Executive Summery Chapter-1

AN ASSESSMENT OF JOB SATISFACTION".
THE PRACTICE OF
HUMAN RESOURCE MANAGEMENT.
CONTENTS
EXECUTIVE SUMMERY
CHAPTER-1
Introduction of HRM
01
Job Satisfaction
04
CHAPTER-2
a).
Company Profile
b). 1). Research Objective
52
b). 2). Methodology
53
b). 3). Sampling Population
55
b). 4). Data Collection of Employees
56
b). 5). Sources of Data Collection
57
b). 6). Analysis of Results
58
b). 7). Period of the Study
59
b). 8). Uniqueness of the Study
60
b). 9). Limitations of the Study
61
CHAPTER-3
Data Analysis and Interpretation
24
62
CHAPTER-4
Findings
86
Recommendations
88
Conclusions
89
ANNEXTURE
Model of Questionnaire
90
Coding Sheet
94
Babasabpatilfreepptmba.com
Page 3
AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

Page 4

EXECUTIVE SUMMERY:
The study conducted on the job satisfaction with an

unique title "AN ASSESSMENT OF JOB SATISFACTION". THE
PRACTICE OF HUMAN RESOURCE MANAGEMENT. The study was
conducted in Shree D.K.S.S.K.N. CHIKODI.
Job satisfaction is defined as "the extent to which
people like (satisfaction) or dislike (dissatisfaction) their
jobs"(Spector,1997,p.2)
This
definition
suggests
job
satisfaction is a general or global affective raction that

individuals hold about their job.
The D.K.S.S.K.N. Chikodi was registered in the year
1969 and started at crusrtins 1974.The Plant is located at
Nandi Village of Chikodi in of Belgaum district . It is registered
undu. The Mullystate Co-op Act laws 2100 she members.
The population of the study is all the workers that
are working in The D.K.S.S.K.N. Chikodi.
For the purpose of Project work sample of 100
employees
or
respondents
have
covered.
Also
while
administering Questionnaire care was taken to ensure that the

sample ration is the representative of the population.
The study concludes with an view that, attitude of
workers
towards
job
is
an
important factor
for
future
development of the company.
Page 5

CHAPTER - 1
Page 6

THE CONCEPT OF HRM:
Human Resource Management is defined as the
The policies and practices involved in carrying out the
people or Human Resource aspects of management position,
including
recruiting,
screening,
training,
rewarding,
Job
satisfaction and appraising.

What exactly is human resource management?
Many people find HRM to be a vague and elusive concept-not
least because it seems to have a variety of meanings. This
confusion reflects the different interpretations found in articles
and books about human resource management. Human
Resource Management in a Business Context includes a
reasoned discussion on this topic.
Additional notes: Townely (1994) argues that much
of the confusion over the role of human resource managers is
due to two factors:1. The conflict between the welfare tradition of personnel
management and the strategic orientation of modern
HRM.
2. A gender divide between:
- female or soft personnel management (particularly
in
respect
of
the
welfare
tradition)
at
lower
management and administrative levels:

-male hard-nosed human resource managers within upper
management or corporate headquarters.
She contends that the gender issue should be taken
further than counting the number of women into an
examination
of
language,
role
divisions
and
power.
In
particulars, Townley (1994) holds that gender is inherent in

how personnel has become a subject of study. In the UK the
Page 7

professional institution has had several different titles since it
was founded as the Welfare Workers Association in 1913.
Currently it is the Chartered Institute of
Personnel and
Development, having been unable to face the ultimate change

to a name which parallels the Australian Human Resource
Institute
(AHRI)
or
the
Society
for
Human
Resource
Management (SHRM) in the USA.
Townley
(1994)
points
to
the
debate
about
consequences of the name on employment prospects

debates centered on the image projected-welfare was thought
to reflect the feminine.
The consequence was that more
strenous terms were used: in 1924 it became Industrial

welfare Workers; in 1931 it changed to Institute of Labour
Management; in 1946, the Institute of Personnel Management,
a title which remained for the next half century. Throughout
the last century there has been a polarisation between male
and female aspects of people management. As an example,
Townely cites industrial relations as a male preserve in the
1960s and 70s, whereas training was mainly staffed by
females.
More recently, she believes that: The present
division between personnel and HRM equally
reflects the
same gendered elements. Put bluntly, the focus of HRM- an

agenda,
in
the
main,
prescribed
by
men-has
been
imprtantmen in one filed talking to, reflecting and reporting

on important men in another.
Page 8

FUNCTIONS OF HRM:
The Human Resources Management (HRM) function
includes a variety of activities, and key among them is
deciding what staffing needs you have and whether to use
independent contractors or hire employees to fill these needs,
recruiting and training the best employees, ensuring they are
high
performers,
dealing
with
performance
issues,
and
ensuring your personnel and management practices conform

to various regulations. Activities also include managing your
approach to employee benefits and compensation, employee
records and personnel policies. Usually small businesses (for
profit
or
nonprofit)
themselves
have
to
carry
out
these
activities
because they cant yet afford part- or full- time
help. However, they should always ensure that employees

haveand are aware ofpersonnel policies which conform to
current regulations. These policies are often in the form of
employee manuals, which all employees have.
Note that some people distinguish a difference
between HRM ( a major management activity) and HRD
( Human Resource Development, a profession). Those people
might include HRM in HRD, explaining that HRD includes the
broader range of activities to develop personnel inside of
organizations, including, eg, career development, training,
organization development, etc.
There is a long-standing argument-about where HR
related functions should be organized into large organizations,
eg, Should HR be in the Organization Development
department or the other way around?
The
HRM
function
and
HRD
profession
have
undergone tremendous change over the past 20-30 years.

Many years ago, large organizations looked to the Personnel
Department, mostly to manage the paperwork around hiring
Page 9

and paying people. More recently; organizations consider the
HR Departmentas playing a major role in staffing, training
and helping to manage people so that people and the
organization are performing at maximum capability in a highly
fulfilling manner.
( The publications, Field Guide to Leadership and
Supervision for Business and Field Guide to Leadership and
Supervision
for
Nonprofit
Staff,
include
comprehensive
guidelines about effectively managing human resources in

organizations.)
Page 10

JOB Satisfaction:
Job satisfaction is defined as the extent to which
people like (satisfaction) or dislike (dissatisfaction) their jobs (
Sept, 1997, p.2). This definition suggest job satisfaction is a
general or global affective reaction that individuals hold about
their job. While researches and practitioners most often
measure global job satisfaction, there is also interest in
measuring different facets or dimensions of satisfaction.
Examination of these facet conditions is often useful for a
more careful examination of employee satisfaction with critical
job factors. Traditional job satisfaction facets include: coworkers, pay, job conditions, supervision, nature of the work
and benefits.
Job satisfaction is in regard to ones feelings or
state-of-mind
regarding
the
nature
of
their
work.
Job
satisfaction can be influenced by a variety of factors, eg, the

quality of ones relationship with their supervisor, the quality of
the physical environment in which they work, degree of
fulfillment in their work, etc.
(To my knowledge, there is no strong acceptance
among researchers, consultants, etc., that increased job
satisfaction
produces
improve
job
performancein
fact,
improved job satisfaction can sometimes sit around all day and
do nothing. That may make them more satisfied with their
work in the short run, but their performance certainly didnt
improve.)
Page 11

Employee satisfaction :
have always been important issues for physicians.
After all, high levels of absenteeism and staff turnover can
affect your bottom line, as temps, recruitment and retraining
take their toll. But few practices ( in fact, few organizations)
have made job satisfaction a top priority, perhaps because
they have failed to understand the significant opportunity that
lies in front of them. Satisfied employees tend to be more
productive, creative and committed to their employers, and
recent studies have shown a direct correlation between staff
satisfaction and patient satisfaction, Family physicians who
can create work environment that demands quality and cost
efficiency. Whats more, physicians, may even discover that by
creating a positive workplace for their employees, theyve
increased their own job satisfaction as well.
Meaning of Job satisfaction:
Job satisfaction refers to a persons feeling of
satisfaction on the job which acts at a motivation to work. It is
not the self satisfaction happiness or self
both satisfaction and dissatisfaction were seen as
function of the perceived relationship between what one
prevail it as offering one entailing.
Herzbergs theory :
In the late 1950s, Frederick Herzberg, considered by
many to be a pioneer in motivation theory, interviewed a
group of employees to find out what made them satisfied and
Page 12

dissatisfied on the job. He asked the employees essentially two
sets of questions:
1.
Think of a time when you felt especially bad about your

job. Why did you feel that way?
2.
Think of a time when you felt especially bad about job.

Why did you feel that way?
From these interviews Herzberg went on to develop

his theory that there are two dimensions to job satisfaction:
motivation and hygience (see Two dimensions of employee
satisfaction ). Hygiene issues, according to Herzberg, cannot
motivate employees but can minimize dissatisfaction, if
handled properly. In other words, they can only dissatisfy if
they are absent or mishandled. Hygiene topics include
company policies, supervision, salary, interpersonal relations
and working conditions. They are issues related to the
employees environment. Motivators, on the other hand,
create satisfaction by fulfilling individuals needs for meaning
and personal growth. They are issues such as achievement,
recognition, the work itself, responsibility and advancement.
Once the hygiene areas are addressed, said Herzberg, the
motivators
will
promote
job
satisfaction
and
encourage
production.
Page 13

Applying the theory:
To apply Herzbergs theory to real-world practice,
lets begin with the hygiene issues. Although hygiene issues
are not the source of satisfaction, these issues must be dealt
with first to create an environment in which employee
satisfaction and motivation are even possible.
Company
and
administrative
policies.
An
organizations policies can be a great source of frustration for

employees if the policies are unclear or unnecessary or if not
everyone is required to follow them. Although employees will
never feel a great sense of motivation or satisfaction due to
your policies, you can decrease dissatisfaction in this area by
making sure your policies are fair and apply equally to all.
Also, make printed copies of your policies- and-procedures
manual easily accessible to all members of your staff. If you do
not have a written manual, create one, soliciting staff input
along the way. If you already have a manual, consider
updating it (again, with staff input). You might also compare
your policies to those of similar practices and ask yourself
whether particular policies are unreasonably strict or whether
some penalties are too harsh.
Supervision. To decrease dissatisfaction in this area,
you must begin by making wise decisions when you appoint
someone to the role of supervisor. Be aware that good
employees do not always make good supervisor. The role of
supervisor is extremely difficult. It requires leadership skills
and the ability to treat all employees fairly. You should teach
your supervisors to use positive feedback whenever possible
and should establish a set means of employee evaluation and
feedback so that no one feels singled out.
The old adage you get what Think of a time when
you felt you pay for tends to be true when it especially good
Page 14

about you job. Why did you feel that way comes to staff
members. Salary is not a motivator for employees, but they do
want to be paid fairly. If individuals believe they are not
compensated well, they will be unhappy working for you.
Consult salary surveys or even you local help- wanted ads to
see whether the salaries and benefits youre offering are
comparable to those of other offices in your area. In addition,
make sure you have clear policies related to salaries, raises
and bonuses.
Interpersonal relations :
Remember that part of the satisfaction of being
employed is the social contact it brings, so allow employees a
reasonable amount of time for socialization (e.g., over lunch,
during breaks, between patients). At the same time, you
should crack down on rudeness, inappropriate behavior and
offensive
comments.
If
an
individual
continues
to
be
disruptive, take charge of the situation, perhaps by dismissing

him or her from the practice.
Working conditions.
The environment in Even a nice chair can make a
which people work has a tremendous world of difference to an
effect on their level of pride for themselves individuals psyche
and for the work they are doing. Do everything you can to
keep you equipment and facilities up to date. Even a nice chair
can make a world of difference to an individuals psyche. Also,
if possible, avoid overcrowding and allow each employee his or
her own personal space, whether it be a desk, a locker, or even
just a drawer, if youve placed your employees in close
Page 15

quarters with little or no personal space, dont be surprised
that there is tension among them.
Before you move on to the motivators, remember
that you cannot neglect the hygiene factors discusses above.
To do so would be asking for trouble in more than one way.
First, your employees would be generally unhappy, and this
would be apparent to your patients. Second, your hardworking
employees. who can find jobs elsewhere, would leave, while
your mediocre employees would stay and compromise your
practices success. So deal with hygiene issues first, then
move on to the motivators:
Page 16

Work itself :
Perhaps most important to employee motivation is
helping individuals believe that the work they are doing is
important and that their tasks are meaningful. Emphasize that
their contributions to the practice result in positive outcomes
and good health care for your patients. Share stories of
success about how an employees actions made a real
difference in the life of a patient, or in making a process better.
Make a big deal out of meaningful tasks that may have
become
ordinary,
employees
may
such
not
as
find
new-baby
all
their
visits.
tasks
Of
course
interesting
or
rewarding, but you should show the employee how those tasks
are essential to the overall processes that make the practice
succeed. You may find certain tasks that are truly unnecessary
and can be eliminated or streamlined, resulting in greater
efficiency and satisfaction.
Achievement:one premise inherent in Herzbergs theory is that
most individuals sincerely want to do a good job. To help them,
make sure youve
placed them in position that use their
talents and are not set up for failure. Set clear, achievable
goals and standards for each position , and make sure
employees
know
what
those
goals
and
standards
Individuals should also receive regular, timely
are.
feedback on
how they are doing and should feel they are being adequately
challenged in their jobs. Be careful, however, not to overload
individuals with challenges that are too difficult or impossible,
as that can be paralyzing.
Page 17

Recognition:Individuals at all levels of the organization want to
be recognized for their achievements on the job. Their success
dont have to be monumental before they deserve recognition,
but your praise should be sincere.
If you notice employees
doing something well, take the time to acknowledge their good

work immediately. Publicly thank them for handling a situation
particularly well. Write them a kind note of praise. Or give
them a bonus, if appropriate. You may even want to establish a
formal recognition program, such as employee of the
month.
Responsibility.
Employees will be more motivated to do their jobs
well if they have ownership of their work. This requires giving
employees enough freedom and power to carry out their takes
tasks so that they feel they own the result. As individuals
mature
in
their
jobs,
provide
opportunities
responsibility. Be careful, however
for
added
, that you do not simply
add more work. Instead, find ways to add challenging and

meaningful
work,
perhaps
giving
the
employee
greater
freedom and authority as well.

Advancement :
Reward
loyalty
and
Employees
will
be
more
performance with advancement. Motivated to do their jobs

well if not have an open position to which to they have
ownership of their promote a valuable employee, consider
work giving him or her a new title that reflects the level of
work he or she has achieved. When feasible, support
Page 18

employees by allowing them to pursue further education,
which will make them more valuable to your practice and more
fulfilled professionally.
Page 19

Two dimensions of employee satisfaction :

Frederick
Herzberg
theorized
that
employee
satisfaction depends on two sets of issues. hygiene issues

and
motivators.
Once
the
hygiene
issues
have
been
addressed, he said, the motivators create satisfaction among

employee.
Hygiene issues (dissatisfies)
Company and administrative policies
Supervision
Salary
Interpersonal relations
Working conditions.
Motivators ( satisfiers)
Work itself
Achievement
Recognition
Responsibility
Advancement
Motivators, such as recognition and achievement,
make worker more productive, creative and committed.
Page 20

Key points :
Employee satisfaction affects every aspect of Industries
Reputation
Employee
Satisfaction
Leads
to
overall
productivity.
Frederick Herzberg theorized that employee satisfaction
has two dimensions.
hygiene and motivation.
Hygiene issues, such as salary and supervision, decrease
employees dissatisfaction with the work environment.
Page 21

What managers need to do?
Job satisfaction and its relationship to dispositional
factors supports the notion that managers must concentrate
on employing the right people for the organization in order to
maximize on the possibility that employees will be satisfied.
Satisfied employees will stay with the company for a relatively
long period. Thus, they must concentrate on removing
dissatisfiers from the workplace to enable employees to get on
with their own satisfaction in an environment that is conducive
to
achieving
both
their
own
needs
and
those
of
the
organization.
Page 22

The workplace and satisfaction :
Harry Ones man discusses a retrospective Gallup
study of one million employees in North America. This study
showed that the elements in the workplace that contribute to a
state of job satisfaction are all group-level items. Group-level
items are those that relate to workplace relationships with
colleagues, managers and workplace friends. In the study
there were twelve core elements which were important in job
satisfaction and which had an influence on attracting and
retaining
the
most
productive
employees.
These
are
summarized as follows, in order importance:

1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my
work right?
3. At work, do I have the opportunity to do what I do best
every day?
4. In the past seven days, have I received recognition of
praise for good work?
5. Does my supervisor or someone else at work seem to
care about me as a person?
6. Is there someone at work who encourages my
development?
7. At work, do my opinions count?
8. Does the mission of my company make me feel like my
work is important?
9. Are my co-workers committed to doing quality work?
10.
Do I have a best friend at work?
11.
In the past six months, have I talked with someone
about my progress?
Page 23

12.
At work, have I had the opportunity to learn and
grow?
Job satisfaction is an attitude that employees have
about their work and is based an numerous factors, both
intrinsic and extrinsic to the individual. Job satisfaction is
important from the perspective of maintaining and retaining
the appropriate employees within the organization; it is about
fitting the right person to the right job in the right culture and
keeping them satisfied 1.2.
Todays business environment is characterized by

weak economies, rapidly changing technology, organizational
re-engineering, shortened length of tenure, and outsourcing of
peripheral business activities. The pharmaceutical industry is
reflective of this environment. Under
managers
should
concentrate
on
these circumstances,
removing
source
of
dissatisfaction from the workplace in order to keep employees

busy, productive and satisfied. At the same time, employees
need to take responsibility for their own satisfaction in their
job.2
Page 24

In creasing job satisfaction is important for its
humanitarian value and for its financial benefit (due to its
effect on employee behavior). As early as 1918, Edward
Thorndike
explored
the
relationship
between
work
and
satisfaction in the Journal of Applied Psychology.

Bavendam Research has included measures of job
satisfaction in all our employee surveys. Clear patterns have
emerged.
Employees with higher job satisfaction:
believe that the organization will be satisfying in the
long run.
Care about the quality of their work
are more committed to the organization
have higher retention rates, and
are more productive.
Page 25

Define Your Terms :
Be precise. Vague terms like morale often include

elements
of
satisfaction,
commitment,
desire
to
quit,
communication, etc A major business magazine quoted a CEO

who consistently confused job satisfaction with complacency. A
lack of conceptual clarity makes it difficult to learn anything
useful or precise.
A single construct or multiple dimensions.
One
satisfaction
area
of
disagreement
is
whether
job
has multiple dimension Researchers like porter
and Lawyer define job satisfaction as a unidimensional

construct; that is you are generally satisfied or dissatisfied
with your job. In contrast, Smith, kendall and Hulin argue that
job satisfaction is multidimensional; that is you may be more
or less satisfied with your job, your supervisor, your pay your
workplace, etc
For the purposes of our work, we follow porter &
Lawyer and define job satisfaction as peoples affective
(emotional) response to their current job conditions. We also
carefully distinguish job satisfaction from its consequence.
Desire to stay with an organization is not a symptom f job
satisfaction, it is a consequence of job satisfaction. As an
independent factor desire to stay is also affected by other
factors such as employees job security expectation about
their future success in the organization ,etc.
Page 26

Sources of confusion
Negative is strong than positive.
Dissatisfaction seems to be more motivating than
satisfaction .In a similar way, people often react more
immediately and visibly to pain than to a pleasant stimulus.
Diminishing returns:
Frequently, there is not a simple relationship
between satisfaction and its consequent. For example: the
greater the dissatisfaction, the greater the motivated to quit.
Once people are basically satisfied, they are no longer
motivated to quit. How will their behavior be different if they
are wildly satisfied with their jobs? They will still not be
motivated to quit. Thus, once employees are satisfied with
jobs, being wildly satisfied may not produce significantly
different behavior. This effect can cause managers to under
estimate just how motivating job satisfaction really is.
What are the statistically significant factors that affect
job satisfaction?
Bavendam Research
identified six factor that
influenced job satisfaction when these six factors were high,

job satisfaction was high. When the six factors were low, job
satisfaction was low. These factors are similar to what we have
found in all organizations.
Page 27

Job Satisfaction is influenced by:

Opportunity
Strees
Leadership
Work
Standards
Fair
Rewards
Adequate
Authorit
y
Opportunity.
Employees are more satisfied when they have
challenging opportunities at work. This includes chances to
participate in interesting projects; jobs with a satisfying degree
of challenge and opportunities for increased responsibility.
Important; this is not simply promotional opportunity. As
organizations have become flatter, promotions can be rare.
people
have
found
challenge
through
projects.
Team
leadership, special assignment-as well as promotions.

Page 28

Actions:
promote from within when possible.
Reward promising employees with roles on interesting
projects.
Divide jobs into levels of increasing leadership and
responsibility.
Page 29

It
may
be
possible
to
crate
job
titles
that
demonstrate increasing levels of expertise which are not

limited by a viability of positions they simply demonstrate
achievement .
Stress.
When negative stress is continuously high, job
satisfaction is low. Jobs are more stressful if they
interfere
with employees personal lives or are a continuing source of

worry or concern.
Actions:
promote a balance of work and personal lives. Make
sure that senior managers model this behavior.
Distribute work evenly (fairly )within work teams.
Review work procedures to remove unnecessary
red tapeor bureaucracy.
Manage the number of interruptions employees
have ti endure while trying to do their jobs.
Some organizations utilize exercise or fun breaks
at work.
Leadership.
Employees are more satisfied when their manager are
good leaders. This includes motivating employees to do a good
job, striving for excellence or just taking action.
Actions:
Page 30

Make sure your managers are well trained. Leadership
combines attitudes and behavior. It can be learned.
People respond to managers that they can trust and
who inspire them to achieve meaningful goals.
Page 31

Work standards.
Employees are more satisfied when their entire
workgroup takes pried in the quality of its work.
Actions:
Encourage
communication
between
employees
and
customers. Quality gains importance when employees

see impact on customers.
Develop meaningful measures of quality. Celebrate
achievements in quality.3
Trap:
Be cautions of slick packaged campaigns that are
perceived as superficial and patronizing.
Fair Rewards.
Employees are more satisfied when they feel they
are rewarded fairly for the work they do. Consider employees
responsibilities, the effort they have put forth, the work they
have done well and the demands of their jobs.
Actions:
Make sure rewards are for genuine contributions to the
organization.
Be consistent in your reward policies.
Page 32

If your wages sure competitive, make
sure employees
know this.
Reward can include a variety of benefits and perks
other than money.
As an added benefit, employees who are rewarded
fairly, experience less stress.
Adequate Authority.
Employees are more satisfied when they have adequate
freedom and authority to do their jobs.
Actions:
When reasonable:
Let employees make decisions.
Allow employees to have input on decisions that will
affect them.
Establish work goals but let employees determine how
they will achieve those goals. Later reviews may identify
innovative best practices.
Ask, If there were just one or two decisions that you
could make, which ones would make the biggest
difference in your job?
Page 33

Thesecret :
One thing that makes humans unique is ability to
focus energy. Whether to heat a home or to cut steel with a
laser, focusing energy where its needed produces significant
results. As a manager, you need to know what is important
problem is more likely to produce measurable benefits to the
organization.
The actual cases unique to your organization can
only uncovered through a proper analysis. Bavendam research
Inc. has developed a survey process that identifies underlying
cases of the factors such as:
Retention/turnover
Productivity
Teamwork
Communication
Job satisfaction
and much more.
You can chose from standard, semi-custom
analyses. We even help you manage the improvement projects

once they begin.
Page 34

CHAPTER 2
Page 35

INDUSTRIAL
PROFILE
Page 36

INDUSTRY PROFILE
India has been known as the original home of sugar
and sugarcane. Indian mythology supports the above fact as it
contains legends showing the origin of sugarcane.
India is the second largest producer of sugarcane
next to Brazil. Presently, about 4 million hectares of land is
under sugarcane with an average yield of 70 tones per
hectare.
India is the largest single producer of sugar
including traditional cane sugar sweeteners, khandsari, and
Gur equivalent to 26 million tones. Even in respect of white
crystal Sugar, India has ranked No. 1 position in 7 out of last
10 years.
Traditional
sweeteners
Gur
&
Khandsari
are
consumed mostly by the rural population in India. In the early

1930s nearly 2/3 rd of sugarcane production was utilized for
production of alternate sweeteners. Gur & khandsari. With
better standard of living and higher incomes, the sweetener
demand has shifted to white sugar. Currently, about 1/3 rd
sugarcane production is utilized by the Gur & khandsari
sectors. Being in the small scale sector, these two sectors are
completely free from controls and taxes which are applicable
to the sugar sector.
The advent of modern sugar processing industry in
India began in 1930 with grant of tariff protection to the Indian
sugar industry. The number of sugar mills increased from 30 in
the year 1930 -31 to 135 in the year 1935-36 and the
production during the same period increased from 1.20 lakhs
Page 37

tones to 9.34 lakhs tones under the dynamic leadership of the
private sector.
The era of planning for industrial development
began in 1950-51 and Government lay down; targets of sugar
production and consumption, licensed and installed capacity,
sugarcane production during each of the Five Year Plan
periods. The targets and achievements during various plan
periods are given below.
GROWTH OF INSTALLED CAPACITY OVER THE YEARS
Year
No. of
factories in
operation
Installed
capacity
(L/tones)
Actual sugar
production
(L/tones)
1950-51
139
16.7
11.0
1955-56(I)
143
17.8
18.9
1960-61(II)
174
24.5
30.2
1965-66(III)
200
32.3
35.4
1973-74(IV)
229
43.1
39.5
1978-79(V)
299
59.1
58.4
1985-86(VI)
339
72.7
70.2
1990-91(VII)
377
98.5
120.5
1995-96(VIII)
415
127.6
164.3
1999-2000
423
161.8
182.0
2000-2001
437
168.2
185.1
2001-2002
433
176.8
185.3
2002-2003
453
180.0
201.0
2003-2004(E)
461
185.0
170.0
2004-2005
190
205.0
192.0
Page 38

E-Estimated
The small size new units licensed by the government
were
supported
with
scheme
of
announced
on
25 th
November, 1975 known as Sampth committee Incentive. It

provides r percentage of free sale quota to both new sugar
factories and expansion in existing in existing units. This I to a
mushrooming growth of relatively small sized sugar units in
the county.
Under the policy of licensing, Government initially

permitted small sized new units of 1250 capacity only and
later on increased the minimum economic size of plant to 2500
TCD. Similarly capacity expansions initially allowed up to 3500
TCD only were subsequently raised to 1 TCD and finally these
expansion limits were withdrawn in 1990.
As a result, the industry has grown horizontally with
an all India per unit average capacity of 500 TCD. As against
this, this has been consolidation and move towards larger per
unit capacity I over the world, as would be evident from the
following table
STATEMENT SHOWING DISTRIBUTION OF SUGAR MILLS

WITH
CANE
CRUSHING
CAPACITY
AND
SUGAR
PRODUCTION PER UNIT IN VARIOUS COUNTRIES
Page 39

Country
No. of units
Average cane
crushing per
day (tones)
Average cane
crushing per
unit (tones)
Thailand
45
10307
140540
Australia
28
9216
183321
Brazil
213
9168
64018
South Africa
13
6877
137769
Mexico
67
4749
71015
Colombia
10
4590
214900
Cuba
156
4229
45538
Hawaii
4111
44111
Mauritius
16
3195
42970
India
430
2527
35000
*Based on
1998-99
Source:
High Power Committee
Government enacted the Sugar Development Fund

Act & Rules which provide for levy of. Per qtl. Of sugar known
as Sugar Development Fund (SDF). The SDF is utilized for
granting term loans to sugar mills for modernization and
grants of research projects in the sugar r besides creation of
buffer stocks as and when required to ensure price stability. A
number of I are in the process of expanding their capacities
and modernizing their plant with the assistance: from SDF.
Government delicensed sugar sector in August,
1998. It is now open to entrepreneurs to set up r mills without
Page 40

a license but at a distance of 15 kms away from the existing
factory. Sugar units r free to expand their capacity and also
put up higher capacity new units. This should help to
consolidate and
expand their
capacities
wherever
cane
potential exists
NT POSITION
I Indian Sugar industry am the second largest agro-processing
industry in the country.
No. of sugar factories established
507
Total Capital Employed
Rs. 50,000 Crores
Total Annual Turnover
Rs. 25,000 Crores
Total Payment to Cane growers
Rs. 18,000 Crores
Contribution to Central & State

Exchequers
Rs. 17,000 Crores +

800 Crores
Direct Employment: Rural Educated
5.00 Lakhs
Farmers / Families involved in

Sugarcane (7.5% of Rural
Population)
45 Million
In global sugar economy, the Indian sugar industry has

achieved a number of milestones.
Largest Sugar Producer in 7 out of 10 years.
Second Largest Area under Cane/Cane Production.
Page 41

Amongst the cost-effective industries with its field cost
(Sugar cane) being the second lowest, despite small
land-holdings and low productivity
Fourth efficient processor of sugar despite low capacity
of its sugar plants as compared to very large-size plants
in other parts of the world.
POLICY
The present policy of partial decontrol 10% of
production by each unit is supplied for public distribution
system i.e. as levy sugar at Govt. notified prices admittedly
below 20% of the actual cost of production. The levy sugar is I
to the public irrespective of their economic status. The balance
90% is sold in the free market against monthly\issued by the
Government. This policy has been continuing since 1967-68
except for brief periods of de-control me during the years of
surplus production and accumulated sugar stocks.
Government announces the Statutory Minimum
Price
(SMP)
for
sugarcane
every
year
based
on
recommendations of the Commission for Agricultural Costs and

Prices (CACP). In the year 3-04, Government announced Rs.
73.00 per quintal linked to a basic recovery of 8.5%. For every
1% increase in recovery, the grower gets a premium of
Rs.0.85./qtl. In actual practice, the sugar pays much higher
prices than SMP.
Page 42

COMPANY PROFILE
Page 43

COMPONY PROFILE
The farmers in this area were very eager to have sugar
factory. Most of the villages in Chikodi, Raibag and Athani
Taluka have fertile land and are situated near by Krishna River.
The founder Shree Chidanand. B. Kore and chief promoter
Shree Shantappa. Y. Mirji felt it necessary to start the factory in
this area and the factory was registered by the support of
Shareholders on 5th March 1969.
The factory is located 10 Kms away from Chikodi town in
Belgaum District.
INDUSTRIAL LICENCE NUMBER

1. The factory was got industrial license number for its
original project as 1-25/N-250/CC dated 16/10/1970.
2. For the first phase expansion factory got industrial
license number LI-450 (82) dated 05/07/1982 for the
2000 TCD.
3. For the second phase of expansion got industrial license
number as LI-408 (92) dated August 1992 for the
3500TCD.
COST OF THE PROJECTS
Page 44

The factory spent Rs. 337.00 lakhs as its original project.

For the first phase expansion factory incurred cost of
Rs.349.00 lakhs
For the second phase expansion the factory spent of Rs.
2700.00 lakhs.
FACTORY STRUCTURE
Shree D.K.S.S.K as one of the best working co-operative
sugar factories in our state commencing it first production
during the year 1974-75 with an initial capacity of 1250 TCD. It
had expanded its capacity in 2 phases during 1984-85 and
during 1994-95. The present crushing capacity is 3500TCD;
through crushing capacity is 3500TCD and daily crushing on an
average 4500TCD.
AIMS & OBJECTIVE OF THE COMPANY
The object of the society is to encourage proper
development of Agricultural Industrial amongst members on
Co-operative lives by promotions of principal and methods of
Co-operative and joint forming methods so as to secure best
merits of modern large scale agriculture production to the
owners of lands and for this propose.
Page 45

a) To encourage self-help, thrift and co-operate amongst
members.
b) To acquire lands either by way of purchase or otherwise
for cultivation of sugar cane and other cost and for
erection of building. Go downs staff quarters etc and for
installations of machinerys.
c) To manufacture sugar jogger and their by products out of
sugar-cane grown and supplied by members of the
society and other and to sell the same to the best
advantage
d) To under take such other activities as are identical and
conductive to the development of the society etc
e) To acquire and install machinery for the utilization of the
product and buy raw material and sell finished product is
the course of utilizing and marketing the by products.
ADMINISTRATION DPAETMENT
The most of work of the department is future
planning as a standardization of time and work and dealing
with other companies.
The work of administration department is
conceptual decision taking with the permission of Chairman,
Director, M.D and senior manger.
ENGINEERING DEPARTMENT
In DKSSKN the engineering department looks after
mechanical, civil construction, improving production method,
simplifying of work and power generation, and also deals with
good working condition, maintenance of go down, installation
of machinery etc.
Page 46

CANE DEPARTMENT
In
registration
of
DKSSK
sugar
cane
cane
with
department
growers,
deals
good
with
quality
maintenance, developing high yield varieties and also term

loans and subsides to the farmers who are growing sugar cane
for this company and now giving seeds of sugar cane to grow
variety sugar cane and this department has consultant to
consult sugar cane and I/p.
ACCOUNTS / FINANCE DEPARTMENT
The DKSSKN chikodi sugar companys growth in term of
turnover and profitability besides investment in the block
assets and working capital has been satisfactory over a period
of time. Unless proper accounting of the various transactions
of the company taking place out systematically, the real
control on the various functional areas of the company will be
lost to management.
All the transactions of the company will be accounted on
the accrual basis only except where deviations are permitted
by the management through its accounting policies.
MAIN FUNCTIONS ARE AS FOLLOWS

Registration and scrutiny of sale orders pertaining to
equipment and spare parts.
Preparation and submission of invoice to customers for
payment.
Accounting of sales and sales realization.
Page 47

Receipt of cash, cheque and bank drafts etc and issue
of official receipts for the same
Follow up are watch for transfer or receipt of funds to
and from regions or district offices.
Operation of bank accounts
Maintenance of journal, expense ledger and general
ledger.
DKSSK HAS SOME DEVELOPMENT PROGRAMME FOR

CANE
The unit is undertaking cane development programs,
which will be a part of its activities they are.
1) Loans are provided to formers to take up new variety
of cane activities
2) Subsidies are provided to formers.
3) Presumed and by products is supplied to former on
fertilizers free to work.
PROCESS DEPARTMENT
Process
department
is
given
integral
part
of
the
organization. It looks after work of different process of sugar

cane into the consumer sugar.
PROCESS OF CANE
Page 48

Cane will be crushed in five mills; juice will be

transferred to boiling stations. In the boiling station for the
purpose of purification sculpture and lime powder will be
added proportionality.
BY-PRODUCT OBTAINED AND USED FOR

The following by products are obtained from the process
1. Molasses: molasses is used in alcohol industry as chief
raw material and for feeds manufacturing.
2. Presumed: presumed is used for fertilizers.
3.
Biogases: biogases is used in paper factory for

manufacturing paper and cardboard and used for boilers
for fairing purposes.
It is also used as fuel for producing electricity. It is used
for running high-pressure boilers.
PURCHESE DEPARTMENT
Purchasing procedure very concededly according to the
needs of the organization and authority delegated to porches
manager the successes of organization is based on effective
inventory management system and interrupted production
schedule this is achieved with adequate purchasing function.
Page 49

OBJECTIVES
1. To
receive
purchase
requisition
from
the
stores
department production centers or any other authorized

sources.
2. To invite quotations from a number of suppliers.
3. To make arrangements for the purchase of appropriate
quantities at any given times.
4. To ensure the purchase of the correct quality under
trade or brand name by sample, description.
5. To follow up the orders placed.
6. To receive incoming suppliers, verity quantity test and
inspect them.
7. To arrange for the stores and issue of materials.
SOCIAL AND WELFARE ACTIVITY

It also know as personal department, which deals
with the workers or employees. In this department the main
role is sets the wage rate of workers, total house of work. It
also attends to the problem of the workers and also solves
turn.
The following are the facilities given to the employees or
workers.
Page 50

1. Half an hours rest interval

2. Canteen facilities
3. Weekly holiday (every Sunday)

4. 15 days holiday in a year
5. 12 days casual leave in a year

6. 12 days sick leave in a year
7. Medical treatment
8. Provident fund
9. Employees pension
10. Death come retirement relief fund
11.
Sport and recreation facilities etc
POLLUTION CONTROL PROGRAMME
Page 51

To arrest fly ashes and dust emerged out of boilers
the factory has installed a machine called dust controller.
Further the factory has installed efficient treatment plant to
neutralize the efficient by using lime.
SHORT ANALYSIS
STRNGTHS:
Well established since long time.
Strong network from all aspects- location, transports, and
infrastructure.
Good financial supports whenever needed are provided
by both state and central governments.
Located in the heart of city.
Concept of multi joint-product.
New power plant, which is constructing now is needed for
future growth.
WEAKNESS:
Page 52

Absent of motivating incentives.

Lot of training required for all levels of employees.
Improper planning of investment for future growth.
OPPORTUNATIES:
Can implement change in technology.
Frame proper policies and procedures.
Restructuring of manpower.
Re- engineering.
THREATS:
Other units.
Competition.
Decrease in sugar growth.
Diversified resources such as raw material due to many sub units
initialization.
MC KINSEY 7S MODEL
Structure
Page 53

Strateg
y
Syste
m
Hard Ss
Shared
Values
Skills
Style
Staf
f
The first three elements are strategy, structure and

system are considered as hardware of success, the meet four
elements are style, staff, skills and shared values / super
ordinate goals are the software of any company.
According to the 7s model
1) STRATEGY
The way in which a business aims to improve its
position in relation to its competition is embodies in its
Page 54

strategy
or
the
way
of
doing
something
in
an
organization
In DKSSK, introduce new technologies and products
strategies importance in time with national objective to
improve quality reliability
Of
products
there
by
attaining
the
international
standards.
2) SYSTEM
System
refers
to
how
the
production
system,
distribution, information system and security system is

maintained in its company.
a. Production system
The process of production consisting of input of
sugar come and output of sugar.
b. Distribution system
The distribution system of the precuts produced is in the
following way;
Page 55

Direct sales are made with in the state and outside the
state.
Indirect sales are made outside the country and the depot
sales are also made.
The producers are also sold directly to the consumers or
sold to the wholesales.
c. Information system
Structure of information system
CHAIRMAN
MANGING
SENIOR GENERAL
HEAD OF THE DEPARTMENT
SECTION
d. Security system
The DKSSK has strict security system.
Page 56

In the maintenance of accounts after the record

have been closed, the records are kept in the room and closed
the room is opened only with permission of higher authority. If
the visitors went to inter they have to take prior permission
with the authority and after entering they are not suppose to
go any dept other then the department from whom they took
the permission.
3) STRUCTURE:
The following department carries out the general
admission
of
the
company
and
this
is
downwards
communication in the company. The information flows from

the top level of management to the lower levels.
4) STYLE
The style which is portrayed to outside world is
derived
from
the
style
and
behaviors
exhibits
inside
organization. The internal style of the organization effects new

staff
feels
things
and
does
their
jobs.
Therefore
an
organization is reflection of its structure.
5) SHERED VALUES /SUPER ORDINATE GOALS.

Shared values are refers to company policies. In
Mysore Sugar Company limited the following policies are
maintained.
Quality policies
Environment policies
Page 57

T.P.M. policies (Total productivity management)
QUELITY POLICY
Quality leading to customer satisfaction shall be the
top priority, this shall be achieved by complying to the
requirements of the quality management system and
continuously improve its effectiveness.
ENVIRONMENT POLICY
The DKSSK is committed to comply with the
requirement of relevant environment regulation and standers
by implementing environment management system and the
continually improve its effectiveness.
TOTAL PRODUCTIVE MANAGEMENT
The DKSSK is committed in maximizing limited is
committed in maximizing overall plants effectiveness to make
Mysore sugar company a world class company through total
productive manufactured by
Promoting automates maintenance culture.
Involving all employees and building culture.
Minimizing the losses and reduced the cost.
6) STAFF
Good hard working citizen play essential role in the
development of nation. The employees are responsible for the
successes are failure of company.
The company has totally 819 workers are working is
the company. They are divided as follows
No. Of workers
1) Permanent worker
330
2) Seasonal workers
279
Page 58

3) Consolidated worker
4) Daily wage worker
60
150
819
Company is playing salary of 60,00,000 per month to

its workers.
7) SKILLS
Skills here refer to how the training will be given to
the employees and employees. The training will be given in 2
months they are
a) On the job
This is one of the oldest methods; the individual
place is on the regular job and taught the skill necessary
to perform that job on the job training has the advantage
of given first hand knowledge and experience under the
actual working conditions. This training is given to
employees.
b) Off the job
In this methods trainee is separated from the job
situations and his attention is focused upon learning the
related to his future job performance. There is an
opportunity for freedom of expression for the trainees.
Page 59

SHREE D.K.S.S.K.N.-CHIKODI,
Taluka chikodi, dist.- Belgaum
Nmae of the Organization
Shree D.K.S.S.K.N.-
Chikodi.
Location
Nanadi Village.
Tal.-Chikodi, Dist.- Belgaum
Karnataka.
Redg. Office
Chikodi.
Ph. No. 08338-276931 To 35

Fax : 08338 276105
E-Mail dksugar@sancharnet.com
Construction
Building Layout, Garden &
Light
Facilities.
Capacity
5500 tones sugar cane
crashing / day.
20.7 M. W. Power Generation.
30 K.L.P.D. Restrified Spirit.
Turnover
450 to 500 Crores / Anum.
Employees
775.
Page 60

Major Customers
All registered sugar
traders.
K.P.T.C.L.
All registered excise
contractors.
Competitors
Halsiddhanath S.S.K.N.
Shree Datta S.S.K.N. (Pvt Ltd.)

Ugar Sugar Workers.
(Kolhapur).
Shree
Guru
Datta,
Takali
Page 61

PRODUCT PROFILE
Page 62

PRODUCT PROFILE
PROCUREMENT
The
factory
obtains
the
sugarcane,
which
is
required from more than 1000 farmers and by the company

farms and others raw materials which are required for the
operation is taken from the vendor there vendors will be
evaluated on basis of price and quality and then the required
raw materials will be taken for the efficient vendors.
The transport of sugar cane from framers to the
factory will be engaged throng lorries, which will be taken
through bidding at time of harvesting, and also farmers
themselves supply by their own bullock carts or by tractors.
CANE WEIGHMENT
There are 12 outlaying weighbridges situated round
about Chikodi for delivering the sugarcane from the farmers.
Double check has been provided over the weigh of
cane transported from out stations.
Page 63

OPERATIONS
The sugarcane, which is carried by lorries or other,
will be directly fed to the machine where the initial process
starts. At the starting point these are knives which cuts sugar
cane bunches into individual sugar care.
After this in the next step there are sharp cutter,
which cuts the sugarcane, bunches into very small pieces.
Then it will go to trade marbs (a series of rollers used for
crushing purpose) for crushing. Then the juice produced will go
for further processing and the Bagasse will be lift out their
itself. Then they add flocculent (used for mud setting) milk
sanitation etc and then after it will go through pans and
masscuite for this masscuite they will add sodium Hydro
Sulphite ( to bleach the masscuite ) and it will be separated
out and the molasses will be send to distillery and they white
sugar will be bagged.
Page 64

BY PRODUCTS OF SUGAR MANUFACTURER

The chief by products of sugar manufacturing are
1. Bagasse
Bagasse is the by-product of sugar left behind after
cursing of sugar cane. It is used as a fuel in the sugar
factory boiler. Excess Bagasse finds use as raw materials
in paper manufacturing industry.
2. Molasses
Molasses is a by product of sugar refining chiefly
used for alcohol production. The entire molasses
out put is routed to the distillers unit, which is
maintained by the organization.
3. Press mud
Press mud is the by-product generated by cane
juice filtration during sugar manufacture, currently.
Press mud is used as a fertilizer in sugar cane
cultivation.
Page 65

FLOW CHART OF SUGAR MANAFACTURING

Weighed cane-hauled to crushing yard
Cane unloaded on to the carrier
Cane cut into pieces
Crushed in successive mills
Juice treated with line and surplus
chaff fed into boilers
& Hearted
as fuel
dry
Subsider
Sucm
Filter cake used
As manure
syrup
clear juice
clear
juice
evaporates
Concentrated
Surplus syrup to
vacuum pans
Boiler to mane cite
Page 66

Centrifugal
Sugar
molasses
Bagging
Dispatching
portable alcohol
power alcohol
THE FOLLOWING STATEMENT SHOWING YEARLY SUGAR

CANE CRUSHED, PRODUCTION AND AVERAGES.
Year
1974-75
1975-76
1976-77
1977-78
1978-79
1979-80
1980-81
1981-82
1982-83
1983-84
1984-85
1985-86
1986-87
1987-88
1988-89
1989-90
1990-91
1991-92
Crushed
Sugar-cane
(in
Tones)
98077
160014
220490
230480
2423360
139225
182601
249800
225635
113834
224702
305305
377224
485928
407550
469226
522048
468922
Production
(in
Quintals)
90604
149667
212088
215961
218769
133360
167758
232040
242258
107200
214334
272887
356579
429835
305114
445883
890888
405786
Average
10.82
11.09
10.49
10.67
10.08
10.44
10.88
10.70
10.55
10.32
10.13
11.08
10.48
11.10
11.14
11.05
10.56
11.56
Page 67

1992-93
1993-94
1994-95
1995-96
1996-97
1997-98
1998-99
1999-00
2000-01
2001-02
2002-03
2003-04
2004-05
409158
405230
544627
637165
396649
638040
833457
890709
720041
734954
805047
421461
494488
34292
319326
444103
584600
335792
549762
738170
740086
614749
604005
660312
395310
534334
11.04
12.52
12.17
10.83
11.17
11.58
11.28
12.01
11.70
11.80
11.90
10.20
10.81
1000000
900000
800000
700000
600000
500000
400000
300000
200000
Series1
ye
19 ar
76
19 77
79
19 80
82
19 83
85
19 86
88
19 89
91
19 92
94
19 95
97
20 98
00
20 01
03
-0
4
100000
0
Page 68

2.b1) Research Objective :
The main objective of the study is find the attitude of
employees
towards
job
Satisfaction
among
the
employees of Shree D.K.S.S.K.N. Chikodi

To study about the employees moral in that company.
To study about their attitude regarding the working
conditions of the organisation.
To know about the employee recosnisation and
rewards system in the organization.
Page 69

METHODOLOGY
Our factory is situated in the R. S. No. 184, 185, 186 of
village Nandi. At times the surrounding land was purchased in
phases. Now different activities of the factory are going on in
159 acres of land. The road from Chikodi Examba and from
Chikodi, Ankali has been tarred.
The facility of Govt. bus
schedules has been developed. Due to such facilities now the

3500 TCD power sugar factory with 20.7 Mega watt power unit
and 30 KLPD power discovery components are in operation.
Aryak sabatting machine ahgnment is in its last phase. These
are facilities like 200 hostels building and granted primary
schools one none granted convent school and a high school.
There is one social hall, one dining hall, Telephone booth. The
cite of factory has developed into a town.
To express their
gratitude to the man, Shri. Chidanand Kore the Board of

Directors and the workers of the factory have established his
status infront of the office and have facilitated the workers the
people to express their gratitude to him.
Page 70

ABOUT THE COMPANY

The construction of the factory was
started after
receiving the order for commitment of construction.
The
machinery of capacity 1250 M. Tones was purchased from M/.

Walchandnagar Industries at the cost of Rs. 146.50 lacks and
the assembly work was started.
The assembly if machinery
started actually on 27.10.73.
The assembly work was
completed within a period of 1 year.
Page 71

OBJECTIVE OF SAMPLING
It should be representative of the population from which
it is drawn.
The information collected should be accurate. The quality
and degree of etails supplied through sample survey
investigation should be more exhaustive.
It should be able to utilize there sources available for
research investigation.
To obtain the desired data either with maximum precision
subject to given cost at minimum cost with prescribed
precision.
SELECTING A SAMPLE
The population of the study is all the workers that
are working in Shree D.K.S.S.K.N. CHIKODI.
For the purpose of Project work sample of 100
employees
or
respondents
have
covered.
Also
while
administering Questionnaire care was taken to ensure that the

sample ration is the representative or the population.
In collecting of data the questions were
administered orally by me or employees themselves convinced
interest in filling up the questionnaire.
Page 72

2.b4) DATA COLLECTION OF EMPLOYERS :
The data was collected using the questionnaire. I
made a personal interview of the employees. With the help of
this questionnaire the data was collected.
a)
Pre-Pilot Observation :
For the purpose of collecting the information of
the company I have personally met the heads of the

various departments and collected the information.
a) Final Observation.
The final information is collected through
questionnaire were the multidimensional questions were asked
to collect the information.
Page 73

2.b5) SOURCES OF DATA COLLECTION.
a) Secondary Data :These
are
the
sources
where
the
data
are
developed for some purpose other than the problem at hand

out are applicable to the present investigation.
I have referred some library books, general books,
magazines for my study considering above steps of data
collection methods. I have decided to collect the primary data
for my research work, because when our research project
needs more date we have to collect primary data.
b) Primary Sources :
Information, which we have been gathered for the
first time, called primary data, primary research can be
quantitative or qualitative.
I have selected the Survey method or Questionnaire
method for collecting the primary data from the employees.
Page 74

2.B6) ANALYSYS OF THE STUDY
Classification and Tabulation covered fragments of
observation and Responses into understandable and orderly
statistics suitable for future analysis and interpretation.
In the study the data gathered are usually in the
form of a heap of filled questionnaire. These are not I use
unless arranged in a systematic manner.
I
have tried to analyze the data collected during
my survey work on The Attitude of JOB SATISFACTION in the

employees of shree D.K.S.S.K.N. CHIKODI
In the research I have observed that most of them

are proud to work in that organization.
Page 75

2.B7) PERIOD OF THE STUDY :They Period of the study consists of two months
starting from May 15th 2006 to July 15th 2006.
Page 76

2.B8) UNIQUENESS OF THE STUDY

The study was conducted on the unique topic i.e.
the Job satisfaction. The study concludes with an view that,
attitude of workers towards job is an important factory for
future development of the company.
Page 77

2.b9) LIMITATIONS OF STUDY
There existed some respondents who refused to
respond and these respondents who did not participate in the
survey may be distinct and might have affected the result of
the study.
The sample was chosen randomly which might not
to be an actual representative of the total population, due to
which there may be an error.
The information given by few Employees were
deemed to the correct in the beginning and later on were
found to be partially incorrect which caused inconvenience.
Even after assuring the respondents that the data
will not be made public and will be used for the study only, still
they were heritable to reveal certain information.
Many of the respondents gave a negative the
answer in order to finish the interview quickly, which has
affected the study.
Page 78

CHAPTER 3
Page 79

SHREE D.K.S.S.K.N.-CHIKODI,
Taluka chikodi, dist.- Belgaum
Nmae of the Organization
Shree D.K.S.S.K.N.-
Chikodi.
Location
Nanadi Village.
Tal.-Chikodi, Dist.- Belgaum
Karnataka.
Redg. Office
Chikodi.
Ph. No. 08338-276931 To 35

Fax : 08338 276105
E-Mail dksugar@sancharnet.com
Construction
Building Layout, Garden &
Light
Facilities.
Capacity
5500 tones sugar cane
crashing / day.
20.7 M. W. Power Generation.
30 K.L.P.D. Restrified Spirit.
Turnover
450 to 500 Crores / Anum.
Employees
775.
Page 80

Work Shifts
3 Shifts / 8 hours per
shift
(no Holiday)
Page 81

Q.1 ). Are you proud to work for the company?

Yes
No
TABLE 1 : Number of employees to work in the company.

No. of respondents
Percentage
Yes
73
73%
No
27
23%
Total
00
100%
80
60
No. of
Respondents
Yes
40
No
20
0
Attributes
INTERPRETATION :
First of all the employees must feel proud of themselves to work
in organization. So I have selected this as a first question in the questionnaire.
So among the 100 employees that I contacted 73% of the employees feel
themselves proud of working the organization, and remaining 27% of them are
not proud.
Page 82

Q.2). Do you think the company cares about its people?

Yes
No
TABLE 2 : Number of employees thinking that the

company cares their
people.
Attributes
No. of respondents
Percentage
Yes
71
71%
No
29
29%
Total
100
100%
80
70
No. of
Respondents
60
50
Yes
40
No
30
20
10
0
Attributes
INTERPRETATION :
Page 83

Every organization has to cares its employees in all
aspects. In this organization 71% of the employees say that
the company cares them. But the other 29% of the employees
feel that the company will not care them.
Q.3 ).
Are you optimistic about the future of the company?

Yes
No
TABLE 3 : Views of employees regarding the optimistic about

the future of the company
Attributes
No. of
Percentage
Yes
No
TOTAL
respondents
61
39
100
61
39
100
70
INTERPRETATION
:
60
To 50
tell about the optimistic of the future of the
No. of
company, 61%40of the employees say that they areYes
optimistic
Respondents
No
30
about the future
of the company. And 39% are not optimistic
20
about the future of the company.

10
0
Attributes
Page 84

Q.4) Do you feel that working for the company will lead to the
kind future you want ?
Yes
No.
TABLE 4 : Table showing the employees future in the

company.
Attributes
No. of
Percentage
Yes
No
TOTAL
respondents
72
28
100
72
28
100
110
100
90
80
No.
of
INTERPRETATION
:
70
Respondents
Yes
60
Every one is not satisfied with everything. Some
50
No
40
feel that they have a future working in the company. But Some
30
feel that they
dont have any future with working in the
20
10
company. So0 amount the 100 employees I have surveyed 72%
of the employees say that they have a good future working in

Attributes
the company.
Q.5) Do you feel more committed to a career with the
company this year than I did a year ago?
Yes
No
Page 85

TABLE 5 : Numbers of employees committed to a career with
the company this year than they did in the previous year.
Attributes
No. of
Percentage
Yes
No
TOTAL
respondents
75
25
100
25
25
100
80
70
INTERPRETATION
:
No. of
60
Respondents Amount the 100 employees surveyed 75 employees

50
Yes
say that they 40are more committed to a career Nowith the

30
company this year than that they did in the previous year. And
20
other i.e. 25 employees

say that they are not.
10
0
Attributes
Page 86

Q.6) Are you Satisfied with your job ?
Yes
No.
TABLE 6 : Employees attitude regarding the job satisfaction.

Attributes
No. of
Percentage
Yes
No
TOTAL
respondents
78
22
100
78
22
100
80
70
60
No. of
Respondents
50
Yes
40
No
30
20
10
0
Attributes
INTERPRETATION :
Amount the 100 employees surveyed most of them
say that they are satisfied with their job. i.e. 78 of them say
that they are satisfied with their jobs and remaining 22 of
them say that they are not satisfied with their jobs.
Page 87

Q.7 ).
Do you feel that they company is a strong
competitor in key growth areas?

Yes
No
No idea
TABLE 7 : Employees feeling that the company is a strong

competitor in key growth areas.
Attributes
No. of
Percentage
Yes
No
No Idea
TOTAL
respondents
45
24
31
100
45
24
31
100
50
40
No. of
Employees
Yes
30
No
20
No Idea
10
0
Attributes
INTERPRETATION :
Most of them say the company is a strong
competitor in there field. Among the 100 employees surveyed
45 of them say Yes, 25 Say No, and the others say that they
dont have a any idea of the competitor prevailing the market.
Page 88

Q.8) How much satisfied are you with that the leaders in your
work environment are positive role models?
More satisfied
Less Satisfied
Dissatisfied
TABLE 8 : Employees attitude regarding that the leaders in

their work environment are positive role models
Attributes
Percentage
More Satisfied
Less Satisfied
Dissatisfied
No. of respondents
55
26
19
58
26
19
60
50
No. of
Respondents
40
More Satisfied
30
Less Satisfied
Dissatisfied
20
10
0
Attributes
INTERPRETATION :
Here in all the remaining question I have used the
multidimensional question, because the may not be only
satisfied or dissatisfied they may be more satisfied, Less
satisfied.
In the table we see that 55 of them are more
satisfied with their leader who works in with them. 26 are less
satisfied and 19 are dissatisfied.
Page 89

Q.9). How much satisfied are you with that your supervisor
keeps you well informed about whats going on in the
company?
More satisfied
Less Satisfied
Dissatisfied
TABLE 9 : Employees attitude regarding that, their

supervisors keep well informed about the happenings in the
company.
Attributes
No. of respondents
Percentage
More satisfied 31
31
Less satisfied
36
36
Dissatisfied
33
33
36
35
34
No. of
Respondents
33
More Satisfied
Less Satisfied
Dissatisfied
32
31
30
29
28
Attributes
INTERPRETATION :
Many different activities happen in the organization everyone will not
know what is happening in the company. So it is the duty of the supervisors to
provide information to every one. So among 100 employees 31 of them are
more satisfied with the supervisors who give information about what happens
in the company. 36 of them are less satisfied and 33 of them are not satisfied.
Page 90

Q.10).
How much satisfied are you with that your views
and participation are valued?
More satisfied
Dissatisfied
Less satisfied
TABLE 10 : Employees attitude regarding, that their views

and participation are valued.
Attributes
No. of respondents
Percentage
More satisfied 40
40
Less satisfied
25
25
Dissatisfied
35
35
40
35
30
No. of
Respondents
25
More Satisfied
Less Satisfied
Dissatisfied
20
15
10
5
0
Attributes
INTERPRETATION :
The participation of each and every employee in
organization is very important. The employees are motivated
when there view and participation are valued.
Among the 100 employees I surveyed 40 of them
say they are more satisfied, 25 of them say that they are less
satisfied, and 35 of them say they are dissatisfied.
Page 91

Q.11).
How
much
satisfied
are
you
with
professionalism of the people with whom you work?
More satisfied
Dissatisfied
Less satisfied
TABLE.11:
Attitude
of
employees
regarding,
professionalism of the people with whom they work.
Attributes
Percentage
More satisfied
Less satisfied
Dissatisfied
the
the
No. of respondents
56
21
23
56
21
23
60
50
No. of
Respondents
40
More Satisfied
Less Satisfied
Dissatisfied
30
20
10
0
Attributes
INTERPRETATION:
56% of the respondents say that they are satisfied
with the professionalism of the people with whom they work.
And 21% of the respondents say that they are less satisfied
and 23% of the respondents sat they are dissatisfied the
professionalism of the people with whom they work.
Page 92

Q.12).
How much satisfied are you with the team spirit in
your work environment?

More satisfied
Less satisfied
Dissatisfied
TABLE-12: Attitude of employees regarding, the team spirit in
their work environment.
Attributes
No. of respondents
Percentage
More satisfied
53
53
Less satisfied
27
27
Dissatisfied
20
20
60
50
40
More Satisfied
No. of
30
Respondents
Less Satisfied
Dissatisfied
20
10
0
Attributes
Page 93

INTERPRETATION:
There much be team spirit among the employees,
because it increases the efficiency of the worker regarding the
work. In the table we can see that 55% of the employees are
more satisfied with the team spirit in the work environment.
27% are less satisfied and 20% are dissatisfied.
Q.13).
How much satisfied are you with the morale of the
people with whom you work?

More satisfied
Less satisfied
Dissatisfied
TABLE-13: Employees attitude towards the
morale of the
with whom they work.

Attributes
No. of respondents
Percentage
More satisfied
40
40
Less satisfied
27
27
Dissatisfied
33
33
40
35
30
25
No. of
Respondents
More Satisfid
Less Satisfied
Dissatisfied
20
15
10
5
0
Page 94
Attributes

INTERPRETATION:
Among
the
100
employees
surveyed
40
of
the
respondents say that they are more satisfied with the morale
of the people with whom they work. 27 of them say are less
satisfied, and 33 of the respondents say that they are
dissatisfied.
Q.14).
How much satisfied are you with your own morale?

More satisfied
Less satisfied
Dissatisfied
TABLE-14: Employees attitude towards their own morale.

Attributes
No.of
Percentage
More satisfied
respondents
42
42
More satisfied
40
40
Dissatisfied
18
18
INTERPRETATION:
50
40 say they are more satisfied with

42% of the Respondents
their own morale.
More satisfied
More satisfied
No. of 40% of the respondents say they are less satisfied with
Respondents
20
Dissatisfied
their own morale.
30
Babasabpatilfreepptmba.com10
0
Attributes
Page 95

18% are dissatisfied.
Q.15).
How much Satisfied are you with that your work
gives you a feeling of personal accomplishment?

More satisfied
Less satisfied
Dissatisfied
TABLE-15: Employees attitude towards, their work giving
them a feeling of personal accomplishment.
Attributes
No.
More satisfied
Less satisfied
Dissatisfied
respondents
63
15
22
INTERPRETATION:
of Percentage
63
15
22
70
63% of the employees

60 say that they are more satisfied
with their work, which gives
50 them personal accomplishment.
15%
No.
of of the employees
40 are less satisfied.
Respondents
And 22% of the employees are dissatisfied.
30
More satisfied
Less satisfied
Dissatisfied
20
10
0
Attributes
Page 96

Q.16).
How much satisfied are you with receive
appropriate recognition for your contributions?

More Satisfied
Less Satisfied
Dissatisfied
TABLE 16 : Employees attitude towards, that they receive
appropriate recognition for their contribution.
Attributes
No. of
Percentage
respon
dents
More Satisfied
Less Satisfied
Dissatisfied
No. of
Respondents
41
38
21
45
40
35
30
25
41
38
21
More Satisfied
Less Satisfied
Dissatisfied
20
15
10
5
0
Attributes
INERPRETATION :
41% of the respondents say they receive a good recognition for their
contribution.
Page 97

38% of the respondents say they are less satisfied.
21% of the respondents say they are dissatisfied.
Page 98

Q.17).
How much Satisfied are you with the empowerment
you have to influence the quality of your work?

More Satisfied
Less Satisfied
Dissatisfied
TABLE 17 : Attitude of employee towards the empowerment,
and its influence on quality of work.
Attributes
No. of
Percentage
More Satisfied
Less Satisfied
Dissatisfied
respondents
57
18
25
57
18
25
60
50
No. of
Respondents
40
More
Satisfied
30
Less Satisfied
20
Dissatisfied
10
0
Attributes
INTERPRETATION :
57% of the respondents say they are More Satisfied with
the empowerment they have to influence on the quality of
work.
Page 99

18 % of them say are Less Satisfied.
25% of the respondents say they are dissatisfied.
Q.18).How much Satisfied are you with your ability to

maintain a reasonable balance between your family life and
your work lift. ?
More Satisfied
Less Satisfied
Dissatisfied
TABLE 18 : Employees attitudes towards their ability to
maintain a reasonable balance between their family and work
left.
Attributes
No. of
Percentage
More Satisfied
Less Satisfied
Dissatisfied
respondents
63
23
14
63
23
14
70
60
No. of
Respondents
50
More Satisfied
40
Less Satisfied
30
Dissatisfied
20
10
0
Attributes
Page 100

INTERPRETATION :
63% of the respondents option is that, they are more
satisfied with their ability to maintain reasonable balance
between their family and work lift. And 23% of the respondents
are less satisfied, and 14% of the respondents are dissatisfied.
Q.19).
How much Satisfied are you with that compensation
matches your responsibilities.?

More Satisfied
Less Satisfied
Dissatisfied
TABLE 19 : Employees attitude towards, the compensation
matching their respondents.
Attributes
No. of
Percentage
More Satisfied
Less Satisfied
Dissatisfied
Respondents
31
45
24
31
45
24
50
40
No. of
Respondents
More Satisfied
30
Less Satisfied
20
Dissatisfied
10
0
Attributes
Page 101

INTERPRETATION :
31 % of the employee are more satisfied with the
compensation matching the responsibilities.
45% of them say they are less satisfied with the
compensation matching the responsibilities.
24% of them say they are dissatisfied.
Page 102

Q.20).
How much Satisfied are you with your overall job
security?
More Satisfied
Less Satisfied
Dissatisfied
TABLE 20 : Attitude of employees towards, their overall job
security.
Attributes
More Satisfied
Less Satisfied
Dissatisfied
No. of Respondents
60
15
25
Percentage
60
15
25
INTERPRETATION60:
50
60% of the respondents
are more satisfied with their
overall job security.

40
More Satisfied
No. of
15%
of
the
respondents
are
less
satisfied
with
their
Respondents 30
Less
Satisfied
overall job security.
Dissatisfied
20
25% of the respondents are dissatisfied.

10
0
Attributes
Q.21).
How much satisfied are you with the amount and
frequency of informal praise and appreciation you receive from

your supervisor?
More Satisfied
Less Satisfied
Dissatisfied
Page 103

TABLE 21 : Employees attitude towards the amount and

frequency of informal praise and appreciation they receive
from their supervisor.
Attributes
No. of
Percentage
More Satisfied
Less Satisfied
Dissatisfied
Respondents
45
33
22
45
33
22
50
40
More Satisfied
Less Satisfied
Dissatisfied
30
No. of
Respondents
20
10
0
Attributes
Page 104

Q.22).
Considering the changes underway in the company,
which of the
following best describes your attitude?
I am enthusiastic and personally committed to the
changes.
I am willing to go along with the changes.
I am undecided this time.
I am not in favor of the changes.
TABLE 22 : Employee attitude towards the changes
underway in the company
Attributes
Enthusiastic and
No. of Respondents
23
personally committed
35
to changes.
Willing30to go along the
25
changes
20
Undecided
15
35
15
27
Percentage
23
Enthusiastic
and personally
committed to
changes. 35
Willing to go
along the
15
changes
Undecided
27
10
5
Not in favor of
change
Not in favor of change
No. of
Respondents
INTERPRETATION :
23% of the respondents are personally committed
to changes.
Attributes
35% are willing
to go along the changes.
15% are still undecided.

27% are not in favor of changes.
Page 105

INTERPRETATION :
45% of the respondents are more satisfied with the
amount and frequency of informal praise and appreciation
they receive from your supervisor.
33% of the respondents are Less Satisfied with the amount
and frequency of informal praise and appreciation they receive
from your supervisor. 22% are dissatisfied.
Page 106

CHAPTER 4
Page 107

FINDINGS :
In the survey it was found that seventy eight percent of the
respondents were satisfied With their Job.
In the survey it was found that 73 percent of the
respondents are proud of working in the company.
In the survey it was found that they are more satisfied with
their overall security, Among the 100 respondents I have
surveyed 60 of them are most satisfied.
According to the survey 64 percent of the respondents are
optimistic about the future of the company.
It was found that 72 percent of the respondents say that
they have better future in the company.
It was found that the company is strong competitor in the
key area, 45 percent of the respondents say that the
company is a strong competitor in the key growth area 24
percent say that it is not a strong competition prevailing in
the market.
In the survey it was found that only 31 percent of the
employees are more satisfied with that the supervisor keeps
them well informed about what's going on in the company,
36 percent of the respondents say that they are less
satisfied.
Page 108

40 percent of the respondents say that there views and
participation are valued 25 of them say that they are less
satisfied. And 35 percent of the respondents dissatisfied.
In the survey it was found that most of them are less
satisfied with compensation they receive i.e. 45 percent of
the respondents say that they are less satisfied with the
compensation
they
receive
in
regard
to
their
responsibilities.
By observation it was found that the employees like the
system of Greeting the employees on their Birthday's and
Weddings Anniversary's.
It was found they like the training system of the company.
Page 109

RECOMMENDATIONS :
The company has to give appropriate recognition to the
employees for their contribution. Since most of them (48%)
are grouped under Less Satisfaction. So measures have to be
taken place in order to recognize the employees for their
contribution. Most of the are less satisfied with their morale.
So measures have to be taken to increase the moral of the
employees.
There must be transparency in providing the appropriate
compensation which must match there responsibilities.
Whenever the company wants to make any changes consider
the employees. The Views of the employees should be
considered while making any changes.
The supervisors must inform all the employees about what's
going on in the company.
Page 110

CONCLUSIONS :
The Objective of the study was the study about the
attitude of the employees towards job satisfaction in
D.K.S.S.K.N. Chikodi. The study helped in knowing how much
the employees are satisfied in the work environment. The
study is concluded with the view that, attitude of workers
towards job is an important factors for future development of
the company.
Shree D.K.S.S.K.N. is a company were more than
775 employees are working. The company is taking much of
the care about the employees. Most of the employees feel
themselves proud of working in such a big organization. The
company has to informed all employees about the happenings
that take place in the come.
Page 111

ANNEXURE
Page 112

QUESTIONNAIRE
Dear Sir / Madam
Name :
Address :
Designation :
Employee No. :
Q-1). Are you proud to work for the company?
Yes
No
Q-2). Do you think the company cares about its people ?

Yes
No
Q-3). Are Optimistic about future of the company?

Yes
No
Q-4). Do you feel that working for the company will lead to the
kind future
you want ?
Yes
No
Page 113

Q-5). Do you feel more committed to a career with the
company this year that
I did a year ago?
Yes
No
Q-6). Do you feel that the company is a strong competitor in

key growth
areas?
Yes
No
Q-7). How much satisfied are you with your job?

Yes
No
Q-8). How much satisfies are you with that the leaders in your
work
environment are positive role models?
More satisfied
Less satisfied
Dissatisfied
Q-9). How much satisfied are you with that your supervisor
keeps you well
informed about whats going on in the company?
More satisfied
Less satisfied
Dissatisfied
Q-10).
How much satisfied are you with that your views
and participation are

valued?
More satisfied
Less satisfied
Dissatisfied
Page 114

Q-11).
How much satisfied are with the professionalism of
the people with

whom you work?
More satisfied
Less satisfied
Dissatisfied
Q-12).
How much satisfied are you with the teams spirit in
your work?
More satisfied
Less satisfied
Dissatisfied
Q-13).
How much satisfied are you with the morale of the
people with whom

you work?
More satisfied
Less satisfied
Dissatisfied
Q-14).
How much satisfied are you with your own morale?
More satisfied
Less satisfied
Dissatisfied
Q-15). How much satisfied are you with that your work gives
you a feeling of
personal accomplishment?
More satisfied
Less satisfied
Dissatisfied
Page 115

Q-16).
How much satisfied are with that you receive
appropriate recongnition
for your contributions?
More satisfied
Less satisfied
Dissatisfied
Q-17).How much satisfied are with the empowerment you
have to influence the
quality of your work?
More satisfied
Less satisfied
Dissatisfied
Q-18).
How much satisfied are you with your ability to
maintain a reasonable balance between your family life &

your work life?
More satisfied
Less satisfied
Dissatisfied
Q-19).
How much satisfied are you with that your
compensation matches your

responsibilities?
More satisfied
Less satisfied
Dissatisfied
Q-20).
How much satisfied are you with your overall job
security?
More satisfied
Less satisfied
Dissatisfied
Page 116

Q-21).
How much satisfied are you with the amount and
frequency of informal
praise
and
appreciation
you
receive
from
your
supervisor?
More satisfied
Less satisfied
Dissatisfied
Q-22).
Considering the changes underway in the company,
which of the
following best describe your attitude?
I am enthusiastic and personally committed to the
changes.
I am willing to go along with the changes.
I am undecided at this time.
I am not in favor of the changes.
Thank You,
Signature
Page 117

COODING THE QUESTIONS FOR THE QUESTIONNAIRE
Page 118
15
16
17
18
23
24
25
26
27
29
30
31
32
33
34
35
36
37
38
39
28
22
21
20
14
19
Page 119
40
Q -1
13
12
11
10
S l. N o .
Q -2
Q -3
Q -4
Q -5
Q -6
Q -7
1
1
c a
Q -8
c a
Q -9
c a
Q -1 0
c a
Q -1 1
c a
Q -1 2
c a
Q -1 3
c a
Q -1 4
c a
Q -1 5
c a
Q -1 6
c a
Q -1 7
c a
Q -1 8
C O O D IN G Q U E S T IO N S F O R T H E Q U E S T IO N N A IR E
c a
Q -1 9
c a
Q -2 0
c a
Q -2 1
Q -2 2

51
58
68
69
70
71
72
Page 120
77
78
81
82
80
79
76
75
74
73
67
66
65
64
63
62
61
60
57
59
56
55
54
53
50
52
49
48
47
46
45
44
43
42
41
S l. N o .
Q -1
Q -2
Q -3
Q -4
Q -5
Q -6
Q -7
c a
Q -8
c a
Q -9
c a
Q -1 0
c a
Q -1 1
11 1
c a
Q -1 2
c a
Q -1 3
c a
Q -1 4
c a
Q -1 5
c a
Q -1 6
c a
Q -1 7
c a
Q -1 8
c a
Q -1 9
c a
Q -2 0
1
1
1
1
Q -2 1
1
1
c a
Q -2 2

100
99
98
97
96
95
94
93
92
91
90
89
88
87
86
85
84
83
S l. N o .
Q -1
Q -2
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Q -4
Q -5
Q -6
Q -7
c a
Q -8
c a
Q -9
c a
Q -1 0
c a
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c a
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c a
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c a
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c a
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c a
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c a
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c a
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c a
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Q -2 2

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Executive Summery Chapter-1

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AN ASSESSMENT OF JOB SATISFACTION".

b). 1). Research Objective

b). 2). Methodology

b). 3). Sampling Population

b). 4). Data Collection of Employees

b). 5). Sources of Data Collection

b). 6). Analysis of Results

b). 7). Period of the Study

b). 8). Uniqueness of the Study

b). 9). Limitations of the Study

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

The study conducted on the job satisfaction with an

satisfaction is a general or global affective raction that

administering Questionnaire care was taken to ensure that the

development of the company.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

satisfaction and appraising.

management and administrative levels:

particulars, Townley (1994) holds that gender is inherent in

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

Development, having been unable to face the ultimate change

Management (SHRM) in the USA.

consequences of the name on employment prospects

The consequence was that more

strenous terms were used: in 1924 it became Industrial

same gendered elements. Put bluntly, the focus of HRM- an

imprtantmen in one filed talking to, reflecting and reporting

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

ensuring your personnel and management practices conform

because they cant yet afford part- or full- time

help. However, they should always ensure that employees

undergone tremendous change over the past 20-30 years.

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

guidelines about effectively managing human resources in

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

satisfaction can be influenced by a variety of factors, eg, the

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

Think of a time when you felt especially bad about your

Think of a time when you felt especially bad about job.

From these interviews Herzberg went on to develop

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

organizations policies can be a great source of frustration for

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

disruptive, take charge of the situation, perhaps by dismissing

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

placed them in position that use their

Individuals should also receive regular, timely

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

If you notice employees

doing something well, take the time to acknowledge their good

responsibility. Be careful, however

, that you do not simply

add more work. Instead, find ways to add challenging and

freedom and authority as well.

performance with advancement. Motivated to do their jobs

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

AN ASSESSMENT OF JOB SATISFACTION". THE PRACTICE OF

Two dimensions of employee satisfaction :

satisfaction depends on two sets of issues. hygiene issues