Professional Documents
Culture Documents
Human Resource Management.
Human Resource Management.
Human Resource Management.
Human resource management is the part of the management process that is concerned with
the management of human resources in an organization.
Human resource management is a multidisciplinary activity, utilizing knowledge and
inputs drawn from psychology, Sociology, Anthropology and Economics etc.
The scope of human resource management is very large. Wage and salary
administration plays a prominent role in each and every organization. Wage and salary
administration is essentially the application of a systematic approach to the problem ensuring
that employees are paid in a logical, equitable and fair manner.
The basic purpose of wage and salary administration is to establish and maintain an
equitable wage and salary structure and maintenance of an equitable labor cost structure. So
that satisfaction of employees and employers is maximized and conflicts minimized.
The wage and salary administration concerned with the financial aspects of needs.
The needs of employees so that reward can be individually designed to satisfy some need.
Before they do anything, they look for a reward (or) pay-off may be money (or) promotion,
but more likely it will be some pay-off a smile acceptance by a peer, receipt of information,
as kind word of recognition etc.
The management of Jeypore Sugar Company has designed a well structured wage and
salary system. In the organization the salaries are paid at three levels namely salaries to non
managers including permanent and seasonal employees, salaries to executive and salaries to
management staff.
To know about the Wage and Salary administration of the Jeypore Sugar Co Ltd.,
Chagallu.
To know about the different types of allowances in the Jeypore Sugar Co Ltd.,
Chagallu.
To assess the employees perception about the Wage and Salary structure of the
company.
To identify problems, if any, in the Wage and Salary administration of the company
and to make suggestions.
Primary data
Secondary data
Primary data:
Primary data have been collected through personal observations, discussions and
interviews with various officials and management and from the Human Resource
Department.
To evaluate the effectiveness of Wage and Salary administrations of the company a
survey was conducted on a sample of 110 employees. For this purpose, a structured
Questionnaire with close-ended questions was prepared.
The results were tabulated, interpreted and the findings were drawn.
Secondary data:
Secondary data have been collected from the books, company records, manuals and
the reports provided by Human Resource Department, websites and magazines.
Time had been a constraint for completion of present study and making out a detailed
analysis.
The present study is limited only to the JEYPORE SUGAR COMPANY LTD.,
Chagallu.
The employees were not willing to give the detailed information, because of their
busy work schedule.
The study of project work was only 6 weeks. This period is not sufficient to cover
entire area.
factor determining the location of sugar industry in recent times, techniques feasibility and
economics visibility of the sugar projects have been given importance in the location of sugar
industry. In the words of Dr.M.Mehta, The location pattern of the sugar industry is greatly
influenced by the character local distribution depends entirely of physical and Geographical
factors, nature plays a dominant role in the location industry.
In India, major sugarcane growing states are Uttar Pradesh, Maharashtra, Karnataka,
Gujarat, Tamil Nadu, and Andhra Pradesh. These six states contribute more than 85% of total
sugar production in the country; Uttar Pradesh and Maharashtra together contribute more than
57% of total production.
cultivation was began in the United States, where it was planted in the southern climate of
New Orleans. The very first refinery was built in New York City around 1690; the industry
was established by the 1830s. Earlier attempts to create a successful industry in the U.S. did
not fare well; from the late 1830s, when the first factory was built. Until 1872, sugar factories
closed down almost as quickly as they had opened. It was 1872 before a factory, built in
California, was finally able to successfully produce sugar in a profitable manner. At the end
of that century, more than thirty factories were in operation in the U.S. India has been known
as the original home of sugar and sugarcane. Indian mythology supports the above fact as it
contains legends showing the origin of sugarcane. India is the second largest producer of
sugarcane next to Brazil. Presently, about 4 million hectares of land is under sugarcane with
an average yield of 70 tons per hectare.
India is the largest single producer of sugar including traditional cane sugar sweetness.
Khandsari and Gur equivalent to 26 million tons raw value followed by Brazil in the second
place at 18.5 million tones. Even in respect of white crystal sugar, India has ranked No.1
position in 7 out of last 10 years.
It is thought that cane sugar was first used by man in Polynesia from where it spread
to India. In 510 BC the Emperor Darius of what was then Persia invaded India where he
found "the reed which gives honey without bees". The secret of cane sugar, as with many
other of man's discoveries, was kept a closely guarded secret while the finished product was
exported for a rich profit.
Sugar was only discovered by western Europeans as a result of the Crusades in the
11th Century AD. Crusaders returning home talked of this "new spice" and how pleasant it
was. The first sugar was recorded in England in 1099. The subsequent centuries saw a major
expansion of western European trade with the East, including the importation of sugar. It is
recorded, for instance, that sugar was available in London at "two shillings a pound" in 1319
AD. This equates to about US$100 per kilo at today's prices. So it was very much a luxury.
In the 15th century AD, European sugar was refined in Venice, confirmation that even
then when quantities were small, and it was difficult to transport sugar as a food grade
product. In the same century, Columbus sailed to the Americas, the "New World". It is
recorded that in 1493 he took sugar cane plants to grow in the Caribbean. The climate there
was so advantageous for the growth of the cane that an industry was quickly established. By
1750 there were 120 sugar refineries operating in Britain. Their combined output was only
30,000 tons per annum. At this stage sugar was still a luxury and vast profits were made to
the extent. That sugar was called "white gold". Governments recognized the vast profits to be
made from sugar and taxed it highly. In Britain for instance, sugar tax in 1781 totaled
326,000, a figure that had grown by 1815 to 3,000,000. This situation was to stay until
1874 when the British government, under Prime Minister Gladstone, abolished the tax and
brought sugar prices within the means of the ordinary citizen.
Sugar beet was first identified as a source of sugar in 1747. No doubt the vested
interests in the cane sugar plantations made sure that it stayed as no more than a curiosity, a
situation that prevailed until the Napoleonic wars at the start of the 19 th century when Britain
blockaded sugar imports to continental Europe. By 1880 sugar beet had replaced sugar cane
as the main source of sugar on continental Europe. Those same vested interests probably
delayed the introduction of beet sugar to England until the First World War when Britain's
sugar imports were threatened.
Today's modern sugar industry is still beset with government interference at many
levels and throughout the world. The overall pattern can be seen by investigating the mid
1990. Annual consumption is now running at about 120 million tones and is expanding at a
rate of about 2 million tons per annum. The European Union, Brazil and India are the top
three producers and together account for some 40% of the annual production. However most
sugar is consumed within the country of production and only approximately 25% is traded
internationally. India is the second largest producer of sugarcane, next to Brazil the latter
produces primarily raw sugar while India produces almost exclusively white crystal sugar. In
India apart from sugar, other traditional sugarcane sweetness Khanda Sari and gur are
also produced for the rural markets. Taking all sweetness sugar khandasari and gur, India is
worlds largest producer of sugar followed by the Brazil in the second place. There are 582
sugar milks operating in India with an aggregate installed capacity of 16.2 million tones. Of
these 205 are in the private sectors 316 in the co-operative sector and 61 in the public sector.
The Sugar Industry has been totally regulated and controlled for the past 50 years.
Sugar is declared as an essential commodity under the essential commodity act 1955 and a
plethora of legislations and control orders regulate almost every aspect of the industry, with
the objective of increasing production and also making available sugar at affordable prices to
the consumer controls included licensing, administrated price for sugarcane, reservation of
cane areas, control over the price of sugar and restriction on sale/movement of the byproduct molasses were controlled for a long time.
Under the sugar cane control order 1966 the Government fixes the statutory minimum
price for cane every year based on the recommendations of the commission on Agricultures
costs and price. Sugar is a seasonal industry. The crushing season ranges between 180 and
240 days in a year depending on the location.
Locational Factors
In recent years, the location factors have influenced the dispersal of sugar cane
cultivated in subtropical regions and the development of cane in the south is mainly
responsible for bringing about location changes in the industry. Further the sugar industry has
received greater inputs from the completion of numerous irrigation projects like the Irwin
canal in Mysore (Karnataka), Nizamsagar and Tungabhadra projects in Madras (Tamilanadu).
Added to this, the discriminatory policies in pursued by the government are also responsible
for the faster rate of the growth of the industry in the south.
Given transport facilities and access is necessarily dependent up on the availability of
cane in the region .This concentration is substantiated from observation of the trend of sizes
established in different regions of this country in relation to availability of cane.
Comparatively the size of the sugar mills in Uttar Pradesh, Bihar and Maharastra where
continuous availability of cane is assured is observed to be large. Grant of production to the
Industry in 1931 also helped the units to increase their size. The average per day crushing
capacity of the sugar factories working in our country varies from 220 tons to 3200 tons per
day. In Uttar Pradesh and Bihar majority of the sugar mills have a cane crushing capacity of
2500 tons of sugar cane per day is considered to be an economical unit, under the present day
working conditions.
Since 1950, the industrys growth reveals that not with standing the controls and
regulations, in the industry did grow substantially. While, the number of factories rise from
139 in 1950 51 to 423 in 2000 - 2001 the installed capacity increased tenfold from 69.2
million tons to 300 million tons in 1999 2000; Sugar production swelled from 1.1 million
tons to 18.6 million tons during the same period. The government laid down targets for sugar
production; consumptions installed capacity during each of the five year plans and ensured
the growth of industry the growth of industry to meet the steady rise in consumption.
billion per annum and it contributes almost Rs. 22.5 billion to the central and state exchange
as tax, and excise duty every year (Source: Ministry of Food, Government of India). It is the
second largest agro-processing industry in the country after cotton textiles. With 453
operating sugar mills in different parts of the country, Indian sugar industry has been a local
point for socio-economic development in the rural areas. About 50 million sugarcane farmers
and a large number of agricultural laborers are involved in sugarcane cultivation and ancillary
activities, constituting 7.5% of the rural population. Besides, the industry provides
employment to about 2 million skilled/semi skilled workers and others mostly from the rural
areas. (Source: ISMA Website accessed on May 16, 2005.) The industry not only generates
power for its own requirement but surplus power for export to the grid based on by-product
bagasse. It also produces ethanol, an ecology friendly and renewable energy for blending with
petrol.
Indian sugar industry has grown horizontally with large number of small sized sugar
plants set up throughout the country as opposed to the consolidation of capacity in the rest of
the important sugar producing countries, where greater emphasis has been laid on larger
capacity of sugar plants. Gone are those days when industries and its participants were highly
protected with control and protectionism policies. In the process of liberalization of economic
system, decontrolling policies like decontrol of sugar, steel, fertilizers etc.,
Sugar industry is highly subsidized so far it also effects with new economic power.
The demand for sugar has been increasing due to increase in its consumption out of changing
habits of the people including common man and the need of the sugar also demands the sugar
industry to meet the internal profit of its production and is to be exported to earn foreign
currency within the changing market.
Sugar cane growers are facing inventory problems. Transportation problem,
marketing problems, many of the growers are illiterates who are not competent to grow.
Sugar cane crop is on scientific lines. The financial problem is also other important one with
which they cannot take decisions in the time to improve quality and productivity, high
transportation. Costs prices are not increasing in proportion to the increase in cost of
production due to inflationary tendencies.
The sugar producing unit purchase sugar cane from the sugar cane growers. Therefore
management of these units have to adopt marketing concept that is customer orientation.
11
(Growers orientation) Various incentives are available from the government for developing
sugar industry .But the industry in India is facing several problems.
Economy role:
India is one of the largest sugar producing and consuming country in the world. The
sugar industry plays a vital role in rural areas and provides direct and indirect employment in
the country. India emerged as the largest producer of white sugar in the world.
The central government has already de-licensed. The sugar productions they purpose
to decontrol the release mechanism by introduction of reduce on sugar price. At present India
enjoys second place in the world sugar production. Central as well as State government has
been getting 140 crores in the form of excess taxes from sugar industry. The industry has
been providing substance to 5.5 lakhs workers and sustaining about 4.5 crores agricultures.
Its total capital investment is amount to Rs.1560 crores.
The sugar industry has a unique place in Indian economy and rural development
because of its multiple contributions in terms of employment and provisions of raw materials
to other industries. The sugar industry is the second largest agro based processing industry.
Thus occupies a vital role among the 4 major sugar producing countries in the world. The
other 3 are being USA, Brazil and Cuba.
government stopped subsidizing these losses. The export policy has been largely influenced
by the need for earning foreign exchange.
12
13
2007-08
2008-09
2009-10 2010- 11
2011-12
07
A.P
1210
982
1236
1680
1335
593
Gujarat
1252
797
1168
1425
1326
1012
Karnataka
1868
1040
1943
2662
2900
1654
Maharastra
6219
2217
5197
9100
9075
4578
U.P
5651
5037
5784
8475
7319
4064
Tamilanadu
1644
1108
2142
2539
2141
1598
Punjab
586
315
338
486
534
242
Bihar
408
253
422
451
336
214
All India
20145
12691
19267
28364
23657
13955
14
Year
1997-98
1998-99
1999-2000
2000-01
2001-02
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
No. of factories
29
148
138
174
215
315
385
436
434
453
422
400
455
504
516
15
Cane production
(million tons)
36.35
51.97
57.05
110
126.37
154.25
241.05
295.96
297.21
287.38
233.86
237.06
281.17
355.52
348.78
STATES
Punjab
Public
-
Private
7
Co-Operative
16
Total
23
Haryana
12
15
Rajasthan
U.P
33
70
28
131
Uttaranchal
10
M.P
11
Chandigarh
Gujarat
22
22
Maharastra
23
165
188
Bihar
15
14
29
Assam
Orissa
West Bengal
A.P
26
15
42
Karnataka
25
23
51
Tamilanadu
19
16
38
Pondicherry
Kerala
Goa
Total
61
205
1
316
1
582
1. Excessive control:
The industry is suffering from changing of Government policies. The Government has
no fixed policy regarding the price and distribution of sugar.
The production of sugar is influenced by the purchasing price of sugar cane depending
upon the cost of cultivation, the inefficiency and uneconomic nature of production in sugar
mills to yield and short crushing season. The high pressure sugar cane and the heavy excise
duties by the government are responsible for the high cost of production of sugar in India.
4. Obsolescence:
Most of the factories in the private sector were set up five to six decades ago. Their
machinery has by now duplicated. The cost of production of such units is unduly owing to
less mechanical efficiency and more down time. It will require more money for
modernization/ renovation of such factories.
The worst handicapped, cropping, the industry is the low level of productivity due to
inadequate irrigation facilities and ultimately supply of quality seed, material.
5. Technology:
17
The level of technology in the Indian sugar industry is quite high and a number of
developing countries have borrowed Indian Sugar technologies. Unfortunately however many
of Indian factories had been set up in early 30s and have become absolute. For these the need
of the hour is modernization, rehabilitation and expanding also. Attention needs to be paid to
cane development.
6. Output trends:
Over production is due to cyclical nature and seasonal conditions and cultivations of
average sugar cane. The fluctuation in the production of sugar cane is a major problem of the
day.
18
company as he was then in the government service. After his retirement in 1947 from the
service he actively participated in the Management of the company and became director of a
company called R.S. Industrial corporation Pvt. Ltd., which then managing agents of the
company. He was a Director of the company unit until he passed away in 1968.
Mrs. Rajeswari Ramakrishna aged 77, is a graduate, in Arts. She was appointed as a
managing director of R.S. Industrials Corporation Pvt. Ltd. in April 1963 and was involved in
the management of the company under the guidance of Late Sri. V. Ramakrishna founder of
the company. She became the managing Mrs. Rajeswari Ramakrishna aged 77, is a graduate,
in Arts. She was appointed as a managing director of R.S. Industrials Corporation Pvt. Ltd. in
April 1963 and was involved in the management of the company under the guidance of Late
Sri. V. Ramakrishna founder of the company. She became the managing Director of the
company in September 1967. In anticipation of abolition of the managing agency system and
since then has been actively associated in the management of the entire operation of the
company.
To establish the sugar cane units properly and to increase the production of the
sugar cane.
Licensed
Installed
Year of
capacity
capacity
inception
450TCD
150 TCD
1936
Old and
9,00,000 BL
9,00,000BL
Indian Made
Per Annum
Per Annum
Units
Product
GSR
Sugar
Sugar
Rayagada
Industrial A/c
JSCO
Distillers
1948
Rayagada
foreign liquor
Ferro
Manganese
Ferro
24000 T per
18000 T Per
Plant,
Manganese
annum
annum
Sugar
1250TCD
850TCD
1961
50 Mt Per Day
1976
1958
Rayagada
V.V.S. Sugars
Chagallu
Rama Krishna
Starch 50 Mt
Maize Products
Starch
per day
Coimbatore
Distilleries
Rectified
Chagallu
Spirit
2001
1.
the unit could not be disposed as a whole, since the sugar machinery was scrapped and sold
for a value of approximately Rs. 38.00 lakhs during the year 1994-95.
2. Distillery at Rayagada:
The Company started this unit in 1948. At present, the unit gets its raw material Viz.,
Molasses form the company sugar unit at Chagallu. The company terminates the molasses
and district and some to make rectified spirit and extra and neutral alcohol after second
distillation. The company is contemplating to manufacture IMPL in this unit.
The company started this unit in 1976 at Tidialur in Coimbatore, where the company
owns 43.29 acres of land for the manufacture of starch from maize. However, due to scarcity
of water for the manufacturing process, the company had to suspend the activity in 1986. The
production in this unit continuous to be suspend during this year also due to scarcity of raw
materials and unfavorable conditions in the fertile industry.
6. Chagallu Distillery:
The company started working this unit in November 2001 and it is working
continuously although it is still carrying on modifications. The company is going at 100%
rated capacity to produce ethanol during 2003-2004. The Government of India has notified
that nine states in the country (one of which is Andhra Pradesh) have to start supplying GasEthanol and the company received permission for expansion of the distillery to 35,000 liters
per day from the present 20,000 liters per day. After submitting the report there will be
public hearing after which the pollution control board will give the necessary clearances.
23
Executive Director
Board of Directors
3. Production Department.
4. Marketing Department.
5. Agricultural Department.
6. Electrical Department.
1.
2. Personnel Department:
The function of personnel department is divided into 3 parts.
25
Action:
The main function of personnel department is to look after with manpower planning,
recruitment, selection, placement, induction, promotion, and transfer, demotion, separation,
lay-off, retrenchment, training, wage & salary administration. The personnel functions also
include the welfare aspects of labor are concerned with the conditions of work and elements
such as the provision of canteens, housing, transport, medical, education and health and
safety provisions.
Industrial Relations:
One of the key functions of the organizations is industrial relation. If the relation
between management & employee are cordial, the production is good. Otherwise the
production decreases. It may lead to indiscipline and other misconducts.
Disciplinary:
To keep up discipline in the organization is another function of personnel department. If
any worker commits a mistake, the management must take action according to the sending.
Charge Sheet
Enquiry
Suspension
Dismissal
Employment:
Recruitment:
26
Selection:
Selection process typically follows standard pattern beginning with an initial
Interview
Medical exam
Induction:
There is no induction programme for workers. But in the case of executives
accident rates and improves more probation period, is 1 year. It extended to them on for
with permanent employees.
on seniority. Promotions are given for every 6 years. Transfers are due to convenience of
the company employee. Temporary transfer due to ill health. Permanent transfers arising
out of ill health.
2.
Shift Timings:
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. For
the staff includes executives, supervisors, clerks, office boys etc. who are not
connected with manufacturing process. i.e., General Shifts from 7.30 to 11.30 am and
1.00 to 5.00 pm For the Sr.Engineers, A.ES.,J.ES, Supervisors, manufacturing
chemicals, lab chemists and workers who are connected with manufacturing process
MANPOWER:
28
At present the company employed 1064 employees. Besides this, the company is
responsible for creating indirect employment to above 40,000 persons continuously in the
firm of cane cultivation in its zone area.
Table:2.5
Grade
Grade
Level
1
Name
Officers
Permanent
Seasonal
Grand
65
Total
65
Super A
23
23
Super B
15
15
Super C
20
24
Clerk II
41
41
Clerk III
29
12
41
Clerk IV
18
27
45
High Skilled
15
15
Skilled A
80
85
10
Skilled B
86
28
114
11
Semiskilled
65
108
173
12
Un Skilled
12
75
87
13
PRW
139
146
Total
476
398
874
Apprentices
190
190
3.Production Department:
Particulars of cane crushed:
29
Duration
No of Days
Cane Crushed(Tons)
Sugar Produced(Qts)
Recovery (%)
Turnover (Rs in Lakhs)
2009-10
175
11,96,365
13,95,11s0
11.14
22,319
2010-11
189
12,83,994
13,93,770
10.85
16,792
Production
Year
(in quintals)
8,38,460
1999-2000
2000-2001
7,80,300
2001-2002
9,45,520
2002-2003
10,30,300
2003-2004
11,45,800
2004-2005
11,26,400
2005-2006
13,09,340
2006-2007
9,23,650
2007-2008
10,75,620
2008-2009
12,24,740
2009-2010
13,95,110
2010-2011
13,93,770
2011-2012
6,38,680
Milling Tandem:
A) G.H.H.
24 * 48 in West Germany
B) K.C.P.
2011-12
94
5,83,127.641
6,38,680
10.98
12,773
20 tons/hour.
b) K.C.P. 4 No.
20 tons/hour.
c) W.I.L. 1 No.
28 tons/hour.
d) K.C.P. 1 No.
64 tons/hour.
(42 kg/cm) high pressure.
Turbo Alternates:
I) K.K.K West Germany 750 K.W.
II) E.K.I.M. Australia
3000 K.W.
600 K.W.
31
Sugar Cane
Weigh Bridges
Cane carriers
Cane cutter
Raw/Juice (Mixed)
Juice Hearts
Evaporators
32
Syrup-Sulphited
Vacuum pans
Centrifugal Machines (AH, AC, BH, CL, FM, AB, Heavy & Light
Molasses)
Sugar Grader
3. Marketing:
For sugar there is no special effort. It is an essential commodity. Most of the product
i.e., (80%) sold in calculation market and 20% is civil supplies department in district. There
are 2types of sales.
33
a.
Levy Sale:
It is 20% of the total production. State government allotted this sugar for public
distribution. The hierarchy of sugar suppliers.
b. Free Sale:
Under this 80% of product was sold. Sales executive in madras consult managing
directors. According to the market he fix the rates of free sale sold to sugar dealer licensed to
deal in sugar under the order relating to licensing of sugar dealer for time being in force in
state, union territory of nominee of the government of Bhutan.
Small
29
Medium
30
Large
31(Grain Size)
Pure White
Dull White
White (Color)
Director of sugar, New Delhi fixed time for sale of sugar also they fixed the quantity of
sugar which should be sold.
c. Sale Duties:
Packing of godown
Delivery
Payment Collection
34
4. Agricultural Department:
This department gives information to the farmer about how much sugarcane is to be
produced. The cane manager sees these functions. He is the head of the agricultural
Department. His main duty is to supply the sugarcane. He is supervising the plantation of
sugarcane in entire jurisdiction of the good factory.
The main aim is to get good sugarcane to develop the sugar. They offer subsidiaries to
the cane growers by way of offering Fertilizers. They paid cane price as perorates of the
central & State Government as time. Sugar cane manager is responsible for the continuous
Supply of good cane for the production of sugar. They start crushing of cane in the month of
November and it was being completed in the month of April.
5. Electrical Department:
He is head, not only for electrical but also instrumentation department. He is looking
after the electrical machines & generation of power. He is also looking for the running of
machinery with the electrical aid & running of the turbans for the process of production
setting up of Co-generation plant.
The first phase of the plant was TT Mega watts. The due course of the plant was 2.6
Mega watts. In this organization various departments are looked after by the managers of the
organization. They are;
Civil
Purchasing
35
Sugar Sale
Civil :
He is looking of the constructions of building & godowns and formations of drains etc
in and around the colony, factory premises.
B) Purchase :
The purchasing office looking for the purchasing of considering goods like oils, gas,
chemicals, spare parts of the plant & machinery and fabrication of the machinery. These are
the works, which are carried out by the purchase department.
C) Sugar Sale :
It is divided into two types.
Free Sale
80%
Levy Sale
20%
Factory Manager:
He is the technical head for mechanical engineering in the process of production.
Their main duty is to keep up machines in good conditions and to give the necessary advice
& guidelines to the workers and he is also responsible to ensure smooth running of the
factory.
Resources:
The success of any sugar factory depends upon the availability of raw material that is
sugar cane which is agro based. The fare availability of sugarcane supply is primary
requisites.
Raw materials:
The factory zone consists of the village having the total area under come 9000 Hectare.
The management has taken on its hand developing cultivation of cane among most of the
villages in the zone providing
necessary incentives by way of price, sub-sidized
disseminating improved and modern agricultural practices and technology apart from
introducing new krietises, propagating and supply seed at free of cost at subsided rates.
36
TECHNOLOGY
Introducing economizers has raised bailer efficiency and air preheats. Ulna rollers
have been introduced. To improve extraction and there by recovery, Godavari water has been
brought down over a distance of 12kms to provide soft water of coiling as well as process..
a. Air Pollution:For the entire running boilers wet scrubber has been installed. For the Stand-by
boilers only the wet scrubber is yet to be installed. As air pollution is fully controlled.
b. Water Pollution:Water pollution treatment has been upgraded. The entire effluent Generated is
being utilized for fret-irrigation. A zero discharge system is installed.
c. Bi-Products:Nazism sugar factory and the Jeypore sugar company are jointly experimenting
generation of bio-each by treating fitter cake and NSFS distillery spent wash for making
experiment of generating bio-earth.
37
Non-Statutory Benefits
a.
Stitching Charges
b.
c.
Exgratia
38
d.
Medical Reimbursement
Trade Unions:
1.
2.
V.V.S. Sugars employees union CINTUC. In the year 1985, the workers went on
illegal Strike and as a result 25 workers are suspended. Later the representatives of the
workers entered into agreement with the Management. All the 25 suspended workers
are taken back into fold by the management in 1995. At present there is only one
union in the company and as such co-ordinates relationship between management and
workers.
3.
The company is managed by board of directors and the dynamic leadership of Sri.
P.R. Ramakrishna as chairman and Smt Rajeswari Ramakrishna as managing director.
The Board is constituted with 8 directors and the management is running with 10
executives.
39
1.
40
Consolidate
candidates
Workers & electrical staff
Wage board
Trainees
Consolidate
Apprentices
Government
Next 25 bags
In seasonal 25% retaining allowance will be given for Piece rate workers. The above
table 2.7 shows the information about how Jeypore Sugar Company Limited pays the wage
and salary for workers and managerial staff, supervising candidates and trainees and
apprentices and Piece rate workers.
Table 2.8
S.No
Grade
1
Super A
Pay scale
5000-800-9000-1000-14000
Super B
4500-500-7000-700-10500
Super C
4000-400-6000-600-9000
Clerk I
4100-635-4750-75-5500-85-6350
Clerk II
4000-60-4600-70-5300-80-6100
Clerk III
3900-55-4450-65-5100-75-5850
Clerk IV
3750-50-4250-60-4850-70-5550
High Skilled
4000-60-4600-70-5300-80-6100
Skilled A
3900-55-4450-65-5100-75-5850
10
Skilled B
3750-50-4250-60-4850-70-5550
11
Semi-skilled
3600-40-4000-50-4500-60-5200
12
Un Skilled
3500-35-3850-45-4300-55-4850
The above table 2.8 shows what grades are in the Jeypore Sugar Company Limited
and what is the pay scale in the Jeypore Sugar Company Limited that is paid for workers.
The table shows the pay scale non managers in the company. There are basically three
types of non managing employees. One is Supervisory cadre and the second one is clerical
cadre and the third one is the skill based category.
In the supervisory cadre there are three grades grade-As pay scale starts with 5000/basic in this yearly increment is 800/- once the scale cross the 9000/- the increment will grow
up to 1000/- the scale ends at 14000/- basic.
Grade-Bs pay scale starts with 4500/- basic in this yearly increment is 500/- once the
scale cross the 7000/- the increment will grow up to 700/- the scale ends at 10500/- basic.
Grade-Cs pay scale starts with 4000/- basic in this yearly increment is 400/- once the
scale cross the 6000/- the increment will grow up to 600/- the scale ends at 9000/- basic.
42
In the clerical cadre there are four scales of pay , Clerk-I pay scale starts with 4100/basic in this yearly increments is 65/- once the scale cross the 4750/- the increment will grow
up to 75/- once the scale cross the 5500/- the increment will grow up to 85/- the scale ends at
6350/- basic.
Clerk-II pay scale starts with 4000/- basic in this yearly increments is 60/- once the
scale cross the 4600/- the increment will grow up to 70/- once the scale cross the 5300/- the
increment will grow up to 80/- the scale ends at 6100/- basic.
Clerk-III pay scale starts with 3900/- basic in this yearly increments is 55/- once the
scale cross the 4450/- the increment will grow up to 65/- once the scale cross the 5100/- the
increment will grow up to 75/- the scale ends at 5850/- basic.
Clerk-IV pay scale starts with 3750/- basic in this yearly increments is 50/- once the
scale cross the 4250/- the increment will grow up to 60/- once the scale cross the 4850/- the
increment will grow up to 70/- the scale ends at 5550/- basic.
In the skill based category there are five scales of pay, High skilled scale starts with 4000/basic in this yearly increments is 60/- once the scale cross the 4600/- the increment will grow
up to 70/- once the scale cross the 5300/- the increment will grow up to 80/- the scale ends at
6100/- basic.
Skilled-A scale starts with 3900/- basic in this yearly increments is 55/- once the scale
cross the 4450/- the increment will grow up to 65/- once the scale cross the 5100/- the
increment will grow up to 75/- the scale ends at 5859/- basic.
Skilled-B scale starts with 3750/- basic in this yearly increments is 50/- once the scale
cross the 4250/- the increment will grow up to 60/- once the scale cross the 4850/- the
increment will grow up to 70/- the scale ends at 5550/- basic.
Semi Skilled scale starts with 3600/- basic in this yearly increments is 40/- once the
scale cross the 4000/- the increment will grow up to 50/- once the scale cross the 4500/- the
increment will grow up to 60/- the scale ends at 5100/- basic.
Unskilled scale starts with 3500/- basic in this yearly increments is 35/- once the scale
cross the 3850/- the increment will grow up to 45/- once the scale cross the 4300/- the
increment will grow up to 55/- the scale ends at 4850/- basic.
GM
49000
43
Deputy GM
42000
Manager engineering
30208
Chief engineer
30208
29800
Asst manager
19700
16100
Lab superintendent
14700
14200
16200
21400
19000
14200
Deputy GM(admin)
46800
Deputy GM(finance)
42400
Welfare officer
20000
Personnel officer
15000
The above table 2.9 shows the details about the pay scale that is paid to the
executives in the Jeypore sugar company limited. Executive pay scale depends up on job
complexity, education, experience, performance, capacity to pay and legislation.
44
Directors
Smt.Rajeswariramakrishna
Commission
Salary&
Allowance,
Perquisites
Including
P.F
Rs
Total
Rs
47,04,000
Sri.P.R.Ramakrishna
2,80,000
2,80,000
Sri.B.Ramalingerswara rao
2,00,000
2,00,000
Dr.S.R.K.Prasad
60,000
60,000
Sri.k.Muneswara Rao
1,20,000
1,20,000
Smt.M.A.Vedavalli
1,00,000
1,00,000
Smt.Anita Prabhu
47,04,000
Sitting
Fee
Rs
26,88,000
26,88,000
Sri.R.Prabhu
80,000
80,000
Sri.R.Kannan
2,40,000
2,40,000
Sri.K.Subramanyam
1,60,000
1,60,000
12,40,00
0
86,32,000
Total
73,92,000
The above table revels that the details about remuneration, commission and Sitting
fees paid to all the Directors for the year ended. It gives a clear form of pay structure in the
company.
Grades
FA
HRA
ED. ALL
45
CA
WA
V.D.A
Super A
1800
500
205
100
2615.60
Super B
1800
500
205
100
2615.60
Super C
1800
500
205
100
2615.60
Clerk - I
466
500
205
100
2615.60
Clerk II
491
500
205
100
2615.60
Clerk III
546
500
205
100
2615.60
Clerk IV
647
500
205
100
2615.60
High Skilled
508
500
205
100
90
2615.60
Skilled A
546
500
205
100
90
2615.60
Skilled B
649
500
205
100
90
2615.60
Semi-skilled
720
420
205
100
90
2615.60
Un Skilled
770
340
205
100
90
2615.60
The above table shows the information about the different types of allowances that are
paid to the Non- Managers in the company.
FA-fixed allowance
HRA-house rented allowance
CA-cycle allowance
WA-washing allowance
All grades for Education allowance is Rs.205/All grades for VDA is Rs.2615.60/-
Bonus:Continuously the company is paying bonus as the rate of 20% as per the provisions
of bonus as the rate of 20% on their total salary with out having any salary limit as prescribed
under the bonus act.
46
Wage deductions:The company deducts the wages of the employee in such cases when
the employees takes loan from LIC and staff advances in loans from the credit society.
WAGE AGREEMENT:
As the recommendations of third wage board expired by 30-09-1993 after expiring the
third wage board that two bipartite agreements (09-01-96 to 31-03-98 and 01-10-02 to 31-1205) were occurred between the management of the Jeypore Sugar Co Ltd. and their workmen.
Interim relief of Rs.300/- per month paid to all permanent and seasonal employees
from 01-04-98 to 30-09-02.
A new bipartite agreement was entered between the management of the Jeypore Sugar
Co Ltd. And their workmen.
(a). An increase of basic for all categories of employees given as follows
Un-skilled - Rs. 450/- p.m (Rs. 325/- p.m for previous agreement)
Semi-skilled - Rs. 500/- p.m ( Rs. 375/- p.m for previous agreement)
Skilled & above - Rs. 550/- p.m (Rs. 425/- p.m for previous agreement)
47
completed the
WAGE FITMENT:
Specimen copy of the fitment of workmen in his respective pay scale profile:
Employee code:
Employee name:
Designation:
Grade:
Date of joining:
Existing pay scale:
Revised pay scale:
Fitment:
Pre-revised basic as on date Increase basic
Annual increment
Weightage increment if any
FA
VDA
HRA
CA
WA
EA
Total gross salary
Wage:
Wage and Salary are often discussed in loose sense, as they are used interchangeably.
But ILO defined the term wage as the remuneration paid by, the employer for the services of
hourly, daily, weekly and fortnightly employees. It also means that remuneration paid to
production and maintenance or blue collar employees.
Salary:
The term salary is defined as the remuneration paid to all clerical and managerial
personnel employed on monthly or annual basis. The direct compensation paid to an
employee compensating his services to an organization. Salary is also known as basic pay.
Earnings:
Earnings are the total amount of remuneration received by an employee during a
given period. These include salary (pay), dearness allowance; house rent allowance, city
compensatory allowance, other allowances, overtime payments etc.
Nominal wage:
It is the wage paid or received in monetary terms. It is also known as money wage.
49
Real Wage:
Real wage is the amount of wage arrived after discounting Nominal Wage by the
living cost. It represents the Purchasing Power of Money Wage.
Minimum Wage:
It is the amount of remuneration, which could meet the normal needs of the average
employee regarding as a human being living in a civilized society.
It is defined as the amount of remuneration, which may be sufficient to enable a
worker to live in reasonable comfort, having regard to all obligations to which an average
worker would ordinarily be subjected to.
15 th
session of the Indian Labor Conference held at New Delhi in July 1957. The Conference
recommended that minimum wages should ensure the minimum human needs of industrial
workers. The norms laid down by it are:
In calculating the minimum wage, the standard working class family should be taken
to comprise 3 consumption units for 1 earner, the earnings of women, children and
adolescents being disregarded.
50
In respect of housing, the rent corresponding to the minimum area provided for under
Government Industrial Housing Scheme should be taken into consideration in fixing
the minimum wage.
Incentive Wage:
This is the amount of remuneration paid to a worker over and above the normal wage
as an incentive for employees contribution to the increased production or saving in time or
material.
Wage Rate:
It is the amount of remuneration for a unit of time excluding incentives, overtime
pay, etc.
51
It is the amount of wage fixed for a unit of time fixed on the basis of job evaluation
standards.
Rewards:
An incentive or a reward can be anything that attracts the workers attention and
stimulates him to work. Rewards are of two types:
Intrinsic
Satisfaction that the employees get from the job itself such as pride in ones work,
having a feel of job accomplishment, job enrichment, being a member of a team.
Extrinsic
External to the job and comes from the management namely wage / salary, fringe
benefits, welfare measures, promotions, incentives etc.
Financial
Wages/Salaries, allowances, incentive payments, bonuses, profit sharing etc.
Non-Financial
Canteen facilities, Conveyance facilities, Medical care, paid vacations, paid sick leave
etc.
Performance based
52
Membership based
Membership rewards are allocated to all employees as they are the employees of the
organization. These include basic salary or pay, dearness allowance based on the cost of
living index; house rent allowance, city compensatory allowance etc.
Fringe Benefits:
Fringe benefits refer to various extra benefits provided to the employees, in addition
to the compensation paid in the form of wage / salary. These include employee benefits like
Provident fund
Gratuity
Medical care
Hospitalization
Accident relief
Canteen
Perquisites:
These are allowed to the executives and to retain competent executives.
Company car
Club membership
Paid holidays
Furnished house
53
To
control costs: Through sound wage and salary administration labour and
administrative costs can be kept in line with the ability of the company to pay. It
facilitates administration and control of pay roll.
54
Wage and salary plans and policies should be sufficiently flexible or responsive to
changes in internal and external conditions of the organization.
Wage and salary administration plans must always be consistent with overall
organizational plans and programs.
Wage and salary administration plans and programs should be in conformity with the
social and economic objectives of the country like attainment of equality in income
distribution and controlling inflationary trends.
Management should ensure that employees know and understand the wage policy of
the company. Workers should be associated in formulation and implementation of
wage policy.
All wage and salary decisions should be checked against the standards set in advance
in the wage policy.
Wage and salary plans should simplify and expedite other administrative processes.
the enterprise. Multinational corporations pay relatively higher salaries due to their
higher paying capacity.
3. Labor unions: well-organized trade unions exert pressure for higher wages and
allowances. This pressure is exercised through collective bargaining, strikes and other
methods. Salary levels in commercial banks are high due to higher bargaining power
of bank unions.
4. Cost of Living: Due to inflation, the real wages decline affecting the purchasing
power of workers. Therefore a dearness allowance is given according to the consumer
price index. Labor arrangements generally have a clause providing for automatic
increase in pay as cost of living rises.
5. Prevailing wage rates: While fixing wages, prevailing wages in the particular
industry / region are taken into account. This is necessary to retain and attract
qualified workers.
6. Job requirements: Basic wage largely depends upon the difficulty level and
physical and mental effort required in a particular job.
8. State regulation: wage policy and law of the Govt. exercise a significant influence
on Wage levels. Government has enacted laws to protect the interests of the working
class. No organization can violate laws relating to minimum wages, payment of
bonus, dearness allowances and other allowances, equal pay for equal work.
56
Wage Theories:
There are a number of theories on wages. Important among them are discussed here
under:
The Just Wage Theory: This was the first theory on wages advocated during
medieval period. The essence of this theory is that the worker should be paid on the
level of maintaining himself and his family.
Subsistence Theory: According to Ricardo the laborers are paid to enable them
to subsist and perpetuate the race without increase or diminution.
Standard Of Living Theory: Karl Marx pointed out that the Wage of labor is
determined by a traditional standard of living, which, in turn, is determined by the
mode of production of the country concerned.
The Wage Fund Theory: According to J.S Mill, the wages are determined on
the basis of the relationship between the amount of fund allocated for the purpose of
usage payment and number of workers in a country.
Amount of fund allocated for wage payment
WAGE =
Number of workers
57
The Bargaining Theory of Wages: According to this theory the wages and
other terms of employment are determined on the basis of the relative bargaining
strength of the 2 parties, viz., the employer and the employees. Webbs stated that,
the haggling of the market which under a system of free competition and individual
bargaining determines the conditions of employment.
Wage Board:
Government of India sets up tripartite wage board on industry wise basis to fix and
revise pay. The boards are set up on ad-hoc basis on the demand of trade unions and
employees as there is no low providing for their establishments.
58
b)
c)
Productivity of labor.
d)
e)
f)
g)
h)
i)
j)
Pay Commission
This
is
another
institution
which
fixes
and
revises
the
wages
and
allowances to the employees working in the government and government departments. Pay
Commissions are separately constituted by Central, and State Governments. Central
Government so far has appointed five pay commissions.
59
2. Job Evaluation: The relative value for every job is determined through job
evaluation. The relative job value is then converted into money value so as to fix basic
wage for the job.
3. Wage Survey: wage or salary surveys are conducted to find out wage /salary levels
prevailing in the region or industry for similar jobs. Other organizational problems
such as recruitment, policy, fringe benefits, etc., are also considered.
4. Developed wage system: On the basis of foregoing steps an equitable wage
structure is prepared. While determining such a structure several points need to be
considered:
5. Wage Administration rules: Rules are required to determine the degree to which
advance will be based on length of service rather than merit. The frequency with
which pay increments will be awarded, the rules that will govern promotions from one
pay grade to another and the way control over wage /salary costs can be maintained.
Once the rules, are framed these should be communicated to employees.
60
Management has to formulate and administer the salary policies on sound lines as:
Most of the employees satisfaction and work performance are based on pay.
Employees compare the pay of different employees with their skill, knowledge,
performance, etc.
Finding out the dissatisfaction arising from unfulfilled needs and unattained goals.
Adjusting the salary levels accordingly with a view to enabling the employees to
reach unreached goals and fulfill the unfulfilled needs.
61
S.No
1
2
3
4
Item of Scale
More satisfied
Satisfied
Less satisfied
Unsatisfied
Total
No of
Percentage
Respondents
46
34
25
5
110
42
31
23
4
100
42%
More Satisfied
Satisfied
Un Satisfied
23%
31%
4%
INTERPRETATION:
62
less satisfied
The table reveals that the employees are more satisfied with their
salaries provided by the organization.
S.No
1
2
3
4
Item of Scale
More satisfied
Satisfied
less Unsatisfied
Un satisfied
Total
No of Respondents
58
30
16
6
110
Percentage
53
27
15
5
100
5%
27%
More Satisfied
15%
Satisfied
Un Satisfied
53%
INTERPRETATION:
63
less satisfied
The above table shows that the employees are more satisfied with
in time salary.
S.No
1
2
3
4
Item of Scale
Excellent
Good
Average
Poor
Total
No of Respondents
35
46
18
11
110
Percentage
32
42
16
10
100
10%
32%
Excellent
16%
Good
Average
Poor
41%
INTERPRETATION:
From the above table most of the employees feel good about their
over time salary.
64
S.No
1
2
3
4
Item of Scale
No of Respondents
More satisfied
55
Satisfied
35
Less satisfied
11
Unsatisfied
9
Total
110
Source: Primary data-Questionnaire
Percentage
50
32
10
8
100
Graph:4
50%
More Satisfied
10%
Satisfied
Un Satisfied
less satisfied
8%
32%
INTERPRETATION:
The above table reveals that the employees opinion on Bonus.
Most of the employees are more satisfied about the production bonus.
5. What is employees opinion on taking their Annual Bonus?
Table:4.5
65
S.No
1
2
3
4
Item of Scale
More satisfied
Satisfied
Unsatisfied
Less satisfied
Total
No of Respondents
52
35
8
15
110
Percentage
47
32
7
14
100
47%
More Satisfied
14%Satisfied
Un Satisfied
less satisfied
7%
32%
INTERPRETATION:
From the above table most of the employees in the organization are
most satisfied with their annual bonus.
6. What is the employees response on Incentives?
Table:4.6
S.No
1
2
Item of Scale
More satisfied
Satisfied
No of Respondents
53
35
66
Percentage
48
32
3
4
Unsatisfied
Less satisfied
Total
10
12
110
9
11
100
11%
More Satisfied
9%Satisfied
48%
Un Satisfied
less satisfied
32%
INTERPRETATION:
From the above table majority of the employees are satisfied with
their incentives.
7. What is the respondents response on Rewards?
67
Table:4.7
S.No
1
2
3
4
Item of Scale
Excellent
Good
Average
Poor
Total
No of Respondents
27
59
16
8
110
Percentage
25
54
14
7
100
7%
Excellent
25%
14%Good
Average
Poor
54%
INTERPRETATION:
From the above table 54% of the employees feel good with rewards
provided by the organization.
S.No
1
Item of Scale
Excellent
No of Respondents
51
68
Percentage
46
2
3
4
Good
Average
Poor
Total
38
11
10
110
35
10
9
100
35%
excellent
10%
good
average
poor
9%
46%
INTERPRETATION:
Employees feel their excellence in increments provided by the
organization.
9. What was the employees opinion on House Hent Allowances?
Table: 4.9
S.No
1
2
Item of Scale
Excellent
Good
No of Respondents
27
59
69
Percentage
25
54
3
4
Average
Poor
Total
Source: Primary data-Questionnaire
17
7
110
15
6
100
Graph:9
6%
Excellent
25%
15%
Good
Average
Poor
54%
INTERPRETATION:
Employees are satisfied with house rent allowances provided by
the organization.
S.No
1
2
3
4
Item of Scale
Excellent
Good
Average
Poor
Total
No of Respondents
51
37
22
110
70
Percentage
46
34
20
100
34%
Excellent
20%
Good
Average
Poor
46%
INTERPRETATION:
Employees feel excellent about dearness allowances provided by
the organization.
11.What is the employees opinion about Fringe Benefits?
Table:4. 11
S.No
1
2
3
4
Item of Scale
Very Good
good
Bad
No comment
Total
No of Respondents
45
32
21
21
110
71
Percentage
41
29
19
11
100
Graph: 11
41%
Good
Bad
No comment
very good
11%
29%
19%
INTERPRETATION:
The employees are very much satisfied with the fringe benefits in the
organization.
S.No
1
2
3
4
Item of Scale
Very Good
Good
bad
No comment
Total
No of Respondents
11
18
46
43
110
72
Percentage
10
16
42
40
100
34%
Good
Bad
11%
No comment
very good
11%
45%
INTERPRETATION:
The employees are dissatisfied with the perquisites provided in the
organization.
S.No
1
2
3
4
Item of Scale
Excellent
Good
Average
Poor
Total
No of Respondents
12
21
61
17
110
73
Percentage
11
19
55
15
100
Good
11%
Excellent
15%
Average
19%
Poor
55%
INTERPRETATION:
There is a poor promotion activity in this organization.
S.No
1
2
3
4
Item of Scale
Excellent
Good
Average
Poor
Total
No of Respondents
59
25
18
8
110
74
Percentage
54
23
16
7
100
16%
Excellent
23%Good
7%
Bad
Poor
54%
INTERPRETATION:
From the above table it shows that 54% employees feel excellent t
about provident fund in their organization.
S.No
1
2
3
4
Item of Scale
Very Good
Bad
No comment
good
Total
No of Respondents
63
10
6
31
110
75
Percentage
58
9
5
28
100
58%
Good
Bad
No comment
very good
28%
5%
9%
INTERPRETATION:
From the above table we can say 58% employees feel very good
about ESI.
16.What is the employee opinion satisfaction about Job?
Table:4. 16
S.No
1
2
3
4
Item of Scale
Excellent
Good
Average
Poor
Total
No of Respondents
23
68
19
110
76
Percentage
21
62
17
100
21%
17%
Excellent
Good
Average
Poor
62%
INTERPRETATION:
As 62% employees get job satisfaction in their organization.
17.What is the employees opinion on relationship with
Management?
Table: 4.17
S.No
1
2
3
4
Item of Scale
Excellent
Good
Average
Poor
Total
No of Respondents
15
49
38
8
110
77
Percentage
14
45
34
7
100
34%
Excellent
7%
Good
Average
14%
Poor
45%
INTERPRETATION:
The table shows that there is a good relation between management
and employees.
FINDINGS
The following are the findings:
The Jeypore Sugar Co Ltd. is paid wage and salary according to the wage board.
The Jeypore Sugar Co Ltd. Management must ensure that the employees know and
understand about the wage agreement.
Half of the respondents are satisfied with the receiving the bonus.
It is observed that majority (98%) of the employees are very much satisfied with the
salary that they are receiving.
Majority (83%) of the employees opined that their job is good, 17% however said that it
is average.
78
It is found that, majority (74%) of the employees are feeling good about the overtime
salary. While, 16% of employees felt that it is average, 10% however felt that it is poor.
Majority (79%) of the employees are feeling good about the house rent allowances that
are provided by the company.
Majority (87%) of the employees have the more satisfaction regarding the incentives that
are provided by the company.
It is observed that majority (81%) of the employees opined that the increments given are
good.
All the employees are very much satisfied with the payment of the salaries in time.
Majority (70%) of the employees stated that the promotion policy of the company is
average. Whereas, 30% of the employees opined that the promotion policy is good.
79
SUGGESTIONS
The Management of the Jeypore sugar co.ltd must inform to the workers that how much
percentage to cut their salary under the PF.
The management of the Jeypore sugar co.ltd should ask the opinion of the employees,
before the implementation of the wage agreement.
The management of the Jeypore Sugar Co Ltd. Should settle the wage settlement within
five days after the month.
The management of the Jeypore Sugar Co Ltd. should increase the payment for workers
who have taken their VRS.( Voluntary Retirement Scheme )
80
SUMMARY
The Human Resource Department of an organization is very much significant in
establishing itself as a brand. The past one year has seen an increasing number of companies
focus on creating a unique HR brand for their organization. The scope of Human Resource
management is very large and expanded the scope of HR function into the areas as personnel
aspect, welfare aspect and individual relations aspect.
Human Resource management is now regarded as a must for the successful running
of a business or industrial enterprise. HRM helps management at enterprise level, industrial
level and at societal level.
The basic purpose of wage and salary administration is to establish and maintain an
equitable wage and salary structure and maintenance of an equitable labor cost structure. So
that satisfaction of employees and employers is maximized and conflicts minimized.
The wage and salary administration concerned with the financial aspects of needs.
The needs of the employees so that reward can be individually designed to satisfy some need.
Before they do anything, they look for a reward (or) pay-off. The reward may be money (or)
promotion, but more likely it will be some pay-off a smile acceptance by a peer, receipt of
information, as kind word of recognition etc.
According to Beach, Wage and Salary Programmes have four major purposes
To satisfy people, to reduce the incidence of quitting, grievances and fractions over
pay.
and Salary administration of the Jeypore Sugar Co Ltd., Chagallu. To know about the
different types of allowances in the Jeypore Sugar Co Ltd., Chagallu. To study about the
employees Pay structure in the company. To assess the employees perception about the Wage
81
and Salary structure of the company. To identify problems, if any, in the Wage and Salary
administration of the company and to make suggestions.
The data for the study have been collected from primary and secondary sources. As
part of primary data, a survey has been conducted on the employees of Jeypore Sugar
Company limited. A sample of 110 respondents has been selected on the basis of convenience
and a structured questionnaire has been administered to them. The responses have tabulated
and analyzed with the help of percentages. The secondary data are collected from text books,
magazines, company records and websites.
Sugar Industry is very important to the Indian National economy, because of its
multiple contributions in the shape of employment and provision of raw materials to other
industries.
Sugar is made by some plants to store energy that they don't need straight away, rather
like animals make fat. People like sugar for its sweetness and its energy so some of these
plants are grown commercially to extract the sugar.
The Jeypore Sugar Company Limited was incorporate as a public limited company on 29th
July 1936 under the Indian Companies
Act, 1913 and was the first Company to be registered in the newly formed province of
Orissa.
In the course of expansion of the company, a separate Sugar Unit was established at
Nagaram in Guntur district, Andhra Pradesh in 1958. Due to non availability of sugar cane,
The Unit was shifted to Chagallu, West Godavari District, in Andhra Pradesh in 1961, with an
installed capacity of 850 TCD and having licensed capacity of 1250 TCD. At present, the
companys installed capacity and crushed capacity is at about 8500 TCD.The founder of the
organization is late Sri. Velgapudi Rama Krishna. He was born on March 4 th, 1896 in the
village of Bellamvaripalem in Guntur Dist.
The Management of Jeypore Sugar Company has designed a well structured Wage
and Salary system. In the organization the salaries are paid at three levels namely salaries to
non managers including permanent and seasonal employees, salaries to executives and
salaries to management staff.
82
BIBLIOGRAPHY
S.NO
PUBLISHER
C.B.Memoria
Personnel
Himalaya
management
publication
Research
K.K.Guptha
C.R.Kothari
methodology
3
4
K.Aswathappa
techniques
Human
resource Tata
P.C.Tripati
management
Personal
management
and
P.Subbarao
megraw
Hill companies
Ulthanchand
and and son
industrial relations.
Essentials of the Tata
megraw
And
Industrial
Relations.
Library, journals and personnel department of Jeypore Sugar Co ltd.
WEBSITES: www.worldsugar.com,www.Indiasugar.com
QUESTIONNAIRE
83
b) more satisfied
d) unsatisfied
b) more satisfied
d) unsatisfied
b) good
d) poor.
b) more satisfied
d) unsatisfied
b) more satisfied
84
c) Less satisfied
d) unsatisfied
b) more satisfied
c) Less satisfied
d) unsatisfied
b) good
c) Average
d) poor
b) good
c) Average
d) poor
b) good
c) Average
d) poor
b) good
c) Average
d) poor
b) good
c) Bad
d) no comment
b) good
c) Bad
d) no comment
b) good
85
c) Average
d) poor
b) good
c) Average
d) poor
b) good
c) Bad
d) no comment
b) good
c) Average
d) poor
b) good
c) Average
d) poor
86