A project report on an assessment of job satisfaction

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A project report on an assessment of job satisfaction

  1. 1. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. CONTENTS EXECUTIVE SUMMERY  CHAPTER-1 Introduction of HRM 01 Job Satisfaction 04  CHAPTER-2 a). Company Profile 24 b). 1). Research Objective 52 b). 2). Methodology 53 b). 3). Sampling Population 55 b). 4). Data Collection of Employees 56 b). 5). Sources of Data Collection 57 b). 6). Analysis of Results 58 b). 7). Period of the Study 59 b). 8). Uniqueness of the Study 60 b). 9). Limitations of the Study 61  CHAPTER-3 Data Analysis and Interpretation 62  CHAPTER-4 Findings 86 Recommendations 88 Conclusions 89  ANNEXTURE Model of Questionnaire 90 Coding Sheet 94Babasabpatilfreepptmba.com Page 3
  2. 2. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Babasabpatilfreepptmba.com Page 4
  3. 3. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.EXECUTIVE SUMMERY: The study conducted on the job satisfaction with an unique title"AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OFHUMAN RESOURCE MANAGEMENT. The study was conducted in ShreeD.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) Thisdefinition suggests job satisfaction is a general or global affective raction thatindividuals hold about their job. The D.K.S.S.K.N. Chikodi was registered in the year 1969 andstarted at crusrtins 1974.The Plant is located at Nandi Village of Chikodi in ofBelgaum district . It is registered undu. The Mullystate Co-op Act laws 2100she members. The population of the study is all the workers that are working inThe D.K.S.S.K.N. Chikodi. For the purpose of Project work sample of 100 employees orrespondents have covered. Also while administering Questionnaire care wastaken to ensure that the sample ration is the representative of the population. The study concludes with an view that, attitude of workerstowards job is an important factor for future development of the company.Babasabpatilfreepptmba.com Page 5
  4. 4. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. CHAPTER - 1Babasabpatilfreepptmba.com Page 6
  5. 5. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.THE CONCEPT OF HRM: Human Resource Management is defined as the “ The policiesand practices involved in carrying out the “people” or Human Resourceaspects of management position, including recruiting, screening, training,rewarding, Job satisfaction and appraising”. What exactly is ‘human resource management’? Many peoplefind HRM to be a vague and elusive concept-not least because it seems to havea variety of meanings. This confusion reflects the different interpretationsfound in articles and books about human resource management. HumanResource Management in a Business Context includes a reasoned discussionon this topic. Additional notes: Townely (1994) argues that much of theconfusion 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. A gender divide between: - ‘ female’ or ‘soft personnel management (particularly in respect of the welfare tradition) at lower management and administrative levels:-‘male’ hard-nosed human resource managers within upper management orcorporate headquarters. She contends that the gender issue should be taken further than‘counting the number of women’ into an examination of language, roledivisions and power. In particulars, Townley (1994) holds that gender isinherent in how ‘personnel’ has become a subject of study. In the UK theprofessional institution has had several different titles since it was founded asthe Welfare Workers Association in 1913. Currently it is the CharteredInstitute of Personnel and Development, having been unable to face theultimate change to a name which parallels the Australian Human ResourceBabasabpatilfreepptmba.com Page 7
  6. 6. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Institute (AHRI) or the Society for Human Resource Management (SHRM) inthe USA. Townley (1994) points to the debate about consequences of thename 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; in1931 it changed to Institute of Labour Management; in 1946, the Institute ofPersonnel Management, a title which remained for the next half century.Throughout the last century there has been a polarisation between male andfemale aspects of people management. As an example, Townely cites industrialrelations as a male preserve in the 1960s and 70s, whereas training was mainlystaffed by females. More recently, she believes that: “The present division betweenpersonnel and HRM… equally reflects the same gendered elements. Putbluntly, the focus of HRM- an agenda, in the main, prescribed by men-hasbeen imprtant’men in one filed talking to, reflecting and reporting onimportant ’men in another.”Babasabpatilfreepptmba.com Page 8
  7. 7. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.FUNCTIONS OF HRM: The Human Resources Management (HRM) function includes avariety of activities, and key among them is deciding what staffing needs youhave and whether to use independent contractors or hire employees to fill theseneeds, recruiting and training the best employees, ensuring they are highperformers, dealing with performance issues, and ensuring your personnel andmanagement practices conform to various regulations. Activities also includemanaging your approach to employee benefits and compensation, employeerecords and personnel policies. Usually small businesses (for profit ornonprofit) have to carry out these activities themselves because they can’t yetafford part- or full- time help. However, they should always ensure thatemployees have—and are aware of—personnel policies which conform tocurrent regulations. These policies are often in the form of employee manuals,which all employees have. Note that some people distinguish a difference between HRM ( amajor management activity) and HRD ( Human Resource Development, aprofession). Those people might include HRM in HRD, explaining that HRDincludes the broader range of activities to develop personnel inside oforganizations, including, eg, career development, training, organizationdevelopment, etc. There is a long-standing argument-about where HR relatedfunctions should be organized into large organizations, eg, “ Should HR be inthe Organization Development department or the other way around?” The HRM function and HRD profession have undergonetremendous change over the past 20-30 years. Many years ago, largeorganizations looked to the “Personnel Department,” mostly to manage thepaperwork around hiring and paying people. More recently; organizationsconsider the “HR Department”as playing a major role in staffing, training andhelping to manage people so that people and the organization are performing atmaximum capability in a highly fulfilling manner. ( The publications, Field Guide to Leadership and Supervision forBusiness and Field Guide to Leadership and Supervision for Nonprofit Staff,Babasabpatilfreepptmba.com Page 9
  8. 8. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.include comprehensive guidelines about effectively managing human resourcesin organizations.)Babasabpatilfreepptmba.com Page 10
  9. 9. 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). Thisdefinition suggest job satisfaction is a general or global affective reaction thatindividuals hold about their job. While researches and practitioners most oftenmeasure global job satisfaction, there is also interest in measuring different “facets” or “dimensions” of satisfaction. Examination of these facet conditionsis often useful for a more careful examination of employee satisfaction withcritical job factors. Traditional job satisfaction facets include: co-workers, pay,job conditions, supervision, nature of the work and benefits. Job satisfaction is in regard to one’s feelings or state-of-mindregarding the nature of their work. Job satisfaction can be influenced by avariety of factors, eg, the quality of one’s relationship with their supervisor, thequality of the physical environment in which they work, degree of fulfillmentin their work, etc. (To my knowledge, there is no strong acceptance amongresearchers, consultants, etc., that increased job satisfaction produces improvejob performance—in fact, improved job satisfaction can sometimes sit aroundall day and do nothing. That may make them more satisfied with their “work”in the short run, but their performance certainly didn’t improve.)Babasabpatilfreepptmba.com Page 11
  10. 10. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Employee satisfaction : have always been important issues for physicians. After all, highlevels of absenteeism and staff turnover can affect your bottom line, as temps,recruitment and retraining take their toll. But few practices ( in fact, feworganizations) have made job satisfaction a top priority, perhaps because theyhave failed to understand the significant opportunity that lies in front of them.Satisfied employees tend to be more productive, creative and committed to theiremployers, and recent studies have shown a direct correlation between staffsatisfaction and patient satisfaction, Family physicians who can create workenvironment that demands quality and cost efficiency. What’s more,physicians, may even discover that by creating a positive workplace for theiremployees, they’ve increased their own job satisfaction as well.Meaning of Job satisfaction: Job satisfaction refers to a persons feeling of satisfaction on thejob which acts at a motivation to work. It is not the self satisfaction happinessor self both satisfaction and dissatisfaction were seen as function of theperceived relationship between what one prevail it as offering one entailing.Herzberg’s theory : In the late 1950s, Frederick Herzberg, considered by many to be apioneer in motivation theory, interviewed a group of employees to find outwhat made them satisfied and dissatisfied on the job. He asked the employeesessentially two sets of questions: 1. Think of a time when you felt especially bad about your job. Why did you feel that way?Babasabpatilfreepptmba.com Page 12
  11. 11. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 2. 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 theorythat there are two dimensions to job satisfaction: motivation and “hygience”(see “Two dimensions of employee satisfaction” ). Hygiene issues, according toHerzberg, cannot motivate employees but can minimize dissatisfaction, ifhandled properly. In other words, they can only dissatisfy if they are absent ormishandled. Hygiene topics include company policies, supervision, salary,interpersonal relations and working conditions. They are issues related to theemployee’s environment. Motivators, on the other hand, create satisfaction byfulfilling individuals’ needs for meaning and personal growth. They are issuessuch as achievement, recognition, the work itself, responsibility andadvancement. Once the hygiene areas are addressed, said Herzberg, themotivators will promote job satisfaction and encourage production.Babasabpatilfreepptmba.com Page 13
  12. 12. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Applying the theory: To apply Herzberg’s theory to real-world practice, let’s beginwith the hygiene issues. Although hygiene issues are not the source ofsatisfaction, these issues must be dealt with first to create an environment inwhich employee satisfaction and motivation are even possible. Company and administrative policies. An organization’s policiescan be a great source of frustration for employees if the policies are unclear orunnecessary or if not everyone is required to follow them. Although employeeswill 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 arefair 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 nothave a written manual, create one, soliciting staff input along the way. If youalready have a manual, consider updating it (again, with staff input). Youmight also compare your policies to those of similar practices and ask yourselfwhether particular policies are unreasonably strict or whether some penaltiesare too harsh. Supervision. To decrease dissatisfaction in this area, you mustbegin by making wise decisions when you appoint someone to the role ofsupervisor. Be aware that good employees do not always make good supervisor.The role of supervisor is extremely difficult. It requires leadership skills and theability to treat all employees fairly. You should teach your supervisors to usepositive feedback whenever possible and should establish a set means ofemployee evaluation and feedback so that no one feels singled out. The old adage “you get what Think of a time when you felt youpay for” tends to be true when it especially good about you job. Why did youfeel 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 notcompensated well, they will be unhappy working for you. Consult salarysurveys or even you local help- wanted ads to see whether the salaries andbenefits you’re offering are comparable to those of other offices in your area. InBabasabpatilfreepptmba.com Page 14
  13. 13. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.addition, make sure you have clear policies related to salaries, raises andbonuses.Interpersonal relations : Remember that part of the satisfaction of being employed is thesocial contact it brings, so allow employees a reasonable amount of time forsocialization (e.g., over lunch, during breaks, between patients). At the sametime, you should crack down on rudeness, inappropriate behavior and offensivecomments. If an individual continues to be disruptive, take charge of thesituation, perhaps by dismissing him or her from the practice.Working conditions. The environment in Even a nice chair can make a which peoplework has a tremendous world of difference to an effect on their level of pridefor themselves individual’s psyche and for the work they are doing. Doeverything you can to keep you equipment and facilities up to date. Even a nicechair can make a world of difference to an individual’s 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 you’ve placed youremployees in close quarters with little or no personal space, don’t be surprisedthat there is tension among them. Before you move on to the motivators, remember that you cannotneglect the hygiene factors discusses above. To do so would be asking fortrouble in more than one way. First, your employees would be generallyunhappy, and this would be apparent to your patients. Second, yourhardworking employees. who can find jobs elsewhere, would leave, while yourmediocre employees would stay and compromise your practice’s success. Sodeal with hygiene issues first, then move on to the motivators:Babasabpatilfreepptmba.com Page 15
  14. 14. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Work itself : Perhaps most important to employee motivation is helpingindividuals believe that the work they are doing is important and that theirtasks are meaningful. Emphasize that their contributions to the practice resultin positive outcomes and good health care for your patients. Share stories ofsuccess about how an employee’s actions made a real difference in the life of apatient, or in making a process better. Make a big deal out of meaningful tasksthat may have become ordinary, such as new-baby visits. Of course employeesmay not find all their tasks interesting or rewarding, but you should show theemployee how those tasks are essential to the overall processes that make thepractice succeed. You may find certain tasks that are truly unnecessary andcan be eliminated or streamlined, resulting in greater efficiency andsatisfaction.Achievement:- one premise inherent in Herzberg’s theory is that mostindividuals sincerely want to do a good job. To help them, make sure you’veplaced them in position that use their talents and are not set up for failure. Setclear, achievable goals and standards for each position , and make sureemployees know what those goals and standards are. Individuals should alsoreceive regular, timely feedback on how they are doing and should feel they arebeing adequately challenged in their jobs. Be careful, however, not to overloadindividuals with challenges that are too difficult or impossible, as that can beparalyzing.Babasabpatilfreepptmba.com Page 16
  15. 15. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Recognition:- Individuals at all levels of the organization want to berecognized for their achievements on the job. Their success don’t have to bemonumental before they deserve recognition, but your praise should be sincere.If you notice employees doing something well, take the time to acknowledgetheir good work immediately. Publicly thank them for handling a situationparticularly well. Write them a kind note of praise. Or give them a bonus, ifappropriate. 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 theyhave ownership of their work. This requires giving employees enough freedomand power to carry out their takes tasks so that they feel they “own” the result.As individuals mature in their jobs, provide opportunities for addedresponsibility. Be careful, however , that you do not simply add more work.Instead, find ways to add challenging and meaningful work, perhaps giving theemployee greater freedom and authority as well.Advancement : Reward loyalty and Employees will be more performance withadvancement. Motivated to do their jobs well if not have an open position towhich to they have ownership of their promote a valuable employee, considerwork giving him or her a new title that reflects the level of work he or she hasachieved. When feasible, support employees by allowing them to pursue furthereducation, which will make them more valuable to your practice and morefulfilled professionally.Babasabpatilfreepptmba.com Page 17
  16. 16. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Two dimensions of employee satisfaction : Frederick Herzberg theorized that employee satisfaction dependson two sets of issues. “ hygiene” issues and motivators. Once the hygieneissues have been addressed, he said, the motivators create satisfaction amongemployee.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 workermore productive, creative and committed.Babasabpatilfreepptmba.com Page 18
  17. 17. 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, decrease employees’ dissatisfaction with the work environment.Babasabpatilfreepptmba.com Page 19
  18. 18. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.What managers need to do? Job satisfaction and its relationship to dispositional factorssupports the notion that managers must concentrate on employing the rightpeople for the organization in order to maximize on the possibility thatemployees will be satisfied. Satisfied employees will stay with the company fora relatively long period. Thus, they must concentrate on removing dissatisfiersfrom the workplace to enable employees to get on with their own satisfaction inan environment that is conducive to achieving both their own needs and thoseof the organization.Babasabpatilfreepptmba.com Page 20
  19. 19. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.The workplace and satisfaction : Harry One’s man discusses a retrospective Gallup study of onemillion employees in North America. This study showed that the elements inthe workplace that contribute to a state of job satisfaction are all “group-level”items. Group-level items are those that relate to workplace relationships withcolleagues, managers and workplace friends. In the study there were twelvecore elements which were important in job satisfaction and which had aninfluence on attracting and retaining the most productive employees. These aresummarized as follows, in order importance: 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the past seven days, have I received recognition of praise for good work? 5. Does my supervisor or someone else at work seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions count? 8. Does the mission of my company make me feel like my work is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the past six months, have I talked with someone about my progress? 12. At work, have I had the opportunity to learn and grow? Job satisfaction is an attitude that employees have about theirwork and is based an numerous factors, both intrinsic and extrinsic to theindividual. Job satisfaction is important from the perspective of maintainingand retaining the appropriate employees within the organization; it is aboutBabasabpatilfreepptmba.com Page 21
  20. 20. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.fitting the right person to the right job in the right culture and keeping themsatisfied 1.2. Today’s business environment is characterized by weakeconomies, 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 thesecircumstances, managers should concentrate on removing source ofdissatisfaction from the workplace in order to keep employees busy, productiveand satisfied. At the same time, employees need to take responsibility for theirown satisfaction in their job.2Babasabpatilfreepptmba.com Page 22
  21. 21. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. In creasing job satisfaction is important for its humanitarianvalue and for its financial benefit (due to its effect on employee behavior). Asearly as 1918, Edward Thorndike explored the relationship between work andsatisfaction in the Journal of Applied Psychology. Bavendam Research has included measures of job satisfaction in all ouremployee 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.Babasabpatilfreepptmba.com Page 23
  22. 22. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Define Your Terms : Be precise. Vague terms like “morale” often include elements ofsatisfaction, commitment, desire to quit, communication, etc A major businessmagazine quoted a CEO who consistently confused job satisfaction withcomplacency. A lack of conceptual clarity makes it difficult to learn anythinguseful or precise.A single construct or multiple dimensions. One area of disagreement is whether job satisfaction hasmultiple dimension Researchers like porter and Lawyer define job satisfactionas a unidimensional construct; that is you are generally satisfied ordissatisfied with your job. In contrast, Smith, kendall and Hulin argue that jobsatisfaction is multidimensional; that is you may be more or less satisfied withyour job, your supervisor, your pay your workplace, etc For the purposes of our work, we follow porter & Lawyer anddefine job satisfaction as people’s affective (emotional) response to their currentjob conditions. We also carefully distinguish job satisfaction from itsconsequence. Desire to stay with an organization is not a symptom f jobsatisfaction, it is a consequence of job satisfaction. As an independent factordesire to stay is also affected by other factors such as employees’ job securityexpectation about their future success in the organization ,etc.Babasabpatilfreepptmba.com Page 24
  23. 23. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Sources of confusionNegative is strong than positive. Dissatisfaction seems to be more motivating than satisfaction .Ina similar way, people often react more immediately and visibly to pain than toa pleasant stimulus.Diminishing returns: Frequently, there is not a simple relationship betweensatisfaction and its consequent. For example: the greater the dissatisfaction, thegreater the motivated to quit. Once people are basically satisfied, they are nolonger motivated to quit. How will their behavior be different if they arewildly satisfied with their jobs? They will still not be motivated to quit.Thus, once employees are satisfied with jobs, being wildly satisfied may notproduce significantly different behavior. This effect can cause managers tounder– 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 jobsatisfaction when these six factors were high, job satisfaction was high. Whenthe six factors were low, job satisfaction was low. These factors are similar towhat we have found in all organizations.Babasabpatilfreepptmba.com Page 25
  24. 24. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Job Satisfaction is influenced by: Opportunity Strees Leadership Work Standards Fair Rewards Adequate Authorit yOpportunity. Employees are more satisfied when they have challengingopportunities at work. This includes chances to participate in interestingprojects; jobs with a satisfying degree of challenge and opportunities forincreased responsibility. Important; this is not simply “promotionalopportunity”. As organizations have become flatter, promotions can be rare.people have found challenge through projects. Team leadership, specialassignment-as well as promotions.Babasabpatilfreepptmba.com Page 26
  25. 25. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Actions:  promote from within when possible.  Reward promising employees with roles on interesting projects.  Divide jobs into levels of increasing leadership and responsibility.Babasabpatilfreepptmba.com Page 27
  26. 26. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. It may be possible to crate job titles that demonstrate increasinglevels of expertise which are not limited by a viability of positions they simplydemonstrate achievement .Stress. When negative stress is continuously high, job satisfaction islow. Jobs are more stressful if they interfere with employees’ personal lives orare a continuing source of worry or concern.Actions:  promote a balance of work and personal lives. Make sure that senior managers model this behavior.  Distribute work evenly (fairly )within work teams.  Review work procedures to remove unnecessary “red tape”or bureaucracy.  Manage the number of interruptions employees have ti endure while trying to do their jobs.  Some organizations utilize exercise or “fun” breaks at work.Leadership. Employees are more satisfied when their manager are good leaders. Thisincludes motivating employees to do a good job, striving for excellence or justtaking action.Actions:  Make sure your managers are well trained. Leadership combines attitudes and behavior. It can be learned.Babasabpatilfreepptmba.com Page 28
  27. 27. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.  People respond to managers that they can trust and who inspire them to achieve meaningful goals.Babasabpatilfreepptmba.com Page 29
  28. 28. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Work standards. Employees are more satisfied when their entire workgroup takespried 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.3Trap: Be cautions of slick “packaged” campaigns that are perceived assuperficial and patronizing.Fair Rewards. Employees are more satisfied when they feel they are rewardedfairly for the work they do. Consider employees responsibilities, the effort theyhave put forth, the work they have done well and the demands of their jobs.Actions:  Make sure rewards are for genuine contributions to the organization.  Be consistent in your reward policies.  If your wages sure competitive, make sure employees know this.  Reward can include a variety of benefits and perks other than money.Babasabpatilfreepptmba.com Page 30
  29. 29. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. As an added benefit, employees who are rewarded fairly, experience less stress.Adequate Authority. Employees are more satisfied when they have adequate freedom andauthority to do their jobs.Actions:When reasonable:  Let employees make decisions.  Allow employees to have input on decisions that will affect them.  Establish work goals but let employees determine 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?”Babasabpatilfreepptmba.com Page 31
  30. 30. 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 it’sneeded produces significant results. As a manager, you need to know what isimportant problem is more likely to produce measurable benefits to theorganization. The actual cases unique to your organization can onlyuncovered through a proper analysis. Bavendam research Inc. has developed asurvey 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 evenhelp you manage the improvement projects once they begin.Babasabpatilfreepptmba.com Page 32
  31. 31. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. CHAPTER – 2Babasabpatilfreepptmba.com Page 33
  32. 32. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. INDUSTRIAL PROFILEBabasabpatilfreepptmba.com Page 34
  33. 33. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. INDUSTRY PROFILE India has been known as the original home of sugar andsugarcane. Indian mythology supports the above fact as it contains legendsshowing 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 averageyield of 70 tones per hectare. India is the largest single producer of sugar including traditionalcane sugar sweeteners, khandsari, and Gur equivalent to 26 million tones.Even in respect of white crystal Sugar, India has ranked No. 1 position in 7out of last 10 years. Traditional sweeteners Gur & Khandsari are consumed mostlyby the rural population in India. In the early 1930’s nearly 2/3 rd of sugarcaneproduction was utilized for production of alternate sweeteners. Gur &khandsari. With better standard of living and higher incomes, the sweetenerdemand has shifted to white sugar. Currently, about 1/3rd sugarcaneproduction is utilized by the Gur & khandsari sectors. Being in the small scalesector, these two sectors are completely free from controls and taxes which areapplicable to the sugar sector. The advent of modern sugar processing industry in India beganin 1930 with grant of tariff protection to the Indian sugar industry. Thenumber of sugar mills increased from 30 in the year 1930 -31 to 135 in theyear 1935-36 and the production during the same period increased from 1.20lakhs tones to 9.34 lakhs tones under the dynamic leadership of the privatesector.Babasabpatilfreepptmba.com Page 35
  34. 34. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. The era of planning for industrial development began in 1950-51and Government lay down; targets of sugar production and consumption,licensed and installed capacity, sugarcane production during each of the FiveYear Plan periods. The targets and achievements during various plan periodsare given below. GROWTH OF INSTALLED CAPACITY OVER THE YEARS Year No. of factories Installed Actual sugar in operation capacity production (L/tones) (L/tones) 1950-51 139 16.7 11.0 1955-56(I) 143 17.8 18.9 1960-61(II) 174 24.5 30.21965-66(III) 200 32.3 35.41973-74(IV) 229 43.1 39.5 1978-79(V) 299 59.1 58.41985-86(VI) 339 72.7 70.21990-91(VII) 377 98.5 120.51995-96(VIII) 415 127.6 164.3 1999-2000 423 161.8 182.0 2000-2001 437 168.2 185.1 2001-2002 433 176.8 185.3 2002-2003 453 180.0 201.02003-2004(E) 461 185.0 170.0 2004-2005 190 205.0 192.0Babasabpatilfreepptmba.com Page 36
  35. 35. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.E-Estimated The small size new units licensed by the government were supportedwith a scheme of announced on 25th November, 1975 known as Sampthcommittee Incentive. It provides r percentage of free sale quota to both newsugar factories and expansion in existing in existing units. This I to amushrooming growth of relatively small sized sugar units in the county. Under the policy of licensing, Government initially permittedsmall sized new units of 1250 capacity only and later on increased theminimum economic size of plant to 2500 TCD. Similarly capacity expansionsinitially allowed up to 3500 TCD only were subsequently raised to 1 TCD andfinally these expansion limits were withdrawn in 1990. As a result, the industry has grown horizontally with an allIndia per unit average capacity of 500 TCD. As against this, this has beenconsolidation and move towards larger per unit capacity I over the world, aswould be evident from the following tableSTATEMENT SHOWING DISTRIBUTION OF SUGAR MILLS WITHCANE CRUSHING CAPACITY AND SUGAR PRODUCTION PERUNIT IN VARIOUS COUNTRIES Country No. of units Average cane Average cane crushing per day crushing per unit (tones) (tones) Thailand 45 10307 140540Babasabpatilfreepptmba.com Page 37
  36. 36. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Australia 28 9216 183321 Brazil 213 9168 64018 South Africa 13 6877 137769 Mexico 67 4749 71015 Colombia 10 4590 214900 Cuba 156 4229 45538 Hawaii 9 4111 44111 Mauritius 16 3195 42970 India 430 2527 35000 *Based on 1998-99 Source: High PowerCommittee Government enacted the Sugar Development Fund Act & Ruleswhich provide for levy of. Per qtl. Of sugar known as Sugar DevelopmentFund (SDF). The SDF is utilized for granting term loans to sugar mills formodernization and grants of research projects in the sugar r besides creation ofbuffer stocks as and when required to ensure price stability. A number of I arein the process of expanding their capacities and modernizing their plant withthe assistance: from SDF. Government delicensed sugar sector in August, 1998. It is nowopen to entrepreneurs to set up r mills without a license but at a distance of 15kms away from the existing factory. Sugar unit’s r free to expand theircapacity and also put up higher capacity new units. This should help toconsolidate and expand their capacities wherever cane potential existsBabasabpatilfreepptmba.com Page 38
  37. 37. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. NT POSITION I Indian Sugar industry am the second largest agro-processing industry in the country. No. of sugar factories established 507 Total Capital Employed Rs. 50,000 Crores Total Annual Turnover Rs. 25,000 Crores Total Payment to Cane growers Rs. 18,000 CroresContribution to Central & State Exchequers Rs. 17,000 Crores + 800 Crores Direct Employment: Rural Educated 5.00 Lakhs Farmers / Families involved in Sugarcane 45 Million (7.5% of Rural Population) 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.  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. Babasabpatilfreepptmba.com Page 39
  38. 38. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.POLICY The present policy of partial decontrol 10% of production by eachunit 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 levysugar is I to the public irrespective of their economic status. The balance 90%is sold in the free market against monthlyissued by the Government. Thispolicy has been continuing since 1967-68 except for brief periods of de-controlme 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 forAgricultural Costs and Prices (CACP). In the year 3-04, Governmentannounced Rs. 73.00 per quintal linked to a basic recovery of 8.5%. For every1% increase in recovery, the grower gets a premium of Rs.0.85./qtl. In actualpractice, the sugar pays much higher prices than SMP.Babasabpatilfreepptmba.com Page 40
  39. 39. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. COMPANY PROFILEBabasabpatilfreepptmba.com Page 41
  40. 40. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.COMPONY PROFILE The farmers in this area were very eager to have sugar factory. Most ofthe villages in Chikodi, Raibag and Athani Taluka have fertile land and aresituated near by Krishna River. The founder Shree Chidanand. B. Kore andchief promoter Shree Shantappa. Y. Mirji felt it necessary to start the factoryin this area and the factory was registered by the support of Shareholders on 5thMarch 1969. The factory is located 10 Kms away from Chikodi town in BelgaumDistrict.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.Babasabpatilfreepptmba.com Page 42
  41. 41. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.  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 factoriesin our state commencing it first production during the year 1974-75 with aninitial capacity of 1250 TCD. It had expanded its capacity in 2 phases during1984-85 and during 1994-95. The present crushing capacity is 3500TCD;through crushing capacity is 3500TCD and daily crushing on an average4500TCD. AIMS & OBJECTIVE OF THE COMPANY The object of the society is to encourage proper development ofAgricultural Industrial amongst members on Co-operative lives by promotionsof principal and methods of Co-operative and joint forming methods so as tosecure best merits of modern large scale agriculture production to the ownersof lands and for this propose. 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 machinery’s.Babasabpatilfreepptmba.com Page 43
  42. 42. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 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 asa standardization of time and work and dealing with other companies. The work of administration department is conceptualdecision taking with the permission of Chairman, Director, M.D and seniormanger.ENGINEERING DEPARTMENT In DKSSKN the engineering department looks after mechanical,civil construction, improving production method, simplifying of work andpower generation, and also deals with good working condition, maintenance ofgo down, installation of machinery etc.CANE DEPARTMENT In DKSSK cane department deals with registration ofsugar cane with growers, good quality maintenance, developing high yieldvarieties and also term loans and subsides to the farmers who are growingsugar cane for this company and now giving seeds of sugar cane to growvariety sugar cane and this department has consultant to consult sugar caneand I/p.ACCOUNTS / FINANCE DEPARTMENTBabasabpatilfreepptmba.com Page 44
  43. 43. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. The DKSSKN chikodi sugar company’s growth in term of turnover andprofitability besides investment in the block assets and working capital hasbeen satisfactory over a period of time. Unless proper accounting of the varioustransactions of the company taking place out systematically, the real control onthe various functional areas of the company will be lost to management. All the transactions of the company will be accounted on the accrualbasis only except where deviations are permitted by the management throughits 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.  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 CANEBabasabpatilfreepptmba.com Page 45
  44. 44. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. The unit is undertaking cane development programs, which will be apart 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 looksafter 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 toboiling stations. In the boiling station for the purpose of purification sculptureand lime powder will be added proportionality.BY-PRODUCT OBTAINED AND USED FORThe 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.Babasabpatilfreepptmba.com Page 46
  45. 45. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 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 theorganization and authority delegated to porches manager the successes oforganization is based on effective inventory management system andinterrupted production schedule this is achieved with adequate purchasingfunction.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.Babasabpatilfreepptmba.com Page 47
  46. 46. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 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 theworkers or employees. In this department the main role is sets the wage rate ofworkers, total house of work. It also attends to the problem of the workers andalso 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 yearBabasabpatilfreepptmba.com Page 48
  47. 47. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 7. Medical treatment 8. Provident fund 9. Employees pension 10. Death come retirement relief fund 11. Sport and recreation facilities etcPOLLUTION CONTROL PROGRAMME To arrest fly ashes and dust emerged out of boilers the factory hasinstalled a machine called dust controller. Further the factory has installedefficient treatment plant to neutralize the efficient by using lime.SHORT ANALYSISSTRNGTHS:Babasabpatilfreepptmba.com Page 49
  48. 48. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.  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.Babasabpatilfreepptmba.com Page 50
  49. 49. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.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 Strateg Syste Hard Ss y m Share d Values Skills Style Staf fBabasabpatilfreepptmba.com Page 51
  50. 50. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. The first three elements are strategy, structure and system areconsidered as hardware of success, the meet four elements are style, staff, skillsand shared values / super ordinate goals are the software of any company.According to the 7’s model1) STRATEGY The way in which a business aims to improve its position in relation to its competition is embodies in its 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.Babasabpatilfreepptmba.com Page 52
  51. 51. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. b. Distribution system The distribution system of the precuts produced is in the following way;  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 DEPARTMENTBabasabpatilfreepptmba.com Page 53 SECTION
  52. 52. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 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 withpermission of higher authority. If the visitors went to inter they have to takeprior permission with the authority and after entering they are not suppose togo any dept other then the department from whom they took the permission. 3) STRUCTURE: The following department carries out the general admission ofthe company and this is downwards communication in the company. Theinformation flows from the top level of management to the lower levels.4) STYLE The style which is portrayed to outside world is derived from thestyle and behaviors exhibits inside organization. The internal style of theorganization effects new staff feels things and does their jobs. Therefore anorganization is reflection of its structure.5) SHERED VALUES /SUPER ORDINATE GOALS.Babasabpatilfreepptmba.com Page 54
  53. 53. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Shared values are refers to company policies. In Mysore SugarCompany limited the following policies are maintained.  Quality policies  Environment policies  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 qualitymanagement system and continuously improve its effectiveness.ENVIRONMENT POLICY The DKSSK is committed to comply with the requirement ofrelevant environment regulation and standers by implementing environmentmanagement system and the continually improve its effectiveness.TOTAL PRODUCTIVE MANAGEMENT The DKSSK is committed in maximizing limited is committed inmaximizing overall plants effectiveness to make Mysore sugar company aworld 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 ofnation. 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 followsBabasabpatilfreepptmba.com Page 55
  54. 54. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. No. Of workers 1) Permanent worker 330 2) Seasonal workers 279 3) Consolidated worker 60 4) Daily wage worker 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 employeesand 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.Babasabpatilfreepptmba.com Page 56
  55. 55. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. SHREE D.K.S.S.K.N.-CHIKODI, Taluka – chikodi, dist.- BelgaumNmae of the Organization : Shree D.K.S.S.K.N.-Chikodi.Location : Nanadi Village. Tal.-Chikodi, Dist.- Belgaum Karnataka.Redg. Office : Chikodi. Ph. No. – 08338-276931 To 35 Fax : 08338 – 276105 E-Mail – dksugar@sancharnet.comConstruction : Building Layout, Garden & Light Facilities.Capacity : 5500 tones sugar cane crashing / day. 20.7 M. W. Power Generation. 30 K.L.P.D. Restrified Spirit.Turnover : 450 to 500 Crores / Anum.Employees : 775.Babasabpatilfreepptmba.com Page 57
  56. 56. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Major Customers : All registered sugar traders. 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. Shree Guru Datta, Takali (Kolhapur).Babasabpatilfreepptmba.com Page 58
  57. 57. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. PRODUCT PROFILEBabasabpatilfreepptmba.com Page 59
  58. 58. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. PRODUCT PROFILEPROCUREMENT The factory obtains the sugarcane, which is required from morethan 1000 farmers and by the company farms and others raw materials whichare required for the operation is taken from the vendor there vendors will beevaluated on basis of price and quality and then the required raw materials willbe taken for the efficient vendors. The transport of sugar cane from framers to the factory will beengaged throng lorries, which will be taken through bidding at time ofharvesting, and also farmers themselves supply by their own bullock carts orby tractors.CANE WEIGHMENT There are 12 outlaying weighbridges situated round aboutChikodi for delivering the sugarcane from the farmers. Double check has been provided over the weigh of canetransported from out stations.Babasabpatilfreepptmba.com Page 60
  59. 59. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.OPERATIONS The sugarcane, which is carried by lorries or other, will bedirectly fed to the machine where the initial process starts. At the startingpoint these are knives which cuts sugar cane bunches into individual sugarcare. After this in the next step there are sharp cutter, which cuts thesugarcane, bunches into very small pieces. Then it will go to trade marbs (aseries of rollers used for crushing purpose) for crushing. Then the juiceproduced will go for further processing and the Bagasse will be lift out theiritself. Then they add flocculent (used for mud setting) milk sanitation etc andthen after it will go through pans and masscuite for this masscuite they willadd sodium Hydro Sulphite ( to bleach the masscuite ) and it will be separatedout and the molasses will be send to distillery and they white sugar will bebagged.Babasabpatilfreepptmba.com Page 61
  60. 60. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.BY PRODUCTS OF SUGAR MANUFACTURERThe 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.Babasabpatilfreepptmba.com Page 62
  61. 61. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. FLOW CHART OF SUGAR MANAFACTURING Weighed cane-hauled to crushing yard Cane unloaded on to the carrier Cane cut into pieces Crushed in successive millsJuice treated with line and surplus dry chaff fed into boilers & Hearted as fuel Subsider Sucm clear juiceFilter cake used clear evaporatesAs manure juice Concentrated syrup Surplus syrup to vacuum pans Boiler to mane cite CentrifugalSugar molassesBabasabpatilfreepptmba.com Page 63
  62. 62. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.BaggingDispatching power alcohol portablealcoholTHE FOLLOWING STATEMENT SHOWING YEARLY SUGAR CANE CRUSHED, PRODUCTION AND AVERAGES. Year Crushed Production (in Average Sugar-cane (in Quintals) Tones)1974-75 98077 90604 10.821975-76 160014 149667 11.091976-77 220490 212088 10.491977-78 230480 215961 10.671978-79 2423360 218769 10.081979-80 139225 133360 10.441980-81 182601 167758 10.881981-82 249800 232040 10.701982-83 225635 242258 10.551983-84 113834 107200 10.321984-85 224702 214334 10.131985-86 305305 272887 11.081986-87 377224 356579 10.481987-88 485928 429835 11.101988-89 407550 305114 11.141989-90 469226 445883 11.051990-91 522048 890888 10.561991-92 468922 405786 11.561992-93 409158 34292 11.041993-94 405230 319326 12.521994-95 544627 444103 12.171995-96 637165 584600 10.831996-97 396649 335792 11.171997-98 638040 549762 11.58Babasabpatilfreepptmba.com Page 64
  63. 63. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.1998-99 833457 738170 11.281999-00 890709 740086 12.012000-01 720041 614749 11.702001-02 734954 604005 11.802002-03 805047 660312 11.902003-04 421461 395310 10.202004-05 494488 534334 10.81 1000000 900000 800000 700000 600000 500000 Series1 400000 300000 200000 100000 0 19 ar 19 77 19 80 19 83 19 86 19 89 19 92 19 95 20 98 20 01 4 -0 ye - - - - - - - - - 76 79 82 85 88 91 94 97 00 03Babasabpatilfreepptmba.com Page 65
  64. 64. 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 inthe organization.Babasabpatilfreepptmba.com Page 66
  65. 65. 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 differentactivities of the factory are going on in 159 acres of land. The road fromChikodi Examba and from Chikodi, Ankali has been tarred. The facility ofGovt. bus schedules has been developed. Due to such facilities now the 3500TCD power sugar factory with 20.7 Mega watt power unit and 30 KLPDpower discovery components are in operation. Aryak sabatting machineahgnment is in its last phase. These are facilities like 200 hostels building andgranted primary schools one none granted convent school and a high school.There is one social hall, one dining hall, Telephone booth. The cite of factoryhas developed into a town. To express their gratitude to the man, Shri.Chidanand Kore the Board of Directors and the workers of the factory haveestablished his status infront of the office and have facilitated the workers thepeople to express their gratitude to him.Babasabpatilfreepptmba.com Page 67
  66. 66. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.ABOUT THE COMPANY The construction of the factory was started after receiving the order forcommitment of construction. The machinery of capacity 1250 M. Tones waspurchased from M/. Walchandnagar Industries at the cost of Rs. 146.50 lacksand the assembly work was started. The assembly if machinery startedactually on 27.10.73. The assembly work was completed within a period of 1year.Babasabpatilfreepptmba.com Page 68
  67. 67. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.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 areworking in Shree D.K.S.S.K.N. CHIKODI. For the purpose of Project work sample of 100 employeesor respondents have covered. Also while administering Questionnairecare was taken to ensure that the sample ration is the representative orthe population. In collecting of data the questions were administered orally by meor employees themselves convinced interest in filling up the questionnaire.Babasabpatilfreepptmba.com Page 69
  68. 68. 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 personalinterview of the employees. With the help of this questionnaire the data wascollected. 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 themultidimensional questions were asked to collect the information.Babasabpatilfreepptmba.com Page 70
  69. 69. 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 somepurpose other than the problem at hand out are applicable to the presentinvestigation. I have referred some library books, general books, magazines formy study considering above steps of data collection methods. I have decided tocollect the primary data for my research work, because when our researchproject 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 forcollecting the primary data from the employees.Babasabpatilfreepptmba.com Page 71
  70. 70. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.2.B6) ANALYSYS OF THE STUDY Classification and Tabulation covered fragments of observationand Responses into understandable and orderly statistics suitable for futureanalysis and interpretation. In the study the data gathered are usually in the form of a heap offilled questionnaire. These are not I use unless arranged in a systematicmanner. I have tried to analyze the data collected during my survey workon The Attitude of JOB SATISFACTION in the employees of shreeD.K.S.S.K.N. CHIKODI In the research I have observed that most of them are proud towork in that organization.Babasabpatilfreepptmba.com Page 72
  71. 71. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.2.B7) PERIOD OF THE STUDY :- They Period of the study consists of two months starting fromMay 15th 2006 to July 15th 2006.Babasabpatilfreepptmba.com Page 73
  72. 72. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.2.B8) UNIQUENESS OF THE STUDY The study was conducted on the unique topic i.e. the Jobsatisfaction. The study concludes with an view that, attitude of workerstowards job is an important factory for future development of the company.Babasabpatilfreepptmba.com Page 74
  73. 73. 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 theserespondents who did not participate in the survey may be distinct and mighthave affected the result of the study. The sample was chosen randomly which might not to be anactual representative of the total population, due to which there may be anerror. The information given by few Employees were deemed to thecorrect in the beginning and later on were found to be partially incorrect whichcaused inconvenience. Even after assuring the respondents that the data will not bemade public and will be used for the study only, still they were heritable toreveal certain information. Many of the respondents gave a negative the answer in order tofinish the interview quickly, which has affected the study.Babasabpatilfreepptmba.com Page 75
  74. 74. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. CHAPTER – 3Babasabpatilfreepptmba.com Page 76
  75. 75. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. SHREE D.K.S.S.K.N.-CHIKODI, Taluka – chikodi, dist.- BelgaumNmae of the Organization : Shree D.K.S.S.K.N.-Chikodi.Location : Nanadi Village. Tal.-Chikodi, Dist.- Belgaum Karnataka.Redg. Office : Chikodi. Ph. No. – 08338-276931 To 35 Fax : 08338 – 276105 E-Mail – dksugar@sancharnet.comConstruction : Building Layout, Garden & Light Facilities.Capacity : 5500 tones sugar cane crashing / day. 20.7 M. W. Power Generation. 30 K.L.P.D. Restrified Spirit.Turnover : 450 to 500 Crores / Anum.Employees : 775.Work Shifts : 3 Shifts / 8 hours per shift (no Holiday)Babasabpatilfreepptmba.com Page 77
  76. 76. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Q.1 ). Are you proud to work for the company? Yes NoTABLE 1 : Number of employees to work in the company. No. of respondents Percentage Yes 73 73% No 27 23% Total 00 100% 80 60 No. ofRespondent 40 Yes s No 20 0 AttributesINTERPRETATION : First of all the employees must feel proud of themselves to workin 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 feelthemselves proud of working the organization, and remaining 27% of them arenot proud.Babasabpatilfreepptmba.com Page 78
  77. 77. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 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 No. of respondents Percentage Yes 71 71% No 29 29% Total 100 100% 80 70 60 No. ofRespondents 50 Yes 40 No 30 20 10 0 Attributes INTERPRETATION : Babasabpatilfreepptmba.com Page 79
  78. 78. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Every organization has to cares its employees in all aspects. In this organization 71% of the employees say that 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 No. of respondents Percentage Yes 61 61 No 39 39 TOTAL 100 100 70 60 50 No. of 40 YesRespondents 30 No 20 10 0 INTERPRETATION : Babasabpatilfreepptmba.com Page 80 Attributes
  79. 79. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. To tell about the optimistic of the future of the company, 61% ofthe employees say that they are optimistic about the future of the company.And 39% are not optimistic about the future of the company.Babasabpatilfreepptmba.com Page 81
  80. 80. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. 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 No. of respondents Percentage Yes 72 72 No 28 28 TOTAL 100 100 110 100 90 80 No. 70 ofRespondents 60 Yes 50 No 40 30 20 10 0 Attributes INTERPRETATION : Every one is not satisfied with everything. Some feel that they have a future working in the company. But Some feel that they don’t have any future with working in the company. So amount the 100 employees I have Babasabpatilfreepptmba.com Page 82
  81. 81. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.surveyed 72% of the employees say that they have a good future working in thecompany.Q.5) Do you feel more committed to a career with the company this year thanI did a year ago? Yes NoTABLE 5 : Numbers of employees committed to a career with the company thisyear than they did in the previous year.Attributes No. of respondents PercentageYes 75 25No 25 25TOTAL 100 100 80 70 60 50 Yes 40 No 30 20 10 0INTERPRETATION : No. of RespondentsBabasabpatilfreepptmba.com Page 83 Attributes
  82. 82. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT. Amount the 100 employees surveyed 75 employees say that theyare more committed to a career with the company this year than that they didin the previous year. And other i.e. 25 employees say that they are not.Babasabpatilfreepptmba.com Page 84
  83. 83. 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 No. of respondents PercentageYes 78 78No 22 22TOTAL 100 100 80 70 60 50 Yes No. of 40 Respondents No 30 20 10 0 AttributesINTERPRETATION : Amount the 100 employees surveyed most of them say that theyare satisfied with their job. i.e. 78 of them say that they are satisfied with theirjobs and remaining 22 of them say that they are not satisfied with their jobs.Babasabpatilfreepptmba.com Page 85
  84. 84. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Q.7 ). Do you feel that they company is a strong competitor in keygrowth areas? Yes No No ideaTABLE 7 : Employees feeling that the company is a strong competitorin key growth areas.Attributes No. of respondents PercentageYes 45 45No 24 24No Idea 31 31TOTAL 100 100 50 40 Yes No. of 30 No Employees 20 No Idea 10 0 AttributesINTERPRETATION : Most of them say the company is a strong competitor in therefield. Among the 100 employees surveyed 45 of them say Yes, 25 Say No, andthe others say that they don’t have a any idea of the competitor prevailing themarket.Babasabpatilfreepptmba.com Page 86
  85. 85. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Q.8) How much satisfied are you with that the leaders in your workenvironment are positive role models? More satisfied Less Satisfied DissatisfiedTABLE 8 : Employees attitude regarding that the leaders in their workenvironment are positive role models Attributes No. of respondents Percentage More Satisfied 55 58 Less Satisfied 26 26 Dissatisfied 19 19 60 50 40 No. of More Satisfied Respondents 30 Less Satisfied Dissatisfied 20 10 0 AttributesINTERPRETATION : Here in all the remaining question I have used themultidimensional question, because the may not be only satisfied or dissatisfiedthey may be more satisfied, Less satisfied. In the table we see that 55 of them are more satisfied with theirleader who works in with them. 26 are less satisfied and 19 are dissatisfied.Babasabpatilfreepptmba.com Page 87
  86. 86. AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF HUMAN RESOURCE MANAGEMENT.Q.9). How much satisfied are you with that your supervisor keeps you wellinformed about what’s going on in the company? More satisfied Less Satisfied DissatisfiedTABLE 9 : Employees attitude regarding that, their supervisors keep wellinformed 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 33 More Satisfied Respondents 32 Less Satisfied 31 Dissatisfied 30 29 28 AttributesINTERPRETATION : Many different activities happen in the organization everyone will notknow what is happening in the company. So it is the duty of the supervisors toprovide information to every one. So among 100 employees 31 of them aremore satisfied with the supervisors who give information about what happensin the company. 36 of them are less satisfied and 33 of them are not satisfied.Babasabpatilfreepptmba.com Page 88

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