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A STUDY ON JOB SATISFATION OF EMPLOYEES IN PERAMBALUR
SUGAR MILLS LTD, ERAIYUR

By
C.RAMYA
(Reg.No.1045554)

A PROJECT REPORT
Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements
For the award of the degree
Of

MASTER OF BUSINESS ADMINISTRATION
IN
HUMAN RESOURCE MANAGEMENT

GKM COLLEGE OF ENGINEERING AND ECNOLOGY

ANNA UNIVERSITY: CHENNAI 600 025

AUGUEST 2011
PERAMBALUR SUGAR MILLS LTD.
Eraiyur PO., Perambalur District, Tamil Nadu-621 133.
“AN ISO 9001:2000 CERTIFIED INDUSTRY”

MV.MARIYAPPAN Rc.No.V/59/Printing/2010-11
DRO/CHIEF EXEUTIVE. Date : 12.8.2011.

This is to certify that Selvi.C.Ramya, MBA (Regn.No.1045554) II year
students of G.K.M.College of Engineering and Technology Alappakkam,
Meppedu Road., G.K.M.Nagar, Chennai-600 063 has completed her
project work in our mills from 10.7.2011 to 10.8.2011.

We are satisfied with performances of the above student

During this period she conducted and characters have been found good.

For CHIEF EXECUTIVE.

To
Selvi.C.Ramya,
M.B.A.IInd year Student
G.K.M.College of Engineering and Theology
Alappakkam-Mappedu Road,
G.K.M.Nagar,
Chennai-600 063.
DECLARATION

I hereby declare that the project entitled “A STUDY ON JOB SATISFACTION OF
EMPLOYEE IN PERAMBALUR SUGAR MILLS LTD., ERAIYUR” is submitted to Anna
University, Chennai600 025 in partial fulfillment of MBA during the year 2010-2011.

It is the record of original work done by me, under the guidance of Mr.J.ANAND, Lecturer,
G.K.M.College of Engineering and Technology Alappakkam, Meppedu Road., G.K.M.Nagar,

Chennai-600 063. It is assured that this study have not been submitted to any other
University for the award of MBA degree.

Place: Perambalur C.RAMYA
Date:
ACKNOWLEDGEMENT

First of all, I thank My Parents and the Almighty for showering blessing towards me for the
successful completion of my project.

I would like to thank Dr.G.KATAMUT Founder, G.K.M.College of Engineering and
Technology Alappakkam, Meppedu Road., G.K.M.Nagar, Chennai-600 063 for providing all
facilities to do project work successfully.

I express my special thanks to Dr.N.RAMRAJ, Principal, K.M.College of Engineering and
Technology Alappakkam, Meppedu Road., G.K.M.Nagar, Chennai-600 063for his guidance and
encouragement.

I would like to express my sincere gratitude to Dr.V.SANTHI, Head, Department of
Management Studies, , G.K.M.College of Engineering and Technology Alappakkam, Meppedu
Road., G.K.M.Nagar, Chennai-600 063 , for giving me this great opportunity to perceive this
project.

, I am greatly thankful to Mr.J.ANAND, Lecturer, Department of Management Studies, ,
.K.M.College of Engineering and Technology Alappakkam, Meppedu Road., G.K.M.Nagar,
Chennai-600 063 my internal guide for extending constant support and valuable guidance for
the successful completion of the project work.

I would like to express my deep sense of gratitude to my external guide
Mr. K.VIJAYARAJ Deputy Chief executive Perambalur sugar mills ltd., for giving me an
opportunity to do the project and for supporting me in all aspects with their valuable guidance.

I would like to extent my thanks to all the faculty members of the Department of Management
Studies, .K.M.College of Engineering and Technology Alappakkam, Meppedu Road.,
G.K.M.Nagar, Chennai-600 063 , who helped in all the way, directly or indirectly sharing my
feelings and views regarding this project.
ABSTRACT

The Project titled “A STUDY ON JOB SATISFACTION OF EMPLOYEES AT
PERAMBALUR SUGAR MILLS LTD, ERAIYUR” is done as a part of my MBA
curriculum. The descriptive research design is adopted which deals with the describing the
characteristics of particular individual or group.

The primary objective of the study is to know about the satisfaction level of employees in
the organization. For the analytical study 50 samples are taken out of 374 populations in a
random way. The primary data was collected through structured questionnaire which consists of
21 questions. Secondary data was collected from various books, and company records.

The data is collected and then undergone a limit of mathematical operations and later
tabulated. A Statistical tool such as chi-square, percentage analysis, is also implied.

Through the various employees outcomes it was able to analyze the various measurement
and development activities that improve the employees‟ job satisfaction in the organization
factors of the workers in “PERAMBALUR SUGAR MILLS LTD”. The suggestions and
conclusions have been given finally.
TABLE OF CONTENTS

CHAPTER.N0 TITLE PAGE.NO
LIST OF TABLES
LIST OF CHARTS
Chapter-1 INTRODUCTION
1.1 INTRODUCTION 1
1.2 INDUSTRY PROFILE 8
1.3 COMPANY PROFILE 11
1.4 OBJECTIVES OF THE 20
STUDY
1.5 SCOPE OF THE STUDY 20
1.6 OF THE STUDY 21
LIMITATIONS
1.7 REVIEW OF 22
LITERATURE
1.8 RESEARCH 25
METHODOLOGY
Chapter-2 DATA ANALYSIS AND 29-53
INTERPRETATION
Chapter-3 FINDINGS,
SUGGESTIONS,
CONCLUSION
3.1 FINDINGS 54
3.2 SUGGESTIONS 56
3.3 CONCLUSION 57

APPENDICES
REFERENCES
LIST OF CHARTS
S.NO TITLE PAGE NO
2.1 EXPERIENCE OF THE RESPONDENTS 29
2.2 AGE OF RESPONDENTS 30
2.3 GENDER OF THE RESPONDTENTS 31
2.4 EDUCATIONAL QUALIFICATON 32
2.5 MARITAL STATUS 33
2.6 SALARY OF THE RESPONDENTS 34
2.7 OPINION ON ORGANIZATION EXPERIENCED ANY 35
SETBACKS IN THE LACK OF COMPETENT PEOPLE
2.8 OPINION ABOUT MAPPING THE COMPETENCIES 36
FOR FURTHER DEVELOPMENT NEEDS AND TO
ATTAIN CAREER PATH
2.9 OPINION ON MANAGEMENT BELIEF IN BUILDING 37
A COMPETENCY BASED ORGANIZTION

2.11 OPINION ON NEED OF TRAINING PROGRAM‟S 39
2.12 ORGANIZATION COMPARING THE EMPLOYEES 40
PERFORMNCE AGAINST KEY POSITION
2.13 MOTIVATION FROM CO-WORKERS 41
ACHEIVEMENT
2.14 OPINION ABOUT HAVING COMPETENCY 42
MEASUREMENTS
2.15 OPINION ABOUT PROMOTION POLICY IN THE 43
ORGANIZATION HAVING SOME FORM OF
COMPETENCY ASSESSMENT
2.16 OPINION ABOUT THE TOP MANAGEMENT USING 44
MULITIRATER ASSESSMENT OR 360 DEGREE
FEEDBACKS FOR EMPLOYEE DEVELOPMENT
CHAPTER-1

INTRODUCTION
INTRODUCTION

Job satisfaction describes how content an individual is with his or her job.

The happier people are within their job, the more satisfied they are said to be. Job satisfaction is
not the same as motivation, although it is clearly linked. Job design aims to enhance job
satisfaction and performance; methods include job rotation, job enlargement and job enrichment.
Other influences on satisfaction include the management style and culture, employee
involvement, empowerment and autonomous work groups. Job satisfaction is a very important
attribute which is frequently measured by organizations. The most common way of measurement
is the use of rating scales where employees report their reactions to their jobs. Questions relate to
rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and
co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5
scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied").

History
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These
studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to
find the effects of various conditions (most notably illumination) on workers‟ productivity.
These studies ultimately showed that novel changes in work conditions temporarily increase
productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from
the new conditions, but from the knowledge of being observed. This finding provided strong
evidence that people work for purposes other than pay, which paved the way for researchers to
investigate other factors in job satisfaction.
Scientific management also had a significant impact on the study of job satisfaction. Frederick
Winslow Taylor‟s 1911 book, Principles of Scientific Management, argued that there was a
single best way to perform any given work task. This book contributed to a change in industrial
production philosophies, causing a shift from skilled labor and Piecework towards the more
modern approach of assembly lines and hourly wages. The initial use of scientific management
by industries greatly increased productivity because workers were forced to work at a faster
pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new
questions to answer regarding job satisfaction.

It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg
set the tone for Taylor‟s work.

Some argue that Maslow‟s hierarchy of needs theory, a motivation theory, laid the foundation for
job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life
– physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This
model served as a good basis from which early researchers could develop job satisfaction
theories.

Models of job satisfaction
Affect Theory

Edwin A. Locke‟s 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/aren‟t 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
doesn‟t 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 particular facet
will produce stronger feelings of dissatisfaction the more a worker values that facet.

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 one‟s 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 one‟s disposition towards job satisfaction: self-esteem, general
self-efficacy, 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 one‟s 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.

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg‟s 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. 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.
proposed the Job Characteristics Model, which is widely used as a framework to study how
particular job characteristics impact on job outcomes, including job satisfaction. The model
states that there are five core job characteristics (skill variety, task identity, task significance,
autonomy, and feedback) which impact three critical Psychological states (experienced
meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results),
in turn influencing work outcome(J0b satisfaction, Absenteeism, work motivation, etc.). The five
core job characteristics can be combined to form a motivating potential score (MPS) for a job,
which can be used as an index of how likely a job is to affect an employee's attitudes and
behaviors----. A meta-analysis of studies that assess the framework of the model provides some
support for the validity of the JCM.

Two-Factor Theory (Motivator-Hygiene Theory)

While Hertzberg's model has stimulated much research, researchers have been unable to reliably
empirically prove the model, with Hackman & 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 criticised in that it
does not specify how motivating/hygiene factors are to be measured.

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
satisfaction. The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical psychological
states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of
the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work
motivation, etc.). The five core job characteristics can be combined to form a motivating
potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an
employee's attitudes and behaviors----. A meta-analysis of studies that assess the framework of
the model provides some support for the validity of the JCM.

Job satisfaction and emotions

Mood and emotions while working are the raw materials which form the affective element
of job satisfaction. Moods tend to be longer lasting but often weaker states of uncertain origin,
while emotions are often more intense, short-lived and have a clear object or cause.

There is some evidence in the literature that state moods are related to overall job satisfaction.
Positive and negative emotions were also found to be significantly related to overall job
satisfaction.

Frequency of experiencing net positive emotion will be a better predictor of overall job
satisfaction than will intensity of positive emotion when it is experienced.
Emotion regulation and emotion labor are also related to job satisfaction. Emotion work (or
emotion management) refers to various efforts to manage emotional states and displays. Emotion
regulation includes all of the conscious and unconscious efforts to increase, maintain, or decrease
one or more components of an emotion. Although early studies of the consequences of emotional
labor emphasized its harmful effects on workers, studies of workers in a variety of occupations
suggest that the consequences of emotional labor are not uniformly negative.

It was found that suppression of unpleasant emotions decreases job satisfaction and the
amplification of pleasant emotions increases job satisfaction. The understanding of how emotion
regulation relates to job satisfaction concerns two models:
1. Emotional dissonance. Emotional dissonance is a state of discrepancy between public
displays of emotions and internal experiences of emotions that often follows the process
of emotion regulation. Emotional dissonance is associated with high emotional
exhaustion, low organizational commitment, and low job satisfaction.
2. Social interaction model. Taking the social interaction perspective, workers‟ emotion
regulation might beget responses from others during interpersonal encounters that
subsequently impact their own job satisfaction. For example: The accumulation of
favorable responses to displays of pleasant emotions might positively affect job
satisfaction performance of emotional labor that produces desired outcomes could
increase job satisfaction.

Relationships and practical implications
Job Satisfaction can be an important indicator of how employees feel about their jobs and
a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover.

Further, job satisfaction can partially mediate the relationship of personality variables and
deviant work behaviors.

One common research finding is that job satisfaction is correlated with life satisfaction.[22] This
correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their
job and people who are satisfied with their job tend to be satisfied with life. However, some
research has found that job satisfaction is not significantly related to life satisfaction when other
variables such as non-work satisfaction and core self-evaluations are taken into account.

With regard to job performance, employee personality may be more important than job
satisfaction. The link between job satisfaction and performance is thought to be a spurious
relationship; instead, both satisfaction and performance are the result of personality.
INDUSTRY PROFILE

The history of sugar is associated with the history of civilization in the ancient time honey
was well known. Sugar is derived from the Sanskrit word sacra a begins its history in the 4th
century B.C with the discovery by the soldiers of the great Alexander in the valley of the Indus
river of a cane yielding, honey without bees in the 7th century A.D the Arabs invade the middle
east and discover one more the sugarcane.
They spread its cultivation in the Mediterranean basis laboratories of producing sugar out of
sugarcane are setup in Rhode Cyprus Egypt in the northern islands in the southern Spain.
Sugar appears in the central Europe in the 12th century due to the crusaders who carried it
over from the Syria. The impetration took place from the Venice port. Its sales were at a very
high price from the drug store as a precious exotic product in the form of sugarcanes broken
aggregate of sugar or in the dust.
The discovery of the new world altered fully the geography of sugar. The sugarcane was
grown in tropical climates e.g. In the Caribbean island which are there by called sugars islands.
Sugar was imported raw and petrified in the refineries setup mostly near the European
harbors. The French revolution and the continental embargo imposed by the France upon the
English sugarcane. These results severe constrains upon consumption.
It‟s therefore necessary to find a European plan out of which to produce sugar like
sugarcane.

ORIGIN OF SUGAR
In1994 MARGARF a German chemist proved that in the cattle breeding beet is
contained the same sugar produced out of sugarcane.25 years later his country man ARCHARD
repeated and perfected is experiments sugar out of beet represented 63% of the universal
production.
Today‟s percentage is 40% for the sugar out of beet represented 60% for the sugar out of
sugarcane. The annual universal sugar production is fairly enough complicated process which
includes a great many processing stages. There follows a description in outline of the main stages
of sugar production.
The term sugar refers to the sucrose (c12, h12. 011) which is a natural product and
contained in many plants. However it is extracted, industrially throughout the world out of to
cultivated plants. The sugarcane which is grown in the temperate zoon sucrose is composed pf
two molecules one molecule of glucose and one more molecule of fructose. Its sweetening power
is set conventionally on a par within the unit.
There are artificial sweetening materials which have sweetening capacity multiple of
sugar (aspartame, sugaring etc) without having the qualities of sugar namely;
 Sweet and soft taste
 Capacity to give mass and volume to various preparations
 To reinforce and display the savor of the foods
 To safeguard from the onset of microorganism e.g. marmalades, sweet etc
 To protect from the less of vitamin c
 To supply energy

It is cheapest food per calories oils and fats have greater calories power (9k cal/g)
whereas sugars and the albumen‟s have 4k cal/g. so a tea spoon of sugar with a capacity of 8gm
ha only 32kcal.
The main activity of the company is the production and trade of sugar, as well as the
trade of the by-products of sugar. The company produces white crystal sugar. Whereas in the
course of production there results as a set of by- products which following a proper processing
are mode available in the market.

In concrete terms the products are traded by the company as follows,
 White crystal sugar
 Molasses
 Sugar-pie
 Nutria 135
 Fresh pulp
The sugar is sugar by- product and is used as a raw material to produce alcohol, yeasts
and cattle feed. Sugar pie is cattle feed and is prepared by dry pulp (by- product of sugar) with
the addition of molasses.
Nutria 135 is a short of cattle feed which is used for fattening the calves and is prepared
by dry pulp and molasses with an addition pf trace elements and vitamins
 High reliable plant require less maintenance
 Out sugar plants in corporate all the components such motors, gearboxes, bearing,
coupling etc as per the international standards and sizes and can be replaced easily
in any part of world
 Sugar produced is crystal white manufacture through suspiration or carbonation
process
 Our sugar plants are equipped with captive power generation having steam is used
to run the turbines and the exhaust steam is used for the process requirement
haggises being the waste of sugarcane
 Our sugar plants are equipped with both air pollution control as well as water
pollution control equipment.

The sugar industry in India has been playing an important role in the economic
development of the country. The sugar industry is seasonal and operators for 120 to 240 days in a
year, beginning from early November and ending in May. Large volumes of effluents are
produced during the manufacture of sugar and they contain a high pollution potential. As these
wastes are disposed of on land or into water bodies in the non-monsoon period, extreme
pollution of small rivers and foul smell in the vicinity of the sugar mills commonly noticed.
COMPANY PROFILE

INTRODUCTION:
Perambalur sugar mills ltd.., is a subsidiary unit of Tamil Nadu sugar
corporation Ltd.., it is situated in Eraiyur village. About20 Kms away from Perambalur on
Trichy-Chennai National Highways in an extent of 133 acres of land. This is an agro based
industry. Sugar cane being the raw material. Crushing operation will be going on for about six
months every year and the remaining period will be utilized for overhauling of the machinery.
The factory had its maiden crushing during 1977-78 season with n installed capacity of 120 tones
of cane per day.

AREA OFOPERATION OF THE MILLS:
Taluk District

1. Perambalur Perambalur
2. Veppanthattai Veppanthattai
3. Kunnam Kunnam
4. Ariyalur Ariyalur
5. Senthurai Senthurai
6. Athur (Thalaivasal&Gangavalli) Salem
7. Kallakurichy (52 villages) Villupuram.

EXPANSION:
The installed capacity of the mill was expanded during 1989-90 from 1250 TCD to 3000
TCD and crushing at expanded capacity was start on 06.11.1990. The loans received from
financial institutions for expansion have been fully repaid.
ADMINISTRATION:
The mills is being administered by the Board Of Directors of Perambalur sugar mills
Ltd., At Unit level, the execute administration is being carried out by the Chief Executive subject
to the control and supervisions of the Chairman & Managing Director, Perambalur sugar mills
ltd., the following departments are functioning in the mills:

 Administration
 Accounts
 Cane
 Engineering
 Manufacturing

SUGAR POLICY:
SUGAR SEASON
One sugar is 12 months from October to September. The actual crushing will depend
upon the availability of sugar cane. This will normally be about 6 months in a year.
CANE PRICE:
Statutory Minimum price
The government of India fixes the statutory minimum cane price the sugar cane control
order, 1966. This price as to be paid by the sugar mill within 14 days from the date of supply of
cane failing which interest at the rate of 15% will have to be paid to the cane growers till the date
of payment. The statutory minimum cane price is fixed by the government of India for the
recovery of 9.50%.
The cane price is fixed for a sugar mills based on the peak period recovery of the mill.
The peak period recovery refers to the average recovery obtained from 1st December to 31st
March of the proceeding season. The statutory minimum price for 1998-99 for Perambalur sugar
mills was Rs. 539.40 per ton.
STATE ADVISED PRICE
The state government announce cane price every over and above the statutory minimum
price fixed by the government of the India and this price is the known as state advised price. The
state advised price (S.A.P) for 1998-99 for this mills was Rs.702.50 linked to 8.5% recovery.
The –cane price fixed by the government and paid by the mills since 1989-90 are furnished in
Annexure-II.
GOVERNMENT OF INDIA‟S FINAL CANE PRICE & ADDL.CANE PRICE AS
PER BHARGAVA FORMULA
Initially the Govt. of India fixed the statutory minimum price for sugarcane for a
particular season based on the peak period recovery of the previous season. At the end of every
season, the final cane price payable to the cane growers for a season is being computed under
clause 5A of the sugarcane control order, 1966. For working out this final price, the Govt. of
„L‟ factor.
The sales realization of sugar out of a particular season‟s sugar is matched with the cost
of production and the surplus is being shared between the sugar producers and growers @50.50.
While announcing the final cane price, the statutory minimum price initially paid is deducted.
INCENTIVE CANE PRICE
The co-operative and public sector sugar ill Tamil Nadu are also in the/ practice of
declaring an incentive cane price for the cane drawn in a particular season to enthuse the growers
to bring in more area under cane cultivation. While declaring such incentive cane price, the ill
usually deducts a portion of the price towards the Area Development Fund. The corpus of the
fund is usually utilized for socially relevant schemes in the command area of the mills.

SALE OF SUGAR
As per the existing sugar policy (Dual control) every sugar producer shall sell 40% of
their production as levy sugar to the public distribution system through the civil suppliers
corporation / food corporation of India and the balance 60% shall be in the open market. Under
the sugar control order, 1966 the sale and dispatch of sugar (both levy &tree) is regulated by the
monthly release orders issued by Directorate of sugar. Govt. Of India.
The quantity released for a month under sale should be sole and dispatched before end that
month.
PRICE
1. Levy sugar
The price of levy sugar for a particular season os fixed by Govt. of India which is
called “Notified Price”. The levy sugar price for the 1998-99 sugar seasons for Tamil
Nadu / one is Rs.1069.82 Qtl, For Road delivery. This price is being paid for sugar
dispatched / delivered at factory gate. While fixing the levy price, the Government of
India takes into account the following factors:
 The minimum price. If any fixed for sugarcane by the central government.
 The manufacturing cost of sugar.
 The duty or tax, if any paid or payable thereon
 A reasonable return on the capital employed in the business of
manufacturing sugar.
2. Free sale sugar
The price of free sale sugar depends upon the supply and demand position of the
market, its comparative price in the neighboring states and the transport charges
involved for purchases of sugar from the neighboring states. The sale of free sale
entitlement is being effected by Tamil Nadu co- operative sugar federation.
The consideration for the levy and sale sugar is being received in advance by all
the mills.

Sugar mill waste and pollution control:
Cane sugar waste is one of the important organic industrial wastes in our country. The
effluents are rich in suspended solids, BOD and oil and grease and hence a great pollution
potential. Preventive measures for the pollution load are,
1. Provisional of receptors during crushing
2. Lime treatment followed by 8 hrs setting for filter cloth washing
3. Recycling of spill- over‟s of molasses and sugar
4. Dry cleaning of floors
5. Proper loading of evaporators and pans
6. Control of waste from spray ponds and
7. Good housekeeping.

BY PRODUCTS
Bagasse
The production of bagasse will be normally around 30% of the cane crushed. About 80%
of the bagasse will be utilized as fuel in the mills boilers for production of steam which is
utilized for generation of electricity. The remaining quantity of bagasse id being sold to Tamil
Nadu Newsprints &papers limited

Press mud
. The production of press mud will be normally around 30 and of the cane crushed. The
entire press mud is being given to cane growers @ Rs.25 per ton.
Molasses
The production of molasses will be around 4.25% of cane crushed. The possession and
sale of molasses was 100% controlled prior to 10.06.1993. The Government of India rescinded
the molasses control order by dated /10/06.1993 and consequently the state government has also
decontrolled sale of molasses. After the decontrol, molasses is being sold in the open market by
tender system to distilleries, cattle feed manufacturing etc.
CANE DIVISIONAL OFFICE
The are 10 cane divisional offices at the following places:
1. Eraiyur
2. V. Kalathur
3. Labbaikudikadu
4. Agramseegur
5. Puduvettakudi
6. Thamaraipoondi
7. Veppur
8. Perambalur
9. Krishnapuram
10. Arumbavoor
Emphasis on sugarcane management:
Considerable knowledge and technology on sugarcane are available. The exploitation of
such knowledge should be managed, cost effective and result oriented combining alertness,
agility, imagination and skill of the chief manager based on sound principles of good
management.

The sugarcane management broadly cover the following areas:
1. cane area management
2. cane productivity
3. varietal management
4. cane quality management
5. plant & Raton crop management
6. sugar recovery management
7. harvest management
8. cane supply and transport
9. 9. R&D Management

Cane Area Management:
The required and potential cane for availability of 4.3 lakhs tones for 172 days duration in
Tamil Nadu in respect of 2500 TCD sugar mill will range from 140000 to 23000 crest depending
stabilized by efficient management.
Cane Productivity Management:
The yield / acre of the sugar mill zone range from 70-80 the as against 100-110 the of
state average. This large gap in yield the has to be narrowed down. The strategy to be adopted is
to look for a high yielding cane variety with all other suitable filed management. Early planting
and harvest and poor plant crop will not an economic Raton crop.

Cane Quality Management:
Cane quality improvement is possible, though difficult under prevailing tropical in Tamil
Nadu. The climate, though favorable for high cane yield potential, is a major constraint for high
sugar formation in cane sugar is a product of high variety, climate, comprising maximum and
minimum temperature, R humidity and climate before harvest at 12-13 months age.

Sugar Recovery Management:
The sugar recovery is a function of cane quality and factory efficiency. High cane quality
with higher sugar in cane. High juice enhances efficiency.
The factory performance consisting steady crushing, better cane preparation, maximum
mill extraction, high imbibitions, minimum down time, better clarification, and lower final
molasses purity will hike the sugar recovery.

R&D Management on sugarcane:
Top priority should be given for an efficient R&D wing both at the factory level and
TNCSE level. Seed technology, bio-fertilizers, and drip irrigation, bio agents for pest and disease
control. Tissue culture by TNCSE in its technical wings.
Certain aspects of cane management has to be pursued by cane department if necessary
by having additional temporary staff to undertake further programmed in the field for improving
sugar production in the field.
SUBSIDIES
Transport subsidy
The transport charges only paid by the mill.
Crop Insurance
Action being taken for insuring the crops from this season onwards.
ROADS
Roads were laid under sugarcane Road development scheme for a distance of 48.6 ICM
by spending Rs.182 lakhs to connect the villages with the main roads to enable the growers to
transport the sugar cane to the mills.
In addition to this 54 roads for a distance of 46.6 ICMs by spending Rs.37.70 lakhs laid
by utilizing the area development fund.
LOANS
Loans were sanctioned to the cane growers under sugar development fund for digging
and deepening of open wells and bore wells, purchase of oil Engines and electric motors. So far a
sum of Rs.254.33 lakhs received from the government of India Had been sanctioned to 2828
cane growers. The loan amounts are being recovered from the cane proceeds.
The mill is also arranging loan through nationalized banks for digging of wells, purchase
of pump sets oil engine tyre carts etc.
SUGAR TO CANE GROWERS
Sugar at concessional rate is distributed to the cane growers at the rate of ½ Kg per ton of
cane supplied to the mills subjected to a maximum of 25 kg at levy price plus free sale excise
duty.
DIESEL BUNK
A consumer diesel bunk is functioning in the mils premises for supplying diesel to the
vehicles transporting cane to the mills.
RAINFALL
A statement the details of rainfall for the 10 years are enclosed in annexure –V.

PHYSICAL PERFORMANCE

The installed capacity of the mills was 1250 tons of cane per day. It was expanded to
3000 TCO and crushing at expanded capacity was commenced during 1990-1991 season. A
statement showing the physical performance from 1989-90 to 1998-1991 seasons is appended in
Annexure-VI.
STORAGE FACILITY AND STOCK POSITION
The regular employees will be working throughout the year while the seasonal employees
will be normally working only during the crushing season (i.e.) for about six months in a year.
However, depending upon the necessity, a portion of the seasonal employees will be recalled
during off-season for off season overhauling works. During the lay- off period the employee are
being paid retaining Allowance as detailed below:
Unskilled employees : 30%
Skilled employees : 40%
Skilled, clerical& supervisory employees
OBJECTIVES OF TEE STUDY

PRIMARY OBJECTIVES:

• To study on job satisfaction of employee in the organization. “Perambalur
Sugar Mills Ltd” Eraiyur.

SECONDARY OBJECTIVES:

• To measure the employees job satisfaction level in “Perambalur Sugar Mills Ltd”
Eraiyur.
• To study the employees perception towards organizations.
• To study the attitude of the employees towards their work.
• To identify the factors that motivates the employees.
• This study is conducted to judge the level of Job Satisfaction of employees who are
working in Perambalur sugar mills Eraiyur.
•

LIMITATION OF THE STUDY

 The study conducted with the precincts of one department of organization only.
 Time and money was major limitation, which may have affected the study.
 Some of the respondents were reluctant to share information with us.

SCOPE
 The company analyzed the level of employee in Perambalur sugar mills ltd.
 The study will help to management do to further research.
 The can improve the working condition.
 Environment and other policy to satisfy the employee.
 They can implement valuable suggestion.

STATEMENT OF THE PROBLEM

 It is said the satisfied employee is a productive employee any kind grievance
relating to organization or person to a greater extent influence on the job.
 So every organizations giving higher priority to keep their employee with
satisfaction provided several facilities which improve satisfaction and which
reduces dissatisfaction.
 In my company there is a lot of absentee sum, and employee turnover, the
reason may be high job steer and this study deals with identify the inner
problem.
CHAPTER-II

REVIEW OF LITERATURE
REVIEW OF LITERARTURE
REVIEW OF LITERATURE
MEANING:
Job satisfaction means something more than his not being dissatisfied with the job. A
worker may be with the work but may be dissatisfied with work environment. Generally, it is
experienced that job satisfaction relates to inner feeling of a worker regarding his job.
DEFINITION:
Keith Davis defined job satisfaction as “a favorableness or unfavorableness with which
employees view their work.”
Robert L. Khan defined job satisfaction as “job satisfaction does seem to reduce
absence, turnover and perhaps accident rates”
Loocke defined job satisfaction as “a pleasurable or positive emotional state resulting
from the appraisal of one job or job experience.”
Roberts Dictionary of Industrial Relations defined job satisfaction „as those outward
or inner manifestations which give the individual a sense of enjoyment or accomplishment in the
performance of his work‟.

CHARACTERISTICS OF JOB SATISFACTION:
 Job satisfaction is an inner feeling. It can only be inferred through the expression of
behavior. Interestingly it cannot be seen. It is thus intangible.

 Job satisfaction is an attitude. It is a sub set of attitude.

 Job satisfaction influences the skill and energy of an individual.

 It can be positive or negative. It is expressed in a high or low degree.

 Job satisfaction is associated with the emotional state of human mind.

DETERMINANTS OF JOB SATISFACTION:
Job satisfaction is both intangible and multi-variable. A number of factors influence job
satisfaction of employees. They can be classified into two categories. They are organizational
and personal variables. They are discussed below:
Organizational Determinants:
A number of factors in the organization determine job satisfaction of the employee.
Organizations can increase job satisfaction by suitably organizing and managing certain factors,
which are described below.
 Wages: Wages are the monetary benefits a worker earns from the job. The wages should
be fair, reasonable and equitable. If an employee feels that the reward is fair and
equitable, it produces job satisfaction. Often the definition of fair and equitable wage
does not exist. So this leads to dissatisfaction and poor performance on the job.

 Nature of work: The nature of one‟s work has a significant impact on the job
satisfaction. Jobs involving use of intelligence, skills, and abilities, and which are
challenging and have scope for greater freedom, lead to job satisfaction. Feelings of
boredom, frustration and failure, and a poor variety of tasks, leads to job dissatisfaction.

 Working condition: Good working conditions are needed to motivate an employee to
spend the required time at the work place. Safety and comfort motivate an employee to
work. Poor working conditions may lead to a feeling that one‟s health is in danger. Thus,
working conditions determine the level of an employee‟s job satisfaction.

 Job content: Job content refers to factors that are inherent in the job such as recognition,
responsibility, advancement, achievement etc. jobs involving a variety of tasks and which
are less repetitive result in greater job satisfaction. A job, whose content is poor, produces
job dissatisfaction.

Organizational level: The level at which an employee is working determines job
satisfaction. Jobs at a higher level are viewed as prestigious. Employees working in such jobs
express a greater degree of job satisfaction than those working in jobs at a lower level.

 Opportunities for promotion: promotion is an achievement in life, it leads to higher
salary and perks, and greater responsibility, authority, independence and status. It
provides both monetary and non-monetary incentives. Therefore, opportunities for
promotion determine the degree of satisfaction of employees.
 Work group: Existence of groups in organizations is a common phenomenon. It is a
natural for human beings to associate with others. This characteristic results in the
formation of work groups at the work place. Isolated workers dislike their jobs. The work
group exerts a tremendous influence on the satisfaction of employees at the place of
work. The satisfaction an individual drives from his association with the group depends
largely on his relationship with other group members, group dynamics group
cohesiveness and his own need for affiliation.

 Style of leadership: The style of leadership of the superior also determines the level of
satisfaction of an employee. An democratic leader, who promotes friendship, respect and
warm relationship among employees, enhances job satisfaction. On the other hand,
employees working under authoritarian leaders express a low level of job satisfaction.

Personal determinants:
 Personality: Factors such as perception, attitude and learning determine psychological
conditions, which in turn determine the personality of an individual. Therefore, these
factors determine the satisfaction of individuals. An employee possessing a negative
attitude about his job becomes disinterested in it. He is likely to express job
dissatisfaction.

 Age: Age is a significant determinant of job satisfaction. Younger employees possessing
higher energy levels are likely to feel more satisfied. As employees grow older,
aspirations level increase. Unable to fulfill these aspirations, he feels dissatisfied. The
relationship between age of employees and job satisfaction is complex and fascinating.

 Education: education provides an opportunity to develop ones personality. It enhances
individual wisdom, visualization, judgment, understanding and common sense. Highly
educated employees possess persistence, rationality and thinking power. They can
understand the situation and appraise it positively. Thus, there are likely to express
satisfaction with their jobs. Dissatisfaction will be greater when educated persons are
employed in lower level jobs.
 Gender differences: the gender and race of an employee also influence job satisfaction.
Women are more likely to be satisfied than their male counterparts even if they have
small jobs. This is because women have lower level of aspirat

 Gupta & Joshi (2008), concluded in their study that Job satisfaction is an important
technique used to motivate the employees to work harder. It had often said that, "A
HAPPY EMPLOYEE IS A PRODUCTIVE EMPLPOYEE." Job satisfaction is very
important because most of the people spend a major of their life at their work place.

 Khan (2006), reveals in his study hat Hoppack brought Job satisfaction to limelight. He
observed Job satisfaction in the combination of psychological & environmental
circumstances that cause person to fully say, "I am satisfied with my job"

 Rao (2005), reveal in his study that Job satisfaction refer to person feelings of
satisfaction on the job, which acts as a motivation to work. It is not the self satisfaction,
happiness or self-contentment but the satisfaction of the job.

According to him, there are 4 types of theories:
1. Need Fulfillment Theory
2. Equity Theory
3. Two Factor Theory
4. Discrepancy Theory

 Aswathappa (2003), opines that the Job Satisfaction of employees can be judged through
the system of wage payment. Different organization adapts different type of wage
payment system. Along with wages and salaries they are paying incentives, perquisites
and non-monetary benefits.

According to him, he explained 3 theories of remuneration:
A. Reinforcement and Expectancy Theory
B. Equity Theory
C. Agency Theory
 Velnampy (2008), in his study "Job Attitude and Employees Performance of Public
Sector Organizations in Jaffna District, Sri Lanka" concluded that job satisfaction does
have impact on future performance through the job involvement, but higher performance
also makes people feel more satisfied and committed. It is a cycle of event that is clearly
in keeping with

the development perspective. Attitudes such as satisfaction and involvement are important to the
employees to have high levels of performance. The results of the study revealed that attitudes
namely satisfaction and involvement, and performance are significantly correlated.

 Brown, Forde, et. al. (2008), in their study "Changes in HRM and job satisfaction, 1998–
2004: evidence from the Workplace Employment Relations Survey" examined that their
significant increases in satisfaction with the sense of achievement from work between 1998 and
2004; a number of other measures of job quality are found to have increased over this period as
well. It also finds a decline in the incidence of many formal human resource management
practices. The paper reports a weak association between formal human resource management
practices and satisfaction with sense of achievement. Improvements in perceptions of job
security, the climate of employment relations and managerial responsiveness are the most
important factors in explaining the rise in satisfaction with sense of achievement between 1998
and 2004. We infer that the rise in satisfaction with sense of achievement is due in large part to
the existence of falling unemployment during the period under study, which has driven
employers to make improvements in the quality of work.

 Jain, Jabeen, et. al. (2007), in their study "Job Satisfaction as Related to Organisational
Climate and Occupational Stress: A Case Study of Indian Oil" concluded that that there is
no significant difference between managers and engineers in terms of their job
satisfaction and

both the groups appeared almost equally satisfied with their jobs. When the managers and
engineers were compared on organizational climate, it was found that both the groups differed
significantly. Managers scored significantly high on organizational climate scale than the
engineers indicating that the managers are more satisfied due to the empowerment given to them.

 Shah & Shah (2008), in their study "Job Satisfaction and Fatigue Variables" concluded
that relationship between fatigue and Job Satisfaction variables which were found to be
significantly

negative. The study alo founds that fatigue is negative predictor of Job Satisfaction. The study is
clearly indicative of different issues for Call Centre employees in Indian context. There are
different ON THE JOB and OFF THE JOB FACTORS leading to dissatisfaction and fatigue for
them which were explored in this study. If fatigue can be reduced and job satisfaction can be
increased by various innovative and encouraging strategies.

 Shahu & Gole (2008), in their study "Effect of Job satisfaction on Performance: An

Empirical Study" concluded that the companies that are lagging behind in certain areas of job
satisfaction & job stress need to be developed so that their employees show good performance
level, as it is provided that performance level lowers wit high satisfaction scores. The awareness
program pertaining to stress & satisfaction is to be taken up in the industries to make them aware
of the benefits of knowledge of stress and its relationship with satisfaction and achievement of
goal of industries.

Job Satisfaction is in regard to one's feeling or state-of-mind regarding the nature of their work.
Job Satisfaction can be influenced by a variety of factors,eg, the quality of one's relationship with
their supervisions, the quality of the physical environment in which they work, degree of their
fulfillment in their work etc.
 Rao (2005), reveal in his study that Job satisfaction refer to person feelings of
satisfaction on the job, which acts as a motivation to work. It is not the self satisfaction,
happiness or self-contentment but the satisfaction of the job.
According to him, there are 4 types of theories:
5. Need Fulfillment Theory
6. Equity Theory
7. Two Factor Theory
8. Discrepancy Theory

According to him, he explained 3 theories of remuneration:
D. Reinforcement and Expectancy Theory
E. Equity Theory
F. Agency Theory

 Velnampy (2008), in his study "Job Attitude and Employees Performance of Public
Sector Organizations in Jaffna District, Sri Lanka" concluded that job satisfaction does
have impact on future performance through the job involvement, but higher performance
also makes people feel more satisfied and committed. It is a cycle of event that is clearly
in keeping with

 Shah & Shah (2008), in their study "Job Satisfaction and Fatigue Variables" concluded
that relationship between fatigue and Job Satisfaction variables which were found to be
significantly

 Shahu & Gole (2008), in their study "Effect of Job satisfaction on Performance: An

RESEARC METHODOLOGY

.
RESEARCH METHDOLGY
Research methodology is a way to systematically solve the research problem. Research
Methodology comprises of two words, research and methodology.

Research is defined as human activity based on intellectual application in the investigation of
matter. The primary purpose for applied research is discovering, interpreting, and the
development of methods and systems for the advancement of human knowledge on a wide
variety of scientific matters of our world and the universe.
Research may be defined as a careful investigation or inquiry especially through search
of new facts in any branch of knowledge. In short, it comprises defining a refined problem's,
formulating hypothesis or suggested solution; collecting, organizing and evaluating data; making
deductions and research conclusions; and lastly carefully testing the conclusion to determine
whether they fit the hypothesis

Methodology can be defined as:

1) "the analysis of the principles of methods, rules, and postulates employed by a
discipline"; or
2) "the systematic study of methods that are, can be, or have been applied within a
discipline"; or
3) "a particular procedure or set of procedures."

RESEARCH DESIGN
Research design can be thought of as the structure of research -- it is the "glue" that
holds all of the elements in a research project together. We often describe a design using a
concise notation that enables us to summarize a complex design structure efficiently.
Considering the objectives of the study, sample survey was conducted and accordingly
analysis of information was made. Exploratory research design is used in present study.

DATA COLLECTION
Both primary and secondary data had been used in present study.
Primary Data collected through personal interview in the form of questionnaire.
Secondary Data was collected from various journals, books, magazines and internet.

SAMPELING PLAN
In carrying out a survey relating to research, first select the problem and study its
implication in different areas. Selection of the research problem should be in line with the
researchers‟ interest, chain of thinking and existing research in the same area and should have
some direct utilities. The topic should have the practical feasibility to study feasibility, what is
important to prepare a preliminary questionnaire on research topic.
The first and foremost task in carrying out a research is to select a sample.

POPULATION
The population of the current study is the 50 executives of Perambalur sugar mills ltd.

SAMPELING DESIGN
A sample design is definite plan for obtaining a sample from a given population. It
refers to the technique or the procedure the researcher would adopt in selecting items for the
sample.
The selection of employee was done on the basis of convenience sampling.

SAMPELING UNIT
Single most unit of the population, it may be single person or group of persons, from
whom questionnaire will be filled till target is fulfilled. The sampling unit in this report is any
employee of job satisfaction.
SAMPLE SIZE
Sample size refers to the total number of respondents targeted for collecting the data for
the researcher.
The sampling size of my study is 50 respondents and this sampling size was selected on
the basis of convenience sample.

ANALYSIS & INTERPRETATION of DATA

All the questionnaire received were edited. Questions having incomplete replies were kept out of
the present study and in all 50 questionnaires were taken into consideration while analyzing he
data.

All the information/data collected through questionnaires' were first transferee into master table
which facilitated the tabulation of data in the desired form.

QUANTIFICATION OF THE RESPONDENTS
A 5-point likert scale was used to quantify each response of half of the
questions. Responses on the 5-point likert scale were highly satisfied, satisfied, neutral,
dissatisfied and highly dissatisfied. Highly satisfied was given score 5, satisfied was given score
4 & so on and similarly another 5-point likert scale was used to quantify each response of rest of
half of the questions. Responses on the 5-point likert scale were very frequent, frequent,
sometimes, seldom and never. Very frequent was given score 5, frequent was given score 4 & so
on.
.CHAPTER-IV

DATA ANALYSIS AND INTERPRETATION

Table1.1
AGE OF THE RESPONDENTS

S.No Age No of respondents Percentage
1 Below 30 yrs 3 6
2 31-40 yrs 8 16
3 41-50 yrs 2 4
4 Above 50 yrs 37 74
Total 50 100

Chart No:1.1

80
70
60
50
40 No of respondents
30 Percentage
20
TABLE 1.2

GENDER OF THE RESWPONDENTS

S.NO Gender No of respondents Percentage
1 Male 45 90
2 Female 5 10
Total 50 100

CHART NO:1.2

100
90
80
70
60 Female
50
Male
40
30
INTERPRETATION:
From the above table it is found that 96% of the respondents are male, But only 4% of the
Respondents are female.

TABLE 1.3
EDUCATIONAL QUALIFICATION ON RESPONDENTS
educational No of
S.NO qualification respondents Percentage

1 SSLC 2 4
2 HSC 5 10
3 Diploma 25 50
4 graduate 18 36
TOTAL 50 100

Chart No.1.3

120

100

EDUCATIONAL
80
QUALIFICATION ON
RESPONDENTS
60

0
S.NO 1 2 3 4
INTERPRETATION:
From the above table it is cleared that 34% of workers are qualified in HSC, 55% of the workers
Are qualified in diploma, 10% of the workers are qualified in SSLC.

Table1.4
SALARY OF THE RESPONDENTS
No of
S.NO Salary(month) respondents Percentage
1 Below Rs.7000 2 4
2 7000-8500 5 10
3 8500-10000 36 72
4 Above 10000 7 14
Total 50 100

Chart:1.4

120

100

60
Series3
40 Series2
20 Series1
0

INTERPRETATIONS:
The above table analyses that 72% of the respondents are get monthly income of the Rs.8500-10000
And 14% of the respondents get monthly income of Rs.10000.
Table:1.5
MARITAL STATUS OF THE RESPONDENTS
No of
S.NO Marital Status respondents Percentage
1 Married 50 100
2 Un married 0 0
Total 50 100

ChartNo:1.5

100%

80%

60% Un married

40% Married

20%

0%
No of respondents Percentage

INTERPRETATION:
From the above table it is found that 100% of the respondents are married.

Table No: 1.6

OPINION ON MOTIVATES TO WORK EFFIENCY/ HAPPILY

No of
S.No Opinion respondents Percentage
1 Good pay 20 40
2 Promotion 20 40
3 Less Supervision 5 10
Good working
4 conditions 5 10
Total 50 100

Chart No:1.5

40
35
30
25
20
No of respondents
15
Percentage
10
5
0
Goog pay Promotion Less Goog
Supervision working
conditions

Table No:1.6
OPINION ON MOTIVATIES YOU TO WORK MORE EFFIENCY/HAPPILY
No of
S.NO Opinion respondents Percentage
1 Strongly Agree 25 50
2 Agree 20 40
3 Neutral 5 10
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100

Chart No:1.6
50
40
30
20
10
0 Percentage
Strongly No of respondents
Agree
Agree Neutral
Disagree
Strongly
Disagree

Table No:1.7
OPINION ON FEEL SAATISFIED WITH YOUR ORGANIZATION PROMOTIONAL
No of
S.NO Opinion respondents Percentage
1 Strongly Agree 10 20
2 Agree 20 40
3 Neutral 10 20
4 Disagree 5 10
5 Strongly Disagree 5 10
Total 50 100

Chart No:1.7

60
50
40
30
20 Percentage
10
No of respondents
0

Table No:1.8
OPINION ON SATISFIED WITH RELATIONSHIP EXISTING WITH SUBORDINATES AND SUPERIORS
No of
S.NO Opinion respondents Percentage
1 Strongly Agree 15 30
2 Agree 20 40
3 Neutral 10 20
4 Disagree 5 10
5 Strongly Disagree 0 0
Total 50 100

Chart No:1.8

40
35
30
25
20 No of respondents
15
10 Percentage
5
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Table:1.9
Opinion on feel satisfied with the physical working condition
No of
S.NO Opinion respondents Percentage
1 Strongly Agree 10 20
2 Agree 15 30
3 Neutral 20 40
4 Disagree 5 10
5 Strongly Disagree 0 0
Total 50 100

Chart No:1.9

60
50
40
30 Percentage
20 No of respondents
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Table No.1.10
OPINION ON WORKING HOURS SATISFIED
S.NO Opinion No of Percentage
respondents
1 Strongly Agree 10 20
2 Agree 20 40
3 Neutral 10 20
4 Disagree 5 10
5 Strongly Disagree 5 10
Total 50 100

Chart No:1.10
45
40
35
30
25
20 No of respondents
15 Percentage
10
5
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Table No:1.11

OPINION ON SATISFIED WITH THE WAY IN WHICH CONFLICT ARE RESOLVED YOUR
COMPANY

No of
S.NO Opinion respondents Percentage
1 Always 10 20
2 Quite often 10 20
3 Sometimes 15 30
4 Rarely 10 20
5 Never 5 10
Total 50 100

Chart No:1.11

10
No of respondents
0 Percentage Percentage
No of respondents
Table No:1.12
OPINION ON CANTEEN FACILITIES
No of
S.NO Opinion respondents Percentage
1 Strongly Agree 10 20
2 Agree 25 50
3 Neutral 10 20
4 Disagree 5 10
5 Strongly Disagree 0 0
Total 50 100

Chart No:1.12

100%
90%
80%
70%
60%
50% Percentage
40% No of respondents
30%
20%
10%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Table No:1.13
OPINION ON BONUS PROVIED BY ORGANIZATION ADEQUATE
S.NO Opinion No of Percentage
respondents
1 Yes 45 90
2 No 5 10
Total 50 100

Chart No:1.13

100
90
80
70
60 No
50
Yes
40
30
20
10
0
No of respondents Percentage

Table No:1.13

OPINION ON SATISFIED WITH SOCIAL SECURITY MEASURE
No of
S.NO Opinion respondents Percentage
1 Provident Fund 30 60
2 Pension 15 30
3 Gratuity 5 10
Total 50 100

Chart No:1.13

100
90
80
70
60
50
Percentage
40
No of respondents
30
20
10
0
Provident Pension Gratuity
Fund

Table No:1.14

OPINION ON SATISFIED WITH YOUR PRESENT JOB
No of
S.NO Opinion respondents percentage
1 Yes 45 90
2 No 5 10
3 Can't say 0 0
Total 50 100

Chart No:1.14

No of respondents

Yes
No
Can't say
AGE OF THE RESPONDENTS

Table1.1
AGE OF THE RESPONDENTS

S.No Age No of respondents Percentage
1 Below 30 yrs 3 6
2 31-40 yrs 8 16
3 41-50 yrs 2 4
4 Above 50 yrs 37 74
Total 50 100

Chart No:1.1

80
70
60
50
40 No of respondents
30 Percentage
20
10
0
Below 30 yrs 31-40 yrs 41-50 yrs Above 50 yrs
TABLE 1.2

GENDER OF THE RESWPONDENTS

S.NO Gender No of respondents Percentage
1 Male 45 90
2 Female 5 10
Total 50 100
CHART NO:1.2

100
90
80
70
60 Female
50
Male
40
30
20
10
0
No of respondents Percentage

INTERPRETATION:
From the above table it is found that 96% of the respondents are male, But only 4% of the
Respondents are female.

TABLE 1.3
EDUCATIONAL QUALIFICATION ON RESPONDENTS
educational No of
S.NO qualification respondents Percentage

1 SSLC 2 4
2 HSC 5 10
3 Diploma 25 50
4 graduate 18 36
TOTAL 50 100

Chart No.1.3

120

100

EDUCATIONAL
80
QUALIFICATION ON
RESPONDENTS
60

40
INTERPRETATION:
From the above table it is cleared that 34% of workers are qualified in HSC, 55% of the workers
Are qualified in diploma, 10% of the workers are qualified in SSLC.

Table1.4
SALARY OF THE RESPONDENTS
No of
S.NO Salary(month) respondents Percentage
1 Below Rs.7000 2 4
2 7000-8500 5 10
3 8500-10000 36 72
4 Above 10000 7 14
Total 50 100

Chart:1.4

120

100

60
Series3
40 Series2
20 Series1
0
INTERPRETATIONS:
The above table analyses that 72% of the respondents are get monthly income of the Rs.8500-10000
And 14% of the respondents get monthly income of Rs.10000.

Table:1.5
MARITAL STATUS OF THE RESPONDENTS
No of
S.NO Marital Status respondents Percentage
1 Married 50 100
2 Un married 0 0
Total 50 100

ChartNo:1.5

100%

80%

60% Un married

40% Married

20%

0%
No of respondents Percentage

INTERPRETATION:
From the above table it is found that 100% of the respondents are married.

Table No: 1.6
OPINION ON MOTIVATES TO WORK EFFIENCY/ HAPPILY

No of
S.No Opinion respondents Percentage
1 Good pay 20 40
2 Promotion 20 40
3 Less Supervision 5 10
Good working
4 conditions 5 10
Total 50 100

Chart No:1.5

40
35
30
25
20
No of respondents
15
Percentage
10
5
0
Goog pay Promotion Less Goog
Supervision working
conditions

Chart No:1.6

50
40
30
20
10
0 Percentage
Strongly No of respondents
Agree
Agree Neutral
Disagree
Strongly
Disagree
Table No:1.7
OPINION ON FEEL SAATISFIED WITH YOUR ORGANIZATION PROMOTIONAL
No of
S.NO Opinion respondents Percentage
1 Strongly Agree 10 20
2 Agree 20 40
3 Neutral 10 20
4 Disagree 5 10
5 Strongly Disagree 5 10
Total 50 100

Chart No:1.7

60
50
40
30
20 Percentage
10
No of respondents
0
Table No:1.8
OPINION ON SATISFIED WITH RELATIONSHIP EXISTING WITH SUBORDINATES AND SUPERIORS
No of
S.NO Opinion respondents Percentage
1 Strongly Agree 15 30
2 Agree 20 40
3 Neutral 10 20
4 Disagree 5 10
5 Strongly Disagree 0 0
Total 50 100

Chart No:1.8

40
35
30
25
20 No of respondents
15
10 Percentage
5
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Table:1.9
Opinion on feel satisfied with the physical working condition
No of
S.NO Opinion respondents Percentage
1 Strongly Agree 10 20
2 Agree 15 30
3 Neutral 20 40
4 Disagree 5 10
5 Strongly Disagree 0 0
Total 50 100

Chart No:1.9

60
50
40
30 Percentage
20 No of respondents
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Table No.1.10
OPINION ON WORKING HOURS SATISFIED
No of
S.NO Opinion respondents Percentage
1 Strongly Agree 10 20
2 Agree 20 40
3 Neutral 10 20
4 Disagree 5 10
5 Strongly Disagree 5 10
Total 50 100

Chart No:1.10
45
40
35
30
25
20 No of respondents
15 Percentage
10
5
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Table No:1.11

OPINION ON SATISFIED WITH THE WAY IN WHICH CONFLICT ARE RESOLVED YOUR
COMPANY

No of
S.NO Opinion respondents Percentage
1 Always 10 20
2 Quite often 10 20
3 Sometimes 15 30
4 Rarely 10 20
5 Never 5 10
Total 50 100

Chart No:1.11

Chart No:1.12

100%
90%
80%
70%
60%
50% Percentage
40% No of respondents
30%
20%
10%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Table No:1.13
OPINION ON BONUS PROVIED BY ORGANIZATION ADEQUATE
No of
S.N responde
O Opinion nts Percentage
1 Yes 45 90
2 No 5 10
Total 50 100

Chart No:1.13

100
90
80
70
60 No
50
Yes
40
30
20
10
0
No of respondents Percentage
Table No:1.13

OPINION ON SATISFIED WITH SOCIAL SECURITY MEASURE
No of
S.NO Opinion respondents Percentage
1 Provident Fund 30 60
2 Pension 15 30
3 Gratuity 5 10
Total 50 100

Chart No:1.13

100
90
80
70
60
50
Percentage
40
No of respondents
30
20
10
0
Provident Pension Gratuity
Fund
Table No:1.14

OPINION ON SATISFIED WITH YOUR PRESENT JOB
No of
S.NO Opinion respondents percentage
1 Yes 45 90
2 No 5 10
3 Can't say 0 0
Total 50 100

Chart No:1.14

No of respondents

Yes
No
Can't say
CHAPTER-V

FINDINGS, SUGGESESTION&CONCLUSION
3.1 FINDINGS

 Around 68% of the respondents are agreed to least extent, and 24%
respondents are agreed not at all in this organization experienced any
setbacks in the lack of competent people.
 Around 42% of the respondents are neutrally, but the same time26% of the
respondents Agree with organization needs satisfied for further development
needs and to attain career path.

 50% respondents agreed to least extent and 38% of the respondents not at all
for belief in building a satisfied based on organization.
 38% of the respondents neutrally and 28% of the respondents agreed that there
is need of training program.
 38% of the respondents agreed that organization compares their performance
against key positions and organization satisfied. But same time 30% of the
respondents neutrally on this statement.

 50% of the respondents agreed to a great that the top management believe in
using 360% feedback for employee development. But the same time 40% of
the respondents agreed to a least extent on this statements.
 54% of the respondents agreed to great extent and 24% of the respondents that
agreed to that least extent on talent and excellence.

 50% of the respondents agreed and 40% of the respondents strongly agreed
that the top management believe that the success of the organization depends
on having satisfied level of employee..

 44% of the respondents have agreed to a great extent and 38% of the
respondents have only agreed to a least extent that the promotion or promotion
policies in the organization require some form of satisfied assessment.

 48% of the respondents agreed great extent but the same time 40% of the
respondents that agreed to least extent in suffered an drawbacks, production,
profit etc..,
 Using weighted average method
Relationship building,
Self confidence and,
Team work.
This all are the important competencies needed for the employees in organization.
 Using weighted average method, performance appraisal is the best method for measure
satisfied in organization.
 Using weighted average method

Apprenticeship and
job rotation
This are the methods used to develop the satisfied in organization.
 Chi square test that shows there is no significant relationship between respondents
opinion on scientific and systematic training in the organization and promotion.
1.2 SUGGESTIONS

 Training will be provided to the employees to improve their competencies.

 The employees should improve their 360 degree performance appraisal. It will
help to measure the competencies at good way.

 Encourage the employees to take risk and initiative in their work. This will help to
develop the organization

CONCLUSION

Job satisfaction is very important to all organization. All
organization would like to improve their satisfaction in their organization. Work
out satisfied for this role if necessary with the help of job analysis specialist or an
internal member who has knowledge of job satisfaction employee. This method is
help to improve the competencies in Perambalur Sugar Mills Ltd.,

The training programs is to improve scientific and systematic training in the
organization and promotion. Motivation is to improve their

SUGGESTIONS

 Training will be provided to the employees to improve their competencies.
 The employees should improve their 375 degree performance appraisal. It will
help to measure the level of at good way.

 Encourage the employees to take risk and initiative in their work. This will help to
develop the organization

APPENDIX
QUESTIONNAIRE
A Study on job satisfaction of employee in Perambalur sugar mills ltd.,
1. Name :

2. Designation :

3. Age : (a) Below 30 yrs (b) 31-40yrs
(c) 41-50yrs (d) Above51yrs

4. Sex : (a) Female (b) Male

5. Educational qualification : (a) HSC (b) Graduate
(c)Post Graduate (d) Others

6. Years of Experience : (a) Below 2yrs (b) 2-5yrs10yrs
(c) 5-10yrs (d) Above10yrs

7. Salary : (a) Below RS.5000 (b) 5000- 7500
(c) 7500-10000 (d) Above10000

8. Marital status : (a) married (b) unmarried
9. What motivates you to work more? Effiency/Happily
(a) Good pay (b) Promotion (c) Less supervision (d) Good working condition

10. Do you feel that salary being offered at “Perambalur sugar mills Ltd” is sufficient to
Lead a satisfied life?
(a)Strongly (b) Agree (c) Neutral (d) Disagree (e) strongly disagree

11. Do 11you feel satisfied with your organization promotional & Transfer policy?
(a)Strongly (b) Agree (c) Neutral (d) Disagree (e) strongly disagree

12. Are you satisfied with relationship existing with subordinates & superiors?
(a)Strongly (b) Agree (c) Neutral (d) Disagree (e) strongly disagree

13. Do you feel satisfied with the physical working conditions?
(a)Strongly (b) Agree (c) Neutral (d) Disagree (e) strongly disagree

14. Is your working hours satisfied?
(a)Strongly (b) Agree (c) Neutral (d) Disagree (e) strongly disagree

15. Are you satisfied with the way in which conflicts are resolved your company?
(a) Always (b) Quite often
(c) Sometimes (d) Rarely (e) Never

16. Whether you satisfied canteen facilities?
(a)Strongly (b) Agree (c) Neutral (d) Disagree (e) strongly disagree
17. Are you satisfied with the welfare measures?
I. Internal Facilities
(a) Medical facilities ( )
(b) Compensations for accidents ( )
II. External Facilities
(a) Educations facilities for children ( )
(b) Employee educations tour ( )
(c) Housing accommodations ( )

18. Is the bonus provided by organizations adequate?
(a) Yes (b) No

19. Are you satisfied with social security measure viz…,
(a)Provident Fund (b) pension (c) Gratuity

20. Does your company after any safety measures?
(a) Yes (b) No

21. Does your company pay over time allowance?
(a) Yes (b) No

22. Are you satisfied with your present job?
(a) Yes (b) No

Khan N.V., Personal management, 2006, Pg (132 to 134)

Gupta K. Shashi & Joshi Rosy, Human Recourse Management, 2008, Pg (20.9 to 20.17)

Rao Subba P., Essential of HRM & Industrial Relationships, 2005, Pg (480 to 482)

Velnampy T., "Job Attitude and Employees Performance of Public Sector Organizations in Jaffna District,
Sri Lanka", GITAM Journal of Management, Vol. 6, Issue-2, April-June 2008, Pg (66-73)

Brown, Forde, "Changes in HRM and job satisfaction, 1998–2004: evidence from the Workplace
Employment Relations Survey", Human Resource Management Journal, Vol. 18, Issue-2, 2008,
Pg (97–195)
http://www3.interscience.wiley.com/journal/120086933/abstract

K.K.Jain, Fauzia Jabeen, Vinita Mishra & Naveen Gupta, " Job Satisfaction as Related to
Organisational Climate and Occupational Stress: A Case Study of Indian Oil", International
Review of Business Research Papers, Vol. 3, Issue-5, November 2007, Pg (193-208)

Hardik Shah & Hiral Shah, "Job Satisfaction and Fatigue Study", SCMS-COCHIN Journal

managementhelp.org/person_wll/job_statisfaction.htm

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