JOB SATISFACTION Generic by Sanjay Gupta

CONTENTS CHAPTER

TITLE OF CHAPTER

PAGE NO.

NO. Contents List of Tables List of Graphs

1 2

List of Figures Introduction Job Satisfaction

10 13

2.1 Definitions 2.2 History 2.3 Importance 2.4 Importance to worker and organization Factors 2.5 Workers role in job satisfaction reasons 2.6 Factors 2.7 Reasons of low job satisfaction 2.8 Effects Of Low Job Satisfaction

2.9 Influences Models of job satisfaction

3.1Model of facet of job satisfaction 3.2 Affect theory(Edwin A. Locke 1976) 3.3 Dispositional Theory( Timothy A. Judge 1988) 3.4 Two-Factor Theory (Motivator-Hygiene Theory) 3.5 Job Characteristics Model (Hackman & Oldham) 3.6 Modern method of measuring job satisfaction 3.7 Rating scale 3.8 Personal interviews 3.9 action tendencies 3.10 Job enlargement 3.11 Job rotation 1

3.12 Change of pace 3.13 Scheduled rest periods Research methodology

4.1 Introduction 4.2 Drafting Of Questionnaire 4.3 Sampling 4.4 Research objectives 4.5 Data Collection 4.6 Relevance And Limitation Of Study Organizational profile

5.1 INTRODUCTION OF JAMSHEDPUR DAIRY 5.2 Human Resource Department 5.3 Training 5.4 Rules & Regulation 5.5 Service Rules 5.6 Appointments 5.7 Promotion 5.8 Retirement 5.9 DISCIPLINARY PROCEEDINGS

6 7

6.11 6.12

Data presentation, Analysis and Interpretation Conclusions And Suggestions

85 110

Bibliography

113

Responses regarding whether the respondents are satisfied with the opportunities of promotions Responses regarding whether the respondents are satisfied with the payment of salary on time

6.13

Responses regarding whether the respondents are satisfied with the quality of formal training and induction program

6.14

Responses regarding whether the respondents are satisfied with the quality of in-house training

6.15

Responses regarding whether the respondents are satisfied with the period of training Responses regarding whether the respondents are satisfied with the proper and proactive HR division Responses regarding whether the respondents are satisfied with the performance appraisal system Responses regarding whether the respondents are satisfied with the performance appraisal system

6.16

6.17

6.18

Responses regarding whether the respondents are satisfied with the performance appraisal system

6.19

Responses regarding whether the respondents are satisfied with the celebration of employees birthday

6.20

Responses regarding whether the respondents are satisfied with forum for face to face communication

6.21

Responses regarding whether the respondents are satisfied with encouragement to employees suggestions

6.22

Responses regarding whether the respondents are satisfied with positive acceptance of employees suggestions

6.23

Responses regarding whether the respondents are satisfied with management keeps promises.

LIST OF GRAPHS 6.11

Responses regarding whether the respondents are satisfied with the opportunities of promotions

6.12

4.12. Responses regarding whether the respondents are satisfied with the payment of salary on time

6.13

Responses regarding whether the respondents are satisfied with the quality of formal training and induction program

6.14

Responses regarding whether the respondents are satisfied

6.15

with the quality of in-house training 4.15. Responses regarding whether the respondents are satisfied with the period of training

6.16

Responses regarding whether the respondents are satisfied with the proper and proactive HR division Responses regarding whether the respondents are satisfied with the

6.17

performance appraisal system Responses regarding whether the respondents are satisfied with the performance appraisal system

6.18

Responses regarding whether the respondents are satisfied with the performance appraisal system

6.19

Responses regarding whether the respondents are satisfied with the celebration of employees birthday

6.20

Responses regarding whether the respondents are satisfied with forum for face to face communication

6.21

Responses regarding whether the respondents are satisfied with encouragement to employees suggestions

6.22

Responses regarding whether the respondents are satisfied with positive acceptance of employees suggestions

6.23

Responses regarding whether the respondents are satisfied with management keeps promises.

LIST OF FIGURES FIGURE NO. 1

NAME OF FIGURES

PAGE NO.

Curve showing relationship between job satisfaction and rate of turn over and absenteeism

Model of determinant of facet of job satisfaction

CHAPTER NO.1 INTRODUCTION

INTRODUCTION Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work. Job can be influenced by variety of factors like quality of one’s relationship with their supervisor, quality of physical environment in which they work, degree of fulfillment in their work, etc. Positive attitude towards job are equivalent to job satisfaction where as negative attitude towards job has been defined variously from time to time.

In short job

satisfaction is a person’s attitude towards job. Job satisfaction is an attitude which results from balancing & summation of many specific likes and dislikes experienced in connection with the job- their evaluation may rest largely upon one’s success or failure in the achievement of personal objective and upon perceived combination of the job and combination towards these ends. According to pestonejee, Job satisfaction can be taken as a summation of employee’s feelings in four important areas. These are: 1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers, opportunities on the job for promotion and advancement (prospects), overtime regulations, interest in work, physical environment, and machines and tools. 2. Management- supervisory treatment, participation, rewards and punishments, praises and blames, leaves policy and favoritism. 3. Social relations- friends and associates, neighbors, attitudes towards people in community, participation in social activity socialibility and caste barrier. 4. Personal adjustment-health and emotionality.

Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational citizenship, Absenteeism, Turnover. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity. Job satisfaction is not synonyms with organizational morale, which the possessions of feeling have being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the by-product of the group, while job satisfaction is more an individual state of mind.

CHAPTER NO. 2 JOB SATISFACTION

2.1 DEFINITIONS OF JOB SATISFACTION Different authors give various definitions of job satisfaction. Some of them are taken from the book of D.M. Pestonjee “Motivation and Job Satisfaction” which are given below: Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of one’s job. An effective reaction to one’s job. Weiss Job satisfaction is general attitude, which is the result of many specific attitudes in three areas namely: Specific job factors Individual characteristics 12

Group relationship outside the job Blum and Naylor Job satisfaction is defined, as it is result of various attitudes the person hold towards the job, towards the related factors and towards the life in general. Glimmer Job satisfaction is defined as “any contribution, psychological, physical, and environmental circumstances that cause a person truthfully say, ‘I am satisfied with my job.” Job satisfaction is defined, as employee’s judgment of how well his job on a whole is satisfying his various needs

Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of one’s job or job experiences. Locke 2.2 HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He revived 35 studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination of psychological, physiological and environmental circumstances. That causes a person to say. “I m satisfied with my job”. Such a description indicate the variety of variables that influence the satisfaction of the individual but tell us nothing about the nature of Job satisfaction. Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management, personal adjustment & social requirement. Morse (1953) considers Job satisfaction as dependent upon job content, identification with the co., financial & job status & priding group cohesiveness

One of the biggest preludes to the study of job satisfaction was the Hawthorne study. 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 (aka Taylorism) 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.

2.3 IMPORTANCE OF JOB SATISFACTION

 Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover.  Job satisfaction can partially mediate the relationship of personality variables and deviant work behavior.  Common research finding is that job satisfaction is correlated with life style.

This correlation is reciprocal meaning the people who are satisfied with the life tends to be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied with their life.  This is vital piece of information that is job satisfaction and job performance is directly related to one another. Thus it can be said that, “A happy worker is a productive worker.”  It gives clear evidence that dissatisfied employees skip work more often and more like to resign and satisfied worker likely to work longer with the organization.

2.4 IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that can often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity- the quantity and quality of output per hour worked- seems to be a byproduct of improved 16

quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg’s (1957) have shown at least low correlation between high morale and high productivity and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and also as soon as the threat is lifted performance will decline. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity. Although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the “bottom line”.

2.5 WORKERS ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well being on the job. The following suggestions can help a worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition.

Develop excellent communication skills. Employer’s value and rewards excellent

reading,

listening,

writing

and

speaking

skills.

Know more. Acquire new job related knowledge that helps you to perform tasks more efficiently and effectively. This will relive boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often results in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This help to give meaning to one’s existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress management techniques.

2.6 FACTORS OF JOB SATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major components of job satisfaction. These are as under: 

The way the individual reacts to unpleasant situations,



The facility with which he adjusted himself with other person



The relative status in the social and economic group with which he identifies himself



The nature of work in relation to abilities, interest and preparation of worker



Security



Loyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed various job factors of job satisfaction. These are briefly defined one by one as follows: 1. Intrinsic aspect of job It includes all of the many aspects of the work, which would tend to be constant for the work regardless of where the work was performed. 2. Supervision This aspect of job satisfaction pertains to relationship of worker with his immediate superiors. Supervision, as a factor, generally influences job satisfaction. 3. Working conditions This includes those physical aspects of environment which are not necessary a part of the work. Hours are included this factor because it is primarily a function of organization, affecting the individuals comfort and convenience in much the same way as other physical working conditions.

4. Wage and salaries This factor includes all aspect of job involving present monitory remuneration for work done. 5. Opportunities for advancement It includes all aspect of job which individual sees as potential sources of betterment of economic position, organizational status or professional experience. 6. Security

It is defined to include that feature of job situation, which leads to assurance for continued employment, either within the same company or within same type of work profession. 7. Company & management It includes the aspect of worker’s immediate situation, which is a function of organizational administration and policy. It also involves the relationship of employee with all company superiors above level of immediate supervision. 8. Social aspect of job It includes relationship of worker with the employees specially those employees at same or nearly same level within the organization. 9. Communication It includes job situation, which involves spreading the information in any direction within the organization. Terms such as information of employee’s status, information on new developments, information on company line of authority, suggestion system, etc, are used in literature to represent this factor. 10. Benefits It includes those special phases of company policy, which attempts to prepare the worker for emergencies, illness, old age, also. Company allowances for holidays, leaves and vacations are included within this factor.

2.7 REASONS OF LOW JOB SATISFACTION Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers. 2. Conflict between supervisors.

3. Not being opportunity paid for what they do. 4. Have little or no say in decision making that affect employees. 5. Fear of loosing their job.

2.8 EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

Absenteeism means it is a habitual pattern of absence from duty or obligation.

If there will be low job satisfaction among the employees the rate of absenteeism will definitely increase and it also affects on productivity of organization. J o b s a t i s f a c t i n

High

low

A low

High

Rate of turn over and absences

Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over and absenteeism.

In the above diagram line AB shows inverse relationship between job satisfaction and rate of turn over and rate of absenteesm. As th job satisfaction is high the rate of both turn over and absentiseesm is low and vise a versa.

2.HIGH TURNOVER

In human resource refers to characteristics of a given company or industry relative to the rate at which an employer gains and losses the staff.

If the employer is said to be have a high turnover of employees of that company have shorter tenure than those of other companies. 3.TRAINING COST INCREASES As employees leaves organization due to lack of job satisfaction. Then Human resource manager has to recruit new employees. So that the training expenditure will increases. INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example, one recent study even found that if college students majors coinsided with their job , this relationship will predicted subsequent job satisfaction. However, the main influences can be summerised along with the dimentions identified above. The work itself The concept of work itself is a major source of satisfaction. For example, research related to the job charactoristics approach to job design, shows that feedback from job itself and autonomy are two of the major job related motivational factors. Some of the most important ingridents of a satisfying job uncovered by survey include intersting and challenging work, work that is not boring, and the job that provides status.

Pay Wages and salaries are recognised to be a significant, but complex, multidimentional factor in job satisfaction. Money not only helps people attain their basic needs butevel need satisfaction. Employees often see pay as a reflection of how managemnet view their conrtibution to the organization. Fringe benefits are also important. If the employees are allowed some flexibility in choosing the type of benefits they prefer within a total package, called a flexible benefit plan, there is a significant increase in both benefit satisfaction and overall job satisfaction. 23

Promotions Promotional opportunities are seem to be have avarying effect on job satisfaction. This is because of promotion take number of different forms.

WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In other words, if management could keep the entire worker’s happy”, good performance would automatically fallow. There are two propositions concerning the satisfaction performance relation ship. The first proposition, which is based on traditional view, is that satisfaction is the effect rather than the cause of performance. This proposition says that efforts in a job leads to rewards, which results in a certain level of satisfaction .in another proposition, both satisfaction and performance are considered to be functions of rewards. Various research studies indicate that to a certain extent job satisfaction affects employee turn over, and consequently organization can gain from lower turn over in terms of lower hiring and training costs. Also research has shown an inverse relation between job satisfaction and absenteeism. When job satisfaction is high there would be low absenteeism, but when job satisfaction is low, it is more likely to lead a high absenteeism.

What job satisfaction people need? Each employee wants: 1. Recognition as an individual 2. Meaningful task 3. An opportunity to do something worthwhile. 24

4. Job security for himself and his family 5. Good wages 6. Adequate benefits 7. Opportunity to advance 8. No arbitrary action- a voice a matters affecting him 9. Satisfactory working conditions 10. Competence leadership- bosses whom he can admire and respect as persons and as bosses. However, the two concepts are interrelated in that job satisfaction can contribute to morale and morale can contribute to job satisfaction. It must be remembered that satisfaction and motivation are not synonyms. Motivation is a drive to perform, where as satisfaction reflects the individual’s attitude towards the situation. The factors that determine whether individual is adequately satisfied with the job differs from those that determine whether he or she is motivated. the level of job satisfaction is largely determined by the comfits offered by the environment and the situation . Motivation, on the other hand is largely determine by value of reward and their dependence on performance. The result of high job satisfaction is increased commitment to the organization, which may or may not result in better performance. A wide range of factors affects an individual’s level of satisfaction. While organizational rewards can and do have an impact, job satisfaction is primarily determine by factors that are usually not directly controlled by the organization. a high level of job satisfaction lead to organizational commitment, while a low level, or dissatisfaction, result in a behavior detrimental to the organization. For example, employee who like their jobs, supervisors, and the factors related to the job will probably be loyal and devoted. People will work harder and derive satisfaction if they are given the freedom to make their own decisions.

CHAPTER NO. 3 MODELS OF JOB SATISFACTION

MODELS OF JOB SATISFACTION There are various methods and theories of measuring job satisfaction level of employees in the orgnization given by different authers.

List of all the theorise and methods measuring job satisfaction level is given below: A MODEL OF FACET SATISFACTION  Affect theory(Edwin A. Locke 1976)  Dispositional Theory( Timothy A. Judge 1988)  Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg’s)  Job Characteristics Model (Hackman & Oldham)  Rating scale  Personal interviews  action tendencies  Job enlargement  Job rotation  Change of pace  Scheduled rest periods

3.1 MODEL OF FACET OF JOB SATISFACTION

28 Skill Experience Training Efforts Age Seniority Education Co loyalty Past performance

Perceived personal job inputs Perceived amount that should be received (a)

Perceived inputs & outcomes of referent others

Level Difficulty Time span Amount of responsibility

Perceived outcome of referent others

Actual outcome received

a=b satisfaction a>b dissatisfaction a<b guilt Inequity Discomfort

Perceived job characteristics

Perceived amount received (b)

Fig.no.2 Model of determinant of facet of job satisfaction Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable to understand what determines a person’s satisfaction with any facet of job. According to this model actual outcome level plays a key role in a person’s perception of what rewards he recieves. His perception influenced by his perception of what his referent others recieves. The higher outcome level of his referent other the lower his outcome level will appear. This model also focus on his perception on reward level. 3.2 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. 3.3 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 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.

3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzberg’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. These motivating factors are considered to be intrinsic to the job, or the work carried out.Motivating 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 artifactFurthermore, 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]

3.5 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.

3.6 MODERN METHOD OF MEASURING JOB SATISFACTION

In this method of measuring job satisfaction the comparision between various orgnizational terms and conditions at managerial level and also the orgnization at a large. SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF THE ORGANIZATION: 1. Management has a clear path for employee’s advancement 2. Decisions are made keeping in mind the good of the employees 3. Management is extremely fair in personal policies 4. Physical working conditions are supportive in attaining targets 5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION 1. I feel I can trust what my supervisor tells me 2. My supervisor treats me fairly and with respect 3. My supervisor handles my work-related issues satisfactorily 4. I get frequent appreciation of work done from supervisors 5. I get enough support from the supervisor 6.Individual initiative is encouraged SATISFACTION WITH COMPENSATION LEVELS 1. Overall I am satisfied with the company’s compensation package 2. I am satisfied with the medical benefits 3. I am satisfied with the conveyance allowance 4. I am satisfied with the retirement benefits 5. I am satisfied with the reimbursement of the expenses as per the eligibility 6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY 1. Management decisions are Ad Hoc and lack professionalism (reverse scaled) 2. Rules and procedures are followed uncompromisingly 3. My job responsibilities are well defined and clear SATISFACTION WITH CAREER DEVELOPMENT 1. I have adequate opportunities to learn and grow 2. I get opportunities to handle greater responsibilities 3. My skills and abilities are adequately used at work From all above we can conclude level of job satisfaction of our employees. 3.7 RATING SCALE It is one of the most common methods of measuring job satisfaction. The popular rating scale used to measure Job satisfaction is to include: Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent satisfactions and dissatisfactions of employees. Job Description Index: it measures Job satisfaction on the dimension identified by Smith, Kendall, Hullin. Porter Need Identification Questionnaires: It is used only for management personnel and revolves around the problems and challenges faced by managers. 3.8 CRITICAL INCIDENTS Fredrick Hertz berg and his Associates popularized this method of measuring Job satisfaction. It involves asking employees to described incidents on job when they were particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their contents and identifying those related aspects responsible for the positive and negative attitudes.

3.09 PERSONAL INTERVIEWS This method facilitates an in-depth exploration through interviewing of job attitudes. The main advantage in this method is that additional information or clarifications can be obtained promptly. 3.10 ACTION TENDENCIES By this method, Job satisfaction can be measured by asking questions and gathering information on how they feel like behaving with respect to certain aspects of their jobs. This method provides employees more opportunity to express their in-depth feeling. In his study on American employees, hoppock identified six factors that contributed to job satisfaction among them. These are as follows: 1. The way individual reacts to unpleasant situations. 2. The facilities with which he adjust himself to other persons. 3. His relative’s status in the social & economic group with which he identifies himself. 4. The nature of work in relation to the abilities, interest & preparation of the workers. 5. Security. 6. Loyalty. Because human resource manager often serve as intermediaries between employees & management in conflct.they are concern with Job satisfaction or general job attitudes with the employees. Philip apple white has listed the five major components of Job satisfaction .as 1. Attitude towards work group. 2. General working conditions. 3. Attitude towards company. 4. Monitory benefits & 5. Attitude towards supervision

Other components that should be added to this five are individual’s state of mind about the work itself and about the life in general .the individual’s health, age, level of aspiration. Social status and political & social activities can all contribute to the Job satisfaction. A person’s attitude toward his or her job may be positive or negative. 3.11 JOB ENLARGEMENT The concept of job enlargement originated after World War II. It is simply the organizing of the work so as to relate the contents of the job to the capacity, actual and potential, of workers. Job enlargement is oblivious forerunner of the concept and philosophy of job design. Stephan offers three basic assumptions behind the concept of job enlargement. Output will increase if 1. Workers abilities are fully utilized 2. Worker has more control over the work 3. Workers interest in work and workplace is stimulated. Job enlargement is a generic term that broadly means adding more and different tasks to a specialized job. It may widen the number of task the employee must do that is, add variety. When additional simple task are added to a job, the process is called horizontal job enlargement. This also presumably adds interest to the work and reduces monotony and boredom. To check harmful effects of specialization, the engineering factors involved in each individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened so that there will be more lines and fewer workers on each line. Moreover, instead of assigning one man to each job and then allowed to decide for himself how to organize the work. Such changes permit more social contacts and greater control over the work process.

3.12 JOB ROTATION Job rotation involves periodic assignments of an employee to completely different sets of job activities. One way to tackle work routine is to use the job rotation. When an activity is no longer challenging, the employee is rotated to another job, at the same level that has similar skill requirements. Many companies are seeking a solution to on-the-job boredom through systematically moving workers from one job to another. This practice provides more varieties and gives employees a chance to learn additional skills. The company also benefits since the workers are qualified to perform a number of different jobs in the event of an emergency.

3.13 CHANGE OF PACE Anything that will give the worker a chance to change his pace when he wishes will lend variety to his work. Further if workers are permitted to change their pace that would give them a sense of accomplishment.

3.14 SCHEDULED REST PERIODS Extensive research on the impact of rest periods indicates that they may increase both morale and productivity. Scheduled rest periods bring many advantages: They counteract physical fatigue They provide variety and relieve monotony They are something to look forward to- getting a break gives a sense of achievement. They provide opportunities for social contacts.

CHAPTER NO. 4 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY 4.1 INTRODUCTION Research refers to a search for knowledge. It is a systematic method of collecting and recording the facts in the form of numerical data relevant to the formulated problem and arriving at certain conclusions over the problem based on collected data. Thus formulation of the problem is the first and foremost step in the research process followed by the collection, recording, tabulation and analysis and drawing the conclusions. The problem formulation starts with defining the problem or number of problems in the functional area. To detect the functional area and locate the exact problem is most important part of any research as the whole research is based on the problem. According to Clifford Woody research comprises defining and redefining problems, formulating hypothesis or suggested solutions: collecting, organizing and evaluating data: making deductions and reaching conclusions: and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Research can be defined as “the manipulation of things, concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art” In short, the search for knowledge through objective and systematic method of finding solution to a problem is research.

4.2 DRAFTING QUESTIONNAIRE The questionnaire is considered as the most important thing in a survey operation. Hence it should be carefully constructed. Structured questionnaire consist of only fixed alternative questions. Such type of questionnaire is inexpensive to analysis and easy to administer. All questions are closed ended. 4.3SAMPLING It was divided into following parts: Sampling universe All the employees are the sampling universe for the research. Sampling technique Judgmental sampling Sample was taken on judgmental basis. The advantage of sampling are that it is much less costly, quicker and analysis will become easier. Sample size taken was 100 employees.

4.4 RESEARCH OBJECTIVES The research has been undertaken with following objectives. 

To study the level of job satisfaction among the employees of Jamshedpur Dairy, a unit of Bihar State Co-operative Milk Producer’s Federation Limited (COMFED), 40



To study the methods of measuring job satisfaction of Jamshedpur Dairy.

4.5 DATA COLLECTION The task of data collection begins after the research problem has been defined and research design chalked out. While deciding the method of data collection to be used for the study, the researcher should keep in mind two types of data viz. Primary and secondary data. Primary Data: The primary data are those, which are collected afresh and for the first time and thus happen to be original in character. The primary data were collected through welldesigned and structured questionnaires based on the objectives. Secondary Data: The secondary data are those, which have already been collected by someone else and passed through statistical process. The secondary data required of the research was collected through various newspapers, and Internet etc. 4.6 RELEVANCE AND LIMITATIONS OF STUDY The study was thoughtful for knowing the existing job satisfaction level of the employees of Jamshedpur Dairy, a unit of Bihar State Co-operative Milk Producer’s Federation Limited (COMFED), Limitation for the study, the study was restricted to Jamshedpur Dairy only and other being the time as constraint. 4.7 CHAPTERISATION 1. Introduction 41

2. Research methodology 3. Organizational profile 4. Data presentation, analysis and interpretation 5. Conclusions and suggestions

CHAPTER NO. 5 ORGNIZATION PROFILE

Jamshedpur Dairy, a unit of Bihar State Co-operative Milk Producer’s Federation Limited (COMFED), with infrastructure of Processing 25,000 Litters, Milk per day was commissioned in January 1984. The dairy was set up to cater the need of the urban population, the of good quality milk at a reasonable price. The dairy in a very short period achieved sale of 25,346 litres. Milk per day by the year 1988-89 i.e.101% of the installed capacity. The Expansion of the dairy from 25,000ltrs, milk per day to 1,00,000ltrs milk per day was done under OPERATION FLOOD lll in june,1991. Today the dairy is marketing on an average 85,000 litres milk per day. We are working on to increase sale from 85,000ltrs/day to 1,05,000ltrs/day in the marketing year 200809.

The Dairy follows strictly the international norms of hygiene & good manufacturing practices recommended by Codex Alimentarius Commission in reception, processing, manufacturing, packaging, storage & transport In order to ensure a safe, sound & wholesome product reaching the customer.

FUNCTIONING

BIHAR

STATE

MILK

CO-

OPERATIVE FEDRATION: Bihar state co-operative milk union manufactures and markets the Sudha rang of products, which include toned Milk, Double toned milk, Standardized Milk, Full cream Milk, Curds, Ghee, Peda, and Butter milk. Liquid milk is the product of primary

importance owing to its large volumes of the four varieties of liquid milk Toned milk is the variety that captures greater volumes.

PEOPLE: Marketing Department is mainly headed by Marketing Manager, who looks all the part of the Marketing Department.

POLICIES: As far as policy is concern Marketing Department follows the policy of enhancing marketing which is necessary for the Department.

SYSTEMS AND PROCEDURES: Sales activities currently undertaken include obtaining indents from the retailers consolidating them by routes and preparing necessary documentation for the retailers of the indented goods from the finished goods section (FGS) on the following day. Also, the filed staffs is expected to visit the retailers on the routes assigned to them on a regular basis to ensure that service is proper and report any disturbances noted, to higher authorities. They also deal with those who intend to become retailers of Sudha. Sales activities include collecting Marketing information about the other brands that competitors are selling with the union’s area and the extent of penetration achieved by them. Also falling under Intelligence activities. Intelligence activities are the function of keeping watch on retailer, who violates norms of the Sudha Products.

INTRODUCTION OF JAMSHEDPUR DAIRY. Jamshedpur Dairy, a unit of Bihar State Co-operative Milk Producer’s Federation Limited (COMFED), with infrastructure of Processing 25,000 Litters, Milk per day was commissioned in January 1984. The dairy was set up to cater the need of the urban population, the of good quality milk at a reasonable price. The dairy in a very short period achieved sale of 25,346 litres. Milk per day by the year 1988-89 i.e.101% of the installed capacity. The Expansion of the dairy from 25,000ltrs, milk per day to 1,00,000ltrs milk per day was done under OPERATION FLOOD lll in june,1991. Today the dairy is marketing on an average 85,000 litres milk per day. We are working on to increase sale from 85,000ltrs/day to 1,05,000ltrs/day in the marketing year 200809.

DAIRY AT A GLANCE

Year of establishment:

January 1984

Brand name:

“SUDHA”

Present handling capacity:

1,00,000 LPD

Registered handling capacity:

1,00,000 LPD

Milk storage capacity:

1,80,000 litres

Year of HACCP & ISO certification:

19.04.2002

License number:

QSC/L-5000787.1

Name of the ISO & HACCP Agency:

BIS

Human Resource Department

Human resource is the art of getting things done through people but its felt that management is much more than what is said. Human resource management can also be understood as the total knowledge, skills, creative, abilities, talents and aptitudes of an 48

organization workforce, as well as the value, attitudes and beliefs of the individuals involved.

“If you want to invest for a shorter duration plant a tree, But if you are looking for a long term proposal plant a man ,” because human resource is the most valuable resource other than any resource. In this chapter, let us have a bird’s eye view of the function of the Human Resource Department in Bihar State co-operative milk production union.

About HRM in Bihar state milk co-operative federation:

Bihar state milk co-operative federation strongly believes in “WE” concept. They believe in better human relation, there is no disparity among themselves, and the union is having a good working culture and uniform code. They believe in respecting other emotions and thoughts.

HR Dept Structure Recruitment procedure in the Bihar State milk co-operative federation:

The purpose of this document is to explain the step by step activities of recruitment Procedure in the union.

The Chief Manager (Administration) will hold the responsibility with assistant of The Managing Director

The procedure adopted is as follows:-

 Managing Director will be addressed about the man power requirement in different sections of the union.  An expert panel committee of Board of Director is constituted as per the provision in the by-laws of the union, which is responsible for assessment of manpower in the union.  EPC (Employee Panel Committee) after assessing requirement of manpower in each functional area decides the cadre strength taking into consideration of the financial implications.  After approval from the board, cadre strength will be sent to the government for approval.  Government after considering various points like establishment cost viability, turnover etc., gives the approval for cadre strength and permission for recruitment.  EPC is responsible for selection of the candidates. Procedure for Recruitment is laid down in subsidiary recruitment rules. Advertisement call for application will be given in state newspapers (one in Hindi & other one in English).  Age limits, roster system will be followed as per government order from time to time.  Selection will be based on interview performance and written examination as decided by E.P.C.

TRAINING Procedure for training

The purpose of this document is to explain Systematic activities carried out in training employees of Bihar State milk co-operative federation. The responsibility will be on the Deputy Manager (Administration).

Promotion

Employees are being promoted from time to time depending on the Performance and availability of Vacancies as per the subsidiary rules of the union.

TRANSFER

Transfers are done on the request of the employees & interest of the employees, except mutual inters union transfers. No other transfers are done.

Rules & Regulations

Bihar state milk co-operative federation has its own subsidiary rules and conduct the rules are approved by the registrar of co-operative societies and they have a certified standing orders. The employees should abide with the rules or will be penalized.

BENEFITS, ALLOWANCES & WAGES

All benefits of the employee measures are governed by Bihar state milk cooperative federation. Subsidiary rule of 1999; however the fringe benefits are givens as per the orders of government of Bihar. 53

 HTC (Home take allowance will given once in 2 year).  Uniforms allowances will be given to employees once in a year.  Double wages will be given to the employees who work on holidays; their pay scale should be rs.4575-8400.

ADSENTEEISM Unauthorized and long absence are identified by the respective section heads and forwarded to Chief Manager (administration) for further action.  Actions are being initiated from the administrative department.  Loss of payment will be borne by the employee.  Notice will be issued to the employee.  Deputy Manager will counsel the employee and submit the report to the Managing Director.  Managing Director will initiate the action.

WORK ENVIRONMENT

The respective employee of the Department will report the functional head regarding the changes to be brought in the working pattern and suggest the methods to be implemented once in a month and after the meeting the suggestion will be verified and necessary steps will be taken for the improvement in the work culture.

DISCIPLINE & GRIEVANCE  Managing Director is the appointing authority as well as a disciplinary authority of the union.  Disciplinary measures are governed by Bihar state milk co-operative federation.

COMMUNICATION

 Communication takes place through telephone.  Official communication takes place through written/typed document.  Mass communication takes place through notice board.

SOCIAL MEASURES Cattle fodder Bihar state milk co-operative federation supplies cattle fodder to various Dairy Co-operative societies.

VETERINARY UNIT Veterinary unit takes care of the AI and AH activities, guide the farmer about the cows, and treat the cattle and cows in various DCS.

MEETING & BOARD MEETING Board meeting is held once in a month. General Body meeting will be held yearly once the Managing Director will decide regarding the date and place the meeting and where it should be held.

PROCEDURE FOR ADMINISTRATION: The purpose of this document is to explain systematic activities carried in administration activities carried out by Bihar state milk co-operative federation. The procedure adopted is as follows: 1. Managing director is the chief executive of the Bihar state milk co-operative federation. He is responsible for overall administrative control of the union. 2. Managing Director is the appointing authority as well as the disciplinary authority in the union. 3. Bihar state milk co-operative federation has employee’s subsidiary rules and conduct rules approved by the registrar of co-operative societies and certified standing orders. 4. Managing director has the power to delegate any of his powers to his sub ordinates officers for smooth functioning of the administrative section. 5. Time office collects the incoming/outgoing times of all the employees. The cumulative monthly details of all the employees along with the section wise reports are sent to finance department through administrative section. 56

6. All benefits to the employee and disciplinary measures are governed by Bihar state co-operative milk union subsidiary rules 1999. 7. The respective section heads identify unauthorized/long absence and action is being initiated from administrative department. 8. Eligible employees are being promoted from time to time depending on the performance and availability of vacancies.

MEASUREMENT, ANALYSIS & IMPROVEMENT The purpose of this document is to, know the measurement, analysis & improvement and to ensure conformance of quality manual system, product and continually improve effectiveness of QMS (Quality Manual System). The responsibility is shouldered on all the employees of the Bihar state milk co-operative federation.

MANAGEMENT INFORMATION SYSTEM MIS is the key section in providing the information, in right time to top management. It plays a vital role in progress report collection, formatting, analyzing & reviewing the information.

DAILY REPORTS

MIS department has to submit daily report to Bihar State milk Co-operative Federation. It contains dairy wise & chilling center wise milk procurement, milk sales inter dairy sales Milk sent for conversion, curd sales & payment position.

MONTHLY REPORTS MIS will prepare monthly progress report. This report contains information about number of DCS societies registered, share capital, audit status of DCS, milk procurement & quality Status, animal health programmed & all information.

DAIRY/CHILLING CENTER PROGRESS REPORT Dairy wise & chilling wise milk procurement & milk disposal with FAT & SNF is depicting in this report. Sale of various kinds of milk & its products is shown in this report. A report is submitted.

SOURCES OF INFORMATION COLLECTION  Procurement & sales information from dairies & chilling centres.  For monthly report, information will be collected from DCS, through extension officers, ventnary progress report, All officers, administration & accounts section.

ROLES & RESPONSIBILITIES OF MIS DEPARTMENT

 Projecting financial & physical status of milk union.

 Collection of various types of progress reports from dairies & milk union.  Consolidation of progress reports, analyzing the progress &submission of report to union, Bihar state milk co-operative federation & NDDB.  Fixing targets to extension officers regarding key items & review of achievement.  Sharing information between departments for analysis & review by MD.  Submission of bench mark reports to NDDB.  Maintenance of kinds of data & information.

SERVICE RULES Extract of the Bye-laws No. 25∙26 and No. 26 of the Bihar State Co-operative Milk Producers’ Federation Ltd., Patna. 25∙26 “The expert panel Shall decide the administrative set up which shall include the staff required, qualifications, experience, job requirements, scale, etc. and will submit its recommendation to the Board for its approval. The panel shall be formed of the following members: 1) A nominee of the Government. 2) The Managing Director of the Federation. 3) Representative of the IDC/NDDB.

After the approval of the recommendations of these panels the Managing Director shall invite application for recruitment of the staff and the expert panel shall recruit suitable candidates. This panel shall be responsible for the selection of candidates for the post of senior officers except the Managing Director, the expert panel shall comprise of the following members: 1) Representative of Government. 2) Chairman of the Federation. 26. “The Board shall be competent to frame subsidiary rules consistent with the provisions of the Act, Rules and bye-laws for the proper conduct of the Federation. These rules shall be implemented after the approval of the Registrar.

1. APPLICATION AND COMMENCEMENT a. These rules may be called ‘Service rules of the Bihar State Co-operative Milk Producers, Federation Ltd,. 1984’. b. These rules shall apply to all the officers and employees of the Bihar State Cooperative Milk Producers’ Federation Ltd.Provided that in the case of employees appointed by the State Govt. or who are on deputation from other organizations or from the Govt. the terms of such appointments or deputation, as the case may be, only shall apply. Provided Further that in the case of employees appointed on contract, the terms of contract only shall apply. c. These rules shall be deemed to have come into force on and from 1.1.1984. d. These rules shall not apply to workmen who shall be governed by the Standing Orders framed under Industrial Employment (Standing Orders) Act, 1946.

2. DEFINITIONS In these rules, unless the context otherwise implies – a. The “BOARD” means the Board of Directors of the Bihar State Co-operative Milk Producers’ Federation Ltd., Patna. b. The “FEDERATION” means the Bihar State Co-operative Milk Producers’ Federation Ltd,. Patna. c. “MILK UNION” means the District/Milk shed area of Co-operative Milk Producers’ Union Limited. d. “MANAGING DIRECTOR” means the Managing Director of the Federation deputed by the State Govt. or appointed by the Board of Directors of the Federation according to the bye-laws as the case may be. e. “GOVERNMENT” means the Govt. of Bihar. f. “MANAGEMENT CADRE’ consists of employees in Managerial or Administrative capacity, and those who are employed in a supervisory capacity drawing wages exceeding one thousand six hundred rupees per mensem or perform either by the nature of the Powers vested in them, function mainly of a managerial nature. g. “EMPLOYEE” means employee of the Federation. h. “THE UNIT” means any factory, workshop, depot emporium or office of the Federation functioning as individual unit separate from the Head Office of the Federation. i. “A COMPEETENT AUTHORITY” in relation to the exercise of any power under these rules is the Board or the authority to which such specific power has been delegated by the Board.

3. STRENGTH OF THE ESTABLISHMENT SCALES OF PAY ETC. a. Subject to the Budget allotment sanctioned by the General Body of the Federation for each year it shall be competent for the Board of Directors of the Federation to prescribe and to revise from time to time as per the recommendation of the expert panel, the strength of the establishment of the Federation and the scales of pay, allowances, etc. admissible to each member thereof. b. The Board of Director may, whenever it thinks necessary, sanction temporary posts for specific purpose and period.

4. CATEGORISE OF POST Board shall be at liberty to classify cadres, change the designation given to any employee, fix grade or category, scale of pay, educational and technical qualifications and other requirements for posts under the Federation. The various categories of post in the Federation’s establishment shall be classified as follows, subject to modifications that the Board may decide from time to time, on the recommendation of expert panel. a. TOP MANAGEMENT CADRE: i.

Managing Directors

ii.

General Manager

b. MIDDLE MANAGEMENT CADRE: i.

Managers

ii.

Deputy Managers/ Accounts officee/Suptd. Engineers.

iii.

Assistant Managers / accountants/Executive Engineers.

c. JUNIOR MANAGEMNT CADRE : i.

Executives/ Technical Officers

ii.

Junior Executives/Technical Supdts

iii.

Supervisors/Senior Technicians.

d. STAFF CADRE : Technicians, Administrative Staff like Assistants, Steno Typists, Typists, and Telephone Operator. e. SUBORDINATE STAFF CADRE : i.

Class lV Employees.

ii.

Contingent Staff watch and ward.

5. APPOINTMENTS

(a) Appointments shall be made only the appointing authority in order of preference indicated by the selecting authority. The Appointing Authority and Selecting Authority shall be as follows: Cadre

Unit of appointment

Selecting authority authority

Appointing

Subordinate Staff

Dairy Units, Cattle Selection Committee or Managing Feed Plants, Project Promotion Committee of Director. Units, Head Officer the unit. shall be the independent units for this purpose.

Staff Cadre

Entire Federation

Selection Committee or Managing Promotion Committee Director.

Junior Entire Federation Management Cadre

Selection Committee or Managing Promotion Committee Director.

Middle Entire Federation Management Cadre Top Entire Federation management cadre,Senior Managers Asstt. General manager, General Manager. Managing Entire Federation Director.

Expert panel constituted for this purpose, as per the bye-laws provision. Expert panel constituted for this purpose, as per the bye-laws provision.

Managing Director. Managing Director.

Panel consisting of a Board Representative of the Govt. and the Chairman of Federation and a representative of the NDDB/IDC

Note: For the purpose of transfer, the entire Federation shall be treated as one unit. (b) All appointments shall be reported to the Board of Directors at its next meeting.

6. APPOINIMENT BY DEPUTATION The competent authority shall be at liberty to requisition for a specific period, the services of any suitable person from any state or Central Govt. services, or from other public sector undertakings or autonomous bodies on deputation on foreign services’ terms and conditions which will govern his service in the Federation.

7. APPOINTMENT BY CONTRACT Notwithstanding any provision in Rule 5 or 6. The Board shall be competent to appoint any person to any post on individual service contract for its specific period renewable from time to time. The service conditions of person so appointed on contract shall be governed by the terms of respective contract.

8. QUALIFICATIONS 65

No person shall be eligible for appointment to the posts in the Federation unless he possesses the qualifications prescribed as per the Annexure.

9. DISQUALIFICATIONS a. No person shall be eligible for appointment to the service of the Federation if he has been sentenced for any offence other than an offence of a political character or an offence not involving moral turpitude or delinquency, such sentence not having been reversed or the offence pardoned. b. No person who is a near relation to a member of the Board of Directors of the Federation shall be eligible for appointment to any post in the service of the Federation. If any doubt arises as to whether a person is or not a near relation of a member of the Board, the selecting authority shall refer it to the Board with full particulars and the decision of the Board on the matter shall be final.

10. TEMPORARY APPOINTMENTS a. In cases of urgency, where it is likely to take time to complete the formality of making appointments after following the prescribed procedures or where qualified candidates are not immediately available, it shall be open to the appointing authority to make temporary appointments on the recommendation of the expert panel, irrespective of the fact whether the post is permanent or temporary. Such appointments shall be reported to the Board of Directors in its next meeting and in subsequent meetings until the temporary appointments are terminated.

b. An appointment under these rules shall not confer any right on the person so appointed for confirmation or for further promotion by virtue of holding the temporary appointments. c. A person appointed under this special rule shall be replaced as early as is possible, unless he himself happens to be the person regularly appointed to the post subsequently.

11. SPECIAL PROVISION FOR APPOINTMENT OF SON/DAUGHTER/WIDOW OF AN EMPLOYEE

DYING

WHILE IN SERVICE a. Notwithstanding anything to the contrary contained in any other rules, the appointing may, at its discretion, appoint a son, or a d b. aughter, or the widow of any deceased employee of the Federation, in any of the posts included in category (iii) & (iv) : Provided that the son or the daughter, as the case may be, satisfies the qualification prescribed for the post other than the method of selection, and if the person to appointed, is a widow, she satisfies the qualification other than the age and method of selection. Provided that in the case of the widow, the Board of Directors may, in suitable cases and for valid reasons to be recorded, relax the rule relating to educational qualification as well. c. Requests for appointment under these special rules shall be received by the appointing authority within the one year from the date of death of employee. d. The benefit under this special rule shall not be made available to more than one member of the deceased family. No benefit under this special rule shall also accrue if any of the sons or any of the dependent daughters of the widow of the deceased employee had been holding any monthly paid employment in any

office, institutions, establishment, etc., on the date of the death of the employee or secured such employment before making an application this rule. Note: For purpose of this rule “EMPLOYEE” dose not include a person appointed on deputation or on contract or whose services in the Federation were not confirmed.

12. GENERAL CONDITIONS OF SERVICE a. The whole time of an employee of the Federation is at the disposal of the Federation and he may be employed in any manner required by the competent authority without claim for additional benefits. b. The Competent Authority shall have right to post any member of the Federation staff anywhere in India or require any of its employees to undertake tours in respect of the affiliated members. c. Notwithstanding anything to the contrary contained in any other rules, the Board

shall

competent

transfer

the

services

any

employee/employees of the Federation permanently to any other organization or institution to which any unit would be transferred or handed over. d. An employee intending to resign his post from the Federation service shall give a notice to the Competent Authority in writing of his intention, settle his dues to the Federation and obtain the written orders of the Board accepting the proposals to leave the Federation. The Competent Authority for accepting resignation shall be the appointing authority. Any subsisting bond or contract shall be taken into account before accepting the resignation. The period of notice shall be 3 calendar months for Managerial cadres and one month in respect of other employees. In special circumstances, recorded in writing, the competent authority may modify this condition. An employee who resigns his appointment under the

Federation shall forfeit his past service as well as rights accrued to him thereon, under the Federation.

e. The appointing authority may dispense with the service or terminate the appointment of any employee of the Federation, without assigning any reason therefore, after giving him a notice of 3 month, in case of, the managerial cadre or of one month in respect of employees holding other than managerial posts or after paying the emoluments for the period in lieu of thereof. The person so discharged shall be eligible for terminal benefits for the past service as per rules.

13. FIXATION OF SENIORITY a. Subject to the rule of reservations, periodically laid down by the State Govt. the Seniority of employee in any post shall be determined with reference to the date on which the order or the proceeding appointing him to that post has been issued. Provided that if more than one person has been appointed to the same type of post on the same day, the appointing authority shall fix the relative seniority among persons so appointed and in the absence of any indication to the contrary, the order in which the names are written in the appointment order shall be deemed to indicate the order of seniority. Resolved further that in case of appointments on the basis of merit list published by the Competent Authority, the seniority will be fixed as per the relative position in that merit list. b. In the case of employees whose services have been transferred to the Federation, due to merger or transfer the relative seniority of such employees vis-a-vis, the other employees of the Federation will be decided by the competent authority on the basis of length of service, pay etc. with the Board.

c. The seniority list as on the 1st of July every year shall be duly published for the information of staff.

14. DEPUTATION

OF FEDERATION’S EMPLOYEE

a. The competent authority may, at its discretion, place the services of Federation employee for a specific period, at the disposal of Co-operative institutions or public sector undertakings or any Central Govt. or State Govt. departments, on Foreign Service terms. Such deputation shall conform to the conditions as may be prescribed by the Board in this regard.

b. The competent authority for this purpose shall mean :i.

The Managing Director of the Bihar State Co-operative Milk Producers’ Federation Ltd., for deputing any Federation’s employee to any institution or organization on foreign service terms, upto and inclusive of the cadre and rank of Manager, within the state of Bihar.

ii.

The Board of the Bihar State Co-operative Milk Producers’ Federation Ltd., for deputing any Federation’s employee above the rank of Manager within the State of Bihar.

iii.

For deputing any Federation’s employee outside the State of Bihar.

15. PROMOTION

a. An employee shall be eligible for promotion only if he is an approved probationer in any lower category. Promotion in all cases shall be made on grounds of merit and ability, seniority being considered where merit and ability are nearly equal. b. Promotion shall be made only after screening by Selection Committee as stipulated in the recruitment and appointment rules of the Federation

16. RECORD OF SERVICE a. The record of service and leave account shall be maintained by the respective Head of the Unit in respect of all employees in his charge and all changes affecting emoluments, transfers and other allied matters shall be noted in this record and attested by the Head of the Unit. b. (1)

In the case of officers in category (i) & (ii) other than the Managing

Director, the appointing authority shall maintain a confidential file for each employee. The confidential file shall consist of the self appraisal reports of the concerned officers for the year ending 30 th June with such remarks as may be made by the officer being superior to the concerned officer, to whom these powers may be delegated and the Managing Director. A copy of the remarks so made shall be communicated and acknowledged to the officer concerned within one month from the date of making such remarks. (2)

In respect of any adverse remarks communicated under the clause (1)

above, the officer affected may prefer an appeal to the Managing Director in the

cases of officers in category (i) & (ii) except the General Manager, and to the Chairman in the case of General Manager, within a period of one month from the date of receipt of the adverse remark. The decision of the Appellate Authority regarding the adverse remark or any modification thereto shall be final. c. In respect of employees of category (iii) & (iv) a record sheet shall be maintained for each employee. The record sheet shall contain details of commendations or rewards or punishment and shall be maintained by the Manager Incharge of personnel.

17. INCREMENT a. In an incremental scale, the increment accrues on the completion of a satisfactory service for a period of one year at each stage of that scale of pay. b. Service in a post on fixed pay, the period of initial training, or apprentice-ship or of leave without pay and allowances will not count for increment.

18. GRANT OF ADVANCE INCREMENT The authority approved by the Board may grant advance increments at any stage to an employee for the reasons approved by the Board. Further increments in the time scale shall accrue from the date of which such increment is granted.

19. ADDITIONAL CHARGE a. The Competent Authority under this rule shall be the appointing authority as per rule 5 (i) (a). b. The Competent Authority may make additional charge arrangements by placing an officer in addition to his normal duties. He shall be fully responsible for discharge of the duties attached to the additional posts. c. The additional charge arrangements shall be resorted to only in cases of vacancy arising for a short duration of not less than 30 days but not exceeding 6 months

wherein it is considered necessary or economical to make fresh appointment on a regular basis to fill up that vacancy. d. The Competent Authority may make additional charge arrangement by placing an officer, with equal or superior qualification, responsibilities or status to be incharge of the additional post in addition to his normal duties. e. The additional charge post shall be independent of the normal post in nature, or should carry distinct or separate set of duties and responsibilities or with different territorial jurisdiction. f. During the period of such additional charge, the officer shall be entitled for an additional pay not exceeding 20% of his basis pay for the period of additional charge. For periods not exceeding 6 months, no payment will be admissible. The incumbent shall not be eligible for any special pay or any compensatory allowances apart from the additional payment due to as referred to above. g. When an officer holds additional charge of more than one post, he will be entitled to only 20% of his basis pay as additional payment irrespective of the number additional post he would hold.

20. RETIREMENT The age of retirement on superannuation shall be 58 years to all categories of Federation’s employee except those to whom the Industrial Employment (Standing Orders Act. 1946) shall apply.

21. PREMATURE RETIREMENT a. The Appointing Authority shall be at liberty to review the performance, integrity, physical mental ability to perform the duties and to compulsorily retire those who have attained an age of 50 years or completed 25 years of service on the ground of inefficiency, doubtful integrity, physical or mental infirmity. Such compulsory retirements shall be made by giving a notice of 3 months or paying their pay and allowances for the period in lieu thereof as per rules in force.

b. An employee on his/her own volition may opt for voluntary retirement after completing 50 years of age or 25 years of service. c. The employees who retire prematurely or are retired such shall be eligible for full retirement benefits as per rules of the Federation.

22.

The competent authority is at liberty to declare any post as security post and to

require the incumbent to deposit any case or in any other form as may be prescribed from time to time as a necessary prerequisite to hold these posts.

23. LOANS AND ADVANCE The Board shall be at liberty to frame and implement the schemes of short or long teem loans and advances to staff and to stipulate the terms of repayment. Interest, method of recovery etc.

24. EMPLOYMENT PROVIDENT FUND There shall be a scheme of employees provident fund of contributory nature for the employees in accordance with the rules to be approved by the Board for the purpose.

25. GATUITY There shall be scheme for the payment of gratuity for the employees at the time of superannuation, death while in service or for any other form of cessation of service in the Federation in accordance with the rules to be approved by the Board for the purpose.

26. MEDICAL EXPENSES a. The employee who is not covered by the Employees Estate Insurance Scheme shall be eligible for re-imbursement of medical expenses, excluding diet charges, if any, for himself and/or a member of his family incurred by him as indoor patient of Govt. Hospital Or a registered clinic. The cost and details of treatment shall be certified by the Head of the Govt. Hospital or the registered clinic, as the case may be, in which treatment was given and the daily room rent, if reimbursed shall not exceed one third of the cost allowances admissible

to the staff per day for journeys and halts within the state. The reimbursement shall be restricted to the period of hospitalization. b. The employee who is not covered by Employees Estate Insurance Scheme shall be eligible, besides the facilities provided in clause (a), for re-imbursement of medical in course of treatment of himself and/or a member of his family as an out-door patient by a registered medical practitioner. The amount of such reimbursement shall not however, exceed in total Rs. 500 in year.

Explanation: - A member of the family for the purpose of this rule means, sons, unmarried daughter, dependent mother and dependent farther of the employee claiming re-imbursement.

27. LOSSES Whenever any type of losses are sustained by the Federation due to any act of commission or negligence of an employee of the Federation the competent authority apart from terminating the services of the concerned employee, may also recover the value of such losses to the extent necessary from the salary of such employee.

28. ELIGBILITY TO ABIDE BY THE RULES Every employee shall conform and abide by the rule as approved by the Board and Shall comply with and obey all lawful orders and directions in the course of discharge of duties given to him by the competent authority or the immediate superior under whose jurisdiction, superintendence and control, he may he placed. He shall also be subject to any other rules that may be prescribed from time to time for maintenance of discipline among the Federation’s staff.

29. OBSERVANCE OF SECRECY Every employee shall maintain the strictest secrecy regarding Federation’s affairs and the affairs of its constituents and shall not divulge directly or indirectly any information

of confidential nature either to a member of the public or to an outside agency or to any other employee of the Federation not entitled to such information unless: a. Divulging of such information is in accordance with the law and practices and usages customary amongst co-operative institutions engaged in similar work. b. He is compelled to divulge such information by judicial or other authority. c. Instructed to do so by superior officer in the discharge of his duties.

30. DRESS AND DECORUM The Federation’s employee shall be presentably dressed and shall behave with courtesy. Uniform shall be worn, whenever it is prescribed. Every employee shall serve the Federation in its business in such capacity or at such place as directed by the competent authority. He shall wear badges abide or carry with him indentity cards wherever prescribed.

31. EMPLOYMENT OF MEMBERS OF FAMILY OF EMPLOYEE IN FIRMS, GIVE OF CONTRACTS ETC a. No employee shall use his position or influence directly or indirectly to secure employment for any person related whether by blood or marriage to the “EMPLOYEE” or to the employee’s wife or husband, whether such a person is dependent on the employee or not. b. No employee shall in the discharge of his official duties knowingly grant or authorize the grant of any advance of or any other facilities to or enter into or authorise entering into by or on behalf of the Federation any contract, agreement, arrangement or proposal in any matter or give or sanction any contract or loan to any undertaking or person if any member of his family is employed in that undertaking or under that person or if he or any member of his family has any interest in such matters or contracts in any other manner and the employee shall refer every such matter of contracts or loan shall thereafter be disposed of according to the instructions of the competent authority, to whom such reference is made.

EXPLANATION: A person is not deemed to have any interest in an undertaking for the purpose of this sub rule if he is only a shareholder having not more than 2% of the paid up capital of the undertaking in his name.

32. TAKING OUTSIDE EMPLOYMENT a. All employees shall the Federation faithfully and devote their whole time attention to promote the Federation’s interests. No employee shall engage himself in pursuit of remunerative full or part time private employment, or commercial or money lending business or in investment. He shall not engage in speculative purchase and sale of shares and securities. PROVIDED That an employee may without any a sanction of competent authority undertake honorary work of a social or charitable nature or occasional work of a literary, as artistic or scientific character, subject to the condition that his official duties do not thereby suffer; but the he shall not undertake, or shall discontinue such work, if so directed by the appointing authority or any authority superior to the appointing authority.

Explanation: i.

Canvassing by an employee in support of the business of insurance, agency or commission agency, owned or managed by a member of his family shall by deemed to be a breach of this sub rule.

ii.

Expression, “member of the family” in relation to an employee includes:

•

The wife or husband as the case may be, of the employee, whether resides with employee or not but does not include a wife or husband as the case may be, separated from the employee, by a decree or order of competent.

•

Son or daughter or step son or step daughter of an employee and wholly dependent on him, but does not include a child who is in no longer in any way dependent on the employee or of whose custody the employee to has been deprived by or under any law.

•

Any other person related, whether by blood or marriage, to the employee or to the employee’s wife or husband and wholly dependent on the authority.

(32.b) No employee may accept any fee for any work done by him for any private person without the sanction of the appointing authority. (c) No employee shall without previous sanction of the Federation, accept in the discharge of official duties, take part in the registration, promotion, management of and organization or company which is required to be registered under the companies act or any other law for the time being in force for commercial purpose. (d) No employee shall act as an agent of, or canvass business in favour of, an insurance company or corporation in his individual capacity. (e) An employee shall not, without permission of the appointing authority, publish any book or engage himself habitually in literary or artistic work of any kind.

33. CONTRIBUTION TO NEWSPAPERS, RADIO, T.V. etc. No employee shall, except with the previous sanction of the appointing authority. a. Own wholly or in part or conduct or participate in the editing or management of any newspaper or any other periodical publication. b. Participate in any Radio or T.V. broadcast or contribute any article or write any letter either in his own name or anonymously or in the name of any other person

to any newspaper or periodical or make public, or publish or cause to be published prepass on to others any document, paper or information which may come into his possession in his official capacity. c. Deliver any talk or lecture in a public meeting or otherwise.

34. DEMONSTRATIONS No employee shall engage himself or participate in any demonstration which is prejudicial to the interests of the sovereignty and integrity of India, the Security of the State, friendly relations with foreign State, public order, decency or morality, or which involves contempt of defamation or incige incitement to an offence.

35. JOINING OF ASSOCIATIONS PREJUDICIAL TO INTERESTS OF THE COUNTRY No employee shall join, are continue to be a member of an association, the objects or activities of which are prejudicial to the interests of the sovereignty and integrity of India or public order, or morality.

36. CRITICISM OF THE POLICY OF THE GOVERNMENT OR OF THE FEDERATION a. No employee shall in any Radio broadcast or T.V. or in any documents published by him in his own name or anonymously or in the name of any other person or in communication to the press or in any public utterance make any statement of fact or opinion. i.

Which has the effect of an adverse criticism of any recent or current policy of any Government?

ii.

Which has the effect of an adverse of criticism of any policy of the Federation in relation to its business or

iii.

Which has the effect of an adverse criticism of any policy of the Federation in relation to service condition of the employee except while participating in any lawful and bonafide trade union activity?

b. No employee shall preside over, address or take part in the organization of any meeting or conference at which it is likely that any of the speakers or organisors might say or do anything which will have an effect violating the provision of the sub rule (a), has such speakers or organisors been of the Federation.

37. TAKING PART IN POLITOCS AND IN ELECTION a. No employee shall be a member of or be other wise associated with, any political party or any organization which takes part in politics nor shall take part in, subscribe in aid of or assist in any other manner any political movement or activity. b. No employee shall canvass or otherwise influence or use his influence in connection with or take part in, an election to any legislature or local authority or a co-operative society other than an employee’s society. Provided that an employee qualified to vote at such election may exercise his right to vote but where he dose so, he shall give no indication of the manner in which he proposes to vote or has voted.

38. GIFTS a. No employee or his family members shall receiver any gift from any one except for gifts whose monetary value does not exceed Rs. 1,000 from class relatives on special occasions like wedding, anniversary or religious ceremony in conformity with social or religious customs. b. No employee of the Federation shall pay, demand or accept dowry for self or for family members.

39. PROPERTY STATEMENT-ACQUISITION AND DISPOSAL a. No employee shall except after notice to the competent Authority, acquire or dispose of any of his immovable property in his name or in the name of his family members. b. All employees shall submit statement of all immovable properties either acquired or disposed of during the previous calendar year, by way of sale, succession, gift inheritance, or bequest. c. All employee of the Federation shall submit statement of movable properties at the time of joining the federation’s service.

40. OUTSIDE INFLUENCE No employee shall bring any political or other outside influence to bear upon any superior authority to further his interest in the Federation. An employee approaching superior authorities in connection with the service matters shall obtain prior permission of his immediate superior authority.

41. REFUSAL TO RECEIVE PAY, STRIKES ETC No employee shall induce, organice, or participate in concerned or organized refusal to receive pay or shall indulge in any strike, gherao, hunger strike, dharna, or any similar demonstration to coerce, compel or embarrass any authority of the Federation or any purpose whatsoever. This rule dose not cover “STRIKE” that conforms to the provisions of the industrial disputes act by the employee to whom this act shall apply.

42. RESTRICTIONS REGARDING MARRIAGE a. No Federation’s employee shall enter into or contract a marriage with a person having spouse living. b. No employee have a spouse living shall enter into or contract a marriage with any person. 81

(A) Provided that the appointing authority may permit an employee to enter into a contract in such marriage as referred to in clause (a) or clause (b) if it is satisfied that i.

Such marriage is permissible under the personal law applicable to such employees and the other party to marriage.

ii.

43.

There are other grounds for so doing.

CONSUMPTION OF INTOXICATING DRINKS AND

DRUGS a. An employee shall strictly abide by any law relating to intoxicating drinks or drugs in force in any area in which he may happen to be posted for the time being. b. It is the duty of the employee to see that the performance of his duty is not affected in any way by the influence of any intoxication drinks or drugs. c. An employee shall also take due care that he does not appear in any public place in state of intoxication drinks or drugs.

44. ACTS OF MISCODUCT The following acts shall be treated as misconduct calling for immediate disciplinary action against the staff who indulge in them. a. Theft, fraud, dishonesty in connection with Federation property or business. b. Taking or giving bribes or any illegal gratification whatsoever. c. Sleeping while on duty, malingering or slowing down the work. d. Gambling within the Federation’s premises, conducting or promoting unauthorised lottery, raffle, or collection and distribution of money within the premises. e. Unauthorized or unlawful use of the Federation’s properties for any purpose. f. Spreading false rumours, giving false and tendentious information bringing disrepute or loss to the Federation or its employees. g. Indulging in sabotage and other subversive activities. 82

DISCIPLINARY PROCEEDINGS 45. PUNISHMENTS a. An employee who commits a willful breach of any of these rules or of any of his duties, or who acts contrary to the rules of procedure and instruction, or by his negligence, inefficiency, or indolence causes loss, pecuniary or otherwise to the Federation or damage to any of its properties, or proves detrimental to its interest, prestige or its functioning or who is guilty of any misconduct, misbehavior or disobedience, shall be liable to any of the following punishment: i.

Censure;

ii.

Fine;

iii.

Withholding of increments of pay with or without cumulative effect;

iv.

Withholding of promotion;

Recovery of amounts in the whole or part of any pecuniary loss, caused by the employee from his pay;

vi.

Reduction to a lower stage in the time scale of pay;

vii.

Reduction to lower category or post;

viii.

Premature retirement;

ix.

Removal from service;

Dismissal from service;

b. The punishments mentioned in items (i) to (iv) of the above sub-clause shall be called ‘minor punishments’ and the other, i.e. item (v) to (x) ‘minor punishment’.

EXPLANATION: i.

The discharge of a person.  Appointed on probation before the expiry, or at the end, of the prescribed or extended period of probation.  Appointed to hold a temporary appointment on the expiration of the period of appointment does not amount to removal or dismissal within the meaning of sub clause.

ii.

The following shall not amount to a penalty within the meaning as per these special rules.  Non promotion of an employee, whether in a substantive officiating capacity, after consideration of his case to a post to which he is otherwise eligible for promotion as per these special rules.  Retirement of an employee in accordance with the provision of special rule 20 and.  Reversion to a lower post for want of vacancy.

46. COMPETENT AUTHORITY FOR DISCIPLINARY PROCEEDING The appointing authority or any officer authorized by the Board hereinafter referred to as the disciplinary shall be competent to impose any of the major punishments on an employee. Provided that before imposing any of the Major punishments on any officer of category I, the chairman also shall be consulted.

EXPLANATION: The expression, ‘appointing authority’ for purposes of their special rule means the authority who is competent to make appointments to the post held by the delinquent at the time of framing the charges. \

47. SUSPENSION: a. An employee may be placed under suspension from service by the appointing authority or by any higher authority, where, i.

An enquiry into grave charge of disobedience, irregularity, malpractice or misappropriation is contemplated or is pending, or,

ii.

Where an employee is facing trial for any criminal offence.

iii.

Pending an enquiry, his continuance in his post or duty is considered to be detrimental to the discipline of the Federation staff, or to the normal discharge of their official duties.

iv.

It is necessary to facilitate the enquiry or to prevent possible tampering with the evidence, records and other material objects of the case.

b. An employee of the Federation, who is detained in police custody or arrested on a criminal charge or otherwise for more than 48 hours, shall be deemed to have been suspended under sub-clause (a) above. c. An order of suspension made at any time may be revoked by the authority which made the order or by an authority higher than the former. d. The period of suspension shall be treated as leave to which the employee is eligible or as duty, according as the employee is found guilty or exonerated as a result of the disciplinary proceedings instituted for the reasons which led to his suspension.

48. SUBSITENCE ALLOWANCE: An employee under suspension shall be entitled to receive during the first 12 months of suspension, subsistence allowance at an amount equal to half of his basic pay and proportionate dearness allowance plus full allowances. It may be increased to 75% for the period exceeding 12 months, if the suspension is prolonged due to administrative reasons and not by his default or delaying tactics. No house rent Allowance or uniform allowance will be admissible during the period of recovery shall be effected in the subsistence allowance: a. COMPULSORY DEDUCTIONS: i.

Income Tax and surcharge, and other statutory deductions.

ii.

House rent and allied charges,

iii.

Repayment of loans and advance, due to the Federation or the Govt.

b. OPTIONAL DEDUCTION: i.

Deduction of premium for Postal Life Insurance policies.

ii.

Amount due to cooperative societies and the stores.

iii.

Refund of advances from provident fund. Those items of optional deduction shall be recovered only on the written request of the employee. No recovery shall be made in his allowance on subscription to a Provident fund or for the amount attached by a Court.

49. PROCEDURE FOR IMPOSING MAJOR PUNISHMENTS:

The following procedure shall be followed or caused to be followed by the disciplinary authority before imposing any of the major penalties on an employee: a. The employee concerned shall be communicated in writing the charge or charges, the statement of allegation on which each charge is based and of any other circumstances which are proposed to be considered while passing orders on the case. The person charged shall be required, within a reasonable time, to put in a written statement of his defence and to state whether he desires an oral inquiry or to be heard in person, or both. The authority imposing any of the punishment may itself enquire into or if necessary may appoint an ‘Enquiry officer’ for the purpose, who should be superior in rank to the concerned employee. If need be, the competent authority may from a committee of technical or rules and procedures and to assist the enquiry officer to judge the extent of damage or loss and to base his charge. Such assessment will form part of the Enquiry Report. b. After the enquiry or personal hearing referred to in sub-clause (a) above has been completed and after the disciplinary authority has arrived at provisional conclusion in regard to the penalty to be imposed, the person charged shall be supplied with a copy of the report referred to in that clause and be called upon to show cause, within a reasonable time, against the penalty proposed. Any representation in this behalf submitted by the person charged shall be taken into consideration before final orders are passed, provided that such representation shall be based only on the evidence adduced during the enquiry. c. The requirements of this clause shall not apply where it is proposed to impose on an employee any of the penalties mentioned in clause (a) of rule 45 on the basis of facts which led to his conviction in a criminal court, but he shall be given a reasonable opportunity of making any representative, if any, shall be taken into consideration before the order imposing the penalty.

d. The provisions of clauses (a) & (b) above, may in exceptional case and for special and sufficient reasons to be recorded in writing, be waived where there is difficulty in observing exactly the requirements of the sub-rules and these requirements can be waived without injustice to the employee charged. The decision of the disciplinary authority in this regard shall be final.

50. PROCEDURE FOR IMPOSING MINOR PUNISHMENTS. In every case where it is proposed to impose on an employee any of the minor punishments in rule 45(i), he shall be given through a written notice a reasonable opportunity, of making any representation, if any, shall be taken into consideration before the order imposing the penalty is passed

51. APPEALS a. Appeals against the orders issued by the General Manager shall be considered by the Managing Director and appeals against the original orders issued by considered by the Board of directors. b. There shall be no appeal. c. Every appeal shall be submitted to the appellate authority through proper channel within 30 days from the date of receipt of the order imposing a punishment. d. The Board shall be at liberty to review or reconsider order passed by the Competent Authority including the Board, suomoto or on representation and to all for the appeals withheld or to reopen any case to know whether any canons of natural justice have been violated or excessive punishment imposed and to revise the orders.

CHAPTER NO. 6 DATA ANALYSIS AND INTERPRETATION

DATA ANALYSIS AND INTERPRETATION After data have been collected, the researcher turns to the task of analyzing them. The analysis of data requires a number of closely related operations such as establishment of categories, the application of these categories to raw data through tabulation and drawing statically inferences. Tabulation is the part of technical procedure where in the classified data are put in the form of tables. After analyzing the data, the researcher should have to explain the findings on the basis of some theory. It is known as interpretation.

The data has been collected from 100 employees of Sudha Milk, Jamshedpur through questionnaire. The data thus collected was in the form of master table. That made possible counting of classified data easy. From the master table various summery tables were prepared. They have been presented along with their interpretation in this manner.

6.1. Responses regarding whether the respondents are satisfied with the workplace of organization Table 6.1 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 31 49 12 5 3

Percentage 31 49 12 5 3

Graph 6.1

Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 50 20 10 16 4

Percentage 50 20 10 16 4

Above table shows that 31% employees are strongly satisfied with their work place. 61% employees are satisfied with their workplace. It means over all 92% employees are satisfied and other 18% are not satisfied with the work place.

6.2. Responses regarding whether the respondents are satisfied with the infrastructure of organization Table 6.2

Graph 6.2

response regarding whether respondents are satisfied with infrastructure 60 percentage

50 40 30

no. of respondents

20 10

d fi e

tis

fie

d st ro n

at is

fie ss

tis sa

fie tis ht ly

sa sl

st on

at is

fi e

satisfaction level

Above table shows that 70% respondents are satisfied with infrastructure and 30% are dissatisfied with infrastructure of Sudha Milk, Jamshedpur It can be interpreted that 30% are not satisfied with infrastructure which not more in number. 6.3. Responses regarding whether the respondents are satisfied with the canteen facility provided by organization.

Table 6.3 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 56 17 16 9 3

Percentage 56 17 16 9 3

Graph 6.3

responses regarding whether the respondents are satisfied with canteen facility 60 percentage

50 40 30

no. of respondents

20 10

d fi e

tis

fie

st ro n

at is

fie tis sa

fie tis ht ly

sa sl

st on

at is

fie

satisfaction level

Above table shows that 88% employees are satisfied with the canteen facility provided by the organization. Only 12% employees are not satisfied with canteen facility. 6.4.Responses regarding whether the respondents are satisfied with the implementation of rules and responsibilities. Table 6.4 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 51 23 10 11 6

Percentage 51 23 10 11 6

Graph 6.4

responses regarding whether respondents are satisfied with implimentation of rules and responsibilities 60 percentage

50 40 30

no. of respondents

20 10

fie d sa tis

fie d di s

sa t is st

ro ng ly

di s

sa t is

fie d

fie d sa t is

ig ht ly sl

on gl y

sa tis

fie d

satisfaction level

Above table shows that 84% employees are satisfied with implementation of rules and responsibilities. And 16% of respondents are not seems to be satisfied with the implementing rules and responsibilities. 6.5. Responses regarding whether the respondents are satisfied with the freedom given at work. Table 6.5 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 30 36 14 16 4

Percentage 30 36 14 16 4

Graph 6.5

responses regarding respondents are satisfied with the freedom at work

ie d

st ro

ng ly

di ss

at is f

at is

ie d di ss

sa tis f

ie d sa tis f

sl ig ht ly

tis f sa st on gl y

f ie d

no. of respondents

ie d

percentage

40 35 30 25 20 15 10 5 0

satisfaction level

Above table shows that 80% respondents are happy with the freedom at work given by management but only 20% of respondents are not satisfied with freedom given at work place.

6.6. Responses regarding whether the respondents are satisfied with the team spirit in organization Table 6.6 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 52 21 7 16 4

Percentage 52 21 7 16 4

Graph 6.6

responses whether respondents are satisfied with equal treatment to all 60 percentage

50 40 30

no. of respondents

20 10

d tis

fie

d st ro n

at is

fie ss

tis sa

fie tis ht ly

sa sl

st on

at is

fi e

satisfaction level

Above table shows that 80% employees are satisfied with team sprit built in organization and other employees are not satisfied with team spirit in the organization. 6.7 Responses regarding whether the respondents are satisfied with convenient working hours

Table 6.7 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 20 41 11 23 5

Percentage 20 41 11 23 5

Graph 6.7

responses whether respondents are satisfied with convinient working hours

sa tis

fie d di s

sa t is st

ro ng ly

di s

sa t is

fie d

fie d sa t is

ig ht ly sl

sa tis on gl y st

fie d

no. of respondents

fie d

percentage

45 40 35 30 25 20 15 10 5 0

satisfaction level

Above table shows that 20% employees strongly feels that the working hours decided by organization are most convenient for them. Other 52% employees are satisfied with these working hours. And only 28% employees are not much satisfied with the working hours. 6.8 Responses regarding whether the respondents are satisfied with Job security Table 6.8 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied

No. Of respondents 13 18 11 12

Percentage 13 18 11 12 98

Strongly dissatisfied

Graph 6.8

responces whether respondents are satisfied with job security

ie d

ro ng ly

di ss

at is f

ie d

satisfaction level

di ss

sa tis f

ie d tis f sa

sl ig ht ly

sa tis f st on gl y

ie d

no. of respondents

ie d

percentage

50 45 40 35 30 25 20 15 10 5 0

Above table shows that only 31 % employees are satisfied with the job security. And remaining 69% of employees are not satisfied with the job security provided by the organization.

6.9 Responses regarding whether the respondents are satisfied with the targets achievable Table 6.9 Satisfaction level Strongly satisfied Satisfied

No. Of respondents 64 21

Percentage 64 21

100

Slightly satisfied Dissatisfied Strongly dissatisfied

11 4 0

Graph 6.9

responses whether respondents are satisfied with the targets achievable 70 60 percentage

50 no. of respondents

40 30 20 10

d fie

tis

fie

st ro n

tis

sa ht ly

gl st on

at is

fie

fie ti s sa

at is

fie

satisfaction level

Above table shows that 96% employees are strongly in favor that the targets given are achievable and only 4% are not feels that the targets given are achievable. 6.10 Responses regarding whether the respondents are satisfied with the targets achievable Table 6.10 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied

No. Of respondents 9 22 4 20

Percentage 9 22 4 20 100

101

Strongly dissatisfied

Graph 6.10

responses hether respondents are satisfied with payments as per their roles and responsibility

fie d

di s

sa t is

fie d st

ro ng ly

di s

sa t is

fie d sa t is

ig ht ly

sa t is

sa tis on gl y st

fie d

no. of respondents

fie d

percentage

50 45 40 35 30 25 20 15 10 5 0

satisfaction level

v Above table shows that only 35% employees are satisfied with the payment as per their roles and responsibility and remaining 65% are not satisfied with the payment according to their roles and responsibilities.

6.11. Responses regarding whether the respondents are satisfied with the opportunities of promotions Table 6.11 Satisfaction level Strongly satisfied

No. Of respondents 8

Percentage 8

101

102

Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

14 6 26 46

Graph 6.11

responses whether respondents are satisfied with opportunities of promotion

no. of respondents

st on gl y

sa tis fie d sa t is sl fie ig ht d ly sa tis fie d di st s s ro a ng tis fie ly d di ss at is fi e d

percentage

50 45 40 35 30 25 20 15 10 5 0

satisfaction level

Only 22% of the employees are satisfied with the opportunities of promotions given by organization. And most of the employees nearly 78% are not satisfied with opportunities of promotions. 6.12. Responses regarding whether the respondents are satisfied with the payment of salary on time Table 6.12 Satisfaction level Strongly satisfied

No. Of respondents 44

Percentage 44 102

103

Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

16 4 32 4

Graph 6.12

responses whether the employees are satisfied with the payment of salary on time

sa tis f st ro ng ly

sa is sl f ie ig ht d ly sa tis f ie d di s st sa ro tis ng f ie ly d di ss at is f ie d

no. of respondents

ie d

percentage

50 45 40 35 30 25 20 15 10 5 0

satisfaction level

Above table shows that 60% of employees are satisfied with the payment of salaries on time. Only 40% of the employees are not much satisfied with the payment of salaries on time. 6.13. Responses regarding whether the respondents are satisfied with the quality of formal training and induction program Table 6.13 Satisfaction level No. Of respondents Strongly satisfied 42 Satisfied 36 Slightly satisfied 4 Dissatisfied 14

Percentage 42 36 4 14 103

104

Strongly dissatisfied

Graph 6.13

responses regarding whether the respondents are satisfied with the quality of training and induction program

Sl ig ht ly

sa tis f

Sa tis f

sa tis f St ro ng ly

ie Di d St ss ro at ng is f ie ly di d ss at is f ie d

ie d

No. Of respondents

ie d

percantage

45 40 35 30 25 20 15 10 5 0

satisfaction level

From the above table it shows that 76% of the respondents are satisfied with the quality of training and induction program and only

6.14. Responses regarding whether the respondents are satisfied with the quality of in-house training Table 6.14 Satisfaction level Strongly satisfied Satisfied

No. Of respondents 51 19

Percentage 51 19

104

105

Slightly satisfied Dissatisfied Strongly dissatisfied

6 20 4

Graph 6.14 responses regarding whether the respondents are satisfied with quality of in house training 60 percentage

50 40 30

no. of respondents

20 10

sa is sl f ie ig ht d ly sa tis f ie d di s st sa ro tis ng f ie ly d di ss at is f ie d

st ro ng ly

sa tis f

ie d

satisfaction level

Above table shows that 86% of the respondents are satisfied with in house training held by the management. And only 24% of respondents are not satisfied with the quality of in house training.

6.15. Responses regarding whether the respondents are satisfied with the period of training Table 6.15

105

106

Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 12 23 18 20 17

Percentage 12 23 18 20 17

Graph 6.15

responses regarding whether the respondents are satisfied with period of training 25 percentage

20 15

no. of respondents

10 5

st ro ng ly

sa tis f

ie d sa sl is ig f ie ht ly d sa tis f ie di st d ss ro at ng is ly f ie di d ss at is f ie d

satisfaction level

Above table shows that 12% are strongly satisfied with the training program 41% of respondents are satisfied with the period of training but 37% of respondents are not satisfied with the period of training.

6.16 Responses regarding whether the respondents are satisfied with the proper and proactive HR division

Table 6.16

106

107

Satisfaction Level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of Respondents 72 18 2 6 2

Percentage 72 18 2 6 2

Graph 6.16

responses regarding whether the respondents are satisfied with the proper and proactive HR division

sa tis f st ro ng ly

sa sl is ig f ie ht d ly sa tis f ie d di ss st ro at is ng f ie ly d di ss at is f ie d

no. of respondents

ie d

percentage

80 70 60 50 40 30 20 10 0

satisfaion level

Above table shows that 92% of the respondents are satisfied with the HR division Only 8% of the respondents are not satisfied with the proactive and proper HR division, which is very negligible in number.

6.17 Responses regarding whether the respondents are satisfied with the performance appraisal system

107

108

Table 6.17 Satisfaction level

No. Of respondents

Percentage

62 28 4 4 2

Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

Graph 6.17

70 60 50 40 30 20 10 0

st ro

ng ly

di ss

at is f

ie d

ie d at is f

ie d di ss

sa tis f

sa is f

sl ig ht ly

sa tis f st ro ng ly

ie d

no. of respondents

ie d

percentage

responses regarding whether the respondents are satiosfied with the performance ap[praisal system

satisfaction level

Above table shows that 90% respondents are satisfied with the performance appraisal system and only 10% of the respondents are not much satisfied with the performance appraisal system implemented in organization.

6.18 Responses regarding whether the respondents are satisfied with the performance appraisal system

108

109

Table 6.18 Satisfaction Level Strongly Satisfied Satisfied Slightly Satisfied Dissatisfied Strongly Dissatisfied

No. Of Respondents 69 19 6 4 2

Percentage 69 19 6 4 2

Graph 6.18

responses regarding whether the respondents are satisfied with the office events and parties

sa tis f st ro ng ly

sa sl is ig f ie ht d ly sa tis f ie d di ss st ro a tis ng f ie ly d di ss at is f ie d

no. of respondents

ie d

percentage

80 70 60 50 40 30 20 10 0

satisfaction level

Above table shows that the 69% of respondents are strongly satisfied with the office events and parties organized by the organization. 25% of respondents are satisfied with these events and only 6% of respondents are not satisfied with the events organized by the management

6.19 Responses regarding whether the respondents are satisfied with the celebration of employees birthday

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Table 6.19 Satisfaction Level Strongly Satisfied Satisfied Slightly Satisfied Dissatisfied Strongly Dissatisfied

No. Of Respondents 82 16 2 0 0

Percentage 82 16 2 0 0

Graph 6.19

responses regarding whether the respondents are satisfied with the employees birthdays remembered & celebrated

ie di d st ss ro at ng is f ie ly di d ss at is f ie d

ie d

sa tis f

sl ig ht ly

ie d sa tis f st ro ng ly

no. of respondents

sa is f

percentage

90 80 70 60 50 40 30 20 10 0

satisfaction level

Above table shows that nearly all the respondents are satisfied with the employee’s birthday remembered and celebrated in the organization. No one seems to be dissatisfied with the celebration of the employee’s birthdays.

6.20 Responses regarding whether the respondents are satisfied with forum for face-to-face communication

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Table 6.20 Satisfaction Level Strongly Satisfied Satisfied Slightly Satisfied Dissatisfied Strongly Dissatisfied

No. Of Respondents 18 22 9 37 14

Percentage 18 22 9 37 14

Graph 6.20

responses regarding whether the respondents are satisfied with the forum for face to face communication

ie di d st ss ro a ng tis ly f ie di d ss at is f ie d

sa tis f

sl ig ht ly

sa is f

sa tis f ro ng ly st

ie d

no. of respondents

ie d

percentage

40 35 30 25 20 15 10 5 0

satisfaction level

Above table shows that only 40% of the respondents are satisfied with the forum for face-to-face communication and remaining all the 60% of the respondents are not satisfied with the forum for face-to-face communication.

6.21 Responses regarding whether the respondents are satisfied with encouragement to employees suggestions

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Table 6.21 Satisfaction Level Strongly Satisfied Satisfied Slightly Satisfied Dissatisfied Strongly Dissatisfied

No. Of Respondents 8 32 19 25 26

Percentage 8 32 19 25 26

Graph 6.21

responses regarding whether the respondents are satisfied with the encouragement to employees suggestions

d tis

fie

st ro n

tis

sa ht ly

ig sl

at is

fie

fi e is

fie at is ys gl st ro n

no. of respondents

percentage

35 30 25 20 15 10 5 0

satisfaction level

Above table shows that the overall 59% of the respondents are satisfied with the encouragement given to the employees suggestions in management decision making and remaining 41% of the respondents are not much satisfied with the encouragement given to the suggestions of the employees. 6.22 Responses regarding whether the respondents are satisfied with positive acceptance of employees suggestions

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Table 6.22 Satisfaction Level Strongly Satisfied Satisfied Slightly Satisfied Dissatisfied Strongly Dissatisfied

No. Of Respondents 4 22 4 45 25

Percentage 4 22 4 45 25

Graph 6.22

responses regarding whether the respondents are satisfied with the positive acceptance of employees suggestions

ie d di ss st ro at ng is f ie ly d di ss at is f ie d

sl ig ht ly

sa is f

sa tis f st ro ng ly

sa tis f

ie d

no. of respondents

ie d

percentage

50 45 40 35 30 25 20 15 10 5 0

satisfaction level

Above table shows that the 26% of the respondents are satisfied with the positive acceptance of the suggestions given by the respondents but most of the respondents 70% are dissatisfied with this point.

6.23 Responses regarding whether the respondents are satisfied with management keeps promises

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Table 6.23 Satisfaction Level Strongly Satisfied Satisfied Slightly Satisfied Dissatisfied Strongly Dissatisfied

No. Of Respondents 76 14 4 6 0

Percentage 76 14 4 6 0

Graph 6.23

responses regarding whether the respondents are satisfied with the management keeps promises

percentage

80 70 60 50 40 30 20 10 0 ie di d ss ro a ng tis ly f ie di d ss at is f ie d

ie d

sa tis f

sa is f

sl ig ht ly

st ro ng ly

sa tis f

ie d

no. of respondents

satisfaction level

Above table shows that 90% of the respondents are satisfied with the management keeps promises and only 10% of the respondents are dissatisfied with the thing that the management keeps promises.

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CONCLUSION AND SUGGESTIONS All the conclusions are drawn based on the analysis and interpretation of the primary data regarding the job satisfaction of the employees of Sudha Milk, Jamshedpur. 

From the analysis and interpretation, it is concluded that most of the employees are satisfied with the workplace and only few employees are not satisfied with the workplace, which are negligible in number. And similarly in case of infrastructure most of the employees are satisfied and very small number of employees are not happy with the infrastructure of Sudha Milk, Jamshedpur and the canteen facilities. It means the workplace and infra structure of Sudha Milk, Jamshedpur is good or satisfactory.



It is concluded that near about all the employees are satisfied with implementation of rules and responsibilities. And only some of them are not seems to be satisfied with the implementing rules and responsibilities. Therefore it shows that implementation of rule and responsibility is done fairly.



From the study it is clear that the higher percentage of employees are happy with the freedom at work given by management but only some of them are not feeling satisfied with the freedom given at work place.



According to analysis and interpretation, most of the employees are satisfied with the team spirit built in organization and only few are not happy with team spirit in the organization. From this it seems that the team spirit in the organization is strong.



This study shows that only few employees strongly feel that the working hours decided by organization are most convenient for them. Other is not in favor with these working hours. So it is clear that the management kept the main consideration about working conditions and the hours, which satisfies the employees.



The study shows that very small numbers of employees are satisfied with the job security. And remaining most of the employees are not satisfied with the job

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security provided by the organization. Hence from this analysis it is cleared that there is feeling of fear of job loss in the employees of Sudha Milk, Jamshedpur 

An analysis shows that employees are strongly in favor that the targets given are achievable and only are not feels that the targets given are achievable. Hence the targets set by management are achievable.



From the analysis it is concluded that very small number of employees are satisfied with the payment as per their roles and responsibility and remaining all are not satisfied with the payment according to their roles and responsibilities. Hence from this analysis it can be cleared that payment according to roles and responsibilities are not much satisfied.



Only little number of the employees is satisfied with the opportunities of promotions given by organization. It shows that the employees do not have any growth of opportunities. Analysis shows that the payment of salary is made always on time.



From the analysis and interpretation it is clear that very large number of the respondents are satisfied with the quality of training and induction program and in house training held by the management. And few are not satisfied with the quality of in house training. But the period of training is not satisfactory to the employees.



From the analysis it is clear that HR division is most satisfactory to all employees only few are not satisfied with the HR division in the company. In case of performance appraisal system and the office events and parties organized by the organization near about all the employees are satisfied. The birthdays of all the employees are remembered and celebrated in the organization.



It is concluded that the employees are not much satisfied with the forum for face-to-face communication. From the analysis it is clear that half of the employees are satisfied and other half are not satisfied with the encouragement given to the suggestions of the employees. But only few thinks that there is

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positive acceptance of the suggestions given by the employees. From the analysis it is clear that management keeps all the promises.

SUGGESTIONS The suggestions are drawn from the analysis and observations. Few suggestions are given as under: 

In case of working hours decided by the organization are not convenient for the employees of Sudha Milk, Jamshedpur .The working hours are 10 hours per day that from 8AM to 6PM. These hours should minimize up to 8 hours.



The criteria for Job security is not much satisfactory so management have concentrate on job security of employees so that they can work without fear of job loss in the organization.



Opportunities of growth of employees are very less so that there can be employee turnover hence management has to give emphasis on increasing the promotion opportunities for according to the performance of employees.



As there is an active participation of employees in decision making but rarely the suggestions given by them are drawn in action. Hence the confidence of employees gets demotivated. So to motivate the employees management can take into consideration some proper suggestions given by the employees. It will help to increase the motivation and ultimately the Job satisfaction of the employees of Sudha Milk, Jamshedpur.

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BIBLIOGRAPHY Books: 

Hitt, Miller, Colella “Organizational Behavior A Strategic Approach”, Wiley Student’s Edition.



Luthans Fred “Organizational Behavior”, McGraw Hill 7th Edition.



Newstrom John W., Davis Keith, “Organizational Behavior Human Resource At Work”, 9th Edition, Tata McGraw Hill Edition.



Pestonjee D. M. “Motivation and Job Satisfaction”, 1st Edition. Macmillan India Limited.

Websites: www.hrcouncil.com www.workforce.com www.google.com Http.compfed.co.in

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