Sugar Factory

Jobs satisfaction in PSSK
CONTENT
PAGE N
CHAPTER NO TITLE OF THE CHAPTERS
UMBERS
CHAPTER 1 INTRODUCTION 1-4
CHAPTER 2 JOB SATISFACTION 5-12
CHAPTER 3 COMPANY PROFILE 13-28
SURVEY, ANALYSIS AND

CHAPTER 4 39-38
INTERPRETATIONS
FINDINGS SUGGESTION AND

CHAPTER 5 39-40
CONCLUSION
Chapter 1
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INTRODUCTION
Human resource is considered to be the most valuable asset in any organization. It is the sum-
total of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes
of the employed persons who comprise executives, supervisors and the rank and file employees.
It may be noted here that human resource should be utilized to the maximum possible extent, in
order to achieve individual and organizational goals. It is thus the employee’s
performance, which ultimately decides, and attainment of goals. However, the employee perform
ance is to a large extent, influenced by motivation and job satisfaction, The term relates to the
total relationship between an individual and the employer for which he is paid. Satisfaction does
mean the simple feeling state accompanying the attainment of any goal; the end state is feeling
accompanying the attainment by an impulse of its objective. Job satisfaction does mean absence
of motivation at work. Research workers differently described the factors contributing o job
satisfaction and job dissatisfaction. The survey made regarding the job satisfaction in
Pandavapura Sahakara Sakkare Karkhane Limited (PSSK) will facilitate and enables the
management to know the perceptions and inner feelings regarding the job they are performing on
day-to-day basis. The term job satisfaction reveals and focuses on the likes and dislikes of the
employees of PSSK. In this particular study the I tried to identify the causes for satisfaction and
dissatisfaction among the employees. So this is the most effective and selective instrument for
diagnosing and peeping into the employee’s problems. Job satisfaction survey can give the most
valuable information the perceptions and causes. For satisfaction/dissatisfaction among the
employees attitude towards job satisfaction may be either positive or negative. This positive
feeling can be re-in forced and negative feelings can be rectified. This survey can be treated as
the most effective and efficient way, which makes the workers to express their inner and real
feelings undoubtedly.
Definition :
Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a Motivation
to work. It is not the self-satisfaction, happiness or self-contentment but the satisfaction on the
job.
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Hop pock describes job satisfaction as “any combination of psychological, physiological and
environmental circumstances that cause and person truthfully to say I am satisfied with my job.
Job satisfaction is defined as the, “ pleasurable emotional state resulting from the appraisal of
one’s job as achieving of facilitating the achievement of one’s job values.
SCOPE OF THE STUDY :
In the survey an attempt has been made to analyze the job satisfaction of employees of
PANADAVAPURA SAHAKARA SAKKARE KARKANE, Pandavapura ( P.S.S.K) . The
Head Office of the P.S.S.K is situated at Pandavapura itself . The study tries to understand the
level of satisfaction among the employees of P.S.S.K. It further explains the area on which
employees are mostly dissatisfied. Job satisfaction of the employees has been analyzed on the
basis of the following 13 job related factors.
1) Salary and monetary benefits

2) Job security
3) Promotion policy
4) Working environment
5) Employees participation in management
6) Freedom of expressions
7) Interest taken by superiors
8) Medicare
9) Loans
OBJECTIVES OF THE STUDY :
1. To present a profile of P.S.S.K and organizational structure etc.,

2. To observe the level of satisfaction among of employees relating to the nature of the job and
other factors.
3. To identify the extent of job satisfaction in the P.S.S.K employees and its impact on the
job performance of the employees.
4. To evaluate the working environment in P.S.S.K.
5. To examine satisfaction regarding the salary and other benefits of its employees.
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6. To suggest suitable measures to improve the overall satisfaction of the employees in the
organization.
7. To identify the satisfaction factors of employees.
Methodology :
In the preparation of this report, the researcher the data from different sources. The sources of
data as follows :
 Primary data : This data is gathered from first hand information sources by the
researcher, this data collection from employees, managers, clerks etc…, by
administrating the questionnaire having face to face interacton with employees.
 Secondary data: This will give the theoretical basis required for the report presentation
which can be available from various such as magazines, office files ,inter office manual
and web site.
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Chapter – 2
JOB SATISFACTION
INTRODUCTION :
People join organizations with certain motives like security of income and job, better prospects
in future, and satisfaction of social and psychological needs. Every person has different sets of
needs at different times. It is the responsibility of management to recognize this basic fact and
provide appropriate opportunities and environments to people at work to satisfy their needs. In
this chapter the researcher wants to explain about job satisfaction, nursing and nursing job
satisfaction.
DEFINITION OF JOB SATISFACTION :
Job satisfaction refers to a person‟s feeling of satisfaction on the job, which acts as a motivation
to work. It is not the self- satisfaction, happiness or self- contentment but the satisfaction on the
job.Job satisfaction is an individual‟s felling regarding his or her work. It can be influenced by a
multitude of factors. The term relates to the total relationship between an individual and the
employer for which he is paid. Satisfaction does mean the simple feeling state accompanying the
attainment of any goal, the end state is feeling accompanying the attainment by an impulse of its
objective. The term Job satisfaction was brought to limelight by Hoppock (1935).6 Hoppock
describes job satisfaction as, “any combination of psychological, physiological and
environmental circumstances that cause and person truthfully to say I am satisfied with my job.”
Job satisfaction has many dimensions.
Commonly noted facets are satisfaction with the work itself, wages, and recognition, rapport
with supervisors and coworkers, and chance for advancement. Each dimension contributes to an
individual‟s overall feeling of satisfaction with the job itself, but different people define the
“job” differently. There are three important dimensions to job- satisfaction:
1) Job- satisfaction refers to one‟s feeling towards one‟s job. It can only be inferred but not
seen.
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2) Job satisfaction is often determined by how well outcomes meet or exceed expectations.
Satisfaction in one‟s job means increased commitment in the fulfillment of formal

requirements. There is greater willingness to invest personal energy and time in job
performance.
3) The terms job-satisfaction and job attitudes are typically used interchangeably. Both refer
to effective orientations on the part of individuals towards their work roles, which they
are presently occupying.
Now the researcher quotes a few definitions of job- satisfaction:
1) According to E.A. Locke: Job satisfaction is as a pleasurable or positive emotional state
resulting from the appraisal of one‟s job or job experience.
2) As defined by Feldman and Arnold Job satisfaction as the amount of overall positive
affect (or feelings) that individuals have towards their jobs.
3) Kreitner and Kinicki described, Job satisfaction is an affective or emotional response
toward various facets of one‟s job. This definition means job satisfaction is not a unitary
concept.
4) Davis and Newstrom explained Job satisfaction is a set of favorable or unfavorable

feelings with which employees view their work.
IMPORTANCE OF JOB SATISFACTION :
The study of job satisfaction enriches management with a range of information pertaining to job,
employee, environment etc. which facilitated it in decision making and correcting the path of
organizational policies and behavior. It indicates the general level of satisfaction in the
organization about its programmes, policies etc. Secondly, it is a diagnostic instrument for
knowing employees‟ problems, effecting changes and correcting with least resistance. Thirdly, it
strengthens the communication system of the organization and management can discuss the
result for shaping the future course of action. Fourthly, it helps in improving the attitudes of
employees towards the job and facilitates integration of employee with the organization. It
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inspires sense of belongingness and sense of participation leading to the overall increase in the
productivity of the organization. Fifthly, it helps unions to know exactly what employees want
and what management is doing. Thus, it facilitates mutual settlement of grievances and other
unwanted situations. Lastly, it facilitates in determining the training and development needs of
the both, employees and the organization.In fact no organization can successfully achieve its
goal and mission unless and until those who constitute the organization are satisfied in their jobs.
Dissatisfaction leads to frustration and frustration leads to aggression. It is believed that
employees dissatisfied with their job may be militant in their attitude towards the management.
Dissatisfaction is infectious and quickly spreads to other employees and is likely to affect the
morale and working of other employees and image of organization. A dissatisfied worker may
seriously cause damage to the reputation and property of the organization and harm its business
interest. Job satisfaction is a complex and important concept for human resource managers to
understand most employees do not believe their work is being properly rewarded. Nor do they
believe that their companies are doing enough to attract high quality performers, train them, or
manage them effectively.
Since Herzberg‟s 1959 work on satisfiers and dissatisfiers in the work place, job satisfaction has
frequently been held up as means of improving employee motivation. With the improvement
come increasing individual productivity, job longevity and organizational efficiency. The
salience of the concept of job satisfaction has become so ingrained in thinking about jobs and
employees that its importance is now taken for granted, as though it is a tenant of managerial
faith. Today human resource managers want to know how to have satisfied employees, not why
employees should be satisfied. In truth, employees and managers may have different reasons for
wanting organizational conditions that foster job satisfaction. Employees spend most working
hours at work, thinking about work, resting up for work, or preparing for work, because work
provides “daily meaning as well as daily bread.” Yet work is not always a place where workers
feel satisfied.Human resource manager may be concerned about employees‟ job satisfaction for
different reasons than their employees. Altruistic managers want satisfied employees because
they care about their employees. Result-oriented managers want satisfied employees because
satisfied employees may perform better and have less absenteeism and greater longevity.
Satisfied employees also tend to produce higher-quality work than their dissatisfied cohorts. In
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fact, studies on humanizing the workplace indicate that satisfied employees are more productive
and that organizations with satisfied employees are more efficient. Satisfied employees are more
likely to experience high internal work motivation, to give high quality work performance and to
have less absenteeism and turnover.
THEORIES OF JOB SATISFACTION :
The important individual difference is job-involvement. People differ in the extent that:
1) Work is a central life interest;
2) they actively participate in work;
3) they perceive work as a central to self-esteem;
4) they perceive work as consistent with self-concept.
Fulfillment theory
The proponents of this theory measure satisfaction in terms of rewards a person receives or the
extent to which his needs are satisfied. Further they thought that there is a direct/ positive
relationship between job satisfaction and the actual satisfaction of the expected needs. The main
difficulty in this approach is that job satisfaction as observed by Willing, is not only a function of
what a person receives but also what he feels he should receive as there would be considerable
difference in the actual and expectations of persons. Thus, job satisfaction cannot be regarded as
merely a function of how much a person receives from his job. Another important factor/
variable that should be included to predict job satisfaction accurately is the strength of the
individuals‟ desire of his level of aspirations in a particular area. This led to the development of
the discrepancy- theory of job satisfaction.
Equity Theory :
Equity theory is primarily a motivation theory, but it has some important things to say about the
causes of satisfaction /dissatisfaction. The proponents of this theory are of the view that a
person‟s satisfaction is determined by his perceived equity, which in turn is determined by his
input- output balance compared to his comparison of others input-output balance is the perceived
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ratio of what a person receives from his job relative to what he contributes to the job. This theory
is of the view that both under and over rewards lead to dissatisfaction. While the under-reward
causes feelings of unfair treatment, over-reward leads to feelings of guilt and discomfort.
Herzberg’s Motivation/ Hygiene Theory (Two factors theory) :
This theory was developed by Herzberg, Manusner, Peterson and Capwell who identified certain
factors as satisfiers and dissatisfies. Factors such as achievement, recognition, responsibility etc,
are satisfiers, the presence of which causes satisfaction but their absence does not result in
dissatisfaction. On the other hand, factors such as supervision, salary, working conditions etc are
dissatisfiers, the absence of which causes dissatisfaction. Their presence however, does not result
in job satisfaction. Fredrick Herzberg‟s motivation/hygiene theory assumes that one group of
factors, motivators, accounts for high level of motivation. Another group of factors, hygiene or
maintenance factors can cause discontent with work.
Maslow’s Hierarchy of Needs Theory :
One theory of human motivation that has received a great deal of exposure in the past was
developed by Abraham Maslow. Until the more basic needs are adequately fulfilled, a person
will not strive to meet higher needs. In this theory Maslow classified human needs into five
categories that ascend in a definite order as follows:
1) Physiological needs
2) Safety and security needs
3) Belonging and love needs
4) Esteem needs and
5) Self- actualization needs..
Expectancy Theory :
Expectance theory concentrates, as the name implies, on the expectations which employees bring
with them to work situation, and the context and manner in which these expectations are
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satisfied. The underlying hypothesis is that “appropriate levels of effort, and hence productivity,
will only be extended if employees‟ expectations are fulfilled”. It does not assume a static range
of expectations common to all employees but rather points to the possibility of different sets of
expectations. Rewards are seen as fulfilling or not fulfilling expectations. Expectancy theory
challenges management to demonstrate to employees that extra effort will reap a commensurate
reward. The link between effort and reward needs to encompass both the pay packet and a
variety of other extrinsic or intrinsic rewards. Reward schemes must therefore create a positive
link between the size of the pay packet and the effort expended for employees primarily
motivated by money. For others links must be created between effort and rewards which include
job satisfaction and praise and other forms of recognition.
Variance Theory :
Variance theory is based on a simple idea: if you want x from your work then you are satisfied to
the extent that it provides you with x. The major problem for variance theorists is defining what
it is that people want from their jobs. One way of solving this is to borrow concepts from
motivation theory so that variance in what is wanted and what is available from a job occurs: for
example, in the extent to which self-actualizing needs can be fulfilled. This means that by
borrowing from motivation theory some researchers can specify in advance the variations in job
satisfaction that employees could meaningfully report in their jobs. Another approach assumes
the relevant variances depend on the nature of the work and thus differ from occupation to
occupation.
This provides a more flexible framework with which to analyze problems of low job satisfaction
within occupations. Either approach, specifying in advance the relevant facets of job satisfaction
or identifying them through investigation, enables researchers to establish whether there are
significant individual differences present in reported levels of job satisfaction or whether there is
a high degree of consensus among staff about what aspects of work lead to high levels of
satisfaction and dissatisfaction. By identifying what aspects of a job give rise to high and low
levels of satisfaction, managers are better placed when considering what changes can be made to
improve job satisfaction.
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FACTORS OF JOB SATISFACTION :
Most research on job satisfaction has focused on the effects of job enrichment and job design, or
the quality of work life. As a human resource manager is concerned about balancing job
satisfaction with performance, he needs to know how to foster an organizational climate that
contains these elements.
Job enrichment :
An “enriched” job is one in which an employee has opportunities for achievement, recognition,
advancement, responsibility, and growth. Enriched jobs are those in which employees can be
involved in the production of goods or services from beginning to end. They are not a series of
limited, specialized activities, repeated over and over. Rather, enriched jobs are those in which
the workers have the opportunity to see processes or tasks through from start to finish. Enriched
jobs contain five core work dimensions: task identity, task significance, skill variety, autonomy,
and feedback. The presence of these components within the job will then lead to critical
psychological states of meaningfulness of work, responsibility for work outcomes, and
knowledge of work outcomes. The presence of these psychological states leads ultimately, to
motivation, high quality performance, low absenteeism and turnover and high job satisfaction.
An employee who can point to a product and brag, “I made that” or “my efforts produced that” is
expecting task identity. If employees also consider the fruit of their labors to be important, then
task significance is part of their job. A task is significant when employees believe that what they
have they have done makes a real difference to someone or to society. Autonomy is experienced
by those who are encouraged to the work without close supervision; skill variety means they do a
lot of different things on the regular basis; and feedback presupposes regular and accurate
information on how work is perceived by those for whom it is done.
Quality of work life :
Another way to increase job satisfaction among employees is to provide a high quality of work-
life (QWL) environment, in which employees may be productive because their work situations is
one in which they find satisfaction. A QWL environment may contain either routinized jobs or
enriched jobs.

The key to QWL is the institutionalization of the following components, all within the
employer‟s purview:
1) Fair and adequate compensation;
2) Safe and healthy work environment;
3) Opportunities to develop human capacities by performing meaningful work and

suggesting new ways of doing job tasks;
4) Growth and security, which includes opportunities to improve knowledge, skills, and
abilities, and a sense of job security;
5) Social integration, which includes the opportunity to interact favorably with both co-
workers and manager;
6) Constitutionalism, which includes personal policies that are administered fairly, a work
environment free of harassment, and equal opportunities for employees to advance;
7) Total life space, which includes the ability to balance the demands of home and work;
and
8) Social relevance, which includes pride in both the job and the employer.
Work Environment :
Employee job satisfaction is also influenced by the quality of the working environment both its
physical attributes and the degree to which it provides meaningful work. While a comfortable
physical environment is correlated with job satisfaction, the relationship is not merely as strong
as the relationship between satisfaction and managerial behavior.
Employees want certain conditions in their work they want to believe that what they do will
ultimately make a difference to someone in someway. They want to participate in decision
making, opportunities to grow and develop, and same opportunities for their coworkers
regardless of race, sex, or age.

Chapter - 3
COMPANY PROFILE
GENESIS OF THE COMPANY:
The Pandavapura Co-operative sugar factory is one of the oldest factories in the state of
Karnataka established in the year 1958 as (PSSK ) and it is registered as Public Limited
Company.
Sri. B.V. Neelagowda who was one of the directors founded the factory. The Majestry late Sri.
Jayachamarajendra Wodeyar on 24.1.1955 laid the foundation stone. M/s. Backanowolf ltd, West
Germany, supplied the machineries.PSSK Ltd stands in an area 60 hectares in Pandavapura
about 20 kms from Mysore, which is registered no. ARMD 277 on January 1955 with Mandya
section co-operative society.
PSSK commenced its first crushing season in 1959-60 with a licensed capacity of 800 TDC.
Buck-own wolf limited has supplied the plant and machinery. West Germany subsequently
increased to 1,500 TDC in 1968-69, due to increase in the cane, it is pertinent to mention that the
factory has been limiting the supplies of cane to 40 tons for each member & it is not possible to
crush all the available cane than the company decided to increase its production capacity from
1500 to 3500 TDC. The first letter of intent issued on 12 th September 1998 by the central
government. The company’s authorized capital was rs.4.12 crores of which 4 crores were
producer shares and Rs. 12 lakhs redeemable preference shares.The project was appraised and
estimated to Rs.4, 659 lakhs for increasing production capacity from 1500 to 3550 TDC. The
escalation of implementation cost from rs.4659 lakhs to rs.500.68 lakhs adversely affected the
viability of the operations in order to infuse the confidence of the investing public the
government of Karnataka comes forward to subscribe as part of the total share capital.The work
of creating the machineries was commanded on 26-12-1957 and the factory went on trial on 24-
9-1959. Sugarcane, the chief raw material for the factory is supplied from three Taluks viz.; Sri
Rangapatna, Pandavapura and K.R pet covering 20,000 acres of land entire areas of these Taluks
came under K.R.S dam, which is the main source of water supply. In addition to this magnificent

constitution of Rs. 4lakhs was made by the factory in constituting a shewt to the river by name
“lokapavani” under which 20,000 acres of land is used for the purpose of sugarcane cultivation.
NATURE OF THE BUSINESS :
 Agriculture Industry :
Sugar industry is mainly depends upon the agriculture production. Sugarcane is the main raw
material for manufacturing of sugar. Therefore, this sugar factory activities are depends on
agriculture.
Sometimes sugar industry may face the non-availability of raw sugarcane due to some reasons
like failure of the crops, low production; failure of monsoon etc. Due to this reason industry
production is vary from year to year.
Seasonal Crop :
Basically sugar industry highly depends on sugarcane. The district is situated in southern dry
zone with moderate temperature and humidity; rainfall varies from 760 mm to 880mm. Due to
this reason sugar cultivation starts between the months of June to august of every year. It
requires 9-10 months to get raw sugarcane. Therefore the availability is very high in the month
of April and may.
 VISION & MISSION OF THE ORGANISATION
VISION :
“To achieve organizational profitability by attaining the high level of productivity, to earning the
trust of customer, and providing better value for sugar cane to attract the customer”.
MISSION :
 To increase their sales
 To increase quality of the product & fulfill the needs of the customer
 Increase the sales by conducting many programs like consumer information programs.
 To expand its installed capacity.

PRODUCT PROFILE:
PSSK Ltd produces sugar as a main product. Sugar is prepared in different processing units.
Meaning Of Sugar :
Sugar is sweet, white or brown, usually crystalline substances obtained chiefly from sugar cane
or sugar beets and commonly in food products. Sugar means something in the form of taste.
In chemistry, sugar refers to any of the class of carbohydrates of which this substances belongs
glucose, lactose and maltose are sugars most plant manufacture Sugar. Sugar is soluble in water,
sweet to the taste and either directly or indirectly fermentable.
Harvesting and Processing Season :
Harvesting and processing season may vary from country to country and area to area and factory
to factory depending on the convenience. Usually the harvest starts in July/august and continues
to April/may. Some factories have the continuous supply of cane throughout the year, and they
process throughout the year without keeping the factory idle.
Handling and Transport of Cane :
The bulk of the world’s sugarcane is harvested and loaded by hand, and transported by trucks,
Lorries, tractors, and bullock carts from growing place to factories.
Utilities of Sugar :
Sugar is necessary product, which provides carbohydrates to human body, which is the source of
energy for doing work; sugar is contained in sugar cane fruits and other food items. The
following are the main utilities of the sugar.
1. In our house and the hotels is commonly use for preparing coffee, tea, badam milk etc.
2. The different manufacturers of chocolate ice cream and soft drinks often use sugar for
preparing their products.
3. Distilleries and beverages alcohols producers will also use sugar in different forms.

By Products in This Industry :
The sugar mill produces many by-products along with sugar.
1. Bagasse :
It is the byproduct left behind after crushing of sugar cane. It is used as fuel in the sugar factory
boilers. Excess Bagasse finds use as a raw material in paper manufacture. But now with the
change, sugar factories have started generating additional power with high-pressure boiler to
generate additional electricity and export it to the grid. This self-generated renewable energy
produces additional energy, most potent vehicle for rural electrification.
Uses of Bagasse :
The residue that leaves the last mill is called Bagasse contains un-extracted sugar, woody fiber
and 45 to 55% of water. This material goes to boiler as fuel to produce steam which in the
running of turbines to generate electricity to run the plant and low steam which comes out of
turbines etc. Used in process, condensed and the condensed water returns to boiler for the
production of steam.
Molasses :
It is by-product of sugar refining chiefly used for alcohol production. The entire molasses
output is routed to the distillery unit, ethanol unit and acetic acid plant.
Press mud :
Press mud is the by-product generated by cane juice filtration during sugar manufacture,
currently press mud is used as a fertilized in sugar cane cultivation.
AREA OF OPERATION :
Pandavapura Sahakara Sakkare Karkhane Ltd has a wide regional operation. It is located in
between Mysore and Mandya District. The general manager takes industrial marketing operation
decision. It has to conduct with in 40 km around the Mysore & Mandya District. But its
marketing operation is conducted regional, national as well as global wise as per the government
instructions.

OWNERSHIP PATTERN :
Pandavapura Sahakara Sakkare Karkhane Ltd is Co-Operative undartaking controlled by

Government of Karnataka. Government owns about 51% in equity share capital of the PSSK Ltd.
Other financial institutions hold the remaining 49% of the equity shares.
Management :
Shri. P.L JYOTHINDRA (Managing Director)
Shri. K.M BORE GOWDA(General Manager)
Shri. M. Ramalingam (Chief Accountant Officer)
Shri. H.S SOMA SHEKAR (Chief Cane Development Officer)
Shri. N.C. Krishne Gowda (Supervisor)
Shri. D.C. Mahadeve Gowda (Supervisor)
A. INFRASTRUCTURE FACILITIES :
The company stands in an area 60 hectares in Pandavapura about 20 kms from Mysore. The
plant & administration offices are opposite to each other, across a road, as the bisector. The
company strives its level best to provide welfare facilities such as canteen services, housing,
medical services, library services and the transportation to the employees.
 Housing :
In this land, the company already has raising an official colony with 30 quarters for
officers at the factory area and township consisting of 238 quarters for the family of
employees and 6 bachelors’ quarters at the township is provided at nominal rent.
 Medical services:
PSSK has a well- equipped medical, health and first aid facility round. The company
encourages its employees to obtain regular checkups and periodic instigations to help them

maintain a sound health and all round physical fitness. The company provides medical
reimbursement to both the workmen and the staff members for workmen.
 Canteen services :
The company maintains a full-fledged canteen services to provide its employees with
wholesome food, snacks and beverages while on duty at subsidized rallies. This facility is
open on all working days at fixed timings, charges in timings if any, or notified on the
notice board.
• Transportation facilities :
The company does not provide any transport facilities to its employees for daily travel
conveyance allowance is given to the employees where they themselves have to make
arrangement of travel to their work place.
 Welfare loans :
The management has started welfare loans from which festival loans and medicals loans
are given
 Library services :PSSK Ltd maintains a library and extends this facility to all the
employees of the company, in furtherance of its desire to facilitate constant up gradation
of knowledge, information and expertise by its employees on a continuing basis

WORK FLOW MODEL (End to End) :
CANE
EXCESS PAPER PLANT

MILLS BAGGASSE
FUEL BOILERS
JUICE
SCALE
WEIGHTED
MIXED
JUICE HEATER
HEATED T0 1000
JUICE
SULPHITATION
SULPHURED JUICE FILTRATE JUICE
JUICE HEATER
HEATED T0 1000
CLARIFIERS
CLEAR JUICE O.C. FILTERS
CLEAR JUICE USE FOR FERTILIZER IN CASE FIELD

EVAPORATION

SYRUP SYRUP SULPHITATION
SULPHURED
SYRUP
PANS
MASSCUITE
CRYSTALIZERS
CENTRIFUGALS MOLASSES
S
WHITE SUGAR
GRADERS
SUGAR WEIGHTED
&BAGGED

CHART : ORGANISATION STRUCTURE
BOARD OF
DIRECTORS
CHAIRMAN
CHIEF ACCOUNTANT OFFICER

&GENERAL MANAGER
CHIEF CANE OFFICER FINANCE OFFICER CHIEF ENGINEER MARKETING CHIEF CHEMIST
OFFICER
ASSISTANT CANE SUPERINTENDENT DEPUTY CHIEF

ACCOUNTS OFFICER DEPUTY CHIEF ENGINEER
SUPERINTENDENT CHEMIST
CLERKS CLERKS CLERKS ELECTRIC

SUPERVISOR
ENGINEER
WORKERS WORKERS WORKERS WORKERS SUPERVISOR
Departmentation Introduction :
Department is s a process of dividing the large functional organization in so small and flexible
administrative units. The basic need of Departmentation arises because of limitation on the
number of subordinates that can be directly managed by the superior
FUNCTIONAL DEPARTMENTS :
Purchase department :
Purchase department is important division that is responsible for taking material requisition slip
from different departments and to evaluate the vendors a well as to place order according to the
approved file from general manager and managing Director.

Important functions of the department :
 Purchasing materials.
 Calling quotations.
 Preparing comparative statement quotation.
 Placing before meeting for decision.
 Placing orders for supply of materials.
 Passing bills to account section for payments.
Engineering & Machinery maintenance department :
Regular and periodic maintenance of machinery as per the maintenance schedule given by the
machinery manufacturers need to be budgeted and scheduled properly to prevent downtime,
reduction in capacity utilization.
Operating conditions of the machinery need to be strictly adhered to for optimum capacity and
resource usages. Non-upgrading to latest technological in live with today’s requirements for the
machineries for optimum production under normal operating conditions.
Cane Department :
Cane is the only raw material for producing sugar. The department keeps a direct link with
farmers and helps the farmer to develop the cane.
In concerned to the cane department, cane procurement is headed by the chief cane development
officer. He has a total responsibility of cane procurement as well as research and development.
PSSK ltd has a command area of 33kms allocated to encourage farmers to adopt sugarcane
farming; “command area” is divided into “division” which is further divided into “circles”.
Supervisor who monitors the activities of field assistants heads the division; the field supervisor
plays the important role in the cane development activities. Their duties are visiting to the
selected villages and providing the information’s relating to the sugarcane cultivations and
harvesting.

Production department :
Production management refers to the application of principle of management to the production

functions in a factory. In other words production management involves functions of planning,
organizing, directing and controlling to the production process.
Stores department :
Stores department holds the entire inventory required in the organization. All the materials
coming are subject to record at stores and are held in the stores until they are issued to the
required department.
Functions :
1. Receipt of materials.
2. Inspect it with ordered quantity quality and any specifications.
3. Some of the materials like chemicals are to be sent to laboratory for inspection and testing.
4. To make purchase-returns if the materials are rejected.
5. Takes entry in store receipt book (SRB)
Administration department :
The most of the work of the department is future planning as a standardization of time and work
and dealing with other companies the work of administration department is conceptual decision
making with the permission of chairman and managing director.
Administration department control and monitor the activities of time arid security personnel.
Human resource development is the challenging function in front of administration department.
Personal department :
Functions :
1. To maintain the personnel administration of the manpower strength of 350.

2. Recruitment and selection: the advertisements for recruitment of employee are made
though leading news papers. Among the application received, eligible candidates are
selected though scrutiny competent candidates are appointed for the job.
3. Training and development: training and development skills to newly employed. Training
is necessary production, mechanical and electrical department. On the job training is
arranged at the plant.
4. Remuneration: remuneration refers to the reward for labor and service. Basically
remuneration is fixed on the basis of hours worked. Each shift is of 8hours and 3 shifts a
day.
FRINGE BENEFITS :
• Canteen facility. Food is providing at subsidized rates.
• Transportation facility. Cars are providing to managerial levels and executives. Supervisors are
given two wheelers.
• Housing facility. The company has its own quarters and providing quarters to employees.
Time office department :
Head time keeper heads the department. To maintain the register of attendance of the factory
staff to proper the pay sheets and leave records and personnel service register of the staff.
Agricultural department :
Cane development officer heads this department. Cane procurement, harvesting (to reap) and
development of cane to make the provision of proper seed of cane to the cultivators, soil testing
and proper guideline for measuring etc.
Chemical department :
Chemicals department is directly concerned with production. When the production is on process,
mixing proper quantity and proper chemicals is necessary.

(Burn lime, sulphur, mud seedling agent, turnkey red oil, hydrochloric acid, sulphur acid, Aortic
acid, hydrogen peroxide and mill sanitation chemicals ammonium compound)
Marketing department :
Company has marketing department headed by the marketing manager, which has to work under
the sales committee and the managing director.
The company is marketing mainly following products.
 Sugar
 Composite fertilizer
The main function of marketing department is to sell the company’s products to better price.
Marketing manager has to study trend for company’s products and recommend the management
about the timely selling of company’s products and he should realize the amount well in time
Sales section :
The sales department is concerned with selling of sugar and other by products. Sales manager is
in-charge of the sales department. The assistant sales manager has to supervise the states.
Marketing and advertisement are not necessary in sugar industry because the customer do not ask
for specific company produced and that not separable. Daily production figures from plant need
to be available on regular basis so that committee departments could take up
Finance department :
Finance is the life blood of the business. One cannot imagine a business without finance
department because it is the central point of all business activities.The accounts department deals
with matters relevant to the financial aspects like relating to tax, budget and pay roll etc.
Functions of finance department :
• They look after the overall financial requirement of the company.
• They see the proper inflow and outflow of income and expenditure is maintained.

• Costing and accounting is framed and maintained.
• Yearly budget is made so that each section can meet their cash requirements.
• Taking correct appropriate decision about finance
Working schedule and timings :
Office time :
 Inside:- from 10-30 to 5-30 pm
 The lunch break is from 12-30 to 1-30 pm

Factory premises :
 Inside:- from 8-30 to 5-30 pm
 The lunch break is from 12-30 to 1-30
4. SWOT ANALYSIS :
INTRODUCTION :
SWOT is an acronym for strengths, weaknesses, opportunities, and threats. Swot analysis is an
extremely useful tool for assessing and communicating the current position of an organization or
a particular reform option in terms of its internal strengths and weakness and the external
opportunities and threats it faces.
STRENGTHS :
 It is located in a place where good infrastructure is available.
 The company’s concentration is towards the quality of the product.
 The technological standard of the company.
 Modern equipments.
 High production efficiency.
 Good sources of raw material.
 Power generation.

 Experienced labor force.
 Well established since 56 years
WEAKNESS :
 Weak in financial strategy.
 Labor turnovers.
 The promotion procedure in the organization is too rigid.
 The company’s focus on sales is less.
 No specific HRD department.
 No scheme offers are given for the payment.
 Political interference.
 Lack of advertisement
OPPORTUNITIES :
 Expansion of project like paper units, ethanol production & bio-fertilizers All these above
projects will give the company maximum profits.
 Financial support by the government.
 Restructuring of plant.
 Implementing the modern technology for production process.
 Increasing the production capacity.
 Rapid growth of sugar cane cultivation through more orders.
 Frame proper policies and procedures for the financial matters.
 Collaboration with other chemical and sugar factories.

THREATS :
 Stiff competition from other sugar industries.
 Government intervention.
 Production of sugarcane depends upon the rainy season.
 Threat from Substitute products like chocolates,
 Crisis between managements and employees.
 Political interference.
 Non-availability of raw material in time.
 Natural factors.
 Labor absenteeism in the factor

Chapter: 4
SURVEY ANALYSIS AND INTERPRETATION
OBJECTIVE: TO STUDY AND ANALYZE THE WELFARE FACILITIES PROVIDED BY

THE ORGANIZATION.
Table 1 Welfare Facilities Provided by the Organization and Their Satisfaction Level
(Transportation)
Scale Number of % of
respondents respondents
I Rank 49 42%
II Rank 25 21%
III Rank 23 20%
IV Rank 12 11%
V Rank 07 06%
Total 117 100
Source : Survey data
Figure 1 Welfare Facilities Provided by the Organization and Their Satisfaction Level
(Transportation)
0.45
0.4
0.35
0.3
0.25
0.2
0.15
0.1
0.05
0
I RANK II RANK III RANK IV RANK V RANK

Interpretation :
Table 1 and figure 1 shows among 100 respondents 42% of the responded on the I rank. It
shows their I satisfaction level towards the transportation facilities and 21% of the respondents
chosen II rank and 20% of the employees is ticked III rank and 11% of the respondents chosen
IV rank remaining 6% of the respondents are given V rank to the transportation specialties.
(Drinking Water)
I Rank 50 43%
II Rank 43 36%
III Rank 12 10%
IV Rank 07 06%
V Rank 05 05%
Total 117 100
(Drinking Water)
50
45 43%
40 36%
35
30
25 Column3
20 % of respondents
15
10%
10
6%
5%
5
0
I Rank II Rank III Rank IV Rank V Rank

Interpretation :
Table 2 and Fig. 2 shows 43% of the members have been chosen I rank, 36% of the respondents
are responded to II rank, 10% of the employees are suggested III rank for this facility, the 6% of
the respondents are not satisfied they given IV rank and remaining 5% of the respondents are not
fully satisfied they given V rank, for this welfare facilities
(Canteen)
I Rank 53 45%
II Rank 25 22%
III Rank 17 14%
IV Rank 15 13%
V Rank 7 6%
Total 117 100
(Canteen)
50
45 45%
40
35
30
25 22% Column1
% of respondents
20
14%
15 13%
10 6%
0

Interpretation :
Table 3 and Fig. 3 shows 45% of the given I rank, 22% of the members are responded II rank,
14% of the employees are stated III rank, 13% of the employees chosen IV rank, remaining 6%
of them chosen V rank of the facility.
(Sanitary/Toilet)
I Rank 59 50%
II Rank 39 33%
III Rank 07 06%
IV Rank 04 04%
V Rank 08 07%
Total 117 100
(Sanitary/Toilet)
60
50%
50
40
33%
30 Column1
% of respondents
20
10 6% 7%
4%
0

Interpretation :
Table 4 and fig 4 shows out of 100 respondents 50 % of them fever of I rank , 33% employees
are viewed II rank , 6 % of them are chosen III rank , 4% of respondent viewed IV rank and
rest 7% respondent viewed V rank on the sanitary and toilet facility .
Table 5 Satisfaction Levels of the Employees Regarding Organization Medical Facility
Highly satisfied 11 09%
Satisfied 69 59%
Nutral 23 20%
Dissatisfied 07 06%
Highly dissatisfied 07 06%
Total 117 100
Figure 5 Satisfaction Levels of the Employees Regarding Organization Medical Facility
70
60
59%
50
40
Column2
30 Column1
20 20%
10 9%
6% 6%
0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied
Interpretation :
Saticification lalel of employees towords medical fecilities. 9% of the employees are

highly silicified with the medical facility. 59% respondent are satisfied with medical facility.
20% of employees neutral of medical facility, 6% and remaining 6% of the employees are
dissatisfied with the medical facility respectively.

Table 6 Satisfaction Levels of the Employees in their Working Hour
Satisfied 47 40%
Nutral 15 13%
Dissatisfied 14 12%
Total 117 100
Figure 6 Satisfaction Levels of the Employees in their Working Hour

40%
45
40
35 28%
30
25
20 Column1
13% 12%
15
% of respondents
10 7% Number of
5 respondents
0
Interpretation :
Among 100 respondents 28% of the respondents respond that they are highly satisfied
with the working hours. 40% of the respondents are just satisfied with it. 13% of the respondents
are neutral and 12% of them are dissatisfied and 7% them are highly dissatisfied with their
working hour. The result exhibits that the level of satisfaction is more than the dissatisfaction.

Table 7 Employees Level of Interest towards Their Jobs
Respondents Respondents
Very interesting 55 47%
Interesting 38 33%
Nutral 11 10%
Difficult 06 05%
Very difficult 07 05%
Total 117 100
Fig 7 Employees Level of Interest towards Their Jobs

47%
50 33%
40
30
20 Column1
10%
10 5% 5%
% of Respondents
0
Number of Respondents
Interpretation :
Focusing on the employee’s levels of interest towards their job. Out of the 100 respondents 47%
the employees are very interesting with their job. 33% of them are just interested. 10% of them
are telling that their job is somewhat neutral . 5% the telling at their job is difficult Rest of them
means 5% of the employees are facing very difficult in their job.

Table 8 Employees Opinion Towards Rest Hour
Satisfied 57 49%
Nutral 23 20%
Dissatisfied 9 08%
Total 117 100
Figure 8 Employees Opinion Towards Rest Hour
49%
50
45
40
35
30
25 20%
20 16% Column1
15 % of respondents
8% 7%
10 Number of respondents
5
0
d d l
fie fie tra ed fie
d
s s u cifi s
sa
ti
Sa
ti Ne ati ati
ly iss diss
gh d ly
i
H igh
H
Interpretation :
Employees are asked about their opinion towards rest hour. The table 4.13 and Fig. 4.13 exhibits
that 16% of the employees are highly satisfied on the rest hour. 49% of the employees are
satisfied. 20% of the employees responded neutral. 8% of the employees are dissatisfied and 7%
of them are highly dissatisfied. By looking at the fig 5.13, it can be concluded that more than
60% of the employees are required much support and organization should understand what the
actual problem is and why they are not satisfied with the rest hour provided by the organization.

Table 9 Employees Opinion Towards Job Security
Very good 49 42%
Fair 22 19%
Average 23 20%
Poor 14 12%
Very poor 8 7%
Total 117 100
Figure 9 Employees Opinion Towards Job Security
45 42 %
40
35
30
25
19% 20% Column1
20 % of respondents
Number of respondents
15 12%
10 7%
5
0
Very Fair Average Poor Very
good poor
Interpretation :
The table 4.14 shows employees’ level of satisfaction in job security provided by the
organization. Out of 100 respondents 42% are responded that job security provided by the
organization is very good. 19% of the employees responded that security on the job is fair. 20%
and 12% of the employees are average and poor and 7% the employees are very poor
respectively. By looking that level we can conclude that more than 60% of the employees are
feeling good on the job security provided by the organization.

Table 10 Superior Interaction with Lower Level Employees Subordinates
Very good 52 45%
Fair 40 35%
Average 12 11%
Poor 05 05%
Very poor 04 04%
Total 117 100
Figure 10 Superior Interactions with Lower Level Employees Subordinates
50
45 45%
40
35%
35
30
25 Column1
% of respondents
20 Number of respondents
15 11%
10 5% 4%
5
0
Very Fair Average Poor Very
good poor
Interpretation :
The table 4.17 and Fig. 4.17 shows how superior interacting with the subordinates for that survey
is made on the 100 employees 45% of the employees are answered that the interaction of
superiors with subordinates is very good. 35% of the employees are responded that interaction
with employees is fair. 11% of members told that average and of them 5% of members respond
that poor. Rest of 4% respondent responded very poor.
CHAPTER – 5

FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS, SUGGESTIONS AND CONCLUSION :
FINDINGS :
 A transportation facility provided by the organization is satisfied to the employees.
 Most of the employees are not satisfied with the drinking water and canteen facilities.
 The employees are satisfied with the sanitary and seating facilities
 Medical facilities provided by the organization to the employees are satisfied at average
level.
 Superiors have good interactions with the subordinates they look after subordinate’s
difficulties.
 Maturity of the employees rated working hour as comfortable.
 Most of the employees are highly satisfied with their jobs.
 Majorities of the employees are satisfied with the current working conditions.
 Good work is well rewarded
 Monthly rewards for those who outperform have helped to control absenteeism
SUGGESTIONS :
 The company has to have separate full-fledged canteen facility.

 The management should highly recognize the outstanding achievement of employees and
motivated them not only through orally but also financially.
 Always the higher authorities and management should look after the difficulties of the
employees.
 Management should provide opportunity for friendly relationship among the employees
within the organization.
 Management should give much scope for the employees personal as well as professional
growth.
 Every employee’s opinion that they want to get there over time salary timely.

 To arrange regular meeting of all employees with top management and keeping aside a
few hours every week to listen to employees.
 The organization should identify “Great place to work” that is the nature of the job itself.
 Organizations should finance higher education
CONCLUSION :
New dimension of knowledge are added everyday by understanding the few variable and
employee’s interplay.This study explores such topics as definition and measurement of job
satisfaction, conditions that are found to be most satisfying to PSSK, PANDAVAPURA
employees. The company must not only find out the reasons for the satisfaction and
dissatisfaction but must also encourage the factors such as pay, promotion, supervision,
workgroup etc which increase the satisfaction level and discourage the factors that are the
reasons for dissatisfaction.
The organization should conduct the job satisfaction studies periodically and must try to
achieve their goals effectively and efficiently.
The achievement of the overall job satisfaction of the employees is important as it helps
to reduce the problems of the organization, such as absenteeism, employee turnover, union
activity and early retirement.
The organization must conduct the training programs where in, the companies are trained
to perform their, best and they can improve the productivity, quality and profitability
The attitudes of the employees must be changed through the influence of the various
personality development programs and with the various benefits and facilities provided in the
organization.
REFERENCES
 SubbaRao P, (2002), “Essential of Human Resource Management”, Second Edition,

Himalaya Publishing House

 Suja R. Nair, (2004), “Organization Behavior”, First Edition, Himalaya Publishing House
 Sagie A, (April 1998), “Employees Absenteeism, Organization commitment and Job
satisfaction”, Journal of Vocational Behavior, vol-52 Pg No 156-171
 Victor S De Santis, (1999), “Comparing Job satisfaction among Public and Private sector
employees”, Public Enterprise Management, Pg No 145-156
 VishakaZadoo, (April 2007), “American Express”, Business World, Pg No 67
 Wilfred J Zerbe, (2000), “Happy workers are productive workers”, Indian Management,
vol 2 Pg No 73
 http://findarticles.com/p/articles/mi_m2294/is_3_4_51/ai_n6212706 “Gender- related
effects in the job-design-job-satisfaction relationship”
 http://findarticles.com/p/articles/mi_m0825/is_3_70/ai_n6237491 “Factor affecting the
job satisfaction of employed adults with multiple sclerosis”
 http://www.kmfnandini.coop/index.php?
option=com_content&view=article&id=71&Itemid=79

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Jobs satisfaction in PSSK

CHAPTER 1 INTRODUCTION 1-4

CHAPTER 2 JOB SATISFACTION 5-12

CHAPTER 3 COMPANY PROFILE 13-28

SURVEY, ANALYSIS AND

FINDINGS SUGGESTION AND

SJCE, MYSORE Page 1

SJCE, MYSORE Page 2

SCOPE OF THE STUDY :

1) Salary and monetary benefits

1. To present a profile of P.S.S.K and organizational structure etc.,

SJCE, MYSORE Page 3

SJCE, MYSORE Page 4

DEFINITION OF JOB SATISFACTION :

SJCE, MYSORE Page 5

Satisfaction in one‟s job means increased commitment in the fulfillment of formal

Now the researcher quotes a few definitions of job- satisfaction:

1) According to E.A. Locke: Job satisfaction is as a pleasurable or positive emotional state

resulting from the appraisal of one‟s job or job experience.

3) Kreitner and Kinicki described, Job satisfaction is an affective or emotional response

4) Davis and Newstrom explained Job satisfaction is a set of favorable or unfavorable

IMPORTANCE OF JOB SATISFACTION :

SJCE, MYSORE Page 6

SJCE, MYSORE Page 7

THEORIES OF JOB SATISFACTION :

1) Work is a central life interest;

2) they actively participate in work;

3) they perceive work as a central to self-esteem;

4) they perceive work as consistent with self-concept.

SJCE, MYSORE Page 8

Herzberg’s Motivation/ Hygiene Theory (Two factors theory) :

Maslow’s Hierarchy of Needs Theory :

2) Safety and security needs

3) Belonging and love needs

4) Esteem needs and

5) Self- actualization needs..

SJCE, MYSORE Page 9

SJCE, MYSORE Page 10

FACTORS OF JOB SATISFACTION :

Quality of work life :

SJCE, MYSORE Page 11

1) Fair and adequate compensation;

2) Safe and healthy work environment;

3) Opportunities to develop human capacities by performing meaningful work and

SJCE, MYSORE Page 12

GENESIS OF THE COMPANY:

SJCE, MYSORE Page 13

NATURE OF THE BUSINESS :

 VISION & MISSION OF THE ORGANISATION

 To increase their sales

 To expand its installed capacity.

SJCE, MYSORE Page 14

Harvesting and Processing Season :

Handling and Transport of Cane :

SJCE, MYSORE Page 15

By Products in This Industry :

The sugar mill produces many by-products along with sugar.

SJCE, MYSORE Page 16

Pandavapura Sahakara Sakkare Karkhane Ltd is Co-Operative undartaking controlled by