A Project Report On An Assessment of Job Satisfaction

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.
CONTENTS
EXECUTIVE SUMMERY ER-1 Introduction of HRM Job Satisfaction ER-2 a). Company Profile 24 52 53 55 56 57 58 59 60 61 CHAPT 62 CHAPT 86 88 89 ANNEX b). 1). Research Objective b). 2). Methodology b). 3). Sampling Population b). 4). Data Collection of Employees b). 5). Sources of Data Collection b). 6). Analysis of Results b). 7). Period of the Study b). 8). Uniqueness of the Study b). 9). Limitations of the Study ER-3 Data Analysis and Interpretation ER-4 Findings Recommendations Conclusions TURE
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CHAPT 01 04 CHAPT
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Model of Questionnaire Coding Sheet 90 94
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EXECUTIVE SUMMERY:
The study conducted on the job satisfaction with an unique title "AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. The study was conducted in Shree D.K.S.S.K.N. CHIKODI. Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs"(Spector,1997,p.2) This definition suggests job satisfaction is a general or global affective raction that individuals hold about their job. The D.K.S.S.K.N. Chikodi was registered in the year 1969 and started at crusrtins 1974.The Plant is located at Nandi Village of Chikodi in of Belgaum district . It is registered undu. The Mullystate Co-op Act laws 2100 she members. The population of the study is all the workers that are working in The D.K.S.S.K.N. Chikodi. For the purpose of Project work sample of 100 employees or respondents have covered. Also while administering Questionnaire care was taken to ensure that the sample ration is the representative of the population. The study concludes with an view that, attitude of workers towards job is an important factor for future development of the company.
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CHAPTER - 1
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. THE CONCEPT OF HRM: Human Resource Management is defined as the The policies and practices involved in carrying out the people or Human Resource aspects of management position, including recruiting, screening, training, rewarding, Job satisfaction and appraising. What exactly is human resource management? Many people find HRM to be a vague and elusive concept-not least because it seems to have a variety of meanings. This confusion reflects the different interpretations found in articles and books about human resource management. Human Resource Management in a Business Context includes a reasoned discussion on this topic. Additional notes: Townely (1994) argues that much of the confusion over the role of human resource managers is due to two factors:1. The conflict between the welfare tradition of personnel management and the strategic orientation of modern HRM. 2. in A gender divide between: respect of the welfare tradition) at lower - female or soft personnel management (particularly management and administrative levels: -male hard-nosed human resource managers within upper management or corporate headquarters. She contends that the gender issue should be taken further than counting the number of women into an examination of language, role divisions and power. In particulars, Townley (1994) holds that gender is inherent in how personnel has become a subject of study. In the UK the
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. professional institution has had several different titles since it was founded as the Welfare Workers Association in 1913. Currently it is the Chartered Institute of Personnel and Development, having been unable to face the ultimate change to a name which parallels the Australian Human Resource Institute (AHRI) or the Society for Human Resource Management (SHRM) in the USA.
Townley
(1994)
points
to
the
debate
about
consequences of the name on employment prospects debates centered on the image projected-welfare was thought to reflect the feminine. The consequence was that more strenous terms were used: in 1924 it became Industrial welfare Workers; in 1931 it changed to Institute of Labour Management; in 1946, the Institute of Personnel Management, a title which remained for the next half century. Throughout the last century there has been a polarisation between male and female aspects of people management. As an example, Townely cites industrial relations as a male preserve in the 1960s and 70s, whereas training was mainly staffed by females. More recently, she believes that: The present division between personnel and HRM equally agenda, in the main, prescribed by reflects the been same gendered elements. Put bluntly, the focus of HRM- an men-has imprtantmen in one filed talking to, reflecting and reporting on important men in another.
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. FUNCTIONS OF HRM: The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for profit or nonprofit) have to carry out these activities themselves because they cant yet afford part- or full- time
help. However, they should always ensure that employees haveand are aware ofpersonnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Note that some people distinguish a difference between HRM ( a major management activity) and HRD ( Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, eg, career development, training, organization development, etc. There is a long-standing argument-about where HR related functions should be organized into large organizations, eg, Should HR be in the Organization Development department or the other way around? The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the Personnel Department, mostly to manage the paperwork around hiring
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. and paying people. More recently; organizations consider the HR Departmentas playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. ( The publications, Field Guide to Leadership and Supervision for Business and Field Guide to Leadership and Supervision for Nonprofit Staff, include comprehensive guidelines about effectively managing human resources in organizations.)
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. JOB Satisfaction: Job satisfaction is defined as the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs ( Sept, 1997, p.2). This definition suggest job satisfaction is a general or global affective reaction that individuals hold about their job. While researches and practitioners most often measure global job satisfaction, there is also interest in measuring different facets or dimensions of satisfaction. Examination of these facet conditions is often useful for a more careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include: coworkers, pay, job conditions, supervision, nature of the work and benefits. Job satisfaction is in regard to ones feelings or state-of-mind regarding the nature of their work. Job satisfaction can be influenced by a variety of factors, eg, the quality of ones relationship with their supervisor, the quality of the physical environment in which they work, degree of fulfillment in their work, etc. (To my knowledge, there is no strong acceptance among researchers, consultants, etc., that increased job satisfaction produces improve job performancein fact, improved job satisfaction can sometimes sit around all day and do nothing. That may make them more satisfied with their work in the short run, but their performance certainly didnt improve.)
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Employee satisfaction : have always been important issues for physicians. After all, high levels of absenteeism and staff turnover can affect your bottom line, as temps, recruitment and retraining take their toll. But few practices ( in fact, few organizations) have made job satisfaction a top priority, perhaps because they have failed to understand the significant opportunity that lies in front of them. Satisfied employees tend to be more productive, creative and committed to their employers, and recent studies have shown a direct correlation between staff satisfaction and patient satisfaction, Family physicians who can create work environment that demands quality and cost efficiency. Whats more, physicians, may even discover that by creating a positive workplace for their employees, theyve increased their own job satisfaction as well. Meaning of Job satisfaction: Job satisfaction refers to a persons feeling of satisfaction on the job which acts at a motivation to work. It is not the self satisfaction happiness or self both satisfaction and dissatisfaction were seen as function of the perceived relationship between what one prevail it as offering one entailing. Herzbergs theory : In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in motivation theory, interviewed a group of employees to find out what made them satisfied and
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. dissatisfied on the job. He asked the employees essentially two sets of questions: 1. 2. Think of a time when you felt especially bad about your job. Why did you feel that way? Think of a time when you felt especially bad about job. Why did you feel that way?
From these interviews Herzberg went on to develop his theory that there are two dimensions to job satisfaction: motivation and hygience (see Two dimensions of employee satisfaction ). Hygiene issues, according to Herzberg, cannot motivate employees but can minimize dissatisfaction, if handled properly. In other words, they can only dissatisfy if they are absent or mishandled. Hygiene topics include company policies, supervision, salary, interpersonal relations and working conditions. They are issues related to the employees environment. Motivators, on the other hand, create satisfaction by fulfilling individuals needs for meaning and personal growth. They are issues such as achievement, recognition, the work itself, responsibility and advancement. Once the hygiene areas are addressed, said Herzberg, the motivators production. will promote job satisfaction and encourage
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Applying the theory: To apply Herzbergs theory to real-world practice, lets begin with the hygiene issues. Although hygiene issues are not the source of satisfaction, these issues must be dealt with first to create an environment in which employee satisfaction and motivation are even possible. Company and administrative policies. An organizations policies can be a great source of frustration for employees if the policies are unclear or unnecessary or if not everyone is required to follow them. Although employees will never feel a great sense of motivation or satisfaction due to your policies, you can decrease dissatisfaction in this area by making sure your policies are fair and apply equally to all. Also, make printed copies of your policies- and-procedures manual easily accessible to all members of your staff. If you do not have a written manual, create one, soliciting staff input along the way. If you already have a manual, consider updating it (again, with staff input). You might also compare your policies to those of similar practices and ask yourself whether particular policies are unreasonably strict or whether some penalties are too harsh. Supervision. To decrease dissatisfaction in this area, you must begin by making wise decisions when you appoint someone to the role of supervisor. Be aware that good employees do not always make good supervisor. The role of supervisor is extremely difficult. It requires leadership skills and the ability to treat all employees fairly. You should teach your supervisors to use positive feedback whenever possible and should establish a set means of employee evaluation and feedback so that no one feels singled out. The old adage you get what Think of a time when you felt you pay for tends to be true when it especially good
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. about you job. Why did you feel that way comes to staff members. Salary is not a motivator for employees, but they do want to be paid fairly. If individuals believe they are not compensated well, they will be unhappy working for you. Consult salary surveys or even you local help- wanted ads to see whether the salaries and benefits youre offering are comparable to those of other offices in your area. In addition, make sure you have clear policies related to salaries, raises and bonuses. Interpersonal relations : Remember that part of the satisfaction of being employed is the social contact it brings, so allow employees a reasonable amount of time for socialization (e.g., over lunch, during breaks, between patients). At the same time, you should crack down on rudeness, inappropriate behavior and offensive comments. If an individual continues to be disruptive, take charge of the situation, perhaps by dismissing him or her from the practice. Working conditions. The environment in Even a nice chair can make a which people work has a tremendous world of difference to an effect on their level of pride for themselves individuals psyche and for the work they are doing. Do everything you can to keep you equipment and facilities up to date. Even a nice chair can make a world of difference to an individuals psyche. Also, if possible, avoid overcrowding and allow each employee his or her own personal space, whether it be a desk, a locker, or even just a drawer, if youve placed your employees in close
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. quarters with little or no personal space, dont be surprised that there is tension among them. Before you move on to the motivators, remember that you cannot neglect the hygiene factors discusses above. To do so would be asking for trouble in more than one way. First, your employees would be generally unhappy, and this would be apparent to your patients. Second, your hardworking employees. who can find jobs elsewhere, would leave, while your mediocre employees would stay and compromise your practices success. So deal with hygiene issues first, then move on to the motivators:
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Work itself : Perhaps most important to employee motivation is helping individuals believe that the work they are doing is important and that their tasks are meaningful. Emphasize that their contributions to the practice result in positive outcomes and good health care for your patients. Share stories of success about how an employees actions made a real difference in the life of a patient, or in making a process better. Make a big deal out of meaningful tasks that may have become ordinary, may such not as new-baby all their visits. Of course or employees find tasks interesting
rewarding, but you should show the employee how those tasks are essential to the overall processes that make the practice succeed. You may find certain tasks that are truly unnecessary and can be eliminated or streamlined, resulting in greater efficiency and satisfaction. Achievement:one premise inherent in Herzbergs theory is that most individuals sincerely want to do a good job. To help them, make sure youve placed them in position that use their talents and are not set up for failure. Set clear, achievable goals and standards for each position , and make sure employees know what those goals and standards are. Individuals should also receive regular, timely feedback on
how they are doing and should feel they are being adequately challenged in their jobs. Be careful, however, not to overload individuals with challenges that are too difficult or impossible, as that can be paralyzing.
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Recognition:Individuals at all levels of the organization want to be recognized for their achievements on the job. Their success dont have to be monumental before they deserve recognition, but your praise should be sincere. If you notice employees doing something well, take the time to acknowledge their good work immediately. Publicly thank them for handling a situation particularly well. Write them a kind note of praise. Or give them a bonus, if appropriate. You may even want to establish a formal recognition program, such as employee of the month. Responsibility. Employees will be more motivated to do their jobs well if they have ownership of their work. This requires giving employees enough freedom and power to carry out their takes tasks so that they feel they own the result. As individuals mature in their jobs, provide opportunities for added responsibility. Be careful, however meaningful work, perhaps giving , that you do not simply the employee greater
add more work. Instead, find ways to add challenging and freedom and authority as well. Advancement : Reward loyalty and Employees will be more performance with advancement. Motivated to do their jobs well if not have an open position to which to they have ownership of their promote a valuable employee, consider work giving him or her a new title that reflects the level of work he or she has achieved. When feasible, support
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. employees by allowing them to pursue further education, which will make them more valuable to your practice and more fulfilled professionally.
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Two dimensions of employee satisfaction : Frederick and motivators. Herzberg the theorized hygiene that employee have been satisfaction depends on two sets of issues. hygiene issues Once issues addressed, he said, the motivators create satisfaction among employee. Hygiene issues (dissatisfies) Company and administrative policies Supervision Salary Interpersonal relations Working conditions. Motivators ( satisfiers) Work itself Achievement Recognition Responsibility Advancement Motivators, such as recognition and achievement, make worker more productive, creative and committed.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Key points : Employee satisfaction affects every aspect of
Industries Reputation Employee Satisfaction Leads to overall productivity. Frederick Herzberg theorized that employee satisfaction has two dimensions. hygiene and motivation. Hygiene issues, such as salary and supervision, employees dissatisfaction with the work decrease
environment.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. What managers need to do? Job satisfaction and its relationship to dispositional factors supports the notion that managers must concentrate on employing the right people for the organization in order to maximize on the possibility that employees will be satisfied. Satisfied employees will stay with the company for a relatively long period. Thus, they must concentrate on removing dissatisfiers from the workplace to enable employees to get on with their own satisfaction in an environment that is conducive to achieving both their own needs and those of the organization.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. The workplace and satisfaction : Harry Ones man discusses a retrospective Gallup study of one million employees in North America. This study showed that the elements in the workplace that contribute to a state of job satisfaction are all group-level items. Group-level items are those that relate to workplace relationships with colleagues, managers and workplace friends. In the study there were twelve core elements which were important in job satisfaction and which had an influence on attracting and retaining 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. the most productive employees. These are summarized as follows, in order importance: Do I know what is expected of me at work? Do I have the materials and equipment I need to do At work, do I have the opportunity to do what I do In the past seven days, have I received recognition Does my supervisor or someone else at work seem Is there someone at work who encourages my At work, do my opinions count? Does the mission of my company make me feel like Are my co-workers committed to doing quality Do I have a best friend at work?
my work right? best every day? of praise for good work? to care about me as a person? development?
my work is important? work?
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 11. 12. In the past six months, have I talked with someone At work, have I had the opportunity to learn and Job satisfaction is an attitude that employees have about their work and is based an numerous factors, both intrinsic and extrinsic to the individual. Job satisfaction is important from the perspective of maintaining and retaining the appropriate employees within the organization; it is about fitting the right person to the right job in the right culture and keeping them satisfied 1.2.
about my progress? grow?
Todays business environment is characterized by weak economies, rapidly changing technology, organizational re-engineering, shortened length of tenure, and outsourcing of peripheral business activities. The pharmaceutical industry is reflective of this environment. Under managers should concentrate on these circumstances, removing source of
dissatisfaction from the workplace in order to keep employees busy, productive and satisfied. At the same time, employees need to take responsibility for their own satisfaction in their job.2
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. In creasing job satisfaction is important for its humanitarian value and for its financial benefit (due to its effect on employee behavior). As early as 1918, Edward Thorndike explored the relationship between work and satisfaction in the Journal of Applied Psychology. Bavendam Research has included measures of job satisfaction in all our employee surveys. Clear patterns have emerged. Employees with higher job satisfaction: believe that the organization will be satisfying in the long run. Care about the quality of their work are more committed to the organization have higher retention rates, and are more productive.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Define Your Terms :
Be precise. Vague terms like morale often include elements of satisfaction, commitment, desire to quit, communication, etc A major business magazine quoted a CEO who consistently confused job satisfaction with complacency. A lack of conceptual clarity makes it difficult to learn anything useful or precise. A single construct or multiple dimensions. One satisfaction area of disagreement is whether job has multiple dimension Researchers like porter
and Lawyer define job satisfaction as a unidimensional construct; that is you are generally satisfied or dissatisfied with your job. In contrast, Smith, kendall and Hulin argue that job satisfaction is multidimensional; that is you may be more or less satisfied with your job, your supervisor, your pay your workplace, etc For the purposes of our work, we follow porter & Lawyer and define job satisfaction as peoples affective (emotional) response to their current job conditions. We also carefully distinguish job satisfaction from its consequence. Desire to stay with an organization is not a symptom f job satisfaction, it is a consequence of job satisfaction. As an independent factor desire to stay is also affected by other factors such as employees job security expectation about their future success in the organization ,etc.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Sources of confusion Negative is strong than positive. Dissatisfaction seems to be more motivating than satisfaction .In a similar way, people often react more immediately and visibly to pain than to a pleasant stimulus. Diminishing returns: Frequently, there is not a simple relationship between satisfaction and its consequent. For example: the greater the dissatisfaction, the greater the motivated to quit. Once people are basically satisfied, they are no longer motivated to quit. How will their behavior be different if they are wildly satisfied with their jobs? They will still not be motivated to quit. Thus, once employees are satisfied with jobs, being wildly satisfied may not produce significantly different behavior. This effect can cause managers to under estimate just how motivating job satisfaction really is. What are the statistically significant factors that affect job satisfaction? Bavendam Research identified six factor that
influenced job satisfaction when these six factors were high, job satisfaction was high. When the six factors were low, job satisfaction was low. These factors are similar to what we have found in all organizations.
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Job Satisfaction is influenced by: Opportunity Strees Leadership Work Standards Fair Rewards Adequate Authority
Opportunity. Employees are more satisfied when they have challenging opportunities at work. This includes chances to participate in interesting projects; jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important; this is not simply promotional opportunity. As organizations have become flatter, promotions can be rare. people have found challenge through projects. Team leadership, special assignment-as well as promotions.
Actions: promote from within when possible. Reward promising employees with roles on
interesting projects. Divide jobs into levels of increasing leadership and responsibility.
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It
may
be
possible
to
crate
job
titles
that
demonstrate increasing levels of expertise which are not limited by a viability of positions they simply demonstrate achievement . Stress. When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they worry or concern. Actions: Make promote a balance of work and personal lives. sure that senior managers model this interfere with employees personal lives or are a continuing source of
behavior. Distribute work evenly (fairly )within work Review Manage work the procedures number of to remove teams. unnecessary red tapeor bureaucracy. jobs. Some organizations utilize exercise or fun breaks at work. Leadership. Employees are more satisfied when their manager are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action.
interruptions
employees have ti endure while trying to do their
Actions: Make learned. People respond to managers that they can trust and who inspire them to achieve meaningful goals. sure your managers are well trained.
Leadership combines attitudes and behavior. It can be
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Work standards. Employees are more satisfied when their entire workgroup takes pried in the quality of its work. Actions: Encourage communication between employees and
customers. Quality gains importance when employees see impact on customers. Develop meaningful measures of quality. Celebrate achievements in quality.3
Trap: Be cautions of slick packaged campaigns that are perceived as superficial and patronizing. Fair Rewards. Employees are more satisfied when they feel they are rewarded fairly for the work they do. Consider employees responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs. Actions: Make sure rewards are for genuine contributions to Be consistent in your reward policies.
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the organization.
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. If your wages sure competitive, make sure
employees know this. Reward can include a variety of benefits and perks other than money. As an added benefit, employees who are rewarded fairly, experience less stress.
Adequate Authority. Employees are more satisfied when they have adequate freedom and authority to do their jobs. Actions: When reasonable: Let employees make decisions. Allow employees to have input on decisions that will Establish work goals but let employees determine
affect them. how they will achieve those goals. Later reviews may identify innovative best practices. Ask, If there were just one or two decisions that you could make, which ones would make the biggest difference in your job?
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Thesecret : One thing that makes humans unique is ability to focus energy. Whether to heat a home or to cut steel with a laser, focusing energy where its needed produces significant results. As a manager, you need to know what is important problem is more likely to produce measurable benefits to the organization. The actual cases unique to your organization can only uncovered through a proper analysis. Bavendam research Inc. has developed a survey process that identifies underlying cases of the factors such as: Retention/turnover Productivity Teamwork Communication Job satisfaction and much more. You can chose from standard, semi-custom analyses. We even help you manage the improvement projects once they begin.
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CHAPTER 2
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INDUSTRIAL PROFILE
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. INDUSTRY PROFILE India has been known as the original home of sugar and sugarcane. Indian mythology supports the above fact as it contains legends showing the origin of sugarcane. India is the second largest producer of sugarcane next to Brazil. Presently, about 4 million hectares of land is under sugarcane with an average yield of 70 tones per hectare. India is the largest single producer of sugar including traditional cane sugar sweeteners, khandsari, and Gur equivalent to 26 million tones. Even in respect of white crystal Sugar, India has ranked No. 1 position in 7 out of last 10 years. Traditional sweeteners Gur & Khandsari are
consumed mostly by the rural population in India. In the early 1930s nearly 2/3 rd of sugarcane production was utilized for production of alternate sweeteners. Gur & khandsari. With better standard of living and higher incomes, the sweetener demand has shifted to white sugar. Currently, about 1/3rd sugarcane production is utilized by the Gur & khandsari sectors. Being in the small scale sector, these two sectors are completely free from controls and taxes which are applicable to the sugar sector. The advent of modern sugar processing industry in India began in 1930 with grant of tariff protection to the Indian sugar industry. The number of sugar mills increased from 30 in the year 1930 -31 to 135 in the year 1935-36 and the production during the same period increased from 1.20 lakhs
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. tones to 9.34 lakhs tones under the dynamic leadership of the private sector. The era of planning for industrial development began in 1950-51 and Government lay down; targets of sugar production and consumption, licensed and installed capacity, sugarcane production during each of the Five Year Plan periods. The targets and achievements during various plan periods are given below. GROWTH OF INSTALLED CAPACITY OVER THE YEARS Year No. of factories in operation 139 143 174 200 229 299 339 377 415 423 437 433 453 461 190 Installed capacity (L/tones) 16.7 17.8 24.5 32.3 43.1 59.1 72.7 98.5 127.6 161.8 168.2 176.8 180.0 185.0 205.0 Actual sugar production (L/tones) 11.0 18.9 30.2 35.4 39.5 58.4 70.2 120.5 164.3 182.0 185.1 185.3 201.0 170.0 192.0
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1950-51 1955-56(I) 1960-61(II) 1965-66(III) 1973-74(IV) 1978-79(V) 1985-86(VI) 1990-91(VII) 1995-96(VIII) 1999-2000 2000-2001 2001-2002 2002-2003 2003-2004(E) 2004-2005
E-Estimated The small size new units licensed by the government were supported with a scheme of announced on 25th November, 1975 known as Sampth committee Incentive. It provides r percentage of free sale quota to both new sugar factories and expansion in existing in existing units. This I to a mushrooming growth of relatively small sized sugar units in the county.
Under the policy of licensing, Government initially permitted small sized new units of 1250 capacity only and later on increased the minimum economic size of plant to 2500 TCD. Similarly capacity expansions initially allowed up to 3500 TCD only were subsequently raised to 1 TCD and finally these expansion limits were withdrawn in 1990. As a result, the industry has grown horizontally with an all India per unit average capacity of 500 TCD. As against this, this has been consolidation and move towards larger per unit capacity I over the world, as would be evident from the following table
STATEMENT SHOWING DISTRIBUTION OF SUGAR MILLS WITH CANE CRUSHING CAPACITY AND SUGAR PRODUCTION PER UNIT IN VARIOUS COUNTRIES
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Country No. of units Average cane crushing per day (tones) 10307 9216 9168 6877 4749 4590 4229 4111 3195 2527 Average cane crushing per unit (tones) 140540 183321 64018 137769 71015 214900 45538 44111 42970 35000
Thailand Australia Brazil South Africa Mexico Colombia Cuba Hawaii Mauritius India
45 28 213 13 67 10 156 9 16 430 *Based on 1998-99
Source: High Power Committee
Government enacted the Sugar Development Fund Act & Rules which provide for levy of. Per qtl. Of sugar known as Sugar Development Fund (SDF). The SDF is utilized for granting term loans to sugar mills for modernization and grants of research projects in the sugar r besides creation of buffer stocks as and when required to ensure price stability. A number of I are in the process of expanding their capacities and modernizing their plant with the assistance: from SDF. Government delicensed sugar sector in August, 1998. It is now open to entrepreneurs to set up r mills without
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. a license but at a distance of 15 kms away from the existing factory. Sugar units r free to expand their capacity and also put up higher capacity new units. This should help to consolidate and expand their capacities wherever cane potential exists NT POSITION I Indian Sugar industry am the second largest agro-processing industry in the country. No. of sugar factories established Total Capital Employed Total Annual Turnover Total Payment to Cane growers Contribution to Central & State Exchequers Direct Employment: Rural Educated Farmers / Families involved in Sugarcane (7.5% of Rural Population) 507 Rs. 50,000 Crores Rs. 25,000 Crores Rs. 18,000 Crores Rs. 17,000 Crores + 800 Crores 5.00 Lakhs 45 Million
In global sugar economy, the Indian sugar industry has achieved a number of milestones. Largest Sugar Producer in 7 out of 10 years. Second Largest Area under Cane/Cane Production.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Amongst the cost-effective industries with its field cost (Sugar cane) being the second lowest, despite small land-holdings and low productivity Fourth efficient processor of sugar despite low capacity of its sugar plants as compared to very large-size plants in other parts of the world.
POLICY The present policy of partial decontrol 10% of production by each unit is supplied for public distribution system i.e. as levy sugar at Govt. notified prices admittedly below 20% of the actual cost of production. The levy sugar is I to the public irrespective of their economic status. The balance 90% is sold in the free market against monthly\issued by the Government. This policy has been continuing since 1967-68 except for brief periods of de-control me during the years of surplus production and accumulated sugar stocks. Government announces the Statutory Minimum Price (SMP) for sugarcane every year based on recommendations of the Commission for Agricultural Costs and Prices (CACP). In the year 3-04, Government announced Rs. 73.00 per quintal linked to a basic recovery of 8.5%. For every 1% increase in recovery, the grower gets a premium of Rs.0.85./qtl. In actual practice, the sugar pays much higher prices than SMP.
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COMPANY PROFILE
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COMPONY PROFILE The farmers in this area were very eager to have sugar factory. Most of the villages in Chikodi, Raibag and Athani Taluka have fertile land and are situated near by Krishna River. The founder Shree Chidanand. B. Kore and chief promoter Shree Shantappa. Y. Mirji felt it necessary to start the factory in this area and the factory was registered by the support of Shareholders on 5th March 1969. The factory is located 10 Kms away from Chikodi town in Belgaum District.
INDUSTRIAL LICENCE NUMBER 1. The factory was got industrial license number for its original project as 1-25/N-250/CC dated 16/10/1970. 2. For the first phase expansion factory got industrial license number LI-450 (82) dated 05/07/1982 for the 2000 TCD. 3. For the second phase of expansion got industrial license number as LI-408 (92) dated August 1992 for the 3500TCD. COST OF THE PROJECTS
The factory spent Rs. 337.00 lakhs as its original project. For the first phase expansion factory incurred cost of Rs.349.00 lakhs For the second phase expansion the factory spent of Rs. 2700.00 lakhs.
FACTORY STRUCTURE Shree D.K.S.S.K as one of the best working co-operative sugar factories in our state commencing it first production during the year 1974-75 with an initial capacity of 1250 TCD. It had expanded its capacity in 2 phases during 1984-85 and during 1994-95. The present crushing capacity is 3500TCD; through crushing capacity is 3500TCD and daily crushing on an average 4500TCD. AIMS & OBJECTIVE OF THE COMPANY The object of the society is to encourage proper development of Agricultural Industrial amongst members on Co-operative lives by promotions of principal and methods of Co-operative and joint forming methods so as to secure best merits of modern large scale agriculture production to the owners of lands and for this propose.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. a) To encourage self-help, thrift and co-operate amongst members. b) To acquire lands either by way of purchase or otherwise for cultivation of sugar cane and other cost and for erection of building. Go downs staff quarters etc and for installations of machinerys. c) To manufacture sugar jogger and their by products out of sugar-cane grown and supplied by members of the society and other and to sell the same to the best advantage d) To under take such other activities as are identical and conductive to the development of the society etc e) To acquire and install machinery for the utilization of the product and buy raw material and sell finished product is the course of utilizing and marketing the by products.
ADMINISTRATION DPAETMENT The most of work of the department is future planning as a standardization of time and work and dealing with other companies. The work of administration department is conceptual decision taking with the permission of Chairman, Director, M.D and senior manger. ENGINEERING DEPARTMENT In DKSSKN the engineering department looks after mechanical, civil construction, improving production method, simplifying of work and power generation, and also deals with good working condition, maintenance of go down, installation of machinery etc.
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. CANE DEPARTMENT In registration of DKSSK cane with department growers, deals good with sugar cane quality
maintenance, developing high yield varieties and also term loans and subsides to the farmers who are growing sugar cane for this company and now giving seeds of sugar cane to grow variety sugar cane and this department has consultant to consult sugar cane and I/p. ACCOUNTS / FINANCE DEPARTMENT The DKSSKN chikodi sugar companys growth in term of turnover and profitability besides investment in the block assets and working capital has been satisfactory over a period of time. Unless proper accounting of the various transactions of the company taking place out systematically, the real control on the various functional areas of the company will be lost to management. All the transactions of the company will be accounted on the accrual basis only except where deviations are permitted by the management through its accounting policies.
MAIN FUNCTIONS ARE AS FOLLOWS Registration and scrutiny of sale orders pertaining to equipment and spare parts. Preparation and submission of invoice to customers for payment. Accounting of sales and sales realization.
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Receipt of cash, cheque and bank drafts etc and issue of official receipts for the same Follow up are watch for transfer or receipt of funds to and from regions or district offices. Operation of bank accounts Maintenance of journal, expense ledger and general ledger.
DKSSK HAS SOME DEVELOPMENT PROGRAMME FOR CANE The unit is undertaking cane development programs, which will be a part of its activities they are. 1) Loans are provided to formers to take up new variety of cane activities 2) Subsidies are provided to formers.
3) Presumed and by products is supplied to former on
fertilizers free to work. PROCESS DEPARTMENT Process department is given integral part of the
organization. It looks after work of different process of sugar cane into the consumer sugar.
PROCESS OF CANE
Cane will be crushed in five mills; juice will be transferred to boiling stations. In the boiling station for the purpose of purification sculpture and lime powder will be added proportionality.
BY-PRODUCT OBTAINED AND USED FOR The following by products are obtained from the process 1. Molasses: molasses is used in alcohol industry as chief raw material and for feeds manufacturing. 2. Presumed: presumed is used for fertilizers. 3. Biogases: biogases is used in paper factory for manufacturing paper and cardboard and used for boilers for fairing purposes. It is also used as fuel for producing electricity. It is used for running high-pressure boilers.
PURCHESE DEPARTMENT Purchasing procedure very concededly according to the needs of the organization and authority delegated to porches manager the successes of organization is based on effective inventory management system and interrupted production schedule this is achieved with adequate purchasing function.
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OBJECTIVES 1. To receive purchase requisition from the stores
department production centers or any other authorized sources. 2. To invite quotations from a number of suppliers. 3. To make arrangements for the purchase of appropriate quantities at any given times. 4. To ensure the purchase of the correct quality under trade or brand name by sample, description. 5. To follow up the orders placed. 6. To receive incoming suppliers, verity quantity test and inspect them. 7. To arrange for the stores and issue of materials.
SOCIAL AND WELFARE ACTIVITY It also know as personal department, which deals with the workers or employees. In this department the main role is sets the wage rate of workers, total house of work. It also attends to the problem of the workers and also solves turn. The following are the facilities given to the employees or workers.
1. Half an hours rest interval 2. Canteen facilities
3. Weekly holiday (every Sunday) 4. 15 days holiday in a year
5. 12 days casual leave in a year 6. 12 days sick leave in a year
7. Medical treatment 8. Provident fund 9. Employees pension 10. Death come retirement relief fund
11. Sport and recreation facilities etc
POLLUTION CONTROL PROGRAMME
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. To arrest fly ashes and dust emerged out of boilers the factory has installed a machine called dust controller. Further the factory has installed efficient treatment plant to neutralize the efficient by using lime.
SHORT ANALYSIS STRNGTHS: Well established since long time. Strong network from all aspects- location, transports, and infrastructure. Good financial supports whenever needed are provided by both state and central governments. Located in the heart of city. Concept of multi joint-product. New power plant, which is constructing now is needed for future growth. WEAKNESS:
Absent of motivating incentives. Lot of training required for all levels of employees. Improper planning of investment for future growth.
OPPORTUNATIES: Can implement change in technology. Frame proper policies and procedures. Restructuring of manpower. Re- engineering.
THREATS: Other units. Competition. Decrease in sugar growth. Diversified resources such as raw material due to many sub units initialization. MC KINSEY 7S MODEL
Structure
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Strategy
System
Hard Ss
Shared Values
Skills
Style
Staf f
The first three elements are strategy, structure and system are considered as hardware of success, the meet four elements are style, staff, skills and shared values / super ordinate goals are the software of any company. According to the 7s model 1) STRATEGY The way in which a business aims to improve its position in relation to its competition is embodies in its
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. strategy or the way of doing something in an
organization In DKSSK, introduce new technologies and products strategies importance in time with national objective to improve quality reliability Of products there by attaining the international standards. 2) SYSTEM System refers to how the production system, distribution, information system and security system is maintained in its company. a. Production system The process of production consisting of input of sugar come and output of sugar.
b. Distribution system The distribution system of the precuts produced is in the following way;
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Direct sales are made with in the state and outside the state. Indirect sales are made outside the country and the depot sales are also made. The producers are also sold directly to the consumers or sold to the wholesales. c. Information system Structure of information system
CHAIRMAN
MANGING
SENIOR GENERAL
HEAD OF THE DEPARTMENT
SECTION
d. Security system The DKSSK has strict security system.

In the maintenance of accounts after the record have been closed, the records are kept in the room and closed the room is opened only with permission of higher authority. If the visitors went to inter they have to take prior permission with the authority and after entering they are not suppose to go any dept other then the department from whom they took the permission.
3) STRUCTURE: The following department carries out the general admission of the company and this is downwards communication in the company. The information flows from the top level of management to the lower levels. 4) STYLE The style which is portrayed to outside world is derived staff from the style and and does behaviors their jobs. exhibits inside an organization. The internal style of the organization effects new feels things Therefore organization is reflection of its structure.
5) SHERED VALUES /SUPER ORDINATE GOALS. Shared values are refers to company policies. In Mysore Sugar Company limited the following policies are maintained. Quality policies Environment policies
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. T.P.M. policies (Total productivity management)
QUELITY POLICY Quality leading to customer satisfaction shall be the top priority, this shall be achieved by complying to the requirements of the quality management system and continuously improve its effectiveness. ENVIRONMENT POLICY The DKSSK is committed to comply with the requirement of relevant environment regulation and standers by implementing environment management system and the continually improve its effectiveness. TOTAL PRODUCTIVE MANAGEMENT The DKSSK is committed in maximizing limited is committed in maximizing overall plants effectiveness to make Mysore sugar company a world class company through total productive manufactured by Promoting automates maintenance culture. Involving all employees and building culture. Minimizing the losses and reduced the cost. 6) STAFF Good hard working citizen play essential role in the development of nation. The employees are responsible for the successes are failure of company. The company has totally 819 workers are working is the company. They are divided as follows No. Of workers 1) Permanent worker 2) Seasonal workers
330 279
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3) Consolidated worker 4) Daily wage worker
60 150 819
Company is playing salary of 60,00,000 per month to its workers.
7) SKILLS Skills here refer to how the training will be given to the employees and employees. The training will be given in 2 months they are a) On the job This is one of the oldest methods; the individual place is on the regular job and taught the skill necessary to perform that job on the job training has the advantage of given first hand knowledge and experience under the actual working conditions. This training is given to employees. b) Off the job In this methods trainee is separated from the job situations and his attention is focused upon learning the related to his future job performance. There is an opportunity for freedom of expression for the trainees.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. SHREE D.K.S.S.K.N.-CHIKODI, Taluka chikodi, dist.- Belgaum Nmae of the Organization Chikodi. : Shree D.K.S.S.K.N.-
Location
Nanadi Village. Tal.-Chikodi, Dist.- Belgaum Karnataka.
Redg. Office
Chikodi.
Ph. No. 08338-276931 To 35 Fax : 08338 276105 E-Mail dksugar@sancharnet.com Construction : Light Facilities. Capacity crashing / day. 20.7 M. W. Power Generation. 30 K.L.P.D. Restrified Spirit. Turnover Employees : : 450 to 500 Crores / Anum. 775. : 5500 tones sugar cane Building Layout, Garden &
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Major Customers traders.
All registered sugar
K.P.T.C.L. All registered excise contractors. Competitors : Halsiddhanath S.S.K.N.
Shree Datta S.S.K.N. (Pvt Ltd.) Ugar Sugar Workers. (Kolhapur). Shree Guru Datta, Takali
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PRODUCT PROFILE
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PRODUCT PROFILE PROCUREMENT The factory obtains the sugarcane, which is
required from more than 1000 farmers and by the company farms and others raw materials which are required for the operation is taken from the vendor there vendors will be evaluated on basis of price and quality and then the required raw materials will be taken for the efficient vendors. The transport of sugar cane from framers to the factory will be engaged throng lorries, which will be taken through bidding at time of harvesting, and also farmers themselves supply by their own bullock carts or by tractors.
CANE WEIGHMENT There are 12 outlaying weighbridges situated round about Chikodi for delivering the sugarcane from the farmers. Double check has been provided over the weigh of cane transported from out stations.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. OPERATIONS The sugarcane, which is carried by lorries or other, will be directly fed to the machine where the initial process starts. At the starting point these are knives which cuts sugar cane bunches into individual sugar care. After this in the next step there are sharp cutter, which cuts the sugarcane, bunches into very small pieces. Then it will go to trade marbs (a series of rollers used for crushing purpose) for crushing. Then the juice produced will go for further processing and the Bagasse will be lift out their itself. Then they add flocculent (used for mud setting) milk sanitation etc and then after it will go through pans and masscuite for this masscuite they will add sodium Hydro Sulphite ( to bleach the masscuite ) and it will be separated out and the molasses will be send to distillery and they white sugar will be bagged.
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BY PRODUCTS OF SUGAR MANUFACTURER The chief by products of sugar manufacturing are 1. Bagasse Bagasse is the by-product of sugar left behind after cursing of sugar cane. It is used as a fuel in the sugar factory boiler. Excess Bagasse finds use as raw materials in paper manufacturing industry. 2. Molasses Molasses is a by product of sugar refining chiefly used for alcohol production. The entire molasses out put is routed to the distillers unit, which is maintained by the organization. 3. Press mud Press mud is the by-product generated by cane juice filtration during sugar manufacture, currently. Press mud is used as a fertilizer in sugar cane cultivation.
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FLOW CHART OF SUGAR MANAFACTURING Weighed cane-hauled to crushing yard Cane unloaded on to the carrier Cane cut into pieces Crushed in successive mills Juice treated with line and surplus chaff fed into boilers & Hearted as fuel Subsider Sucm Filter cake used As manure syrup vacuum pans Boiler to mane cite
dry
clear juice clear juice evaporates Concentrated Surplus syrup to
Centrifugal Sugar molasses Bagging Dispatching portable alcohol power alcohol
THE FOLLOWING STATEMENT SHOWING YEARLY SUGAR CANE CRUSHED, PRODUCTION AND AVERAGES. Year Crushed Sugar-cane (in Tones) 98077 160014 220490 230480 2423360 139225 182601 249800 225635 113834 224702 305305 377224 485928 407550 469226 522048 468922 Production (in Quintals) 90604 149667 212088 215961 218769 133360 167758 232040 242258 107200 214334 272887 356579 429835 305114 445883 890888 405786 Average
1974-75 1975-76 1976-77 1977-78 1978-79 1979-80 1980-81 1981-82 1982-83 1983-84 1984-85 1985-86 1986-87 1987-88 1988-89 1989-90 1990-91 1991-92
10.82 11.09 10.49 10.67 10.08 10.44 10.88 10.70 10.55 10.32 10.13 11.08 10.48 11.10 11.14 11.05 10.56 11.56
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 409158 405230 544627 637165 396649 638040 833457 890709 720041 734954 805047 421461 494488 34292 319326 444103 584600 335792 549762 738170 740086 614749 604005 660312 395310 534334 11.04 12.52 12.17 10.83 11.17 11.58 11.28 12.01 11.70 11.80 11.90 10.20 10.81
1000000 900000 800000 700000 600000 500000 400000 300000 200000 100000 0
ye 19 ar 76 19 77 79 19 80 82 19 83 85 19 86 88 19 89 91 19 92 94 19 95 97 20 98 00 20 01 03 -0 4
Series1
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 2.b1) Research Objective : The main objective of the study is find the attitude of employees towards job Satisfaction among the employees of Shree D.K.S.S.K.N. Chikodi To study about the employees moral in that company. To study about their attitude regarding the working conditions of the organisation. To know about the employee recosnisation and rewards system in the organization.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. METHODOLOGY Our factory is situated in the R. S. No. 184, 185, 186 of village Nandi. At times the surrounding land was purchased in phases. Now different activities of the factory are going on in 159 acres of land. The road from Chikodi Examba and from Chikodi, Ankali has been tarred. The facility of Govt. bus schedules has been developed. Due to such facilities now the 3500 TCD power sugar factory with 20.7 Mega watt power unit and 30 KLPD power discovery components are in operation. Aryak sabatting machine ahgnment is in its last phase. These are facilities like 200 hostels building and granted primary schools one none granted convent school and a high school. There is one social hall, one dining hall, Telephone booth. The cite of factory has developed into a town. To express their gratitude to the man, Shri. Chidanand Kore the Board of Directors and the workers of the factory have established his status infront of the office and have facilitated the workers the people to express their gratitude to him.
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ABOUT THE COMPANY The construction of the factory was started after The
receiving the order for commitment of construction.
machinery of capacity 1250 M. Tones was purchased from M/. Walchandnagar Industries at the cost of Rs. 146.50 lacks and the assembly work was started. started actually on 27.10.73. The assembly if machinery The assembly work was
completed within a period of 1 year.
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OBJECTIVE OF SAMPLING It should be representative of the population from which it is drawn. The information collected should be accurate. The quality and degree of etails supplied through sample survey investigation should be more exhaustive. It should be able to utilize there sources available for research investigation. To obtain the desired data either with maximum precision subject to given cost at minimum cost with prescribed precision. SELECTING A SAMPLE The population of the study is all the workers that are working in Shree D.K.S.S.K.N. CHIKODI. For the purpose of Project work sample of 100 employees or respondents have covered. Also while administering Questionnaire care was taken to ensure that the sample ration is the representative or the population. In collecting of data the questions were administered orally by me or employees themselves convinced interest in filling up the questionnaire.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 2.b4) DATA COLLECTION OF EMPLOYERS : The data was collected using the questionnaire. I made a personal interview of the employees. With the help of this questionnaire the data was collected. a) Pre-Pilot Observation : For the purpose of collecting the information of the company I have personally met the heads of the various departments and collected the information. a) Final Observation. The final information is collected through questionnaire were the multidimensional questions were asked to collect the information.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 2.b5) SOURCES OF DATA COLLECTION. a) Secondary Data :These are the sources where the data are developed for some purpose other than the problem at hand out are applicable to the present investigation. I have referred some library books, general books, magazines for my study considering above steps of data collection methods. I have decided to collect the primary data for my research work, because when our research project needs more date we have to collect primary data.
b) Primary Sources : Information, which we have been gathered for the first time, called primary data, primary research can be quantitative or qualitative. I have selected the Survey method or Questionnaire method for collecting the primary data from the employees.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 2.B6) ANALYSYS OF THE STUDY Classification and Tabulation covered fragments of observation and Responses into understandable and orderly statistics suitable for future analysis and interpretation. In the study the data gathered are usually in the form of a heap of filled questionnaire. These are not I use unless arranged in a systematic manner. I have tried to analyze the data collected during
my survey work on The Attitude of JOB SATISFACTION in the employees of shree D.K.S.S.K.N. CHIKODI
In the research I have observed that most of them are proud to work in that organization.
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2.B7) PERIOD OF THE STUDY :They Period of the study consists of two months starting from May 15th 2006 to July 15th 2006.
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2.B8) UNIQUENESS OF THE STUDY The study was conducted on the unique topic i.e. the Job satisfaction. The study concludes with an view that, attitude of workers towards job is an important factory for future development of the company.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 2.b9) LIMITATIONS OF STUDY There existed some respondents who refused to respond and these respondents who did not participate in the survey may be distinct and might have affected the result of the study. The sample was chosen randomly which might not to be an actual representative of the total population, due to which there may be an error. The information given by few Employees were deemed to the correct in the beginning and later on were found to be partially incorrect which caused inconvenience. Even after assuring the respondents that the data will not be made public and will be used for the study only, still they were heritable to reveal certain information. Many of the respondents gave a negative the answer in order to finish the interview quickly, which has affected the study.
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CHAPTER 3
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. SHREE D.K.S.S.K.N.-CHIKODI, Taluka chikodi, dist.- Belgaum Nmae of the Organization Chikodi. : Shree D.K.S.S.K.N.-
Location
Nanadi Village. Tal.-Chikodi, Dist.- Belgaum Karnataka.
Redg. Office
Chikodi.
Ph. No. 08338-276931 To 35 Fax : 08338 276105 E-Mail dksugar@sancharnet.com Construction : Light Facilities. Capacity crashing / day. 20.7 M. W. Power Generation. 30 K.L.P.D. Restrified Spirit. Turnover Employees : : 450 to 500 Crores / Anum. 775. : 5500 tones sugar cane Building Layout, Garden &
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Work Shifts shift (no Holiday) : 3 Shifts / 8 hours per
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Q.1 ). Are you proud to work for the company? Yes No
TABLE 1 : Number of employees to work in the company. No. of respondents Yes No Total 73 27 00 73% 23% 100% Percentage
80 60
No. of Respondents
40 20 0 Attributes
Yes No
INTERPRETATION : First of all the employees must feel proud of themselves to work in organization. So I have selected this as a first question in the questionnaire. So among the 100 employees that I contacted 73% of the employees feel themselves proud of working the organization, and remaining 27% of them are not proud.
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Q.2). Do you think the company cares about its people? Yes No
TABLE 2 : Number of employees thinking that the company cares their people. Attributes Percentage Yes No Total 71 29 100 71% 29% 100% No. of respondents
80 70
No. of Respondents
60 50 40 30 20 10 0 Yes No
Attributes
INTERPRETATION : Every organization has to cares its employees in all aspects. In this organization 71% of the employees say that
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. the company cares them. But the other 29% of the employees feel that the company will not care them.
Q.3 ).
Are you optimistic about the future of the company? Yes No
TABLE 3 : Views of employees regarding the optimistic about the future of the company Attributes Yes No TOTAL No. of respondents 61 39 100 Percentage 61 39 100
70 60
No. of 40 Respondents
30 20 10 0
50
Yes No
INTERPRETATION :
Babasabpatilfreepptmba.com Attributes Page 85
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. To tell about the optimistic of the future of the company, 61% of the employees say that they are optimistic about the future of the company. And 39% are not optimistic about the future of the company.
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Q.4) Do you feel that working for the company will lead to the kind future you want ? Yes No.
TABLE 4 : Table showing the employees future in the company. Attributes Yes No TOTAL No. of respondents 72 28 100 Percentage 72 28 100
110 100 90 80 No. 70 of Respondents 60 50 40 30 20 10 0
Yes No
Attributes
INTERPRETATION : Every one is not satisfied with everything. Some feel that they have a future working in the company. But Some
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. feel that they dont have any future with working in the company. So amount the 100 employees I have surveyed 72% of the employees say that they have a good future working in the company. Q.5) Do you feel more committed to a career with the company this year than I did a year ago? Yes No
TABLE 5 : Numbers of employees committed to a career with the company this year than they did in the previous year. Attributes Yes No TOTAL No. of respondents 75 25 100 Percentage 25 25 100
80 70 60 50 40 30 20 10 0 Yes No
Babasabpatilfreepptmba.com No. of Respondents
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. INTERPRETATION : Amount the 100 employees surveyed 75 employees say that they are more committed to a career with the company this year than that they did in the previous year. And other i.e. 25 employees say that they are not.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Q.6) Are you Satisfied with your job ? Yes No.
TABLE 6 : Employees attitude regarding the job satisfaction. Attributes Yes No TOTAL No. of respondents 78 22 100 Percentage 78 22 100
80 70 60 50 40 30 20 10 0
No. of Respondents
Yes No
Attributes
INTERPRETATION : Amount the 100 employees surveyed most of them say that they are satisfied with their job. i.e. 78 of them say that they are satisfied with their jobs and remaining 22 of them say that they are not satisfied with their jobs.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Q.7 ). Do you feel that they company is a strong
competitor in key growth areas? Yes No No idea
TABLE 7 : Employees feeling that the company is a strong competitor in key growth areas. Attributes Yes No No Idea TOTAL No. of respondents 45 24 31 100 Percentage 45 24 31 100
50 40
No. of Employees
30 20 10 0
Yes No No Idea
Attributes
INTERPRETATION : Most of them say the company is a strong competitor in there field. Among the 100 employees surveyed 45 of them say Yes, 25 Say No, and the others say that they dont have a any idea of the competitor prevailing the market.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Q.8) How much satisfied are you with that the leaders in your work environment are positive role models? More satisfied Less Satisfied Dissatisfied
TABLE 8 : Employees attitude regarding that the leaders in their work environment are positive role models Attributes Percentage More Satisfied Less Satisfied Dissatisfied No. of respondents 55 26 19 58 26 19
60 50
No. of Respondents
40 30 20 10 0
More Satisfied Less Satisfied Dissatisfied
Attributes
INTERPRETATION : Here in all the remaining question I have used the multidimensional question, because the may not be only satisfied or dissatisfied they may be more satisfied, Less satisfied. In the table we see that 55 of them are more satisfied with their leader who works in with them. 26 are less satisfied and 19 are dissatisfied.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Q.9). How much satisfied are you with that your supervisor keeps you well informed about whats going on in the company? More satisfied Less Satisfied Dissatisfied
TABLE 9 : Employees attitude regarding that, their supervisors keep well informed about the happenings in the company. Attributes No. of respondents Percentage More satisfied 31 31 Less satisfied 36 36 Dissatisfied 33 33
36 35 34 No. of Respondents 33 32 31 30 29 28 Attributes More Satisfied Less Satisfied Dissatisfied
INTERPRETATION : Many different activities happen in the organization everyone will not know what is happening in the company. So it is the duty of the supervisors to provide information to every one. So among 100 employees 31 of them are more satisfied with the supervisors who give information about what happens in the company. 36 of them are less satisfied and 33 of them are not satisfied.
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Q.10). How much satisfied are you with that your views and participation are valued? More satisfied Dissatisfied Less satisfied
TABLE 10 : Employees attitude regarding, that their views and participation are valued. Attributes No. of respondents Percentage More satisfied 40 40 Less satisfied 25 25 Dissatisfied 35 35
40 35 30 No. of Respondents 25 20 15 10 5 0 Attributes More Satisfied Less Satisfied Dissatisfied
INTERPRETATION : The participation of each and every employee in organization is very important. The employees are motivated when there view and participation are valued. Among the 100 employees I surveyed 40 of them say they are more satisfied, 25 of them say that they are less satisfied, and 35 of them say they are dissatisfied.
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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Q.11). How much satisfied are you with professionalism of the people with whom you work? More satisfied Dissatisfied Less satisfied the the
TABLE.11: Attitude of employees regarding, professionalism of the people with whom they work. Attributes Percentage More satisfied Less satisfied Dissatisfied No. of respondents 56 21 23 56 21 23
60 50
No. of Respondents
40 30 20 10 0
Attributes
INTERPRETATION: 56% of the respondents say that they are satisfied with the professionalism of the people with whom they work. And 21% of the respondents say that they are less satisfied and 23% of the respondents sat they are dissatisfied the professionalism of the people with whom they work.
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Q.12).
How much satisfied are you with the team spirit in
your work environment? More satisfied Dissatisfied TABLE-12: Attitude of employees regarding, the team spirit in their work environment. Attributes Percentage More satisfied Less satisfied Dissatisfied 53 27 20 53 27 20 No. of respondents Less satisfied
60 50 40 More Satisfied Less Satisfied Dissatisfied
No. of 30 Respondents
20 10 0
Attributes
Page 96
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. INTERPRETATION: There much be team spirit among the employees, because it increases the efficiency of the worker regarding the work. In the table we can see that 55% of the employees are more satisfied with the team spirit in the work environment. 27% are less satisfied and 20% are dissatisfied.
Q.13).
How much satisfied are you with the morale of the
people with whom you work? More satisfied Dissatisfied TABLE-13: Employees attitude towards the with whom they work. Attributes Percentage More satisfied Less satisfied Dissatisfied 40 27 33 40 27 33 No. of respondents morale of the Less satisfied
40 35 30 25 No. of Respondents 20 15 10 5 Babasabpatilfreepptmba.com 0 Attributes Page 97 More Satisfid Less Satisfied Dissatisfied
INTERPRETATION: Among the 100 employees surveyed 40 of the respondents say that they are more satisfied with the morale of the people with whom they work. 27 of them say are less satisfied, and 33 of the respondents say that they are dissatisfied.
Q.14).
How much satisfied are you with your own morale? More satisfied Less satisfied Dissatisfied
TABLE-14: Employees attitude towards their own morale. Attributes More satisfied More satisfied Dissatisfied No.of respondents 42 40 18 Percentage 42 40 18
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50 40 30 No. of 20 Respondents 10 0 More satisfied More satisfied Dissatisfied
Attributes
INTERPRETATION: 42% of the Respondents say they are more satisfied with their own morale. 40% of the respondents say they are less satisfied with their own morale. 18% are dissatisfied. Q.15). How much Satisfied are you with that your work gives you a feeling of personal accomplishment? More satisfied Dissatisfied TABLE-15: Employees attitude towards, their work giving them a feeling of personal accomplishment. Attributes No. respondents
Less satisfied
of Percentage
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. More satisfied Less satisfied Dissatisfied 63 15 22 63 15 22
70 60 50 40 No. of Respondents 30 20 10 0 Attributes More satisfied Less satisfied Dissatisfied
INTERPRETATION: 63% of the employees say that they are more satisfied with their work, which gives them personal accomplishment. 15% of the employees are less satisfied. And 22% of the employees are dissatisfied.
Page 100
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Q.16). How much satisfied are you with receive Less Satisfied
appropriate recognition for your contributions? More Satisfied Dissatisfied TABLE 16 : Employees attitude towards, that they receive appropriate recognition for their contribution. Attributes No. of respon dents More Satisfied Less Satisfied Dissatisfied 41 38 21 41 38 21 Percentage
No. of Respondents
45 40 35 30 25 20 15 10 5 0 Attributes
INERPRETATION : 41% of the respondents say they receive a good recognition for their contribution.
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 38% of the respondents say they are less satisfied. 21% of the respondents say they are dissatisfied.
Page 102
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Q.17). How much Satisfied are you with the empowerment Less Satisfied
you have to influence the quality of your work? More Satisfied Dissatisfied TABLE 17 : Attitude of employee towards the empowerment, and its influence on quality of work. Attributes More Satisfied Less Satisfied Dissatisfied No. of respondents 57 18 25 Percentage 57 18 25
60 50
No. of Respondents
40 30 20 10 0
M ore Satisfied Less Satisfied Dissatisfied
Attributes
INTERPRETATION : 57% of the respondents say they are More Satisfied with the empowerment they have to influence on the quality of work.
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 18 % of them say are Less Satisfied. 25% of the respondents say they are dissatisfied.
Q.18).How much Satisfied are you with your ability to maintain a reasonable balance between your family life and your work lift. ? More Satisfied Dissatisfied TABLE 18 : Employees attitudes towards their ability to maintain a reasonable balance between their family and work left. Attributes More Satisfied Less Satisfied Dissatisfied No. of respondents 63 23 14 Percentage 63 23 14 Less Satisfied
70 60
No. of Respondents
50 40 30 20 10 0 More Satisfied Less Satisfied Dissatisfied
Attributes
Page 104
INTERPRETATION : 63% of the respondents option is that, they are more satisfied with their ability to maintain reasonable balance between their family and work lift. And 23% of the respondents are less satisfied, and 14% of the respondents are dissatisfied. Q.19). How much Satisfied are you with that compensation
matches your responsibilities.? More Satisfied Dissatisfied TABLE 19 : Employees attitude towards, the compensation matching their respondents. Attributes More Satisfied Less Satisfied Dissatisfied No. of Respondents 31 45 24 Percentage 31 45 24 Less Satisfied
50 40
No. of Respondents
30 20 10
M ore Satisfied Less Satisfied Dissatisfied
0 Babasabpatilfreepptmba.com
Attributes
Page 105
INTERPRETATION : 31 % of the employee are more satisfied with the compensation matching the responsibilities. 45% of them say they are less satisfied with the compensation matching the responsibilities. 24% of them say they are dissatisfied.
Page 106

Q.20). security? More Satisfied Dissatisfied TABLE 20 : Attitude of employees towards, their overall job security. Attributes More Satisfied Less Satisfied Dissatisfied No. of Respondents 60 15 25 Percentage 60 15 25 Less Satisfied How much Satisfied are you with your overall job
60 50 40 No. of 30 Respondents 20 10 0 Attributes More Satisfied Less Satisfied Dissatisfied
INTERPRETATION : 60% of the respondents are more satisfied with their overall job security. 15% of the respondents are less satisfied with their overall job security. 25% of the respondents are dissatisfied.
Page 107
Q.21).
How much satisfied are you with the amount and
frequency of informal praise and appreciation you receive from your supervisor? More Satisfied Dissatisfied TABLE 21 : Employees attitude towards the amount and frequency of informal praise and appreciation they receive from their supervisor. Attributes More Satisfied Less Satisfied Dissatisfied No. of Respondents 45 33 22 Percentage 45 33 22 Less Satisfied
50 40 30 No. of Respondents 20 10 0 Attributes More Satisfied Less Satisfied Dissatisfied
Page 108
Q.22).
Considering the changes underway in the company,
which of the following best describes your attitude? I am enthusiastic and personally committed to I am willing to go along with the changes. I am undecided this time. I am not in favor of the changes. the changes.
TABLE 22 : Employee attitude towards the changes underway in the company Attributes Enthusiastic and personally committed to changes. Willing to go along the changes Undecided 35 15 35 15 No. of Respondents 23 Percentage 23
Page 109
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Not in favor of change 27
Enthusiastic and personally committed to changes. Willing to go along the changes Undecided
27
35 30 25 20 No. of Respondents 15 10 5 0
Not in favor of change
Attributes
INTERPRETATION : 23% of the respondents are personally committed to changes. 35% are willing to go along the changes. 15% are still undecided. 27% are not in favor of changes.
Page 110
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. INTERPRETATION : 45% of the respondents are more satisfied with the amount and frequency of informal praise and appreciation they receive from your supervisor. 33% of the respondents are Less Satisfied with the amount and frequency of informal praise and appreciation they receive from your supervisor. 22% are dissatisfied.
Page 111
CHAPTER 4
Page 112
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. FINDINGS : In the survey it was found that seventy eight percent of the respondents were satisfied With their Job. In the survey it was found that 73 percent of the respondents are proud of working in the company. In the survey it was found that they are more satisfied with their overall security, Among the 100 respondents I have surveyed 60 of them are most satisfied. According to the survey 64 percent of the respondents are optimistic about the future of the company. It was found that 72 percent of the respondents say that they have better future in the company. It was found that the company is strong competitor in the key area, 45 percent of the respondents say that the company is a strong competitor in the key growth area 24 percent say that it is not a strong competition prevailing in the market. In the survey it was found that only 31 percent of the employees are more satisfied with that the supervisor keeps them well informed about what's going on in the company, 36 percent of the respondents say that they are less satisfied.
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 40 percent of the respondents say that there views and participation are valued 25 of them say that they are less satisfied. And 35 percent of the respondents dissatisfied.
In the survey it was found that most of them are less satisfied with compensation they receive i.e. 45 percent of the respondents say that they are less satisfied with the compensation responsibilities. By observation it was found that the employees like the system of Greeting the employees on their Birthday's and Weddings Anniversary's. It was found they like the training system of the company. they receive in regard to their
Page 114
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. RECOMMENDATIONS : The company has to give appropriate recognition to the employees for their contribution. Since most of them (48%) are grouped under Less Satisfaction. So measures have to be taken place in order to recognize the employees for their contribution. Most of the are less satisfied with their morale. So measures have to be taken to increase the moral of the employees. There must be transparency in providing the appropriate compensation which must match there responsibilities. Whenever the company wants to make any changes consider the employees. The Views of the employees should be considered while making any changes. The supervisors must inform all the employees about what's going on in the company.
Page 115
CONCLUSIONS : The Objective of the study was the study about the attitude of the employees towards job satisfaction in D.K.S.S.K.N. Chikodi. The study helped in knowing how much the employees are satisfied in the work environment. The study is concluded with the view that, attitude of workers towards job is an important factors for future development of the company. Shree D.K.S.S.K.N. is a company were more than 775 employees are working. The company is taking much of the care about the employees. Most of the employees feel themselves proud of working in such a big organization. The company has to informed all employees about the happenings that take place in the come.
Page 116
ANNEXURE
Page 117
QUESTIONNAIRE
Dear Sir / Madam Name :
Address :
Designation : Employee No. : Q-1). Are you proud to work for the company? Yes No
Q-2). Do you think the company cares about its people ? Yes No
Q-3). Are Optimistic about future of the company? Yes kind future you want ? Yes No No Q-4). Do you feel that working for the company will lead to the
Page 118
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Q-5). Do you feel more committed to a career with the company this year that I did a year ago? Yes No
Q-6). Do you feel that the company is a strong competitor in key growth areas? Yes No
Q-7). How much satisfied are you with your job? Yes No
Q-8). How much satisfies are you with that the leaders in your work environment are positive role models? More satisfied Dissatisfied Q-9). How much satisfied are you with that your supervisor keeps you well informed about whats going on in the company? More satisfied Dissatisfied Q-10). How much satisfied are you with that your views Less satisfied Less satisfied
and participation are valued? More satisfied Dissatisfied

Less satisfied
Q-11).
How much satisfied are with the professionalism of
the people with whom you work? More satisfied Dissatisfied Q-12). your work? More satisfied Dissatisfied Less satisfied How much satisfied are you with the teams spirit in Less satisfied
Q-13).
How much satisfied are you with the morale of the
people with whom you work? More satisfied Dissatisfied Q-14). How much satisfied are you with your own morale? Less satisfied Less satisfied
More satisfied Dissatisfied
Q-15). How much satisfied are you with that your work gives you a feeling of personal accomplishment? More satisfied Dissatisfied
Less satisfied
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Q-16). How much satisfied are with that you receive
appropriate recongnition for your contributions? More satisfied Dissatisfied Q-17).How much satisfied are with the empowerment you have to influence the quality of your work? More satisfied Dissatisfied Q-18). How much satisfied are you with your ability to Less satisfied Less satisfied
maintain a reasonable balance between your family life & your work life? More satisfied Dissatisfied Q-19). How much satisfied are you with that your Less satisfied
compensation matches your responsibilities? More satisfied Dissatisfied Q-20). security? More satisfied Dissatisfied Less satisfied How much satisfied are you with your overall job Less satisfied
Page 121
Q-21).
How much satisfied are you with the amount and and appreciation you receive from your
frequency of informal praise supervisor? More satisfied Dissatisfied Q-22). Considering the changes underway in the company, Less satisfied
which of the following best describe your attitude? I am enthusiastic and personally committed to the changes. I am willing to go along with the changes. I am undecided at this time. I am not in favor of the changes. Thank You, Signature
Page 122
COODING THE QUESTIONS FOR THE QUESTIONNAIRE
Page 123
C O O D IN G Q U E S T IO N S F O R T H E Q U E S T IO N N A IR E
Q -7 b 1 . 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 . 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 . 1 . . 1 . 1 1 1 1 1 1 1 1 1 . . 1 . . . 1 . 1 . 1 . . 1 . . . 1 . . . . 1 . . 1 . . . . 1 . 1 c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c . 1 1 Q -8 Q -9 Q -1 0 Q -1 1 Q -1 2 Q -1 3 Q -1 4 Q -1 5 Q -1 6 Q -1 7 Q -1 8 Q -1 9 Q -2 0 Q -2 1 Q -2 2
S l. N o .
Q -1
Q -2
Q -3
Q -4
Q -5
Q -6
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
Page 124
36
37
38
39
40
Q -7 a 1 . . 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 11 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 . 1 . 1 . 1 . . 1 . 1 . . 1 1 1 1 1 1 1 1 1 . 1 1 1 1 . 1 . 1 . . . . 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 . . 1 . . 1 . . . . . . 1 . . b c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c . 1 1 1 1 . . Q -8 Q -9 Q -1 0 Q -1 1 Q -1 2 Q -1 3 Q -1 4 Q -1 5 Q -1 6 Q -1 7 Q -1 8 Q -1 9 Q -2 0 Q -2 1 Q -2 2
S l. N o .
Q -1
Q -2
Q -3
Q -4
Q -5
Q -6
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
Page 125
76
77
78
79
80
81
82
Q -7 b c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c a b c Q -8 Q -9 Q -1 0 Q -1 1 Q -1 2 Q -1 3 Q -1 4 Q -1 5 Q -1 6 Q -1 7 Q -1 8 Q -1 9 Q -2 0 Q -2 1 Q -2 2
S l. N o .
Q -1
Q -2
Q -3
Q -4
Q -5
Q -6
83
84
85
86
87
88
89
90
91
92
93
95
96
97
98
99
100
94
Page 126

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AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

my work is important? work?

about my progress? grow?

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

employees have ti endure while trying to do their

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

Leadership combines attitudes and behavior. It can be

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

45 28 213 13 67 10 156 9 16 430 *Based on 1998-99

Source: High Power Committee

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

OBJECTIVES 1. To receive purchase requisition from the stores

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

1. Half an hours rest interval 2. Canteen facilities

3. Weekly holiday (every Sunday) 4. 15 days holiday in a year

5. 12 days casual leave in a year 6. 12 days sick leave in a year

POLLUTION CONTROL PROGRAMME

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

HEAD OF THE DEPARTMENT

d. Security system The DKSSK has strict security system.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

3) Consolidated worker 4) Daily wage worker

Company is playing salary of 60,00,000 per month to its workers.

Nanadi Village. Tal.-Chikodi, Dist.- Belgaum Karnataka.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

Major Customers traders.

All registered sugar

K.P.T.C.L. All registered excise contractors. Competitors : Halsiddhanath S.S.K.N.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

PRODUCT PROFILE PROCUREMENT The factory obtains the sugarcane, which is

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

clear juice clear juice evaporates Concentrated Surplus syrup to

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

Centrifugal Sugar molasses Bagging Dispatching portable alcohol power alcohol

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

receiving the order for commitment of construction.

completed within a period of 1 year.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

Nanadi Village. Tal.-Chikodi, Dist.- Belgaum Karnataka.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

Q.1 ). Are you proud to work for the company? Yes No

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.

Are you optimistic about the future of the company? Yes No

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.