JOB+SATISFACTION Print

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CONTENTS
CHAPTER TITLE OF CHAPTER PAGE NO.

NO.
Contents
List of Tables
List of Graphs
List of Figures
1 Introduction 10
2 Job Satisfaction 13
2.1 Definitions
2.2 History
2.3 Importance
2.4 Importance to worker and organization Factors
2.5 Workers role in job satisfaction reasons
2.6 Factors
2.7 Reasons of low job satisfaction
2.8 Effects Of Low Job Satisfaction
2.9 Influences
3 Models of job satisfaction 27
3.1Model of facet of job satisfaction
3.2 Affect theory(Edwin A. Locke 1976)
3.3 Dispositional Theory( Timothy A. Judge 1988)
3.4 Two-Factor Theory (Motivator-Hygiene Theory)
3.5 Job Characteristics Model (Hackman & Oldham)
3.6 Modern method of measuring job satisfaction
3.7 Rating scale
3.8 Personal interviews
3.9 action tendencies
3.10 Job enlargement

3.11 Job rotation
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3.12 Change of pace

3.13 Scheduled rest periods
4 Research methodology 38
4.1 Introduction
4.2 Drafting Of Questionnaire
4.3 Sampling
4.4 Research objectives
4.5 Data Collection
4.6 Relevance And Limitation Of Study
5 Organizational profile 42
5.1 INTRODUCTION OF JAMSHEDPUR DAIRY
5.2 Human Resource Department
5.3 Training
5.4 Rules & Regulation
5.5 Service Rules
5.6 Appointments
5.7 Promotion
5.8 Retirement
5.9 DISCIPLINARY PROCEEDINGS
6 Data presentation, Analysis and Interpretation 85

7 Conclusions And Suggestions 110
Bibliography 113
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6.11
TABLE Responses regarding whether
TITLE OFthe respondents are satisfied
TABLE
with the opportunities of promotions
6.12NO. Responses regarding whether the respondents are satisfied
6.1 Responses
with regarding
the payment whether
of salary the respondents are satisfied
on time
with the workplace
6.2
6.13 Responses
Responses regarding
regarding whether the respondents
whether the respondents are
are satisfied
satisfied
with the infrastructure of organization
quality of formal training and induction program
6.3 Responses regarding whether the respondents are satisfied
6.14 Responses regarding
with the canteen whether
facility the respondents
provided are satisfied
by organization.
6.4 with the quality
Responses of in-house
regarding whethertraining
the respondents are satisfied
with the implementation of rules and responsibilities.
with the period of training
6.5
6.16 Responses regarding whether
whether the
the respondents
respondents are
are satisfied
satisfied
with the
with the freedom
proper and proactive
given HR division Responses
at work.
regarding whether the respondents are satisfied with the
performance appraisal system
6.6
6.17 Responsesregarding
Responses regardingwhether
whetherthetherespondents
respondentsare
aresatisfied
satisfied
with
with the
the performance
team spirit inappraisal system
organization

with the performance appraisal system
with convenient working hours
6.8 with the celebration
Responses regardingofwhether
employees
the birthday
respondents are satisfied
with Job security
with forum for face to face communication
6.21 with the targets

Responses achievable.
regarding whether the respondents are satisfied
with encouragement to employees suggestions
with the targets achievable
with positive acceptance of employees suggestions

with management keeps promises.
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LIST OF GRAPHS
6.11
GRAPHS Responses
TITLE regarding whether the respondents are satisfied
OF GRAPH
NO. with the opportunities of promotions
6.1
6.12 Responses regarding
4.12. Responses whether
regarding the respondents
whether are satisfied
the respondents are
with the workplace
satisfied with the payment of salary on time
with the infrastructure of organization
6.13
Responses regarding whether
whether the
the respondents
respondents are
are satisfied
satisfied
withthe
with thecanteen
quality facility
of formal trainingby
provided and induction program
organization.
6.14 Responses
with regarding whether
the implementation of rulestheand
responsibilities.
with the quality of in-house training
6.15
6.5 4.15. Responses
Responses regarding
regarding whether
whether the respondents
the respondents are
are satisfied
satisfied
with with thegiven
the freedom periodatofwork.
training
6.16
Responses regarding whether
whether the
the respondents
withthe
with theteam
proper andinproactive
spirit HR division Responses
organization
regarding whether the respondents are satisfied with the
6.7 Responses
performanceregarding
appraisalwhether
system the respondents are satisfied
with convenient working hours

with Job security

with the targets achievable.
with the celebration of employees birthday

with forum for face to face communication
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with encouragement to employees suggestions

with positive acceptance of employees suggestions
with management keeps promises.
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LIST OF FIGURES
FIGURE NAME OF FIGURES PAGE

NO. NO.
1 Curve showing relationship between job satisfaction and

rate of turn over and absenteeism
2 Model of determinant of facet of job satisfaction
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CHAPTER NO.1
INTRODUCTION
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INTRODUCTION
Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work.
Job can be influenced by variety of factors like quality of one’s relationship with their
supervisor, quality of physical environment in which they work, degree of fulfillment in
their work, etc.
Positive attitude towards job are equivalent to job satisfaction where as negative attitude
towards job has been defined variously from time to time. In short job satisfaction is a
person’s attitude towards job.
Job satisfaction is an attitude which results from balancing & summation of many specific
likes and dislikes experienced in connection with the job- their evaluation may rest largely
upon one’s success or failure in the achievement of personal objective and upon perceived
combination of the job and combination towards these ends.
According to pestonejee, Job satisfaction can be taken as a summation of employee’s

feelings in four important areas. These are:
1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

opportunities on the job for promotion and advancement (prospects), overtime
regulations, interest in work, physical environment, and machines and tools.
2. Management- supervisory treatment, participation, rewards and punishments,
praises and blames, leaves policy and favoritism.
3. Social relations- friends and associates, neighbors, attitudes towards people in
community, participation in social activity socialibility and caste barrier.
4. Personal adjustment-health and emotionality.
Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational citizenship, Absenteeism, Turnover.
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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.
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CHAPTER NO. 2
JOB SATISFACTION
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2.1 DEFINITIONS OF JOB SATISFACTION
Different authors give various definitions of job satisfaction. Some of them are taken from
the book of D.M. Pestonjee “Motivation and Job Satisfaction” which are given below:
Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of
one’s job. An effective reaction to one’s job.
Weiss
Job satisfaction is general attitude, which is the result of many specific attitudes in three
areas namely:
Specific job factors
Individual characteristics
Group relationship outside the job
Blum and Naylor
Job satisfaction is defined, as it is result of various attitudes the person hold towards the
job, towards the related factors and towards the life in general.
Glimmer
Job satisfaction is defined as “any contribution, psychological, physical, and

environmental circumstances that cause a person truthfully say, ‘I am satisfied with my
job.”
Job satisfaction is defined, as employee’s judgment of how well his job on a whole is
satisfying his various needs Mr. Smith
Job satisfaction is defined as a pleasurable or positive state of mind resulting from

appraisal of one’s job or job experiences.
Locke
2.2 HISTORY OF JOB SATISFACTION
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The term job satisfaction was brought to lime light by hoppock (1935). He revived 35
studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is
combination of psychological, physiological and environmental circumstances. That
causes a person to say. “I m satisfied with my job”. Such a description indicate the variety
of variables that influence the satisfaction of the individual but tell us nothing about the
nature of Job satisfaction.
Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management,
personal adjustment & social requirement. Morse (1953) considers Job satisfaction as
dependent upon job content, identification with the co., financial & job status & priding
group cohesiveness
One of the biggest preludes to the study of job satisfaction was the Hawthorne study.
These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business
School, sought to find the effects of various conditions (most notably illumination) on
workers’ productivity.
These studies ultimately showed that novel changes in work conditions temporarily
increase productivity (called the Hawthorne Effect). It was later found that this increase
resulted, not from the new conditions, but from the knowledge of being observed.
This finding provided strong evidence that people work for purposes other than pay,
which paved the way for researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific
Management, argued that there was a single best way to perform any given work task.
This book contributed to a change in industrial production philosophies, causing a shift
from skilled labor and piecework towards the more modern approach of assembly lines
and hourly wages.
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The initial use of scientific management by industries greatly increased productivity

because workers were forced to work at a faster pace. However, workers became
exhausted and dissatisfied, thus leaving researchers with new questions to answer
regarding job satisfaction.
It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo
Munsterberg set the tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to satisfy five
specific needs in life – physiological needs, safety needs, social needs, self-esteem needs,
and self-actualization. This model served as a good basis from which early researchers
could develop job satisfaction theories.
2.3 IMPORTANCE OF JOB SATISFACTION
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 Job satisfaction is an important indicator of how employees feel about their job
and a predictor of work behavior such as organizational, citizenship, Absenteeism,
Turnover.
 Job satisfaction can partially mediate the relationship of personality variables and
deviant work behavior.
 Common research finding is that job satisfaction is correlated with life style.
This correlation is reciprocal meaning the people who are satisfied with the life
tends to be satisfied with their jobs and the people who are satisfied their jobs
tends to satisfied with their life.
 This is vital piece of information that is job satisfaction and job performance is
directly related to one another. Thus it can be said that, “A happy worker is a
productive worker.”
 It gives clear evidence that dissatisfied employees skip work more often and more
like to resign and satisfied worker likely to work longer with the organization.
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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 Herzberg’s (1957) have shown at least low
correlation between high morale and high productivity and it does seem logical that more
satisfied workers will tend to add more value to an organization.
Unhappy employees, who are motivated by fear of loss of job, will not give 100
percent of their effort for very long. Though fear is a powerful motivator, it is also a
temporary one, and also as soon as the threat is lifted performance will decline.
Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked with a healthier work force and has been
found to be a good indicator of longevity.
Although only little correlation has been found between job satisfaction and
productivity, Brown (1996) notes that some employers have found that satisfying or
delighting employees is a prerequisite to satisfying or delighting customers, thus
protecting the “bottom line”.
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2.5 WORKERS ROLE IN JOB SATISFACTION
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his
or her own satisfaction and well being on the job. The following suggestions can help a
worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents.
This often leads to more challenging work and greater responsibilities, with attendant
increases in pay and other recognition.
Develop excellent communication skills. Employer’s value and rewards

excellent reading, listening, writing and speaking skills.
Know more. Acquire new job related knowledge that helps you to perform tasks more
efficiently and effectively. This will relive boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often results in recognition as well as in increased responsibilities and
rewards. Develop teamwork and people skills. A large part of job success is the ability to
work well with others to get the job done.
Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively. See the value in
your work. Appreciating the significance of what one does can lead to satisfaction with
the work itself. This help to give meaning to one’s existence, thus playing a vital role in
job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress
management techniques.
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2.6 FACTORS OF JOB SATISFACTION
Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major
components of job satisfaction. These are as under:
 The way the individual reacts to unpleasant situations,

 The facility with which he adjusted himself with other person
 The relative status in the social and economic group with which he identifies
himself
 The nature of work in relation to abilities, interest and preparation of worker
 Security
 Loyalty
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and
listed various job factors of job satisfaction. These are briefly defined one by one as
follows:
1. Intrinsic aspect of job

It includes all of the many aspects of the work, which would tend to be constant for
the work regardless of where the work was performed.
2. Supervision
This aspect of job satisfaction pertains to relationship of worker with his immediate
superiors. Supervision, as a factor, generally influences job satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not necessary a part of
the work. Hours are included this factor because it is primarily a function of
organization, affecting the individuals comfort and convenience in much the same
way as other physical working conditions.
4. Wage and salaries
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This factor includes all aspect of job involving present monitory remuneration for
work done.
5. Opportunities for advancement

It includes all aspect of job which individual sees as potential sources of betterment of
economic position, organizational status or professional experience.
6. Security
It is defined to include that feature of job situation, which leads to assurance for
continued employment, either within the same company or within same type of work
profession.
7. Company & management
It includes the aspect of worker’s immediate situation, which is a function of
organizational administration and policy. It also involves the relationship of employee
with all company superiors above level of immediate supervision.
8. Social aspect of job
It includes relationship of worker with the employees specially those employees at
same or nearly same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in any direction
within the organization. Terms such as information of employee’s status, information
on new developments, information on company line of authority, suggestion system,
etc, are used in literature to represent this factor.
10. Benefits
It includes those special phases of company policy, which attempts to prepare the
worker for emergencies, illness, old age, also. Company allowances for holidays,
leaves and vacations are included within this factor.
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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.
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2.8 EFFECTS OF LOW JOB SATISFACTION
1. HIGH ABSENTEEISM
Absenteeism means it is a habitual pattern of absence from duty or obligation.

If there will be low job satisfaction among the employees the rate of absenteeism
will definitely increase and it also affects on productivity of organization.
J
High B
o
b
s
a
t
i
s
f
a
c
t low
A
i
n
low High
Rate of turn over and absences
Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over
and absenteeism.
In the above diagram line AB shows inverse relationship between job satisfaction and rate
of turn over and rate of absenteesm.
As th job satisfaction is high the rate of both turn over and absentiseesm is low and vise a
versa.
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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
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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 worker’s happy”, good
performance would automatically fallow. There are two propositions concerning the
satisfaction performance relation ship. The first proposition, which is based on
traditional view, is that satisfaction is the effect rather than the cause of performance.
This proposition says that efforts in a job leads to rewards, which results in a certain
level of satisfaction .in another proposition, both satisfaction and performance are
considered to be functions of rewards.
Various research studies indicate that to a certain extent job satisfaction affects
employee turn over, and consequently organization can gain from lower turn over in
terms of lower hiring and training costs. Also research has shown an inverse relation
between job satisfaction and absenteeism. When job satisfaction is high there would
be low absenteeism, but when job satisfaction is low, it is more likely to lead a high
absenteeism.
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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 persons
and as bosses.
However, the two concepts are interrelated in that job satisfaction can contribute to
morale and morale can contribute to job satisfaction.
It must be remembered that satisfaction and motivation are not synonyms. Motivation is a
drive to perform, where as satisfaction reflects the individual’s attitude towards the
situation. The factors that determine whether individual is adequately satisfied with the
job differs from those that determine whether he or she is motivated. the level of job
satisfaction is largely determined by the comfits offered by the environment and the
situation . Motivation, on the other hand is largely determine by value of reward and their
dependence on performance. The result of high job satisfaction is increased commitment
to the organization, which may or may not result in better performance.
A wide range of factors affects an individual’s level of satisfaction. While organizational
rewards can and do have an impact, job satisfaction is primarily determine by factors that
are usually not directly controlled by the organization. a high level of job satisfaction lead
to organizational commitment, while a low level, or dissatisfaction, result in a behavior
detrimental to the organization. For example, employee who like their jobs, supervisors,
and the factors related to the job will probably be loyal and devoted. People will work
harder and derive satisfaction if they are given the freedom to make their own decisions.
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CHAPTER NO. 3
MODELS OF JOB SATISFACTION
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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
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3.1 MODEL OF FACET OF JOB SATISFACTION
Skill
Experience
Training Perceived personal
Efforts job inputs
Age
Seniority Perceived
Education amount that
Co loyalty Perceived inputs should be
Past & outcomes of received (a)
performance referent others
Level
Difficulty a=b
Time span satisfaction
Amount of Perceived job
characteristics a>b
responsibility dissatisfaction
a<b guilt
Inequity
Discomfort
Perceived
outcome of
referent others Perceived
amount
received
Actual (b)
outcome
received
Fig.no.2 Model of determinant of facet of job satisfaction
Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is

applicable to understand what determines a person’s satisfaction with any facet of job.
According to this model actual outcome level plays a key role in a person’s perception of
what rewards he recieves. His perception influenced by his perception of what his referent
others recieves. The higher outcome level of his referent other the lower his outcome level
will appear. This model also focus on his perception on reward level.
3.2 AFFECT THEORY
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Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the
theory states that how much one values a given facet of work (e.g. the degree of
autonomy in a position) moderates how satisfied/dissatisfied one becomes when
expectations are/aren’t met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are met) and
negatively (when expectations are not met), compared to one who doesn’t value that facet.
To illustrate, if Employee A values autonomy in the workplace and Employee B is
indifferent about autonomy, then Employee A would be more satisfied in a position that
offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular
facet will produce stronger feelings of dissatisfaction the more a worker values that facet.
3.3 DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory it is a very general
theory that suggests that people have innate dispositions that cause them to have
tendencies toward a certain level of satisfaction, regardless of one’s job. This approach
became a notable explanation of job satisfaction in light of evidence that job satisfaction
tends to be stable over time and across careers and jobs. Research also indicates that
identical twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Core
Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there
are four Core Self-evaluations that determine one’s disposition towards job satisfaction:
self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that
higher levels of self-esteem (the value one places on his self) and general self-efficacy
(the belief in one’s own competence) lead to higher work satisfaction. Having an internal
locus of control (believing one has control over her\his own life, as opposed to outside
forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism
lead to higher job satisfaction.
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3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)
Frederick Hertzberg’s Two-factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace. This theory states that
satisfaction and dissatisfaction are driven by different factors – motivation and hygiene
factors, respectively. Motivating factors are those aspects of the job that make people
want to perform, and provide people with satisfaction. These motivating factors are
considered to be intrinsic to the job, or the work carried out.Motivating factors include
aspects of the working environment such as pay, company policies, supervisory practices,
and other working conditions.
While Hertzberg's model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hackman & Oldham suggesting that
Hertzberg's original formulation of the model may have been a methodological
artifactFurthermore, the theory does not consider individual differences, conversely
predicting all employees will react in an identical manner to changes in
motivating/hygiene factors.. Finally, the model has been criticised in that it does not
specify how motivating/hygiene factors are to be measured]
3.5 JOB CHARACTERISTICS MODEL
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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
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In this method of measuring job satisfaction the comparision between various

orgnizational terms and conditions at managerial level and also the orgnization at a large.
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF

THE ORGANIZATION:
1. Management has a clear path for employee’s advancement
2. Decisions are made keeping in mind the good of the employees
3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I nnovativeness is encouraged to meet business problems.
SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me
2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor
6.Individual initiative is encouraged
SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the company’s compensation package
2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance
4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the eligibility
6. I am satisfied with the holiday (vacation) eligibilities
SATISFACTION WITH TASK CLARITY
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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
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This method facilitates an in-depth exploration through interviewing of job attitudes.

The main advantage in this method is that additional information or clarifications can
be obtained promptly.
3.10 ACTION TENDENCIES

By this method, Job satisfaction can be measured by asking questions and gathering
information on how they feel like behaving with respect to certain aspects of their
jobs. This method provides employees more opportunity to express their in-depth
feeling.
In his study on American employees, hoppock identified six factors that contributed to
job satisfaction among them. These are as follows:
1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.
3. His relative’s status in the social & economic group with which he identifies
himself.
4. The nature of work in relation to the abilities, interest & preparation of the
workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between employees &
management in conflct.they are concern with Job satisfaction or general job attitudes with
the employees.
Philip apple white has listed the five major components of Job satisfaction .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individual’s state of mind about
the work itself and about the life in general .the individual’s health, age, level of
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aspiration. Social status and political & social activities can all contribute to the Job
satisfaction. A person’s attitude toward his or her job may be positive or negative.
3.11 JOB ENLARGEMENT

The concept of job enlargement originated after World War II. It is simply the organizing
of the work so as to relate the contents of the job to the capacity, actual and potential, of
workers. Job enlargement is oblivious forerunner of the concept and philosophy of job
design. Stephan offers three basic assumptions behind the concept of job enlargement.
Output will increase if
1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and different tasks to
a specialized job. It may widen the number of task the employee must do that is, add
variety. When additional simple task are added to a job, the process is called horizontal
job enlargement. This also presumably adds interest to the work and reduces monotony
and boredom.
To check harmful effects of specialization, the engineering factors involved in each
individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened so
that there will be more lines and fewer workers on each line. Moreover, instead of
assigning one man to each job and then allowed to decide for himself how to organize the
work. Such changes permit more social contacts and greater control over the work
process.
3.12 JOB ROTATION
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Job rotation involves periodic assignments of an employee to completely different sets of

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

Anything that will give the worker a chance to change his pace when he wishes will lend
variety to his work. Further if workers are permitted to change their pace that would give
them a sense of accomplishment.
3.14 SCHEDULED REST PERIODS

Extensive research on the impact of rest periods indicates that they may increase both
morale and productivity. Scheduled rest periods bring many advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of achievement.
They provide opportunities for social contacts.
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CHAPTER NO. 4
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
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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
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The questionnaire is considered as the most important thing in a survey operation. Hence
it should be carefully constructed. Structured questionnaire consist of only fixed
alternative questions. Such type of questionnaire is inexpensive to analysis and easy to
administer. All questions are closed ended.
4.3SAMPLING
It was divided into following parts:
Sampling universe
All the employees are the sampling universe for the research.
Sampling technique
Judgmental sampling
Sample was taken on judgmental basis. The advantage of sampling are that it is much less
costly, quicker and analysis will become easier. Sample size taken was 100 employees.
4.4 RESEARCH OBJECTIVES
The research has been undertaken with following objectives.
 To study the level of job satisfaction among the employees of Jamshedpur Dairy, a
unit of Bihar State Co-operative Milk Producer’s Federation Limited (COMFED),
 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
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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 Producer’s
Federation Limited (COMFED),
Limitation for the study, the study was restricted to Jamshedpur Dairy only and other
being the time as constraint.
4.7 CHAPTERISATION
1. Introduction
2. Research methodology
3. Organizational profile
4. Data presentation, analysis and interpretation
5. Conclusions and suggestions
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CHAPTER NO. 5
ORGNIZATION PROFILE
Jamshedpur Dairy, a unit of Bihar State Co-operative Milk Producer’s Federation

Limited (COMFED), with infrastructure of Processing 25,000 Litters, Milk per day was
commissioned in January 1984. The dairy was set up to cater the need of the urban
population, the of good quality milk at a reasonable price. The dairy in a very short period
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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.
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POLICIES:
As far as policy is concern Marketing Department follows the policy of enhancing

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

Limited (COMFED), with infrastructure of Processing 25,000 Litters, Milk per day was
commissioned in January 1984. The dairy was set up to cater the need of the urban
population, the of good quality milk at a reasonable price. The dairy in a very short period
achieved sale of 25,346 litres. Milk per day by the year 1988-89 i.e.101% of the installed
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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.
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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
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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
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organization workforce, as well as the value, attitudes and beliefs of the individuals
involved.
“If you want to invest for a shorter duration plant a tree, But if you are looking for
a long term proposal plant a man ,” because human resource is the most valuable resource
other than any resource. In this chapter, let us have a bird’s eye view of the function of the
Human Resource Department in Bihar State co-operative milk production union.
About HRM in Bihar state milk co-operative federation:
Bihar state milk co-operative federation strongly believes in “WE” concept. They
believe in better human relation, there is no disparity among themselves, and the union is
having a good working culture and uniform code. They believe in respecting other
emotions and thoughts.
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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:-
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 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.
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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
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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).
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 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
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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
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Veterinary unit takes care of the AI and AH activities, guide the farmer about the
cows, and treat the cattle and cows in various DCS.
MEETING & BOARD MEETING
Board meeting is held once in a month. General Body meeting will be held yearly
once the Managing Director will decide regarding the date and place the meeting and
where it should be held.
PROCEDURE FOR ADMINISTRATION:
The purpose of this document is to explain systematic activities carried in

administration activities carried out by Bihar state milk co-operative federation.
The procedure adopted is as follows:
1. Managing director is the chief executive of the Bihar state milk co-operative
federation. He is responsible for overall administrative control of the union.
2. Managing Director is the appointing authority as well as the disciplinary authority

in the union.
3. Bihar state milk co-operative federation has employee’s subsidiary rules and
conduct rules approved by the registrar of co-operative societies and certified
standing orders.
4. Managing director has the power to delegate any of his powers to his sub ordinates
officers for smooth functioning of the administrative section.
5. Time office collects the incoming/outgoing times of all the employees. The
cumulative monthly details of all the employees along with the section wise
reports are sent to finance department through administrative section.
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6. All benefits to the employee and disciplinary measures are governed by Bihar
state co-operative milk union subsidiary rules 1999.
7. The respective section heads identify unauthorized/long absence and action is

being initiated from administrative department.
8. Eligible employees are being promoted from time to time depending on the
performance and availability of vacancies.
MEASUREMENT, ANALYSIS & IMPROVEMENT
The purpose of this document is to, know the measurement, analysis &
improvement and to ensure conformance of quality manual system, product and
continually improve effectiveness of QMS (Quality Manual System). The responsibility is
shouldered on all the employees of the Bihar state milk co-operative federation.
MANAGEMENT INFORMATION SYSTEM
MIS is the key section in providing the information, in right time to top
management. It plays a vital role in progress report collection, formatting, analyzing &
reviewing the information.
DAILY REPORTS
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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.
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 Consolidation of progress reports, analyzing the progress &submission of report to

union, Bihar state milk co-operative federation & NDDB.
 Fixing targets to extension officers regarding key items & review of achievement.
 Sharing information between departments for analysis & review by MD.
 Submission of bench mark reports to NDDB.
 Maintenance of kinds of data & information.
SERVICE RULES
Extract of the Bye-laws No. 25∙26 and No. 26 of the Bihar State Co-operative Milk
Producers’ Federation Ltd., Patna.
25∙26 “The expert panel Shall decide the administrative set up which shall include the
staff required, qualifications, experience, job requirements, scale, etc. and will submit its
recommendation to the Board for its approval. The panel shall be formed of the following
members:
1) A nominee of the Government.

2) The Managing Director of the Federation.
3) Representative of the IDC/NDDB.
After the approval of the recommendations of these panels the Managing Director shall
invite application for recruitment of the staff and the expert panel shall recruit suitable
candidates. This panel shall be responsible for the selection of candidates for the post of
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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 –
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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.
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a. Subject to the Budget allotment sanctioned by the General Body of the Federation
for each year it shall be competent for the Board of Directors of the Federation to
prescribe and to revise from time to time as per the recommendation of the expert
panel, the strength of the establishment of the Federation and the scales of pay,
allowances, etc. admissible to each member thereof.
b. The Board of Director may, whenever it thinks necessary, sanction temporary

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

i. Managers
ii. Deputy Managers/ Accounts officee/Suptd. Engineers.
iii. Assistant Managers / accountants/Executive Engineers.
c. JUNIOR MANAGEMNT CADRE :

i. Executives/ Technical Officers
ii. Junior Executives/Technical Supdts
iii. Supervisors/Senior Technicians.
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d. STAFF CADRE :
Technicians, Administrative Staff like Assistants, Steno Typists, Typists, and
Telephone Operator.
e. SUBORDINATE STAFF CADRE :
i. Class lV Employees.
ii. Contingent Staff watch and ward.
5. APPOINTMENTS
(a) Appointments shall be made only the appointing authority in order of preference
indicated by the selecting authority. The Appointing Authority and Selecting
Authority shall be as follows:
Cadre Unit of appointment Selecting authority Appointing
authority
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Subordinate Dairy Units, Cattle Selection Committee or Managing

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

Promotion Committee Director.
Junior Entire Federation Selection Committee or Managing
Management Promotion Committee Director.
Cadre
Middle Entire Federation Expert panel constituted Managing
Management for this purpose, as per the Director.
Cadre bye-laws provision.
Top Entire Federation Expert panel constituted Managing
management for this purpose, as per the Director.
cadre,Senior bye-laws provision.
Managers
Asstt.
General
manager,
General
Manager.
Managing Entire Federation Panel consisting of a Board
Director. Representative of the
Govt. and the Chairman of
Federation and a
representative of the
NDDB/IDC
Note: For the purpose of transfer, the entire Federation shall be treated as one unit.
(b) All appointments shall be reported to the Board of Directors at its next meeting.
6. APPOINIMENT BY DEPUTATION
The competent authority shall be at liberty to requisition for a specific period, the services
of any suitable person from any state or Central Govt. services, or from other public
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sector undertakings or autonomous bodies on deputation on foreign services’ terms and

conditions which will govern his service in the Federation.
7. APPOINTMENT BY CONTRACT
Notwithstanding any provision in Rule 5 or 6. The Board shall be competent to appoint
any person to any post on individual service contract for its specific period renewable
from time to time. The service conditions of person so appointed on contract shall be
governed by the terms of respective contract.
8. QUALIFICATIONS
No person shall be eligible for appointment to the posts in the Federation unless he
possesses the qualifications prescribed as per the Annexure.
9. DISQUALIFICATIONS
a. No person shall be eligible for appointment to the service of the Federation if he
has been sentenced for any offence other than an offence of a political character
or an offence not involving moral turpitude or delinquency, such sentence not
having been reversed or the offence pardoned.
b. No person who is a near relation to a member of the Board of Directors of the
Federation shall be eligible for appointment to any post in the service of the
Federation. If any doubt arises as to whether a person is or not a near relation of a
member of the Board, the selecting authority shall refer it to the Board with full
particulars and the decision of the Board on the matter shall be final.
10. TEMPORARY APPOINTMENTS
a. In cases of urgency, where it is likely to take time to complete the formality of

making appointments after following the prescribed procedures or where qualified
candidates are not immediately available, it shall be open to the appointing
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authority to make temporary appointments on the recommendation of the expert

panel, irrespective of the fact whether the post is permanent or temporary. Such
appointments shall be reported to the Board of Directors in its next meeting and in
subsequent meetings until the temporary appointments are terminated.
b. An appointment under these rules shall not confer any right on the person so
appointed for confirmation or for further promotion by virtue of holding the
temporary appointments.
c. A person appointed under this special rule shall be replaced as early as is possible,
unless he himself happens to be the person regularly appointed to the post
subsequently.
11. SPECIAL PROVISION FOR APPOINTMENT OF

SON/DAUGHTER/WIDOW OF AN EMPLOYEE DYING
WHILE IN SERVICE
a. Notwithstanding anything to the contrary contained in any other rules, the
appointing may, at its discretion, appoint a son, or a d
b. aughter, or the widow of any deceased employee of the Federation, in any of the
posts included in category (iii) & (iv) :
Provided that the son or the daughter, as the case may be, satisfies the
qualification prescribed for the post other than the method of selection, and if the
person to appointed, is a widow, she satisfies the qualification other than the age
and method of selection.
Provided that in the case of the widow, the Board of Directors may, in suitable
cases and for valid reasons to be recorded, relax the rule relating to educational
qualification as well.
c. Requests for appointment under these special rules shall be received by the
appointing authority within the one year from the date of death of employee.
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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/employees
of the Federation permanently to any other organization or institution to which
any unit would be transferred or handed over.
d. An employee intending to resign his post from the Federation service shall
give a notice to the Competent Authority in writing of his intention, settle his
dues to the Federation and obtain the written orders of the Board accepting the
proposals to leave the Federation. The Competent Authority for accepting
resignation shall be the appointing authority. Any subsisting bond or contract
shall be taken into account before accepting the resignation. The period of
notice shall be 3 calendar months for Managerial cadres and one month in
respect of other employees.
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In special circumstances, recorded in writing, the competent authority may

modify this condition. An employee who resigns his appointment under the
Federation shall forfeit his past service as well as rights accrued to him
thereon, under the Federation.
e. The appointing authority may dispense with the service or terminate the
appointment of any employee of the Federation, without assigning any reason
therefore, after giving him a notice of 3 month, in case of, the managerial
cadre or of one month in respect of employees holding other than managerial
posts or after paying the emoluments for the period in lieu of thereof. The
person so discharged shall be eligible for terminal benefits for the past service
as per rules.
13. FIXATION OF SENIORITY

a. Subject to the rule of reservations, periodically laid down by the State Govt. the
Seniority of employee in any post shall be determined with reference to the date
on which the order or the proceeding appointing him to that post has been issued.
Provided that if more than one person has been appointed to the same type of post
on the same day, the appointing authority shall fix the relative seniority among
persons so appointed and in the absence of any indication to the contrary, the order
in which the names are written in the appointment order shall be deemed to
indicate the order of seniority.
Resolved further that in case of appointments on the basis of merit list published
by the Competent Authority, the seniority will be fixed as per the relative position
in that merit list.
b. In the case of employees whose services have been transferred to the Federation,
due to merger or transfer the relative seniority of such employees vis-a-vis, the
other employees of the Federation will be decided by the competent authority on
the basis of length of service, pay etc. with the Board.
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c. The seniority list as on the 1st of July every year shall be duly published for the
information of staff.
14. DEPUTATION OF FEDERATION’S EMPLOYEE

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

i. The Managing Director of the Bihar State Co-operative Milk Producers’
Federation Ltd., for deputing any Federation’s employee to any institution
or organization on foreign service terms, upto and inclusive of the cadre
and rank of Manager, within the state of Bihar.
ii. The Board of the Bihar State Co-operative Milk Producers’ Federation
Ltd., for deputing any Federation’s employee above the rank of Manager
within the State of Bihar.
iii. For deputing any Federation’s employee outside the State of Bihar.
15. PROMOTION
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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 30th 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
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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.
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d. The Competent Authority may make additional charge arrangement by placing an

officer, with equal or superior qualification, responsibilities or status to be
incharge of the additional post in addition to his normal duties.
e. The additional charge post shall be independent of the normal post in nature, or
should carry distinct or separate set of duties and responsibilities or with different
territorial jurisdiction.
f. During the period of such additional charge, the officer shall be entitled for an
additional pay not exceeding 20% of his basis pay for the period of additional
charge. For periods not exceeding 6 months, no payment will be admissible. The
incumbent shall not be eligible for any special pay or any compensatory
allowances apart from the additional payment due to as referred to above.
g. When an officer holds additional charge of more than one post, he will be entitled
to only 20% of his basis pay as additional payment irrespective of the number
additional post he would hold.
20. RETIREMENT
The age of retirement on superannuation shall be 58 years to all categories of
Federation’s employee except those to whom the Industrial Employment (Standing
Orders Act. 1946) shall apply.
21. PREMATURE RETIREMENT

a. The Appointing Authority shall be at liberty to review the performance, integrity,
physical mental ability to perform the duties and to compulsorily retire those who
have attained an age of 50 years or completed 25 years of service on the ground of
inefficiency, doubtful integrity, physical or mental infirmity. Such compulsory
retirements shall be made by giving a notice of 3 months or paying their pay and
allowances for the period in lieu thereof as per rules in force.
b. An employee on his/her own volition may opt for voluntary retirement after
completing 50 years of age or 25 years of service.
c. The employees who retire prematurely or are retired such shall be eligible for full
retirement benefits as per rules of the Federation.
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22. The competent authority is at liberty to declare any post as security post and to
require the incumbent to deposit any case or in any other form as may be prescribed from
time to time as a necessary prerequisite to hold these posts.
23. LOANS AND ADVANCE

The Board shall be at liberty to frame and implement the schemes of short or long
teem loans and advances to staff and to stipulate the terms of repayment. Interest, method
of recovery etc.
24. EMPLOYMENT PROVIDENT FUND

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

a. The employee who is not covered by the Employees Estate Insurance Scheme
shall be eligible for re-imbursement of medical expenses, excluding diet charges,
if any, for himself and/or a member of his family incurred by him as indoor patient
of Govt. Hospital Or a registered clinic. The cost and details of treatment shall be
certified by the Head of the Govt. Hospital or the registered clinic, as the case may
be, in which treatment was given and the daily room rent, if reimbursed shall not
exceed one third of the cost allowances admissible to the staff per day for journeys
and halts within the state. The reimbursement shall be restricted to the period of
hospitalization.
b. The employee who is not covered by Employees Estate Insurance Scheme shall be
eligible, besides the facilities provided in clause (a), for re-imbursement of
medical in course of treatment of himself and/or a member of his family as an out-
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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 any type of losses are sustained by the Federation due to any act of
commission or negligence of an employee of the Federation the competent authority apart
from terminating the services of the concerned employee, may also recover the value of
such losses to the extent necessary from the salary of such employee.
28. ELIGBILITY TO ABIDE BY THE RULES

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

Every employee shall maintain the strictest secrecy regarding Federation’s affairs and the
affairs of its constituents and shall not divulge directly or indirectly any information of
confidential nature either to a member of the public or to an outside agency or to any
other employee of the Federation not entitled to such information unless:
a. Divulging of such information is in accordance with the law and practices and
usages customary amongst co-operative institutions engaged in similar work.
b. He is compelled to divulge such information by judicial or other authority.
c. Instructed to do so by superior officer in the discharge of his duties.
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30. DRESS AND DECORUM

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

EMPLOYEE IN FIRMS, GIVE OF CONTRACTS ETC
a. No employee shall use his position or influence directly or indirectly to secure
employment for any person related whether by blood or marriage to the
“EMPLOYEE” or to the employee’s wife or husband, whether such a person is
dependent on the employee or not.
b. No employee shall in the discharge of his official duties knowingly grant or
authorize the grant of any advance of or any other facilities to or enter into or
authorise entering into by or on behalf of the Federation any contract, agreement,
arrangement or proposal in any matter or give or sanction any contract or loan to
any undertaking or person if any member of his family is employed in that
undertaking or under that person or if he or any member of his family has any
interest in such matters or contracts in any other manner and the employee shall
refer every such matter of contracts or loan shall thereafter be disposed of
according to the instructions of the competent authority, to whom such reference is
made.
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EXPLANATION:
A person is not deemed to have any interest in an undertaking for the purpose of this sub
rule if he is only a shareholder having not more than 2% of the paid up capital of the
undertaking in his name.
32. TAKING OUTSIDE EMPLOYMENT

a. All employees shall the Federation faithfully and devote their whole time attention
to promote the Federation’s interests. No employee shall engage himself in pursuit
of remunerative full or part time private employment, or commercial or money
lending business or in investment. He shall not engage in speculative purchase and
sale of shares and securities.
PROVIDED That an employee may without any a sanction of competent authority
undertake honorary work of a social or charitable nature or occasional work of a
literary, as artistic or scientific character, subject to the condition that his official
duties do not thereby suffer; but the he shall not undertake, or shall discontinue
such work, if so directed by the appointing authority or any authority superior to
the appointing authority.
Explanation:
i. Canvassing by an employee in support of the business of insurance, agency
or commission agency, owned or managed by a member of his family shall
by deemed to be a breach of this sub rule.
ii. Expression, “member of the family” in relation to an employee includes:
• The wife or husband as the case may be, of the employee,
whether resides with employee or not but does not include a wife
or husband as the case may be, separated from the employee, by a
decree or order of competent.
• Son or daughter or step son or step daughter of an employee and
wholly dependent on him, but does not include a child who is in
no longer in any way dependent on the employee or of whose
custody the employee to has been deprived by or under any law.
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• Any other person related, whether by blood or marriage, to the

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

No employee shall, except with the previous sanction of the appointing authority.
a. Own wholly or in part or conduct or participate in the editing or management of
any newspaper or any other periodical publication.
b. Participate in any Radio or T.V. broadcast or contribute any article or write any
letter either in his own name or anonymously or in the name of any other person to
any newspaper or periodical or make public, or publish or cause to be published
prepass on to others any document, paper or information which may come into his
possession in his official capacity.
c. Deliver any talk or lecture in a public meeting or otherwise.
34. DEMONSTRATIONS
No employee shall engage himself or participate in any demonstration which is
prejudicial to the interests of the sovereignty and integrity of India, the Security of the
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State, friendly relations with foreign State, public order, decency or morality, or which
involves contempt of defamation or incige incitement to an offence.
35. JOINING OF ASSOCIATIONS PREJUDICIAL TO

INTERESTS OF THE COUNTRY
No employee shall join, are continue to be a member of an association, the objects or
activities of which are prejudicial to the interests of the sovereignty and integrity of India
or public order, or morality.
36. CRITICISM OF THE POLICY OF THE GOVERNMENT OR OF

THE FEDERATION
a. No employee shall in any Radio broadcast or T.V. or in any documents published
by him in his own name or anonymously or in the name of any other person or in
communication to the press or in any public utterance make any statement of fact
or opinion.
i. Which has the effect of an adverse criticism of any recent or current policy of
any Government?
ii. Which has the effect of an adverse of criticism of any policy of the Federation
in relation to its business or
iii. Which has the effect of an adverse criticism of any policy of the Federation in
relation to service condition of the employee except while participating in any
lawful and bonafide trade union activity?
b. No employee shall preside over, address or take part in the organization of any
meeting or conference at which it is likely that any of the speakers or organisors
might say or do anything which will have an effect violating the provision of the
sub rule (a), has such speakers or organisors been of the Federation.
37. TAKING PART IN POLITOCS AND IN ELECTION

a. No employee shall be a member of or be other wise associated with, any political
party or any organization which takes part in politics nor shall take part in,
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subscribe in aid of or assist in any other manner any political movement or

activity.
b. No employee shall canvass or otherwise influence or use his influence in
connection with or take part in, an election to any legislature or local authority or a
co-operative society other than an employee’s society.
Provided that an employee qualified to vote at such election may exercise his right
to vote but where he dose so, he shall give no indication of the manner in which he
proposes to vote or has voted.
38. GIFTS
a. No employee or his family members shall receiver any gift from any one except
for gifts whose monetary value does not exceed Rs. 1,000 from class relatives on
special occasions like wedding, anniversary or religious ceremony in conformity
with social or religious customs.
b. No employee of the Federation shall pay, demand or accept dowry for self or for
family members.
39. PROPERTY STATEMENT-ACQUISITION AND

DISPOSAL
a. No employee shall except after notice to the competent Authority, acquire or
dispose of any of his immovable property in his name or in the name of his family
members.
b. All employees shall submit statement of all immovable properties either acquired
or disposed of during the previous calendar year, by way of sale, succession, gift
inheritance, or bequest.
c. All employee of the Federation shall submit statement of movable properties at the
time of joining the federation’s service.
40. OUTSIDE INFLUENCE
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No employee shall bring any political or other outside influence to bear upon any superior
authority to further his interest in the Federation. An employee approaching superior
authorities in connection with the service matters shall obtain prior permission of his
immediate superior authority.
41. REFUSAL TO RECEIVE PAY, STRIKES ETC

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

a. No Federation’s employee shall enter into or contract a marriage with a person
having spouse living.
b. No employee have a spouse living shall enter into or contract a marriage with any
person.
(A) Provided that the appointing authority may permit an employee to enter into a
contract in such marriage as referred to in clause (a) or clause (b) if it is satisfied
that -
i. Such marriage is permissible under the personal law applicable to such
employees and the other party to marriage.
ii. There are other grounds for so doing.
43. CONSUMPTION OF INTOXICATING DRINKS AND

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

The following acts shall be treated as misconduct calling for immediate disciplinary
action against the staff who indulge in them.
a. Theft, fraud, dishonesty in connection with Federation property or business.
b. Taking or giving bribes or any illegal gratification whatsoever.
c. Sleeping while on duty, malingering or slowing down the work.
d. Gambling within the Federation’s premises, conducting or promoting unauthorised
lottery, raffle, or collection and distribution of money within the premises.
e. Unauthorized or unlawful use of the Federation’s properties for any purpose.
f. Spreading false rumours, giving false and tendentious information bringing
disrepute or loss to the Federation or its employees.
g. Indulging in sabotage and other subversive activities.
DISCIPLINARY PROCEEDINGS
45. PUNISHMENTS
a. An employee who commits a willful breach of any of these rules or of any of his
duties, or who acts contrary to the rules of procedure and instruction, or by his
negligence, inefficiency, or indolence causes loss, pecuniary or otherwise to the
Federation or damage to any of its properties, or proves detrimental to its interest,
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prestige or its functioning or who is guilty of any misconduct, misbehavior or

disobedience, shall be liable to any of the following punishment:
i. Censure;
ii. Fine;
iii. Withholding of increments of pay with or without cumulative effect;
iv. Withholding of promotion;
v. Recovery of amounts in the whole or part of any pecuniary loss, caused by
the employee from his pay;
vi. Reduction to a lower stage in the time scale of pay;
vii. Reduction to lower category or post;
viii. Premature retirement;
ix. Removal from service;
x. Dismissal from service;
b. The punishments mentioned in items (i) to (iv) of the above sub-clause shall be
called ‘minor punishments’ and the other, i.e. item (v) to (x) ‘minor punishment’.
EXPLANATION:
i. The discharge of a person.

 Appointed on probation before the expiry, or at the end, of the
prescribed or extended period of probation.
 Appointed to hold a temporary appointment on the expiration of the
period of appointment does not amount to removal or dismissal
within the meaning of sub clause.
ii. The following shall not amount to a penalty within the meaning as per
these special rules.
 Non promotion of an employee, whether in a substantive officiating
capacity, after consideration of his case to a post to which he is
otherwise eligible for promotion as per these special rules.
 Retirement of an employee in accordance with the provision of
special rule 20 and.
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 Reversion to a lower post for want of vacancy.
46. COMPETENT AUTHORITY FOR DISCIPLINARY

PROCEEDING
The appointing authority or any officer authorized by the Board hereinafter referred to as
the disciplinary shall be competent to impose any of the major punishments on an
employee. Provided that before imposing any of the Major punishments on any officer of
category I, the chairman also shall be consulted.
EXPLANATION:
The expression, ‘appointing authority’ for purposes of their special rule means the
authority who is competent to make appointments to the post held by the delinquent at the
time of framing the charges.
\
47. SUSPENSION:
a. An employee may be placed under suspension from service by the appointing
authority or by any higher authority, where,
i. An enquiry into grave charge of disobedience, irregularity, malpractice or
misappropriation is contemplated or is pending, or,
ii. Where an employee is facing trial for any criminal offence.
iii. Pending an enquiry, his continuance in his post or duty is considered to be
detrimental to the discipline of the Federation staff, or to the normal
discharge of their official duties.
iv. It is necessary to facilitate the enquiry or to prevent possible tampering
with the evidence, records and other material objects of the case.
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b. An employee of the Federation, who is detained in police custody or arrested on a

criminal charge or otherwise for more than 48 hours, shall be deemed to have been
suspended under sub-clause (a) above.
c. An order of suspension made at any time may be revoked by the authority which
made the order or by an authority higher than the former.
d. The period of suspension shall be treated as leave to which the employee is

eligible or as duty, according as the employee is found guilty or exonerated as a
result of the disciplinary proceedings instituted for the reasons which led to his
suspension.
48. SUBSITENCE ALLOWANCE:
An employee under suspension shall be entitled to receive during the first 12 months
of suspension, subsistence allowance at an amount equal to half of his basic pay and
proportionate dearness allowance plus full allowances. It may be increased to 75% for
the period exceeding 12 months, if the suspension is prolonged due to administrative
reasons and not by his default or delaying tactics. No house rent Allowance or
uniform allowance will be admissible during the period of recovery shall be effected
in the subsistence allowance:
a. COMPULSORY DEDUCTIONS:
i. Income Tax and surcharge, and other statutory deductions.
ii. House rent and allied charges,
iii. Repayment of loans and advance, due to the Federation or the Govt.
b. OPTIONAL DEDUCTION:
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i. Deduction of premium for Postal Life Insurance policies.

ii. Amount due to cooperative societies and the stores.
iii. Refund of advances from provident fund.
Those items of optional deduction shall be recovered only on the
written request of the employee. No recovery shall be made in his
allowance on subscription to a Provident fund or for the amount
attached by a Court.
49. PROCEDURE FOR IMPOSING MAJOR PUNISHMENTS:

The following procedure shall be followed or caused to be followed by the disciplinary
authority before imposing any of the major penalties on an employee:
a. The employee concerned shall be communicated in writing the charge or charges,

the statement of allegation on which each charge is based and of any other
circumstances which are proposed to be considered while passing orders on the
case. The person charged shall be required, within a reasonable time, to put in a
written statement of his defence and to state whether he desires an oral inquiry or
to be heard in person, or both.
The authority imposing any of the punishment may itself enquire into or if
necessary may appoint an ‘Enquiry officer’ for the purpose, who should be
superior in rank to the concerned employee. If need be, the competent authority
may from a committee of technical or rules and procedures and to assist the
enquiry officer to judge the extent of damage or loss and to base his charge. Such
assessment will form part of the Enquiry Report.
b. After the enquiry or personal hearing referred to in sub-clause (a) above has been
completed and after the disciplinary authority has arrived at provisional
conclusion in regard to the penalty to be imposed, the person charged shall be
supplied with a copy of the report referred to in that clause and be called upon to
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show cause, within a reasonable time, against the penalty proposed. Any
representation in this behalf submitted by the person charged shall be taken into
consideration before final orders are passed, provided that such representation
shall be based only on the evidence adduced during the enquiry.
c. The requirements of this clause shall not apply where it is proposed to impose on
an employee any of the penalties mentioned in clause (a) of rule 45 on the basis of
facts which led to his conviction in a criminal court, but he shall be given a
reasonable opportunity of making any representative, if any, shall be taken into
consideration before the order imposing the penalty.
d. The provisions of clauses (a) & (b) above, may in exceptional case and for special
and sufficient reasons to be recorded in writing, be waived where there is
difficulty in observing exactly the requirements of the sub-rules and these
requirements can be waived without injustice to the employee charged. The
decision of the disciplinary authority in this regard shall be final.
50. PROCEDURE FOR IMPOSING MINOR PUNISHMENTS.

In every case where it is proposed to impose on an employee any of the minor
punishments in rule 45(i), he shall be given through a written notice a reasonable
opportunity, of making any representation, if any, shall be taken into consideration before
the order imposing the penalty is passed
51. APPEALS
a. Appeals against the orders issued by the General Manager shall be considered by
the Managing Director and appeals against the original orders issued by
considered by the Board of directors.
b. There shall be no appeal.
c. Every appeal shall be submitted to the appellate authority through proper channel
within 30 days from the date of receipt of the order imposing a punishment.
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d. The Board shall be at liberty to review or reconsider order passed by the

Competent Authority including the Board, suomoto or on representation and to all
for the appeals withheld or to reopen any case to know whether any canons of
natural justice have been violated or excessive punishment imposed and to revise
the orders.
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CHAPTER NO. 6
DATA ANALYSIS AND

INTERPRETATION
DATA ANALYSIS AND INTERPRETATION
After data have been collected, the researcher turns to the task of analyzing them. The
analysis of data requires a number of closely related operations such as establishment of
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categories, the application of these categories to raw data through tabulation and drawing
statically inferences.
Tabulation is the part of technical procedure where in the classified data are put in the
form of tables.
After analyzing the data, the researcher should have to explain the findings on the basis
of some theory. It is known as interpretation.
The data has been collected from 100 employees of Sudha Milk, Jamshedpur through
questionnaire.
The data thus collected was in the form of master table.
That made possible counting of classified data easy. From the master table various
summery tables were prepared. They have been presented along with their interpretation
in this manner.
6.1. Responses regarding whether the respondents are satisfied with the workplace
of organization
Table 6.1
Satisfaction level No. Of respondents Percentage

Strongly satisfied 31 31
Satisfied 49 49
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Slightly satisfied 12 12
Dissatisfied 5 5
Strongly dissatisfied 3 3
Graph 6.1
responses regarding whether respondents are

satisfied with work place
60
50
percentage
40
30 no. of respondents
20
10
0
d
d
d
d
d
fie
fie
fie
fie
fie
tis
tis
is
tis
is
at
at
sa
sa
sa
ss
ss
y
ly
di
di
gl
ht
on
ly
ig
ng
st
sl
ro
st
satisfaction level
Above table shows that 31% employees are strongly satisfied with their work place. 61%
employees are satisfied with their workplace. It means over all 92% employees are
satisfied and other 18% are not satisfied with the work place.
6.2. Responses regarding whether the respondents are satisfied with the
infrastructure of organization
Table 6.2
87
88
Graph 6.2

Satisfied 20 20
Dissatisfied 16 16
response regarding whether respondents are

satisfied with infrastructure
60
50
percentage
40
30
no. of
20
respondents
10
0
d
d
d
d
d
f ie
fie
f ie
f ie
fie
tis
t is
t is
tis
is
sa
at
sa
sa
sa
ss
s
ly
ly
di
di
g
ht
on
ly
ig
ng
st
sl
ro
st
satisfaction level
Above table shows that 70% respondents are satisfied with infrastructure and 30% are
dissatisfied with infrastructure of Sudha Milk, Jamshedpur
88
89
It can be interpreted that 30% are not satisfied with infrastructure which not more in
number.
6.3. Responses regarding whether the respondents are satisfied with the canteen
facility provided by organization.
Table 6.3

Satisfied 17 17
Dissatisfied 9 9
Graph 6.3
responses regarding whether the respondents

are satisfied with canteen facility
60
50
percentage
40
20
10
0
d
d
d
d
fie
fie
f ie
f ie
fie
t is
t is
t is
t is
is
sa
at
sa
sa
sa
ss
s
y
ly
di
di
gl
ht
on
ly
ig
ng
st
sl
ro
st
satisfaction level
89
90
Above table shows that 88% employees are satisfied with the canteen facility provided by
the organization. Only 12% employees are not satisfied with canteen facility.
6.4.Responses regarding whether the respondents are satisfied with the

implementation of rules and responsibilities.
Table 6.4

Satisfied 23 23
Dissatisfied 11 11
Graph 6.4
responses regarding whether respondents are

satisfied with implimentation of rules and
responsibilities
60
50
percentage
40
20
10
0
d
d
d
d
ie
fie
ie
fie
fie
f
f
is
tis
is
tis
tis
at
at
sa
sa
sa
ss
ss
y
di
ly
di
gl
ht
ly
on
ig
ng
st
sl
ro
st
satisfaction level
90
91
Above table shows that 84% employees are satisfied with implementation of rules and
responsibilities. And 16% of respondents are not seems to be satisfied with the
implementing rules and responsibilities.
6.5. Responses regarding whether the respondents are satisfied with the freedom
given at work.
Table 6.5

Satisfied 36 36
Dissatisfied 16 16
Graph 6.5
responses regarding respondents are

satisfied with the freedom at work
40
35
30
percentage
25
15
10
5
0
d
d
d
d
fie
fie
fie
fie
fie
tis
tis
tis
tis
is
at
sa
sa
sa
sa
ss
s
y
tly
di
di
gl
igh
on
ly
ng
sl
st
ro
st
satisfaction level
91
92
Above table shows that 80% respondents are happy with the freedom at work given by
management but only 20% of respondents are not satisfied with freedom given at work
place.
6.6. Responses regarding whether the respondents are satisfied with the team spirit
in organization
Table 6.6

Satisfied 21 21
Dissatisfied 16 16
Graph 6.6
responses whether respondents are satisfied

with equal treatment to all
60
50
percentage
40
20
10
0
d
d
d
d
d
fie
fie
fie
fie
fie
tis
tis
is
tis
is
at
at
sa
sa
sa
ss
ss
y
ly
di
di
gl
ht
on
ly
ig
ng
st
sl
ro
st
satisfaction level
92
93
Above table shows that 80% employees are satisfied with team sprit built in organization
and other employees are not satisfied with team spirit in the organization.
6.7 Responses regarding whether the respondents are satisfied with convenient
working hours
Table 6.7

Satisfied 41 41
Dissatisfied 23 23
Graph 6.7
responses whether respondents are satisfied with

convinient working hours
45
40
35
percentage
30
25
no. of respondents
20
15
10
5
0
d
d
d
d
ie
fie
ie
fie
fie
f
f
is
tis
is
tis
tis
at
at
sa
sa
sa
ss
ss
y
di
ly
di
gl
ht
ly
on
ig
ng
st
sl
ro
st
satisfaction level
93
94
Above table shows that 20% employees strongly feels that the working hours decided by
organization are most convenient for them. Other 52% employees are satisfied with these
working hours. And only 28% employees are not much satisfied with the working hours.
6.8 Responses regarding whether the respondents are satisfied with Job security
Table 6.8

Satisfied 18 18
Dissatisfied 12 12
Graph 6.8
responces whether respondents are satisfied with

job security
50
45
40
35
percentage
30
20
15
10
5
0
d
d
d
d
fie
fie
fie
fie
fie
is
tis
tis
tis
is
at
at
sa
sa
sa
ss
ss
y
tly
di
di
gl
igh
on
ly
ng
sl
st
ro
satisfaction level
st
94
95
Above table shows that only 31 % employees are satisfied with the job security. And
remaining 69% of employees are not satisfied with the job security provided by the
organization.
6.9 Responses regarding whether the respondents are satisfied with the targets
achievable
Table 6.9

Satisfied 21 21
Dissatisfied 4 4
Graph 6.9

70
60
50
percentage
30
20
10
0
d
d
d
d
d
fie
fie
fie
fie
fie
tis
tis
tis
tis
is
at
sa
sa
sa
a
ss
ss
y
ly
di
di
gl
ht
on
ly
ig
ng
st
sl
satisfaction level
ro
st
95
96
Above table shows that 96% employees are strongly in favor that the targets given are
achievable and only 4% are not feels that the targets given are achievable.
6.10 Responses regarding whether the respondents are satisfied with the targets
achievable
Table 6.10

Satisfied 22 22
Dissatisfied 20 20
Graph 6.10
responses hether respondents are satisfied with

payments as per their roles and responsibility
50
45
40
percentage
35
30
25
15
10
5
0
d
d
d
d
ie
fie
ie
fie
fie
f
f
is
tis
is
tis
tis
at
at
sa
sa
sa
ss
ss
y
ly
di
di
gl
ht
ly
on
ig
ng
st
sl
ro
st
satisfaction level
v
96
97
Above table shows that only 35% employees are satisfied with the payment as per their
roles and responsibility and remaining 65% are not satisfied with the payment according
to their roles and responsibilities.
6.11. Responses regarding whether the respondents are satisfied with the
opportunities of promotions
Table 6.11

Satisfied 14 14
Dissatisfied 26 26
Graph 6.11

with opportunities of promotion
50
45
40
35
percentage
30
25
no. of respondents
20
15
10
5
0
d
d
d
d
fi e
fie
fie
fi e
fie
ti s
tis
tis
is
tis
at
sa
sa
sa
sa
ss
is
ly
y
di
d
gl
ht
on
ly
ig
ng
sl
st
ro
st
satisfaction level
97
98
Only 22% of the employees are satisfied with the opportunities of promotions given by
organization. And most of the employees nearly 78% are not satisfied with opportunities
of promotions.
6.12. Responses regarding whether the respondents are satisfied with the payment of
salary on time
Table 6.12

Satisfied 16 16
Dissatisfied 32 32
Graph 6.12
responses whether the employees are satisfied

with the payment of salary on time
50
45
40
35
percentage
30
20
15
10
5
0
ied
d
d
d
fie
fie
fie
fie
isf
is
tis
tis
tis
sa
at
sa
sa
sa
ss
dis
ly
tly
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
98
99
Above table shows that 60% of employees are satisfied with the payment of salaries on
time. Only 40% of the employees are not much satisfied with the payment of salaries on
time.
6.13. Responses regarding whether the respondents are satisfied with the quality of
formal training and induction program
Table 6.13
Satisfied 36 36
Dissatisfied 14 14
Graph 6.13

are satisfied with the quality of training and
induction program
45
40
35
30
percantage
25
No. Of respondents
20
15
10
5
0
d
d
d
d
fie
fie
fie
fie
fie
tis
tis
tis
tis
tis
Sa
a
sa
sa
sa
s s
dis
Di
ly
ly
ng
ht
ly
ig
ro
ng
Sl
St
ro
St
satisfaction level
99
100
From the above table it shows that 76% of the respondents are satisfied with the quality of
training and induction program and only
6.14. Responses regarding whether the respondents are satisfied with the quality of
in-house training
Table 6.14

Satisfied 19 19
Dissatisfied 20 20
Graph 6.14

are satisfied with quality of in house training
60
50
40
percentage
20
10
0
ied
d
d
d
fie
fie
fie
fie
isf
tis
tis
tis
tis
sa
sa
sa
sa
sa
dis
dis
ly
tly
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
100
101
Above table shows that 86% of the respondents are satisfied with in house training held
by the management. And only 24% of respondents are not satisfied with the quality of in
house training.
6.15. Responses regarding whether the respondents are satisfied with the period of
training
Table 6.15

Satisfied 23 23
Dissatisfied 20 20
Graph 6.15
responses regarding whether the respondents are

satisfied with period of training
25
20
percentage
15
no. of respondents
10
5
0
ied
d
d
d
ie
fie
fie
fie
sf
sf
tis
tis
tis
ai
i
at
sa
sa
sa
s
ss
dis
ly
tly
di
ng
igh
ly
ro
ng
sl
st
ro
st
satisfaction level
101
102
Above table shows that 12% are strongly satisfied with the training program 41% of
respondents are satisfied with the period of training but 37% of respondents are not
satisfied with the period of training.
6.16 Responses regarding whether the respondents are satisfied with the proper and
proactive HR division
Table 6.16
Satisfaction Level No. Of Respondents Percentage

Satisfied 18 18
Dissatisfied 6 6
Graph 6.16

are satisfied with the proper and proactive HR
division
80
70
60
percentage
50
30
20
10
0
d
d
d
d
fie
fie
fie
fie
fie
is
tis
tis
tis
is
sa
at
sa
sa
sa
ss
dis
ly
tly
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaion level
102
103
Above table shows that 92% of the respondents are satisfied with the HR division
Only 8% of the respondents are not satisfied with the proactive and proper HR division,
which is very negligible in number.
6.17 Responses regarding whether the respondents are satisfied with the
Table 6.17

Satisfied 28 28
Dissatisfied 4 4
Graph 6.17
responses regarding whether the

respondents are satiosfied with the
performance ap[praisal system
70
60
50
percentage
no. of respondents
40
30
20
10
0
ied
ied
d
d
fie
fie
fie
isf
isf
tis
tis
tis
sa
at
sa
sa
sa
s
dis
dis
ly
tly
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
103
104
Above table shows that 90% respondents are satisfied with the performance appraisal
system and only 10% of the respondents are not much satisfied with the performance
appraisal system implemented in organization.
6.18 Responses regarding whether the respondents are satisfied with the
Table 6.18

Strongly Satisfied 69 69
Satisfied 19 19
Slightly Satisfied 6 6
Dissatisfied 4 4
Strongly Dissatisfied 2 2
Graph 6.18

are satisfied with the office events and parties
80
70
60
percentage
50
30
20
10
0
d
d
d
d
ie
fie
fie
fie
fie
isf
is
tis
tis
tis
sa
a t
sa
sa
sa
ss
dis
ly
tly
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
104
105
Above table shows that the 69% of respondents are strongly satisfied with the office
events and parties organized by the organization. 25% of respondents are satisfied with
these events and only 6% of respondents are not satisfied with the events organized by the
management
6.19 Responses regarding whether the respondents are satisfied with the celebration
of employees birthday
Table 6.19

Satisfied 16 16
Dissatisfied 0 0
Graph 6.19
105
106

are satisfied with the employees birthdays
remembered & celebrated
90
80
70
percentage
60
50
no. of respondents
40
30
20
10
0
ied
d
d
d
fie
fie
fie
fie
isf
tis
tis
tis
is
sa
at
a
sa
sa
ss
dis
ly
tly
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
Above table shows that nearly all the respondents are satisfied with the employee’s
birthday remembered and celebrated in the organization. No one seems to be dissatisfied
with the celebration of the employee’s birthdays.
6.20 Responses regarding whether the respondents are satisfied with forum for face-
to-face communication
Table 6.20

Satisfied 22 22
Dissatisfied 37 37
Graph 6.20
106
107

are satisfied with the forum for face to face
communication
40
35
30
percentage
25
15
10
5
0
d
d
d
d
ie
fie
fie
fie
fie
sf
tis
tis
tis
is
ai
at
sa
sa
sa
s
ss
s
ly
tly
di
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
Above table shows that only 40% of the respondents are satisfied with the forum for face-
to-face communication and remaining all the 60% of the respondents are not satisfied
with the forum for face-to-face communication.
6.21 Responses regarding whether the respondents are satisfied with encouragement
to employees suggestions
Table 6.21

Satisfied 32 32
Dissatisfied 25 25
Graph 6.21
107
108
responses regarding whether the respondents are

satisfied with the encouragement to employees
suggestions
35
30
25
percentage
20
no. of respondents
15
10
5
0
d
d
d
fie
fie
fie
fie
fie
is
tis
tis
tis
is
sa
at
sa
sa
s a
ss
s
ly
ly
di
di
ht
ng
ly
ig
ro
ng
sl
st
ro
st
satisfaction level
Above table shows that the overall 59% of the respondents are satisfied with the
encouragement given to the employees suggestions in management decision making and
remaining 41% of the respondents are not much satisfied with the encouragement given to
the suggestions of the employees.
6.22 Responses regarding whether the respondents are satisfied with positive
acceptance of employees suggestions
Table 6.22

Satisfied 22 22
Dissatisfied 45 45
Graph 6.22
108
109

are satisfied with the positive acceptance of
employees suggestions
50
45
40
35
percentage
30
25
20
no. of respondents
15
10
5
0
ied
d
d
d
fie
fie
fie
fie
isf
is
tis
tis
is
sa
at
at
sa
sa
ss
ss
ly
tly
di
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
Above table shows that the 26% of the respondents are satisfied with the positive
acceptance of the suggestions given by the respondents but most of the respondents 70%
are dissatisfied with this point.
6.23 Responses regarding whether the respondents are satisfied with management
keeps promises
Table 6.23

Satisfied 14 14
Dissatisfied 6 6
Graph 6.23
109
110

are satisfied with the management keeps
promises
80
70
60
percentage
50
30
20
10
0
d
d
d
d
ie
fie
fie
fie
fie
isf
tis
tis
tis
is
sa
at
sa
sa
sa
ss
dis
ly
tly
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
Above table shows that 90% of the respondents are satisfied with the management keeps
promises and only 10% of the respondents are dissatisfied with the thing that the
management keeps promises.
CONCLUSION AND SUGGESTIONS
All the conclusions are drawn based on the analysis and interpretation of the primary
data regarding the job satisfaction of the employees of Sudha Milk, Jamshedpur.
 From the analysis and interpretation, it is concluded that most of the employees
are satisfied with the workplace and only few employees are not satisfied with the
workplace, which are negligible in number. And similarly in case of infrastructure
most of the employees are satisfied and very small number of employees are not
happy with the infrastructure of Sudha Milk, Jamshedpur and the canteen
110
111
facilities. It means the workplace and infra structure of Sudha Milk, Jamshedpur is
good or satisfactory.
 It is concluded that near about all the employees are satisfied with implementation
of rules and responsibilities. And only some of them are not seems to be satisfied
with the implementing rules and responsibilities. Therefore it shows that
implementation of rule and responsibility is done fairly.
 From the study it is clear that the higher percentage of employees are happy with
the freedom at work given by management but only some of them are not feeling
satisfied with the freedom given at work place.
 According to analysis and interpretation, most of the employees are satisfied with
the team spirit built in organization and only few are not happy with team spirit in
the organization. From this it seems that the team spirit in the organization is
strong.
 This study shows that only few employees strongly feel that the working hours
decided by organization are most convenient for them. Other is not in favor with
these working hours. So it is clear that the management kept the main
consideration about working conditions and the hours, which satisfies the
employees.
 The study shows that very small numbers of employees are satisfied with the job
security. And remaining most of the employees are not satisfied with the job
security provided by the organization. Hence from this analysis it is cleared that
there is feeling of fear of job loss in the employees of Sudha Milk, Jamshedpur
 An analysis shows that employees are strongly in favor that the targets given are
achievable and only are not feels that the targets given are achievable. Hence the
targets set by management are achievable.
 From the analysis it is concluded that very small number of employees are
satisfied with the payment as per their roles and responsibility and remaining all
are not satisfied with the payment according to their roles and responsibilities.
Hence from this analysis it can be cleared that payment according to roles and
responsibilities are not much satisfied.
111
112
 Only little number of the employees is satisfied with the opportunities of

promotions given by organization. It shows that the employees do not have any
growth of opportunities. Analysis shows that the payment of salary is made always
on time.
 From the analysis and interpretation it is clear that very large number of the
respondents are satisfied with the quality of training and induction program and in
house training held by the management. And few are not satisfied with the quality
of in house training. But the period of training is not satisfactory to the employees.
 From the analysis it is clear that HR division is most satisfactory to all employees
only few are not satisfied with the HR division in the company. In case of
performance appraisal system and the office events and parties organized by the
organization near about all the employees are satisfied. The birthdays of all the
employees are remembered and celebrated in the organization.
 It is concluded that the employees are not much satisfied with the forum for face-
to-face communication. From the analysis it is clear that half of the employees are
satisfied and other half are not satisfied with the encouragement given to the
suggestions of the employees. But only few thinks that there is positive acceptance
of the suggestions given by the employees. From the analysis it is clear that
management keeps all the promises.
SUGGESTIONS
The suggestions are drawn from the analysis and observations. Few suggestions are given
as under:
 In case of working hours decided by the organization are not convenient for the
employees of Sudha Milk, Jamshedpur .The working hours are 10 hours per day
that from 8AM to 6PM. These hours should minimize up to 8 hours.
 The criteria for Job security is not much satisfactory so management have
concentrate on job security of employees so that they can work without fear of job
loss in the organization.
112
113
 Opportunities of growth of employees are very less so that there can be employee
turnover hence management has to give emphasis on increasing the promotion
opportunities for according to the performance of employees.
 As there is an active participation of employees in decision making but rarely the

suggestions given by them are drawn in action. Hence the confidence of
employees gets demotivated.
So to motivate the employees management can take into consideration some

proper suggestions given by the employees. It will help to increase the motivation
and ultimately the Job satisfaction of the employees of Sudha Milk, Jamshedpur.
BIBLIOGRAPHY
Books: -
 Hitt, Miller, Colella “Organizational Behavior A Strategic Approach”, Wiley

Student’s Edition.
 Luthans Fred “Organizational Behavior”, McGraw Hill 7th Edition.
113
114
 Newstrom John W., Davis Keith, “Organizational Behavior Human Resource At

Work”, 9th Edition, Tata McGraw Hill Edition.
 Pestonjee D. M. “Motivation and Job Satisfaction”, 1st Edition. Macmillan India
Limited.
Websites: -
www.hrcouncil.com
www.workforce.com
www.google.com
Http.compfed.co.in
114

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1

CHAPTER TITLE OF CHAPTER PAGE NO.

3.10 Job enlargement

3.12 Change of pace

6 Data presentation, Analysis and Interpretation 85

6.18 Responses regarding whether the respondents are satisfied

6.21 with the targets

6.23 Responses regarding whether the respondents are satisfied

6.8 Responses regarding whether the respondents are satisfied

6.9 Responses regarding whether the respondents are satisfied

6.10 Responses regarding whether the respondents are satisfied

6.21 Responses regarding whether the respondents are satisfied

6.22 Responses regarding whether the respondents are satisfied

FIGURE NAME OF FIGURES PAGE

1 Curve showing relationship between job satisfaction and

2 Model of determinant of facet of job satisfaction

According to pestonejee, Job satisfaction can be taken as a summation of employee’s

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

2.1 DEFINITIONS OF JOB SATISFACTION

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

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

2.2 HISTORY OF JOB SATISFACTION

The initial use of scientific management by industries greatly increased productivity

2.3 IMPORTANCE OF JOB SATISFACTION

2.4 IMPORTANCE TO WORKER AND ORGANIZATION

2.5 WORKERS ROLE IN JOB SATISFACTION

Develop excellent communication skills. Employer’s value and rewards

2.6 FACTORS OF JOB SATISFACTION

 The way the individual reacts to unpleasant situations,

1. Intrinsic aspect of job

4. Wage and salaries

5. Opportunities for advancement

2.7 REASONS OF LOW JOB SATISFACTION

1. Conflict between co-workers.

2. Conflict between supervisors.

3. Not being opportunity paid for what they do.

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

5. Fear of loosing their job.

2.8 EFFECTS OF LOW JOB SATISFACTION

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

Rate of turn over and absences

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

3.TRAINING COST INCREASES

INFLUENCES ON JOB SATISFACTION

The work itself

WHAT IS THE IMPACT OF JOB SATISFACTION?

What job satisfaction people need?

MODELS OF JOB SATISFACTION

MODELS OF JOB SATISFACTION

A MODEL OF FACET SATISFACTION

 Affect theory(Edwin A. Locke 1976)

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

3.3 DISPOSITIONAL THEORY

3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

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