INTRODUCTION TO HRM

Human resource is one of the most valuable and unique assets of an

organization. According to Leon.C.Megginson,HR refers to the total knowledge,
skills, creative abilities, talents and aptitudes of an organization work force.
HRM is one of the most complex and challenging fields of modern
management. In this a HR manager has to handle the workforce and care their
expectations to ensure their performance to the best. In past personnel
management means command and control over the employees , now it changed to
great freedom and support to the employee. Now-a-days human resource is also
treated as critical assets with physical assets.
HRM is the management to acquire the competent workers/managers
development of employees, motivation of employees with the identification need,
and to retain the manpower with providing the conductive work environment.
History of HRM
1) Scientific Management Approach.
2) Human Relation Approach.
3) Human Resource Approach.
Function of a HR Management
An effective manager should be able to handle human and non-human
resources to bring about this alignment and achievement of goals. Managing
people is one of the biggest challenges for any manager for the reasons below:
Individuals differ from each and every aspects, their values, attitudes,
beliefs, culture and different. The stimulating and motivational factors may not be
the same for all the employees. Above all employees are very much different
from the past; they know they are valuable assets.

According to famous industrialist Mr.John.D.Rockefeller, I will pay more

for the ability to deal with the people than for any other ability under the
sun.

Functions of HRM

Managerial Function

Operational Function

Procurement

Planning

Development
Organising
Compensation

Staffing

Integration

Controlling

Maintenance
Directing

MANAGERIAL FUNCTIONS OF HRM

Managerial functions of personnel management involve planning

,organizing, directing, and controlling. All these functions influence the operative
functions
Planning
It is a pre-determined course of action. Planning is determination of
personnel programs and changes in advance that will contribute to the
organizational goals. In other words, it involves planning of human resources
requirement, recruitment, selection, training etc. It also involves forecasting of
personnel needs, changing values attitude and behavior of employees and their
impact on organization.
Organizing
An organization is a means to an end .It is essential to carry out the
determined course of action In the words of JC Massie, an organization is a
structure and a process by which co-operative group of human beings allocated its
task among its members, identifies relationships and integrates its activities
towards common objective. Complex relationships exist between the specialized
departments and the general departments as many top managers are seeking the
advice of personnel manager .Thus, organization establishes relationships among
the employees so that they can collectively contribute to the attainment of
company goals.
Directing
The next logical function after completing planning and organizing is
the execution of the plan .The basic function of personnel management at any
level is motivating, commanding, leading and activating people .The willing and
effective co-operation of employees for the attainment of organizational goals ,is
possible through proper direction. Tapping the maximum potentialities of the

people is possible through motivation and command. Thus, direction is an

important managerial function in building sound industrial and human relations
besides securing employee contributions. Co-ordination deals with the task of
blending efforts in order to ensure successful attainment of an objective. The
personnel manager has to co-ordinate various managers at different levels as far
as personnel functions are concerned .Personnel management function should
also be co-ordinated with other functions of management like management of
material, machine and money.
Controlling
After planning, organizing and directing the various activities of the
personnel management, the performance is to be verified in order to know that
thee personnel functions are performed in conformity with the plans and
directions. Controlling also involves checking, verifying and comparing of the
actual with the plans,identification of deviations if any and correcting of
identified deviations. Thus, action and operation are adjusted to pre-determined
plans and standard through control. Auditing training programs, analyzing labor
turnover records, directing morale surveys, conducting separation interviews are
some of the means for controlling the personnel management function.

OPERATIVE FUNCTIONS OF HRM

The operative functions of personnel management are related to specific
activities

of

personnel

management

viz.,

employment,

development,

compensation and relations. All these functions are interacted by managerial

functions. Further these functions are to be performed in conjunction with
management functions.
Employment

It is the first operative function of HRM. Employment is concerned with

securing and employing the people possessing required kind and level of human
resources necessary to achieve the organizational objectives. It covers the
functions such as job analysis, human resources planning, recruitment, selection,
placement, induction and internal mobility.
Job Analysis
It is the process of study and collection of information relating to the
operations and responsibilities of a specific job. It includes:
1. Collection of data, information, facts and ideas relating to various aspects
of jobs including men, machines and materials.
2. Preparation of job description, job specification, job requirements and
employee specification which help in identifying the nature, levels and
quantum of human resources.
3. Providing the guides, plans and basis for job design and for all operative
functions of HRM.
Human Resources Planning
It is a process for determination and assuring that the organization will
have an adequate number of qualified persons, available at proper times,
performing jobs which would meet the needs of the organization and which
would provide satisfaction for the individuals involved. It involves
* Estimation of present and future requirement and supply of human resources
basing on objectives and long range plans of the organization.
* Calculation of net human resources requirement based on present inventory of
human resources.

* Taking steps to mould, change, and develop the strength of existing employees
in the organization so as to meet the future human resources requirements.
* Preparation of action programs to get the rest of human resources from outside
the organization and to develop the human resources of existing employees.
Recruitment
It is the process of searching for prospective employees and stimulating
them to apply for jobs in an organization. It deals with:
(a) Identification of existing sources of applicants and developing them.
(b) Creation / Identification of new sources of applicants.
(c) Stimulating the candidates to apply for jobs in the organization.
(d) Striking a balance between internal and external sources.
Selection
It is the process of ascertaining the qualifications, experience, skill,
knowledge etc., of an applicant with a view to appraising his / her suitability to a
job appraising.
This function includes
(a) Framing and developing application blanks.
(b) Creating and developing valid and reliable testing techniques.
(c) Formulating interviewing techniques.
(d) Checking of references.
(e) Setting up medical examination policy and procedure.
(f) Line managerial decision.

(g) Sending letters of appointment and rejection.

(h) Employing the selected candidates who report for duty.

Placement
It is the process of assigning the selected candidate with the most suitable
job in terms of job requirements. It is matching of employees specifications with
job requirements. This function includes:
(a) Counseling the functional managers regarding placement.
(b) Conducting follow-up study, appraising employee performance in order to
determine employees adjustment with the job.
(c) Correcting misplacements, if any.
Induction and Orientation
Induction and orientation are the techniques by which a new employee is
rehabilitated in the changed surroundings and introduced to the practices,
policies, purposes and people etc., of the organization.
(a) Acquaint the employee with the company philosophy, objectives, policies,
career planning and development, opportunities, product, market share, social and
community standing, company history, culture etc.
(b) Introduce the employee to the people with whom he has to work such as
peers, supervisors and subordinates.
(c) Mould the employee attitude by orienting him to the new working and social
environment.

Objectives of the study

The present study was intended on, a study on job satisfaction in Jeypore
Sugars, has been under taken with the following definite objectives.
To measure the employees job satisfaction level in Jeypore Sugars
To study the employees perception towards organization.
To study the attitude of the employees towards their Work.
To know the workers participation in management.
To give suggestions for the growth & perspective of the company.
To review the employee job participation and working conditions.
To analyze the financial satisfaction of the employees in the company.

Scope of the study

Job Satisfaction is an important output that employees work for
Organization.
It comprises of extrinsic and intrinsic factors and helps Maintain an able
and willing work forces.
The study made on the topic of Job Satisfaction will reveal the factor of
feelings of employees
This report is useful to the management of the company to know the
satisfaction levels of employees and they can take measures to increase
productivity.

 This report may be useful to the management students for reading, and
may be useful in preparing their report on the job satisfaction. In business
concerns, public organization etc.

Research Methodology and Sample Design

Data Sources:
Primary Data
The Primary data was collected from the respondents by
administering a structured questionnaire and also through observation, interview
& discussion with management.
Secondary Data
Apart from Primary data collected, the data collected through text books,
the records of Jeypore Sugars, Journals from Library, Academic Reports, and
Internet is used for the study.
Sampling
Sample Population
There are totally 392 employees working in the organization.
Sample Size
Out of the total strength the sample taken amongst workers .i.e., 40
respondents.
Sampling Area
The research was conducted at Jeypore Sugars Company at Chagallu.
Tools Used for analysis

Contact Instrument
A structured closed - end Questionnaire is used.

Contact Method
The research was conducted by using contact instruments like
Questionnaire, interview and observation. The information was collected from
both plant workers as well as from management staff.
Data Analysis Techniques
The data is analyzed through simple analysis technique. The data tool is
percentage method. Percentage method is used in making comparison between
two or sense of Data. This method is used to describe relationship.

Percentage of Respondents =

No. of Respondents
Total no . of Respondents

X 100

Limitations of the study

Through the study and effort has been attempted sincerely to find the
reasons and survey on employees regarding the Jeypore Sugars. Similarly some
of the limitations that cannot be overcome are as under.
The study is conducted only in Jeypore Sugars Company at Chagallu.
Due to the limitation of the time the research could not be made more
detailed.
Due to confidentiality of some information accurate response was not
revealed by some of the respondents.
Some of the replies of the respondents may be biased.
Respondents had marked the answers in questionnaires which may be
socially incorrect irrespective of their actual feelings.
The small size survey may or may not reflect the ideas and opinions of all
employees in the company.

10

Chapter-II

A PROFILE OF THE INDUSTRY PROFILE

&

A PROFILE OF THE JEYPORE SUGAR

COMPANY

11

INDUSTRY PROFILE

Sugar industry is very important to the Indian National economy,

because of its multiple contributions in the shape of employment and provision of
raw- materials to other industries. Sugar is made by some plants to store energy
that they dont need straight away rather like animals make fat. People like sugar
for its sweetness and its energy so some of these plants are grown commercially to
extract the sugar.
Sugar is produced in 121 countries and global production now exceeds
120 million tonnes a year. Approximately 70% is produced from sugarcane a very
tall grass with big stems which I largely grown in the tropical countries. The
remaining 30% is produced from sugar beet a root crap resembling a large parsnip
grown mostly in the temperate zones of the north.

It had been rightly pointed out by the Late Shri. Fakhrudin Ali Ahmed
when he was Minster for Food and Agriculture, at the eleventh annual general
meeting of the national federation of co-operative factories limited, that cooperative factories in some parts of the country have become symbols of
industrializations in the development of ancillary industries providing opportunities

12

of employment to the village folk. The industry provides employment to about 35

million cultivations and 3.6 lakes skilled and unskilled workers. Further, it accounts
for providing employment to crores of thousands in the sugar trade, in the transport
of sugarcane and sugar etc. Its by products are used as raw materials in industries
such as alcohol, plastics, synthetics, by the government are also responsible for the
faster rate of the growth of the rubber, and fiberboard Pharmaceuticals, paper, etc.
The sugar industry in recent years has begun to export sugar, thus earning valuable
foreign exchange .Besides it provides Rs.300 corers in the form of taxes to the
exchange consisting these many facts of important of the industry ,it ranks second
among the major consumer industries of this country, next only to cotton, textile
industry.

The sugar industry is mostly oriented to a single material, namely

sugarcane that forms 60% of the total cost of production. Therefore, the availability
of sugar cane and facilities of transporting raw materialist of the sugar mill
naturally condition the industry of sugar proximity to the raw materials is essential
because the sucrose content of the sugar cane begins to decrease soon after the cane
is cut.Obtained as the factories for generating power use a bi product during the
producing. Therefore, power is not at all a dominating factor determining the
location of sugar industry .In recent times, techniques feasibility and economics
visibility of the sugar projects have been given importance in the location of sugar
industry .In the words of Dr. M.Mehta, The location pattern of the sugar industry
is greatly influenced by the character local distribution depends entirely of physical
and geographical factors, nature plays a dominant role in the location industry.

13

Sugar cane grows both tropical and subtropical regions. In India, major
sugarcane growing states are Andhra Pradesh, Tamilnadu, Karnataka, Kerala and
Maharashtra come under tropical regions .Uttar Pradesh, Bihar, Punjab, Haryana,
West Bengal, Orissa, Rajasthan and Madhya Pradesh come under subtropical
regions. These states contribute more than 85% of total sugar production in the
country. Uttar Pradesh and Maharashtra together contribute more than 57% of total
production.

HISTORY OF SUGAR INDUSTRY

The discovery of sugarcane, from which sugar as it is known today, is
derived dates back unknown thousands of years. It is thought to have originated
in New Guinea, and was spread along routes to Southeast Asia and India. The
process known for creating sugar, by pressing out the juice and then boiling it into
crystals, was developed in India around 500 B.C.Its cultivation was not
introduced into Europe until the middle-ages, when it was brought to Spain by
Arabs. Columbus took the plant, dearly held, to the West Indies, where it began to
thrive in a most favorable climate. It was not until the eighteenth century that
sugarcane cultivation was began in the United States, where it was planted in the
southern climate of New Orleans.

14

The very first refinery was built in New York City around 1690; the
industry was established by the 1830s. Earlier attempts to create a successful
industry in the U.S. did not fare well; from the late 1830s, when the first factory
was built. Until 1872, sugar factories closed down almost as quickly as they had
opened. It was 1872 before a factory, built in California, was finally able to
successfully produce sugar in a profitable manner. At the end of that century,
more than thirty factories were in operation in the U.S. India has been known as
the original home of sugar and sugarcane. Indian mythology supports the above
fact as it contains legends showing of the origin of sugarcane. India is the second
largest producer of sugarcane next to Brazil. Presently, about 4million hectares of
land is under sugarcane with an average yield of 70tonnes per hectare.
India is the largest single producer of sugar including traditional cane
sugar sweetness. Khan sari and Gur equivalent to 26million-tonnes raw value
followed by Brazil in the second place at 18.5mllon tones. Even in respect of
white crystal sugar. India has ranked No.1 position in seven out of last ten years.
It is thought that cane sugar was first used by man in Polynesia from where
it spread to India. In 510 BC the Emperor Darius of what was then Persia invaded
India where he found "the reed which gives honey without bees". The secret of
cane sugar, as with many other of man's discoveries, was kept a closely guarded
secret whilst the finished product was exported for a rich profit.
Sugar was only discovered by western Europeans as a result of the
Crusades in the 11thCentury AD. Crusaders returning home talked of this "new
spice" and how pleasant it was. The first sugar was recorded in England in 1099.
The subsequent centuries saw a major expansion of western European trade with
the East, including the importation of sugar. It is recorded, for instance, that sugar
was available in London at "two shillings a pound" in 1319 AD. This equates to
about US$100 per kilo at today's prices so it was very much a luxury.

15

In the 15 th century AD, European sugar was refined in Venice, confirmation

that even then when quantities were small, it was difficult to transport sugar as a
food grade product. In the same century, Columbus sailed to the Americas, the
"New World". It is recorded that in 1493 he took sugar cane plants to grow in the
Caribbean. The climate there was so advantageous for the growth of the cane that
an industry was quickly established.

By 1750 there were 120 sugar refineries operating in Britain. Their

combined output was only 30,000 tons per annum. At this stage sugar was still a
luxury and vast profits were made to the extent that sugar was called "white
gold". Governments recognized the vast profits to be made from sugar and taxed
it highly. In Britain for instance, sugar tax in 1781 totaled 326,000, a figure that
had grown by 1815 to 3,000,000. This situation was to stay until 1874 when the
British government, under Prime Minister Gladstone, abolished the tax and
brought sugar prices within the means of the ordinary citizen.
Sugar beet was first identified as a source of sugar in 1747. No doubt the
vested interests in the cane sugar plantations made sure that it stayed as no more
than a curiosity, a situation that prevailed until the Napoleonic wars at the start of
the 19th century when Britain blockaded sugar imports to continental Europe. By
1880 sugar beet had replaced sugar cane as the main source of sugar on
continental Europe. Those same vested interests probably delayed the
introduction of beet sugar to England until the First World War when Britain's
sugar imports were threatened.
Today's modern sugar industry is still beset with government interference at
many levels and throughout the world. Annual consumption is now running at
about 120 million tons and is expanding at a rate of about 2 million tons per
annum. The European Union, Brazil and India are the top three producers and

16

together account for some 40% of the annual production. However most sugar is
consumed within the country of production and only approximately 25% is traded
internationally.
India is the second largest producer of sugarcane next to Brazil the later
produces primarily raw sugar while India produces almost exclusively while
crystal sugar in India part from sugar. Other traditional sugarcane khanda sari and
Gur are also produced for rural markets. Taking all sweetness sugar Khanda sari
and Gur India is the worlds largest producer. There are 582 sugar mills operating
in India with an aggregate installed capacity of 16.2million tones of these 205 are
in the private sector, 316 in the co-operative sector and 61 in the public sector.
The sugar industry has been totally regulated and controlled for the past
50years.Sugar is declared as an essential commodity under the essential
commodity act 1955 and a plethora of legislations and control orders regulate
almost every aspect of the industry with the objective of increasing production
and also making available sugar at affordable prices to the consumer controls
included licensing, administrated price for sugarcane reservation of cane areas,
control over the price of sugar and restriction on sale/movement of the byproduct
molasses were controlled for a long time.
Under the sugarcane control order 1966 the government fixes the statutory
minimum price for cane every year based 0on the recommendations of the
commission on agricultures cost and price. Sugar is a seasonal industry. The
crushing seasons ranges between 180 and 240 days in a year depending on the
location.
Locational Factories:
In recent years, the location factors have influenced the dispersal of sugar
cane cultivated in subtropical regions and the development of cane in the south is

17

mainly responsible for bringing about location changes in the industry. Further the
sugar industry has received greater inputs from the completion of numerous
irrigation projects like the Irwin canal in Mysore (Karnataka), Nizamnagar and
Tungabhadra projects in Madras (Tamilnadu). Added to this, the discriminatory
policies in pursued by the government are also responsible for the faster rate of the
growth of the industry in the south.

Given transport facilities and access is necessarily dependent upon the

availability of cane in the region .This concentrations is substantiated from
observation of the trend of sizes established in different regions of this country in
relation to availability of cane. Comparatively the size of the sugar mills in Uttar
Pradesh, Bihar and Maharashtra where continuous availability of cane is assured
and is observed to be large. Grant of production to the Industry in 1931 also helped
the units to increase their size. The average per day crushing capacity of the sugar
factories working in our country varies from 220tonnes to 3200 tons per day. In
Uttar Pradesh and Bihar majority of the sugar mills have a cane crushing capacity
of 2500 tons of sugar cane per day is considered to be an economical unit, under
the present day working conditions.

Since 1950, the industrys growth reveals that not with-standing the
controls and regulations, in the industry did grow substantially. While the number
of factories raised from 139 in 1950 51 to 423 in 2000 - 2001 the installed
capacity increase tenfold from 69.2 million tons to 300 million tons in 1999
2000; Sugar production swelled from 1.1 million tons to 18.6 million tons during

18

the same period. The government laid down targets for gar production;
consumptions installed capacity during each of the five year plans and ensured the
growth of industry the growth of industry to meet the steady rise in consumption.

Scenario of sugar industry

India is the largest consumer and second largest producer of sugar in
the world. The Indian sugar industry is the second largest agro-industry located in
the rural India. Indian sugar industry has been a focal point for socio-economic
development in the rural areas. The Indian sugar industry has a turnover of
rs.500billion per annum and it contributes almost Rs.22.5billion to the central and
state exchange as tax, and exercise duty year. Sugar Industry in India is the
second largest agro-based industry in the country next to cotton textiles. With 453
operating sugar mills in different parts of the country, Indian sugar has been a
local point for socio-economic development in the rural areas. About 50 million
sugarcane farmers and a large number of agricultural laborers are involved in
sugarcane cultivation and ancillary activities, constituting 7.5%of the rural
population. Besides, the industry provides employment to about 2 million
skilled/semi skilled workers and others mostly from the rural areas. The industry
not only generates power for its own requirement but surplus power for export to
the

grid based on

by-product

bagases.

It also produces ethyl alcohol,

which is used for industrial and potable uses, and can be used to the manufacture
Ethanol, an ecology friendly and renewable fuel for blending with petrol.
Indian sugar industry has grown horizontally with large number of
small sized sugar plants setup throughout the country as opposed to the
consolidation of capacity n the rest of important sugar producing countries, where
greater emphasis has been laid on large capacity of sugar plants. Gone are those
days when industries and its participants were highly protected with control and

19

protectionism policies. In the process of liberalization of economic system,

decontrolling policies like decontrol of sugar, steel fertilizers etc.
Sugar industry is highly subsidized so far it also effects with new
economic power. The demand for sugar has been increasing due to increase in its
consumption out of changing habits of the people including common man and the
need of the sugar also demands the sugar industry to meet the internal profit of its
production and is to be exported to earn foreign currency within the changing
market.
Sugarcane growers are facing inventory problems in transportation,
marketing. Many of the growers are illiterates who are not competent to grow.
Sugarcane crop is on scientific lines. The financial problem is also other
important one with which they cannot take decisions in the time to improve
quality and productivity, high transportation. Costs, prices are not increasing in
proportion to the increase in cost of production due to inflationary tendencies.
The sugar producing unit purchase sugarcane from the sugarcane growers.
Therefore, management of these units has to adopt marketing concept that is
customer orientation. Various incentives are available from the government for
developing sugar industry. But the industry in India is facing several problems.
Economy Role
India is one of the largest sugar producing and consuming country in
the world. The sugar industry plays a vital role in rural areas and provides direct
and indirect employment in the country. India emerged as the largest producer of
white sugar in the world. The central government has already de-licensed. The
sugar productions they purpose to decontrol the release mechanism by
introduction of reduce on sugar price. At present India enjoys second place in the

20

worlds sugar production. Central as well as state government has been getting
140crores in the form of excess taxes from sugar industry. The industry has been
providing substance to 5.5lakhs workers and sustaining about 4.5crores
agricultures. Its total capital investment is amount to Rs.1560crores.
The sugar industry has a unique place n Indian economy and rural
development because of its multiple contributions in terms of employment and
provisions of raw-materials to other industries. The other three major countries in
producing sugar before India are USA, Brazil and Cuba.
IMPORTS, EXPORTS AND DOMESTIC CONSUMPTION OF SUGAR
In view of cost of cane and sugar production in India, it could not
complete with other favourable countries and to honour commitments and
maintain international standard quality. The sugar exports began in the year 1958,
under the sugar export promotions act unto middle of 1961. Government did not
subsidize losses on exports and sugar factories got prorate payment. However, in
view of substantial quality of sugar in later years government stopped subsidizing
these losses. The export policy has been largely influenced by the need for
earning foreign exchange.
Indian sugar industry contributes 15% of global sugar
production.While its share in global sugar consumption is around 13.4%. Sugar
exports from India had shown remarkable growth during 1998-99 to 2002-03, i.e.
from 10000 MTs to 1410000 MTs.
However, exports of sugar declined substantially during 2003-04 by
78.72% and 93.33% during 2004-05 over their respective previous years due to
decreased sugar production and uncompetitive sugar prices whenever there is

21

lower production of sugar in the country, sugar is imported to meet domestic

demand. Sugar imports during 1998-99 to 2003-04 had mixed growth trend.
Domestic consumption of sugar in India had slight fluctuations during 1998-99 to
2003-04.

Export, Import and Domestic Consumption of Sugar

Year

Sugar exports
('000' MTs)

Sugar imports
('000' MTs)

Domestic onsumption
('000'MTs)

1998-99

10

1075

16971

1999-00

25 (150)

438 (-59.26)

17296 (1.91)

2000-01

1360 (5340)

17845 (3.17)

2001-02

1130 (-16.91)

10 (-77.17)

19960 (10.73)

2002-03

1410 (24.78))

10 (-90.00)

19880 (1.11)

2003-04

300 (-78.72)

500 (4900)

19580 (-2.00)

2004-05

20 (-93.33)

1800 (260)

19170 (-2.09)

Note: Figures shown in brackets indicate percentage change over previous year.
Time Period

Oct-Sept

Imports for:

2009

U.S.

Units:

Metric Tons
2010

U.S.

Others

Others

Brazil

2570200

Brazil

2376600

Thailand

144260

Thailand

375750

Myanmar

23590

U.A.E

79980

22

South Africa

29950

Argentina

22970

U.A.E
Total for Others

18000
2786000

Guatemala

17390
2872690

Others not Listed

63710

Grand Total

2786000

2936400

Import Trade matrix: Centrifugal Sugar (Quantities in Raw weight basis)

Note: Import figures for 2010 refer to the period Oct, 2009 to Feb 2010
Export Trade matrix: Centrifugal Sugar (Quantities in actual weight basis)
Time Period

Oct-Sept

Imports for:

Units:

Metric Tons

2009

U.S.

2010

U.S.

Others

Others

SriLanka

68650

Somalia

18150

Saudi Arabia

16100

U.A.E

14685

Afghanistan

12790

Nepal

11550

Greece

10935

Kenya

11065

Total for Others

163925

Others not Listed

12075 0

Grand Total

176000

Nepal

5000

5000

5000

23

Note: Export figures for 2010 refer to the period Oct, 2009 to Feb 2010.
MAJOR SUGAR IMPORTING & EXPORTING COUNTRIES
(000tonnes raw value)
EXPORT
IMPORT
2005Country
06
2006-07 2007-08
Country
2005-06 2006-07

2007-08

Algeria

1130

1110

1225

Australia

3865

3821

3779

Canada

1350

1162

1448

Brazil

16866

21528

19406

China
UK (United
Kingdom)

1205

1426

1185

Cuba

850

730

900

1802

1548

1390

Mauritius

542

450

532

Egypt

995

1033

1088

3000

2085

1917

Iran

1450

1800

1500

France
South
Africa

1138

694

1070

Japan

1388

1409

1465

Guatemala

1552

1316

1280

Malaysia

1377

1758

1610

India

1220

1866

5352

Bangladesh

900

1085

1000

940

664

590

Nigeria
Korea
South

1409

1260

1398

U.K.
Korea
South

316

403

338

1554

1486

1561

Thailand

2128

4563

4238

Indonesia
Saudi
Arabia
United
States

1636

2776

1755

Germany

1813

661

892

1214

1252

1285

Mexico

872

169

724

3167

1937

2355

Colombia

892

955

703

France

861

684

695

Belgium

2637

511

750

Russia

3374

3203

2752

905

310

336

Pakistan

1710

650

300

Poland
Netherland
s

466

246

365

Belgium

2176

389

560

Swaziland

631

619

619

Syria

1124

1002

1045

Syria

484

303

326

24

U.Arab
Emirat

1815

1872

1932

U.Arab
Emirat

1637

1747

GROWTH OF SUGAR INDUSTRY

There were only twenty nine factories in India during the year 1931.
Protection granted to the industry in 1931 brought tremendous growth in the
number of locations. The number of factories in operation had grown from 29 to
140 in 1950 1951 out of which 110 factories were in northern parts of India.
During the next decade the number factories increased to 174 out of which 116
factories in the sub tropical region of northern India .Finally ,the number of
factories has grown from 200 in 1965 to 1966 to 417 in 1994 to 1995 of which
75% of the factories are located in the northern India . The industry is

25

1823

predominantly localized in the Uttar Pradesh, particularly in the districts of Meerut,

Saharanpur, Bijmour, Barely, Muzaffar Nagar Moradabad and Rampur, next Uttar
Pradesh; the industry is mainly concentrated in Maharashtra, Bihar and in the
eastern costal districts of Andhra Pradesh.

If we refer to the historical event in the sphere of sugar industry,

Uttar Pradesh and Bihar occupied the predominant position as far as the location
pattern of the industry is concerned, and still these states are enjoying the same
position. The reason of such heavy concentration in the states of Uttar Pradesh
enjoys in respect of cane cultivation is due to the advantages confirmed by the rich
and fertile alluvial soil of the genetic plain, the bulk of which contains adequate
quantities of lime and potash, the pressure of thin varieties of cane admirable suited
in the climate cheap and extensive of cheap and extensive irrigation facilities. The
concentration of sugar cane crop in compact blocks enables the sugar factories to
get fresh suppliers of sugar cane direct from the fields. Moreover, the cost of the
cane cultivation is less and the cultivators are not accustomed to raise alternative
crops like ground nets, chilies, plantain.

SUGAR FACTORIES IN PRIVATE SECTOR

S.No

Industry

Place

District

JSc.Sugars& IC Ltd

Vuyyuru

Krishna district

JSc.Sugars& IC Ltd

Lakshmipuram

West Godavari District

Andhra Sugars Ltd

Tanuku

West Godavari District

26

Jeypore Sugar Company Ltd

Chagallu

West Godavari District

Sri Sarvayara Sugars Co.,Ltd

Chelluru

East Godavari District

Navabharat ventures

Samarlkot

East Godavari District

Kirlampudi Sugar Millisltd

Pitapuram

East Godavari District

Andhra Sugars Ltd

Taduvai

West Godavari District

JSC Sugars Ltd

Latchayyapeta

Vizayanagaram

Sugar Factories in Public Sector

S.No

Industry

Place

District

Nilam Sugar Ltd

Miryalaguda

Nalgonda

NGS Gayatri Sugar Ltd

Sadasiva Nagar

Nizamabad

Sri Kailasa Sugar & Chemicals

Peeruvoncha

Khammam

Nizam Sugar Ltd

Didgi

Medak

Ganapati Sugar & Industries Ltd

Sangareddy

Medak

Sri Vani Sugar & Industries Ltd

Mudipadu

Chittor

Gayatri Sugar Complex Ltd

Probhagiripuram

Nellore

Kaikatiya Cane Sugar Ltd

Penivaneha

Khammam

Kupmayam Sugar Ltd

Mayura Nagar

Chittor

SUGAR FACTORIES IN CO-OPERATIVE SECTOR

S.No

Industry

Place

District

Anakapalli Co-operative Sugar Ltd

Thummalapala

Vizag

Kovvur Co-operative Sugar Ltd

Kovvur

Vizag

Nagarjuna Co-operative Sugar Ltd

Gurazala

Guntur

27

Nandyala Co-operative Sugar Ltd

Nandyala

Kurnool

N.V.R Co-operative Sugar Ltd

Vemuru

Guntur

Patiar Co-operative Sugar Ltd

Ammagudem

Khammam

A.S.N Co-operative Sugar Ltd

Pulapalli

West Godavari

Hanuman Co-operative Sugar Ltd

Junction

Krishna

Sri Venkateswara Sugar Factory

Renugunta

Chittur

10

Sri Vijaya Rama Ganapati Sugar

Korukonda

Viayanagaram

11

Thandara Co-operative Sugar Ltd

Tuni

East Godavari

12

West Godavari Co-operative Sugar Ltd

Bhimadole

West Godavari

13

Jai Krishna Co-operative Sugar Ltd

Hazurgoi

Karimnagar

14

Chittor Co-operative Sugar Ltd

Chittor

Chittor

15

Chodavaram Co-operative Sugar Ltd

Govada

Visakapatnam

16

Niizambad Co-operative Sugar Factory

Ltd

Aoulathapuram

Cuddapah

17

The Etikoppaka Co-operative

Agriculture

Etikoppaka

Vizag

18

The Amadalavalasa Co-operative Sugar

Ltd

Valasal

Srikakulam

States

NUMBER OF FACTORIES IN 2009-2010

Public
Private
Co-operative

28

Total

Punjab

16

23

Haryana

12

15

Rajasthan

U.P

33

70

28

131

Uttaranchal

10

M.P

11

Chandigarh

Maharastra

23

165

188

Gujarat

22

22

Bihar

15

14

29

Assam

Orissa

WestBengal

A.P

26

15

42

Karnataka

25

23

51

Tamilnadu

19

16

38

Pondicherry

Kerala

Goa

Total

61

205

316

582

PROBLEMS OF SUGAR INDUSTRY IN INDIA

Excessive control

29

The industry is suffering from the changing of government policies. The

government has no fixed policy regarding the price and distribution of sugar.
The production of sugar is influenced by the purchasing price of sugarcane
depending upon the cost of cultivation. The industry prices of competitive food
crops on the hand and the cane prices fixed by the government on the other.

The inefficiency and uneconomic nature of production in sugar mills to

yield and short crushing seasons. The high price of sugarcane and the heavy excise
duties by the government are responsible for the high cost of production of sugar in
India.

Under utilization of by-products

In sugar production we get two by-products Molasses and Biogases.

While molasses can be used in alcoholic preparation. These factories are not well
developed in India and Biogases can be used in paper industry. But this is not being
utilized properly by our paper industry.

In India the yield of sugarcane per acre and percentages recovery of sugar
from cane juice is very low.

30

Short Crushing Season

Although the land is utilized throughout the years crushing season is only 3
to 4 months in a year .Hence factories have to be closed for the remaining period.
This is making it uneconomical too.

Obsolescence

Most of the factories in the private sector were setup 5 to 6 decades ago.
Their machinery has been now duplicated. The cost of production of such units is
unduly high owing to less mechanical efficiency and more down time. It will
require more money for modernization of such factories.

The worst handicapped cropping the industry is the low productivity due to
inadequate irrigation facilities and ultimately supply of quality seed material.

Technology

The level of technology in the Indian sugar industry is quite high and a
number of developing countries have barrowed Indian sugar technology.
Unfortunately however many of Indians factories had been set up in the year 30s

31

and have become absolute for these ,the need of the hour is modernization,
rehabilitation and expansion. Also attention needs to be paid to cane development.

Output Trends

Over production is due to cyclical nature and seasonal conditions and

cultivations of average sugarcane. The fluctuation in the production of sugarcane is
a major problem of the day.
Sugar Industry in Andhra Pradesh
Andhra Pradesh (AP) abounds in maximum number of private sector
sugar companies in India along with Tamil Nadu and Karnataka. In the year
1933-34, vacuum process was adopted for sugar manufacturing in the state.
Previously, the state government was planning to support Cooperative sector as
against other sectors. However, with passing time, a considerable change in the
policy was noticed. Letters of Intent (L.O.I.) were given to the deserving
entrepreneurs including 20 LOIs to the private sector companies.

This gradually resulted in major benefits for the state government as

well as for India as a whole. Today, Andhra Pradesh sugar industry ranks 3rd in
terms of recovery and 5th in terms of cane crushing. As per production capacity is
concerned,

Andhra

Pradesh

stands

32

at

the

position

in

India.

The agricultural laborers who do sugarcane harvesting and cultivation

are employed in the sugar industry in Andhra Pradesh. Today, the unprecedented
growth of this industry in the state has led to the consolidation of village
resources and has facilitated communication, employment and transport
system. In our country total cane under sugarcane 1/4 th belongs to A.P and this
occupies 9th place in the industry.

Types of Sugar Industry in Andhra Pradesh

Andhra Pradesh sugar industry can be classified into two parts such as
organized sector including sugar mills and unorganized sector including
manufacturers of gur (jaggery) and khandsari. The unorganized sector is often
referred to as the rural industry. The rural industry plays major role in the level of
production.
Sugar Policy of the Government of India
The union government announces every year a uniform sugarcane price
on the basis of the recommendations of commissions agricultural cost and prices.
The government announced the Statutory Minimum Price (SMP) which is
linked to the sugar recovery of 8.5% fixed as a minimum level to be achieved by
the sugar units. Sugarcane farmers are then fixed on the basis of the State Advised
Price (SAP) announced by the government, which are usually higher than the
SMP. The SMP and the SAP guide the sugarcane prices in the market. Under the
dual pricing system level sugar and free sale sugar priced differently. The level
price that is defined by the Essential Commodities Act is equal to or lowers than
the cost of production. The Bureau of Industrial Costs and Prices determines the

33

cost of production. The level prices are fixed by the government of Indian on the
advices of BICP
At present the quota is fixed at a ratio of 40:60 for level and free sugar
which means that 40% of the production will be produced from sugar factories at
a fixed level price and factory will be free sell 60% at the free market price. The
sugar factories are expected to earn sufficient profits by selling the free sale quota
at the market price and to compensate the loss that they have incurred on level
quota. However, the Central Government indirectly controls the free sale sugar
prices through sugar release each month. The of sugar in the market has always
been a sensitive political issue. Whenever, sugar is in short supply, the
government of India imposed conditions on sugar units protect the pendent on the
sugarcane price paid by the companies and sugar prices under the state imposed
dual pricing system. The government sugar policy was announced in November
1991, retained the minimum economic capacity of 2500tonnes of cane crushed
per day for issuing of fresh license. The government has no intension of
nationalizing the sugar factories. Priority would be given to proposals for new
units from co-operatives and the public sector. The government has permitted the
existing mills to raise their capacity.

34

PROFILE OF THE JEYPORE SUGAR COMPANY LIMITED

The Jeypore Sugar Company limited was in corporate as a public

limited company on 29th July 1936 under the Indian companies act, 1913 and was
the first company to be registered in the then newly formed province of Orissa.

The Company started a sugar unit at Rayagada, Karaput District, and

Orissa with an initial capacity of 150 TCD and subsequently expanded to 450
TCD. The company diversified into various other activities like manufacture of
industrial alcohol, Indian made foreign liquor and ferromanganese.

In the course of expansion of the company, a separate sugar unit was

established at Nagaram in Guntur District, Andhra Pradesh in 1958. Due to nonavailability of sugarcane the unit was shifted to Chagallu, West Godavari District.In
Andhra Pradesh in 1961 with an installed capacity of 750 TCD and having licensed

35

capacity of 1250 TCD. At present, the companys installed capacity and crushed
capacity is at about 8500TCD. The founder of the organization is late
Sri.Velagapudi Rama Krishna. He was born on March 4th, 1896 in the village of
Bellamvaripalem n Guntur District.

Now the Chairman and Managing Director of this organization is

Smt.Rajeswari Rama Krishna. She was born in 1928. She is the eldest child of the
great late Sri.Velagapudi Rama Krishna. She graduates from Queen Marys College
in 1945. The Jeypore Sugar Ltd(VVs Sugar) has taken big studies under her
stewardship and today the company has became the biggest sugar unit in A.P. This
manufactures sugar, ferromanganese, alcohol, and starch. She is closely associated
with KCP madras Aluminium Co.Ltd, EIMCO-KCP fuller KCP(Krishna Industrial
Corporation), Rama Krishna industries pvt ltd, VR Textile Ltd and Coimbatore
institute of technology and sandwich polytechnic. The Jeypore Company Limited
possesses 4 branches in India. One branch is in Rayagada and the remaining three
branches are in A.P.

Promoters and their background

The company was promoted by a group of friends of late Sri. V. Rama

Krishna, ICS, under his advice in the year 1936. It was the first company to be
registered in the newly formed province of Orissa which was formed after the
Govt. of India Act of 1935. Sri V.Rama Krishna was not a signatory to the

36

memorandum and articles of association of the company as he was then in the

government service.
After his retirement in 1947 from the service he actively participated
in the Management of the company and became director of a company called R.S.
Industrial Corporation Pvt.Ltd.,which then managing agents of the company. He
was a Director of the company unit until he passed away in 1968.

The present management of the company vests with Mrs. Rajeswari

Ramakrishnan, daughter of Sri V. Ramakrishna along with her relatives & friends.
Mrs. Rajeswari Ramakrishna aged 77, is a graduate, in Arts. She was
appointed as a managing director of R.S.Industrials Corporation Pvt. Ltd. in April
1963 and was involved in the management of the company under the guidance of
Late Sri. V. Ramakrishna founder of the company.

She became the managing Director of the company in September 1967. In

anticipation of abolition of the managing agency system and since then has been
actively associated in the management of the entire operation of the company.

Main Objectives of the Company

The Objectives of the company as set out in the memorandum and articles
of association are as under.

37

a) To establish factories for manufacturing of Sugar (or) other Sugar

production materials to refine and produce jaggery sugar and to
establish a factory (or) factories for the manufacture of any other
sugar products including confectionary and by products of the sugar
industry.
b) To distribute any property of the company in specific among the
members.
c) To establish distilleries, obtain licenses for manufacturing and sale of
Alcohol, country spirits of all (or) what so ever description.
d) To crush the sugar cane of the members preferably & to increase the
production of sugar cane.
e) To give maximum price to supplies of sugar came.
f) To supply fertilizers pesticides to the farmer.
g) To export sugar & other products.
h) To introduce the agricultural development schemes & other
subsidiary schemes for the farmers.
i) Other objectives like facilities for employees & development of area
etc.,

38

DETAILS OF VARIOUS UNITS OF THE COMPANY

Units

Products

GSR Sugars

Licensed

Installed

Year of

Capacity

Capacity

Inspection

450 TCD

Nill

1936

Sugar

Rayagada

Industrial

A/c

JSCO Distillers hold and Indian 9,00,000 BL Per

Rayagada

made

foreign

Annum

liquor
Ferro
Manganese

Ferro Manganese

Plant Rayagada
V.V.S.Sugars
Chagallu

Sugar

9,00,000 BL
Per

1948

Annum

24000 T

18000 T

Per Annum

Per Annum

5000 TCD

5000 TCD

Starch 50 Mt Per

50 Mt

Day

Per Day

1958

1961

Ramakrishna
Maize

Starch

Products,
Coimbatore

TCD

Tonnes crushing per day

MT

Million Tonnes

39

1976

1. Sugar Unit at Rayagada

This was the first unit started by the company. Due to limited irrigation
potential at Rayagada, the company decided to discontinue the production and
dispose the unit; however the unit could not be disposes as a whole, since the sugar
machinery was scraped and soled for a value of apprise rate 38.00 lakhs during the
year 1994-1995.

2. Distillery at Rayagada
The Company started this unit in 1948. At present, the unit gets its raw
material viz., molasses from the company sugar unit at Chagallu. The Company
terminates the molasses and district and some to make rectified spirit and extra and
neutral alcohol after second distillation. We are contemplating manufacture of
IMPL in this unit during the year.Rectified spirit and extra and neutral alcohol after
second distillation. We are contemplating manufacture of IMPL in this unit during
the year.

3. Electro Metallurgical Division

The production in this unit was very major due to heavy cost of inputs
and low demand for ferromanganese intern valley and for exports. The production
of the unit was adopted effective from January 1995. No Production in this unit
during the year in view of unfavorable market conditions.

4. Sugar Unit at Chagallu

40

The Unit commenced its operations in 1961. In view of the availability of

sugarcane at Chagallu, as scheme of expansion was under taken in 1964 to increase
the installed capacity was further increased to 3000 TCD in 1968. A letter of intent
was obtained for substantial expansion to 500 TCD in 1975, but due to uncertainty
of the availability of sugarcane, the expansion could not be taken up and the letter
of interest was surrendered subsequently.
In 1990 the expansion program was under taken with a total capacity
expenditure of rate Rs. 41.57 crores to increase the capacity of the unit from 3800
TCD to 5000 TCD which was completed in 1993. The Company started its
commercial production at the increased capacity from December 1993 onwards.
The expansion project was financed by term loans availed from ICICI and Sugar
development fund from internal accuracy of the company. We expected to crush
about 13 Lakhs tones of cane during 2002-2003 season, anticipating the increase in
crushing, the capacity increased from 7500 TCD to 8500 TCD but due to served
brought conditions and scanty rainfall, the yields went down and we crushed only
9,86,500 MT upto 31st March 2003, the recovery is also dropped drastically.

5. Ramakrishnan maize products

The Company started this unit in 1976 at Tidialur in Coimbatore, where
the company owns 43.29 acres of land for the manufacture of starch from maize.
However, due to scarcity of water for the manufacturing process, the company had
to suspend the activity in 1986.

6. Chagallu Distillery

41

The company started working this unit in November 2001 and t is

working continuously although it is still carrying on modifications. The company is
going at 100% rated capacity to produce ethanol during 2003-2004. The
Government of India has notified that nine states in the country (one of which is
A.P) have to start supplying Gas-ethanol and the company received permission for
expansion of the distillery to 35,000liters per day from the present 20,000liters per
day. After submitting the report there will be public hearing after which the
pollution control board will give the necessary clearances.

PRESENT PROJECT OF THE COMPANY

The company is currently manufacturing sugar at the factory located

at Chgallu, West Godavari District, in Andhra Pradesh. The present expansion plan
is being under taken to increase its existing capacity from 5000 TCD (Ton crusher
per day) to 6250 TCD. After implementation of the present project the annual
production per season of sugar will increase from 8,00,000 Qts to 9,60,000 Qts
(Quintals).
As a part of project the company proposes to set up a mini hide plant
for generation power of 10MW. The company has already received the consent of
Andhra Pradesh state electricity board (A.P.S.E.B).

Land and Building

42

The company presently owns 147.55 acres of land at Chagallu. There the
existing sugar units located had the extent of area covered by building in 71.56
acres. The company at present has 13 sugar go downs for storing 1,00,000 bags of
sugar.

Growth of Chagallu unit(V.V.S Sugars)

The sugar unit at Chagallu commenced crushing on 2nd December, 1961
with an installed capacity of 850TCD. In view of the availability of the cane,
during 1964, a scheme of expansion was taken up for the achievement of licensed
crushing was raised to 1250TCD. It was expanded in 1968 to 3000TCD.Letter of
intent was obtained for substantial expansion to 5000TCD. In the year 1975, during
the decade of 70s sugar industry was ploughed with various seasons including
Government policies especially in the vicinity of Chagallu. Good number of
khandasari sugar mills were working in those days and there used to be large scale
division. At present the company is crushing with an installed capacity of
8500TCD.
Hierarchy of the Organisation

Chairman & M.D

Smt.Rajeswari Rama Krishna, B.A.,

Company Secretary :

Sri.P.S.Krishnamurthy, B.Sc,MA,A.C.A,ACS

Executive Director :

Smt.Anitha Prabhu, B.Com

Board of Directors :

Sri.R.Prabhu, B.E

Smt.M.A.Vedavalli

Sri.Boppana Ramalingeswara Rao, M.A., L.L.B

43

Finance Manager

Sri.K.Muneswara Rao

Dr.S.R.K.Prasad, Dsc,(USA)

Sri.R.Kannan., B.Tech,

Sri.K.Subramanian, M.A, B.L

:

Sri.P.S.Krishnamurthy, C.A

Bank of India

Indian Overseas Bank

Bank of Baroda

The South Indian Bank Ltd

Andhra Bank

The District Co-operative Central bank Ltd

and Secretary
Bankers

Auditors

M/s.Brahmayya & Co.,

Chartered Accountants
Vijayawada

Registered Office

239,Annasalai
Chennai-600006
Tamilnadu

Main Departments of the Company

The Jeypore Sugar Company has the following departments.

1. Finance Department

44

2.
3.
4.
5.
6.

Personnel Department
Production Department
Marketing Department
Agricultural Department
Electrical Department

1) Finance and Accounts Department

The main function of financial development is to arrange the funds for
salaries, wages for the employees and daily wages, to arrange payment to the sugar
cane growers for the purchase of other considering goods, oils, chemicals, spare
parts of the machinery and they have to receive sale proceeds by way of selling
products.

Finance Department Chart

Accounting Department

Manager

Finance & Accounts

Asst Manager Finance & Accountants

Asst Accountant Officer

Clerks
2) Personnel Department

45

The function of personnel department is divided into 3 parts.

P.D.Functions

Personnel Function

Industrial Relation

Disciplinary Action

Personnel Function
The main function of personnel department is to look after with
manpower planning, recruitment, selection, placement, induction promotion, and
transfer, demotion, separation, lay-off, retrenchment, training, wage & salary
administration.
The personnel functions also include the welfare aspects of labour are
concerned with the conditions of work and elements such as the provision of
canteens, housing, transport, medical education and health & safety provisions.

Industrial Relations

One of the key functions of the organizations is industrial relation. If the

relation between management & employee are cordial, the production is good.
Otherwise the production decreases. It may lead to in disciplinary low and other
misconducts.

46

Promotions
Basing on performance and Seniority the promotion is for every 5 years.

Disciplinary Management
To keep up discipline in the organization is another function of personnel
department. If any workers commit a mistake the management must take action
according to the sending.

Charge Sheet

Enquiry

Suspension

Dismissal
Nature of Mis-Conduct
1)
2)
3)
4)

Absent without intimation.

Sleep on the duty
Alcohol
Any other mis-conduct which stated in standing orders.

Grievance Handling
Step ladder method is used to handle the grievances

Chief Executive

Personnel Department

47

Section Head

Trade Unions
In the year 1985 the workers went on illegal strike.
1) Chagallu Sugar factory workers union INTUC
2) V.V.S. Sugars employees union CINTUC in the year 1985 the workers
went on illegal. Strike and as result 25 workers are suspended later the
representations of the workers entered into agreement with the
Management. All the 25 suspended workers for taken back into fold by
the management in 1995. To at present there is only one union in the
company and as such co-ordinates relationship between management
and workers.
3) The company is managed by board of directors and the dynamic
leadership of Sri.P.R.Ramakrishna as chairman and Smt.Rajeswari
Ramakrishna as managing director. The Board is constituted with 8
directors and the management is run with 10 executives.
Industrial Relations and Disputes
One of the key functions of the organizations is Industrial Relations.
If the relation between Management and Employees are cordial the production is
good, otherwise the production decreases. It may leads to in disciplinary and other
misconducts. In this factory there are no dispute all are maintaining cordial
relations as the management is giving good facilities to the employees. The
management has given Residential quarters for about 110 employees.
Absenteeism

48

In this factory the absenteeism rate is very less percent.

Superannuation Policy:
Superannuation

60 years allows all benefits

Dismissal

Terminal benefits are not paid

Discharge / Resignation
VRS

all benefits
is for employees in capable of discharging their duties.

Organizational Chart of Personnel Department

Personal Officer

M.O

HTK

Est.Incharge
Trainee

TK
SIs

Clerk

Compound

Security

Clerk
Security Guards
Train

LWO

Welfare
Ministry

Cable TV
Operator

49

Daily Wage
Workers and
Scavengers

Employment
1) Recruitment
It is concerned with quantity and quality of man power. Technical staff is
recruited from employment exchange. Take apprentices from employment
exchange for a period of 1year. They give stipend for that year. After 1year
they are revealed from service. It is for lower cadre like filters, technical staff
etc. They receive the employees based on experiences.
2) Selection
Selection process typically follows standard pattern beginning with an
initial screening interviews and including the final employment decision.

Written Exam

Interview

Medical Exam

i) Induction
There is no induction programme for workers. But in the case of executives
they send circular department of the organization.
ii) Placement and Probation

50

A proper placement of a worker reduces employee turnover, absenteeism

and accident rates improves more probation period, is 1year. It extended to them on
for with permanent employees.
iii) Promotions and Transfer
Promotions are based on the seniority and ability. But most of them are
based on seniority. Promotions are given for every 6years. Transfers are due to
convenience of the company employee. Temporary transfer due to ill health.

Man Power
At present the employed 878 employees. Besides this, the company is
responsible for creating indirect employment to above 40,000 persons continuously
the firm of cane cultivation in its zone area.
Man Power Data

Grand Level
1
2
3
4
5
6
7
8
9
10
11
12
13

Grand Name
Officers
Super A (New)
Super A
Super B
Super C (New)
Clerical II
Super C
Clerical III
Clerical IV
High Skilled
Skilled A
Skilled B
Semi Skilled

Permanent
43
2
17
17
--29
13
23
33
11
47
94
44

51

Seasonal
--------1
--2
13
24
--2
32
92

Total
43
2
17
17
1
29
15
36
57
11
49
126
136

14
15

Un-Skilled
Others

14
5

58
213

72
218

Source: Office Records, 2010

Apprentices

49

Permanent

392

Seasonal

437

Total

878

3) Production Department

Year
Production(in quintals)
1995-1996Duration
7,87,600
2006-2007
No. of Days
175
1996-1997
8,38,460
Cane Crushed(Tonnes)
11,96,365
1997-1998
7,80,300
Sugar Produced(Qts)
13,95,110
Recovery(%)
11.14
1998-1999
9,45,520
Turnover(Rs in Lakhs)
22,319
1999-2000
10,30,300

Particulars of cane crushed

2007-2008
189
12,83,994
13,93,770
10.85
16,792

2008-2009

2000-2001

11,45,800

2001-2002

11,26,400

Jeypore Sugar

2002-2003

13,09,340

Company Limited Total

2003-2004

9,23,650

Production

2004-2005

10,75,620

2005-2006

12,24,740

2006-2007

13,95,110

2007-2008

12,13,750

2008-2009

6,38,680

2009-2010

8,55,450

52

Milling Tandum :
a) G.H.H.

24 * 48 in West Germany

b) K.C.P.

30 * 60 K.C.D.Ltd. Chennai in India.

c) K.C.P.

Self setting mills 36 * 72 K.C.P.Ltd., Chennai in in India.

Boilers :
a) Rilly stocker 1 No.

20 tones/hour.

b) K.C.P. 4 No.

20 tones/hour.

c) W.I.L. 1 No.

28 tones/hour.

Turbo Alternates :
i) K.K.K West Germany
ii) E.K.I.M. Australia

750 K.W.
3000 K.W.

iii) Triveni Killoscar India 3000 K.W.

53

iv) Skoda D.G. Set

600 K.W.

Two Sets of Knives

i) Mill 20 rollers 920x 1830
ii) Mill 180rollers 835x 1500 shredder each mill

Sugar Manufacturing Process

Sugar cane

Weigh Bridges

Cane carriers

54

Cane Cutter

Mas-creation water-Shredder Mills-Bagasse to boiler as

Fuel (through water weighing scale)

Raw/Juice(Mixed)

Juice Hearts

Timing-juice treatment tanks-sulphation So2 gas

Clarifies-Filter cake through rotary vaccum filter

1
1

Evaporators

Syrup-Sulphited

55

Vaccum Pans

A-1,B-1,B-2,C Nassecuties Crytallizers

Centrifugal Machines (AH,AC,BH,CL,

FM,AB, Heavy & Light Molasses)

Sugar Grader

Sugar Bagging(Grade Wise)

Sugar Godowns(For Storage)

4) Marketing
Marketing is a definite techniques in most of the product as much affection
as producing as for on sugar industry is concerned the problem is not intensive. Out
of the total quantity produced, 40% of the output supplied to the Government for
P.D.S remaining 60% the manufacturers is forced to sell in the open Market.

56

For sugar there is no special efforts if is an essential commodity,most of the

product i.e., (90%) sold in calculation market and 10% is civil supplies department
in district. There are 2types of sales.

Marketing

Level Sale

Free Sale

i) Level Sale
It is 10% of the total production. State government allotted this sugar
for public distribution.The hierarchy of sugar suppliers.

Director Civil Suppliers

Civil Suppliers Corporation

District wise Managers

ii) Free Sale
Under this 90% o product was sold. Sales executive in madras consult
managing directors. According to the market he fix the rates of free sale sold to
sugar dealer licensed to deal in sugar under the order relating to licensing of sugar

57

dealer for time being in force in state, union territory of

nominee of the

government of Bhutan, Government organization of nominee of the Government.

Sugar Institute specified some of Sugar.

Small

Medium

Large

29

30

31(Grain Size)

Red

Light Red

White (Color)

Director of sugar, New Delhi they fixed time for sale of sugar also they
term for sale of sugar also they fixed the quantity of sugar which should be sold.
Sales Duties :
Packing of go down
Delivery
Payment Collection

Distribution Channel of Marketing

Company

Agent

4) Agricultural Department

58

Consumer

This department gives information to the farmer about how much

sugarcane is to be produced. The cane manager sees these functions. He is the head
of the agricultural Department. He is main duty is to supply the sugarcane. He is
supervising the plantation of sugarcane in entire jurisdiction of the good factory.
The main aim is to get good sugarcane to develop the sugar would they
are offered subsidiaries to the cane grower by way of offering Fertilizers. They paid
cane price as perorates of the central & State Government as time. Sugar cane
Raw-material for sugar cane manager is responsible for the continuous. Supply of
good cane of the production of sugar. They start crushing of cane in the month of
November and it was being completed in the month of November and it was being
completed in the month of April.

5. Electrical Department
He is head, not only for electrical but also instrumentation department.
He is looking after the electrical machines & generation of power. He is also
looking for the running of machinery with the electrical aid & running of the
turbans for the process of production setting up of Co-generation plant.
The first phase of the plant was TT Mega watts. The due course of the
plant was 2.6 Mega watts. In this organization various departments are look
after by the managers of the organizations. They are:

1) Deputy plant Manager

Deputy plant Manager is looking after 3 sections.
i) Civil
ii) Purchasing

59

iii) Sugar sale

i) Civil
He is looking of the constructions of building & Go downs and formations
of drains etc in and around the colony factory premises.

ii) Purchase
The purchasing office looking for the purchasing of considering goods like
oils, gas, chemicals, spare parts of the plant & machinery and fabrication of the
machinery. These are the works, which are carried out by the purchase department.

iii) Sugar Sale

It is divided into Two Types.

Sugar Sale

Free Sale
90%

Level Sale
10%

2) Factory Manager
He is the technical head for mechanical engineering in the process of
production. Their main duty is to keep up machines in good conditions. To gain the
necessary advice & guidelines to the workers and he is also responsible to ensure
smooth running of the factory.

60

Resources
The success of any sugar factory depends upon the availability of raw
material that is sugar cane which is agro based. The fare availability of sugar cane
supply is primary requisites.

Raw Materials
The factory zone consisting of 150 villages having a total 6,509,15
hector under cane cultivations. The management has taken on its hand developing
cultivation of cane among most of the villages in the zone providing necessary
incentives by way of price, subsidized supplies of fertilizers, pesticides and
disseminating improved and modern agricultural practices and technology apart
from introducing new krietises, propagating and supply seed at free of cost at
subsided rates.

There was only one are of 3,000 acres under the cultivation in 25 villages.
The value of land in zone is an about 1,000 to Rs. 3,000 in 1961 were as present
land value per acre gone up to 1lakh to 3lakhs.

Research and Development

Force feeders of ulna make being introduced to improve the extraction in
old K.C.P mills. This will reduce moisture in baggage and thereby more baggage
can be saved. By addition of ulna rollers and recovery as well as crushing rate will
improve.

61

The company has been selected for carrying out esearch in the care
improvement in co-ordination with Lanky research station for both early and mid
late varieties on trail two varieties i.e.,8,50,261 and 2,98,997 have been identified
as sugar rich varieties suitable for the area. Similarly 7805 varieties has been
selected by such trails, which helps to fetch, first place in recovery in Andhra
Pradesh state to the factory. There are no R& D programmes in the current year.

Technology
Introducing economizers has raised bailer efficiency and air preheats. Ulna
rollers have been introduced to improve extraction and there by recovery, Godavari
water has been brought down over a distance of 12KMs to provide soft water of
boiling as well as process. This has improved the equipment conditions by reducing
scaling hence the lift of the machinery is enhanced.

Safety and Pollution Control

All the safety measures are implemented as per factories Act. Adequate steps
are taken for treatment of polluted water by installation of aerators to reduce the
BOD to the required level.

a) Air Pollution

62

For the entire running wet scrubber has been installed. For the stand-by
boilers only the wet scrubber is yet to be installed. Air pollution is fully
controlled.
b) Water Pollution
This treatment has been upgraded. The entire effluent generated is being
utilized for fret-irrigation. A zero discharge system is installed.
c) Bi-Product
Naizam sugar factory and the Jeypore Sugar Company are jointly
experimenting generation of each by treating fitter cake and NSFs distillery
spent wash for making experiment of generating bio-earth. This has solved
the spent for making experiment of generating bio-earth. This has solved the
pollution problem at Chagallu.

Working hours of the Company

As the manufacturing process of the company is continuous in its nature,
the working hours for the employees and workers are as follows during the season.

For the staff includes executives, supervisors, clerks, office boys etc (who
are connected with the manufacturing process).

General Shift from 7.30 to 11.30 A.M and 1.00 to 5.00 P.M
11.30 to 1.00 is lunch break

63

 For the Managers, Senior Engineers, A.E.S.JEs, Supervisors, Mfg Chemists,

Lab Chemists and workers connected with manufacturing process.

A ------- 4.00A.M to 12.00 Noon

B ------- 12.00 noon to 8.00 P.M
C ------- 8.00P.M to 4.00A.M

Leave Facility
The company is extended leave facilty for the staff and workers as per the
details are given below.

For Staff

Casual Leave

15 per year

Earned Leave

15 per year

Privileged Leave

15 per year

For Workers
As per the provision of factories act 1948
Casual Leave

15 per year

Earned Leave

15 per year

Sick Leave

10 per year

64

In addition to the above facility all employees are given 9 National and
festival holidays during the calendar year as per notification of the labour
department AP Government.

Leave Encashment
The unavailed earned leaves, sick leaves of staff and workmen will be
encashed.

Holidays
The company is giving 8 general holidays (including 3 National Holidays)
and one Sectional Holiday (according to their religion) and ntimates to the
Government authorities.

Welfare Facilities provided by the Company

Statutory Safety Facilities
As required under Factories Act, 1948, the company has provided the
following facilities for the benefit of workers and staff.

a) Staff Shoes
One pair of safety shoes is being given to all permanent and
seasonal employees of the factory during the crushing season in every year.
Recently, the trainees who are getting Rs.2500 and above also given safety
shoes with other employee.
b) Uniform

65

The company is also providing uniforms for permanent and seasonal,

operative category of employees in every year as per the details given
below.
S.No.

c)

Category

No. of Pairs

Permanent

Seasonal/Temporary

Other

Safety equipment
The workers is providing safety goggles, safety aprons, safety belts
and safety guards for the moving parts of the machinery, handrails for the
plat form of pan floor a, steps in the entire plant of the factory. Nose masks,
helmets, screening glass for welders etc.

Statutory Welfare Facilities

Other benefits and allowances in addition to the above the company is
extended statutory as well as non-statutory benefits.
a) P.F
At the rate of 12% of total salary of employees are being contributed by
the company towards their share to the P.F office every month.
b) Bonus
Continuously the company is paying bonus at the rate of 20% as per the
provisions of Bonus Act, 1965.
c) Gratuity
Gratuity is being paid to all retiring/resigning/expired employees as per
the provisions of Gratuity Act 1972.
d) Labour Welfare fund Contribution

66

On each employee who are covered the A.P.L.W.F Act, 1987, the
company is contributing Rs.5 towards their share in every year.
e) Workmen Compensation
The company is also paying workmen compensation for all
employees who met with an accident in the course of their employment as
per the provisions of workmen compensation Act, 1932.
f) Medical Facilities
The company is reimbursing the medical bills for all employees
who met with an accident and sustains injuring in the course of
employment. In addition it is giving an amount of 20 days salary to all
permanent employees, 10 days salary to seasonal employees regularly to
meet family medical expenses.
g) Retaining Allowance
The company is paying retaining allowance for all of its seasonal
employees as per the details given below for the off-season period.
For unskilled ------ 25% of the total salary
Semi-Skilled ------ 35% of the total salary
Skilled, Clericals, Supervisors----- 50% of the total salary
Retaining allowance of preceding year is being paid at the end of
each succeeding year.
h) Washing Facilities
As required u/s 42 of Factories Act, 1948.

i) Canteen Facilities
The company provided and maintaining canteen for the benefit of
employees on subsidized rates. The management of canteen affairs are

67

entrusted to the managing committee of co-operative stores. The food stuff

is being served to the workers on subsidiary rates. The loss so incurred on
this a/c is being reimbursed to co-operative stores.
j) Restrooms and Lunchrooms
As required u/s 47 the company provided lunch room and rest room
for the benefit of worker who are working in shifts, adequate no. of fans,
tubes and tables are provided in the rest room and it is being maintained in
a cool condition.
k) Welfare Officer
As required u/s 49 of Factories Act, the company has appointed Labour
Welfare Officer. He is looking after the maintenance of welfare facilities
provided by the company for the benefits of workers. He is extending his
co-operating in effective implementation and maintenance of various
welfare facilities, which are provided by the company under the category of
statutory and non-statutory.
l) Ambulance Facilities
As required u/s 49 of Factories Act, the company provided and
maintaining ambulance room for the benefit of employees. One full time
doctor and two full time compounders are appointed to maintain the
ambulance room. As and when any worker met with an accident and
sustain minor injury he will be given treatment in the ambulance room. In
case of major accident occurs and if any worker sustains serious injury only
first aid will be given immediately in the ambulance room and the injured
person will be shifted to nearby hospital in Rajahmundry town for the

68

treatment. For the maintenance of ambulance room, prescribed equipment

and medicines, lotions, cotton etc., are kept readily available.
Non-Statutory Welfare Facilities
Apart from the statutory welfare facilities the company provided
following facilities for the benefit of workers and staffs as per the details are given
below.
a) Co-operative Stores
Under the co-operative societies Act it was setup and affairs of stores
are entrusted to the stores managing committee by paying Rs.50 any worker
staff member can become a member of stores and he can take his
requirements on credit, some of the provisions, which are being supplied to
the members of stores, are as follows.
1) Rice, Wheat, Wheat Powder.
2) Red grams, Green grams, Black grams.
3) Dry chilies, Chili powder.
4) All kind of edible oils.
5) All kinds of washing powder.
6) Cloths
7) All kinds of toilet soaps, hair oils, shampoos, polishes etc.,
8) Sugar
9) Kerosene
10) Some other items which are not specifically mentioned here above.
All the above provisions are being sold on credit to the members
by the stores on No loss No Profit basis.

69

b) Co-operative Credit Society

It is also registered under co-operatve societies at and all of our
permanent seasonal employees and some of trainees joined as members of
the society. They are eligible to get loan from the society on nominal
interest.
c) Sri Velagapudi Ramakrishna Public School
It was established in 16/6/97 upto 12th standard. Around 800 students
are studying in this school now. One of the senior employees deputed as
Principal of School.
d) School Bus
School bus is provided from Nidadavolu on nominal charge.
e) Sri Velagapudi Ramakrishna Recreational Club for staff and Workers
The company is also provided one recreation club for the staff and
another club for workers. The interested employees are admitted as
members of club. In case of office staff Rs.10 and in case of workers Rs.2 is
being collected as their subscription for every month. The two clubs are
provided with recreation facilities for the members. In clubs there are
Television sets and full pledged library with all English and Telugu
magazines are available. Every this recreation club will arrange BloodDonation campus with the help of State Red-Cross Association located at
the district head-quarters.
f)T.V. users association
The company provided one cable T.v operating centre and the entire
company resident are admitted as member of this association. The employee

70

who wanted to get a connection from this association should pay Rs.40 for
every month
g) Conducting Sports and Games
On the occasion of founder birthday the company is conducting
Sports and Games for employees.
h) Arranging Picnics
In every year in the month of September (i.e.,Kartikamasam). The
company is arranging party for the employees and for their family members
and conducted games and sports.

LIST OF AWARDS AND HONORS

The following are the plethora of awards honors & recognition received
for its pre eminent of performance of JSCO.

71

1. Recipient of national energy conservation award from ministry of power,

Govt. of India to the financial year 1995-96.
2. Award by SISTA South India Sugar Technology Association, as state first
in recovery for 1997-98

3. Award by SISTA South India Sugar Technology Association, as best cane

manager for 1997-98.
4. Award by SISTA South India Sugar Technology Association as best
manager for 98-99 & 2001-2002.
5. Award by SISTA South India Sugar Technology Association as best
performance in A.P for the year 2007-2008

72

CHAPTER III
A THEORITICAL FRAME WORK OF JOB SATISFACTION

Introduction
Job satisfaction refers to positive emotional attitude of an individual
towards his job. Job satisfaction is psychological content which an individual

73

derives due to various factors associated with his job like monetary rewards nonmonetary rewards. Achievements recognition career advancement and so on. Job
satisfaction refers to ones feeling towards ones job and it can only be inferred but
not seen.
The father of scientific management Taylor's (1911) approach to job
satisfaction was based on a most pragmatic & essentially pessimistic philosophy
that man is motivation by money alone. That the workers are essentially 'stupid &
phlegmatic' & that they would be satisfied with work if they get higher economic
benefit from it. But with the passage of time Taylor's solely monetary approach
has been changed to a more humanistic approach. It has come a long way from a
simple explanation based on money to a more realistic but complex approach to
job satisfaction. New dimensions of knowledge are added every day & with
increasing understanding of new variables & their inter play, the field of job
satisfaction has become difficult to comprehend.
The term job satisfaction was brought to limelight by Hoppock (1935).
He reviewed 32 studies on job satisfaction conducted prior to 1933 & observed
that job satisfaction is a combination of psychological, physiological &
environmental circumstances that cause a person to say. 'I am satisfied with my
job'. Locke defines job satisfaction as a "pleasurable or positive emotional state
resulting from the appraisal of one's job or job experiences". To the extent that a
person's job fulfils his dominant need & is consistent with his expectations &
values, the job will be satisfying.

Job satisfaction is one of the most crucial but controversial issues in

industrial psychology and behavior management in organization. It ultimately
decides the extent of employee motivation through the development of
organization climate or environment job satisfactions has been a subject of hot

74

chase by researchers. There have been more than three thousand published studies
on job satisfaction during the last 30-40 years. Job satisfaction is the attitude one
has towards his or her job. Sated another way it is one is affective response to the
job. Job satisfaction is concerned with the ' feeling one has towards the job. The
importance of job satisfaction is fairly evident from a description of the
importance of maintaining moral in any industry. If a worker is not satisfied with
work, and then both the quantity and quality of his output will suffer. It his job
satisfaction increase then there is no improvement in both the quality and quantity
of production. Factories in which the workers are satisfied with their work are
also characterized by a high morale.

Meaning of Job Satisfaction

There are a number of different definitions of job satisfaction. One
comprehensive definition is that it is a generalized attitude, resulting from many
specific attitudes in three areas:
1. Specific job factor
2. Individual adjustment
3. Group relationship
These factors can never be isolated from each other for analysis but
indications of their relative importance in job satisfaction may be obtained
through the use of statistical techniques.
For our purpose the definition which seems to be apt, at the same time
simple, is that job satisfaction is the favorableness or unfavourableness with
which employees view their work. It results when there is a fit between job
requirements and the wants and expectations of employees. It expresses the extent
of match between the employees expectation of the job and the rewards that the
job provides. Job satisfactory may refer either to a person or a group.

75

Job satisfaction may be more clearly understood in the content of the

employees extent of the satisfaction in general in his total life situation. Job
satisfaction can be viewed in relation to employees satisfaction with their home
and community life. Some employees, for instance, may be very satisfied with
their home and community life, but view their jobs as average. Consequently their
Job satisfaction is lower than their other satisfaction. Some other employees may
feel dissatisfied with home and community but they also feel their jobs are
average. In this case the employees Job satisfaction will be actively high.
L.F.URWICK business houses are made or broken in the long run not by
markets or capital patents or equipment but men. The importance of job
satisfaction is fairly evident from description of the importance of maintaining
morale in any industry if a worker is not satisfied with his work then both the
quantity and output will suffer.If job satisfaction increase then there is an
improvement in both quality and quantity of production.
Definitions
Job satisfaction has been defined as a pleasurable emotional state
resulting from the appraisal of ones job; an affective reaction to ones job; and an
attitude towards ones job. Weiss (2007) has argued that job satisfaction is an
attitude but points out that researchers should clearly distinguish the objects of
cognitive evaluation which are affect (emotion), beliefs and behaviors. This
definition suggests that we from attitudes towards our jobs by taking into account
our feelings, our beliefs, and our behaviors.
According to Hoppock, job satisfaction is the combination of
psychological, physiological and environment circumstances that cause a person
to truthfully say I am satisfied with my job.

76

Theories or Models of job satisfaction

There are differences among experts about the concept of job
basically there are four approaches are theories of job satisfaction. They are
1) Affect Theory.
2) Dispositional Theory.
3) Two-Factor Theory (Motivator-Hygiene Theory).
4) Equity Theory

1) Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably
the most famous job satisfaction model. The main premise of this theory is that
satisfaction is determined by a discrepancy between what one wants in a job and
what one has in a job. Further, the theory states that how much one values a given
facet of work (e.g. the degree of autonomy in a position) moderates how
satisfied/dissatisfied one becomes when expectations are/arent met. When a
person values a particular facet of a job, his satisfaction is more greatly impacted
both positively (when expectations are met) and negatively (when expectations
are not met), compared to one who doesnt value that facet. To illustrate, if
Employee A values autonomy in the workplace and Employee B is indifferent
about autonomy, then Employee A would be more satisfied in a position that
offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a

77

particular facet will produce stronger feelings of dissatisfaction the more a worker
values that facet.
2) Dispositional Theory
Another well-known job satisfaction theory is the Dispositional
Theory. It is a very general theory that suggests that people have innate
dispositions that cause them to have tendencies toward a certain level of
satisfaction, regardless of ones job. This approach became a notable explanation
of job satisfaction in light of evidence that job satisfaction tends to be stable over
time and across careers and jobs. Research also indicates that identical twins have
similar levels of job satisfaction.
A significant model that narrowed the scope of the
Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy
A. Judge in 1998. Judge argued that there are four Core Self-evaluations that
determine ones disposition towards job satisfaction: self-esteem, general selfefficacy, locus of control, and neuroticism. This model states that higher levels of
self-esteem (the value one places on his/her self) and general self-efficacy (the
belief in ones own competence) lead to higher work satisfaction. Having an
internal locus of control (believing one has control over her\his own life, as
opposed to outside forces having control) leads to higher job satisfaction. Finally,
lower levels of neuroticism lead to higher job satisfaction.
3)Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzbergs Two factor theory (also known as Motivator
Hygiene Theory) attempts to explain satisfaction and motivation in the workplace
This theory states that satisfaction and dissatisfaction are driven by different
factors motivation and hygiene factors, respectively. An employees motivation
to work is continually related to job satisfaction of a subordinate. Motivation can

78

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

organizational goals (Hoskinson, Porter, & Wrench,). Motivating factors are those
aspects of the job that make people want to perform, and provide people with
satisfaction, for example achievement in work, recognition, promotion
opportunities. These motivating factors are considered to be intrinsic to the job, or
the work carried out. Hygiene factors include aspects of the working environment
such as pay, company policies, supervisory practices, and other working
conditions.
Herzberg states that hygiene issues cannot motivate employees
but can minimize dissatisfaction and serve as a point of departure for motivation.
On the other hand, satisfying motivator needs which are related to job tasks, job
content and intrinsic aspects of the job can lead to job satisfaction, but the
absence thereof cannot lead to job dissatisfaction (Robbins, 1993). According to
Robbins et al. (2003), investigations conducted by Herzberg in terms of the
intrinsic (motivators) factors and extrinsic factors (hygiene) suggest that the
opposite of satisfaction is not dissatisfaction as was traditionally believed. The
results of the studies reflected that the opposite of satisfaction is no satisfaction
(motivators) and the opposite of dissatisfaction is no dissatisfaction (hygiene
factors). Herzbergs two-factor theory is an important frame of reference for
managers who want to gain an understanding of job satisfaction and related job
performance issues. Schemer horn asserts that Herzbergs two-factor theory is a
useful reminder that there are two important aspects of all jobs: what people do in
terms of job tasks (job content), and the work setting in which they do it (job
context). Schemer horn suggests that managers should attempt to always
eliminate poor hygiene sources of job dissatisfaction in the workplace and ensure
building satisfier factors into job content to maximize opportunities for job
satisfaction.
FACTORS THAT AFFECT JOB SATISFACTION IN TERMS OF

79

HERZBERGS THEORY

Negative job environment

Hygiene needs:
Reflect job context
and lower level
Creates demands for
needs

Hygiene factors: More

money, Better supervision,
Good working conditions,
Job security, Consistent
management, policies and
rules
Which influence

Level of
dissatisfaction

Level of job
performance

Level of satisfaction

Which influence

Motivator needs:
Reflect job content
and higher level
needs

Positive job opportunities

Allow worker to achieve

Motivators:
Achievement,
Responsibility, Growth
Work itself, Recognition

A criticism of Herzbergs theory is that it oversimplifies work

motivation. There are job factors that lead to both satisfaction and dissatisfaction.

80

Despite this criticism, Herzberg extended Maslows needs hierarchy concept and
made it more applicable to work motivation.
While Hertzberg's model has stimulated much research,
researchers have been unable to reliably empirically prove the model, with Hack
man & Oldham suggesting that Hertzberg's original formulation of the model
may have been a methodological artifact. Furthermore, the theory does not
consider individual differences, conversely predicting all employees will react in
an identical manner to changes in motivating/hygiene factors. Finally, the model
has been criticized in that it does not specify how motivating/hygiene factors are
to be measured.

4) Equity Theory
The proponents of this theory are of the view that a person satisfaction
is determined by his perceived equity, which in turn is determined by his input
balance is the perceived ration of what a person receives from his job relative to
what he contributes to the job. This theory is of the view that both under reward
cause fallings of unfair treatment, over reward leads to feelings of guilt and
discomfort.

81

Factors of job Satisfaction

Factors Inherent In Job
Type of work
Skill required
Occupational status
Size of the plant
Geography
1.Type of work
Industrial psychologists have long considered "type of work" as
the most important factor inherent in a job. Studies abroad have shown that
"variety in the job" cause greater job satisfaction than routine work". Other
studies have shown a majority of factory workers to be dissatisfied
whereas a minority of professionals was dissatisfied. Thus, although the
type of work must be considered as an important determinant of job
satisfaction in Indian organization the widely prevailing inadequate
personnel policies and ineffective personnel practices may have prevented
the congenial relationship to be established.
2. Skill required
In one of the earlier studies it has been recognized that
where skill exists to a considerable degree it tends to become the first
source of satisfaction to the workman. The study also noted that
satisfaction in conditions of work or in wages become prominent only
where satisfaction in skill has materially decreased. The study of Sinha and

82

Nair among the Indian workers has shown that skilled workers have
significantly higher job satisfaction than unskilled workers.
3. Occupational Status
Occupational are usually found to arrange themselves in
hierarchy according to their relative status, prestige or value, in the particular
society. Occupational status and job satisfaction are related but not identical with
each other. Frequently, studies show that even when the holders of specific
occupations state that they are very happy with their occupations, only a few of
them expresses their willingness to enter their present occupation again, given a
choice. The occupations which they would like to enter most often were those of
higher status is determined not only on the way the individual employee regards
the status of his job but also on the way it is regarded by others in the society
whose opinion be values. At any given time, the occupational status, which is
established among people in a society, may be determined through an
investigation. Such hierarchy of occupation according to prestige, or social status
may be found to be fairly consistent among people in society in generally on in a
specific group of people in society, over a period of time. The hierarchy may give
point of time. Harrell has reported that the students' concept of the status of
occupations remained almost content in the United States from 1925 to 1948 with
essentially the white collar and professional jobs.
4. Size of the plant:
Usually in small plants, people get more job satisfaction because
of attention they receive from the management and also due to respect they
get for their ability.
5. Geography

83

Geography has been found to have some bearing an satisfaction and

dissatisfaction of workers. In study in the United States it was found that people
on the pacific coast were the most satisfied and those in the mountain states were
the least satisfied. Other studies were the least satisfied. Other studies have
shown that workers in large cities are less satisfied than those in smaller cities
and towns. It is however difficult to separate the cause of workers satisfaction
and dissatisfaction cannot however be attributed to geography alone as it is
inseparable from the working condition levels of industrial development the
political, social and economic, environment, the workers' characteristics and
possible other factors as well in the regions. Still, taking all these factors into
account, the possibility of regional variations attributable to geography cannot be
fully ruled out.
Factors Controlled by Management
Adequate Salary
Fringe Benefits
Co-workers
Downward Communication
Working Conditions
Responsibility
Supervision
Wages
Opportunities for Advancement

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1. Adequate salary:
Adequate salary emerges as the most predominant preference of all the
job factors among Indian workmen as is evident in the summary of the
comparable Indian studies covering a period of 21st years from 1951 to 1971.
These studies, which report the expressed preferences of worker, have led to
certain controversies about interpretation of their implications in Indian condition.
The security of job, security of for retirement benefits, security for life and
security of finance provided by the management, the greater will be the job
satisfaction to the employees.
2. Fringe benefits
Though the provision for fringe benefits affects the job satisfaction but
these benefits occupy low position of importance.
3. Co-workers
The job satisfactions are likely to be more it the workers are good.
Hence management and worker all should try to create and maintain good human
relations in the industry in order to create friendly environment.
4. Downward communication
In case downward communication flows adequately and smoothly,
workers are likely to have more job satisfaction.
5. Working conditions
Where working conditions are better workers get more job satisfaction
because good working conditions leave an impact on the mind of the worker.
6. Responsibility

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hose jobs in which a log of responsibility is involved give more job

satisfaction especially to the educated and highly educated people.
7. Supervision
Job supervised by good tempered and human relations oriented
supervisors are source of more job satisfaction whereas ill-tempered supervisors
become the source of dissatisfaction to the workers.
8. Wages
Jobs carrying attraction wages and pay scales give more job
satisfaction. Wages are more significant as long as physiological needs are not
fulfilled.
9. Opportunities for advancement:
Employees especially the ambitions and potential ones get more, job
satisfaction in job offering opportunities for advancement.

Relationship among Job Satisfaction and Work Behaviour :

Generally, the level of job satisfaction seems to have some
relation with various aspects of work behaviour like absenteeism, adjustments,
accidents, productivity and union recognition. Although several studies have
shown varying degrees of relationship between them and job satisfaction, it is not
quite clear whether these relationships are correlative or casual. In other words,
whether work behaviour make him more positively inclined to his job and there
would be a lesser probability of getting to an unexpected, incorrect or
uncontrolled event in which either his action or the reaction of an object or person
may result in personal injury.

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Relationship among Job satisfaction and Productivity:

There is very little positive relationship between the job
satisfaction & job performance of an individual. This is because the two are
caused by quite different factors. Job satisfaction is closely affected by the
amount of rewards that an individual derives from his job, while his level of
performance is closely affected by the basis for attainment of rewards. An
individual is satisfied with his job to the extent that his job provides him with
what he desires, and he performs effectively in his job to the extent that effective
performance leads to the attainment of what he desires. This means that instead of
maximizing satisfaction generally an organisation should be more concerned
about maximizing the positive relationship between performance and reward. It
should be ensured that the poor performers do not get more rewards than the good
performers. Thus, when a better performer gets more rewards he will naturally
feel more satisfied.
Relationship among Job Satisfaction and Absenteeism:
Job satisfaction and absenteeism are two related issues. Job
satisfaction affects the rate of absenteeism from the job. Presence of rampant
absenteeism is an indication of low satisfaction with ones job. However, the
study found that there are many factors that determine absenteeism, apart from
job satisfaction. But most of these other factors were themselves determinants of
job satisfaction, meaning that absenteeism is a result of job satisfaction. Also,
absenteeism is not the only indicator of presence or lack of job satisfaction. There
are other indicators, like motivation and productivity.
Research has again demonstrating inverse relationship between
satisfaction and absenteeism. When satisfaction is high, absenteeism tends to
below when satisfaction is low, absenteeism tends to be high.However, as with
the other relationship with satisfaction, there are moderating variable such as the

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degree to which people feel that their jobs are important. Research among state
government employees found that those who believed that their work was
important had lower absenteeism that those who did not feel this way.
It is also important to remember that while high satisfaction will
not necessarily result in low absenteeism, low job satisfaction is likely to being
about high absenteeism.
Relationship among Job Satisfaction and Turnover:
Job Satisfaction is also negatively related to turnover, but the
correlation is stronger than what we found for absenteeism. Yet, again, other
factors such as labour market conditions, expectations about alternative job
opportunities, and length of tenure with the organization are important constraints
on

the

actual

decision

to

leave

one's

current

job.

Evidence indicates that an important moderator of the satisfaction-turnover

relationship is the Sales Person's level of performance. Specifically, level of
satisfaction is less important in predicting turnover for superior performers
because the organization typically makes considerable efforts to keep these
people. Just the opposite tends to apply to poor performers. Few attempts are
made by the organization to retain them. So one could expect,therefore, that job
satisfaction is more important in influencing poor performers to stay than superior
performers.
Relationship among Job Satisfaction and Adjustment:
It the Sales Person is facing problems in general adjustment, it is
likely to affect his work life. Although it is difficult to define adjustment, most
psychologists and organisational behaviorists have been able to narrow it down
to what they call neuroticism and anxiety. Generally deviation from socially
expected behaviour has come to be identified as neurotic behaviour. Though it

88

may be easy to identify symptoms of neuroticism, it is very difficult to know

what causes. Family tensions, job tensions, social isolation, emotional stress, fear,
anxiety or any such sources could be a source of neuroticism.
Anxiety, on the other hand, has a little more clearer base. It is
generally seen as a mental state of vague fear and apprehension which influences
the mode of thinking. Anxiety usually shows itself in such mental state as
depression, impulsiveness, excessive worry and nervousness. While everyone
aspires for a perfect state of peace and tranquility, the fact is that some anxiety is
almost necessary for an individual to be effective because it provides the
necessary push for efforts to achieve excellence.
Adjustment problems usually show themselves in the level of job
satisfaction. For long, both theorists and practitioners have been concerned with
Sales Persons' adjustment and have provided vocational guidance and training to
them to minimize its impact on work behaviour. Most literature, in this area,
generally suggests a positive relationship between adjustment and job
satisfaction. People with lower level of anxiety and low neuroticism have been
found to be more satisfied with their jobs.
Relationship among Job Satisfaction and Accidents:
Sigmund Freud made the statement that Accidents just do not
happen, suggesting there by that perhaps chance is not the only thing to which
accidents could be attributed. Some years later, the concept of accident proneness
was proposed indicating that the accident behavior is not a random phenomenon
but could be predicted.
Some people tend to be more prone to accidents than others. Studies
have shown a variety of variables that seem to explain at least to some extent, the
reason why accidents take place. These could be reasons in one personal life,

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work itself and environment in which one is working. According to

Kirehner(1962),accidents are the means of venting anger and frustration and
getting attention.
Relationship between job satisfaction and accidents, generally shows
that the higher the satisfaction with job, the lower is the rate of accidents.

Relationship among Job Satisfaction and Unionism:

In the Indian context where unions are strong and persuasive, to
think of job satisfaction without unionism would be very unrealistic. Although a
large number of work force, particularly in rural sector is not unionized, in large
cities and industrial belts unions are a fact of life if the organizational climate,
personnel policies and practices of management are seen as dissatisfying, most
workers tend to look up at the union official to settle their grievances. Not only
this, the dissatisfaction of the employees with the work and work environment is
often exploited by union leaders to gain membership and supports of the work
force.
Relationship among Job Satisfaction and Safety :
Poor safety practices are negative consequences of low satisfaction
level. When people are discouraged about their jobs, company and supervisors,
they are more label to experience accident. An underlying reason for such
accidents is that discouragement may take ones attention away from the task at
hand. Intention may leads directly to accidents. For example, many hand injuries
from power tools can be attributed to the operator not paying careful attention.
Relationship among Job Satisfaction and Stress :

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Job stress s the body response to any job relate factor that threatens to
disturb the persons equilibrium. In the process of experiencing stress the
employees inner state changes. Prolonged stress can cause the employee serious
ailments such as heart disease, ulcer, blurred vision lower back pain dermatitis
and muscle aches.

Relationship among Job Satisfaction and Personal Characteristics :

When a person comes to work, brings with him total personality, his
attributes likes and dislikes his personal characteristics and these in turn influence
the satisfaction he derives from his work. As work is one of the necessary aspects
of the total life experience of an individual, it becomes importance to examine
how his personal characteristics of and individual his to personal characteristics.
Here refers to such biosocial variable as age, marital status, education, length of
service and income etc.
Relationship among motivation, attitude and jobsatisfaction:
Motivation implies the willingness to work or produce. A person
may be talented and equipped with all kinds of abilities & skills but may have no
will to work. Satisfaction, on the other hand, implies a positive emotional state
which may be totally unrelated to productivity. Similarly in the literature the
terms job attitude and job satisfaction are used interchangeably. However a closer
analysis may reveal that perhaps, they measure two different anchor points.
Attitudes are predispositions that make the individual behave in a characteristic
way across the situations.
They are precursors to behaviour & determine its intensity and

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direction. Job satisfaction, on the other hand is an end state of feeling which may
influence subsequent behaviour. In this respect, job attitude and job satisfaction
may have something in common. But if we freeze behaviour, attitude would
initiate

it

which

job

satisfaction

would

result

from

it.

Relationship Between Morale & Job Satisfaction:

According to Seashore (1959), morale is a condition which exists in a
context where people are:
a) Motivated towards high productivity.
b) Want to remain with organization.
c) Act effectively in crisis.
d) Accept necessary changes without resentment or resistance.
e) Actually promote the interest of the organization and
f) Are satisfied with their job.
According to this description of morale, job satisfaction is an
important dimension of morale itself. Morale is a general attitude of the worker
and relates to group while job satisfaction is an individual feeling which could be
caused by a variety of factors including group. This point has been summarized
by Sinha (1974) when he suggests that industrial morale is a collective
phenomenon and job satisfaction is a distributed one. In other words, job
satisfaction refers to a general attitude towards work by an individual works. On
the other hand, morale is group phenomenon which emerges as a result of
adherence to group goals and confidence in the desirability of these goals.

Six principles of job Satisfaction

Job satisfaction is one of the major interests to the field of
organizational behaviuor and the practice of HRM. It reflects employees attitudes
toward their job and commitment to an organization. Job satisfaction is an

92

emotional response to a job stuation.It cannot be seen; only inferred, it is often

determined by how well outcomes meet or exceed expectations. For example, if
organizational members feel that they are working harder than others in the
department but are receiving fewer rewards, they will probably have a negative
attitude towards the work, the boss, and co-workers. They will be dissatisfied. On
the other hand, if they feel they are being treated well and being paid well, they
are likely to have positive attitude towards the job. They will be satisfied; job
satisfaction represents several related attitudes. Scholars suggest that there are six
job dimensions that represent the most important characteristics of job about
which people have effective responses. They are:
a) Nature of work / The work itself.
b) Working Conditions.
c) Promotions / Career Growth.
d) Supervision.
e) Work Group / Co-Workers.
f) Wages / Compensation.
a)

Nature of work / The work itself:

The content of the work itself is a major source of satisfaction. This
means the extent to which the job provides the individual with interesting tasks,
opportunities for learning, and the chance to accept responsibility. Research made
with reference to the job characteristics, and approach to the job design shows
that feedback from the job itself and autonomy are two major job related
motivation factors. Some of the most important ingredients of job satisfaction
include interesting and challenging work and a job provides status. They tend to

93

prefer being given opportunities to use their skills and abilities and being offered
a variety of tasks, freedom and feedback on how well they are doing. These
characteristics make jobs mentally challenging. Jobs that have too little challenge
create burden. But too much challenge creates frusation and a failure. Other
conditions or moderate challenge, experience pleasure and satisfaction.
b) Working Conditions:
Working conditions that are compatible with employees physical
comfort and that facilities doing a good job contribution to job satisfaction
temperature, humidity, ventilation, lighting and noise, hours of work, cleanlness
of the work place and adequate tools, equipment are the features which affect job
satisfaction.

c) Promotions / Career Growth:

Promotional opportunities seem to have a varying effect on job
satisfaction. This is because promotions take different forms and include a
variety of rewards. The desire for promotion is generally strong among
employees as it involves change in job content, pays, responsibility,
independence, status and so on. It is no surprise that the employees take
promotion as the ultimate achievement in his career and when if it is
realized, he feels extremely satisfied.
For example, individuals who are promoted on the basis of seniority
often experience job satisfaction but not as much as those are promoted
based on their performance.
d) Supervision :

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According to Evans a supervisor is defined as a member of the

most junior level of management in the organization.According to Heery
and Noon , a supervisor is defined as a front-line manager who is
responsible for the supervision of employees. Nel et al consider
supervisors to be those employees that control the activities of lowerlevel employees.
Supervision is another moderately important source of job
satisfaction. There are two dimensions of supervisory style that affects job
satisfaction. One is employee centeredness, which is measured by the
degree to which a supervisor takes personal interest in the welfare of the
employees. The other dimension is participation or influence as illustrated
by managers who allow their people to participate in decisions that affect
their own jobs. This approach, generally, leads to higher job satisfactions is
proved that a participative environment created by the supervisor has a
more substantial effect on workers satisfaction than participation in a
specific decision. The supervision establishes a supportive personal
relationship with subordinates and takes an employee satisfaction.
Supervisors actions for maintaining job satisfaction are:
Maintaining open lines of communication.
Create a good physical environment.
Transport discounted employees.
Change the perception of dissatisfied employees.
Allow for participative management.
Conduct morale building programmer.

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e) Work Group / Co-Workers :

Friendly, co-operative co-workers are a modest source of job
satisfaction. The work group serves as a source of support, comfort, advice and
assistance to the individual. A good work group makes the job more enjoyable.
On the other hand, if this factor is not considered with care, then it may have
reverse effects, meaning thereby that the people are difficult to get along with.
This will have a negative effect on job satisfaction.The work group s an even
stronger source of satisfaction when members have similar attitudes and values.
Having people around with similar attitudes caused less friction on a day-to-day
basis. Co-workers with similar attitudes and values can also provide some
confirmation of persons self-concept.We are OK and you are OK
f) Wages and Compensation :
Wages and salaries are significant, but a complex and
multidimensional factor in job satisfaction. Money not only helps people to attain
their basic needs, but also is instrumental in providing upper level need
satisfaction. Employees often consider salary as a reflection of how management
views their contribution to the organization. Fringe benefits are also important,
but they are not as influential. One reason undoubtedly is that most employees do
not even know the benefits they are receving.Moreover, most tend to under value
these benefits because they cannot see their practical value. Research made
regarding compensation, indicates that if employees are allowed flexibility in
choosing the type of benefits they prefer within a total package, called a flexible
benefits plan, there is a significant increase in both benefit satisfaction and overall
satisfaction.
Benefits of job satisfaction

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Identification of employee attitude

A survey tells how employees feel about their jobs and what parts of
their jobs. These feelings are focused on which departments are particularly
affected and whose feelings are involved .The survey is a powerful diagnostic
instrument for assessing employee.
Job satisfactions surveys are improving attitude
For some employees the survey is a safety values an emotional release or
a chance to set thins off their chest. For other the survey is a tangible expression
of managements interest in employee welfare which gives employee a reason to
feel better towards management.
Improves Communication
Communication flows horizontally, vertically, upward, downward as
people plan the survey talk, discusses its results. Particularly beneficial to the
company is the upward communication when employees are encouraged to
comment about what they really have in their minds.
Job satisfaction is that they help management to assess training needs
Employees are given an opportunity to report what they feel about
how the supervisor performs certain parts of jobs such as delegating work and
giving adequate job instruction.

Job satisfaction results in discovering the indirect productivity problems

Job satisfaction survey can help to discover the cause of indirect
productivity problems such as absenteeism, turnover are highly correlated with it.
Used to evaluate the impact of organizational changes on employee attitudes
By comparing the pre change data and post change data, it s easy to
determine what impact the redesigned work has on employee attitude.
Indicator of the effectiveness of organisational reward system

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There is a positive relationship between performance and job

satisfaction. Job satisfaction can provide some class of effectiveness to the
organizational system. It tells whether the best performance is receiving the most
rewards and the most satisfaction from their job or not.
Techniques of Measurement of Job Satisfaction
Job satisfaction is a qualitative aspect and cannot be understood
in strict quantitative terms. It is an intangible and psychological concept. It was
concluded that job satisfaction should be measured through survey of employees
attitudes. In most of the organizations, there is a practice of conducting surveys of
employees intentions in a regular manner. The commonly applied techniques
employed to measure job satisfaction are discussed below:
i) Rating Scales:
Rating scales are the commonly adopted method that is used for
the measuring job satisfaction. It comprises of certain statements describing the
attitude of the employees with respect to the job, organisation and personal
factors. For each declaration or statement, the employee is invited to express his
opinion on a scale consisting of different expressions.
ii) Personal Interviews:
Conducting personal interviews has also proved important method
of measuring job satisfaction of the employees. The experts conduct these
personal interviews where employees express their opinions on job satisfaction.
The responses delivered through these interviews are analyzed to find their level
of job satisfaction. It is believed that this method is likely to have personal biased
views of the interviewer also.
iii) Tendencies:
The employees are asked to express their tendency or inclination on
several aspects and this reveals their satisfaction or dissatisfaction.

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iv) Critical Incidents:

Herzberg made developed approach to measure job satisfaction. In this
particular method, the employees were asked to describe incidents on their job
when they were particularly satisfied or dissatisfied. These set of incidents were
then analyzed to determine their positive and negative attitudes.
Importance of job satisfaction
The job satisfaction is one of the main tasks of the Human Resource
Management. Actions taken by the HR department are aimed to reach an
optimum of job satisfaction. The background lies within the goal of reaching a
sustainable and increased company management.
A good communication culture in a company - also known as social
embeddedness - is essential for the job satisfaction. The communication process
is an essential need of people and leads to social interaction. The aim of it is to
resolve problems and eliminate deficits. A good communication enables for a
better team work - and in a team you can as is generally known reach more. For
that special rules are needed and the critic of every single person needs to be
considered what is part of the work of the Human Resource Management.
Common terms which are connected with the job satisfaction are job enlargement
and job rotation
1.

Job enlargement
Job enlargement concerns new tasks in the horizontal area with a
constant aspiration level. That means that a worker, who had been limited to one
activity, accomplishes a variety of actions with the same aspiration level. The
aim of it is to change the single impact, avoid psychological and physical
monotony and get some recovery without stopping the work.

99

2.

Job enrichment
It is a process of vertical restructuring. The worker gets a higher
scope of work with a higher aspiration level. This is reached through advanced
training so that a worker can work more on his own responsibility.

CONSEQUENCES OF JOB SATISFACTION

Numerous authors have highlighted that job satisfaction impacts
on employee productivity, turnover, absenteeism, physical and psychological
health (Johns, 1996; Luthans, 1989; Mullins, 1996).
Productivity
Research findings indicate that the relationship between satisfaction
and productivity is positive, but very low and inconsistent (Johns, 1996).
According to Luthans (1989), although a relationship between job
satisfaction and productivity exists, the relationship between these variables is not
strong. The author maintains that the most satisfied employee will not necessarily
be the most productive employee.
At an individual level the evidence is often inconsistent in terms of the
relationship between satisfaction and productivity, but at an organisational level a
strong relationship exists between satisfaction and productivity (Robbins et al.,
2003).
Physical and psychological health
Spector (1997) states that individuals who dislike their jobs could
experience negative health effects that are either psychological or physical. On
the other hand, Luthans (2002) mentions that employees with high levels of job
satisfaction tend to experience better mental and physical health.
Turnover

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A number of studies strongly support the view that turnover is

inversely related to job satisfaction (Griffon, Hand, Meglino & Mobley (1979)
and Price (1977) cited in Robbins et al., 2003).
According to French (2003), a high employee turnover rate is often
prevalent in an environment where employees are highly dissatisfied. Greenberg
and Baron (1995) contend that employees lacking job satisfaction often tend to
withdraw from situations and environments as a means of dealing with their
dissatisfaction. A major form of employee withdrawal is voluntary turnover. By
not reporting for duty, or by resigning to seek new job prospects, individuals
might be expressing their dissatisfaction with their jobs or attempting to escape
from the unpleasant aspects they may be experiencing. Phillips, Stone and
Phillips (2001) concur that employee turnover is the most critical withdrawal
variable.
A study conducted by Steel and Ovalle (1984) established a
moderately strong relationship between job satisfaction and turnover, indicating
that less satisfied workers are more likely to quit their jobs. According to Lee and
Mow day (1987) cited in Luthans (1989), a moderate relationship exists between
satisfaction and turnover. The researchers posit that high job satisfaction will not
necessarily contribute to a low turnover rate, but will inadvertently assist in
maintaining a low turnover rate.
Absenteeism
Research indicates that job satisfaction levels are related to absenteeism
(Hellriegel, Slocum & Woodman, 1989).
Nel et al. maintain that absenteeism is regarded as withdrawal
behaviour when it is used as a way to escape an undesirable working
environment. According to Luthans (1989), various studies conducted on the

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relationship between satisfaction and absenteeism indicates an inverse

relationship between the two variables. Thus, when satisfaction is high,
absenteeism tends to be low. The converse indicates that when satisfaction is low,
absenteeism tends to be high. Contrary to this, the findings of a study undertaken
by Johns (1996) found the association between job satisfaction and absenteeism
to be moderate.
Robbins (1993) supports the view of a moderate relationship existing
between satisfaction and absenteeism. According to Robbins et al. (2003), the
moderate relationship between these variables could be attributed to factors such
as liberal sick leave, whereby employees are encouraged to take time off. The
afore-mentioned could ultimately reduce the correlation coefficient between
satisfaction and absenteeism.
Outcomes of job satisfaction:
To society as a whole as well as from an individual employees
stand point, job satisfaction is and of itself is a desirable outcome. For years,
management researchers and practitioners have tried to find out the impact of
employee job satisfaction on organizational effectiveness. They wanted to know
whether job dissatisfaction would lead to decline in employee output and,
consequently, organizational performance. They analyzed the outcomes of job
satisfaction by studying how satisfaction relates to outcomes variables such as
satisfaction and productivity, Satisfaction and absenteeism, Satisfaction and
turnover, Organizational citizenship Behaviour.
1. Satisfaction and productivity:
Happy workers are not necessarily productive workersthe evidence
suggests that productivity is likely to lead to satisfaction.
At the organization level, there is renewed support for the original
satisfaction-performance relationship. It seems organizations with more satisfied
workers as a whole are more productive organizations.

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2. Satisfaction and absenteeism

We find a consistent negative relationship between satisfaction and
absenteeism. The more satisfied you are, the less likely you are to miss work.
It makes sense that dissatisfied employees are more likely to miss
work, but other factors have an impact on the relationship and reduce the
correlation coefficient. For example, you might be a satisfied worker, yet still take
a mental health day to head for the beach now and again.
3. Satisfaction and turnover:
Satisfaction is also negatively related to turnover, but the correlation
is stronger than what we found for absenteeism.
Other factors such as labor market conditions, expectations about
alternative job opportunities, and length of tenure with the organization are
important constraints on the actual decision to leave ones current job. Some
people cannot see themselves working anywhere else, so they remain regardless
of how dissatisfied they feel. Even if satisfied many people will be leading to
leave for better prospects.
Evidence indicates that an important moderator of the satisfactionturnover relationship is the employees level of performance.

4. Organizational citizenship Behaviour:

Discretionary behaviour that is not part of an employees formal job
requirements and is not usually rewarded, but that nevertheless promotes the
effective functioning of the organization.
Individuals who are high in OCB will go beyond their usual job
duties, providing performance that is beyond expectations.

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Job Satisfaction Surveys

Employee surveys are an important and popular tool that organizations
use to solicit employee feedback. Compensation, personal development, and age
are just some of the major factors in the job satisfaction survey of employees. A
substantial number of employees want to have more opportunities on their careers
to be satisfied with their work. Others want to be recognized by their superiors or
employers for doing a good job. A successful organization relies on the
accomplishment of its employees who are dedicated and sincere to their job.
Salary is a basic factor that employees consider to accept or keep the
job. If an employee is satisfied with his salary, it will reflect in his performance
by increasing his output. The higher salary an employee receives the more
satisfied and happy he is with his work. It is important to pay employees
adequately and make them feel valuable to the company to encourage them to
stay, especially those who are performing well.
Aside from the salary issue, job satisfactory survey shows that any
employee will succeed in an environment that offers continuous challenges. A
performer employee wants something to challenge his ability and capability to
keep him going. He likes new challenges to enhance his skills, learn more, and
use his expertise to attain results. A job that is not boring and let an employee
prove himself that he can face new challenges leads to better job satisfaction.

A major job satisfactory survey factor is having an excellent

evaluation system to recognize the employees work. Employees who are
inspired and motivated when recognized will continue to be productive and loyal
to the company. He will realize his importance and will find his work much more

104

rewarding than an employee who lost interest in working because no one takes
notice the efforts he puts in to his work.
The working condition in an office is also an important factor to be
considered in a job satisfactory survey. Working in an environment that has good
lighting, space, pleasant atmosphere, and colleagues and management whom you
can interact well can also determine the level of job satisfaction. The information
will allow you to boost organizational productivity and positively affect your
organisations top and bottom lines. They are very effective tools for measuring
and ultimately improving various relationships within organizations.
Methods for Measuring Job Satisfaction
There are many methods for measuring job satisfaction. By far, the
most common method for collecting data regarding job satisfaction is the Likert
scale (named after Rensis Likert). Other less common methods of for gauging job
satisfaction include: Yes/No questions, True/False questions, point systems,
checklists, and forced choice answers. This data is typically collected using an
Enterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI),
JDI created by Smith, Kendall, & Hulin (1969), is a specific
questionnaire of job satisfaction that has been widely used.

It has been recognized as the most-respected measure of employee

job satisfaction in the world. It was first introduced in 1969 and has been used by
more than 1,000 organizations to conduct job satisfaction surveys of employees.
It measures ones satisfaction in five facets: work, pay, promotions, supervision,
and people (co-workers) the scale is simple, participants answer either yes, no, or

105

cant decide (indicated by?) in response to whether given statements accurately

describe ones job. Measures of job strengths and weaknesses within each facet
tell practitioners where improvements can be made. The five facets also predict
outcomes such as turnover and intentions to quit.

The final list of questions for each facet was selected based on its
ability to clearly separate high and low scorers, its high correlation to other
questions within that facet, and the clarity of its meaning.

The JDI underwent a comprehensive review and update in January

2009 based on new response data. This resulted in minor changes in some of the
employee job satisfaction survey questions comprising the index, update of the
nationwide norms, and new demographic norms. Norms were also added for
specific

industry

groups

such

as

government

(public

administration);

professional, scientific and technical services; education services; financial

activities; health care and social assistance; and non-profits.
Advantages of Job Descriptive Index
Extremely easy to use with all types of respondents
Most commonly used measure of job satisfaction

Disadvantages of Job Descriptive Index

Shouldnt sum across factors
Is there more to job satisfaction than just the 5 factors.

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The Job in General Index

The job in general index is an overall measurement of job satisfaction.
It is an improvement to the Job Descriptive Index because the JDI focuses too
much on individual facets and not enough on works at is faction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction
Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale.
The MSQ measures job satisfaction in 20 facets and has a long form with 100
questions (five items from each facet) and a short form with 20 questions (one
item from each facet). The JSS is a 36 item questionnaire that measures nine
facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the
first scales used widely, measured overall job satisfaction with just one item
which participants respond to by choosing a face.

Job in General Scale

The Job in General Scale (JIG) was developed in the early 1990's to
provide an overall evaluation of how employees feel about their jobs,
complementing the Job Descriptive Index diagnostics on specific facets of
employee job satisfaction. It is more global, more evaluative, and uses a longer
time perspective than the JDI. As a result, it has been found to consistently
correlate more highly with such global measures as intention to leave, life
satisfaction, identification with the work organization, and trust in management.

107

CHAPTER-IV

DATA ANALYSIS
&
INTERPRETATION

108

S.No.

Response

No. of

Percentage of

Respondents
18

Respondents
18

Highly Satisfied

Satisfied

45

45

3
4

Partially Satisfied
Dissatisfied
Total

20
17
100

20
17
100

1)
Opinion about your job at Jeypore Sugars.

No.of Respondents
50
40
30
20
10
0
Di
ss
ati
sfi
ed

ati
fie
d

Pa
rti
all
yS

Sa
tis
fie
d

Hi
gh
ly
S

ati
sfi
ed

No.of Respondents

Interpretation
From the above data it is interpreted that majority of respondents i.e.,
45%, that they are satisfied with the job in this organization. While 18% of the
respondents state that they their satisfaction level is at extreme with the job in
the jeypore sugars.

109

S.No.

Response

No. of

Percentage of

Respondents

Respondents

Yes

47

47

No

27

27

Not upto expectation

33

33

Total

100

100

2) Do you think the salary is according to your performance?

No.of Respondents
45
40
35
30
25
20
15
10
5
0

No.of Respondents

Yes

No Not upto expectation

Interpretation
From the above data it is interpreted that 47% of respondents says that
their salary is according to their performance, 27% of respondents says that
there is no relevance between the salary performance and the remaining 33% of
respondents feel that the organization is not meeting upto their expectations.

110

S.No.

Response

No. of

Percentage of

Respondents

Respondents

Safe

12

12

Clean

28

28

Satisfactory

57

57

Poor

Total

100

100

3) How is the working environment and working conditions in the organization.

No.of Respondents
60
50
40

No.of Respondents

30
20
10
0
Safe

Clean

Satisfactory

Poor

Interpretation
From the above data it is interpreted that 12% of respondents says that the
working environment is safe and 28% of respondents states that the environment is
clean and 57% of respondents states that the environment is satisfactory and 3% of
respondents states that the environment is poor.

111

4)
the

S.No.

Response

No. of

Percentage of

Respondents
Respondents
1
Strongly Agree
12
12
2
Agree
52
52
3
Disagree
28
28
4
Strongly Disagree
8
8
Total
100
100
management give more freedom for you in the working spot; tick
one of the opinion given below.

No.of Respondents
60
50
40
30
20
10
0
Di
sa
gr
ee

St
ro
ng
ly

Ag
re
e

No.of Respondents

Interpretation

112

Did

S.No.
r
m

Response

No. of

Percentage of

Respondents

Respondents

Heavy

12

12

Satisfactory

65

65

F
o

3
4

Average
18
18
Poor
5
5
Total
100
100
the above data it is interpreted that 12% of respondents strongly agree that the
management gives more freedom, 52% of respondents agree,28%
of respondents disagree and 8% of respondents strongly disagree about the
management cooperation.

5) The duties and responsibilities designed for your job are

No.of Respondents
70
60
50
40

No.of Respondents

30
20
10
0
Heavy Satisfactory Average

113

Poor

S.No.

Response

1
2
3
4

Excellent
Good
Satisfactory
Dissatisfactory
Total
Interpretation

No. of

Percentage of

Respondents
20
11
66
3
100

Respondents
20
11
66
3
100

From the above data it is interpreted that 12% of respondents feel that the
duties and responsibilities are heavy 65% of respondents feels satisfactory 18% of
respondents feel average and 5% of respondents feels poor about the duties and
responsibilities.

6) How are our inter-personal relations with co-workers?

No.of Respondents
70
60
50
40
30

No.of Respondents

20
10
ry
Di
ss
ati
sfa
cto

Sa
tis
fac
to
ry

Go
od

Ex
ce
lle
nt

114

S.No.
1
2
3
4

Response
Strongly Agree
Agree
Disagree
Strongly Disagree
Total

No. of

Percentage of

Respondents
12
52
28
8
100

Respondents
12
52
28
8
100

Interpretation
From the above data it is interpreted that 20% of respondents feel that the
inter-personal relations with the co-workers is excellent, 11% of respondents feel
that the relations are good, 66% of respondents feel that the relations are
satisfactory and 3% of respondents feel that the relations are dissatisfactory.
7) Did the immediate superior guide you in doing the work, tick one of the
opinion given below.

115

No.of Respondents
60
50
40
30

No.of Respondents

20
10
Di
sa
gr
ee

St
ro
ng
ly

Ag
re
e

Interpretation
From the above data it is interpreted that 12% of respondents strongly
agree that their superior guide them in doing the work, 52% of respondents were
agree, 28% of respondents were disagree and 8% of respondents were strongly
disagree.

8) According to you the promotions given by the management are on the basis
of

116

S.No.

Response

No. of

Percentage of

Respondents

Respondents

Experience

14

14

Seniority

57

57

3
4

Performance
Other reasons
Total

20
9
100

20
9
100

No.of Respondents
60
50
40
30

No.of Respondents

20
10
the
rr
ea
so
ns
O

Pe
rfo
rm
an
ce

Se
nio
rit
y

Ex
pe
rie
nc

Interpretation
From the above data it is interpreted that 14% of respondents believe that
promotions given by the management are on the basis of experience, 57% of
respondents believe that are on the basis of senioity,20% of respondents believe
that are on the basis of performance and 9% of respondents believe that are on the
basis of other reasons.
9) Do you satisfied with the safety and health measures provided to you by the

117

organisation
S.No.
1
2
3

Response
Yes
No
Not upto expectation
Total

No. of

Percentage of

Respondents
83
12
5
100

Respondents
83
12
5
100

No.of Respondents
100
80
60

No.of Respondents

40
20
0
Yes

No Not upto expectation

Interpretation
From the above data it is interpreted that 83% of respondents satisfied with
the safety and health measures, 12% of respondents dissatisfied and the remaining
5% of respondents were not up to the expectations with the safety and health
measures provided by the management.

118

10)
there

S.No.

Response

No. of

Percentage of

Respondents
Respondents
1
Yes
61
61
2
No
20
20
3
Not upto mark
19
19
Total
100
100
participation of employees in the managerial decision making
process

No.of Respondents
70
60
50
40

No.of Respondents

30
20
10
0
Yes

No

Not upto the mark

Interpretation

119

Is
any

S.No.

Response

No. of

Percentage of

From
Respondents
Respondents
the
1
Excellent
13
13
2
Good
32
32
3
Satisfactory
44
44
4
Dissatisfactory
11
11
Total
100
100
above data it is interpreted that 61% of respondents says that the management gives
freedom to the employees to participate in the managerial decision making
process,20% of respondents are rejected it and 19% of respondents says that their
participation is not up to the mark.

11) The disciplinary process followed by the management is

120

No.of Respondents

No.of Respondents

Sa
tis
fa
ct
or
y

Ex
ce
lle
nt

45
40
35
30
25
20
15
10
5
0

Interpretation
From the above data it is interpreted that 13% of respondents states that an
excellent disciplinary process is followed by the management, 32% of
respondents says it is good, 44% of respondents says it is satisfactory and 11% of
respondents says it is dissatisfactory.

12) The grievances handled by the management are speedily and satisfactory to
you

121

S.No.
1
2
3

Response
Yes
No
To some extent
Total

No. of

Percentage of

Respondents
83
14
3
100

Respondents
83
14
3
100

No.of Respondents
90
80
70
60
50
40
30
20
10
0

No.of Respondents

Yes

No To some extent

Interpretation
From the above data it is interpreted that 83% of respondents states that

122

grievance handled by the management is speedily and satisfactory, 14% of

respondents states that it is not speedy and satisfactory and 3% of respondents
states that the grievances handling is satisfactory to some extent.
13) Please indicate your level of agreement about the company policies relating
to the following are satisfactory or not
Company Policies

a)

Wages

S.No.

Satisfied

Unsatisfied

Yes
80
Response

No
No. of

20

Yes Yes
No
Total
Yes

89

88

Respondents
No 80
11
20
100
No
22

Working Hours

Yes

93

No

Over Times

Yes

77

No

23

b)

Bonus

c)

Living Facilities

d)

e)

1
2

a) Wages

123

Percentage of
Respondents
80
20
100

S.No.
1
2

Response
Yes
No
Total

124

No. of

Percentage of

Respondents
89
11
100

Respondents
89
11
100

No.of Respondents

80
70
60
No.of Respondents

50
40
30
20
10
0
Yes

No

Interpretation
From the above data it is interpreted that 80% of respondents states that
they were satisfied with the company wage policy and 20% of respondents states
that they were dissatisfied.
b) Bonus

125

No.of Respondents
100
80
No.of Respondents

60
40
20
0
Yes

No

Interpretation
From the above data it is interpreted that 89% of respondents were
satisfied and 20% of respondents states that they were dissatisfied with the
company bonus policy.
c) Living Facilities

126

S.No.
1
2

S.No.
Response
Yes
No
Total

1
2

Response

Yes
No
Total

No. of
Percentage of
No. of
Percentage of
Respondents
Respondents
Respondents
88 Respondents
88
93
93
22
22
7
7
100
100
100
100

No.of Respondents
90
80
70
60

No.of Respondents

50
40
30
20
10
0
Yes

No

127

Interpretation
From the above data it is interpreted that 88% of respondents were
satisfied and 22% of respondents states that they were dissatisfied with the
company living facilities policy.

d) Working Hours

No.of Respondents
100
80
No.of Respondents

60
40
20
0
Yes

No

Interpretation
From the above data it is interpreted that 93% of respondents were
satisfied with the working hours and 7% of respondents states that they were
dissatisfied.

128

S.No.
1
2

Response
Yes
No
Total

No. of

Percentage of

Respondents
77
23
100

Respondents
77
23
100

e) Over Times

No.of Respondents
80
70
60
No.of Respondents

50
40
30
20
10
0
Yes

No

Interpretation
From the above data it is interpreted that 77% of respondents were
satisfied and 23% of respondents states that they were dissatisfied with the
company overtime policy.

129

S.No.
1
2
3
4

Response
Highly Satisfied
Partially Satisfied
Satisfied
Dissatisfied
Total

No. of

Percentage of

Respondents
9
29
57
5
100

Respondents
9
29
57
5
100

14) The chance to tell other staff members how to do things is

No.of Respondents
60
50
40
30
No.of Respondents

20
10
Di
ss
ati
sfi
ed

ati
fie
d
Pa
rti
all
yS

Sa
tis
fie
d

Hi
gh
ly
S

ati
sfi
ed

Interpretation
From the above data it is interpreted that 9% of respondents were highly
satisfied of having a chance to tell other staff members during the time of work and
29% of respondents states that they were partially satisfied, 57% of respondents

130

states that they were satisfied and 5% of respondents states that they were
dissatisfied.

15) Tick the satisfactory level on welfare measures provide by the management
Company Policies
a)

Opinion

Opinion

Opinion

Canteen

Highly
Satisfied

Satisfied

57

Dissatisfied

34

Drinking Water

Highly
Satisfied

Satisfied

92

Dissatisfied

c)

Education
Facilities for
Children

Highly
Satisfied

10

Satisfied

33

Dissatisfied

57

d)

Rest Rooms

Highly
Satisfied

23

Satisfied

57

Dissatisfied

20

b)

1) Canteen

131

S.No.

Response

1
2
3

Highly Satisfied
Satisfied
Dissatisfied
Total

No. of

Percentage of

Respondents
9
57
34
100

Respondents
9
57
34
100

No.of Respondents
60
50
40

No.of Respondents

30
20
10
0
Highly Satisfied Satisfied

Dissatisfied

Interpretation
From the above data it is interpreted that 9% of respondents were highly
satisfied with the canteen facilities provided by the management, 57% of
respondents were satisfied and 34% of respondents were dissatisfied.

132

2)

S.No.
1
2
3

Response
Highly Satisfied
Satisfied
Dissatisfied
Total

No. of

Percentage of

Respondents
8
92
0
100

Respondents
8
92
0
100

Drin
king

Water

No.of Respondents
100
90
80
70
60

No.of Respondents

50
40
30
20
10
0
Highly Satisfied

Satisfied

Dissatisfied

133

S.No.
1
2
3

Response
Highly Satisfied
Satisfied
Dissatisfied
Total

No. of

Percentage of

Respondents
10
33
57
100

Respondents
10
33
57
100

Interpretation
From the above data it is interpreted that 8% of respondents were highly
satisfied with the drinking water facilities provided by the management, 92% of
respondents were satisfied.

3) Education facilities for children.

134

No.of Respondents
60
50
40

No.of Respondents

30
20
10
0
Highly Satisfied

Satisfied

Dissatisfied

Interpretation
From the above data it is interpreted that 10% of respondents were highly
satisfied, 33% of respondents were satisfied and the remaining 57% of respondents
were dissatisfied with the education facilities provided by the management to their
children.

4) Rest rooms

135

S.No.
1
2
3

Response
Highly Satisfied
Satisfied
Dissatisfied
Total

No. of

Percentage of

Respondents
23
57
20
100

Respondents
23
57
20
100

No.of Respondents
60
50
40

No.of Respondents

30
20
10
0
Highly Satisfied

Satisfied

Dissatisfied

Interpretation
From the above data it is interpreted that 23% of respondents were highly
satisfied, 57% of respondents were satisfied and the remaining 20% of respondents
were dissatisfied with the rest room facilities provided by the management.

16) How is the encouragement and motivation from the superiors towards the

136

E
yees
the

S.No.
1
2
3
4

Response
Excellent
Good
Average
Poor
Total

No. of

Percentage of

Respondents
18
64
13
5
100

Respondents
18
64
13
5
100

mplo
in

organization.

No.of Respondents
70
60
50
40

No.of Respondents

30
20
10
0
Excellent

Good

Average

137

Poor

S.No.
1
2
3

Response
Highly Satisfied
Satisfied
Need Improvement
Total

No. of

Percentage of

Respondents
30
58
12
100

Respondents
30
58
12
100

Interpretation
From the above data it is interpreted that 18% of respondents feel
that the encouragement and motivation from superior is excellent, 64% of
respondents feel that the encouragement and motivation from superior is good,
13% of respondents feel it is average and 5% of respondents feel that it is poor.

17) Are you satisfied with the appreciation or reward system provided by your
management?

138

No.of Respondents
70
60
50
40
30
20
10
0

ee
ds
N

Hi
gh
ly
S

ati
sfi
ed

Im
pr
ov
em
en
t

No.of Respondents

Interpretation
From the above data it is interpreted that 30% of respondents
highly satisfied, 58% of respondents were satisfied and the remaining 12% of
respondents were dissatisfied with the reward system provided by the management.

18) During the time of manufacturing process did you face any stress?

139

S.No.
1
2

Response
Yes
No
Total

No. of

Percentage of

Respondents
33
67
100

Respondents
33
67
100

No.of Respondents
70
60
50

No.of Respondents

40
30
20
10
0
Yes

No

Interpretation
From the above data it is interpreted that 33% of respondents face
some stress during the time of manufacturing process and the remaining 67% of
employees does not face any stress.

140

S.No.

Response

No. of

Respondents
1
Yes
93
19)
2
No
7
long
job
Total
100
satisfaction leads to increased productivity.

Percentage of
Respondents
93
7
100

No.of Respondents
100
90
80
70
60
50
40
30
20
10
0

No.of Respondents

Yes

No

141

The
run

S.No.
1
2

Response
Yes
No
Total

No. of

Percentage of

Respondents
41
59
100

Respondents
41
59
100

Interpretation
From the above data it is interpreted that 93% of respondents feel
that their job leads to the increased productivity of the company and the remaining
7% does not feel that their job fully leads to increase the productivity.

20) Did the organisation provide any training and development programs to
improve the work efficiency?

142

No.of Respondents
60
50
40

No.of Respondents

30
20
10
0
Yes

No

Interpretation
From the above data it is interpreted that 41% of respondents states
that the organisation provide training and development program for the
improvement of their work efficiency and the remaining 59% of respondents states
that the organisation does not provide any training and development program.

21) Did the complaint or suggestion boxes are available in your department.

143

S.No.
1
2

Response
Yes
No
Total

No. of

Percentage of

Respondents
38
62
100

Respondents
38
62
100

No.of Respondents
100
80
No.of Respondents

60
40
20
0
Yes

No

Interpretation
From the above data it is interpreted that 38% of respondents states
that there suggestion boxes are available in their department and 62% of
respondents states that there are no suggestion boxes available.

144

22)

S.No.

Response

No. of

Respondents
1
Yes
90
2
No
10
Total
100
Would you advise a friend to join this department?

Percentage of
Respondents
90
10
100

No.of Respondents
90
80
70
60
50
40
30
20
10
0

No.of Respondents

Yes

No

Interpretation
From the above data it is interpreted that 90% of respondents
states that are willing to give an advice to join in their department and the
remaining 10% of respondents are not willing to give an advice to join in their
department.

145

CHAPTER-V
FINDINGS

SUGGESTIONS

SUMMARY

FINDINGS

146

Following are the findings from the research study

1)

It is the finding from the study that all the respondents were satisfied with
the job at Jeypore Sugars. Among 100 respondents mostly 45% of

2)

respondents were satisfied with their job.

This is identified from the study is that most of the respondents believe
that their salary is according to their performance and the remaining wont

3)

believe it.
Among 100 respondents most of the respondents were satisfied with the
working conditions and working environment and only very few were

4)

dissatisfied.
Most of the respondents were only agreed that the management given
more freedom to the employee in the working spot very few respondent

5)

were strongly disagreed the above one.

More than half of the respondents were satisfied with their job duties and
responsibilities and very few of them felt that the job designing process is

6)

average.
Among 100 respondents more than half of the respondents were satisfied

7)

with the inter-personal relations with their co-workers.

Mostly 50% 0f the respondents were agreed that their superior guide them

8)

in doing the work.

It is the finding from the study is that 57% of respondents believe that the
promotions given by the management are on the basis of seniority and the
remaining 43% believe that are on the basis of performance, experience

9)

and on other reasons.

More than 80% of respondents were satisfied with the safety and health
measures provided to them and he remaining was not satisfied upto the

10)

mark.
Among 100 respondents half of them say that the management given
freedom to participate in the managerial decision making process and the

11)

remaining were not accepting to it.

It is identified from the study is that mostly half of the respondents out if
100 respondents were satisfied with the disciplinary process followed by
the management and only 11% of them were not satisfied with it.

147

12)

More than 3/4th of respondents were satisfied with the grievance procedure
and in the remaining some of them were satisfied to some extent and some

13)

were not satisfied.

It is finding from the study that more than 3/4th of respondents were
satisfied with the company policies like Wages, Bonus, Living facilities,
Working hours and over times only very few respondents were not

14)

satisfied.
It is identified from the study that more than half of the members out of the
100 respondents were satisfied with the chance given to counsel other staff

15)

members.
It is finding from the study that more than 3/4th of respondents were
satisfied with the welfare measures like canteen facilities, drinking water
facilities and rest room facilities and the remaining 1/4 th were not satisfied

16)

with the education facilities provided for children.

It is found that most of the employees felt that encouragement and

17)

motivation from the management is good.

Most of the employees felt that the reward system is satisfied and even
some of the respondents feel that there should be some improvement in

18)

this system.
Only few of the employees respond that when the time of manufacturing
process employees are face some stress in their job.

19)

It is the finding from the study that most of the employees were agreed that
their job satisfaction leads to high productivity.

20)

It is the finding from the study that most of the employees were answered
that the organization is not providing any training and development
programs for the employees.

21)

The oganisation have no suggestion and complaint boxes. If any

employees give feely their suggestions and complaints is not possible. My
opinion they were dissatisfied within the organization when the time of
present their ideas.

148

22)

Most of the respondents were highly interested to give an advice to their

friends to join in their respective departments.

SUGGESTONS
The following are the suggestions
1)

The organization management needs to give more freedom to the

2)

employees in the working spot for better performance.

It is advice to the company that few of respondents felt heavy with the
duties and responsibilities of their jobs so the duties and responsibilities

3)
4)

need to be modified.
The management should maintain good relations with the employees.
It is suggested to the organization that to improve the safety and health
measures.

149

5)

Provide more freedom to the employees to participate in the managerial

6)
7)

decisions making process.

Improve the education for children facility to the employees.
If the organization fixes a complaint and the suggestion boxes the
organization can gather the feedback from the employees and their

8)

valuable suggestions.
The company has to maintain effective HRD programmes and effective

9)
10)

man power management.

Adopt new technology based machines for more productivi
Providing technical education to workers is important for organization.
This helps to improve the skills and efficiency of the labour and avoid

11)

wastage.
The management wants to provide recreation entertainment facilities were
it helps to refresh them and it helps to concentrate more on work with fresh
mind set.

SUMMARY
This study was conducted on the topic of,Job Satisfaction of
employees at Jeypore Sugars. The topic of the study is very interesting and has
led to a deeper insight into the feeling of the employees regarding these programs
and what they felt could be done to make them more beneficial the objectives of
the study was to learn more about the subject and its importance in an
organization.
The study is about job satisfaction for employees which made
attempt to evaluate the level of satisfaction among the employees in the
organization study include employees among various departments interviewed
100 employees the research adopted descriptive research for the strongly. The

150

study was also designed to examine the variable that influencing employee job
satisfaction the research knows from the respondent feeling views opinions for
the questions provided. If the company will be concentrate so much on canteen,
salary, education to childrens and time setting facilities to motivate the workers.
The theories of work motivation propose that man does not work only to
satisfy his lower needs. He has the higher order needs like esteem and self
actualization, which are to be satisfied by the organization in the ultimate
analysis. The organisatiion has to make attempts to satisfy the psychological
needs of the employees. Here, that is employees are very supportive and hence it
is necessary to bring job satisfaction.

ANNEXURES

151

Employee Satisfaction and Welfare

Benefits Survey Questionnaire
Sir,
I am P. Ramaswamy presently doing MBA in L.B. College at
Visakshapatnam, my part of the curriculum we have to undergo 8weeks project
for which I am in need of the following data.
Section A(Personal Details)
1) Name

4) Age

2) Department :

5) Year of Experience

3) Designation :

6) Academic Qualification :

SectionB
1) Opinion about your job at Jeypore Sugars.

152

a) Highly Satisfied

b) Satisfied

c) Partially Satisfied

d) Dissatisfied

2) Do you think the salary is according to your performance?

a) Yes [

b) No [

c) Not up to expectation [

3) How is the working environment and working conditions in the organization.

a) Safe
[
c) Satisfactory [

]
]

b) Clean
d) Poor

[
[

]
]

4) Did the management give more freedom for you in the working spot; tick
one of the opinion given below.
a) Strongly Agree [
c) Disagree
[

]
]

b) Agree
[
d) Strongly disagree [

]
]

5) The duties and responsibilities designed for your job are

a) Heavy
c) Average

[
[

]
]

b) Satisfactory
d) Poor

[
[

]
]

6) How are our inter-personal relations with co-workers.

a) Excellent [
c) Satisfactory [

]
]

b) Good
[
d) Dissatisfactory [

]
]

7) Did the immediate superior guide you in doing the work, tick one of
the opinion given below.
a) Strongly Agree [
c) Disagree
[

]
]

b) Agree
[
d) Strongly disagree [

]
]

8) According to you the promotions given by the management are on the

basis of
a) Experience

b) Seniority

153

c) Performance

d) other reasons

9) Do you satisfied with the safety and health measures provided to you
by the organization
a) Yes [

b) No [

c) Not up to expectation [

10) Is there any participation of employees in the managerial decisionMaking process

a) Yes [

b) No [

c) Not up to the mark [

11) The disciplinary process followed by the management is

a) Excellent
[
c) Satisfactory [

]
]

b) Good
[
d) Dissatisfactory [

]
]

12) The grievances handled by the management are speedily and

satisfactory to you
a)

Yes [ ]

b) No [ ]

c) To some extent [ ]

13) Please indicate your level of agreement about the company policies
relating to the following are satisfactory or not
a) Wages

Yes [ ]

No [ ]

b) Bonus

Yes [ ]

No [ ]

c) Living Facilities

Yes [ ]

No [ ]

d) Working Hours

Yes [ ]

No [ ]

e) Over Times

Yes [ ]

No [ ]

14) The chance to tell other staff members how to do things is

a) Highly Satisfied [ ]
b) Satisfied

[ ]

c) Partially Satisfied [ ]
d) Dissatisfied [ ]

154

15) Tick the satisfactory level on welfare measures provide by the

management
1) Canteen

Highly Satisfied [ ]

Satisfied [ ]

Dissatisfied [ ]

2) Drinking Water

Highly Satisfied [ ]

Satisfied [ ]

Dissatisfied [ ]

3) Education facilities Highly Satisfied [ ]

Satisfied [ ]

Dissatisfied [ ]

For children
4) Rest rooms

Highly Satisfied [ ]

Satisfied [ ]

Dissatisfied [ ]

16) How is the encouragement and motivation from the superiors towards
employees in the organization.
a) Excellent [ ]
c) Average [ ]

b) Good [ ]
d) Poor [ ]

17) Are you satisfied with the appreciation or reward system provided
by you management?
a) Highly satisfied [

b) Satisfied [ ]

c) Needs improvement [ ]
18) During the time of manufacturing process did you face any stress?
a) Yes [

b) No [

19) The long run job satisfaction leads to increased productivity.

a) Yes [

b) No [

20) Did the organisation provide any training and development programs
to improve the work efficiency?
a) Yes [

b) No [

21) Did the complaint or suggestion boxes are available in your department.

155

a) Yes [

b) No [

22) Would you advise a friend to join this department?

a) Yes [

b) No [ ]

Thank You for Giving Your Precious Time

156

BIBILOGRAPHY

BIBLIOGRAPHY
Human Resource Management : P.Subba Rao
Human Resource Management :

Edwin Flippo

Principles of Human Resource :

Aswathappa

Management
Human Resource development

T.V.Rao

157

Sugar Industry

NFCSF Journal

Web-Sites:
www.google.com
www.coopsugar.com
www.vvssugarsltd.com

158