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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”



P.MANICKAM                        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 COMPETENCY MAPPING 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.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.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 Engineer-factory manager 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
22 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, weighted average method, 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   LIMITATIONS OF THE       21
                   STUDY
             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
2.10   OPINION ON TOP MANAGEMENT WILLINGNESS             38
       TO   BUILDING     COMPETENCIES      OF    THE
       EMPLOYEES ON A CONTINUOUS BASIS
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)

    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.

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.
   (a) 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.
    Its 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.


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


  LIMITATIONS
     The study conducted is limited to a one organization only.
     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 can improve the working condition.
            Environment and other policy to satisfy the employee.
            They can implement valuable suggestion.


    STATEMENT OF PROBLEM

           To identify the level of job satisfaction among the employee.




    NEED FOR STUDY:
          The main need of this study is to focus and to know about the satisfactory level of
    employees and to improve the factors, which influence the job satisfaction.

          This study would help the management to enhance the employee satisfaction in the
    organization.
       CHAPTER-II


REVIEW OF LITERATURE
                       REVIEW OF LITERARTURE
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

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:
   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

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:
    9. Need Fulfillment Theory
    10. Equity Theory
    11. Two Factor Theory
    12. 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:
   G. Reinforcement and Expectancy Theory
   H. Equity Theory
   I. 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.




                                      CHAPTER-III



                      RESEARC METHODOLOGY
.




                  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.


 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


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
          10
           0
                 Below 30   31-40 yrs    41-50 yrs   Above 50
                    yrs                                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 NO: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


  20


   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

        80

        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
                                                                       Married
               40%

               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




INTERPRETATION:

From the above table concluded that 40% of the respondents good pay and 40% of the respondents
Promotion. And both equal to less supervision and good 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
                         Agree                                   No of respondents
               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                                                       Percentage
         10
          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
                                                                No of respondents
       20
                                                                Percentage
       15
       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.11




         30

         20

         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
                               No of
  S.NO      Opinion            respondents    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:1.14

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
                               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




                 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




                                   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

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

           (c)   Can‟t say
                                  APPENDIX




BIBLIOGRAPHY
Aswathappa k., Human Recourse & Management, 2003, Pg (244 to 245)
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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