Quality of Work Life Project Report

CHAPTER – I

INTRODUCTION TO HRM

1

1. MEANING AND DEFINITION

Human Resource Management (HRM) is a management function that helps

managers recruit, select, train and develop organization members. Some well-known

definitions of HRM are:-

1. "Human Resource Management is the planning, organizing, directing and controlling of

the procurement, development, compensation, integration, maintenance and separation

of human resources to the end that individual organizational and social objectives are

accomplished."

- Edwin B. Flippo

2. "Personnel administration is a code of the ways of organizing and treating individuals at

work so that they will each get the greatest possible realization of their intrinsic

abilities, thus attaining maximum efficiency for themselves and their group, and thereby

giving to the enterprise of which they are a part its determining competitive advantage

and its optimum results."

- Prof. Thomas G. Spates

3. "The field of management which has to do with planning, organizing, directing and

controlling various operative functions of procuring, developing, maintaining and

utilizing a labour force, such that (a) the objectives for which the company is

established are attained economically and effectively, (b) objectives of all levels of

personnel are served to the highest possible degree, and (c) objectives of the community

are duly considered and served."

- Prof. Jucius

4. "Personnel Management may be defined as a set of programmes, functions and activities

designed to maximize both personal and organizational goals."

- M.R.Carrel & F.E.Kumits

5. "The Personal Management is the process of attracting, holding and motivating people

involving all managers -line and staff."

- Dunn and Stephens

2

6. "It is a function of guiding human resources into a dynamic organization that attains its

objective with a high degree of morale and to the satisfaction of those concerned, it is

concerned with getting results through people."

- Lawrence Appley

7. "Personal Management is the recruitment, selection, development, utilization of and

accommodation to human resources by organizations. The human resources of an

organization consist of all individuals regardless of their role, who are engaged in any of

the organizations activities."

- French

3

2. SCOPE OF HRM

The scope of HRM is indeed vast. All the major activities in the working life of a

worker - from the time of his or her inception in the organization until he or she leaves -

come under the purview of human resource management. Specifically, the activities

included are:

(i) Introduction to Human Resource Management

(ii) Employee hiring

(iii) Employee and executive remuneration

(iv) Employee motivation

(v) Employee maintenance

(vi) Industrial relations

(vii) Prospects of human resource management

Fig. 2.1. Scope of Human Resource Management

4

3. OBJECTIVES OF HRM

The primary objective of HRM is to ensure the availability of competent and

willing work force to an organization. Beyond this, there are other objectives are fourfold:

Fig. 3.1. Objectives of HRM

3.1. Societal Objectives: To be ethically and socially responsible for the needs and

challenges of society while minimizing the negative impact of such demand upon the

organizations to use their resources for society's benefit in ethical ways may lead to

restrictions. For example, the society may limit human resource decisions through

laws that enforce reservation in hiring and laws that address discrimination, safety or

other such areas of societal concern.

3.2. Organizational Objectives: To recognize the role of human resource management in

bringing about organizational effectiveness. Human resource management is not an

end in itself, it is only a means to assist the organization with its primary objectives.

Simply stated the department exists to serve the rest of the organization.

5

3.3. Functional Objectives: To maintain the departments' contribution at a level

appropriate to the organizations needs. Resources are wasted when human resource

management is either more or less sophisticated to suit the organizations demands.

The departments' level of service must be tailored to fit the organization it serves.

3.4. Personal Objectives: To assist employees in achieving their personal goals, at least in

so far as these goals enhance the individuals' contribution to the organization. Personal

objectives of employees must be met if workers are to be maintained, retained and

motivated, otherwise employees' performance and satisfaction may decline and

employees may leave the organization.

HRM Objectives Supporting Functions

1. Social objectives 1. Legal compliance2. Benefits3. Union-Management Relations

2. Organizational objectives 1. Human Resource Planning2. Employee Relations3. Selection4. Training and development5. Appraisal6. Placement7. Assessment

3. Functional objectives 1. Appraisal2. Placement3. Assessment

4.Personal Objectives 1. Training and development2. Appraisal3. Placement4. Compensation5. Assessment

Table 3.1. HRM Objectives and Functions

6

CHAPTER – II

QUALITY OF WORK LIFE

7

4. QUALITY OF WORK LIFE

The term "QUALITY OF WORK LIFE" has different connotations to different

persons. For example to a worker in an assembly line, it may just mean a fair day's pay,

safe working conditions and a supervisor who treats him with dignity. To a young new

entrant it may mean opportunities for advancement, creative tasks and a successful career.

To academics it means the degree to which members of work organization are able to

satisfy important personnel needs through their experiences in the organization.

Quality of working life has assumed increasing interest and importance in both

industrialized as well as developing countries of the world. In India, its scope seems to be

broader than many labour legislations enacted to protect the workers. It is more than a

sheer work organization movement, which focuses on job security and economic growth to

the employees.

4.1. Definitions

1. "The degree to which members of a work organization are able to satisfy important

personal needs through the experience in the org."

- J. Richard & J. Loy

2. "A process of work organizations which enables its members at all levels to actively

participate in shaping the org s environment, methods and outcomes."

-The American Society of Training and Development

3. "Quality of work life refers to the level of satisfaction, motivation, involvement and

commitment individuals experience with respect to their lives at work."

-Bernardin Russell

4.2. Factors

There are many factors that can contribute to "QUALITY OF WORK LIFE".

Some of these factors are given by Richard E. Walton. He explains "QUALITY OF

WORK LIFE" in terms of eight broad conditions of employment that constitute desirable

"QUALITY OF WORK LIFE".

8

4.2.1. Adequate and Fair Compensation

This refers to a just and fair balance between effort and reward. It includes such

things as a fair job evaluation, training to perform the job reasonably, ability of the org to

pay, the demand and supply of talent and skills and profit sharing. In summary, it should

respond to whether the compensation helps in maintaining a socially desirable standard and

whether compensation" bears an appropriate relation ship to the pay received for other

work.

It may be useful to point out that in India such labour legislations as Payment of

Wages Act, 1936 and Minimum wages Act, 1948 ensure adequate and fair compensation

to the employees. The committee on fair wages defined fair wage as "The wage which is

above the minimum wage but below the living wage".

4.2.2. Safe and Healthy Environment

In order to improve QWL the work environment should be free from hazards or

other factors detrimental to health and safety of the employees. Walton refers to reasonable

hours of work, zero risk, and physical conditions of work and age restrictions on both

lower and upper side. Concern for safety in the work place in India is enshrined in the

Factories Act, 1948 which lays down minimum standards of protection from machine and

other hazards (noise, pollution, fume, gases etc.,) at the place of work.

4.2.3. Opportunity to Use and Develop Human Capacities

The work today has become repetitive and fragmented. The average worker often

response mechanically to the demands of machine without much control on them.

Contrary to the traditional assumptions, QWL is improved "to the extent that the

worker can exercise more control over his or her work, and the degree to which the job

embraces an entire meaningful task" but not a part of it. Further QWL provides for

opportunities like autonomy in work and participation in planning in order to use human

capabilities.

4.2.4. Opportunity for Career Growth

Opportunities for promotions are limited in case of all categories of employees

either due to educational barriers pr due to limited openings at the higher level. QWL

9

provides future opportunity for continued growth and security by expanding ones

capabilities, knowledge and qualifications.

Here the focus is on career opportunities as against the job. How much and what

kind of opportunities are available to develop new and expand existing abilities to avoid

obsolescence.

4.2.5. Social Integration in the Work Force

One of the objectives of QWL is to generate satisfying identity with the

organization and develop a feeling of self-esteem. Social integration in the work force can

be established by creating freedom from prejudice, supporting primary work groups, a

sense of community and interpersonal openness, legalitarianism and upward mobility.

4.2.6. Constitutionalism in the Work Org

Enhanced QWL should also ensure zero violation of the constitutional guarantee

by executing organizational decision. QWL provides constitutional protection to the

employees only to the level of desirability as it hampers workers. It happens because the

management's action is challenged in every action bureaucratic procedures need to be

followed at that level. Constitutional protection is provided to employees on such matters

as privacy, free speech, equity and due process.

4.2.7. Work and Quality of Life

QWL provides for the balanced relationship among work, non-work and family

aspects of life. In other words family life and social life should not be strained by working

hours including overtime work, work during inconvenient hours, business travel, transfers,

vacations etc.

4.2.8. Social Relevance of Work

The organization which has lack of concerns for social causes like waste disposal,

low quality product, overaggressive marketing, employment practices make workers

depreciate the value of their work and career which in turn effect their self-esteem.

QWL is concerned about the establishment of social relevance to work in a

socially beneficial manner. The workers self-esteem would be high if his work is useful to

the society.

10

4.3. Specific Issues in QWL

Trade unions claim that they are responsible for the improvement in various

facilities to workers where as management takes credit for improved salaries, benefits and

facilities. However, P/HR manager has specific issues in QWL besides normal wages,

salaries, fringe benefits etc., and takes lead in providing them so as to maintain higher

order QWL.

4.3.1. Pay and Stability of Employment

Good pay still dominates most of the other factors in employee satisfaction.

Various alternative means for providing wages should be developed in view of increase in

cost of living index, increase in levels and rates of income tax and profession tax.

Enhancing the facilities for human resource development can provide stability to a greater

extent.

4.3.2. Occupational Stress

Stress is a condition of strain on one's emotions, thought process and physical

condition, stress is determined by the nature of work, working conditions, working hours,

pause in the work schedule, workers abilities and nature and match with the job

requirements. Stress is caused due to irritability, hyper-excitation or depression, unstable

behavior, fatigue, stuttering, trembling pains, heavy smoking and drug abuse. Stress

adversely affects employee's productivity. The P/HR manager, in order to minimize the

stress has to identify prevent and tackle the problem. He may arrange the treatment of the

problem with the health unit of the company.

4.3.3. Organizational Health Programmes

Organizational health programmes aim at educating employees about health

problems, means of maintaining and improving of health etc., these programmes cover

drinking and smoking cessation hyper tension control, other forms of cardiovascular risk

reduction, family planning etc. Effective implementation of these programmes result in

reduction in absenteeism, hospitalization, disability, excessive job turnover and premature

death. This programme should also cover relaxation, physical exercise, diet control etc,

4.3.4. Alternative Work Schedules

Alternative work schedules including work at home, flexible working hours,

11

staggered hours, reduced work per week, part-time employment which may be introduced

for the convenience and comfort of the workers as the work schedule which offers the

individual the leisure time, flexible hours of work is preferred.

4.3.5. Participation Management and Control of Work

Trade unions and workers believe that workers participation in management and

decision - making improves QWL. Workers also feel that they control over their work, use

their skills and make a real contribution to the job if they are allowed to participate in

creative and decision- making process.

4.3.6. Recognition

Recognizing the employee as a human being more than as a laborer increases the

QWL. Participative management, awarding the rewarding systems, congratulating the

employees for their achievement, job enrichment, offering prestigious designations to the

jobs, providing well furnished and Decent work places, offering membership in clubs or

association, providing vehicles, offering vacation trips are some means to recognize the

employees.

4.3.7. Congenial Worker Supervisor Relations

Harmonious supervisor worker relations give the worker a sense of social

association, belongingness, achievement of work result etc, this in turn leads to better

QWL.

4.3.8. Grievance Procedure

Workers have a sense of fair treatment when the company gives them the

opportunity to ventilate their grievances and represent their case succinctly rather than

settling the problems arbitrarily.

4.3.9. Adequacy of Resources

Resources should match with stated objectives; otherwise, employees will not be

able to attain the objectives. This results in employee dissatisfaction and lower QWL.

4.3.10. Seniority and Merit in Promotions

Seniority is generally taken as the basis for promotion in case of operating

employees. Merit is considered as the basis for advancement for managerial people where

12

as seniority cum-merit is preferred for promotion of ministerial employees. The

promotional policies and activities should be fair and just in order to ensure higher QWL.

4.3.11. Employment on Permanent Basis

Employment of workers on casual, temporary, probationary basis gives them a

sense of insecurity. On the other hand, employment on permanent basis gives them

security and leads to higher order QWL.

4.4. Quality of Work Life and Human Resource Management

Quality of Work Life is broader than motivation though these two terms seems to

be similar. All personal related activities affect QWL. Some examples are

HR Activity Effect on QWL

1. Job Analysis Analyze the job in such a way that human

needs like redeem, challenging work,

autonomy can be satisfied.

2. Selection Selecting the right and placing thing in the right position. This satisfies his needs for rewards, interesting work etc.

3. Job Enrichment Satisfy higher order needs like pride ego.

4. Job Evaluation Equitable wages.

Table 4.1. HR Activities and their Effects on QWL

4.5. Barriers to QWL

QWL suffers from barriers like any other new scheme. Management, employees

and unions fear the effect of unknown change. All these parties feel that the benefits of this

concept are few though they are convinced about its effect on personal management as a

whole and on the individual parties separately management should develop strategies to

improve QWL in view of the barriers.

13

4.6. Strategies for Improvement of QWL

The strategies for improvement in QWL include self managed work teams, job

redesign, enrichment, effective leadership and supervisory behavior, career development,

alternative work schedules, job security, administrative or organizational and participative

management.

4.6.1. Self-managed Work Team: These are also called autonomous work groups or

integrated work teams. These work teams are formed with 10 to 20 employees who plan,

coordinate and control the activities of the team with the help of a team leader who is one

among them. Each team performs all activities including selecting their people. Each team

has authority to make decisions and regulate the activities. The group as a whole is

accountable for the success or failure. Salaries are fixed both on the basis on individual and

group achievement.

4.6.2. Job Redesign and Enrichment: Narrow jobs can be combined into large units of

accomplishment. Jobs are redesigned with a view to enriching them to satisfy higher order

human needs.

4.6.3. Career Development: Provision for career planning, communicating and

counseling the employees about the career opportunities career path, education and

development and for second career should be made.

4.6.4. Alternative Work Schedules: Provision for flexible working hours, part-time

employment, job sharing and reduced work week should be made.

4.6.5. Job Security: This tops the employees list of priorities. It should be adequately

taken care of.

4.6.6. Administrative or Organizational Justice: The principles of justice, fair and

equity should be taken care of in disciplinary procedure, grievance procedures, promotions,

transfer, demotion, work assignment, leaves etc.

4.6.7. Participative Management: Employees should be allowed to participate in

management, participative schemes which may be of several types. The most sophisticated

among them is quality circle.

14

Implementation of these strategies ensures higher level of Quality of Work Life.

4.7. QWL and Productivity

The general perception is that improvements in QWL costs much to the

organization, but it is not so, as improvement over the existing salary, working conditions

and benefits will not cost much. However, the rate of increase in productivity is higher

than the cost of QWL. Thus increase in QWL results in increase in productivity, but

continual increase in QWL eventually leads to reduction in productivity due to increase in

cost of output. This is because the workers output does not increase proportionately after a

certain level even though QWL increases.

Improved QWL leads to improved performance. Performance should mean not

only physical out put but also the behavior of the workers in helping colleagues in solving

job related problems, accepting orders with enthusiasm, promoting a positive team spirit

and accepting temporary unfavorable work conditions without complaint.

15

CHAPTER - III

BACKGROUND OF THE STUDY

16

5.BACKGROUND OF THE PROBLEM

Organizations, in the past, gave more importance on advanced technology for

higher productivity surpassing the needs and mental state of its employees. This created a

negative impact on the working environment among the employees. Thus it was realized

that 'societal support goes hand in hand with technical innovations. This integration can

only be made through quality of work life programmes. Quality of work life denotes all the

organizational inputs that aim at the employee's satisfaction and enhancing organizational

effectiveness. In the late 1950s the term QWL was used to stress the prevailing poor

quality of Life at work place and it was first defined then in terms of people's reaction to

work, particularly an individual's job satisfaction and mental health. It also refers to

favorableness or unfavorableness of the job environment for people.

Multifarious criteria that characterize this industrial orientation include fair

compensation, healthy working conditions, and opportunities for developing skills.

Continued growth and security, conducive work environment, protection of worker’s

rights, social relevance and balance between work and personal life. Later, quality came to

be recognized as an approach or method used for improving work. It was viewed to be

synonymous with methods used for improving work. It was viewed to be synonymous with

methods such as job enrichment, self managed teams and managed committees.

The management in every organization should sincerely invite their employees to

suggest ways to improve their operation and the quality of their work life, only if these

ideas are received in a spirit of appreciation. The employees should then be asked to

participate in studying the feasibility and recommend appropriate means of implementing

each suggestion that survives such review. The quality of life at work probably would then

be enhanced. A management practice that manifests concern about job enrichment,

employee security, career opportunities and the opportunities for employees to have voice

in matters which affect them is entirely consistent with meticulously controlled operations

in the interest of efficiency, effectiveness, quality assurance, customer service, profitability

and high employee morale.

As a part of fulfilling the above mentioned responsibility with regard to improving

the quality of work life of employees Ganpati Sugar Industries Ltd., which was established

17

in 1996 assigned me this task as part of my M.B.A. project work. By measuring three

motivational dimensions – employee participation, employee involvement, and

employee satisfaction, the Company would like to take preventive measures if any loop

holes are find out with the help of my study. So, that they will be able to take

personalized approach to help employees locate the resources and support needed to

better manage their work and life responsibilities.

18

CHAPTER – IV

NEED FOR THE STUDY

19

6. NEED FOR THE STUDY

Mankind needs to be related with one self, with others, with the society, and with

the world. This relatedness provides us the basic stimuli and motivations to live, perform

and achieve at home and at work.

Having concern with the life on the job is not new. It's a fact that quality of work

life and quality of life are interdependent. The degree to which employees are able to

satisfy their personal needs with the experience they gained in professional life acts as a

motivational factor for employees. The increased ferment of union activities in the 30s and

40s, through collective bargaining and legislations, led to improved working conditions.

Even before that, labour was vigorously protesting management attempts to change the

work environment. A study by Professor Robert F .Hoxie, Chicago University in 1915,

reported how the unions, particularly the machinists, were fighting scientific management

techniques. The so-called scientific management, and labour complaint, condemned the

workers to a monotonous routine, destroyed their creativity, and drove them to the brink of

exhaustion.

There are generally two types of workers-some accept the life as they find it, i.e.

a job, which provides a living, is enough. But for some others, 'taking home a pay is

not all'-they want a chance for self-fulfillment in workplace. Thus most of the employees

in the organizations want this activity to be conducted, though a few reject the idea and do

show alienation.

These workers generally do not want increased responsibilities, nor want to learn

new skills. They only need a specially tailored approach to cope with their feelings. This

minority should be permitted to continue in their respective skills and familiar tasks so

long as they perform satisfactorily.

Today's aspirations for an improved work life, however, go well beyond

continuing efforts to improve benefits and working conditions. Minority groups have

fought for equal opportunities. Youth has gained greater degree of freedom from parents

and other adult authorities. Citizen groups and environmentalists have called for more

corporate responsibility, at the expense of profits, if necessary. Many companies are

20

responding with thoughtful plans and tangible actions.

Conclusion

There is a positive correlation between quality of work life and quality of life.

Some factors such as intrinsic motivation, control job involvement job attractiveness are

factors that potentially influence both QWL and quality of life.

Quality of Work Life has a distinct bearing on Quality of Life. Private sector

companies, if they want to elevate the level of performance, should take enough initiatives

to improve QWL. Accurate and consistent scales should be developed to measure the

above factors and regular monitoring needs to be done. The present study is meant to

detect the various activities Ganpati Sugar Industries Limited currently adopting in

order to improve the QWL of employees, so that corrective measures can be taken if any

bottlenecks are found in the study.

21

CHAPTER – V

OBJECTIVES OF THE STUDY

22

7. OBJECTIVES OF THE STUDY

Mankind to be related, with one self, with others, with the society, and with the

world. This relatedness provides us the basic stimuli and motivations to live, perform and

achieve at home and at work.

Quality of work life and quality of life are correlated. Some factors such as

intrinsic motivation, control, job involvement and job attractiveness are factors that

potentially influence both QWL and quality of life.

The primary objective of the present study is to study the three basic motivational

factors (which together build a qualitative work life for the employees)

Employee job satisfaction

Employee job involvement

Employee Participation, with regard to the employees of Ganpati Sugar Industry

Limited with the following specific objectives.

7.1. Specific Objectives

With the help of different questionnaires (Closed end) for both blue-collar and

white-collar workers of GSIL, the present study tried to achieve the following specific

objectives.

The availability and satisfaction level of employees with regard to the following

issues of the company, so that the primary objective of the study can be achieved.

Adequate and fair compensation

Safe and healthy working conditions

Opportunity to use and develop human capacities

Opportunity for continued growth and security

Social integration in work environment

Constitutionalism or the 'rule of law' in the work organization

Work span in the total life space

The social relevance of work life

23

7.2. Type of Study

Based on the type of information required, research is divided into three

categories. They are

Exploratory study

Descriptive study

Causal study

Our study is Descriptive type of study because the information required for in this

study- has a particular specified objective.

7.3. Data Needs

1. Information on the workers and on all Departments as Finance, Engineering,

Manufacturing, Cane, Personnel, Commercial and Stores.

2. Information from the Human Resources about the employees.

7.4. Source of data

There are two types of sources of data required for this study. They are Primary

source of data and Secondary source of data.

7.4.1. Primary Data: Primary data are the data that are collected to help, solve a problem

or take advantage of an opportunity on which a decision is pending. Here in this study the

primary data is collected by means of questionnaires administered to workers and

employees of GSIL.

7.4.2. Secondary Data: Secondary data are the data that were developed for some

purpose other than helping to solve the problem at hand. For this study the secondary data

was obtained from various documents like business plan etc., provided by the management

of GSIL.

24

7.5. Sample Plan

7.5.1. Population Specification: The populations for this survey are divided into two

broad groups. They are shop-floor workers from different departments and administrative

staff.

Total No. of Shop-floor workers - 434

Total Administrative staff - 86

7.5.2. Sample Profile: Random sample taken for our study was with a general sample

profile of workers as being highly experienced and working for a long time in the

company. All the employees in this study were middle aged and well experienced.

7.5.3. Method of Sampling: The method of sampling chosen for this study is non-

probability sampling. Several kinds of non-probability samples in common use are

(i) Convenience sampling

(ii) Judgment sampling

(iii) Quota sampling

(iv) Purposive sampling

In this study we have taken Convenience sampling as our method of sampling. The

sample was arbitrarily chosen to be 100 in number out of the total population of 510.

7.5.4. Size of the Sample: The sample size for this study is 100. This sample contains 80

workers and 20 people from administrative staff. This is according to the ratio of workers

and administrative staff in GSIL.

7.6. Method of Analysis

Method of analysis for this study is simple statistical analysis.

25

7.7. Limitations of the study

The study was restricted to only about 100 employees.

Only two shifts of workers were considered due to lack of time.

Respondents being influenced by responses of other respondents.

Limited ability to comprehend questions by workers.

There may have been little apprehension in giving information due to fear of higher

authorities.

26

CHAPTER - VI

SUGAR INDUSTRY – A CURTAIN

RAISER

27

8. SUGAR INDUSTRY

8.1. Background

Sugar industry is the largest agro-based industry located in the rural India. About

45 million sugarcane farmers, their dependents and a large number of agricultural laborers

are involved in sugarcane cultivation, harvesting and ancillary activities, constituting 7.5%

of the rural population. Besides, about 0.5 million skilled and semi-skilled workers, mostly

from the rural areas, are engaged in the sugar industry. The sugar industry in India has

been a focal point for socio-economic development in the rural areas by mobilizing rural

resources, generating employment & higher income, transport and communication

facilities. Further, many sugar factories have established schools, colleges, medical centers

and hospitals for the benefit of the rural population. Some of the sugar factories have also

diversified into byproduct based industries and have invested and put up distilleries,

organic chemical plants, paper and board factories and cogeneration plants. The industry

generates its own replenishable biomass and uses it as fuel without depending on fossil

fuel. The sugar industry's contribution to the Indian economy is, therefore, enormous.

There are 426 installed sugar mills in the country with a production capacity of

200 lakh MTs of sugar. These mills are located in 18 states of the country. About 60% of

these mills are in the cooperative sector, 35% in the private sector and rest in the public

sector.

The minimum price of raw material, namely sugarcane, is statutorily fixed by the

Central Government on the basis of the recommendation made by Commission for

Agricultural Costs & Prices (CACP). Sale of sugar produced by the mills is regulated by

the Central Government through monthly fixation of quota. 90% of the sugar produced is

allowed to be sold by mills as free sale quota (free in regard to price and movement) and

10% is allowed to be sold as levy to State Governments or their nominees at predetermined

prices. The sale of sugar produced in 4-5 months of the sugar season is staggered over a

period of a year or more.

Agriculture in the country being largely rain fed, monsoon plays an important role

in the production of sugarcane, the basic raw material for the sugar industry. On the back

of successive good monsoons, sugar production in the country increased rapidly in the last

28

five years, reaching 20.1 million tons in 2002-03 from 15.5 million tons in 1998-99. The

sugar production in the last 15 years may be seen at following table

8.2. Sugar Production in India

Year Sugar Production

(Million Ton)

1988-89 8.75

1989-90 10.99

1990-91 12.04

1991-92 13 .40

1992-93 10.60

1993-94 9.83

1994-95 14.64

1995-96 16.45

1996-97 12.90

1997 -98 12.85

1998-99 15.53

1999-00 18.20

2000-01 18.51

2001-02 18.52

2002-03 20.14

2003-04 13.55

2004-05 12.78

2005-06 19.50

Table 8.1. Sugar Production in India

29

Without any major increase in consumption of sugar, large accumulation of sugar

stocks took place during 1998-99 and 2002-03, leading to low price realizations. The ex-

factory price of sugar fell from a high of Rs.1630/quintal in 2001 to a low of

Rs.1130/quintal in 2003. The ex-factory price of sugar remained even below the cost of

production for long periods of time.

As it is, the competitive edge of Indian sugar in international market is weak. This

was further weakened due to depressed price of sugar in the international market, eroding

export possibilities and earnings from export. Although efforts by the industry and

incentives from Central Government culminated in the export of about 40 lakh tons of

sugar in the last three years, yet domestic price continued to remain low.

The low cash realizations led to serious financial crunch for the sugar industry.

The value of sugar stocks was not even enough to cover the working capital advances

taken, seriously affecting cash flows and the ability of sugar mills to service debts and

interest on loans for modernization/expansion/byproduct utilization. Even routine

maintenance was affected in the case of many factories. Interest rate on loans and advances

have generally been falling in the country. However, the advantages of falling interest rates

did not flow to the sugar industry, as the perspective of financial institutions/banks with

regard to the sugar industry remained negative in the adverse sugar market scenario

mentioned above.

Huge increases in production up to 2002-03 has been followed by low sugar

production in 2003-04 (and projected low production in 2004-05) on account of drought

and pest infestation in certain major sugar producing States. Although this has resulted in

stabilization of sugar prices, the loss in production has compounded the problems of the

sugar industry. The loss in production is not only likely to reduce the ability of sugar

factories to service their debts, but may even affect running of the sugar factory because of

inadequate availability of working capital. Low capacity utilization resulting from low

availability of cane is likely to lead to higher costs of production. As many as 100 factories

are unlikely to come into production in 2004-05 because of non-availability of cane

creating difficulties in meeting fixed costs and wages of mill employees.

Thus by April 2004, the sugar industry found itself entangled in a complex web of

30

problems of high stocks, low prices, poor profitability, mounting cane price arrears,

financial crunch (or outright sickness) limited modernization/expansion/ diversification,

and weak international competitive edge.

It was in this context, that the Interim Budget 2004-05 provided that "The

Government will prepare a package for the revitalization of sugar industry, in consultation

with all the stakeholders". Accordingly, a Committee, consisting of all stakeholders was set

up on March 12, 2004 under the Chairmanship of Shri S.K. Tuteja, Secretary, Ministry of

Food, Consumer Affairs & Public Distribution, Government of India for the purpose of

identifying the problems faced by the sugar industry and suggest a package for its

revitalization to enable make it viable, self sustaining and globally competitive.

8.3. Sugar Scenario - National & International

8.3.1. National

The sugar industry is the second largest agro-based industry, next to textiles in the

country. The first sugar mill in the country was set up in 1903 in the United Provinces.

There are 553 installed sugar mills, of which 453 were in operation in the year 2002-03

and utilized 194.4 million ton of sugarcane (69% of total cane production) to produce

20.14 million tons of sugar. About 5 lakh workmen are directly employed in the sugar

industry besides many in industries, which utilize by-products of sugar industry as raw

material.

Sugar industry contributes about Rs.1650 crores to the Central Exchequer as

excise duty and other taxes annually. In addition, about Rs.600 crores is realized by the

State Governments annually through purchase tax and cess on cane. At the prevailing sugar

cane price, the total sugar cane produced in the country value at about Rs.24000 crores per

year.

The Government of India licensed new units with an initial capacity of 1250 TCD

up to the 1980s and with the revision in minimum economic size to 2500 TCD, the

Government issued licenses for setting up of 2500 TCD plants thereafter. The Government

de-licensed sugar sector w.e.f. 11.9.1998. The entrepreneurs have been allowed to set up

sugar factories or expand the existing sugar factories as per the techno-economic feasibility

of the project. However, they are required to maintain a radial distance of 15 kms from the 31

existing sugar factory. This stipulation is further legalized by the Govt. of India order

recently.

After de-licensing, a number of new sugar plants of varying capacities have been

set up and the existing plants have substantially increased their capacity. The increase in

number of units and capacities during the period 1980-2003 is shown in Table.

Year No. of Units Average capacity (t/d)

1980-81 315 1718

1981-82 320 1721

1982-83 321 1779

1983-84 326 1779

1984-85 339 1834

1985-86 342 1885

1986-87 354 1862

1987 -88 357 1888

1988-89 365 1925

1989-90 377 2036

1990-91 385 2088

1991-92 392 2167

1992-93 393 2325

1993-94 394 2388

1994-95 408 2483

1995-96 416 2531

1996-97 412 2656

1997 -98 400 2863

1998-99 427 2855

1999-00 423 3049

2000-01 436 3203

2001-02 434 3285

2002-03 453 3343

2003-04 422 3343

2004-05 400 3380

2005-06 426 3415

Table 8.2. Number of Sugar Factories in Operation in India and Average Capacity

Decennial No. of units % increase in Average % increase in

32

period ending units over the capacity per capacity overbase per year unit (ton) the base year

1980 (1980)1980 299 -- 1650 ---1990 377 26 2030 232000 423 41 3000 822003 453 52 3340 102

200420052006

No spurt – some of the inefficient old units are closed.

Table 8.3. Number of Sugar Units in Operation

The average per capita consumption of sugar is estimated at 18.3 kg/year in the

year 2002-03. Based on the existing trend, this is estimated to increase to 23-24 kg/year by

year 2010. At an annual population growth rate of 1.6% per annum, the population of India

is expected to be 116 Crores by the year 2010 and therefore the corresponding estimated

requirement of sugar will be 24.3 million tons. To achieve this, the sugar cane needs to be

cultivated on an area of about 5.5 million ha with an average yield of 65 T /ha. As the

increase in area of the sugarcane from the present 4.36 million hectare to 5.5 million

hectare, may not be possible due to other competing crops, it becomes necessary to

improve the productivity and yield of sugarcane and sugar recovery. The State wise

scenario in respect of sugarcane production, cane consumption by sugar industry, sugar

produced, season duration, number of units etc. in different key sugar producing States is

as per following table.

State No. of units Season Sugarcane Sugar

33

in operation duration Production Production(davs) (Million tons) (Million tons)

Andhra Pradesh 35 119 18.08 1.05Bihar 10 117 5.21 0.34Gujarat 15 152 12.46 1.05Haryana 15 162 9.27 0.62Karnataka 36 142 33.01 1.55

Maharashtra 135 125 45.14 5.61Punjab 22 147 9.25 0.59Tamil Nadu 36 195 32.62 1.83Uttar Pradesh 101 150 117.98 5.26Uttaranchal 10 138 7.55 0.44

Table 8.4. State-Wise Sugar Production

Phased decontrol of the sugar industry

In pursuance to the decision to decontrol sugar industry, the Central government

reduced compulsory levy obligation of the sugar industry from 40% to 30% with effect

from 1/1/2000, 15% with effect from 1/2/2001 and 10% with effect from 1/3/2002. In

November 2001, the Central Government announced that the sugar factories would be

given quarterly releases for non-levy free sale sugar from January 2002 in place of the

monthly releases. In February 2002, the Central Government decided to dispense with the

release mechanism with effect from 1st April 2003. However, in March 2003, it was

decided to continue with the release mechanism up to September 2005 and to review the

position in February 2005.

Introduction of Futures/Forward trading in sugar

The Central Government has decided to introduce futures/forward trading in

sugar, a step that is necessary before effecting complete decontrol of sugar. A notification

to this effect has been issued under the Forward Contracts (Regulation) Act, 1952 in May

2001. In November 2001, the Government has given in principle clearances to three

proposed exchanges - two in Mumbai and one in Hyderabad - that are in the process of

completing the procedural formalities to set up exchanges and to commence futures

trading.

Restructuring of Public Distribution System (PDS) for sugar

34

Consequent upon reduction of levy percentage, the PDS for sugar has been

restructured. Sugar in the PDS is supplied to the Below Poverty Line (BPL) families in all

States/Union Territories, except the North Eastern States, hilly States and island territories,

where sugar in the PDS is available to all the ration cardholders.

Liberalization of sugar trade

The Central Government has lifted restrictions on fortnightly sales by the sugar

factories. It has also removed the stockholding and turnover period limits on the dealers of

sugar.

Decanalisation of export

The Sugar Export Promotion Act, 1958 under which export of sugar was

canalized through agencies nominated by the Central Government has been repealed with

effect from 15.1.1997.

Removal of Quantitative ceiling on export of sugar

The central government has removed the quantitative ceiling on export of sugar. It

has also dispensed the registration requirement for export of sugar with the Agricultural &

Processed Food Export Development Authority (APEDA) with effect from 1.4.2001.

Promotion of export of sugar

The central Government took the following measures to promote export of sugar:

Exemptions from compulsory levy obligation on the exported quantity of sugar.

Deferment of adjustment of the exported quantity of sugar in the stocks of the sugar

factories for the purpose of domestic free sale releases. (This deferment was initially

given for six months, which was later increased to twelve months and in November

2001 to eighteen months).

Reimbursement of expenditure of internal transport and freight on export shipment of

sugar

Neutralization of disadvantage in ocean freight charges to the extent of Rs.350/- per

ton of sugar exported.

35

Reimbursement of marketing and handling charges @ Rs.500/- per ton sugar exported.

The above have been withdrawn for exports made against Release Orders issued

on or after June 21, 2004, keeping in view the lower production of sugar in 2003-04 sugar

season.

Revival of sick sugar mills

As on April 01, 2004, there were 45 sick sugar companies in the public/private

sectors. The number of cooperative sugar units with negative net worth as on 31/3/2003

was 130, as per information provided by NABARD.

Loans from the Sugar Development Fund (SDF) at concessional rates of interest

are available now for the revival of potentially viable sick sugar mills. In regard to the

cooperative sugar mills, which are not within the purview of BIFR, the Government has

constituted a Committee under the Chairmanship of Joint Secretary, Food & Public

Distribution, to recommend revival packages for potentially viable sick cooperative sugar

mills.

Promoting utilization of by-products

The Central Government has amended the Sugar Development Fund Act, 1982 to

provide for loans from the SDF at concessional rate of interest to sugar factories for

undertaking bagasse based cogeneration of power projects and for production of anhydrous

alcohol/ethanol from alcohol/molasses.

8.3.2. International

Sugar is produced in 110 countries. The leading sugarcane producing countries

are Brazil, India, Australia, Thailand, China and Cuba. Sugar is extracted from two

different raw materials, sugarcane and beet. Both produce identical refined sugar.

Sugarcane is grown in semi-tropical regions, and accounts for around two-thirds of world

production. Beet is grown in temperate climates, and accounts for the balance one third of

world production. The Russian Federation, Ukraine and Europe account for around 80 per

cent of total beet sugar production. In addition to weather conditions, diseases, insects, and

quality of soil, production of sugarcane and beet are affected by international trade

agreements and domestic price support programmes.

36

India was among the largest producers of sugar in the world in 2002-03 and ranks

as the largest growing global market for the product. India has 20% of the total sugar mills

in the world and accounts for about 15% of the global production. Now, Brazil occupy the

first position in production and export.

Now, India has maintained its position as the 2nd largest sugar producing country

in the world, having a share of over 15 percent of the world's sugar production. The

production of sugar in India, from 1996-97 to 2003-03 sugar season (October - September)

vis-a.-vis the global production of sugar has been as follows:

Sugar Consumption

India is also the largest consumer of sugar in the world. Consumption of sugar in

India increased from 16 million tones in 1996-97 to 18.5 million tones in 2005-06.

Per Capita Consumption

Apart from white sugar India also consumes alternate sweeteners jaggery and

khandsari, which are produced in large quantities, representing about 35% of the total

sweeteners production in the country. Taking into account all the three sweeteners i.e.

white sugar, jaggery, and khandsari, on a per capita basis, India's consumption stands at a

reasonably high figure. This would be evident from data of per capita consumption of

sugar in various countries.

The production is expected to increase in Brazil, China and Australia whereas, it

is expected to fell short in India in sugar season 2004-05 and 2005-06 due to severe

drought as compared to the previous season. In 2005-06 there was good rain and it is

expected to have a bumper production during 2006-07 season.

In the new season the market will be shaped by developments in two sugar giants

- Brazil the world's largest sugar producer and exporter and India the world's largest sugar

consumer.

37

CHAPTER – VII

SUGARCANE AGRICULTURE

38

9. SUGARCANE AGRICULTURE

Sugarcane is an important commercial crop in the country occupying about 4.36

million hectors with an annual sugarcane production of 281.6 million ton (2002-03).

Sugarcane occupies about 3.0% of the total cultivated area and it is one of the most

important cash crops, contributing about 7.5% of the gross value of agricultural production

in the country. About 50 million farmers depend on sugarcane cultivation for their

livelihood and equal number of agricultural laborers earn their living by working in sugar

cane farms.

Sugarcane is the primary raw material for all major sweeteners produced in the

country. It also supports two important cottage industries; viz., Gur (jaggery) and

khandsari industries, which together produce about 10 million ton of sweeteners (gur and

khandsari sugar) consuming about 28-35% of the cane produced in the country.

9.1. Availability of Cane

At present, sugarcane is being cultivated throughout the country except in certain

hilly tracts in Kashmir, Himachal Pradesh etc., The sugarcane growing areas may be

broadlyl classified into two agro-climatic regions viz.sub-tropical and tropical.

Major portions of sugarcane cultivation in India lies in the sub-tropical belt. U.P.,

Uttar Pradesh, Bihar, Punjab, Haryana are the important cane growing States in the region.

Sugar cane is also grown in a few pockets in Madhya Pradesh, West Bengal, Rajasthan and

Assam, but the productivity in these States is very low.

Sugarcane is grown extensively in the tropical belt including States of

Maharashtra, Andhra Pradesh, Tamil Nadu and Gujarat, as sugar cane, which is a tropical

crop, has favorable agro climatic conditions for its growth in these States. The yields are

substantially higher in the tropical belt as compared to the sub-tropical regions.

The availability of sufficient quantity of good quality sugarcane in the mill area is

an important pre-requisite for the factory to be economically viable. Further, the cost of

transportation and deterioration in quality increases significantly with the distance of the

39

areas from where sugarcane is procured. It is therefore necessary that suitable steps are

taken by the various stake holders (including State Governments) to ensure that sufficient

sugarcane is developed and grown in the mill area for the purpose.

Therefore scientific rationalization of cane area will have a direct impact on the

economy of the sugar industry to enable it to compete globally.

9.2. Major reasons for low productivity

Recently there has been a major reduction in area under sugarcane cultivation and

its yield mainly due to drought in almost the whole of tropical and sub-tropical regions.

The effect of drought, delayed payment of cane price and low sugar prices in the recent

past have led to fall in sugarcane production and closure of some sugar mills.

The incidence of woolly aphid as a new pest on sugarcane came to light in August

2002 in Belgaum district and moved swiftly to Bhadra canal areas and Cauvery basin in

southern Karnataka. The incidence and alarming rate of spread and severity has created

panic among the cane growers in Cauvery basin who have already suffered substantial

losses due to drought during the previous years.

9.3. Sugarcane Variety

Various experiments conducted under All India Coordinated Research Project

(AICRP) has shown that the newly developed varieties are suitable to be grown under

specific climatic conditions. Therefore only the recommended varieties are to be cultivated

suitable to the regions.

Bihar records the lowest sugar recovery % cane as compared to other major sugar

producing States of the country. Against an all India average recovery of 10.36% in 2002-

03, Bihar's recovery was only 9%, some factories have even recorded recovery as low as

7.0 - 8.23%. This is against an average recovery of 10.93%, which was achieved by the

Bihar factories in 1942-43.

40

Special attention is therefore required to be given to varietal composition in

regions recording low sugar in cane. It was suggested by the stake holders that the

Sugarcane Research Institute, Pusa which is the only Research Institute in Bihar should be

allocated adequate funds by the Central and State Government for developing suitable

varieties of sugarcane which are high yielding and have high sugar content. It was noted

that in some regions like Uttar Pradesh a number of low sugared cane varieties continue to

occupy large areas in spite of being rejected by the State Government. Therefore, there is

an urgent need for replacement of such rejected varieties through extension services.

41

CHAPTER – VIII

OVERVIEW OF GSIL

42

10. AN OVERVIEW OF GANAPATI SUGAR INDUSTRIES

LIMITED

10.1. Origin

GSIL was started in 1996 at Fasalwadi Ikulabgoor village, Sangareddy Mandal,

Medak District.

Mr. Bal Govind Lohia is Founder and Chairman of GSIL Mr. P.M.Nair is

Director of Operations and Projects, Mr. K.Harinath is Executive Director, Mr. M.Janaki

Manohar is Executive Director Mr. G.Bhaskar Reddy is General Manager (Cane) and

Mr.S.Nagaraj is General Manager (Process).

Factory is located in Fasalwadi village just 5 Kms away from Sangareddy town.

It has beautiful environment and peaceful atmosphere as it is situated adjacent to river

Manjeera.

Mr.K.Harinath (Executive Director) is the Head of the Company. He is looking

after all the functional areas of GSIL.

GSIL is working round the clock in season. It has three shifts A, B, & C.

Shift A: 6A.M to 2 P.M (lunch time - 11.30A.M to 12 noon)

Shift B: 2P.M to 10P.M (Break time - 7P.M to 7.30 P.M)

Shift C: 10 P.M to 6A.M (Tea break - 00.30A.M)

General Shift for Administrative Staff is 8.30 A.M to 5 P.M

The entire organization is divided into eight different departments viz;

Production

Personnel

Engineering

Mechanical

Lab

43

Stores

Commercial A/C Department

Cane Departments

10.2. Functional Departments of the Organization

Human Resource Department

Production / Process

Marketing Department

Finance Department

Chief Engineering Department

Chief Chemist

Cane Department

10.3. Product Profile of the Company

10.3.1. Products

Sugar

Power (co-generation)

Ethanol

10.3.2. Bi-products

Bagasse

Molasses

Press mud

Sugar: The sugar plant presently has an installed crushing capacity of 5,000 tonnes of

sugarcane per day (8,00,000 tonnes per annum) with recovery rate of 10.40%. Power (co-

generation): Existing power plant is able to generate electricity by using bagasse, a bi-

product in the process of manufacturing sugar, as under 03.000 mega watt (old power

plant) + 15.575 mega watt (new power plant) = 18.575 mega watt.

Power generated will be first captively consumed for its existing sugar plant and the

surplus is being sold to the Sate Government.

Ethanol: Ethanol is produced from Molasses which is a bi-product obtained during

44

manufacture of sugar as well as obtaining from outside sources. Ethanol is being currently

used as additive to petrol and diesel.

The bi-products generated during crushing of sugarcane and manufacture of sugar are:

Bagasse: is used as a fuel in a co-generation plant. It is also used as a raw material in the

manufacturing of paper.

Molasses: Industrial alcohol and down stream chemicals can be produced from molasses.

Industrial alcohol is a vital raw material for a number of chemicals and it also has great

potential as fuel.

Press Mud: As this contains cane was, it is used as recovery for commercial use. Press

mud is used as manure.

1. Sugar 10.40% to 10.65%

2. Bagasse 30%

3. Molasses 4.50%

4. Press Mud / Press cake 3%

Table 10.1. Recovery rate of various product

10.4. Production Process

Sugar: The technological process adopted by the company involves production of white

crystal sugar by double sulphitation process. Sugar is produced in modem vacuum pan

factories and the method of manufacture comprises five operations.

Extraction of juice

Clarification of juice

Evaporation

Crystallization

Centrifugation

Marketing

Sugar is sold in the market through the following three channels

Own marketing and sale efforts

Marketing channels

45

Through exports

Own Marketing and Sale Efforts: includes sales to multinational companies through

orders.

Marketing Channels: Free sugar will be sold through Government appointed dealers.

Dealers require license to handle this product. Factory enlist such dealers in different

business areas and sell the sugar or fix up quota to this dealer depending upon the order by

the Government and allow them to sell it to actual users and to retail shops.

Through Exports: India is a major producer and consumer of sugar in the world. The

sugar policy has so far been directed towards achieving self-sufficiency in production to

meet the consumption requirements. With three successive years of bumper production,

Government has decided to open export market with certain attractive concessions to the

sugar manufacturing units.

Sales analysis for the year 2005-06 is presented representing percentage distribution of

market segment

Direct Sales 3.95

Through Network 10.48

Sale to Government (levy sugar) 0.60

Export 0.79

Table 10.2. Sales Analysis (2005-06)

GSIL Customer Profile

Pepsi

Coca-cola

Nestle

SmithKline Beecham

Hindustan Liver Limited

Indian Tobacco Company Limited

Haldiram

Many other major customers

46

Category No. of Persons

Management positions 10

Administration 86

Workmen 434

Total 530

Table 10.3. The Total Manpower Strength of the Company - Cadre wise

10.5.HR Policies

10.5.1. Recruitment Process - Rules followed

All sugar factories are governed by the rule of All India Sugar Board. All the

employees up to supervisory A grade which come under this are Unskilled labor, Semi-

skilled labor, Skilled labor, Highly skilled labor, operators, supervisory staff.

All the post above this is not governed by rules and regulations and all the other

staff comes under Factories Act, 1948, Workers compensation Act etc.

The structure of wage board is specific with fixation of salary grades, yearly

increments, and other benefits like medical allowance, washing allowance, eligibility of

leave, gratuity, provident fund and insurance linked retirement benefits. The retirement age

of personnel is 60 years and no fixed pension scheme is now available in sugar industry.

Career progression depends upon merit, experience attained, availability of higher

post and personal capacity.

Unskilled and up to supervisory A are recruited by a committee constituted by

company's general manager or personnel manager and as per qualification, physical health

etc as required by the specific post. Chief executive or other officer will issue appointment

order and appointing authority can only take disciplinary action if required. Only

recruitment is for new units and generally there would not be any recruitment once the

specific factory stabilizes. Vacancy arises out of retirement, absconding, etc and will be

filled by generally promoting eligible candidates to the higher post to lowest post

47

recruitment could be carried out.

Preference will be given to local candidates in the order of same district, nearby

district and state. Outside candidates are generally avoided.

10.5.2. Managerial cadre recruitment

In this category highly competent, efficient and qualified personnel are required.

The recruitment is carried out by all India basis and first preference is given to the

candidate from the same state.

Advertisement will be released in newspapers (vernacular and other languages)

with specific qualification, experience age etc. giving enough time for applying. After

receipt of application by personnel manager or general manager, as the case may be, it will

be scrutinized for their competency and short-listed. This is to avoid ineligible candidates

and to get only competent persons. Once the segregation work is over, list will be put up to

chief executive and after his approval individual interview calls will be sent to the

candidates specifically asking them to attend the interview on a particular date.

A committee consisting of highly competent persons from the officers like chief

engineers, general manager personnel, chief process controller, finance manager and

outside experts are present depending on the requirement of the post. Written exam will be

conducted if need be otherwise only oral interview will be conducted. Additional

weightage will be given to extra experience, merits, awards etc. and most suitable

competent person will be selected.

This category of employees start from assistant manager, deputy manager,

manager, senior manager, vice-presidents, presidents etc, For them there will be a fixed

grade and will be fixed in that grade as per their merit. Along with basic salary, dearness

allowance and other allowances etc they will also be paid one month salary as medical

benefit over and above they are eligible for thirty day earned leave, fifteen day sick leave

and twelve days casual leave in a year. This facility is extended not only to higher grades

but applicable from unskilled category onwards.

As hitherto applied in these categories also generally capable persons are

promoted to higher posts as and when fresh vacancies are available. Similarly if no

48

opportunities are present then employees are given higher grades with better incentives to

hold them in the company and to avoid frustration in their work.

Wage board employees are also given the benefit of dress(uniform), washing

allowance, children's educational allowance and family planning incentives etc to

encourage them and to keep them in good spirits.

On the job training is provided to all the low grade employees to make them

competent in specified jobs.

49

CHAPTER IX

ANALYSIS

AND

INTERPRETATION

11. ANALYSIS AND INTERPRETATION

50

ADEQUATE AND FAIR COMPENSATION

S. No. Measurement % of Respondents

1. Highly Satisfied 15

2. Satisfied 70

3. Neither satisfied

Nor dissatisfied 5

4. Dissatisfied 10

5. Highly Dissatisfied 0

Total 100%

Table 11.1. Adequate and Fair Compensation


Fig. 11.1. Adequate and Fair Compensation

As 70% of the respondents have replied as satisfied with their salary it shows that

there is fair job evaluation present in the organization and it has ability to pay well.

Adequate compensation helps in maintaining a socially desirable standard of life. Only a

small percent of employees' feel that they are not paid accordingly for their services

rendered to the organization. There is also always difference of opinion from person to

person, which may cause this aberration.

FRINGE BENEFITS

51



2. Satisfied 65


Nor dissatisfied 15

4. Dissatisfied, 10


Total 100%

Table 11.2. Fringe Benefits

Fig. 11.2. Fringe Benefits

These are the various benefits at the fringe of the wage, management provides

these benefits to motivate the employees and to meet their lives contingencies. In this study

about 65% of employees have responded to be satisfied with the fringe benefits provided

by the organization. Some have not responded positively, as they have not yet perceived

any real benefit in the organization.

RECOGNITION

52


1. Congratulating 50

2. Monetary Rewards 35

3. Non-monetary Rewards 10

4. Others 5

Total 100%

Table 11.3. Recognition

Fig. 11.3. Recognition

Recognizing the employees for their contribution towards the organization

increases the QWL of the employees. Awarding the rewarding systems, congratulating the

employees for their achievements, and providing non-monetary rewards such as job

enrichment, providing well furnished and decent workplaces, providing vehicles, offering

vacation trips etc. 50% of respondents say that congratulating is the way of recognition for

their contribution. 35% of them feel they are provided with monetary rewards. Only 10%

of them feel that non-monetary rewards are present in the organization.

OCCUPATIONAL STRESS

53


1. High Stress 50

2. Moderate Stress 35

3. Low Stress 0

4. No stress 15

Total 100%

Table 11.4. Occupational Stress

Fig. 11.4. Occupational Stress

Stress is a condition of strain on ones emotions, thought process and physical

condition. Stress is determined by the nature of work, working conditions, working hours,

pause in the work schedules, nature and match with the job requirements. 50% of

respondents feel the high stress involved in their job, 35% of them say that their job

involves moderate stress and the rest feet no stress performing their job.

CAREER GROWTH

S. No. Measurement % of Respondents54

1. Promotions 60

2. Job Enlargement 15

3. Job Enrichment 5

4. Career counseling 10

5 Training 10

Total 100%

Table 11.5. Career Growth

Fig. 11.5. Career Growth

Here the focus is on career opportunities as against the job. How much and what

kind of opportunities are available to develop new and expand existing abilities to avoid

obsolescence? Opportunities for promotions are limited in case of all categories of

employees either due to educational barriers or due to limited openings at the higher level.

For employees surveyed, the most common career growth opportunity is in the form of

promotions. Only 15% have said job enlargement and for career counseling & training

10% each have said as their career growth opportunity.

INFORMAL GROUPS

55


1. No Restrictions 50

2. Few Restrictions 15

3. High Restrictions 35

Total 100%

Table 11.6. Informal Groups

Fig. 11.6. Informal Groups

Informal groups depict the picture of social integration in an organization. The

freedom to form informal groups within and outside the workplace is found to be

detrimental to the quality of work life. Here we have found half of the employees find no

restrictions to form informal groups. About 15% said they feel few restrictions in forming

informal groups. Also 35% of them said to have high restrictions to form informal groups.

56

PARTICIPATIVE MANAGEMENT

S.No. Measurement % of Respondents

1. Always Taken & Implemented 50

2.Taken and implemented some

times45

3. Taken but not implemented 5

4. No Opinions taken 0

Total 100%

Table 11.7. Participative Management

Fig. 11.7. Participative Management

Employees' participation in management and decision_ making improves QWL.

Employees also feel that they control their work, use their skills and make a real

contribution to the job if they are allowed to participate in creative and decision-making

process. In this survey 50% of the employees say that their views and opinions are taken

and implemented, 45% of them feel their participation in management is present but not

always.

57

WORKING SCHEDULES



2. Satisfied 75

3. Neither satisfied nor dissatisfied 15

4. Dissatisfied 0


Total 100%

Table 11.8. Working Schedule

Fig. 11.8. Working Schedule

Working hours and flexibility in working schedules is also determinant to the

Quality of Work Life. Occupational stress, strain and fatigue are directly related to the

working hours and flexibility in work schedules of the employees. Only 10% of

respondents have responded to be highly satisfied with the work hours and 75% of them

are satisfied. None of them have responded as dissatisfied with their working hours.

58

EMPLOYEE - SUPERIOR RELATIONS


1. Congenial Relation 60

2. Fair Relations 35

3. Poor Relations 5

Total 100%

Table 11.9. Employee – Superior Relations

Fig. 11.9. Employee – Superior Relations

Harmonious employee-superior relation gives the employee a sense of social

association, belonging ness, achievement of work result etc. This in turn leads to better

QWL. Here 60% of the employees say they have good congenial relations with their

superiors and 35% of them have fair relations. Only 5% do not have good relation with

their superiors.

59

DISCRETION IN WORK


1. Complete discretion 25

2. Moderate Discretion 50

3. Minimum Discretion 25

4. No Discretion 0

Total 100%

Table 11.10. Discretion in Work

Fig. 11.10. Discretion in Work

QWL can be improved if the job allows sufficient autonomy and control, use a

wide range of skills and abilities, provides immediate feedback to employees to take

corrective action, is seen as a total activity, and provides opportunity to plan and

implement by himself. Only a quarter of the respondents feel they have complete discretion

over their work and half of them feel to have moderate discretion in their job, other quarter

of them say they have minimal discretionary powers.

60

CONSTITUTIONALISM


1. Strictly adhered to rules 60

2. Follow as much as possible 30

3. Many lapses 10

4. Minimum adherence 0

Total 100%

Table 11.11. Constitutionalism

Fig. 11.11. Constitutionalism


by executive organizational decision. Such guarantees a fight to personal privacy, free

speech equitable treatment and governance by the "Rule of law" are necessary to uphold to

improve QWL. 60% of them say that all rules are strictly adhered to in the organization

and 30% of them feel there may be a few concessions as 10% say constitutionalism is

prevalent to a limited extent.

61

SOCIAL RELEVANCE


1. High Relevance 25

2. Average Relevance 70

3. Low Relevance 0

4. Very low Relevance 5

Total 100%

Table 11.12. Social Relevance

Fig. 11.12. Social Relevance


socially beneficial manner. The workers self esteem would be high if his work is useful to

the society. The organizations' lack of concern for social causes make employees

depreciate the value of their work and career which in turn effects their self-esteem. 25%

of employees seem to attribute high social relevance to their work and 70% of them

attribute average social relevance.

62

WORK AND TOTAL LIFE SPACE

SOCIAL RELEVANCE


1. Very pleasant 55

2. Reasonably O.K. 45

3. Unpleasant 0

4. Very unpleasant 0

Total 100%

Table 11.13 Social Relevance in Work and Total Life Space

Fig. 11.13 Social Relevance in Work and Total Life Space

Family life and social life should not be strained by working hours including

overtime work, work during inconvenient hours, business travel, transfers, vacation etc.

Employee's perception of their work life is detrimental to QWL in an organization. Here

55% of the employees said their work life is very pleasant and the remaining is reasonably

satisfied. No one responded that his or her work life is unpleasant.

63

How do they feel when they start from home?

SOCIAL RELEVANCE


1. Enthusiastic 60

2. Eager 35

3. Anticipative 5

4. Hesitant 0

Total 100%



Attitude of the employees towards work determines their productivity and

performance in the organization. How they feel performing their day to day chores is

important to determine their QWL. 60% of the employees said that they are very much

enthusiastic about their work daily. 35% of them said they are eager to reach their work

place daily and 5% of them are anticipative of their work. None of them are hesitant to

reach their work place.

64

Do they take pride in showing the work place to their family?

SOCIAL RELEVANCE


1. Yes 75

2. Indifferent 10

3. Hesitant 10

4. Not at all 5

Total 100%



When asked the question that whether they would like to bring their family to

their work place then 75% of the employees said that they take pride in showing their work

place to their families. 10% of the employees said that they are indifferent to whether their

family visit their work place or not and another 10% of them were hesitant to show their

work place to their family.

65



1. Highly satisfied 8

2. Satisfied 52

3. Neither satisfied nor dissatisfied 24

4. Dissatisfied 11


Total 100%

Table 11.16. Adequate and Fair Compensation

Fig. 11.16. Adequate and Fair Compensation

If there is adequate and fair compensation it shows that there is fair

job evaluation present in the organization and it has ability to pay well.

Adequate compensation helps in maintaining a socially desirable standard of

life. The general feeling is that of satisfactory compensation. Only a small

percent of employees' feel that they are not paid accordingly for their services

rendered to the organization. There is also always difference of opinion from

person to person, which may cause this aberration. Also there has been a

66

general tendency observed in humans so as to not being satisfied with what

they have and they crave for more.

FRINGE BENEFITS



2. Satisfied 50


Nor dissatisfied 23

4. Dissatisfied 11


Total 100%

Table 11.17. Fringe Benefits

Fig. 11.17. Fringe Benefits

These are the various benefits at the fringe of the wage, management provides

these benefits to motivate the employees and to meet their lives contingencies. In this study

about 11 % of employees have responded to be highly satisfied and 50% of them are

satisfied with the fringe benefits provided by the organization. 23% of them are indifferent

67

to the fringe benefits provided. Some have not responded positively, as they have not yet

perceived any real benefit in the organization.

WORK SCHEDULE


1. Highly Flexible 20

2. Flexible 44

3. Less Rigid 32

4. Very Rigid 4

Total 100%

Table 11.18. Work Schedule

Fig. 11.18. Work Schedule

Working hours and flexibility in working schedules is also determinant to the

Quality of Work Life. Occupational stress, strain and fatigue are directly related to the

working hours and flexibility in work schedules of the workers. Only 20% of respondents

have said to have highly flexible work schedules and 44% of them agree that they are

flexible. For 32% of the workers, the work schedules seem to be a bit rigid and for the rest

it's very rigid.

68

Informal groups depicts the scenario of social integration in the organization

OCCUPATIONAL STRESS


1. Highly Stress 11

2. Moderate Stress 41

3. Low Stress 28

4. No Stress 20

Total 100%

Table 11.19. Occupational Stres

Fig. 11.19. Occupational Stres

Stress is a condition of strain on ones emotions, thought process and physical

condition. Stress is determined by the nature of work, working conditions, working hours,

pause in the work schedules, nature and match with the job requirements. Stress adversely

effects worker's productivity. More than half of the of workers in this study feel the high or

moderate stress involved in their work, 28% of them say that their job involves low stress

69

and the rest feel no stress involving their work.

PROMOTION OPPORTUNITIES


1. Seniority 60

2. Merit 26

3. Job Rotation 11

4. Others 3

Total 100%

Table 11.20 Promotion Opportunities

Fig. 11.20 Promotion Opportunities

Seniority is generally taken as the basis for promotion in case of operating

employees. Merit is considered as the basis for advancement for managerial people

whereas seniority cum-merit is preferred for promotion of ministerial employees. The

promotional policies and activities should be fair and just in order to ensure higher QWL.

About 60% of the workers have the opinion that promotion opportunities are seniority

based and a quarter of them think they are linked to merit.

70

INFORMAL GROUPS


1. No Restrictions 68

2. Few Restrictions 30

3. High Restrictions 2

Total 100%

Table 11.21. Informal Groups

Fig. 11.21. Informal Groups

Informal groups depict the picture of social integration in an organization. The

freedom to form informal groups within and outside the workplace is found to be

detrimental to the quality of work life. Here we have found most of the workers find no

restrictions to form informal groups. About 30% said they feel few restrictions in forming

informal groups.

71

VENTILATION


1. Highly ventilated 44

2. Good Ventilation 30

3. Minimum Ventilation 26

4. No Ventilation 0

Total 100%

Table 11.22. Ventilation

Fig. 11.22. Ventilation

Ventilation is Important for good working conditions in all sugar industries. If

proper ventilation is not provided for, the work life deteriorates as well as productivity.

44% of the employees feel their work place is highly ventilated. 30% say they have good

ventilation, as 26% are not satisfied with the ventilation at their work place. Thus we may

infer that not all parts of the factory are properly ventilated and some workers have to work

in ill-ventilated areas.72

CANTEEN FACILITIES


1. Very Hygienic 20

2. Acceptably Hygienic 71

3. Unhygienic 9

4. Very Unhygienic 0

Total 100%

Table 11.23. Canteen Facilities

Fig. 11.23. Canteen Facilities

Workers look forward to having good canteen facilities at their work place. As

canteen facilities are considered to be one of the recreational facilities, it is also an

important factor of QWL. 20% of them are satisfied and say their canteen is very hygienic.

Most of the others, barring a few, say they get acceptably hygienic food in their canteen.

73

EMPLOYEE–SUPERIOR RELATIONS


1. Congenial Relation 54

2. Fair Relations 46

3. Poor Relations 0

Total 100%

Table 11.24. Employee-Superior Relations

Fig. 11.24. Employee-Superior Relations

Harmonious employee-superior relation gives the employee a sense of social

association, belongingness, achievement of work result etc. This in turn leads to better

QWL. Here 54% of the employees say they have good congenial relations with their

superiors and 46% of them have fair relations. None of the workers said they have poor

relations with their superiors.

74

CONSTITUTIONALISM


1. Strictly adhered to rules 33

2. Follow as much as

Possible 56

3. Many lapses 6

4. Minimum adherence 5

Total 100%

Table 11.25. Constitutionalism

Fig. 11.25. Constitutionalism


by executive organizational decision. Such guarantees a right to personal privacy, free

speech, equitable treatment and governance by the "Rule of law" are necessary to uphold to

improve QWL. 33% of them say that all rules are strictly adhered to in the organization

and 56% of them feel there may be a few concessions as 11 % say constitutionalism is

prevalent to a limited extent.

75

GRIEVANCE PROCEDURES


1. Structured 72

2. Unstructured 19

3. Highly Unstructured 3

4. No such procedure 6

Total 100%

Table 11.26. Grievance Procedures

Fig. 11.26. Grievance Procedures

Workers have a sense of fair treatment when the company gives them the

opportunity to ventilate their grievance and represent their case succinctly rather than

settling the problems arbitrarily. According to 72% of the workers there exists a structured

grievance handling system in the organization. Thus we can infer that most of the workers

are well aware of the present system in the organization.

76

SOCIAL RELEVANCE


1. High Relevance 44

2. Average Relevance 52

3. Low Relevance 4

4. Very Low Relevance 0

Total 100%




socially beneficial manner. The workers self esteem would be high if his work is useful to

the society. The organizations' lack of concern for social causes make employees

depreciate the value of their work and career which in turn effects their self-esteem. 44%

of workers seem to attribute high social relevance to their work and 52% of them attribute

average social relevance.

77

WORK AND TOTAL LIFE SPACE

WORK LIFE


1. Very Pleasant 40

2. Reasonably O.K. 52

3. Unpleasant 5

4. Very Unpleasant 3

Total 100%

Table 11.28. Work and Total Life Space

Fig. 11.28. Work and Total Life Space

Family life and social life should not be strained by working hours including

overtime work, work during inconvenient hours, business travel, transfers, vacation etc.

Employee's perception of their work life is detrimental to QWL in an organization. QWL

provides for the balanced relationship among work, non-work and family aspects of life.

Here 40% of the workers said their work life is very pleasant and 52% are reasonably

satisfied. Only 5% and 3% responded that their work life is unpleasant and very

unpleasant.78

CHAPTER X

FINDINGS AND SUGGESTIONS

79

12. FINDINGS OF THE STUDY

After analyzing the data collected from the employees of Ganpati Sugar Industries Limited

the following conclusions were drawn.

There is fair job evaluation system present in the organization and it has ability to

pay well as most of the employees of the organization (both blue and white collar

workers) are satisfied with their salary. But a small percent of employees' feel that

they are not paid accordingly for their services rendered to the organization.

It is also found that the management is able to motivate the employees by providing

them various fringe benefits and most of the employees are satisfied with fringe

benefits provided by the management. But some employees have not responded

positively, as they have not yet perceived any real benefit out of the fringe benefits.

Proper recognition for the contribution of employees is present in the organization

and this was taking place to a large extent by non-monetary means though monetary

rewards are also available.

The employees of GSIL are highly satisfied with the physical working conditions

and recreational facilities as well as good canteen available in the organization.

A high percentage of employees in the organization feel that stress is involved in

their job and the range of stress is moderate to high.

Most common career growth opportunity in the organization is in the form of

promotions, though job enlargement and career counseling & training are also

available.

Employees in the organization are happy with the liberty given in the organization

while forming informal groups. But a very small portion of employees' still feel that

freedom given in forming informal groups is not sufficient.

In GSIL employees views and opinions are taken and implemented. But a

considerable percentage of employees feel that their participation in management is

present but not always.

80

Some employees are highly satisfied and most others are satisfied with their work

schedules but nobody in administrative staff is dissatisfied with the work schedules.

But a considerable percentage of blue-collar workers are feeling that the working

hours are rigid.

It was found that most of the employees feel that they have congenial relations with

their superiors but a very small percentage of employees feel that they don't have

good relations with their superiors.

Most of the employees feel they have discretion over their work, which ranges from

complete discretion to moderate. But a considerable percentage of employees feel

that they have minimal discretionary powers.

Most of the employees of GSIL are satisfied with the constitutionalism prevailing in

the organization. But a small percentage of employees are dissatisfied and most of

them belong to operational level.

Large percentage of employees is satisfied with the structured grievance procedure

that is being implemented in the organization.

Though most of the employees seem to attribute high social relevance to their work

but a considerable number of them attribute average social relevance.

From the data analysis it was found that a large percentage of employees said that

their work life is very pleasant and the remaining said they are reasonably satisfied.

But a very small portion of blue-collar workers feels that their work life is not

pleasant.

Most of GSIL employees take pride in showing their work place to their families,

though a very small portion never wants to show their work place to their families.

81

13. SUGGESTIONS

With respect to the findings and conclusions drawn from the study the following

suggestions were made for the organization.

As a small percent of employees' are not satisfied with the wages it is suggested for

the organization to take care of these employees as this dissatisfaction level may

become contagious.

Though various fringe benefits are available in the organization some employees

still feel that they have not yet perceived any real benefit in the organization. Due

care is need for this, as this may lead to job dissatisfaction.

With regard to reward system it is suggested for the organization to increase the

frequency of monetary rewards at least for blue-collar workers in order to increase

employee morale.

As the employees of GSIL are highly satisfied with the physical working conditions

available in the organization, it is suggested to the management to continue with the

present working conditions and try to increase the recreational facilities like sports

meet, picnics, get together, cultural meets etc.,

Most employees from that hygienic food is provided in the canteen and also the

condition can be further improved by taking suggestions from those employees who

are dissatisfied with it.

In order to reduce the occupational stress of the employees, management should

provide them with the Stress-buster programs along with the above mentioned

recreational facilities. It should also plan to increase the frequency of rest periods,

which currently does not last for more than 5 to 10 minutes.

The company can increase the career counseling and training programmes, which

will cause less financial burden on the company when compared to continuous

promotions.

As employees in the organization are happy with the liberty available in the

82

organization while forming informal groups, the Management can utilize these

groups for mutual benefit of company and individual employees. And it was also

suggested that the Management should encourage the employees in framing Quality

Circles.

It was suggest for the Management to maintain the current participation of workers

in decision making process and they can increase the participation level with the help

of Quality Circles.

The Management shall try to reduce that dissatisfaction level of workers with regard

to work schedules by increasing the frequency of rest breaks especially for those

workers who work in night shifts.

As it was found that congenial relations between superiors and subordinated are

prevailing in the organization, it was suggested for the Management to help both the

supervisors and the workers to maintain congenial relationships by nominal

intervention when need arises.

It may not be possible for the Management to provide complete discretionary

powers to all categories of employees in their jobs but it was suggested them to take

measures which will reduce the dissatisfaction arises in a small portion of employees.

It was suggested to the Management to utilize proper communication channels so

that employees may aware of the constitutionalism prevailing in the organization as a

small portion of operational level employees feel constitutionalism is not prevailing

in the company.

The Company may continue to maintain the current structured grievance procedure,

as most of the workers are highly satisfied with the procedure.

It is suggested to the Management to try to motivate the employees so that their job

satisfaction level increases and they can attribute high social relevance to their work.

83

CHAPTER XI

ANNEXURE

84

I. PROPOSAL

Name of the Learner : Maradana Lakshmi Phani Prasanna

Registration No : 200762668

Program Name : Post Graduate Diploma In Business Administration

(HumanResource Management)

Address : Falt No 108, SMR Instyle,

Near Dubai Gate,

Hasmadpet,

Bowenpally,

Secunderabad-500011

Title of the Project : QUALITY OF WORK LIFE

85

OBJECTIVES OF THE STUDY

Quality of work life and quality of life are correlated. Some factors such as

intrinsic motivation, control, job involvement and job attractiveness are factors that

potentially influence both QWL and quality of life.

The primary objective of the present study is to study the three basic motivational

factors (which together build a qualitative work life for the employees)

Employee job satisfaction

Employee job involvement

Employee Participation, with regard to the employees of Ganpati Sugar Industry

Limited with the following specific objectives.

Specific Objectives

With the help of different questionnaires (Closed end) for both blue-collar and

white-collar workers of GSIL, the present study tried to achieve the following specific

objectives.

The availability and satisfaction level of employees with regard to the following

issues of the company, so that the primary objective of the study can be achieved.

Adequate and fair compensation

Safe and healthy working conditions

Opportunity to use and develop human capacities

Opportunity for continued growth and security

Social integration in work environment

Constitutionalism or the 'rule of law' in the work organization

Work span in the total life space

The social relevance of work life

86

NEED FOR THE STUDY

Mankind is related with one self, with others, with the society, and with the world.

This relatedness provides us the basic stimuli and motivations to live, perform and achieve

at home and work.

It's a fact that quality of work life and quality of life are interdependent. The

degree to which employees are able to satisfy their personal needs with the experience they

gain in professional life acts as a motivational factor for employees. The increased ferment

of union activities in the 30s and 40s, through collective bargaining and legislations, led to

improved working conditions. Even before that, labour was vigorously protesting when

ever management attempts to change the work environment.

There are generally two types of workers-some accept the life as they find it, i.e.

a job, which provides a living, is enough. But for some others, 'taking home a pay is

not all'-they want a chance for self-fulfillment in workplace. Thus most of the employees

in the organizations want this activity to be conducted, though a few reject the idea and do

show alienation.

Today's aspirations for an improved work life, however, go well beyond

continuing efforts to improve benefits and working conditions. Minority groups have

fought for equal opportunities. Many companies are responding with thoughtful plans and

tangible actions.

Conclusion

There is a positive correlation between quality of work life and quality of life.

Some factors such as intrinsic motivation, control job involvement job attractiveness are

factors that potentially influence both QWL and quality of life.

Private sector companies, if they want to elevate the level of performance, should

take enough initiatives to improve QWL. Accurate and consistent scales should be

developed to measure the above factors and regular monitoring needs to be done. The

present study is meant to detect the various activities Ganpati Sugar Industries Limited

currently adopting in order to improve the QWL of employees, so that corrective measures

can be taken if any bottlenecks are found in the study.

87

METHODOLOGY AND PROCEDURE OF WORK

Type of Study

Based on the type of information required, research is divided into following categories:

Exploratory study

Descriptive study

Causal study

Data Needs

3. Information on the workers and on all Departments as Finance, Engineering,

Manufacturing, Cane, Personnel, Commercial and Stores.

4. Information from the Human Resources about the employees.

Source of data

There are two types of sources of data required for this study.

Primary Data: Data collected by means of questionnaires administered to workers and

employees of GSIL.

Secondary Data: Secondary data was obtained from various documents like business plan

etc., provided by the management of GSIL.

Sample Plan

Population Specification: The population for the survey is divided into two groups:

Total No. of Shop-floor workers - 434 Total Administrative staff- 86

Sample Profile: Random sample taken for our study was general sample of workers who

were middle aged, highly experienced and working for a long time in the company.

Method of Sampling: The method of sampling chosen for this study is non-probability-

Convenience sampling which was arbitrarily chosen to be 100 in number out of the total

population of 510.

88

Size of the Sample: The sample size for this study is 100. This sample contains 80

workers and 20 people from administrative staff.

Method of Analysis

Method of analysis for this study is simple statistical analysis.

Limitations of the study

The study was restricted to only about 100 employees.

Only two shifts of workers were considered due to lack of time.

Respondents being influenced by responses of other respondents.

Limited ability to comprehend questions by workers.

There may have been little apprehension in giving information due to fear of higher

authorities.

DETAILED INFORMATION OF GUIDE

Name of Guide : Mr. P.M.Nair

Address : Kulabagoor/Fasalwadi Village,

Sangareddy Mandal,

Medak Dist. - 502294

Qualification : MBA (HR)

Designation : Director (O&P)

Special Field of Work :

Experience : 20 Years

89

II. QWL Questionnaire(For White Collar Employees)

Name: Date:

Designation: Dept:

1) Are you satisfied with your compensation?

a) Highly Satisfied b) Satisfied c) Partly satisfied d) Not satisfied

2) How satisfied are you with the fringe benefits offered?


3) Achievement in employment is recognized through

a) Congratulating b) Monetary Rewards c) Non-monetary Rewards d) Others (...............................................)

4) How do you rate occupational stress involved in your work?

a) High Stress b) Moderate Stress c) Low Stress d) No Stress

5) What are the opportunities provided by organization for your career growth?

a) Promotions b) Job Enlargement c) Job Enrichment d) Career Counseling e) Training f) Others

6) How free are you to form informal groups?

a) No restrictions b) Few restrictions c) High restrictions

7) To what extent your opinions are taken in framing policies affecting you?

a) Always taken and Implemented b) Taken and Implemented sometimes c) Taken but not implemented d) No opinions taken

8) Are you satisfied with the working hours?


90

9) How are your relations with your superiors?

a) Congenial Relations b) Fair Relations c) Poor Relations

10) Amount of discretion allowed in your work

a) Complete Discretion b) Moderate Discretion c) Minimum Discretion d) No Discretion

11) Do you enjoy freedom of speech at work place?

a) Fully enjoying b) Partly enjoyed c) No freedom of speech

12) To what extent your work has got social relevance?

a) High b ) Average c) Low d) Very Low

13) How do you describe your work life?

a) Very Pleasant b) Reasonably O.K c) Unpleasant d) Very Unpleasant

14) How do you feel when you start from your home to your work place?

a) Enthusiastic b) Eager c) Anticipative d) hesitant

15) Do you take pride in showing your work place to your family?

a) Yes b) Indifferent c) Hesitant d) Not at all

Thanks for Your Co-operation

91

III. QWL Questionnaire(For Blue Collar Employees)

Name: Date:

Designation: Dept:

1) Are you satisfied with your compensation?


2) How satisfied are you with the fringe benefits offered?


3) Are you satisfied with your working conditions?


4) How flexible are the work schedules?

a) Highly Flexible b) Flexible c) Less Rigid d) very Rigid

5) How do you rate occupational stress involved in your work?

a) High Stress b) Moderate Stress c) Low Stress d) No Stress

6) Promotion opportunities are provided based upon

a) Seniority b) Merit c) Job Rotation d) Others

7) How free are you to form informal groups?

a) No restrictions b) Few restrictions c) High restrictions

8) Safety and Health measures provided by the organization area) Maximum b) Average c) Minimum d) No measures

92

9) Is adequate ventilation provided?

a) Highly Ventilated b) Good Ventilation b) Minimum d) No Ventilation

10) How would you rate your canteen facilities in your organization?

a) Very hygienic b) Acceptably hygienic c) Unhygienic d) Very unhygienic

11) How are your relations with your superiors?

a) Congenial Relations b) Fair Relations c) Poor Relations

12) To what extent constitutionalism is prevalent in your organization?

a) Strictly adhered to rules b) Follow as much as possible c) Many lapses d) Minimum adherence

13) Is proper grievance procedures prevalent in the organization?

a) Structured procedure b) Unstructuredc) Highly Unstructured d) No such

14) To what extent your work has got social relevance?

a) High b ) Average c) Low d) Very Low

15) How do you describe your work life?

a) Very Pleasant b) Reasonably O.K c) Unpleasant d) Very unpleasant

Thanks for Your Co-operation

93

IV. BIBLIOGRAPHY

The books referred to for various topics concerned with this project are:

. C.B. MAMORIA (Personnel Management)

. SUBBA RAO (Human Resource Management)

. UDAY PAREEK (Training & Development)

. ARUN MONAPA, MIRZA S. SAIYADAIN (Personnel Management)

. MIRZA S. SAIYADAIN (Human Resource Management)

. S.K. CHAKRABORTY (Managerial Effectiveness & QWL)

. Business Plan and other information provided by GSIL.

94

V. LIST OF FIGURES

2.1 Scope of Human Resource Management......................................................................4

3.1 Objectives of HRM.........................................................................................................5

11.1 Adequate & Fair Compensation...............................................................................51

11.2 Fringe Benefits............................................................................................................52

11.3 Recognition..................................................................................................................53

11.4 Occupational Stress....................................................................................................54

11.5 Career Growth............................................................................................................55

11.6 Informal Groups.........................................................................................................56

11.7 Participative Management.........................................................................................57

11.8 Working Schedule......................................................................................................58

11.9 Employee-Superior Relations....................................................................................59

11.10 Discretion in Work...................................................................................................60

11.11 Constitutionalism......................................................................................................61

11.12 Social Relevance.......................................................................................................62

11.13 Social Relevance in Work and Total Life Space....................................................63



11.16 Adequate and Fair Compensation..........................................................................66

11.17 Fringe Benefits..........................................................................................................67

11.18 Work Schedule..........................................................................................................68

11.19 Occupational Stress..................................................................................................69

11.20 Promotion Opportunities.........................................................................................70

11.21 Informal Groups.......................................................................................................71

11.22 Ventilation.................................................................................................................72

11.23 Canteen Facilities.....................................................................................................73

11.24 Employee-Superior Relations..................................................................................74


11.26 Grievance Procedure................................................................................................76


11.28 Work & Total Life Space.........................................................................................78

95

VI. LIST OF TABLES

3.1 HRM Objectives and Functions....................................................................................6

4.1 HR Activities and their Effects on QWL....................................................................13

8.1 Sugar Production in India...........................................................................................29

8.2 Number of Sugar Factories in Operation in India and Average Capacity.............32

8.3 Number of Sugar Units in Operation.........................................................................33

8.4 State Wise Sugar Production.......................................................................................34

10.1 Recovery Rate of Various Products..........................................................................45

10.2 Sales Analysis..............................................................................................................46

10.3 The Total Manpower Strength of the Company -Cader wise................................47

11.1 Adequate & Fair Compensation...............................................................................51

11.2 Fringe Benefits............................................................................................................52

11.3 Recognition..................................................................................................................53

11.4 Occupational Stress....................................................................................................54

11.5 Career Growth............................................................................................................55

11.6 Informal Groups.........................................................................................................56

11.7 Participative Management.........................................................................................57

11.8 Working Schedule......................................................................................................58

11.9 Employee-Superior Relations....................................................................................59

11.10 Discretion in Work...................................................................................................60



11.13 Social Relevance in Work and Total Life Space....................................................63



11.16 Adequate and Fair Compensation..........................................................................66

11.17 Fringe Benefits..........................................................................................................67

11.18 Work Schedule..........................................................................................................68

11.19 Occupational Stress..................................................................................................69

11.20 Promotion Opportunities.........................................................................................70

11.21 Informal Groups.......................................................................................................71

11.22 Ventilation.................................................................................................................72

96

11.23 Canteen Facilities.....................................................................................................73

11.24 Employee-Superior Relations..................................................................................74


11.26 Grievance Procedure................................................................................................76


11.28 Work & Total Life Space...........................................................................................78

97

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