A STUDY ON HUMAN RESOURCE MANAGEMENT

A STUDY WITH REFERENCE TOJEYPORE SUGARS PVT LTD

CHAGALLU

DATA PROVIDED HERE IS NOT ABSOLUTE …. ITS ONLY FOR REFERENCE

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CHAPTER-IINTRODUCTION

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HUMAN RESOURCE MANAGEMENT

One of the most important institutions of the world is the industrial organization,

where a large number of people work together for the attainment of organizational

objectives through production of goods and services. People are central to the

organizational process and therefore, the challenge of the new millennium manifests

more critically in the area of Human Resources Management.

Human Resources Management is one of the most important managerial functions

encompassing in its ambit all aspects of the organizational interactions with people,

whether within itself or the society around it. It is based on the premise that, people

are a vital resource contributing to the fulfillment of the organizational goals and

objectives.

According to Leon C. Meggison, the term Human Resources can be thought of as

“the total knowledge, skills, creative abilities, talents and aptitudes and beliefs of the

individuals involved”. The term Human Resources can also be explained in the sense

that it is resource like any other natural resource.

The term Human Resources from the organizational point of view can be defined as,

the total knowledge, skill, creative, effective and efficient decision making abilities,

talents, values, beliefs, aptitudes, attitudes and commitment of individuals and groups

involved in and concerned with an organization.

Human Resources play a critical role in the development process of modern

economics. Arthur Lewis observed: there are great differences in development

between countries, which seem to have roughly equal resources, so it is necessary to

enquire into the difference in the human behaviour. A recent world bank study of 192

countries concluded that only 16% of economic growth are explained by physical

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capital (machinery, building and physical infrastructure) resources while 20% comes

from natural capital. But no less than 64% of economic growth can be attributed to

human and social capital. In essence, the difference in the level of economic

development of the countries is largely a reflection of the differences in quality of

their Human Resources.

One of the fundamental activity areas of management is the management of Human

Resources. Thus in the management of four Ms-men, machinery, material, money,

the management of men assumes lot of significance due to the fact that, human beings

in there resources other resource. With out him, other resources like machine,

material, and money become inert and their abundance has no meaning and with in

him, they multiply. Among other things, if a company is economically successful, it

means, the management has been able to manage Human Resources effectively.

Human Resources are the activity force in industrialization and strategies for

development should contribute particularly on their enhancement.

Management of Human Resources include guiding Human Resources into a dynamic

organization that attains its objectives with a high degree of motivation and moral and

to the satisfaction of those concern with it. Earnest delay views management as the

process of getting things done through people. As a matter of fact, all management

views personnel management as it deals with people. Though there are different

functional areas of management – like production, marketing, finance etc, all these

functions are to be discharged by Human Resources. Though there is a separate

personal manager, all managers have to manage the human resources of their

respective functions are departments to get effective results through and with people.

Thus, all executives are UN avoidably be personnel managers. In a nutshell, all

managers are personal managers and all management is essentially Human Resource

Management.

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Changing trends in Human Resource management

Almost all the disciplines connected with the human element have developed

gradually, influenced by other areas of knowledge. The field of Human Resources

management, has it currently exists; represent of crystallization of a variety of

historical and contemporary influences. The approach towards personal management

has gone through different stages and the approach towards personal management has

gone through different stages and the process of transformation is still going on.

The organization and utilization of human resources have been in the evidence since

antiquity. In the ancient times, when freedom of contact was the rule of the day, any

enterprise could hire or fire personnel. It was not accountable either to the

government or to the people or to anybody else. Due to unequal bargaining power,

employer used to exploit employees.

The industrial revolution of the 18th Century saw labour as being “considered a

commodity to be bought and sold and the prevailing policy of lassiez faire resulted in

little action by government to protect the lot of workers”. The remuneration for

labour was also subject to the law of demand and supply. However, this approach

overlooks the influence, which emotional and social characteristics have upon the

working situation and has since provide untenable.

The factor of production approach regards employees as mere economic factors of

production. It is assumed workers to be merely tools or machines and treated them in

the same way as the physical factors of production viz., materials, money, land etc.

Another significant development to the approach of Human Resource management

was scientific management. To this group of people, who were very much concerned

with developing techniques for the maximization of productivity, the contribution of

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human factor to the attainment of this goal could be increases sizably through the

appropriate use of selection, training and monetary incentives.

This approach led to the works to think about protection or security rather then

output. Has the machinery concept of labour was not complete; it led to the

beginning of the welfare movement. However, some critics opine that, scientific

management contributed towards harmonious industrial relations since the workers

were also benefited through better working conditions, better pay, incentives and

welfare programs.

The growing strength of democracy and a sense of justice and fairness give impetus

to collective bargaining. While the state recognized the right of employees to

protection and to reasonable terms of services, the machinery setup in various

countries to give effect to this recognition was different. However World War I gave

an impetus to the government support collective bargaining.

With the establishment of ILO, it was recognized that, in the field of labour,

conditions causing injustice and hardship to workers would imperil peace and

harmony. All the same, organizations realized that lasting peace could be established

only if it is based on social justice. Hence companies started telling various measures

to improve their condition of labor there by ensuring social justice.

Soon the goodwill approach to labour and natural resource idea of labour gained

importance. This, led to the provision of various welfare measures such as safety,

first aid, lunch rooms, rest rooms with employers realizing that the welfare of the

employees have a direct bearing on the productivity. At this stage, a large employer

without a welfare movement is considered backward.

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The natural resources idea treated workers as natural resources and steps were taken

to protect the. Thus labour laws working hours for women, workmen’s compensation

and health and accident legislation were passed. Occasionally employers tried a new

humanitarian idea.

The humanitarian approach to labour gripped the imagination of employers during

1910-1917, it was believed that arbitrary paternalistic control by management was

likely to lead to trouble it declared that, management must consider the physical and

mental health of employees and that the state of their minds has much to do with the

value of their services. The human conception stated that the workers had certain

inalienable rights as human beings and these rights were as important as the rights of

other persons. It was management’s duty to recognize these rights. This doctrine held

that all human beings are equal in the sense that, they have many of the same

impulses and reactions.

Another trends is the cooperation between labour and management in tackling human

problems of labour. This cooperation may be on an individual or union basis, for

specific issues or general purposes. The employer with a view to obtaining the

cooperation of his employees began to provide adequate basis of security and

personal satisfaction.

Another important development, which took place in 1920s, was the institution of

employee welfare programs. This was the outcome of the realization by employers

that productivity depends to a great extent upon the attitude, willingness and loyalty

of the human factor these welfare programs included recreational activities, credit

societies, housing, medical welfare, gratuity and provident fund.

Another development was the application of psychology to solve the problems of

industrial relations. These investigations led to the recognition of many sources of

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employee dissatisfaction and led to a scope for employees to ventilate dissatisfaction

more effectively.

The experimental studies in human relations, referred to as Hawthome experiments,

have had a great effect upon the human relations movement. Conducted by Elton

Mayo and his associates between 1927 and 1932, they determined that the workers

attitudes and specifically his productivity were largely determined by norms

established by the group. Mayo insisted on research and experimentation to discover

the best ways to solve each problem.

Human relation as preached by Elton mayo and his followers continue to this day as

the central core of the approach of progressive managements to sound industrial

relations. Its basic outcome is that goal of human administration should be to provide

the worker with job satisfaction, which in turn results in higher productivity.

The citizenship approach to labour recognizes that the individual workers has the

right to be concluding in determining the rules and regulations under which he/she

works.

Recently the relationship between employers and employees has come to be

conceived of as a partnership in a constructive endeavor to promote the satisfaction of

the economic needs of the community in the best possible manner.

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METHODOLOGY OF THE STUDY

Research design

Research design in simple words is the conceptual structure with in which the

research is conduced. It provides the guidelines of rest of the research process and

guides the collection and analysis of the data.

Type of study

The type of study is of descriptive research.

Type of data

The data is collected through primary and secondary data.

Primary data:

Primary data will be collected for the first time, this happen to be original in

characters. This will be collected form the employees of the company.

Secondary data:

Company reports.

Population size

The size of the population is 1052

Sample size:

The size of the sample size is 100. Those are Skilled, Semi-Skilled,

Unskilled.

Tools for the collection of data

A questionnaire will be used to collect the primary data.

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Sampling plan

Simple random sampling will be used where each member will have a known

chance of being selected in the sample.

Analysis of data

The data will be analyzed through descriptive analysis.

Report preparation

Detail technical report is prepared with the data gathered & analyzed the

layout of report consists of preliminary pages, main text & end matter.

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OBJECTIVES OF THE STUDY

1. To study the factors influencing workmen performance and productivity.

2. To access the working conditions that prevails in the company.

3. To examine the relationship between the management and workmen.

4. To analyze the welfare facilities existing in the company.

5. To export sugar in other product.

6. To supply fertilizers, pesticides with farmers.

7. To increase the agriculture development, schemes & other subsidiary scale for

the farmers.

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SCOPE OF THE STUDY

The scope of the study is limited to the personal management of Jeypore

Sugar Company Limited.

An attempt is being made to collect the opinion on, factors influencing the

performance and productivity with reference to workmen. Preferences are also being

given to known their opinion on different benefits, allowances and policies followed

by the company and also to know whether these are affected their performance or not.

The study has been very modest in terms of time. There is a better scope of

study in this aspect in future and helps in taking suitable action for the overall

development of the organization, which is much important for affective functioning

of the organization.

So this survey on analysis of factors influencing performance and productivity

of workmen was carried out with an intention to find out the potential problems that

are connected with the workmen in an organization.

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NEED FOR THE STUDY

Every organization has its own goals. These goals are affected by some of the

problems in the organization one of the problems that affect the achievement of goal

is poor performance & lower productivity among workmen that will affect the

organization goal.

So this survey on analysis of factors influencing performance and productivity

of workmen was carried out with an intention to find out the potential problems that

are connected with the workmen in an organization.

This survey will be an indication to the management about the problems

relating to the workmen performance and henceforth the management can plan and

take right action at the right time.

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SAMPLING METHOD

A proportionate stratified random sampling technique or quota sampling was

adopted for the study. The entire workmen are divided into 4 categories (Skilled,

Semi-Skilled, Un-Skilled, Clerical & Supervisory) in which only 30% if the

respondents are invited.

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LIMITATIONS OF THE STUDY

1. Time factor is one of the major limitations of the study. The time period of

the study is 3 months only. Due to the constraint the coverage of entire

population has not been done.

2. The workmen have fear that if they reveal their true feelings, it may be

disclosed to management and the management may take some actions against

them.

3. Some of them are unwilling and not interested to this survey.

4. The cost factor is also the limitation of the study.

5. Since 10% of the total population has been studied, the out come cannot be

taken as true as per the total population of the study.

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CHAPTER-II

PROFILE OF THE SUGAR INDUSTRY

&

PROFILE OF THE JEYPORE SUGAR COMPANY LTD.

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PROFILE OF THE SUGAR INDUSTRY

Sugar Industry is very important to the Indian National Economy, because of

the multiple contributions in the shape of employment and provision and raw

materials to offers industries. It had been rightly pointed out by the Late Sri

Fakhruddi Ali Ahmed when he was minister for food and agriculture, at the 11 th

Annual General meeting of the National Federation of Co-operative Sugar Factories

Limited that “Co-operative Factories some parts of the country how become symbols

of industrialization in the rural areas and have also helped in the development of

ancillary industries providing opportunities of employment to the village fold”

The industry provides employment to about 35 million cultivators and 3.6

lakhs skilled and unskilled workers. Further, it accounts from providing employment

to scores of thousand in the sugar trade, in the transport of sugar cane sugar, plastics,

Synthetics, Rubber board, Pharmaceuticals, Paper etc. The Sugar Industry in recent

years has begun to export sugar thus earning valuable foreign exchange. Besides it

provides Rs.300 crores in the of taxes to the exchequer considering these many facts

of Import and of the industry, Ranks second among the major consumer industries of

this country, next only to cotton, Textile industry.

The sugar industry oriented to a single material namely sugar cane that form

60% of the total cost of production. Therefore, the availability of Sugar cane and

facilities of transporting raw materials to the sugar mill naturally condition the

industry of sugar proximity of the raw material is essential because the sucrose

content of the sugar cane begins to decrease soon after the cane is cut. Obtained as

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the factories for generating power used a by product during the production.

Therefore, power is not sat all the dominating factor in the determining the location of

sugar industry. In recent time, Technical feasibility and economic visibility of the

sugar project have been given importance in the location of sugar industry. The

words of Dr. M.Mehta, “The location pattern of the sugar industry is greatly

influenced by the character of local distribution of sugar cane with in the country and

Since such distribution depends entirely on physical and geographical factors, nature

plays of dominant role in determining the location of sugar industry”. Sugar cane

grows both topical and subtropical regions. In India, Andhra Pradesh, Tamilnadu,

Karnataka, Kerala and Maharastra come under tropical regions, Uttarpradesh, Bihar,

Punjab, Haryana, West Bengal, Orissa, Rajasthan and Madhya Pradesh come under

subtropical regions.

Scenario of Sugar Industry in India:-

There were 29 factories in India during the year 1931. Protection granted to

the sugar industry in 1931 brought tremendous growth in the number of location.

The number of factories in operation had grown from 29 to 140 in 1950–51 out of

which 110 factories were in Northern parts of India. During the next decade the

number of factories increased to 174 out of which 116 factories in the subtropical

region of Northern India. Finally the number of factories has grown from 200 in

1965-1966 to 417 in 1994-1995 of which 75% of the factories are located in the

Northern India. The industry is predominantly localized in Uttar Pradesh, particularly

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in the districts of Meerut, Saharn poor, Bignour, Bareily, Muzaffaranager, Moradabad

and Rampuur next to Uttar Pradesh; the industry is mainly concentrated in

Maharastra, Bihar and in the Eastern coastal districts of Andhra Pradesh. If we refer

to the historical events in the sphere of sugar industry, Uttar Pradesh and Bihar

occupied the predominant position as for as the location pattern of the industry is

concerned, and still these states are enjoying the same position. The reasons of search

heavy concentration in the states of Uttar Pradesh and Bihar are manifold. The

unique position which Uttar Pradesh enjoys in respect of cane cultivation in due to the

advantages conferred by the rich and fertile alluvial soil of the genetic plain, the bulk

of which contains adequate quantities of lime and potash, the pressure of thin

varieties of cane admirable suited to the climate conditions of the region and the

existence of cheap and extensive irrigation facilities. The concentration of sugar cane

crop incompact blocks enables the sugar factories to get fresh suppliers of sugar cane

direct from the fields. Moreover, the cost of the cane cultivation is less and the

cultivators are not accustomed to raise alternative crops like groundnuts and chilies,

plantains etc.

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SUGAR CANE MANUFACTURING PROCESS

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Sugar cane

Weigh Bridges

Cane Carriers

Raw / Juice (mixed)

Clarifies – Filter cake through rotary vacuum filter

Evaporators

Crystallizers

Sugar Hoppers

Sugar Grader

Sugar bagging (grade wise)

Problems of sugar Industry in India:-

The various incentives are available from the government for developing

sugar industry. But even today, the industry in India is taking several problems.

The major problems are:

1. Excessive control:-

This industry is a suffer by the changing government policies. The

government has no fixed policy regarding the price and distribution of sugar.

2. The Production of sugar:-

The production of sugar is influenced by the purchasing price of

sugarcane depending upon the cost of cultivation. The industry prices of

competitive food crops on one hand and the cane prices fixed by the

government of the other.

3. The inefficiency:-

The inefficiency and uneconomic nature of production in sugar mills,

low yield and short crushing seasons. The high price of sugarcane and the

heavy excise duties by the governments are responsible for the high cost of

production of sugar in India.

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4. Under the utilization of bi-products:-

In sugar production we get two bi-products Molasses and biogas.

While molasses can be used in alcoholic preparation. These factories are not

well developed in India. And biogases can be used in paper industry. But this

is not being properly by our paper industry.

5. The yield of Sugar Cane:-

In India the yield of sugarcane per acre percentage recovery, of sugar

from cane juice is very low.

6. Short crushing season:-

Although the land is utilized through out the year, crushing season is

only 3 to 4 months in a year. Hence, factories have to be closed for the

remaining period. This is making it uneconomical too.

7. Obsolescence:-

Most of the factories in the private sector were set up five to six

decades ago. Their machinery has by now dilapidated. The cost of production

of such units is unduly high owing to less mechanical efficiency and more

down time. It will require more money for modernization of such factories.

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PROFILE OF THE JEYPORE SUGAR COMPANY LIMITED,

CHAGALLU

The Jeypore sugar company Ltd., was incorporated as a public Ltd., Company on 29 th

July 1936 under the Indian companies Act, 1913 and was the first company to be

registered in the newly formed province of Orissa.

The company started a sugar unit at Rayagada, Karaput Dist, Orissa with an initial

capacity of 150 TCD and subsequently expanded to 450 TCD. The company

diversified into various others activities manufacture of industry. Alcohol, Indian

made foreign Liquor, Ferro manganese.

In the course of expansion of the company, a separate sugar unit was established at

nagaram in Guntur Dist., A.P. in 1958. Due to non-availability of sugarcane. The

unit was shifted to Chagallu. West Godavari in A.P. in 1961 with an installed

capacity of 850n TCD in the year 1960-61 and having licensed capacity of 1250

TCD. At present the company’s installed capacity and crushed capacity is at about

8500 TCD.

The founder of the organization is Late Sri VELAGAUDI RAMAKRISHNA GARU.

He was born of March 4th 1896 in the village of Bellamvaripalem in Guntur District.

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PRESENT POSITION OF THE COMPANY

The company is currently manufacturing sugar at the factory located at

Chagallu, West Godavari District, in Andhra Pradesh. The present expansion plan is

being under taken to increase its existing capacity from 8000 TCD (Ton Crusher per

Day) to 8500 TCD. After implementation of the present project the annual

production per season of sugar will increase from 8,00,000 Qts tmo 13,00,000 Qts

(Quintals).

As part of project the company proposes to setup a mini hide plant for

generation power of 13 mw. The company has already received the consent of

Andhra Pradesh state electricity board (A.P.S.E.B.).

QTS -> Quintals

TCD -> Ton Crusher per Day

Capacity and location:-

The expansion of sugar of the company from its present capacity of 8000

TCD to 8500 TCD to manufacture white crystal sugar shall be carried out at its

existing location Chagallu at A.P.

Land and building:-

The company presently owns 147.55 acres of free land at Chagallu. There the

existing sugar unit is located the extent of area covered by building in 71.56 acres.

The company at present has 13 sugar godowns for storing 12 lakhs bags of sugar.

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ORGANISATON

DEPARTMENTATION

The J.S.C. has been administrated by departments. The company has mainly

concentrated on these departments.

1. Personal department

2. Financial department.

3. Production department

4. Sales department

1. Personnel Department:-

In every organization has Human Resource Management / Personal

Management is a valuable source of administration. This department plays a vital

role in the J.S.C. Personal Department will be managing people tactfully. The

company gives more importance to this department. Because the Personnel are the

assets of the company. It having new H.R. policies and techniques.

2. Finance Department:-

Finance is more essential for fulfilling the goals and maintenance of the

Company. In J.S.C. Ltd, having a good finance department and predetermined

policies or implemented in their administration. The J.S.C.Ltd’s financial philosophy

is in clear way.

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3. Production Department:-

In J.S.C.Ltd; They gives more priority to production turnover such that, their

plant efficiency has better condition. According to Indian Sugar Association, norms

of efficiency for adherence by all sugar factories. The companies running efficiency

is not bad. To know the efficiency of the firm they calculated “Down time”. Down

time means- “Stoppage of production in seasonal days due to no cane, break down of

machinery, general cleaning etc”.

4. Sales Department:-

The Jeypore Sugar’s Department of sales has maintained proper records for

every year. There is no restrictions regarding selling of sugar in all over India

including Bhutan. In total production 10% sugar will be treated as levy sugar, which

rate per kg should be fixed & controlled by the Government of India.

In every sugar year i.e.; October 31st to September 30th. The quintal rate is

fixed by the Ministry of consumer Affairs food and public distribution. Remaining

90% production will be treated at free sugar and selling in the prevailing market rate.

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CHAPTER-III

THEORETICAL FRAME

WORK

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HRD PRACTICES IN JEYPORE SUGARS LTD

Philosophy

The main objective of personnel department in Jeypore Sugars Ltd, Chagallu is to

advise and assist the plant manager. The personnel department discharges its

functions effectively and efficiently.

HUMAN RESOURCE DEPARTMENT SUTRUCTURE

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HUMAN RESOURCES MANAGEMENT

Human resources management – philosophy and policy

Being one of the most important managerial function in handling and

generating personal in Jeypore Sugar Company Limited. There is a centralized

personal department in Jeypore Sugar Company Limited to recruit, select, maintain,

integral, train and development of human resource.

Human resources are the assets of the company.

To integrate the personnel objective with that of organizational objectives.

Every individual should contributes their potentials in the mission of

maximum productivity.

To train and development the employees in all areas.

To compensate their services better wages with the changing prices.

To recruit and select the best candidate.

To integrate the employees through various cultural programs.

HUMAN RESOURCE MANAGEMENT POLICY

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Employee’s of the company are its most valuable resource.

While on one hand HRD should appropriately harness employee potential for

the attainment of company objectives on the other. The company as its

corporate responsibility should create an enabling climate where in human

talents gets the best opportunity for self expression, around development and

fulfillment.

People are more valuable resources and therefore it will be the companies

policy to treat people with the respect and sensitivity that is warranted where

employees are more instrumental in activities.

HUMAN RESOURCE FUNCTIONS

All functions and divisions heads responsible for various activities of the

company will the human resource department spirit and suitably integrated.

Human resource department into their plans, decisions and actions.

Human resource department is management function will be given a place of

strategic priority along with functions like production, maintenance, and

finance in the overall scheme of management action in the company.

PROCUREMENT

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Human resource / Man power planning:-

An integrated approach to performing the planning aspects of the personal

functions in order to have a sufficient supply of adequately developed and motivated

people to perform the duties and tasks required to meet the organizational objectives

and satisfy the individual needs and goals of the organizational members.

It includes the estimation of how many qualified people are necessary to carry

out the assigned activities, how many people will be available and what, if any thing

must be done to ensure that personal supply equals personal demands at the

appropriate point in the future.

MAN POWER PLANNING:-

Jeypore Sugar Co.Ltd. Aims at an optimum level of man power in order to

ensure enhanced efficiency and productivity levels. This enables the company to

focus on the welfare and development of every individuals with due care and concern.

Jeypore Sugars Co.Ltd. operates with contained and complement work force

of around 800 keeping in the view the expansion needs of the plant imperative of

maximum utilization of manpower and obtained high level of productivity. The

following are the factors considered while repairing human resource plans.

Man power policies.

Manpower budget.

Separation data.

Annual growth plans.

Real time for recruitment.

Job Analysis:-

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Job analysis may be understood as a process of collecting information about a

job. The process of job analysis results in low sets of data.

1. Job description.

2. Job specification.

Definition:-

Job analysis is the process of studying and collecting information relating to

he operation and responsibilities of a specific job. The immediate products of this

analysis are job description and job specifications.

In Jeypore Sugar Co. Ltd. they have introduced the job analysis system.

1. Job description:-

Job description is an organized factual statement of the duties and

responsibilities of a specific

2. Job specification:-

It is another part of job analysis. A job specification is a statement of

minimum acceptable human qualities necessary to perform a job properly.

It is difficult for executives and non-executives.

In case of executives they must have a P.G. degree and they will also consider

the additional qualifications.

STEPS OF HUMAN RESOURCE OF PLANNING

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Step 1.

The first step starts collection of details relating corporate objectives and

guidance, annual production target growth plans including revival of sick units,

modernization data about the sanctioned posts as per the detailed project report.

Step 2.

This step involves the fore casting of future man power requirements, area

wise number category specification etc.

Before forecasting the requirements the man power planning committee goes

through DPR which give a sketch of details that are prepared on the basis of man

power presenting similar type of organization with comparable technology.

Step 3.

Preparation of inventory of existing human resources is the 3rd September.

Data about age, designation, educational qualifications, skills, year of experience of

any performer attainment etc., about employees of the organization are collected and

maintained in systematically by that cell. The massive task is done by computers.

Jeypore Sugar Company updated its main power inventory each and every month

from that the number of retirement and other types of separation are found out.

Step 4.

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The net man power available its matched with the net requirement of man

power while matching each and every type of separation is analyzed to know the

critical of job and to find out the categories where full, partial and no replacement are

necessary for planning year under consideration.

Step 5.

After matching demand and supply taking the data about opening balance

separation and desired closing balance for each category the number to be recruitment

a dynamic model is a practical details of which is given?

Step 6.

The plan so prepared is their handed over the high powerful plant level

committee for modernization and then to high powered corporate man power

planning committee for final approach.

EMPLOYMENT PROCEDURE

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a. Recruitment:-

Recruitment is a process to discover the sources of man power to meet the

requirements of the staffing schedule and to employ effective measures for

attracting that manpower in adequate numbers to facilitate effective selection

of an effective working force.

Recruitment Policy of the organization:-

The recruitment polity is concerned with quantity & quality of man

power. The policies are

1. To provide individual employees with the maximum of employment

security, avoiding frequent lay-off.

2. To provide each employ with an open road & encouragement in the

continuing development of his talents & skills.

3. To ensure each employee of the organization interest in his personal goals

and employment objectives.

4. To avoid cliques this may develop when several members of the same

hours hold or community are employed in the organization.

b. Selection Process:-

Selection process or activities typically follow a standard pattern

beginning with an initial screening interview and concluding with the final

employment decision. The traditional selection process includes preliminary

screening interview, completion of application form; employment tests;

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comprehensive interview; background investigations physical examination

and final employment decision.

In this organization, they follow the selection process as follows.

Recruitment Process

This process is only for the workers of the organization.

Selection committee consists of plant manager, chief executive, personnel

officer and concerned head of the department.

Selection procedure in Jeypore Sugar Co-Ltd.

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Written examination

Interview

Medical examination

The selection procedure in Jeypore Sugars Co-Ltd. is as follows.

Design of Application blank

Written test

Interviews

Appointment order

Placement

Probation

1. Application:-

The Company invites application in a prescribed torment. It contains the

details of bio-data of the candidate. After the scrutinizing the applications a

shortlist is prepares. A written test is conducted to all those qualified candidates.

2. Written test:-

The written test is conducted for both executives and non executives.

There is exemption for displaced person who are posted an ITI and Charge

men etc for Non executives the written test is conducted it carries 100 marks.

A candidate should acquire 50% to qualify for an interview.

For executives, the written test was more than compared to non-executives

these people are conducted test an general intelligence, aptitude etc for general

categories. The qualifying marks 50% & for reservation holders are marks

40% part-I of the test paper is same for all. Where as part-II charges based on

the candidates for which he has applied job.

Interview for Non-Executives:-

37

Interview are conducted for 100 marks. Each candidate should acquire

50% in the interview. It is 40% only for the reservation candidates.

An interview team consists of the Personnel Manager, Training

managers and factory managers. These interviewers evaluate. The candidates

selects on the basis of merit score, which he acquires from both written tests

as well as interview. The candidates must qualify both the tests.

Interview for Executives:-

In the selection procedure for the executives is complicated job for the

management as he handles challenge & complex activities in the organization.

The interview is generally for 100 marks. The candidate must score at least

50%. In the interview order to qualify. He interview panel consists of all the

deputy personnel managers. Training manager an subject experts, same times

specialist consultants are invited to select the potential and efficient

candidates.

Appointment order:-

The selected candidates are served with appointment orders. The

appointment order contains.

The play that is to be received and the scale on which he received the

salary.

The period for probation.

The name of the post & department in which he is placed.

Liable to be transferred / re deployed at any time from dept/

division/selection/shift.

38

Shall be liable to work eight hours a day including the rest intervals.

The management shall as sign the duties & responsibilities incidental

and ancillary there to.

c. Induction:-

Induction is technique by which a new employee is rehabilated into the

change surrounding and introduced to the practice, policies and purpose of

the organization.

d. Placement:-

After the successful completion of the probation period the

probationers are placed with permanent posting with designation and

respective department. The employees who have ITI qualification are

posted as technicians and diploma holders are posted as charge men and

graduates are posted as junior manager. This is the last step in the process

of selection process.

e. Probation:-

The probation period is common for any cadre of employee after they

are placed in the organization. Probating period is the period during

which the employees are kept under training forces. He will be given

training for specified period.

Human resource development framework

39

The economic liberalization announced by Government of India tends towards market

economy and started creating more dynamic environment in India than ever before.

HRD place significance and crucial role in market economics under dynamic

environment Human Resource Development should be effective and efficient.

Human Resource Development cannot be effective for the candidates who do not

posses potentials to perform present and future roles in organizations in a dynamic

environment. Human Resource Development to be effective should essentially have

strong base of human resource planning, recruitment, and selection based on effective

HRD recruitments. These base factors enable the organization to develop its Human

resources effectively.

Human resource planning for Human Resource Development should plan for human

resources not only for the present and future job but also roles. Further, human

resources planning should plan for potentialities. Recruitment for HRD refers to

searching for prospective employees having skills, talents and potentials to carry out

the present and future jobs and also for development and motivate them to apply for

jobs. Selection for Human Resources Development refers to designing the selection

techniques written tests, selection tests, interview etc, fit for selecting the candidates

suitable for further development. These base factors influence the analysis of roles of

employees as individual, as members of teams and organization, along with the ever-

changing environment. The positive base factors exert positive influences on the

analysis of roles and vice-versa is true in case of negative factors.

Analysis of roles of employees as individuals, members of teams and members of

organization helps the organization to know the employees present capabilities and

potentials.

Organization plans including the plans for change, based on environmental

opportunities and threats are the bases to determine organizational recruitments.

40

Organizational requirements, in turn are the basis to determine the future

requirements of various roles in the organizations. The difference between the

employees, present capabilities and future role requirements are the human resources

to be acquired and developed.

Human resources to be acquired and developed are determined in terms of skills,

knowledge, abilities, values, aptitude, beliefs, and commitment etc., suitable

techniques of Human Resource Development are to be selected depending upon the

resource to be acquired and developed. These techniques include performance

appraisal, potential appraisal, training, management development, and organizational

development, Career planning and development, workers participation in

management, quality circles and social and cultural programmes.

The outcomes of HRD are four fold viz., to the organization to the individuals, to the

groups and to the society. Human Resources Development benefits the organization

by developing the employees and maker them ready to accept responsibilities,

welcome change, adapt to change, enables the implementation of the programmes of

total quality management, maintenance of sound human relations, increase in

productivity and profitability.

The Human Resource Development helps the groups in the form of increase in

cooperation, increase in collaboration and team effectiveness. Further, it helps the

society in the form of developing human resources and increased contribution of

human resources in the society.

PERFORMANCE APPRAISAL:-

41

Performance appraised is the process of assessing the performance and

progress of an employee on a given job and hits potentialities for future development.

For every 3 years they will knew the performance of the workmen in Jeypore Sugar

Company Limited. The performance appraisal committee has framed a formula

regarding progress of the employees.

The committee includes 4 members. Those are:

1. Chief Executive

2. General Manager

3. Personnel Manager

4. Concern Department head.

The Jeypore Sugar Company Limited has follows the performance appraisal

for staff and executives only. By preparing the performance evaluation no

problems where faced by them.

Utility of performance appraisal:By evaluating the performances of employees the wage fixation and any

motivating increments can be easily determined by the management. Needs of

training to the employees of their loop-holes are identified and recognized by their

work performance appraisal. Earlier planning and practices are modified by these

reports.

PROMOTIONS & TRANSFERS:Basing on performance appraisal report, seniority and remarks are considered

to promote the employees. There is only external transfers are being done. It the

person is desplaed for short span, the other department employee are transferred in

that place when work is known by him.

TRAINING

42

Training is a systematic program to increase the skill, knowledge, ability and aptitude

of worker to perform specific job.

Methods for the assessment of training needs:-Through observations by the supervisors and sectional heads of the

department, finding loop-holes in workmen performance. Those persons could be

motivated and learn good work from the supervisors. It is nothing but on the job

training clearly for shop floor workmen. The company conducts training programs 3

to 4 times in a year.

Assessment Methods of Jeypore Sugars Company ltd.,

The following methods are used to assess the training needs:

(i) Organisational requirements/weakness.

(ii) Departmental requirements/weakness.

(iii) Job specifications and employee specifications.

(iv) Identifying specific problems.

(v) Anticipating future problems.

(vi) Management’s requests.

(vii) Observation.

(viii) Interviews

(ix) Group conferences.

(x) Questionnaire surveys.

WAGE & SALARY ADMINISTRATION METHODS OF JOB

43

CLARIFICATION.

Generally, job evaluation is the corner stone of a formal wage and salary

administration. Job evaluation provides a foundation for gearing company pay scales

to the wages paid by competing companies. The devit the jobs (or) evaluate the jobs

worth many companies uses these methods. The Jeypore Sugars using “Grading

method” under job evaluation methods to determine the worth of a job.

Retaining Allowance (or) Off season salaries of the Workmen:

Through, the Jeypore Sugars Company is a seasonal factory, they engaged

temporary workmen in season of work. That’s why, the management will not provide

work in un-seasonal days and grade wise percentage fixed by their wage board.

Table : 4

Pay scales for seasonal workmen (in un-season)

Grade

Code

Grade Name Percentage on

unseasonal working days

1. Un-Skilled 25%

2. Semi-skilled 35%

3. Skilled, clerical & supervisory 50%

44

Wages & Salary components:-

Wage structure, according to prof. Dunlop, is the complex of rates with in

firms differentiated by inoccupation and employees and the complex of inter-firm rate

structure. A study of wage structure is important from the academic as well as

practical point of view. The company follows a wage structure as given below:

Wage components:

“Basic + FA + VDA + HRA + WA + CA”

FA = Fixed Allowance.

VDA = Variable Dearness Allowance.

HRA = House Rent Allowance.

WA = Washing Allowance.

CA = Cycle Allowance.

1. Basic:-

The term basic wage is ordinarily understood to mean that part of the price

of labor which the employer must pay to all workmen belonging to all

categories. It is the most stable and fixed as compared to dearness allowance

and annual bonuser which usually change with movements in the cost of

living indices and the performance of the industry.

At present, the wage board of JSC Company negotiated with the members

of the wage board to revise the wage & salary increments of the employers.

45

2. Fixed Allowance:-

Fixed Allowance is provided by the JSC Limited to all the categories

of workmen except supervisor – A cadre and executives. It is not revised for

every year.

3. Variable Dearness Allowance:-

This V.D.A. is provided as per the recommendations of the company

wage board it is provided to all employees except clerical – I, Supervisor – A,

B, C. Dearness allowance is revised for every 3 months.

4. House Rend Allowance:-

HRA should provide for workmen except staff and officers. Because

for staff and officers the management will provided quarter’s facility. HRA

importance of recommendation of third wage Board was to give HRA for all.

Table – 5

Sl. No. Grade HRA (in Rs.) per month

1. Un – skilled 240/-

2. Semi – skilled 270/-

3. Skilled 300/-

46

5. Washing Allowance:-

Washing Allowance provided for all employees except office staff &

executives. The management will pay Rs.40/- per month.

6. Cycle Allowance:-

Cycle Allowance should be for workmen who were coming from

local. Quarters employees are accepted Rs.50/- per month.

7. Night Shift Allowance:-

It is only for workers are working at night shifts Rs.1.00 for the

purpose of tea.

Policy and proceeding on D.A. Fixation

The fixation of wage of wage structure also include with in its compass the

fixation of rates of dearness allowance. It is an additional payment made by the

employer to his employees to compensate them to a certain extent for the rise in the

cost of living. In the contest of a changing pattern of prices and consumption, real

wage of the workmen are likely to fluctuate greatly.

The Jeypore Sugars follows the V.D.A. fixation according to the wage Board

recommendations. If some times, it is fluctuates either increasing (or) decreasing.

Generally, the management revised the average is for every 3 months. At present,

from 1-10-02 and onwards. They made the payment @ Rs.2.15/- per each point.

These points were made (or) fixed by their wage board.

47

PAYMENT METHODS AND DEDUCTIONS

Mode of payment:

Mode of payment of salary for all employees has through “cash”.

Authorized Deductions:

According to payment of wages Act 1936. The company made deductions

from the employees salaries are:

Deductions with employee’s own interest:

Recurring Deposit.

Life Insurance.

Co-operative Credit Society.

Staff advance (with out interest)

The company provides loans to the employees for the occurrence of health,

Education for children with out interest.

Increments:-

Wage settlement committee revised and negotiated by two parties for every 2

(or) 3 years.

48

Wage settlement committee members are:

With the equal representation of management executives & employees

representatives.

For Trainees & Apprentices:

After 1 year, increments are 500/- for every year. There is not problems faced

by the management regarding fixing of increments due lack of Trade in the

organization’s employee.

Wage incentives & Bonus:

The Jeypore Sugar Company Limited has sought performance of employees.

If the employee having multi – skills, they should provide special increments and

special promotions for them.

Bonus:

According to Bonus Act 1965, The company has provided the Bonus at

maximum – 20% of the salary of the employees.

Overtime:

Overtime allowance is paid by the management shall be entitled to twice of

employee’s ordinary rate of wages in respect of the overtime work.

The company should be bearing the subsidy rate in co-operative and canteen

operations & maintenance.

49

SALIENT FEATURES OF THE WAGE BOARD RECOMMENDATION

FOR SUGAR INDUSTRY

The Jeypore Sugars Company has a Wage Board as a voluntary negotiating

set up by discussions between organized employees and workers to regulate wages

working hours and related conditions of employment by collective bargaining. In this

board equal representation of members from employer’s side and workmen

representatives. Every two years the workers representatives are replaced by

conducting elections.

I. Wage Board:-

The I Wage Board for sugar industry was appointed by the Central

Govt., on 26-12-1957 and the recommendations of the said wage board came

into effect for a period of Five year w.e.f. 26-11-1960.

It laid down a uniform wage structure for the workers with some of

regional variations.

Scale of pay for unskilled:

60 – 1000 – 65 + DA Rs.11.00 as on 2/12/1961 the total salary was Rs.76.00

II. Wage Board:

The second wage board was set up on 16/11/1965 and its recommendations

were implemented w.e.f. 1/11/1969 for a period of 5 Years. Scale of pay for

unskilled:110-1-119-2-129+GDA FRS.21.00 VDA = 21.58. As on 1-11-1969

the total salary was Rs.158.58.

50

As the period of II wage board expired by 1-10-1974, and as there was no

wage board set up the State Govt. revised – wage, D.A. etc; on the basis of

Tripartite agreement. The U.P. Agreement followed in the states of Bihar,

Punjab, Haryana, Orissa and Rajasthan. The other state Govts. Entered into

independent tripartite agreements. Thus from 1-10-1974 on wards the change

of adhoc nature in wage structure came about in sugar industry.

As per the memorandum of settlement Dt.27/11/1983 under section 12 (3) of

I.D.A Act.1947 reached between the management of Jeypore sugar Co. and

their workmen was as follows:

On 1-1-1982 Rs.34.90 was also paid to permanent and seasonal in addition to

Rs.29.00 which was being paid by in time Rs.2.00 was also added to the

incremental rate w.e.f. 1-1-1982 for all the categories of employees. Rs.63.90

[Rs.29.00 + 34.90] was merged with the V.D.A. for all categories of

employees.

Scale of Pay for unskilled: 323

Basic - 323.00

BDA - 057.05

VDA - 204.00

585.00

51

III. Wage board was set up on 17-11-1985 and its recommendations have came

into force w.e.f. 1-10-1989.

One of its important recommendations was to give interim of Rs.45.00 from

1-7-1985 to each of the permanent and seasonal employee upto 30-9-1989. Further

Rs.28.00 was also increased in the G.D.A. w.e.f. 1-12-1987. And rate for point in

V.D.A. was also increased from Rs.1.35 to Rs.1.65 per point w.e.f. 1-1-1988.

Scale of pay for un-skilled: 800 – 10 – 900 – 15 – 1050

As on (1-10-89) Basic - 800.00

F.A. - 550.00

V.D.A. - 036.30

1386.30

Rs. 900/- has been reduced from the New V.DA. as the same has been merged with

the revised Basic in new scales as per the term. III of office order at. 30-08-

2002.

Rs.78.30 added to the new V.D.A as on 30-09-02 as the increase in V.D.A for

the period from 01-04-98 to 30-09-02 has been calculated @Rs.2-15 per point as per

the term V of the office Dt.30-08-2002.

The revision of pay scales for supervisory A,B and C is not considered as all

of them have been deleted from the coverage of wage board w.e.f.1-04-02 vide the

order Dt.07-05-02.

52

Pay structure in Jeypore Sugar Company Limited.

Table : 7

Grade Scale of Pay F.A

Un skilled 1700-25-1950-35-2230-45-2950 770

Semi skilled 1800-30-2100-40-2420-50-3220 720

Skilled-B 1950-40-2350-50-2750-60-3710 649

Skilled-A 2100-45-2550-55-2990-65-4330 546

High – Skilled 220-50-2700-60-3180-70-4300 508

Clerical-IV 1950-40-2350-50-2750-60-3710 647

Clerical-III 2100-45-2650-55-2990-65-4030 546

Clerical-II 2200-50-2700-60-3180-70-4300 491

Clerical-I 2300-55-2850-65-3370-75-4570 466

Super-C 2300-55-2850-65-3370-75-4570 466

Super-B 2400-60-3000-70-3560-80-4840 --

Super-A 2800-100-3800-115-4950-130-6900 --

Source: Office records 2008.

53

WAGE STRUCTURE AND ALLOWANCES

Table : 8

Category F.A(p.m.)

H.R.A.(p.m.)

CycleAllowance

WashingAllowances

(p.m.)

Education Allowances

(p.m.)(a) Un-skilled 770.00 240.00 50.00 40.00 105.00(b) Semi-skilled 720.00 270.00 50.00 40.00 105.00(c) Skilled B.A. High skilled & Clerical-I, II, III, IV

649.00546.00508.00

300.00 50.00 40.00 105.00

(d) Supervisors A,B.C

421.00 300.00 50.00 40.00 105.00

F.A.

Clerical – I 466

Clerical – II 491

Clerical – IV 546

Clerical – IV 647

F.A. - Fixed Allowances

H.R.A. - House Rent Allowance

V.D.A.- Variable Dearness Allowance

W.A. - Washing Allowance

C.A. - Cycle Allowance

54

Industrial relations

Discipline policy of the Company:

Discipline policy is essential to promote and maintain employee discipline for

higher productivity and industrial growth. A disciplined work force can meet the

challenge of competition and can achieve organizational goals in a better way.

Discipline improves morale and labour relations and promote co-operation among

employees.

The JSC Limited has made a decent discipline policy i.e;

To gain willing acceptance of the rules, regulations standards and procedures

of the organization from employees.

To develop the feeling of co-operation among the workers.

To maintain moral & efficiency among the workers.

To develop a sense of tolerance and respect for human dignity. All over to

maintain good industrial relations in the organization.

Administration of Employment standing orders:-

The Jeypore sugars company limited was made the industrial standing orders

regarding employment in nature. It should be prepared by the management with the

approval or workmen. The administration of employment standing orders are to

some extent maintained and implemented in the organization. The employment

standing orders are presented in the notice Board at time office. The rules &

55

regulations of work have been mentioned in the notice board. These condition are

must be taken into action.

Matter to be provided in standing orders are as follows:

Classification of workmen e.g. whether permanent, temporary, apprentices,

probationers, (or) baldish.

Manner of intimating to workmen periods and hours of work, holding, pay-

days and wage rates.

Shift of working

Attendance and late coming.

Conditions of, procedure in applying for, and the authority which may grant

leave and holidays.

Requirement to enter premises by certain gates, and liability to search.

Closing and re-opening of sections of the industrial establishment, and

temporary stoppages of work and the rights and liabilities of employer and

workmen arising there form.

Termination of employment, and the notice there of to be given by employer

and workmen.

Suspension (or) dismissal for misconduct, and acts (or) omissions which

constitute misconduct.

Means of redress for workmen against unfair treatment (or) wrongful

exactions by the employer (or) his agents (or) servants.

Other matters which may be

Age of retirement (or) superannuation of employee, new schemes inserted like,

VRS etc.

56

Grievance Redresasal Procedure

Broadly speaking grievance means any real (or) imaginary feeling of

dissatisfaction and injustice which and employee has about his employment

relationship.

In this organization, there is no scope to express his feeling of grievance

openly at shop – floor level. But to some extent there is a chance to give written form

dissatisfaction of work by step – ladder policy redresser system. It is a formal process

of setting grievances and it usually committee of number of steps arranged in

hierarchy.

JSC’s Grievance Redressasal Procedure is:

57

Arbitration

Top Management

Middle Management

Front-line Supervisors

Aggrieved employee

In Jeypore Sugar Company, there is no grievances regarding dis-satisfaction

of job to the employees. Because it is a seasonal organization.

Employment (or) re-employment of probations (or) badlies (or) temporary

(or) casual workmen, and their conditions of service.

DISCIPLINE MANAGEMENT

Discipline is the force that prompts an individual or a group to observe the

rules regulations and procedures, which are deemed to be necessary to the attainment

of an objective.

Nature of misconduct:-1. Absent without intimation.

2. Sleep on the duty.

3. Alcoholism on the duty.

4. Any other misconduct which in standing orders.

If any worker attend to the misconduct the company following structure to

investigate.

58

MEMO

CHARGES SHEET

ENQUIRY

Nature of Misconducts are as shown under:

Dis-obedience (or) willful insubordination.

Theft, brand (or) dishonesty in connection with the employer’s business.

Willful damage (or) Loss of company’s goods.

Taking (or) giving brides (or) any illegal gratification.

Habitual absence with out leave (or) absence without leave for more than 10

days.

Habitual late attendance.

Habitual negligence (or) neglect of work.

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DISMISSAL

Procedure of collective Bargaining

One of the efficient means of resolving industrial disputes and deciding the

employment conditions is collective bargaining. It is a process in which the

representatives of the employer and of the employees meet and attempt to negotiate a

contract governing of each other.

In Jeypore Sugars collective Bargaining is only for wage settlement and

working conditions of employees. There was no intervention of government in these

negotiations. The discussion and management to promote industrial democracy the

both parties are clearly understand against the problems of various conditions. No

problems in setting the demands of employees.

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Industrial Disputes

According to industrial Disputes Act, 1947, an industrial Dispute means “any

dispute (or) difference between employers and employees (or) between employees

and workmen (or) between workmen and workmen, which connected with the

employment (or) non employment (or) terms of employment (or) with the conditions

of labour of any person”.

In Jeypore Sugar Company there was a industrial dispute placed between

employers and workmen. That dispute details are as follows:

Strike in 1985 – 86:-

Strike means “a cessation of work by a body persons employed in any

industry”.

Causes of Strike:-

The workers union elected an outsider of the company as union president.

And: proposals regarding wages & working conditions of the employee’s are not

accepted by the management.

This Strike was lead by the union leaders and workmen partially for 2 months

continuously. Later the Management engages others and runs the production

everyday. So, some works will depart form the strike. It leads to go for settlement in

‘Labour court’ but still now there is no use to setting the dispute.

61

Such that there is no Trade Union at present, From that strike onwards, there

is no industrial disputes in the company. The management has been made upper hand

towards the dispute.

WELFARE FACILITIES PROVIDED BY THE COMPANY

Statutory safety facilities:

a. Staff Shoes.

b. Uniforms.

c. Other Safety Equipment

Statutory Welfare Facilities:

a. Washing Facilities.

b. Canteen Facilities

c. Restroom and lunchrooms

d. Welfare Officer.

e. Ambulance Room.

f. Facilities for Sitting.

Prices of Food Stuffs:

Table: 8

Sl. No. Item Employees Coupon Cash Others1. Meals (plate) 5.00 8.00 8.502. Idly (2No’s) 1.00 1.503. Attu (1No.) 1.25 1.754. Tea (100 ml) 1.00 1.005. Coffee 1.00 1.006. Curd 1.25

62

Non – Statutory Welfare Facilities:

Co-operative Stores.

a. Co-operative Credit Society.

b. Sri Velagapudi Ramakrishna Public School.

c. School Bus.

d. Sri. Velagapudi Ramakrishna Recreation club of staff and workers.

e. T.V. users Association.

f. Conducting Sport and Games.

g. Arranging Picnics.

Non – Statutory Benefits:

a. Stitching Charges.

b. Night shift Allowances.

c. Exgatia.

d. Medical Reimbursement.

Other benefits and allowance:

a. Provident Fund.

b. Bonus.

c. Gratuity

d. Workmen Compensation

e. Labour Welfare Fund Contribution.

f. Medical expenses for insured persons.

g. Retaining Allowances.

63

Administration of health provisions

1. Cleanliness:-

As per the factories Act 1948 under cleanliness section 1 day that every

factory should be kept neat and clean. In JSC the cleanliness is not much

considered as dust and wastage, stagnant water is seen on the way.

2. Ventilation:-

According to section 13 ventilation should be provided for circulation of Air.

In this company they maintain sufficient ventilation to the availability of work

place to the employees.

3. Artificial Humidification:-

In JSC as per the section 15 they should maintain air fans to reduce over heat

and sufficient artificial humidification in the work area.

4. Lighting:-

Every factory should make effective arrangements to provide and maintain

Drinking facilities as per section 18. In JSC the drinking facilities are well at

suitable points with hygienic conditions

64

ROLE OF WELFARE OFFICER

The main role of the Welfare Officer is to provide and maintain good Welfare

facilities to the workmen. As required under section 49 of Factories Act 1984, the

company is appointed a ‘welfare officer for 500 (or) above workmen. He looks after

the maintenance of welfare facilities provided by the company for the welfare of

workers. He is extending his co-operation in effective implementation and

maintenance of various welfare provisions, which are provided by the company under

the category of statutory and non – statutory facilities.

Safety Programs

All the safety measures are implemented as per factories Act. Adequate steps

are taken for treatment of polluted water by installation of aerators to reduce the bad

to the required level.

a. Air pollution:-

The Boilers has been produced with heat collation chimney height of Boiler 1,

2, 3 are raised to 45 meters.

b. Water Pollution:-

Efficient water after treatment is being used for fertilizer ignition and hence it

is not being out the public stream.

65

c. By – Products:-

Nizam Sugar Factory and our self are jointly experimentally gas teem of bio

earth by treating out sfilter cake and NSF’s distillate spent was for making

equipment of generating bio-earth. This is soloed the spent was for may be

experiment of gentling bio – earth this has soloed wash pollution problem at

Chagallu.

Safety Programs:-

1. Occupational health, medical check-up, environmental study.

2. Training programs once in three years.

3. Helmets to all the employees.

4. Safety action plan where made in the beginning of the year, they are

reviewed quarterly once by chief executives.

Role of Safety Officer:-

1. Protect plant, machinery and men from accidents.

2. Attending the departmental safety meeting.

3. Plant level safety committee meetings.

4. Central level safety committee meetings.

5. Shop floor safety committee meetings.

Safety policy & Administration:-

The industrial safety and efficiency are directly related to each other. Safety

measures prevent accidents and ensure regular flow of work.

66

Shifts Management:-

The company has designed the shift system to the workmen in seasonal.

The shift is divided in to 7 Groups. And every shift having 2 Groups. 1

group takes off in every week.

Leave & Holiday AdministrationThe company is extended leave facility for the staff and workers. As per the

details given below:

Table – 10

Sl.No. Particulars of Leave No. of days for staff No. of days for workers

1. Casual leaves 15 10

2. Earned Leaves (sick) 15 10

3. Privileged leaves 15 -

4. Earned Leaves - 15

5. Holidays 9 9

Design of Shift System for Employees in Seasonal:-

Table : 11

WEEKSHIFTS

A B C OFF

SUN AB CD EF G

MON GA BC DE F

TUE FG AB CD E

WED EF GA BC D

THU DE FG AB C

FRI CD EF GA B

SAT BC DE FG A

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Working Hours of the Company:-

As the manufacturing process of the company is continuous in the nature, the

working hours for the employees and workers are as follows during the season. The

company working hours are classified in to 3 shifts and 1 General shift.

Classification of working hours.

Table : 12

Sl.No. Category of shiftsTimigs

From To

1. A 4.00 A.M. 12.00 Noon

2. B 12.00 Noon 8.00 P.M.

3. C 8.00 P.M. 4.00 A.M.

4. General A.M.

1.00 P.M.

11.30 A.M.

5.00 P.M.

General shift is for the staff includes. Executives, Supervisors, Clerks, office

boys etc. [who are not connected with manufacturing process]

Shifts A, B, Care for the Senior Engineers, Asst. Engineers, Joint engineers,

Supervisors, Mfg, Chemists, Lab chemists and workers, who are connected

with the manufacturing process.

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NOTE:-During the off – season all employees, workers are coming in general shift

except the workers who are working in workshop. Even during the off Season the

workers of work-shop are coming in 2 shifts as they have to attend various on the

late, turning, fabrication, and machines in connection of the machinery of the

company.

Over time:-The company has allows the over time of work for the workers in seasonal

days. It will pay excess amount rather that salary per day double. Overtime of work

is allowed only at the time of abscene of particular person in specific shift.

Communication:-The Jeypore Sugars company limited follows a widen channel to

communicate the information to the employees. The matter has much important to

known by all workmen and share – holders that information pass through Annual

Reports, Circulars, notices are attached in the Notice Board. Circulars were sent to

all sectional heads and Departmental Heads. Annual reports are prepared for every

year to know the administration of the firm & maintenance are prescribed by the

management.

Suggestion Box:-Suggestion Box arranged by the Management for the effective

Communication between employees and top management. The employees want to

suggest the management in performing operations. These suggestions are considered

by the JSC Company whether it is in Positive manner.

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Voluntary Retirement Scheme

The Jeypore Sugars Company Limited has been introduced the voluntary

retirement schemer in 1st April, 2005. VRS is nothing but an employee can take

initiative to quit the company without completing his work service and getting

compensation from the management. To takes the VRS, the company should be

applied some conditions. By fulfilling all the conditions by the particular employee

must be. The terms and conditions of the VRS is well defined by the company these

conditions are separately prepared for permanent employees and also for seasonal

employees. The compensation rates also fixed by the management to the permanent

as well as seasonal workers. This scheme valid up to 30th September, 2005.

THE TERMS & CONDITIONS OF VRS

For Permanent Employees:

The permanent employee, should take the VRS the following conditions are

must be fulfilled by him.

1. Employees should be having 10 years continuous service in this

organization.

2. Must be completed 50 years of Age.

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For Seasonal Employees:-Employee who is a seasonal want to take VRS the following conditions are

fulfilled by him:

1. Employee should be having 10 years continuous service in this organization.

2. And the employee’s Age in between 40 – 50 years completed.

V.R.S – Voluntary Retirement Scheme.

Payment of compensation for VRS:-

For permanent Employees:-

Table – 13

Remaining Service Compensation Rate

One year 12 months salary

Two years 24 months salary

Three years 29 months salary

Four years 34 months salary

Five years 39 months salary

Six years 42 months salary

Seven years 45 months salary

Eight years 48 months salary

Nine years 50 months salary

Restricted to 10 years service

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If seasonal employees:

Table – 14

Grade Compensation

percentage on above

Un-skilled 56%

Semi-skilled 62%

Skilled, Clerical &

Supervisory

71%

Restricted to 50 months salary & Pays 2 months salary in every year.

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NEW CONCEPTS

1. Quality of work Life [QWL] :-

QWL is defined as “a process of joint decision – making, collaboration

and building mutual respect between management and workmen”. It

concerned with increasing Lab our management of improving organizational

performance and performance and employee satisfaction. The Jeypore Sugars

Company has quality of work life. By favourableness of a job environment

for employees, which leads to create cordial industrial relations in between

management and employees?

2. Key Result Areas [KRA] :-

The company having key result areas. The management mainly

concerned of production department in capturing the market area which refers

to acquiring more profits is the competence of the company.

3. Flat Structure:-

The Jeypore Sugars main vision is reducing the cadres which area

having less importance in operation by introducing new technological changes

in performing operations. To right size the man power (or) to reducing

hierarchal levels of jobs through voluntary retirement schemes. It leads to

create a flat structure and for easy communication & to reducing manpower

cost.

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CHAPTER-IV

DATA ANALYSIS AND

INTERPRETATION

74

H.R. Officer co-operates with employees

50%

35%

13%2%

ExcellentGoodPoorVery Poor

Table: 1

How H.R. officer co-operates with employees in providing all H.R. activities

Opinion Respondents Percentage(%)

Excellent 50 50%

Good 35 35%

Poor 13 13%

Very Poor 2 2%

From the above table 50% of the Respondents feel excellent about H.R.

Officer co-operates with employees, 35% of the Respondents feel good on H.R.

Officer co-operates with employees, 13% of the Respondents feel poor on H.R.

Officer co-operates with employees, remaining 2% of the Respondents feel Very poor

on H.R. Officer co-operates with employees.

From the above findings it is understood that Jeypore Sugar Limited is

providing effective H.R. Officer co-operates with employees in all H.R. activities.

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All the statutory HR measures are provided by the organization

55%30%

12%3%

ExcellentGoodPoorVery Poor

Table: 2

All the statutory HR measures are provided by the organization. Whether you are

satisfied or not

Opinion Respondents Percentage(%)

Excellent 55 55%

Good 30 30%

Poor 12 12%

Very Poor 3 3%

From the above table 55% of the Respondents feel excellent about All the

statutory HR measures are provided by the organization, 30% of the Respondents feel

good on All the statutory HR measures are provided by the organization, 12% of the

Respondents feel poor on All the statutory HR measures are provided by the

organization, remaining 3% of the Respondents feel Very poor on All the statutory

HR measures are provided by the organization.

From the above findings it is understood that Jeypore Sugar Limited is

providing effective All the statutory HR measures are provided by the organization.

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Table: 3

Are you satisfied with the uniform provided by the management.

Opinion Respondents Percentage(%)

Excellent 45 45%

Good 40 40%

Poor 12 12%

Very Poor 3 3%

From the above table 45% of the Respondents feel excellent about satisfied

with the uniform provided by the management, 40% of the Respondents feel good on

satisfied with the uniform provided by the management, 12% of the Respondents feel

poor on satisfied with the uniform provided by the management, remaining 3% of the

Respondents feel Very poor on satisfied with the uniform provided by the

management

From the above findings it is understood that Jeypore Sugar Limited is

providing effective satisfied with the uniform provided by the management.

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Uniform provided by the Management

45%

40%

12%3%

ExcellentGoodPoorVery Poor

Table: 4

Are you getting the Bonus & Other Allowances Properly

Opinion Respondents Percentage(%)

Excellent 58 58%

Good 32 32%

Poor 8 8%

Very Poor 2 2%

From the above table 58% of the Respondents feel excellent about on getting

the Bonus & Other Allowances Properly, 32% of the Respondents feel good on

getting the Bonus & Other Allowances Properly, 8% of the Respondents feel poor on

getting the Bonus & Other Allowances Properly, remaining 2% of the Respondents

feel Very poor on getting the Bonus & Other Allowances Properly

From the above findings it is understood that Jeypore Sugar Limited is

providing effective satisfied with getting the Bonus & Other Allowances Properly.

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Getting the Bonus & Other Allowances by the organization

58%32%

8% 2%

ExcellentGoodPoorVery Poor

Table: 5

How the HRM Department assesses training needs

Opinion Respondents Percentage(%)

Performance appraisal 70 70%

Self appraisal 25 25%

Both 5 5%

From the above table 70% of the Respondents feel HRM Department assesses

training needs, 25% of the Respondents feel HRM Department assesses training

needs remaining 5% of the Respondents feel HRM Department assesses training

needs.

From the above findings it is understood that Jeypore Sugar Limited is

providing effective HRM Department assesses training needs.

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HRM Department assesses training needs

70%

25%

5%

PerformanceappraisalSelf appraisal

Both

Table: 6

What type of training is being given in The Jeypore Sugar Company Limited

Opinion Respondents Percentage(%)

One-the-job 50 50%

Off-the-job 40 40%

Both 10 10%

From the above table 50% of the Respondents feel One-the-job method

training is being given in The Jeypore Sugar Company Limited, 40% of the

Respondents feel Off-the-job method training is being given in The Jeypore Sugar

Company Limited, remaining 10% of the Respondents feel both One-the-job & Off-

the-job One-the-job method training is being given in The Jeypore Sugar Company

Limited.

From the above findings it is understood that Jeypore Sugar Limited is

providing effective training is given.

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Jeypore Sugar Company Limited given training methods

50%

40%

10%

One-the-jobOff-the-jobBoth

Table: 7

Which faculty for training would you prefer

Opinion Respondents Percentage(%)

External 55 55%

Internal 35 35%

Both 10 10%

From the above table 55% of the Respondents feel External faculty for

training would prefer in The Jeypore Sugar Company Limited, 35% of the

Respondents feel Internal faculty for training would prefer in The Jeypore Sugar

Company Limited, remaining 10% of the Respondents feel both External & Internal

faculty for training would prefer in The Jeypore Sugar Company Limited.

From the above findings it is understood that External faculty for training

would prefer in The Jeypore Sugar Company Limited.

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Which Faculty for training would you prefer?

55%35%

10%

ExternalInternalBoth

Table: 8

The HRM is helpful for you to maintain good relations

Opinion Respondents Percentage(%)

Strongly agree 80 80%

Agree 15 15%

Disagree 5 5%

From the above table 80% of the Respondents feel Strongly agree for the

HRM is helpful for maintain good relations, 15% of the Respondents feel Agree for

the HRM is helpful for maintain good relations remaining 5% of the Respondents feel

Disagree for the HRM is helpful for maintain good relations.

From the above findings it is understood that Strongly agree for the HRM is

helpful for maintain good relations.

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THE HRM PROGRAMME MAINTAIN GOOD RELATION WITH EMPLOYEES

80%

15%5%

Strongly agreeAgreeDisagree

Table: 9

The HRM is helpful for individual development.

Opinion Respondents Percentage(%)

Strongly agree 70 70%

Agree 25 25%

Disagree 5 5%

From the above table 70% of the Respondents feel Strongly agree for the

HRM is helpful for individual development, 25% of the Respondents feel Agree for

the HRM is helpful for individual development remaining 5% of the Respondents feel

Disagree agree for the HRM is helpful for individual development

From the above findings it is understood that Strongly agree for the HRM is

helpful for individual development.

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THE HRM PROGRAMME HELPFUL FOR INDIVIDUAL DEVELOPMENT

70%

25%

5%

Strongly agreeAgreeDisagree

Table: 10

How to recruit employees to The Jeypore Sugar Company Limited.

Opinion Respondents Percentage(%)

Excellent 60 60%

Good 30 30%

Poor 10 10%

From the above table 60% of the Respondents feel Excellent for recruit

employees to the Jeypore Sugar Co. Ltd., 30% of the Respondents Good for recruit

employees to the Jeypore Sugar Co. Ltd., remaining 10% of the Respondents feel

Poor for recruit employees to the Jeypore Sugar Co. Ltd.

From the above findings it is understood that Excellent for recruit employees

to the Jeypore Sugar Co. Ltd.

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THE JEYPORE SUGAR CO. LTD. RECRUIT EMPLOYEES

60%

30%

10%

ExcellentGoodPoor

Table: 11

Are you satisfied performance appraisal by The Jeypore Sugar Company Limited.

Opinion Respondents Percentage(%)

Yes 60 60%

No 40 40%

From the above table 60% of the Respondents feel Yes for satisfied

performance appraisal by Jeypore Sugar Co. Ltd., 40% No for satisfied performance

appraisal by Jeypore Sugar Co. Ltd.

From the above findings it is understood that Yes for satisfied performance

appraisal by Jeypore Sugar Co. Ltd.

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SATISFIED PERFORMANCE APPRAISAL BY THE JEYPORE SUGAR CO.LTD.

60%

40%YesNo

Table: 12

Have you taken any credit from Credit Society

Opinion Respondents Percentage(%)

Yes 70 70%

No 30 30%

From the above table 70% of the Respondents have taken from credit from

Credit Society and remaining 30% of the Respondents have not taken any credit from

Credit Society.

From the above findings it is understood that Jeypore Sugar Company Limited

is providing Credit facilities to the needs of its organization members.

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Employees taken any credit from Credit Society

70%

30%

Yes

No

Table: 13

How do you feel about the educational facility to your children

Opinion Respondents Percentage(%)

Good 50 70%

Satisfactory 35 30%Unsatisfactory 10 10%No comments 5 5%

From the above table 50% of the Respondents feel ‘good’ about educational

facilities, 35% of the Respondents feel ‘satisfactory’ about educational facilities,10%

of the Respondents feel ‘unsatisfactory’ about educational facilities and finally 5% of

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the responds have ‘no comments’ to say on the educational facilities provided by the

Jeypore Sugar Company Limited.

From the above findings it is understood that Jeypore Sugar Company Limited

is providing effective educational facilities to the needs of its organizational

members.

Employees satisfy the educational facility to their children

50%

35%

10%5%

Good

Satisfactory

Unsatisfactory

No comments

Table: 14

How do you feel about the employee counseling activity.

Opinion Respondents Percentage(%)

Good 33 33%

Satisfactory 25 25%Unsatisfactory 20 20%No comments 22 22%

From the above table 33% of the Respondents feel ‘good’ about employee

counseling activity, 25% of the Respondents feel ‘satisfactory’ about employee

counseling activity, 20% of the Respondents feel ‘unsatisfactory’ about employee

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counseling activity and finally 22% of the responds have ‘no comments’ to say on the

about employee counseling activity provided by the Jeypore Sugar Company Limited.

From the above findings it is understood that Jeypore Sugar Company Limited

is providing about employee counseling activity to the needs of its organizational

members.

How do you feel about the employee counseling activity

33%

25%

20%

22%

GoodSatisfactoryUnsatisfactory

No comments

Table: 15

How do you feel about the quality of canteen food.

Opinion Respondents Percentage(%)

Good 30 30%

Satisfactory 35 35%Unsatisfactory 20 20%No comments 15 15%

From the above table 30% of the Respondents feel ‘good’ about the quality of

Canteen food, 35% of the Respondents feel ‘satisfactory’ about the quality of Canteen

food, 20% of the Respondents feel ‘unsatisfactory’ about the quality of Canteen food

89

and finally 15% of the responds have ‘no comments’ to say on the about the quality

of Canteen food provided by the Jeypore Sugar Company Limited.

As 20% of the organization members are not satisfied with the quality of

Canteen food. Management should ensure to improve quality of Canteen food in

order to satisfy most of the Organization members.

The quality of Canteen food

30%

35%

20%

15%

GoodSatisfactory

UnsatisfactoryNo comments

CHAPTER-V

90

FINDINGS SUGGESTIONS

CONCLUSIONS

FINDINGS

In my two months block field placement at “THE JEYPORE SUGAR

COMPANY LIMITED”, Chagallu.

I found the following points.

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The purpose of the Human Resource Management programme in The Jeypore

Sugar Company Limited in not only for the Job Knowledge but also provides

development of each individual to become an ideal citizen in their normal and

social life.

The Human Resource Management programme provides adequate job

knowledge to them.

The HRM programme helps the employees to maintain good interpersonal

relations.

All the employees are happy with HRM Programme.

The HRM Programme is helpful for the employees to perform the present and

future jobs.

The HRM Programme is helpful for the employees to increase their work

speed.

SUGGESTIONS

The following are the various suggestions for improving the effectiveness of

Human Resource management.

92

It is better to provide an induction programme for new recruiters.

The training programmes are to be conducted on regular intervals.

The Management has to concentrate more on functional aspect rather than

personality development aspects.

It is better to provide a reading material to the trainees during the training

programme.

It is better to conduct the training programme on week ends. If they are

conducted in weekdays the regular work will be in pending.

CONCLUSIONS

I would like to conclude that the Jeypore Sugars Company Limited is a public

Limited Company and a private sector. It has been getting 5 th place in Andhra

Pradesh in acquiring profits. Under statutory welfare facilities, canteen facility is

93

provided in the company maintained with hygienic conditions. The company

provides subsidized rates to the employees. The JSC provides safety prevention in

accident pones. Cleanliness is not much impressive in the organization. Some

measures should be taken for good conditions.

According Rate is high in the shop – floor level that accidents rate is

recommended to reduce the accidents the management should be implement prepare

training problems in the premises. In JSC there is no trade union of employees

however the management and employees relations are good.

Based on the above observations one can say that J.S.C. Company at Chagallu

is a healthy organization.

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ANNEXURE

QUESTIONAIREBIBLIOGRAPHY

QUESTIONAIREHUMAN RESOURCE MANAGEMENT

Dear Sir / Madam,

95

I student of M.B.A. doing the project work in the field of H.R.M. as a part of

the fulfillment of may course. I would hereby – kindly request you to co-operate with

me by answering this questionnaire.

1. NAME :

2. QUALIFICATION :

3. DESIGNATION :

4. DEPARTMENT :

5. EXPERIENCE :

1. How H.R. officer co-operates with employees in providing all H.R. activities?

a) Excellent b) Good c) Poor d) Very Poor ( )

2. All the statutory HR measures are provided by the organization. Whether you are

satisfied or not?

a) Excellent b) Good c) Poor d) Very Poor ( )

3. Are you satisfied with the uniform provided by the management

a) Excellent b) Good c) Poor d) Very Poor ( )

4. Are you getting the Bonus & Other Allowances Properly?

a) Excellent b) Good c) Poor d) Very Poor ( )

5. How the HRM Department assesses training needs?

a) Performance appraisal b) Self appraisals

c) Both ( )

6. What type of training is being given in The Jeypore Sugar Company Limited?

a) One-the-job b) Offi-the-job c) both ( )

7. Which faculty for training would you prefer?

a) External b) Internal c) both ( )

8. The HRM is helpful for you to maintain good relations?

a) Strongly agree b) Agree c) Disagree ( )

9. The HRM is helpful for individual development?

a) Strongly agree b) Agree c) Disagree ( )

96

10. How to recruit employees to The Jeypore Sugar Company Limited.

a) Excellent b) Good c) Poor ( )

11. Are you satisfied performance appraisal by The Jeypore Sugar Company Limited.

a) Yes b) No ( )

12. Have you taken any credit from Credit Society?

a) Yes b) No ( )

13. How do you feel about the educational facility to your children?

a) Good b) Satisfactory

c) Unsatisfactory d) No comments ( )

14. How do you feel about the employee counseling activity?

a) Good b) Satisfactory

c) Unsatisfactory d) No comments ( )

15. How do you feel about the quality of canteen food?

a) Good b) Satisfactory

c) Unsatisfactory d) No comments ( )

16. Suggest any HRM measures which are required

1………………………………………………………………….

2………………………………………………………………….

3………………………………………………………………….

Thanks for your cooperation.

Signature

BIBLIOGRAPHY

Sl. Author Title Publication

97

No.1. C.B. Momeria Personnel Management

2. Declan and Robbins

Personnel & Human Resource Management

3. KING’S Personal Management & Industrial Relation

1684, NAI SARAK,DELHI-110006.

4. Monappa Industrial Relation

5. P. Subba Rao Human Resource Management

Himalaya Publications

6. V.S.P. Rao Human Resource Management

Excel books 2nd Edition

98