job+satisfaction print

8/7/2019 JOB+SATISFACTION print

1/114

CONTENTS

CHAPTER

NO.

TITLE OF CHAPTER PAGE NO.

Contents

List of Tables

List of Graphs

List of Figures1 Introduction 102 Job Satisfaction

2.1 Definitions

2.2 History

2.3 Importance

2.4 Importance to worker and organization Factors

2.5 Workers role in job satisfaction reasons

2.6 Factors

2.7 Reasons of low job satisfaction

2.8 Effects Of Low Job Satisfaction

2.9 Influences

13

3 Models of job satisfaction3.1Model of facet of job satisfaction

3.2 Affect theory(Edwin A. Locke 1976)

3.3 Dispositional Theory( Timothy A. Judge 1988)

3.4 Two-Factor Theory (Motivator-Hygiene Theory)

3.5 Job Characteristics Model (Hackman & Oldham)

3.6 Modern method of measuring job satisfaction

3.7 Rating scale

3.8 Personal interviews

3.9 action tendencies

3.10 Job enlargement

3.11 Job rotation

27

1


2/114

3.12 Change of pace

3.13 Scheduled rest periods4 Research methodology

4.1 Introduction

4.2 Drafting Of Questionnaire4.3 Sampling

4.4 Research objectives

4.5 Data Collection

4.6 Relevance And Limitation Of Study

38

5 Organizational profile

5.1 INTRODUCTION OF JAMSHEDPUR DAIRY

5.2 Human Resource Department

5.3 Training

5.4 Rules & Regulation

5.5 Service Rules

5.6 Appointments

5.7 Promotion

5.8 Retirement

5.9 DISCIPLINARY PROCEEDINGS

42

6 Data presentation, Analysis and Interpretation 857 Conclusions And Suggestions 110

Bibliography 113

2


3/114

6.11 Responses regarding whether the respondents are satisfiedwith the opportunities of promotions

6.12 Responses regarding whether the respondents are satisfiedwith the payment of salary on time

6.13 Responses regarding whether the respondents are satisfiedwith the quality of formal training and induction program

6.14 Responses regarding whether the respondents are satisfiedwith the quality of in-house training

6.15 Responses regarding whether the respondents are satisfiedwith the period of training

6.16 Responses regarding whether the respondents are satisfiedwith the proper and proactive HR division Responsesregarding whether the respondents are satisfied with theperformance appraisal system

6.17 Responses regarding whether the respondents are satisfiedwith the performance appraisal system

6.18 Responses regarding whether the respondents are satisfied

with the performance appraisal system

6.19 Responses regarding whether the respondents are satisfiedwith the celebration of employees birthday

6.20 Responses regarding whether the respondents are satisfiedwith forum for face to face communication


with encouragement to employees suggestions

6.22 Responses regarding whether the respondents are satisfiedwith positive acceptance of employees suggestions

6.23 Responses regarding whether the respondents are satisfiedwith management keeps promises.

TABLE

NO.

TITLE OF TABLE


with the workplace6.2 Responses regarding whether the respondents are satisfied

with the infrastructure of organization6.3 Responses regarding whether the respondents are satisfied

with the canteen facility provided by organization.6.4 Responses regarding whether the respondents are satisfied

with the implementation of rules and responsibilities.


with the freedom given at work.


with the team spirit in organization


with convenient working hours


with Job security


with the targets achievable.


with the targets achievable

3


4/114

4

LIST OF GRAPHS

6.11 Responses regarding whether the respondents are satisfiedwith the opportunities of promotions

6.12 4.12. Responses regarding whether the respondents are

satisfied with the payment of salary on time


with the quality of formal training and induction program

6.14 Responses regarding whether the respondents are satisfiedwith the quality of in-house training

6.15 4.15. Responses regarding whether the respondents are

satisfied with the period of training


with the proper and proactive HR division Responses

regarding whether the respondents are satisfied with the

performance appraisal system6.17 Responses regarding whether the respondents are satisfied





with the celebration of employees birthday


with forum for face to face communication

GRAPHSNO.

TITLE OF GRAPH


with the workplace6.2 Responses regarding whether the respondents are satisfied

with the infrastructure of organization6.3 Responses regarding whether the respondents are satisfied

with the canteen facility provided by organization.6.4 Responses regarding whether the respondents are satisfied

with the implementation of rules and responsibilities.


with the freedom given at work.


with the team spirit in organization


with convenient working hours


with Job security


with the targets achievable.


with the targets achievable

4


5/114


with encouragement to employees suggestions


with positive acceptance of employees suggestions


with management keeps promises.

5


6/114

LIST OF FIGURES

FIGURENO.

NAME OF FIGURES PAGENO.

1 Curve showing relationship between job satisfaction and

rate of turn over and absenteeism

2 Model of determinant of facet of job satisfaction

6


7/114

7

CHAPTER NO.1

INTRODUCTION


8/114

INTRODUCTION

Job satisfaction in regards to ones feeling or state of mind regarding nature of their work.

Job can be influenced by variety of factors like quality of ones relationship with their supervisor, quality of physical environment in which they work, degree of fulfillment in

their work, etc.

Positive attitude towards job are equivalent to job satisfaction where as negative attitude

towards job has been defined variously from time to time. In short job satisfaction is a

persons attitude towards job.

Job satisfaction is an attitude which results from balancing & summation of many specific

likes and dislikes experienced in connection with the job- their evaluation may rest largely

upon ones success or failure in the achievement of personal objective and upon perceived

combination of the job and combination towards these ends.

According to pestonejee, Job satisfaction can be taken as a summation of employees

feelings in four important areas. These are:

1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

opportunities on the job for promotion and advancement (prospects), overtime

regulations, interest in work, physical environment, and machines and tools.

2. Management- supervisory treatment, participation, rewards and punishments,

praises and blames, leaves policy and favoritism.

3. Social relations- friends and associates, neighbors, attitudes towards people in

community, participation in social activity socialibility and caste barrier.

4. Personal adjustment-health and emotionality.

Job satisfaction is an important indicator of how employees feel about their job and a

predictor of work behavior such as organizational citizenship, Absenteeism, Turnover.

8


9/114

9

Job satisfaction benefits the organization includes reduction in complaints and grievances,

absenteeism, turnover, and termination; as well as improved punctuality and worker

morale. Job satisfaction is also linked with a healthier work force and has been found to

be a good indicator of longevity.

Job satisfaction is not synonyms with organizational morale, which the possessions of

feeling have being accepted by and belonging to a group of employees through adherence

to common goals and confidence in desirability of these goals.

Morale is the by-product of the group, while job satisfaction is more an individual state

of mind.

9


10/114

10

10

CHAPTER NO. 2

JOB SATISFACTION


11/114

11

2.1 DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of them are taken from

the book of D.M. Pestonjee Motivation and Job Satisfaction which are given below:

Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of

ones job. An effective reaction to ones job.

Weiss

Job satisfaction is general attitude, which is the result of many specific attitudes in three

areas namely:

Specific job factors

Individual characteristicsGroup relationship outside the job

Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person hold towards the

job, towards the related factors and towards the life in general.

Glimmer

Job satisfaction is defined as any contribution, psychological, physical, and

environmental circumstances that cause a person truthfully say, I am satisfied with my

job.

Job satisfaction is defined, as employees judgment of how well his job on a whole is

satisfying his various needs Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mind resulting from

appraisal of ones job or job experiences.

Locke

2.2 HISTORY OF JOB SATISFACTION

11


12/114

12

The term job satisfaction was brought to lime light by hoppock (1935). He revived 35

studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is

combination of psychological, physiological and environmental circumstances. That

causes a person to say. I m satisfied with my job. Such a description indicate the varietyof variables that influence the satisfaction of the individual but tell us nothing about the

nature of Job satisfaction.

Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management,

personal adjustment & social requirement. Morse (1953) considers Job satisfaction as

dependent upon job content, identification with the co., financial & job status & priding

group cohesiveness

One of the biggest preludes to the study of job satisfaction was the Hawthorne study.

These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business

School , sought to find the effects of various conditions (most notably illumination) on

workers productivity.

These studies ultimately showed that novel changes in work conditions temporarily

increase productivity (called the Hawthorne Effect ). It was later found that this increase

resulted, not from the new conditions, but from the knowledge of being observed.

This finding provided strong evidence that people work for purposes other than pay,

which paved the way for researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylorism ) also had a significant impact on the study of job

satisfaction. Frederick Winslow Taylor s 1911 book, Principles of Scientific

Management, argued that there was a single best way to perform any given work task.This book contributed to a change in industrial production philosophies, causing a shift

from skilled labor and piecework towards the more modern approach of assembly lines

and hourly wages .

12
http://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Elton_Mayo


13/114

13

The initial use of scientific management by industries greatly increased productivity

because workers were forced to work at a faster pace. However, workers became

exhausted and dissatisfied, thus leaving researchers with new questions to answer

regarding job satisfaction.

It should also be noted that the work of W.L. Bryan, Walter Dill Scott , and Hugo

Munsterberg set the tone for Taylors work.

Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the

foundation for job satisfaction theory. This theory explains that people seek to satisfy five

specific needs in life physiological needs, safety needs, social needs, self-esteem needs,

and self-actualization. This model served as a good basis from which early researcherscould develop job satisfaction theories.

2.3 IMPORTANCE OF JOB SATISFACTION

13
http://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs


14/114

14

Job satisfaction is an important indicator of how employees feel about their job

and a predictor of work behavior such as organizational, citizenship, Absenteeism,

Turnover.

Job satisfaction can partially mediate the relationship of personality variables and

deviant work behavior.

Common research finding is that job satisfaction is correlated with life style.

This correlation is reciprocal meaning the people who are satisfied with the life

tends to be satisfied with their jobs and the people who are satisfied their jobstends to satisfied with their life.

This is vital piece of information that is job satisfaction and job performance is

directly related to one another. Thus it can be said that, A happy worker is a

productive worker.

It gives clear evidence that dissatisfied employees skip work more often and more

like to resign and satisfied worker likely to work longer with the organization.

14


15/114

15

2.4 IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction, self-

respect, self-esteem, and self-development. To the worker, job satisfaction brings a

pleasurable emotional state that can often leads to a positive work attitude. A satisfied

worker is more likely to be creative, flexible, innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is

motivated and committed to high quality performance. Increased productivity- the

quantity and quality of output per hour worked- seems to be a byproduct of improved

quality of working life. It is important to note that the literature on the relationship

between job satisfaction and productivity is neither conclusive nor consistent.

However, studies dating back to Herzbergs (1957) have shown at least low

correlation between high morale and high productivity and it does seem logical that more

satisfied workers will tend to add more value to an organization.

Unhappy employees, who are motivated by fear of loss of job, will not give 100

percent of their effort for very long. Though fear is a powerful motivator, it is also a

temporary one, and also as soon as the threat is lifted performance will decline.

Job satisfaction benefits the organization includes reduction in complaints and

grievances, absenteeism, turnover, and termination; as well as improved punctuality andworker morale. Job satisfaction is also linked with a healthier work force and has been

found to be a good indicator of longevity.

Although only little correlation has been found between job satisfaction and

productivity, Brown (1996) notes that some employers have found that satisfying or

delighting employees is a prerequisite to satisfying or delighting customers, thus

protecting the bottom line.

15


16/114

16

2.5 WORKERS ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his

or her own satisfaction and well being on the job. The following suggestions can help aworker find personal job satisfaction: Seek opportunities to demonstrate skills and talents.

This often leads to more challenging work and greater responsibilities, with attendant

increases in pay and other recognition.

Develop excellent communication skills. Employers value and rewards

excellent reading, listening, writing and speaking skills.

Know more. Acquire new job related knowledge that helps you to perform tasks more

efficiently and effectively. This will relive boredom and often gets one noticed.

Demonstrate creativity and initiative. Qualities like these are valued by most

organizations and often results in recognition as well as in increased responsibilities and

rewards. Develop teamwork and people skills. A large part of job success is the ability to

work well with others to get the job done.

Accept the diversity in people. Accept people with their differences and their

imperfections and learn how to give and receive criticism constructively. See the value in

your work. Appreciating the significance of what one does can lead to satisfaction with

the work itself. This help to give meaning to ones existence, thus playing a vital role in

job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress

management techniques.

16


17/114

17

2.6 FACTORS OF JOB SATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major

components of job satisfaction. These are as under:

The way the individual reacts to unpleasant situations,

The facility with which he adjusted himself with other person

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

himself

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

SecurityLoyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and

listed various job factors of job satisfaction. These are briefly defined one by one as

follows:

1. Intrinsic aspect of job

It includes all of the many aspects of the work, which would tend to be constant for

the work regardless of where the work was performed.

2. Supervision

This aspect of job satisfaction pertains to relationship of worker with his immediate

superiors. Supervision, as a factor, generally influences job satisfaction.

3. Working conditions

This includes those physical aspects of environment which are not necessary a part of

the work. Hours are included this factor because it is primarily a function of

organization, affecting the individuals comfort and convenience in much the same

way as other physical working conditions.

4. Wage and salaries

17


18/114


19/114

19

2.7 REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers.

2. Conflict between supervisors.

3. Not being opportunity paid for what they do.

4. Have little or no say in decision making that affect employees.

5. Fear of loosing their job.

19


20/114

20

2.8 EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

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

If there will be low job satisfaction among the employees the rate of absenteeism

will definitely increase and it also affects on productivity of organization.

In the above diagram line AB shows inverse relationship between job satisfaction and rate

of turn over and rate of absenteesm.

As th job satisfaction is high the rate of both turn over and absentiseesm is low and vise a

versa.

High

low

low High

Job

satisf actin

Rate of turn over and absences

A

B

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

20


21/114

21

2.HIGH TURNOVER

In human resource refers to characteristics of a given company or industry relative to the

rate at which an employer gains and losses the staff.If the employer is said to be have a high turnover of employees of that company

have shorter tenure than those of other companies.

3.TRAINING COST INCREASES

As employees leaves organization due to lack of job satisfaction. Then Human resource

manager has to recruit new employees. So that the training expenditure will increases.

INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example, one recent study

even found that if college students majors coinsided with their job , this relationship will

predicted subsequent job satisfaction. However, the main influences can be summerised

along with the dimentions identified above.

The work itself

The concept of work itself is a major source of satisfaction. For example, research related

to the job charactoristics approach to job design, shows that feedback from job itself and

autonomy are two of the major job related motivational factors. Some of the most

important ingridents of a satisfying job uncovered by survey include intersting and

challenging work, work that is not boring, and the job that provides status.

Pay

Wages and salaries are recognised to be a significant, but complex, multidimentional

factor in job satisfaction. Money not only helps people attain their basic needs butevel

21


22/114

22

need satisfaction. Employees often see pay as a reflection of how managemnet view their

conrtibution to the organization. Fringe benefits are also important.

If the employees are allowed some flexibility in choosing the type of benefits they prefer

within a total package, called a flexible benefit plan, there is a significant increase in

both benefit satisfaction and overall job satisfaction.

Promotions

Promotional opportunities are seem to be have avarying effect on job satisfaction. This is

because of promotion take number of different forms.

WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is necessarily good

worker. In other words, if management could keep the entire workers happy, good

performance would automatically fallow. There are two propositions concerning the

satisfaction performance relation ship. The first proposition, which is based on

traditional view, is that satisfaction is the effect rather than the cause of performance.

This proposition says that efforts in a job leads to rewards, which results in a certainlevel of satisfaction .in another proposition, both satisfaction and performance are

considered to be functions of rewards.

Various research studies indicate that to a certain extent job satisfaction affects

employee turn over, and consequently organization can gain from lower turn over in

terms of lower hiring and training costs. Also research has shown an inverse relation

between job satisfaction and absenteeism. When job satisfaction is high there would

be low absenteeism, but when job satisfaction is low, it is more likely to lead a high

absenteeism.

22


23/114

23

What job satisfaction people need?

Each employee wants:

1. Recognition as an individual

2. Meaningful task

3. An opportunity to do something worthwhile.

4. Job security for himself and his family

5. Good wages

6. Adequate benefits

7. Opportunity to advance

8. No arbitrary action- a voice a matters affecting him

9. Satisfactory working conditions

10. Competence leadership- bosses whom he can admire and respect as personsand as bosses.

However, the two concepts are interrelated in that job satisfaction can contribute to

morale and morale can contribute to job satisfaction.

It must be remembered that satisfaction and motivation are not synonyms. Motivation is a

drive to perform, where as satisfaction reflects the individuals attitude towards the

situation. The factors that determine whether individual is adequately satisfied with the

job differs from those that determine whether he or she is motivated. the level of job

satisfaction is largely determined by the comfits offered by the environment and the

situation . Motivation, on the other hand is largely determine by value of reward and their

dependence on performance. The result of high job satisfaction is increased commitment

to the organization, which may or may not result in better performance.

A wide range of factors affects an individuals level of satisfaction. While organizational

rewards can and do have an impact, job satisfaction is primarily determine by factors that

are usually not directly controlled by the organization. a high level of job satisfaction lead

to organizational commitment, while a low level, or dissatisfaction, result in a behavior

detrimental to the organization. For example, employee who like their jobs, supervisors,

and the factors related to the job will probably be loyal and devoted. People will work

harder and derive satisfaction if they are given the freedom to make their own decisions.

23


24/114

24

24

CHAPTER NO. 3

MODELS OF JOB SATISFACTION


25/114

25

MODELS OF JOB SATISFACTION

There are various methods and theories of measuring job satisfaction level of employees

in the orgnization given by different authers.

List of all the theorise and methods measuring job satisfaction level is given below:

A MODEL OF FACET SATISFACTION

Affect theory(Edwin A. Locke 1976)

Dispositional Theory( Timothy A. Judge 1988)

Two-Factor Theory (Motivator-Hygiene Theory) ( Frederick Herzberg s)

Job Characteristics Model (Hackman & Oldham)

Rating scale

Personal interviews

action tendencies

Job enlargement

Job rotation

Change of pace

Scheduled rest periods

25
http://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Frederick_Herzberg


26/114

26

3.1 MODEL OF FACET OF JOB SATISFACTION

Fig.no.2 Model of determinant of facet of job satisfaction

Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is

applicable to understand what determines a persons satisfaction with any facet of job.

According to this model actual outcome level plays a key role in a persons perception of

what rewards he recieves. His perception influenced by his perception of what his referent

others recieves. The higher outcome level of his referent other the lower his outcome level

will appear. This model also focus on his perception on reward level.

3.2 AFFECT THEORY

26

SkillExperienceTraining

EffortsAgeSeniorityEducationCo loyaltyPastperformance

LevelDifficultyTime spanAmount of responsibility

Perceivedoutcome of referent others

Actualoutcomereceived

Perceived personal

job inputs

Perceived inputs& outcomes of referent others

Perceived jobcharacteristics

Perceivedamount thatshould bereceived (a)

Perceivedamountreceived

(b)

a=bsatisfactiona>bdissatisfactiona


27/114

27

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is determined by a

discrepancy between what one wants in a job and what one has in a job. Further, the

theory states that how much one values a given facet of work (e.g. the degree of

autonomy in a position) moderates how satisfied/dissatisfied one becomes when

expectations are/arent met. When a person values a particular facet of a job, his

satisfaction is more greatly impacted both positively (when expectations are met) and

negatively (when expectations are not met), compared to one who doesnt value that facet.

To illustrate, if Employee A values autonomy in the workplace and Employee B is

indifferent about autonomy, then Employee A would be more satisfied in a position that

offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

3.3 DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory it is a very general

theory that suggests that people have innate dispositions that cause them to have

tendencies toward a certain level of satisfaction, regardless of ones job. This approach

became a notable explanation of job satisfaction in light of evidence that job satisfaction

tends to be stable over time and across careers and jobs. Research also indicates that

identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core

Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there

are four Core Self-evaluations that determine ones disposition towards job satisfaction:

self-esteem , general self-efficacy , locus of control , and neuroticism . This model states that

higher levels of self-esteem (the value one places on his self) and general self-efficacy

(the belief in ones own competence) lead to higher work satisfaction. Having an internal

locus of control (believing one has control over her\his own life, as opposed to outside

forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism

lead to higher job satisfaction.

27
http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticism


28/114

28

3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY )

Frederick Hertzberg s Two-factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace. This theory states that

satisfaction and dissatisfaction are driven by different factors motivation and hygiene

factors, respectively. Motivating factors are those aspects of the job that make people

want to perform, and provide people with satisfaction. These motivating factors are

considered to be intrinsic to the job, or the work carried out.Motivating factors include

aspects of the working environment such as pay, company policies, supervisory practices,

and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to

reliably empirically prove the model, with Hackman & Oldham suggesting thatHertzberg's original formulation of the model may have been a methodological

artifactFurthermore, the theory does not consider individual differences, conversely

predicting all employees will react in an identical manner to changes in

motivating/hygiene factors.. Finally, the model has been criticised in that it does not

specify how motivating/hygiene factors are to be measured]

3.5 JOB CHARACTERISTICS MODEL

28
http://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theory


29/114

29

Hackman & Oldham proposed the Job Characteristics Model , which is widely used as a

framework to study how particular job characteristics impact on job outcomes, including

job satisfaction.

The model states that there are five core job characteristics (skill variety, task identity,

task significance, autonomy, and feedback) which impact three critical psychological

states (experienced meaningfulness, experienced responsibility for outcomes, and

knowledge of the actual results), in turn influencing work outcomes (job satisfaction,

absenteeism, work motivation, etc.).

The five core job characteristics can be combined to form a motivating potential score

(MPS) for a job, which can be used as an index of how likely a job is to affect an

employee's attitudes and behaviors.

A meta-analysis of studies that assess the framework of the model provides some support

for the validity of the JCM.

3.6 MODERN METHOD OF MEASURING JOB SATISFACTION

29
http://en.wikipedia.org/wiki/Job_Characteristics_Modelhttp://en.wikipedia.org/wiki/Job_Characteristics_Modelhttp://en.wikipedia.org/wiki/Meta-analysishttp://en.wikipedia.org/wiki/Job_Characteristics_Modelhttp://en.wikipedia.org/wiki/Meta-analysis


30/114

30

In this method of measuring job satisfaction the comparision between various

orgnizational terms and conditions at managerial level and also the orgnization at a large.

SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF

THE ORGANIZATION:

1. Management has a clear path for employees advancement

2. Decisions are made keeping in mind the good of the employees

3. Management is extremely fair in personal policies

4. Physical working conditions are supportive in attaining targets

5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me

2. My supervisor treats me fairly and with respect

3. My supervisor handles my work-related issues satisfactorily

4. I get frequent appreciation of work done from supervisors

5. I get enough support from the supervisor

6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the companys compensation package

2. I am satisfied with the medical benefits

3. I am satisfied with the conveyance allowance

4. I am satisfied with the retirement benefits

5. I am satisfied with the reimbursement of the expenses as per the eligibility6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY

30


31/114

31

1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)

2. Rules and procedures are followed uncompromisingly

3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow

2. I get opportunities to handle greater responsibilities

3. My skills and abilities are adequately used at work

From all above we can conclude level of job satisfaction of our employees.

3.7 RATING SCALE

It is one of the most common methods of measuring job satisfaction. The popular rating scale used to measure Job satisfaction is to include:

Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent

satisfactions and dissatisfactions of employees.

Job Description Index: it measures Job satisfaction on the dimension identified by

Smith, Kendall, Hullin.

Porter Need Identification Questionnaires: It is used only for management personnel

and revolves around the problems and challenges faced by managers.

3.8 CRITICAL INCIDENTS

Fredrick Hertz berg and his Associates popularized this method of measuring Job

satisfaction. It involves asking employees to described incidents on job when they were

particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their

contents and identifying those related aspects responsible for the positive and negative

attitudes.

3.09 PERSONAL INTERVIEWS

31


32/114

32

This method facilitates an in-depth exploration through interviewing of job attitudes.

The main advantage in this method is that additional information or clarifications can

be obtained promptly.

3.10 ACTION TENDENCIES

By this method, Job satisfaction can be measured by asking questions and gathering

information on how they feel like behaving with respect to certain aspects of their

jobs. This method provides employees more opportunity to express their in-depth

feeling.

In his study on American employees, hoppock identified six factors that contributed to

job satisfaction among them. These are as follows:

1. The way individual reacts to unpleasant situations.

2. The facilities with which he adjust himself to other persons.

3. His relatives status in the social & economic group with which he identifies

himself.

4. The nature of work in relation to the abilities, interest & preparation of the

workers.

5. Security.6. Loyalty.

Because human resource manager often serve as intermediaries between employees &

management in conflct.they are concern with Job satisfaction or general job attitudes with

the employees.

Philip apple white has listed the five major components of Job satisfaction .as

1. Attitude towards work group.

2. General working conditions.

3. Attitude towards company.

4. Monitory benefits &

5. Attitude towards supervision

Other components that should be added to this five are individuals state of mind about

the work itself and about the life in general .the individuals health, age, level of

32


33/114

33

aspiration. Social status and political & social activities can all contribute to the Job

satisfaction. A persons attitude toward his or her job may be positive or negative.

3.11 JOB ENLARGEMENT

The concept of job enlargement originated after World War II. It is simply the organizing

of the work so as to relate the contents of the job to the capacity, actual and potential, of

workers. Job enlargement is oblivious forerunner of the concept and philosophy of job

design. Stephan offers three basic assumptions behind the concept of job enlargement.

Output will increase if

1. Workers abilities are fully utilized

2. Worker has more control over the work

3. Workers interest in work and workplace is stimulated.Job enlargement is a generic term that broadly means adding more and different tasks to

a specialized job. It may widen the number of task the employee must do that is, add

variety. When additional simple task are added to a job, the process is called horizontal

job enlargement. This also presumably adds interest to the work and reduces monotony

and boredom.

To check harmful effects of specialization, the engineering factors involved in each

individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened so

that there will be more lines and fewer workers on each line. Moreover, instead of

assigning one man to each job and then allowed to decide for himself how to organize the

work. Such changes permit more social contacts and greater control over the work

process.

3.12 JOB ROTATION

33


34/114

34

Job rotation involves periodic assignments of an employee to completely different sets of

job activities. One way to tackle work routine is to use the job rotation. When an activity

is no longer challenging, the employee is rotated to another job, at the same level that has

similar skill requirements.

Many companies are seeking a solution to on-the-job boredom through systematically

moving workers from one job to another. This practice provides more varieties and gives

employees a chance to learn additional skills. The company also benefits since the

workers are qualified to perform a number of different jobs in the event of an emergency.

3.13 CHANGE OF PACE

Anything that will give the worker a chance to change his pace when he wishes will lendvariety to his work. Further if workers are permitted to change their pace that would give

them a sense of accomplishment.

3.14 SCHEDULED REST PERIODS

Extensive research on the impact of rest periods indicates that they may increase both

morale and productivity. Scheduled rest periods bring many advantages:

They counteract physical fatigue

They provide variety and relieve monotony

They are something to look forward to- getting a break gives a sense of achievement.

They provide opportunities for social contacts.

34


35/114

35

RESEARCH METHODOLOGY

35

CHAPTER NO. 4

RESEARCH METHODOLOGY


36/114

36

4.1 INTRODUCTION

Research refers to a search for knowledge. It is a systematic method of collecting and

recording the facts in the form of numerical data relevant to the formulated problem and

arriving at certain conclusions over the problem based on collected data.

Thus formulation of the problem is the first and foremost step in the research process

followed by the collection, recording, tabulation and analysis and drawing the

conclusions. The problem formulation starts with defining the problem or number of

problems in the functional area. To detect the functional area and locate the exact problem

is most important part of any research as the whole research is based on the problem.

According to Clifford Woody research comprises defining and redefining problems,

formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:

making deductions and reaching conclusions: and at last carefully testing the conclusions

to determine whether they fit the formulating hypothesis.

Research can be defined as the manipulation of things, concepts or symbols for

the purpose of generalizing to extend, correct or verify knowledge, whether that

knowledge aids in construction of theory or in the practice of an art

In short, the search for knowledge through objective and systematic method of

finding solution to a problem is research.

4.2 DRAFTING QUESTIONNAIRE

36


37/114

37

The questionnaire is considered as the most important thing in a survey operation. Hence

it should be carefully constructed. Structured questionnaire consist of only fixed

alternative questions. Such type of questionnaire is inexpensive to analysis and easy to

administer. All questions are closed ended.

4.3SAMPLING

It was divided into following parts:

Sampling universe

All the employees are the sampling universe for the research.

Sampling technique Judgmental sampling

Sample was taken on judgmental basis. The advantage of sampling are that it is much less

costly, quicker and analysis will become easier. Sample size taken was 100 employees.

4.4 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.

To study the level of job satisfaction among the employees of Jamshedpur Dairy, a

unit of Bihar State Co-operative Milk Producers Federation Limited (COMFED),

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

4.5 DATA COLLECTION

The task of data collection begins after the research problem has been defined and

research design chalked out. While deciding the method of data collection to be used for

37


38/114

38

the study, the researcher should keep in mind two types of data viz. Primary and

secondary data.

Primary Data: -

The primary data are those, which are collected afresh and for the first time and

thus happen to be original in character. The primary data were collected through well-

designed and structured questionnaires based on the objectives.

Secondary Data:

The secondary data are those, which have already been collected by someone else

and passed through statistical process. The secondary data required of the research was

collected through various newspapers, and Internet etc.

4.6 RELEVANCE AND LIMITATIONS OF STUDY

The study was thoughtful for knowing the existing job satisfaction level of the

employees of Jamshedpur Dairy, a unit of Bihar State Co-operative Milk Producers

Federation Limited (COMFED),

Limitation for the study, the study was restricted to Jamshedpur Dairy only and other

being the time as constraint.

4.7 CHAPTERISATION1. Introduction

2. Research methodology

3. Organizational profile

4. Data presentation, analysis and interpretation

5. Conclusions and suggestions

38


39/114

39

Jamshedpur Dairy, a unit of Bihar State Co-operative Milk Producers Federation

Limited (COMFED), with infrastructure of Processing 25,000 Litters, Milk per day was

commissioned in January 1984. The dairy was set up to cater the need of the urban

population, the of good quality milk at a reasonable price. The dairy in a very short period

39

CHAPTER NO. 5

ORGNIZATION PROFILE


40/114

40

achieved sale of 25,346 litres. Milk per day by the year 1988-89 i.e.101% of the installed

capacity. The Expansion of the dairy from 25,000ltrs, milk per day to 1,00,000ltrs milk

per day was done under OPERATION FLOOD lll in june,1991. Today the dairy is

marketing on an average 85,000 litres milk per day. We are working on to increase sale

from 85,000ltrs/day to 1,05,000ltrs/day in the marketing year 2008-09.

The Dairy follows strictly the international norms of hygiene & good

manufacturing practices recommended by Codex Alimentarius Commission in reception,

processing, manufacturing, packaging, storage & transport In order to ensure a safe,

sound & wholesome product reaching the customer.

FUNCTIONING OF BIHAR STATE MILK CO-OPERATIVE

FEDRATION:

Bihar state co-operative milk union manufactures and markets the Sudha rang of

products, which include toned Milk, Double toned milk, Standardized Milk, Full cream

Milk, Curds, Ghee, Peda, and Butter milk. Liquid milk is the product of primary

importance owing to its large volumes of the four varieties of liquid milk Toned milk is

the variety that captures greater volumes.

PEOPLE:

Marketing Department is mainly headed by Marketing Manager, who looks all the

part of the Marketing Department.

40


41/114

41

POLICIES:

As far as policy is concern Marketing Department follows the policy of enhancing

marketing which is necessary for the Department.

SYSTEMS AND PROCEDURES:

Sales activities currently undertaken include obtaining indents from the retailers

consolidating them by routes and preparing necessary documentation for the retailers of

the indented goods from the finished goods section (FGS) on the following day. Also, the

filed staffs is expected to visit the retailers on the routes assigned to them on a regular

basis to ensure that service is proper and report any disturbances noted, to higher authorities. They also deal with those who intend to become retailers of Sudha.

Sales activities include collecting Marketing information about the other brands

that competitors are selling with the unions area and the extent of penetration achieved

by them. Also falling under Intelligence activities. Intelligence activities are the function

of keeping watch on retailer, who violates norms of the Sudha Products.

INTRODUCTION OF JAMSHEDPUR DAIRY.

Jamshedpur Dairy, a unit of Bihar State Co-operative Milk Producers Federation

Limited (COMFED), with infrastructure of Processing 25,000 Litters, Milk per day was

commissioned in January 1984. The dairy was set up to cater the need of the urban

population, the of good quality milk at a reasonable price. The dairy in a very short period

achieved sale of 25,346 litres. Milk per day by the year 1988-89 i.e.101% of the installed

41


42/114

42

capacity. The Expansion of the dairy from 25,000ltrs, milk per day to 1,00,000ltrs milk

per day was done under OPERATION FLOOD lll in june,1991. Today the dairy is

marketing on an average 85,000 litres milk per day. We are working on to increase sale

from 85,000ltrs/day to 1,05,000ltrs/day in the marketing year 2008-09.

The Dairy follows strictly the international norms of hygiene & good

manufacturing practices recommended by Codex Alimentarius Commission in reception,

processing, manufacturing, packaging, storage & transport In order to ensure a safe,

sound & wholesome product reaching the customer.

42


43/114

43

43


44/114

44

DAIRY AT A GLANCE

Year of establishment: January 1984

Brand name: SUDHA

Present handling capacity: 1,00,000 LPD

Registered handling capacity: 1,00,000 LPD

Milk storage capacity: 1,80,000 litres

Year of HACCP & ISO certification: 19.04.2002

License number: QSC/L-5000787.1

Name of the ISO & HACCP Agency: BIS

44


45/114

45

Human Resource Department

Human resource is the art of getting things done through people but its felt that

management is much more than what is said. Human resource management can also be

understood as the total knowledge, skills, creative, abilities, talents and aptitudes of an

45


46/114

46

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

involved.

If you want to invest for a shorter duration plant a tree, But if you are looking for

a long term proposal plant a man , because human resource is the most valuable resource

other than any resource. In this chapter, let us have a birds eye view of the function of the

Human Resource Department in Bihar State co-operative milk production union.

About HRM in Bihar state milk co-operative federation:

Bihar state milk co-operative federation strongly believes in WE concept. They

believe in better human relation, there is no disparity among themselves, and the union is

having a good working culture and uniform code. They believe in respecting other

emotions and thoughts.

46


47/114

47

HR Dept Structure

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

The purpose of this document is to explain the step by step activities of

recruitment Procedure in the union.

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

The procedure adopted is as follows:-

47


48/114

48

Managing Director will be addressed about the man power requirement in

different sections of the union.

An expert panel committee of Board of Director is constituted as per the provision

in the by-laws of the union, which is responsible for assessment of manpower in

the union.

EPC (Employee Panel Committee) after assessing requirement of manpower in

each functional area decides the cadre strength taking into consideration of the

financial implications.

After approval from the board, cadre strength will be sent to the government for

approval.

Government after considering various points like establishment cost viability,

turnover etc., gives the approval for cadre strength and permission for recruitment.

EPC is responsible for selection of the candidates. Procedure for Recruitment is

laid down in subsidiary recruitment rules. Advertisement call for application will

be given in state newspapers (one in Hindi & other one in English).

Age limits, roster system will be followed as per government order from time to

time.

Selection will be based on interview performance and written examination as

decided by E.P.C.

48


49/114

49

TRAINING

Procedure for training

The purpose of this document is to explain Systematic activities carried out in

training employees of Bihar State milk co-operative federation. The responsibility will be

on the Deputy Manager (Administration).

Promotion

49


50/114

50

Employees are being promoted from time to time depending on the Performance

and availability of Vacancies as per the subsidiary rules of the union.

TRANSFER

Transfers are done on the request of the employees & interest of the employees,

except mutual inters union transfers. No other transfers are done.

Rules & Regulations

Bihar state milk co-operative federation has its own subsidiary rules and conduct

the rules are approved by the registrar of co-operative societies and they have a certified

standing orders.

The employees should abide with the rules or will be penalized.

BENEFITS, ALLOWANCES & WAGES

All benefits of the employee measures are governed by Bihar state milk co-

operative federation.

Subsidiary rule of 1999; however the fringe benefits are givens as per the orders of

government of Bihar.

HTC (Home take allowance will given once in 2 year).

50


51/114

51

Uniforms allowances will be given to employees once in a year.

Double wages will be given to the employees who work on holidays; their

pay scale should be rs.4575-8400.

ADSENTEEISM

Unauthorized and long absence are identified by the respective section heads and

forwarded to Chief Manager (administration) for further action.

Actions are being initiated from the administrative department.

Loss of payment will be borne by the employee.

Notice will be issued to the employee.

Deputy Manager will counsel the employee and submit the report to the Managing

Director.

Managing Director will initiate the action.

WORK ENVIRONMENT

The respective employee of the Department will report the functional head

regarding the changes to be brought in the working pattern and suggest the methods to be

51


52/114

52

implemented once in a month and after the meeting the suggestion will be verified and

necessary steps will be taken for the improvement in the work culture.

DISCIPLINE & GRIEVANCE

Managing Director is the appointing authority as well as a disciplinary authority of

the union.

Disciplinary measures are governed by Bihar state milk co-operative federation.

COMMUNICATION

Communication takes place through telephone.

Official communication takes place through written/typed document.

Mass communication takes place through notice board.

SOCIAL MEASURES

Cattle fodder

Bihar state milk co-operative federation supplies cattle fodder to various Dairy

Co-operative societies.

VETERINARY UNIT

52


53/114

53

Veterinary unit takes care of the AI and AH activities, guide the farmer about the

cows, and treat the cattle and cows in various DCS.

MEETING & BOARD MEETING

Board meeting is held once in a month. General Body meeting will be held yearly

once the Managing Director will decide regarding the date and place the meeting and

where it should be held.

PROCEDURE FOR ADMINISTRATION:

The purpose of this document is to explain systematic activities carried in

administration activities carried out by Bihar state milk co-operative federation.

The procedure adopted is as follows:

1. Managing director is the chief executive of the Bihar state milk co-operative

federation. He is responsible for overall administrative control of the union.

2. Managing Director is the appointing authority as well as the disciplinary authority

in the union.

3. Bihar state milk co-operative federation has employees subsidiary rules and

conduct rules approved by the registrar of co-operative societies and certified

standing orders.

4. Managing director has the power to delegate any of his powers to his sub ordinates

officers for smooth functioning of the administrative section.

5. Time office collects the incoming/outgoing times of all the employees. The

cumulative monthly details of all the employees along with the section wise

reports are sent to finance department through administrative section.

53


54/114

54

6. All benefits to the employee and disciplinary measures are governed by Bihar

state co-operative milk union subsidiary rules 1999.

7. The respective section heads identify unauthorized/long absence and action is

being initiated from administrative department.

8. Eligible employees are being promoted from time to time depending on the

performance and availability of vacancies.

MEASUREMENT, ANALYSIS & IMPROVEMENT

The purpose of this document is to, know the measurement, analysis &

improvement and to ensure conformance of quality manual system, product and

continually improve effectiveness of QMS (Quality Manual System). The responsibility isshouldered on all the employees of the Bihar state milk co-operative federation.

MANAGEMENT INFORMATION SYSTEM

MIS is the key section in providing the information, in right time to top

management. It plays a vital role in progress report collection, formatting, analyzing &

reviewing the information.

DAILY REPORTS

54


55/114

55

MIS department has to submit daily report to Bihar State milk Co-operative

Federation. It contains dairy wise & chilling center wise milk procurement, milk sales

inter dairy sales Milk sent for conversion, curd sales & payment position.

MONTHLY REPORTS

MIS will prepare monthly progress report. This report contains information about

number of DCS societies registered, share capital, audit status of DCS, milk procurement

& quality Status, animal health programmed & all information.

DAIRY/CHILLING CENTER PROGRESS REPORT

Dairy wise & chilling wise milk procurement & milk disposal with FAT & SNF is

depicting in this report. Sale of various kinds of milk & its products is shown in this

report. A report is submitted.

SOURCES OF INFORMATION COLLECTION

Procurement & sales information from dairies & chilling centres.

For monthly report, information will be collected from DCS, through extension

officers, ventnary progress report, All officers, administration & accounts section.

ROLES & RESPONSIBILITIES OF MIS DEPARTMENT

Projecting financial & physical status of milk union.

Collection of various types of progress reports from dairies & milk union.

55


56/114

56

Consolidation of progress reports, analyzing the progress &submission of report to

union, Bihar state milk co-operative federation & NDDB.

Fixing targets to extension officers regarding key items & review of achievement.

Sharing information between departments for analysis & review by MD.

Submission of bench mark reports to NDDB.

Maintenance of kinds of data & information.

SERVICE RULES

Extract of the Bye-laws No. 2526 and No. 26 of the Bihar State Co-operative Milk

Producers Federation Ltd., Patna.

2526 The expert panel Shall decide the administrative set up which shall include the

staff required, qualifications, experience, job requirements, scale, etc. and will submit its

recommendation to the Board for its approval. The panel shall be formed of the following

members:

1) A nominee of the Government.

2) The Managing Director of the Federation.3) Representative of the IDC/NDDB.

After the approval of the recommendations of these panels the Managing Director shall

invite application for recruitment of the staff and the expert panel shall recruit suitable

candidates. This panel shall be responsible for the selection of candidates for the post of

56


57/114

57

senior officers except the Managing Director, the expert panel shall comprise of the

following members:

1) Representative of Government.

2) Chairman of the Federation.

26. The Board shall be competent to frame subsidiary rules consistent with the

provisions of the Act, Rules and bye-laws for the proper conduct of the Federation. These

rules shall be implemented after the approval of the Registrar.

1. APPLICATION AND COMMENCEMENT

a. These rules may be called Service rules of the Bihar State Co-operative Milk

Producers, Federation Ltd,. 1984.

b. These rules shall apply to all the officers and employees of the Bihar State Co-

operative Milk Producers Federation Ltd.Provided that in the case of employees

appointed by the State Govt. or who are on deputation from other organizations or

from the Govt. the terms of such appointments or deputation, as the case may be,

only shall apply.

Provided Further that in the case of employees appointed on contract, the terms of contract only shall apply.

c. These rules shall be deemed to have come into force on and from 1.1.1984.

d. These rules shall not apply to workmen who shall be governed by the Standing

Orders framed under Industrial Employment (Standing Orders) Act, 1946.

2. DEFINITIONS

In these rules, unless the context otherwise implies

57


58/114

58

a. The BOARD means the Board of Directors of the Bihar State Co-operative Milk

Producers Federation Ltd., Patna.

b. The FEDERATION means the Bihar State Co-operative Milk Producers

Federation Ltd,. Patna.

c. MILK UNION means the District/Milk shed area of Co-operative Milk

Producers Union Limited.

d. MANAGING DIRECTOR means the Managing Director of the Federation

deputed by the State Govt. or appointed by the Board of Directors of the

Federation according to the bye-laws as the case may be.

e. GOVERNMENT means the Govt. of Bihar.

f. MANAGEMENT CADRE consists of employees in Managerial or Administrative capacity, and those who are employed in a supervisory capacity

drawing wages exceeding one thousand six hundred rupees per mensem or

perform either by the nature of the Powers vested in them, function mainly of a

managerial nature.

g. EMPLOYEE means employee of the Federation.

h. THE UNIT means any factory, workshop, depot emporium or office of the

Federation functioning as individual unit separate from the Head Office of the

Federation.

i. A COMPEETENT AUTHORITY in relation to the exercise of any power under

these rules is the Board or the authority to which such specific power has been

delegated by the Board.

3. STRENGTH OF THE ESTABLISHMENT SCALES OF

PAY ETC.

58


59/114

59

a. Subject to the Budget allotment sanctioned by the General Body of the Federation

for each year it shall be competent for the Board of Directors of the Federation to

prescribe and to revise from time to time as per the recommendation of the expert

panel, the strength of the establishment of the Federation and the scales of pay,

allowances, etc. admissible to each member thereof.

b. The Board of Director may, whenever it thinks necessary, sanction temporary

posts for specific purpose and period.

4. CATEGORISE OF POSTBoard shall be at liberty to classify cadres, change the designation given to any employee,

fix grade or category, scale of pay, educational and technical qualifications and other

requirements for posts under the Federation. The various categories of post in the

Federations establishment shall be classified as follows, subject to modifications that the

Board may decide from time to time, on the recommendation of expert panel.

a. TOP MANAGEMENT CADRE:

i. Managing Directorsii. General Manager

b. MIDDLE MANAGEMENT CADRE:

i. Managers

ii. Deputy Managers/ Accounts officee/Suptd. Engineers.

iii. Assistant Managers / accountants/Executive Engineers.

c. JUNIOR MANAGEMNT CADRE :

i. Executives/ Technical Officers

ii. Junior Executives/Technical Supdts

iii. Supervisors/Senior Technicians.

59


60/114


61/114

61

SubordinateStaff

Dairy Units, CattleFeed Plants, ProjectUnits, Head Officer shall be theindependent units for

this purpose.

Selection Committee or Promotion Committee of the unit.

ManagingDirector.

Staff Cadre Entire Federation Selection Committee or Promotion Committee

ManagingDirector.

Junior ManagementCadre

Entire Federation Selection Committee or Promotion Committee

ManagingDirector.

MiddleManagementCadre

Entire Federation Expert panel constitutedfor this purpose, as per thebye-laws provision.

ManagingDirector.

Topmanagementcadre,Senior ManagersAsstt.Generalmanager,GeneralManager.

Entire Federation Expert panel constitutedfor this purpose, as per thebye-laws provision.

ManagingDirector.

ManagingDirector.

Entire Federation Panel consisting of aRepresentative of theGovt. and the Chairman of Federation and arepresentative of theNDDB/IDC

Board

Note : For the purpose of transfer, the entire Federation shall be treated as one unit.

(b) All appointments shall be reported to the Board of Directors at its next meeting.

6. APPOINIMENT BY DEPUTATION

The competent authority shall be at liberty to requisition for a specific period, the services

of any suitable person from any state or Central Govt. services, or from other public

61


62/114

62

sector undertakings or autonomous bodies on deputation on foreign services terms and

conditions which will govern his service in the Federation.

7. APPOINTMENT BY CONTRACT

Notwithstanding any provision in Rule 5 or 6. The Board shall be competent to appointany person to any post on individual service contract for its specific period renewable

from time to time. The service conditions of person so appointed on contract shall be

governed by the terms of respective contract.

8. QUALIFICATIONS

No person shall be eligible for appointment to the posts in the Federation unless he

possesses the qualifications prescribed as per the Annexure.

9. DISQUALIFICATIONSa. No person shall be eligible for appointment to the service of the Federation if he

has been sentenced for any offence other than an offence of a political character

or an offence not involving moral turpitude or delinquency, such sentence not

having been reversed or the offence pardoned.

b. No person who is a near relation to a member of the Board of Directors of the

Federation shall be eligible for appointment to any post in the service of the

Federation. If any doubt arises as to whether a person is or not a near relation of a

member of the Board, the selecting authority shall refer it to the Board with full

particulars and the decision of the Board on the matter shall be final.

10. TEMPORARY APPOINTMENTS

a. In cases of urgency, where it is likely to take time to complete the formality of

making appointments after following the prescribed procedures or where qualified

candidates are not immediately available, it shall be open to the appointing

62


63/114

63

authority to make temporary appointments on the recommendation of the expert

panel, irrespective of the fact whether the post is permanent or temporary. Such

appointments shall be reported to the Board of Directors in its next meeting and in

subsequent meetings until the temporary appointments are terminated.

b. An appointment under these rules shall not confer any right on the person so

appointed for confirmation or for further promotion by virtue of holding the

temporary appointments.

c. A person appointed under this special rule shall be replaced as early as is possible,

unless he himself happens to be the person regularly appointed to the post

subsequently.

11. SPECIAL PROVISION FOR APPOINTMENT OF

SON/DAUGHTER/WIDOW OF AN EMPLOYEE DYING

WHILE IN SERVICE

a. Notwithstanding anything to the contrary contained in any other rules, the

appointing may, at its discretion, appoint a son, or a db. aughter, or the widow of any deceased employee of the Federation, in any of the

posts included in category (iii) & (iv) :

Provided that the son or the daughter, as the case may be, satisfies the

qualification prescribed for the post other than the method of selection, and if the

person to appointed, is a widow, she satisfies the qualification other than the age

and method of selection.

Provided that in the case of the widow, the Board of Directors may, in suitable

cases and for valid reasons to be recorded, relax the rule relating to educational

qualification as well.

c. Requests for appointment under these special rules shall be received by the

appointing authority within the one year from the date of death of employee.

63


64/114

64

d. The benefit under this special rule shall not be made available to more than one

member of the deceased family. No benefit under this special rule shall also

accrue if any of the sons or any of the dependent daughters of the widow of the

deceased employee had been holding any monthly paid employment in any office,

institutions, establishment, etc., on the date of the death of the employee or

secured such employment before making an application this rule.

Note : For purpose of this rule EMPLOYEE dose not include a person appointed

on deputation or on contract or whose services in the Federation were not

confirmed.

12. GENERAL CONDITIONS OF SERVICE

a. The whole time of an employee of the Federation is at the disposal of the

Federation and he may be employed in any manner required by the competent

authority without claim for additional benefits.

b. The Competent Authority shall have right to post any member of the

Federation staff anywhere in India or require any of its employees to undertake

tours in respect of the affiliated members.

c. Notwithstanding anything to the contrary contained in any other rules, the

Board shall be competent to transfer the services of any employee/employeesof the Federation permanently to any other organization or institution to which

any unit would be transferred or handed over.

d. An employee intending to resign his post from the Federation service shall

give a notice to the Competent Authority in writing of his intention, settle his

dues to the Federation and obtain the written orders of the Board accepting the

proposals to leave the Federation. The Competent Authority for accepting

resignation shall be the appointing authority. Any subsisting bond or contract

shall be taken into account before accepting the resignation. The period of

notice shall be 3 calendar months for Managerial cadres and one month in

respect of other employees.

64


65/114


66/114

66

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

information of staff.

14. DEPUTATION OF FEDERATIONS EMPLOYEEa. The competent authority may, at its discretion, place the services of Federation

employee for a specific period, at the disposal of Co-operative institutions or

public sector undertakings or any Central Govt. or State Govt. departments, on

Foreign Service terms. Such deputation shall conform to the conditions as may be

prescribed by the Board in this regard.

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

i. The Managing Director of the Bihar State Co-operative Milk Producers

Federation Ltd., for deputing any Federations employee to any institution

or organization on foreign service terms, upto and inclusive of the cadre

and rank of Manager, within the state of Bihar.

ii. The Board of the Bihar State Co-operative Milk Producers Federation

Ltd., for deputing any Federations employee above the rank of Manager

within the State of Bihar.

iii. For deputing any Federations employee outside the State of Bihar.

15. PROMOTION

66


67/114

67

a. An employee shall be eligible for promotion only if he is an approved probationer

in any lower category. Promotion in all cases shall be made on grounds of merit

and ability, seniority being considered where merit and ability are nearly equal.

b. Promotion shall be made only after screening by Selection Committee as

stipulated in the recruitment and appointment rules of the Federation

16. RECORD OF SERVICE

a. The record of service and leave account shall be maintained by the respective

Head of the Unit in respect of all employees in his charge and all changes

affecting emoluments, transfers and other allied matters shall be noted in this

record and attested by the Head of the Unit.b. (1) In the case of officers in category (i) & (ii) other than the Managing Director,

the appointing authority shall maintain a confidential file for each employee. The

confidential file shall consist of the self appraisal reports of the concerned officers

for the year ending 30 th June with such remarks as may be made by the officer

being superior to the concerned officer, to whom these powers may be delegated

and the Managing Director. A copy of the remarks so made shall be

communicated and acknowledged to the officer concerned within one month from

the date of making such remarks.

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

the officer affected may prefer an appeal to the Managing Director in the cases of

officers in category (i) & (ii) except the General Manager, and to the Chairman in

the case of General Manager, within a period of one month from the date of

67


68/114

68

receipt of the adverse remark. The decision of the Appellate Authority regarding

the adverse remark or any modification thereto shall be final.

c. In respect of employees of category (iii) & (iv) a record sheet shall be maintained

for each employee. The record sheet shall contain details of commendations or

rewards or punishment and shall be maintained by the Manager Incharge of

personnel.

17. INCREMENT

a. In an incremental scale, the increment accrues on the completion of a satisfactory

service for a period of one year at each stage of that scale of pay.

b. Service in a post on fixed pay, the period of initial training, or apprentice-ship or

of leave without pay and allowances will not count for increment.

18. GRANT OF ADVANCE INCREMENT

The authority approved by the Board may grant advance increments at any stage

to an employee for the reasons approved by the Board. Further increments in the time

scale shall accrue from the date of which such increment is granted.

19. ADDITIONAL CHARGE

a. The Competent Authority under this rule shall be the appointing authority as per

rule 5 (i) (a).

b. The Competent Authority may make additional charge arrangements by placing an

officer in addition to his normal duties. He shall be fully responsible for discharge

of the duties attached to the additional posts.

c. The additional charge arrangements shall be resorted to only in cases of vacancy

arising for a short duration of not less than 30 days but not exceeding 6 months

wherein it is considered necessary or economical to make fresh appointment on a

regular basis to fill up that vacancy.

68


69/114

69

d. The Competent Authority may make additional charge arrangement by placing an

officer, with equal or superior qualification, responsibilities or status to be

incharge of the additional post in addition to his normal duties.

e. The additional charge post shall be independent of the normal post in nature, or

should carry distinct or separate set of duties and responsibilities or with different

territorial jurisdiction.

f. During the period of such additional charge, the officer shall be entitled for an

additional pay not exceeding 20% of his basis pay for the period of additional

charge. For periods not exceeding 6 months, no payment will be admissible. The

incumbent shall not be eligible for any special pay or any compensatory

allowances apart from the additional payment due to as referred to above.

g. When an officer holds additional charge of more than one post, he will be entitledto only 20% of his basis pay as additional payment irrespective of the number

additional post he would hold.

20. RETIREMENT

The age of retirement on superannuation shall be 58 years to all categories of

Federations employee except those to whom the Industrial Employment (Standing

Orders Act. 1946) shall apply.

21. PREMATURE RETIREMENT

a. The Appointing Authority shall be at liberty to review the performance, integrity,

physical mental ability to perform the duties and to compulsorily retire those who

have attained an age of 50 years or completed 25 years of service on the ground of

inefficiency, doubtful integrity, physical or mental infirmity. Such compulsory

retirements shall be made by giving a notice of 3 months or paying their pay andallowances for the period in lieu thereof as per rules in force.

b. An employee on his/her own volition may opt for voluntary retirement after

completing 50 years of age or 25 years of service.

c. The employees who retire prematurely or are retired such shall be eligible for full

retirement benefits as per rules of the Federation.

69


70/114

70

22. The competent authority is at liberty to declare any post as security post and torequire the incumbent to deposit any case or in any other form as may be prescribed from

time to time as a necessary prerequisite to hold these posts.

23. LOANS AND ADVANCE

The Board shall be at liberty to frame and implement the schemes of short or long

teem loans and advances to staff and to stipulate the terms of repayment. Interest, method

of recovery etc.

24. EMPLOYMENT PROVIDENT FUND

There shall be a scheme of employees provident fund of contributory nature for

the employees in accordance with the rules to be approved by the Board for the purpose.

25. GATUITY

There shall be scheme for the payment of gratuity for the employees at the time of

superannuation, death while in service or for any other form of cessation of service in the

Federation in accordance with the rules to be approved by the Board for the purpose.

26. MEDICAL EXPENSESa. The employee who is not covered by the Employees Estate Insurance Scheme

shall be eligible for re-imbursement of medical expenses, excluding diet charges,

if any, for himself and/or a member of his family incurred by him as indoor patient

of Govt. Hospital Or a registered clinic. The cost and details of treatment shall be

certified by the Head of the Govt. Hospital or the registered clinic, as the case may

be, in which treatment was given and the daily room rent, if reimbursed shall not

exceed one third of the cost allowances admissible to the staff per day for journeys

and halts within the state. The reimbursement shall be restricted to the period of

hospitalization.b. The employee who is not covered by Employees Estate Insurance Scheme shall be

eligible, besides the facilities provided in clause (a), for re-imbursement of

medical in course of treatment of himself and/or a member of his family as an out-

70


71/114

71

door patient by a registered medical practitioner. The amount of such re-

imbursement shall not however, exceed in total Rs. 500 in year.

Explanation: - A member of the family for the purpose of this rule means, sons,

unmarried daughter, dependent mother and dependent farther of the employee claiming

re-imbursement.

27. LOSSES

Whenever a

job+satisfaction print

Documents