disease. For managers, this means that even if
satisfaction did not lead to less voluntary turn over and absence, the goal
of a satisfied work force might be jutificable because it would reduce
medical costs and the premature loss of valued Sales Persons by way of
heart disease or strokes.
Job satisfaction's importance is its spin off effect that job satisfaction has
for society as a whole. When Sales Persons are happy with their jobs, it

improves their lives off the job. In contrast, the dissatisfied Sales Person
carries that negative attitude home.
Some benefits of job satisfaction accure to every citizen in society.
Satisfied Sales Persons are more likely to be satisfied citizens. These
people will hold a more positive attitude towards life in general and make
for a society of more psychologically healthy people.
So job satisfaction is very important. For management, a satisfied work
force translates into higher productivity due to fewer disruptions caused
by absenteeism or good Sales Persons quitting, as well as into lower
medical and life insurance costs. Additionally, there are benefits for
society in general. Satisfaction on the job carries over to the Sales
Person's off the job hours. So the goal of high job satisfaction for Sales
Persons can be defended in terms of both money and social responsibility.

CHAPTER-3
ANALYSIS AND INTERPRETATION

AGE
TABLE-3.1
Sl.no

Age

No of respondents

percentage

20-30

11

37

30-40

30

40-50

23

Above 50

10

30

100

Total

Source: Field data

The above table can be graphically represented as follows.

Fig No: 3.1

Age
20 -30; 18%

Above 50; 57%

30-40; 14%
40-50; 11%

The above table shows the age of employees in the company.37%

respondents are in the age between 20 to 30, 30% respondents are in
the age between 30 to 40, 23% respondents are in the age between 40 to
50, and the remaining 10% respondents are in the age of above 50.

Educational Qualification
TABLE-3.2

Sl.NO

Education
qualification
Pre-Degree
Degree
P.G
Above

1
2
3
4
Total

No.of.respondents

Percentage

2
10
18
0
30

6
34
60
0
100

Source: Data
The above table can be graphically represented as follows.
Fig No: 3.2

Educational Qualification
Pre-Degree; 3%
Degree; 15%
Above; 55%

P.G; 27%

The above table shows the educational qualifications of the employees.

6% of the respondents have pre-degree, 34% of the respondents have
Degree, and the remaining 60% of the respondents have PG.

Monthly income
Table -3.3
Sl. No

Monthly income

No.of.respondents

Percentage

1
2
3
4
Total

Below 15000
15000-20000
20000-25000
Above 25000

30
0
0
0
30

100
0
0
0
100

Source: Data
The above table can be graphically represented as follows.

Monthly Income
100

Below 15000

0
15000-20000

0
20000-25000

Above 0
25000

The above table shows the monthly income of the employees. 100%
of the employees have 15000 as their monthly income.

Work Satisfaction
Table-3.4
Sl no

Work

No of respondents

Percentage

Highly satisfied

10

Satisfied

25

84

No Satisfied

Total

30

100

Source: Data
The above table can be graphically represented as follows.

Work Satisfaction
No Satisfied; 6%

Highly Satisfied; 10%

Satisfied; 84%

From the above table 10% of respondents are Highly Satisfied, 84%
of respondents are satisfied, and remaining 6% of the respondents are not
satisfied with their work.

Satisfaction of the organization benefit

Sl.NO
Sl. No
11
22
33
4
Total
5
Total

Table-3.5
Daily Work
No.of.respondents
Working Benefit
No. of respondents
Highly
Satisfied
Not at all
4 0
Satisfied
Sometime
2617
Neutral
Very free
0 10
Dissatisfied
303
Highly Dissatisfied
0
30

Percentage
Percentage
13 0
87 57
0 33
10010
0
100

Source: Data
The above table can be graphically represented as follows.

satisfaction of the organisation benefit

60%
50%
40%
30%
20%
10%
0%

From the above table 57% of respondents are satisfied, 33% of

respondents are Neutral and remaining 10% of the respondents are
dissatisfied with their organization benefit.

Daily Work
Table-3.6

Source: Data
The above table can be graphically represented as follows.

Not at all ; 13%

Sometime; 87%

From the above table 13% of respondents are not at all free to make
decisions and remaining 87% of respondents are some time able to make
decisions and to act on them.

Satisfied present salary

Table-3.7

Sl.NO

Satisfied present
salary

No.of.respondents

Percentage

1
2
3
Total

Highly Satisfied
Satisfied
Dissatisfied

0
25
5
30

0%
83%
17%
100

Source: Data
The above table can be graphically represented as follows.

Column1
Satisfied present salary

Satisfied

Dissatisfied

17%

83%

From the above table 83% of respondents are satisfied and remaining
17% of the respondents are dissatisfied with their present salary.

Motivational Factors
Table-3.8
Sl.No

Motivational

No. of respondents

Percentage

Factors
Yes
No

1
2
Total

28
2

30

94%
6%
100

Source: Data
The above table can be graphically represented as follows.

no; 6%

yes; 94%

From the above table 94% of respondents respond positively

And remaining 6% of the respondents respond negatively.

Freedom of work place

Table-3.9

Table-3.9

Sl.NO

Daily Work

No.of.respondents

Percentage

1
2
3
Total

All time
Sometime
Never

7
20
3
30

23
67
10
100

Source: Data
The above table can be graphically represented as follows.

Never; 10%
All time; 23%

Sometime; 67%

From the above table 23% of respondents get the freedom to

express their ideas, 67% of the respondents are sometime able to express
their ideas and remaining 10% of respondents never get freedom express
their ideas in the work place.

Department Stands.
Table-3.10

Sl.NO

Department

No.of.respondents

Percentage

6
21
3
30

20%
70%
10%
100

Stands.

1
2
3
Total

Highly Satisfied
Satisfied
Dissatisfied

Source: Data
The above table can be graphically represented as follows.

Department stands
Column2
70%

20%
10%

Highly Satisfied

Satisfied

Dissatisfied

From the above table 20% of respondents are highly satisfied, 70%
of the respondents are satisfied, and 10% of respondents are not satisfied
with their department as it now stands.
Stress in the job.
Table-3.11
Sl no

Stress in the job

No of respondents

Percentage

Always

13%

Rarely

24

80%

Never

7%

30

100

Total

Source: Data
The above table can be graphically represented as follows.

stress in the job

Column2
80%

13%

Always

Rarely

Never

From the above table 13% of respondents feels stress always, 80%
of the respondents are rarely feels stress, and 7% of respondents never
feels any stress in their work.

Relationship with colleagues.

Table-3.12

Sl no

Relationship with No of respondents

Percentage

colleagues.
1

Very good

17

Good

23

77

Average

Bad

30

100

Total

Source: Data
The above table can be graphically represented as follows.

Average; 6%
Very good; 17%

Good; 77%

From the above table 17% of respondents say very well, 77%
of the respondents say good and remaining 2% 0f respondents
says average about their nature of relationship with colleagues.
Motivational aspect of the supervisor
Table-3.13
Sl no

Motivational
aspect

of

No of respondents

Percentage

the

supervisor
High satisfied

10

satisfied

27

90

Dissatisfied

Total

30

100

Source: Data
The above table can be graphically represented as follows.

Chart Title
Column2
90%

10%
High satisfied

satisfied

Dissatisfied
0%

From the above table 10% of respondents are highly satisfied and
remaining 90% of the respondents are satisfied with the relationship that
have been getting from their supervisor.

Working condition.
Table-3.14
Sl no

Working
condition

No of respondents

Percentage

Very good

10

Good

27

90

Bad

30

100

Total

Source: Data
The above table can be graphically represented as follows.

working condition
100%
90%
80%
70%
60%

Series 3

50%
40%
30%
20%
10%
0%

Very good

Good

Bad

From the above table 10% of respondents says Very good, and
remaining 90% of the respondents feels good with the working condition
That have been getting from their institution.
Improvement of Workplace
Table-3.15
Sl no

Improvement of

No of respondents

Percentage

20

Workplace.

People and work

environment

Style of

16

management
Challenging and

14

47

exciting job
flexibility

salary

10

Source: Data
The above table can be graphically represented as follows.

Improvement of workplace
Column2
47%
20%

16%

7%

10%

From the above table 20% of respondents needs improvement in people and work
environment,16% of respondents needs improvement in style of management,47% of
respondents needs improvement in challenging and exciting job,7% of respondents
needs improvement in flexibility, and remaining 3% of respondents needs
improvements in case of salary.

Polices of company.
Table-3.16
Sl no

Polices
company.

of No of respondents

Percentage

1
2
3
4
Total

Strongly agree
Agree
Neutral
Disagree

0
24
6
0
30

0%
80%
20%
0%
100

Source: Data
The above table can be graphically represented as follows.

Neutral; 20%

Agree; 80%

From the above table 80% of respondents are comfortable with

the policies and administrative practices of the company and remaining
20% of the respondents are neutral in this statement.
Welfare facility in family.
Table-3.17

Sl.No

Welfare facility No. of respondents

Percentage

in family
1
2
Total

Yes
No

22
8

73%
27%
100

30

Source: Data
The above table can be graphically represented as follows.

No; 27%

Yes; 73%

From the above table 73% of respondents having good welfare

facilities and remaining 27% of the respondents doesnt have any welfare
facility which includes their family.

Job provides opportunities.

Table-3.18
Polices

of No of respondents

Sl.no

company.

1
2
3
4
Total

Strongly agree
Agree
Neutral
Disagree

0
22
6
2
30

Percentage

0
73
20
7
100

Source: Data
The above table can be graphically represented as follows.

job provides opportunities

Column2
73%

20%
7%
Strongly
0%agree

Agree

Neutral

Disagree

From the above table 73% of respondents get opportunities to

update their knowledge and skills, 20% of the respondents says neutral,
and remaining 7% of respondents disagree with this statement.

Environmental facility.

Sl no

Table-3.19
Environmental
No of respondents
facility.

Percentage

Very good

13

Good

15

50

Satisfactory

20

Poor

17

Very poor

30

100

Total

Source: Data
The above table can be graphically represented as follows.

Environmental facility
60%
50%
40%
Axis Title

30%
20%
10%
0%

Very good

Good

Satisfactory
Axis Title

Poor

Very poor

From the above table 13% of respondents says Very good, 50%
of the respondents says good, 20% of respondents are satisfied, and
remaining 17% of respondents are dissatisfied with their working
environmental facility.

CHAPTER -4
Summary of Findings
4.1
4.2
4.3
4.4

FINDINGS
SUGGESTIONS
CONCLUSION
BIBLIOGRAPHY

Findings
Findings are obtained through analysis and is given below: 84% of the respondents are satisfied with their work in the
company.
57% of the respondents are satisfied with their organizations
benefit.
87% of the respondents are sometimes able to make decision
on the daily work facilities provided by the company.
83% of the respondents are satisfied with their present salary
given in the company.
94% of respondents are in the opinion that, the motivational
factors will increase their confidence.
67% of respondents are parlay satisfied with their freedom to
express their ideas.
70% of respondents are satisfied with their department
stands.
80% of respondents feels stress in their work.
77% of respondents are satisfied with the relationship with
their colleagues.
90% of respondents are satisfied with their relationship with
the supervisor.
90% of respondents feel good with their working conditions
provided by the company.
47% of respondents needs improvement in their challenging
and exciting job.

 80% of the respondents are comfortable with the polices and

administrative practices of the company.
73% of respondents are satisfied with their
welfare facility.
73% of respondents are satisfied with the opportunity
provided by job in their company.
50% of respondents feel good with their working
environment facility.

Suggestions
Maintain the present working condition properly, so that,
production can be increased effectively.
To Increase wages for the qualified persons.
Maintaining a monthly payment system would be more
suitable for the employees.
Give medical facility to all employees and all employees
must be given insurance policy.
Increase training program because trained workers can do
work faster and effectively.
Management must help workers to increase relationship
with co-workers.
Supervisors give suitable suggestions to employees that will
increase mutual relationship among themselves.
Give promotional opportunity on the basis of their
educational qualification, so that their job interest increase.
Give additional benefit when they do their work in over
time.

Conclusion
The study was about job satisfaction among employees of
Eastern Condiment Private Limited, Adimali.
Employees satisfaction is the prime concern of any
company. It is their satisfaction, which will pave the way for better
result of the company. In order to survive in the competitive
world, capturing of international market is necessary, for that the
co-operation of employees is inevitable. Hence in achieving the
objectives more facilities should be provided them.
A sample of some respondents were used to study above
topic through questionnaire and the study reveals the major
satisfaction areas related with working environment salary and
financial motivators like training, safety, health, welfare facilities
and some other areas.
Some employees expressed satisfaction in welfare
activities. Workers are motivated towards working in this
company. The suggestion given at the end of the report is with the
tension to increase the satisfaction level of workers, by which the
performance and productivity of co-workers can be increased.

Bibliography
Principles of Management
Sultan Chant and sons

L.M.PRASAD

Publications
New Delhi-110 002
Human Research Management
Sultan CHANT and sons

Dr.C.B.GUPTHA

Publications
New Delhi-110 002
Personal Management and industrial relations
Sultan Chant and sons
Publications
New Delhi-110 002
Website: www.google.com
www.eastern.com

APPENDIX
QUESTIONAIRE

P.C.TRIPATHI

A Study on job satisfaction with special reference

To Eastern Condiments Pvt Ltd.
Adimali

1.

Name

2.

Age

20-30

30-40

3.

5.

Degree

P.G

Above

Monthly Income:
Below 15000

15000- 20000

20000- 25000

Above 25000

Are you satisfied with the work?

Highly Satisfied

6.

Above 50

Educational qualification:
Pre-Degree

4.

40-50

Satisfied

No Satisfied

Your level of satisfaction with the organizations benefit (pay,

Promotion, bonus)
Highly satisfied
Dissatisfied

Satisfied
Highly Dissatisfied

Neutral

7.

in your daily work, how free are you making decisions and to act
on them?
Not at all

8.

Sometime

Are you satisfied with the present salary?

Highly Satisfied

9.

Satisfied

Never

Satisfied

Not Satisfied

Would you feel any stress in your work?

Always

13.

Sometime

Would you satisfied with the department as it now stands?

Very satisfied

12.

No

Have you get freedom to express your ideas in the work place?
All time

11.

Dissatisfied

Do you think motivational factors will increase your confidence?

Yes

10.

Very free

Rarely

Never

Rate your opinion about your nature of relationship with

colleagues?
Very good
14.

Good

Average

Bad

Are you satisfied with the relationship that has been getting from
your Supervisor?

Highly Satisfied
15.

Satisfied

Dissatisfied

Are you satisfied with the working condition that have been
getting from your institution?
Very good

16.

Good

Bad

Accordingly, what are the things that you think need improvement
in your workplace?
People and work environment
Challenging and exciting job

Style of Management
Flexibility

Autonomy and creative freedom with job

learning opportunity
17.

Salary
Training and

Companys image

Are you comfortable with the polices and administrative practices

of the company?
Strongly agree

Agree

Neutral

Disagree

Strongly Disagree
18.

Is there any welfare facility which includes your family?

Yes

No

If yes, than which facilities?

-------------------------------------------------------------------------------19.

Dose job provide opportunities to update your knowledge

and skills?
Strongly agree

Agree

Slightly Disagree
20.

No opinion
Strongly Disagree

How youre working environmental facility (resting facility,

sanitary
Condition, ventilation and lighting, water facilities)?
Very good

Good

Satisfactory

Very Poor

Thanks

Poor