INTRODUCTION

JOB SATISFACTION

Job satisfaction is one of the major interests to the field of organizational behavior and
the practice of HRM. It reflects employee’s attitudes towards their job and commitment to an
organization. Job satisfaction refers to one’s feelings or state of mind regarding the nature of
their work. It describes how content an individual is with his or her job.

Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a
motivation to work. It is not self satisfaction, happiness or self contentment but satisfaction
on the job.
Job satisfaction is defined as the pleasurable emotional state resulting from the
appraisal of one’s job as achieving or facilitating the achievement of one’s job values.
Job satisfaction is not the same as motivation. It is linked to productivity, motivation,
absenteeism, waste accidents, mental health, physical health and general life satisfaction.
There are three important dimensions to job satisfaction.
 Job satisfaction is an emotional response to a job situation. It can’t be seen, only
inferred.
 Job satisfaction is often determined by how well outcomes meet or exceed
expectations.
 Job satisfaction represents several related attitudes.

DEFINITIONS OF JOB SATISFACTION

Blum states that job satisfaction is the result of various attitudes of the persons towards
his job related factors and towards if general. Blum and Nylon states that job satisfaction
refers to a person‘s feelings of satisfaction on the job which acts as a motivation to works.
Job satisfaction as “the feelings a worker has about his or her job or job experiences in
relation to previous experiences, current expectations, or available. Beers (1964 in Visser,
Breed & van Breda, 1997, p. 19) defines job satisfaction as “…the attitude of workers toward
the company, their jobs, their fellow workers and other psychological objects in the work
environment.”
Camp (1994) defines job satisfaction with reference to the needs and values of
individuals and the extent to which these needs and values are satisfied in the workplace. In
conjunction with this, Robbins (1998, p. 25) surmises that job satisfaction is based on “the

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difference between the amount of rewards workers receive and the amount they believe they
should receive.”
Because job satisfaction may be an indicator of whether individuals (a) will be
affectively connected to an institution, (b) will merely comply with directives, or (c) will quit
(Ma & Macmillan, 1999), principals ought to have some understanding of the factors that
influence teachers’ satisfaction with their work lives and the impact this satisfaction has on
teachers’ involvement in their schools, especially when changes are implemented.
VARIOUS DEFINITIONS OF JOB SATISFACTION:
Bullock (1952) defined job satisfaction as an attitude, which results from balancing
and summation of many specific likes dislikes experienced in connection with the job.
Smith (1955) defined to job satisfaction as the employee’s judgment of how well his
job on whole is satisfying his various needs.
Locke (1969) defines job satisfaction as the pleasurable or positive emotional state
revolving from the appraisal of one’s job or job expiries.
According to Vroom, “job satisfaction is the reaction of the workers against the role
they play in their work.”
“ job satisfaction as a general attitude of the workers constituted by their approach
towards the wages, working conditions, control, promotion related with job, social relations
in the work, recognition of talent and some similar variables personal characteristics, and
group relations apart from the work life”. --Blum&
Naylor.
“Job satisfaction is the total of the sentiments related with the job conducted. If the
worker perceives that his/her values are realized within the job, she/he improvises a positive
attitude towards his/her job and acquires job satisfaction”. --Mc comic &
Tiffin.
From these definitions, we can define the job satisfaction as the sum of all negative
and positive aspects related to the individual’s salary his/her physical and emotional working
conditions, the authority she/he has the autonomous usage of this authority, the level of
success she/he has maintained and the rewards given due to this success, the social state
maintained in relation with his/her job.

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 INDUSTRY PROFILE
The cement sector notably plays a critical role in the economic growth of the country
and its journey towards conclusive growth. Cement is vital to the construction sector and all
infrastructural projects. The construction sector alone constitutes 7 per cent of the country's
gross domestic product (GDP). The industry occupies an important place in the Indian
economy because of its strong linkages to other sectors such as construction, transportation,
coal and power.
India is the second largest producer of quality cement in the world. The cement
industry in India comprises 183 large cement plants and over 365 mini cement plants.
Currently there are 40 players in the industry across the country. The cement industry in India
is experiencing a boom on account of overall growth in the economy. The demand for
cement, being a derived one, depends mainly on the industrial activities, real estate business,
construction activities and investment in the infrastructure sector.
The Indian cement industry is involved in production of several types of cement such
as Ordinary Portland Cement (OPC), Portland Pozzolana Cement (PPC), Portland Blast
Furnace Slag Cement (PBFS), Oil Well Cement, Rapid Hardening Portland Cement, Sulphate
Resisting Portland Cement, White Cement, etc. They are produced strictly as per the Bureau
of Indian Standards (BIS) specifications and their quality is comparable with the best in the
world.
Indian cement majors ACC Ltd, Shree Cement Ltd and Ultratech have signed a
cooperation pact to support low-carbon investments in India. The pact was signed in Geneva
with member companies of the World Business Council (WBC) for Sustainable
Development’s Cement Sustainability Initiative and International Finance Corporation (IFC).
Under the pact, a Low Carbon Technology Roadmap for the Indian cement industry is to be
launched this year-end. The roadmap will outline a possible transition path for the cement
industry to reduce its direct emissions by 18 per cent by 2050.
An overview of Cement Industry in India:
India is today the second largest producer of cement in world with an installed
capacity of close to 159.43 million tons per year. 95% of cement is consumed domestically
and only 5% is exported. An increased outflow in infrastructure sector, by the government as
well as private builders, has raised a significant demand of cement in India. It is the key raw
material in construction industry. Also, it has highly influenced those bigger companies to
participate in the growing sector. At least 125 plants set up by the big companies in India with

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about 300 other small scale cement manufacturers, to fulfill the growing demand of cement.
Being one of the vital industries, the cement industry contributes to the nation's
socioeconomic development. The sum total utilization of cement in a year indicates the
country's economic growth.
Cement plant was first set up in Calcutta, in 1889. At that time, the cement used to
manufacture from Argillaceous. In 1904, the first organized set up to manufacture cement
was commenced in Madras, which was named South India Industries Limited. Again in 1914,
another cement manufacturing unit was set up in Porbandar, Gujarat, but this time it was
licensed. In the early years of that era, the demand for the cement tremendously exceeded but
only after few years, the industry faced a severe downfall. To overcome from this the
worsening situation, the Concrete Association of India was founded in 1927. The
organization has two prime goals, one was to create awareness about utility of cement and
another was to encourage cement utilization.
Even after the independence, the growth of the cement industry was too gradual. In
the year 1956, a Distribution Control System was established with an objective to provide
Indian manufacturers and consumers self sufficiency. Indian government then introduced a
quota system to provide an impetus to this industry, in which 66% of the sales was imposed
to government or small real estate developers. After the implementation of quota, the cement
industry tasted a sudden growth and profitability in India. In 1991, the government de-
licensed the cement industry. The growth of the industry accelerated forthwith and majority
of the industrialists invested heavily in the industry with the awarded freedom. The industry
started focusing on export also to double the opportunity available for it in global markets.
Today, the cement manufacturers in India have transformed into leading Indian exporters of
cement across the world.
 What is the cement?

Cement is a fine, soft, powdery-type substance. It is made from a mixture of elements

that are found in natural materials such as limestone, clay, sand and/or shale. When cement is
mixed with water, it can bind sand and gravel into a hard, solid mass called concrete.
 Father of cement

Joseph Aspdin was the father of the cement the Portland cement was invented by him.
He discovered how to burn impure limestone and transform it into hydraulic Cement, taking

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out a patent on the process in 1824. Today Cement is an essential material in modern
construction.
 History of cement

Throughout history, cementing materials have played a vital role. They were used
widely in the ancient world. The Egyptians used calcined gypsum as cement. The Greeks and
Romans used lime made by heating limestone and added sand to make mortar, with coarser
stones for concrete.
The Romans found that cement could be made which set under water and this was
used for the construction of harbours. The cement was made by adding crushed volcanic ash
to lime and was later called ‘pozzolanic’ cement, named after the village of Pozzuoli near
Vesuvius.
In places such as Britain, where volcanic ash was scarce, crushed brick or tile was
used instead. The Romans were therefore the first to manipulate the properties of
cementitious materials for specific applications and situations.
The history of cement industry in India:
The history of the cement industry in India dates back to the 1889 when a Kolkata-
based company started manufacturing cement from Argillaceous. But the industry started
getting the organized shape in the early 1900s. In 1914, India Cement Company Ltd was
established in Porbandar with a capacity of 10,000 tons and production of 1000 installed. The
World War I gave the first initial thrust to the cement industry in India and the industry
started growing at a fast rate in terms of production, manufacturing units, and installed
capacity. This stage was referred to as the Nascent Stage of Indian Cement Industry. In 1927,
Concrete Association of India was set up to create public awareness on the utility of cement
as well as to propagate cement consumption.
The cement industry in India saw the price and distribution control system in the year
1956, established to ensure fair price model for consumers as well as manufacturers. Later in
1977, government authorized new manufacturing units (as well as existing units going for
capacity enhancement) to put a higher price tag for their products. A couple of years later,
government introduced a three-tier pricing system with different pricing on cement produced
in high, medium and low cost plants. Cement industry, in any country, plays a major role in
the growth of the nation. Cement industry in India was under full control and supervision of
the government. However, it got relief at a large extent after the economic reform. But
government interference, especially in the pricing, is still evident in India. In spite of being

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the second largest cement producer in the world, India falls in the list of lowest per capita
consumption of cement with 125 kg. The reason behind this is the poor rural people who
mostly live in mud huts and cannot afford to have the commodity. Despite the fact, the
demand and supply of cement in India has grown up. In a fast developing economy like India,
there is always large possibility of expansion of cement industry.
Types of Cement:
There are some varieties in cement that always find good demand in the market. To
know their characteristics and in which area they are most required, it will be better to take a
look at some of the details given below.
 Portland Blast Furnace slag cement (PBFSC)

The rate of hydration heat is found lower in this cement type in comparison to PPC. It is
most useful in massive construction projects, for example - dams.
 Sulphate Resisting Portland Cement

This cement is beneficial in the areas where concrete has an exposure to seacoast or sea
water or soil or ground water. Under any such instances, the concrete is vulnerable to
sulphates attack in large amounts and can cause damage to the structure. Hence, by using this
cement one can reduce the impact of damage to the structure. This cement has high demand
in India.
 Rapid Hardening Portland Cement

The texture of this cement type is quite similar to that of OPC. But, it is bit more fine than
OPC and possesses immense compressible strength, which makes casting work easy.
 Ordinary Portland Cement (OPC)

Also referred to as grey cement or OPC, it is of much use in ordinary concrete

construction. In the production of this type of cement in India, Iron (Fe2O3), Magnesium
(MgO), Silica (SiO2), Alumina (AL2O3), and Sulphur trioxide (SO3) components are used.
 Portland Pozolona Cement (PPC)

As it prevents cracks, it is useful in the casting work of huge volumes of concrete. The
rate of hydration heat is lower in this cement type. Fly ash, coal waste or burnt clay is used in
the production of this category of cement. It can be availed at low cost in comparison to OPC.

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  Oil Well Cement

Made of iron, coke, limestone and iron scrap, Oil Well Cement is used in constructing or
fixing oil wells. This is applied on both the off-shore and on-shore of the wells.
 Clinker Cement

Produced at the temperature of about 1400 to1450 degree Celsius, clinker cement is
needed in the construction work of complexes, houses and bridges. The ingredients for this
cement comprise iron, quartz, clay, limestone and bauxite.
 White cement

It is a kind of Ordinary Portland Cement. The ingredients of this cement are inclusive of
clinker, fuel oil and iron oxide. The content of iron oxide is maintained below 0.4% to secure
whiteness floor works. This cement costs more than grey cement.
Raw materials of cement:
The main raw materials used in the cement manufacturing process are limestone sand,
shale, clay and iron ore. The main material limestone is usually mined on site while the other
minor materials may be mined either on site or in nearby quarries. Another source of raw
materials is industrial by products. The use of by product materials to replace natural raw
materials is a key element in achieving sustainable development. In India limestone deposits
are abundantly found only in siroly (Rajasthan), santna, belaspur (MP), Wadi (Karnataka),
Yerraguntla (AP) and some places in Gujarat. Units are generally located in close
proximately of limestone deposits in Madhya Pradesh, Andhra Pradesh, Tamil Nadu,
Karnataka Rajasthan and Gujarat.The quality of required for the cement production should
have the following composition.
Lime : 50%
Silica : 03%
Aluminum : 04%hh
Iron Oxide : 0.5%
Magnesia : 0.5%
Loss on ignition: 43%
Total : 100%
If magnesia content exceeds 0.4% to 0.5%, the limestone is not suitable for cement.
Similarly lime content is directly proportional to the clinker and cement quality and quantity.

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Gypsum:
Gypsum is another important required material for cement manufacturing, constitutes
about 5% of the cement. Gypsum is added in required quantity at the time of grinding of
clinker and the required amounts of the gypsum are added to control the sitting time of the
cement. India possesses resources of gypsum. Hence its availability is not a concern for the
cement manufacture.
Other Raw Materials:
A few other raw materials like Blast Furnace Slag and Flay ash are also required for
the manufacture of the cement. Blast furnace slag is a waste product obtained from iron
smelting furnace whereas fly ash is the left over ash from thermal power station.
Inputs of Cement Manufacturing:
Although limestone is the major raw mte4ial for cement industry the critical raw
material is energy. How well the company uses coal land how much it costs will determine
the success ration for cement manufactures. Major inputs in cement manufacturing include
coal, power and freight.
Coal:
In India coal as the fuel for the manufacturing of cement. Elsewhere in the world
lignite, nature gas and oil are also used. They are not used in India as continuous supply of
natural gas is not assured used by plants in southern plants of India, like Dalmia Cement,
Chettinad Cement etc. As a supplement to coal that compensates the storage for coal in this
aria. Cement plants require non-cooking coal of lower ash content. It should be less than
30%. Useful heat of 4500 kilocalories per kg of coal. Coal of lower ash enables
comparatively lower quality of limestone. The coal should have volatile matter and high
temperature. Transport of coal is another big issue as many of larger cement plants located
close to the limestone deposits which may not have coal deposits nearby.
Power:
Power constitutes bout 10% of the total cement production costs. About 35 of the
total power generated in the country is used by cement industry. The average consumption of
power in the dry process kilns is around 125 units per million tones of clinker.
Freight:
Freight constitutes a very significant part of the cost structure of units in India. On an
average freight for transporting finished product alone forms 13.85% of the cost of

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production of large cement plants. The main areas of freight coast for the cement industries
are
1. Transporting coal from the coal fields to the cement factories.
2. Transporting cement from the plants to their markets.

Limestone transport would be even costlier than transporting coal or cement. Hence
cement plants located in luster near limestone deposits. Indian railway is moving up to 60%
of the total production.
Manufacturing process of cement:
There are several steps to manufacturing cement that are explained detailed below.
 Raw material preparation

Mining of limestone requires the use of drilling and blasting techniques. The blasting
techniques use the latest technology to insure vibration, dust and noise emissions are kept at a
minimum. Blasting produces materials in a wide range of sizes from approximately 1.5
meters in diameter to small particles less than a few millimeters in diameter.
Material is loaded at the blasting face into trucks for transportation to they crushing
plant. Through a series of crushers and screens, the limestone is reduced to a size the minor
materials (sand, shale clay and iron ore) may or may not be crushed before being stored in
separate areas until required.
 Raw Grinding

In the wet process each raw material is proportioned to meet a desired chemical
composition and fed to a rotating ball mill with water. The raw materials are ground to a size
where the majority of the materials are less than 75 microns. Materials exiting the mill are
called “slurry’ and have flow ability characteristics. This slurry is pumped to blending tanks
and homogenized insure the chemical composition of the slurry is correct. Following the
homogenization process the slurry is stored in tanks until required.
In the dry process, each raw material is proportioned to meet a desired chemical
composition and fed to either a rotating ball mill or vertical roller mill. The raw materials are
dried with waste process gases and ground to a size where the majority of the materials are
less than 75 microns. The dry materials exiting either type of mill are called “kiln feed”. The
kiln feed is pneumatically blended to insure the chemical composition of the kiln feed is well
homogenized and then stored in silos until required.

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  Processing

Whether the process is wet or dry, the same chemical reactions take place. Basic
chemical reactions are: evaporating all moisture, calcining the limestone to produce free
calcium oxide, and reacting the calcium oxide with the minor materials (sand, shale, clay, and
iron). This results in final black, nodular product known as ‘clinker’ which has the desired
hydraulic properties.
In the wet process, the slurry if fed to rotary kiln, which can be from 3.0 m to 5.0m
in diameter and from 120.0 m to 165.0 m in length. The rotary kiln is made of steel and lined
with special refractory materials to protect it from the high process temperatures. Process
temperatures can reach as high as 1450 C during the clinker making process. In the dry
process, kiln feed is fed to a preheater tower, which can be as high as 150.0 materials from
the preheated tower is discharged to a rotary kiln with can have the same diameter as a wet
process kiln but the length is much shorter at approximately 45.0 m. The preheated tower
and rotary kiln are made of steel and lined with special refractory materials to protect it from
the high process temperatures. Regardless of the process, the rotary kiln is fired with an
intense flame, produced by burning coal, coke, oil, gas or waste fuels.
 Finish Grinding and Distribution

The black, nodular clinker is stored on site in silos or clinker domes until needed for
cement production. Clinker, gypsum, and other process additions are ground together in ball
mills to form the final cement products. Fineness of final products. Amount of gypsum added,
and the amount of process additions added are all varied to develop a desired performance in
each of the final cement products.

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 Figure of Manufacturing Process of Cement

Recommendations on Cement Industry

For the development of cement industry ‘Working Group on cement Industry’ was
constituted by the planning Commission for the formulation of 10 Five year’s plan. The
Working Group has projected a growth rate of 10% for the cement industry during the plan
period and has projected creation of additional capacity of 40-62 million tones mainly
through expansion of existing plants. The Working Group has identified following thrust
areas for improving demand for cement.
 Further push to housing development programmers
 Promotion of concrete Highways and roads and
 Use of ready mix concrete in large infrastructure projects.
Further, in order to improve global competitiveness of the Indian cement industry, the
Department of Industrial policy & promotion commissioned a study on the global
competitiveness of the Indian Industry through an organization of international repute, viz.

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KPMG Consultancy Pvt. Ltd. The report submitted by the organization has made several
recommendations for making the Indian Cement Industry more competitive in the
international market. The recommendations are under consideration.
 Technological change

Cement industry has made tremendous strides in technological up gradation and

assimilation of latest technology. At present ninety three percent of total capacity in the
industry is based on modern and environment friendly dry process technology and only seven
percent of the capacity is based on old wet and semi dry process technology. There is
tremendous scope for wastes hear recovery in cement plants and there by reduction in
emission level. One project of r co-generation of power utilizing waste heat in an Indian
cement plant is being with Japanese assistance under Green Aid Plan. The induction of
advanced technology has helped the industry immensely to conserve energy and fuel and to
save materials substantially. India is also producing different varieties of cement like
ordinary Portland cement (OPC), Portland pozzolana Cement (PPC), Portland Blast Furnace
Slag Cement (PBFS), Oil Well Cement, Rapid Hardening Portland Cement, Sulphate
Resisting Portland Cement, White Cement etc. Production of these varieties of cement
conform to the BIS Specifications
Major Players in Indian Cement Industry:
There are a number of players prevailing in the cement industry in India. However,
there are around 20 big names that account for more than 70% of the total cement production
in India. The total installed capacity is distributed over around 129 plants, owned by 54 major
companies across the nation.
Following are some of the major names in the Indian cement industry:
Company Production Installed Capacity
ACC 17,902 18,640
Gujarat Ambuja 15,094 14,860
Ultratech 13,707 17,000
Grasim 14,649 14,115
India Cements 8,434 8,810
JK Group 6,174 6,680
Jaypee Group 6,316 6,531
Century 6,636 6,300
Madras Cements 4,550 5,470

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Total production:
Major players in cement production are Ambuja cement, Aditya Cement, J K Cement
and L & T cement. India’s cement industry has witnessed tremendous growth on the back of
continuously rising demand from the housing sector, increased activity in infrastructure, and
construction boom, according to RNCOS’ latest research report titled, ‘Indian Cement
Industry Forecast to 2012’.
The country’s cement production is projected to grow at a compound annual growth
rate (CAGR) of around 12 per cent during 2011-12 - 2013-14 to reach 303 million metric
tons (MMT), as per the RNCOS research report.
India is the second largest cement producing country with 137 large and 365 mini
cement plants. The large plants employ 120,000 people, according to a recent report on the
Indian cement industry published by Cement Manufacturers Association (CMA). Cement
production in the country is expected to increase to 315-320 million tons (MT) by end of this
financial year from the current 300 MT.
The cement production touched 14.50 MT, while the cement dispatches’ quantity was
registered at 14.28 MT during April 2011, as per provisional data released by Cement
Manufacturer’s Association (CMA).
Government Initiatives:
The cement industry is pushing for increased use of cement in highway and road
construction. The Ministry of Road Transport and Highways has planned to invest US$ 354
billion in road infrastructure by 2012.Housing, infrastructure projects and the nascent trend of
concrete roads would continue to accelerate the consumption of cement. Increased
infrastructure spending has been a key focus area. Finance Minister Pranab Mukherjee has
proposed to earmark US$ 47 billion for infrastructure development during 2011-12.
The infrastructure sector has received an impetus in the form of increased funds and tax
related incentives offered to attract investors for tapping the infrastructure opportunities
around the country. Introduction of tax free bonds, creation of infrastructure debt funds,
formulating a comprehensive policy for developing public private partnership projects are
some announcements which will give a fillip to the infrastructure sector which is the
backbone of any economy.

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New Investments:
 After exceeding the projected cement production of 290 MT, the Cement
Manufacturers Association (CMA) is targeting a production increase up to 320 MT by
the year end.

 Holmic Group, has increased its stake from 46.44 per cent to 50 per cent stake in
Ambuja Cement through the creeping acquisition route. It has also increased its stake
in ACC to reach 50.1 per cent.

 The Builders Association of India (BAI) plans to set up a cement manufacturing plant
at a cost of US$ 677.97 million at Anantapur in Andhra Pradesh. The plant would
have a production capacity of 10 MTPA and is expected to be ready in two years.

 BK Birla Group outfit, Kesoram Industries, is setting up a 2,000 ton a day packaging
unit in Medak district of Andhra Pradesh at a cost of US$ 1.76 million, according to a
filing by the company to the stock exchanges. The proposed unit would cater to the
packing needs of its cement manufacturing unit at Sedam in Karnataka.

 Birla Corporation, the flagship company of the M P Birla Group, is planning to set up
a one MT cement plant in Assam at an investment of around US$ 99 million. The
company has signed a memorandum of understanding (MOU) with the Assam
Mineral Development Corporation to this effect.

 Giving further push to industrial development in the State, the Government of Orissa
through its single level window clearance committee has approved four major projects
involving an investment of US$ 274.02 million.

 The Hyderabad-based Sagar Cements Ltd and Vicat Group of France’s US$ 563.82
million worth joint venture (JV) plant is likely to commence operations next year.

 My Home Industries Limited (MHI), a 50:50 joint venture (JV) between the
Hyderabad-based My Home Group and Ireland's building material major CRH Plc,
plans to scale up its cement production capacity from the existing five MTPA to 15
MTPA by 2016. The company would undertake this capacity expansion at a cost of
US$ 1 billion.

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 COMPANY PROFILE
Bharathi Cement Corporation Limited (BCCPL) is a subsidiary of Vicat Group. The
Vicat Group manufactures Cement, Ready-Mixed Concrete, Concrete Product (Precast) and
Aggregates. In 1817 Louis Vicat discovered artificial cement. His son, Joseph, created Vicat
Company in 1853. The Group continues expanding under the President Jacques Merceron-
Vicat and is present in 11 countries (France, US, Turkey, Senegal, Switzerland, Egypt, Italy,
Mali, Kazakhstan, Mauretannia and India). The Vicat Group has 6,700 employees and
generates sales of Euros 2 billion.
Bharathi was founded by the promoters of Sakshi Telugu Daily &Sakshi TV, under
the chairmanship of Smt. Y.S. Bharathi Reddy and managing director Markus Oberle from
Vicat. And senior professionals with vast experience in Power, Cement, Infrastructure,
Ready-Mixed Concrete, Aggregates and Waste Management.
Before vicat, Bharathi Cement is a company that has been promoted by the Sakshi
Group, which has interests in media and power. It is controlled by Y.S. Jagan Mohan Reddy,
the Member of Parliament (MP) from Kadapa and son of former Andhra Pradesh chief
minister Y.S. Rajasekhara Reddy. Apart from the Sakshi group, Bharathi Cement has been co-
promoted by India Cements Ltd., Dalmia Cement (Bharat) Ltd. and N. Prasad, vice-chairman
and founder of Matrix Laboratories Ltd. The Sakshi group bought Raghuram Cements in
2007 and renamed it Bharathi Cement.
Bharathi expects to have a capacity to produce 5 million tons (mt) of cement by the
end of 2010. So the company makes a deal with vicat for global partner both for technology
and getting a pan-India footprint”. Bharathi in October commissioned a 2.5 mt capacity plant
in Andhra Pradesh Kadapa district with an investment of Rs700 crore. The second phase of
the plant expansion, with an additional investment of Rs720 crore for another 2.5 mt capacity,
would be completed by December
In India, Vicat already has a 51:49 joint venture with Sagar Cements Ltd to build a 5.5
mt, $625 million cement plant at Gulbarga in Karnataka. An analyst tracking the cement
industry for an Indian brokerage said Vicat will have a 10 mt cement-making capacity in
south India, making it the fastest capacity ramp-up from a low base by any cement
manufacturer in India.

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Mission Statement:
To partner our customers in building the best, by delivering superior quality cement
that’s produced with best-in-class technology. To grow by building lasting relationships with
business associates and contribute to the well-being of society
Careers:
We value the human resources - a vital asset. People are always the strength of
'Bharathi Cement'. Recognizing this, the Company gives great importance to provide
Professional Management, a work culture that allows its members a space to learn, innovate
and grow. It gives its people the freedom to think differently, and work as a team to achieve
organizational goals.
Strengths:
 State of the art plant

Bharathi cement corporation Limited has set up most modern cement plant with state
of the art technology at Nallalingayapalli, Kamalapuram mandal, Kadapa district of Andhra

Pradesh.
This area is known for its superior quality Narzi lime stone deposits, possessing high
lime content that gives high early strength and ultimate long term strength. Another
characteristic feature of this lime stone is low alkali, magnesia and low chloride contents
which are highly desirable parameters for concrete durability.
The state of the art technology adopted at the plant consists of Vertical Roller mill of
LOESCHE, Germany for grinding of cement to achieve the optimum fineness, and controlled
particle size distribution of cement particles

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  German Technology

The Bharathi Cement plant has the most advanced Vertical Roller Mill (Type 63.3)
from LOESCHE, Germany. This mill has a capacity of producing 360 tons per hour and is
equipped with a 6,700 KW gear box.
The mill is designed to produce a range of high quality cements such as Ordinary
Portland Cement (OPC), Portland Pozzolona Cement (PPC), Pozzolona Slag Cement (PSC)
and Ground slag at varying fineness. It has a rated capacity of 360tph OPC at 3000 Blaine
and 300tph of ground slag at 4000 Blaine
• Homogenized mining
• Online process control
• Exclusive R&D facility for continuous product improvement
The early setting times and the rapid strength gain makes Bharathi cement ideal for
 Residential, Commercial and industrial structures

 Bridges, Dams

 Prestressed concrete works

 Slip form concreting

 PQC works

 Concrete blocks, electric poles, paver blocks etc.

All other RCC works where early deshuttering of formwork is necessary

 VRM Cement mill-The largest in the world

Loesche vertical roller mills are the most efficient mills in the world and achieve very
high throughputs. They are extremely maintenance friendly. Service tasks can be carried out
quickly. Downtimes are reduced to a minimum.
The Loesche grinding principle combines a horizontal grinding table with large
tapered roller under hydro pneumatic loading- the best possible compromise between output
and wear. The product quality can be enhanced by altering the classifier speed. All Loesche
mills can be started with grinding rollers raised. Metal to metal contact between grinding
parts does not occur. Their quiet, smooth operation is appreciated.

17
 In Bharathi Cement the most advanced vertical roller mill from Loesche, Germany
has been commissioned. The mill has a capacity of producing 360 MT/hour and is equipped
with 6,700 Kw gearbox. The mill is designed to produce a range of high quality cements such
as Ordinary Portland Cement, Portland Pozzolana Cement, Portland Slag cement and ground
slag at varying fineness. It has a rated capacity of 360 tphopc at 3000 Blaine and 300 tph of
Ground slag at 4000 Blaine. The high flexibility of the system enables to produce cements of
6 different types from the same mill. Switching from one product to other can be done within
minutes.
 Robotic Labs

A typical QCX/RoboLab configuration consists of a standard industrial robot placed

in the centre of a circular arrangement of sample preparation and analytical equipment.
Samples normally arrive automatically from the connected automatic sample transport
system, but may also be entered via operator sample conveyors or special input/output
magazines.
QCX/RoboLab offers a very high flexibility in terms of the number and types of
equipment handled by the robot. Supported, fully automated preparation & analysis
disciplines relevant to the cement industry include powder or fused bead preparation for X-
ray analysis, particle sizing by laser or by conventional sieving, color analysis,
Carbon/Sulphur/Moisture combustion analysis, physical testing and collection of shift/daily
composites. For the typical cement lab project a throughput capacity of 10-20 samples will
apply; but higher numbers in one robot cell are achievable.
The QCX computer integrates the system components. It identifies incoming samples,
downloads the relevant sample-handling specification and controls all intelligent devices in
the configuration. Sequence control includes priority handling, intelligent handling of
equipment failure situations and much more.
BCCPL has established an Ultra-modern quality control and assurance facility which
provides high quality in sample preparation and analysis & thereby producing consistent
quality of cement. It includes
 QCX/ Robotic Lab

 Cross Belt analyzers for limestone

 Cross belt ash analyzer for coal

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  Bruker XRF & XRD

 Automatic Particle Size analyzer of Malvin Robotic lab

 Auto- Sampling Systems etc.

 Tamper-Proof Packing

When cement bags are dumped on the ground, the impact causes cement to spill out
of the bag. This causes considerable loss, considering that some projects require thousands of
bags, but you incur no such loss with Bharathi Cement.
Bharathi Cement is packed in fully imported, tamper-proof PP laminated bags, which
do not allow the minutest of cement particles to spill. This ensures accurate weight and also
eliminates any possibility of pilferage. This technique of packaging is also eco-friendly. The
cement religiously processed and produced is packed in specially designed imported
polypropylene bags which are dust proof and tamper proof. This special package ensures full
quantity (i.e. 50Kg net) cement in every bag and chances of adulteration are totally
eliminated.

Moisture Resistant:

Manufactured from laminated fabric, the sack is

water-resistant and keeps its strength when in contact with
water. Sack provides better resistance to humid condition as compared to Kraft paper sack.

Environment Friendly:
Sack is made of polypropylene which is environment friendly
degradable thermoplastic material. When incinerated or put to waste it
does not pollute air, soil or water with toxic residues. Empty sack it
recycled and can be used for producing new Sacks. Bharathi Cement
is packed in imported, tamper-proof, PP laminated bags. There's no
chance for any pilferage or adulteration.

Easy Handling:
Sack is required with valve that facilitates easy filling and self
closing operation. Brick shape of sack facilitates easy handling, compact storage, and
efficient transportation.
Products of Bharathi Cements:

19
  OPC 53 Grade

Ordinary Portland Cement 43 grade is manufactured by inter grinding of high grade

clinker (with optimum C3Scontent) and right quality gypsum in appropriate proportions.

Properties Requirements as per Bharathi cement Competitors

a) Physical IS 8112-1989 values values
Fineness (sqm/kg) 225(min) 325 280
Soundness (mm)
Lechatlier method 10mm (max) 1 1.5
Autoclave (%) 0.8 (max) 0.03 0.05
Setting time
Initial (min) 30 minutes 150 280
Final (max) 600 minutes 260 340
Compressive strength (MPa)
1 day 17 14
3 days (min) 23 35 30
7 days (min) 33 45 40
28days (min) 43 63 51
b) Chemical
1) Lime saturation factor 0.6-1.02 0.9 0.8
2) Alumina Modulus 0.66 (min) 1.23 1.24
3) Insoluble residue (%) 3 (max) 0.25 1.5
4) Magnesia (%) 6 (max) 1 1.02
5) Sulphuric anhydrideSO3 (%) 3 (max) 1.5 2.3
6) Loss on ignition (%) 5 (max) 0.8 1.5

7) Alkalies 0.6

8) Chloride (%) 0.1 (max) 0.002 0.02

9) C3A Content 7

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10) Temperature during Testing 27±2 27±2 27±2
11) Humidity (%) 65±5 65±5 65±5

Advantages:
 Speedy construction
 Durable concrete
 Economic concrete mix designs

 Low percentages of alkalies, chlorides, magnesia and free lime leads to the
production of durable concrete.
 OPC 43 Grade

Ordinary Portland Cement 43 grade is manufactured by inter grinding of high grade clinker
(with optimum C3Scontent) and right quality gypsum in appropriate proportions.

Properties Requirements as per Bharathi cement Competitors

a) Physical IS 8112-1989 values values
Fineness (sqm/kg) 225(min) 325 280
Soundness (mm)
Lechatlier method 10mm (max) 1 1.5
Autoclave (%) 0.8 (max) 0.03 0.05
Setting time
Initial (min) 30 minutes 150 280
Final (max) 600 minutes 260 340
Compressive strength (MPa)
1 day 17 14
3 days (min) 23 35 30

21
7 days (min) 33 45 40
28days (min) 43 63 51
b) Chemical
1) Lime saturation factor 0.6-1.02 0.9 0.8
2) Alumina Modulus 0.66 (min) 1.23 1.24
3)Insoluble residue (%) 3 (max) 0.25 1.5
4)Magnesia (%) 6 (max) 1 1.02
5)Sulphuric anhydrideSO3 (%) 3 (max) 1.5 2.3
6)Loss on ignition (%) 5 (max) 0.8 1.5

7)Alkalies 0.6

8) Chloride (%) 0.1 (max) 0.002 0.02

9) C3A Content 7
10)Temperature during Testing 27±2 27±2 27±2
11)Humidity (%) 65±5 65±5 65±5

Applications:
 All types of R.C.C.works
 Residential and commercial complexes
 Industrial structures
 Bridges, dams, irrigation works

 For highways, runways etc.

 PPC

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 Bharathi Portland pozzolana cement is a premium composite cement manufactured by
inter grinding of high quality clinker, carefully selected High reactive Silica (HRS) obtained
from electrostatic precipitators with right quality gypsum.

Hydration of blended cement:

Ordinary Portland Cement + water ----- C-S-H GEL+ Ca(OH)2 (Alkali)

This alkali is a byproduct in any OPC hydration process amounting to 25% of total gel
formation. This is like a weak link in strong chain. Sulphates and chlorides present in water,
soil or surrounding atmosphere attacks this alkali causing deterioration of concrete.

Secondary gel formation in blended cement:

High reactive silica(HRS) + alkali ------ Secondary gel formation

The reactive silica which is added to the cement would react with the alkali and secondary gel
formation takes place. As a result of this secondary gel formation pore refinement takes place
and the concrete becomes more impermeable to sulphate and chloride attacks leading to the
durability of concrete structures.
The reactive silica which is added to the cement would react with the alkali and secondary gel
formation takes place. As a result of this secondary gel formation pore refinement takes place
and the concrete becomes more impermeable to sulphate and chloride attacks leading to the
durability of concrete structures.
Properties Requirements as per Bharathi cement Competitors
a) Physical IS1489(part1):1991 values values
Fineness (sqm/kg) 300 (min) 350 300
Soundness (mm)

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Lechatlier method 10mm (max) 1 1.5
Autoclave (%) 0.8 (max) 0.03 0.05
Setting time
Initial (min) 30 minutes 165 260
Final (max) 600 minutes 260 340
Compressive strength (MPa)
3 days (min) 16 33 28
7 days (min) 22 43 38
28days (min) 33 63 50
b) Chemical
Loss on ignition (%) 5 (max) 0.8 1.5
Sulphuric anhydrideSO3 (%) 3 (max) 1.5 2.3
Insoluble residue (%) X+4(100-X)/100 17 25
Magnesia (%) 6 (max) 1 1.4
Chloride (%) 0.1 (max) 0.002 0.02
Temperature during Testing 27±2 27±2 27±2
Humidity (%) 65±5 65±5 65±5

Advantages of PPC Cement:

 Low heat of hydration
 Resistance to sulphate attack and chloride attack
 Resistance to alkali silica reaction
 Reduction in water demand
 Reduced bleeding due to high fineness of cement

Pore refinement leading to improved density of concrete

 PSC

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 Bharathi Portland Slag cement is manufactured by inter grinding high quality
clinker with carefully selected, good quality slag purchased from major steel plants and
using high quality gypsum.

Hydration of blended cement:

Ordinary Portland Cement + water ----- C-S-H GEL+ Ca(OH)2 (Alkali)
This alkali is a byproduct in any OPC hydration process amounting to 25% of total gel
formation. This is like a weak link in strong chain. Sulphates and chlorides present in water,
soil or surrounding atmosphere attacks this alkali causing deterioration of concrete.

Secondary gel formation in Portland Slag cement:

Slag by itself is cementitious in nature and undergoes hydration in presence of alkali
resulting C-S-H gel formation
As a result of this secondary gel formation pore refinement takes place and the concrete
becomes more impermeable to sulphate and chloride attacks leading to the durability of
concrete structures.

Properties Requirements as per Bharathi cement Competitors

a) Physical IS 455-1989 values values
Fineness (sqm/kg) 225 350 290
Soundness (mm)
Lechatlier method 10mm (max) 1 1.5
Autoclave (%) 0.8 (max) 0.03 0.05
Setting time
Initial(min) 30 minutes 160 280
Final(max) 600 minutes 250 340
Compressive strength (MPa)
3 days (min) 16 33 25
7 days (min) 22 44 37

25
28days (min) 33 65 60
b) Chemical
Loss on ignition (%) 5 (max) 0.3 1.08
Sulphur Trioxide (SO3) 3 (max) 1.62 2.87
SulphideSulpher (% by mass) 1.5 (max) 0.2 0.3
Insoluble residue (%) 4 (max) 0.75 2.4
Magnesia (%) 6 (max) 1 3.3
Chloride (%) 0.1 (max) 0.002 0.02
Temperature during Testing 27±2 27±2 27±2
Humidity (%) 65±5 65±5 65±5

Applications:
 Mass concrete works
 Marine works
 Residential and commercial high rise buildings
 Industrial structures

 Suitable for wide range of applications as a substitute for OPC

Technical Support:
Mobile Construction Advisor
At Bharathi we believe in total customer satisfaction. Bharathi cement offers
laboratory testing facilities of concrete at your door step. Your concrete is tested under
standard laboratory conditions and test certificates are issued. The services of experienced
civil engineers can be availed
•Good Construction Practices
•Suggested Concrete Mix Designs
•Social Responsibility
At Bharathi Cements, our commitment to quality makes us go beyond. We at Bharathi
Cement have Mobile Construction Advisers. With a full-fledged technical team, this service
brings you best construction practices from the globe. The Mobile Construction Adviser
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further offers concrete lab services, concrete cube testing, training for masons and site
supervisors
Social Responsibility of Business
Bharathi cement has introduced accidental insurance
scheme for masons. Each mason is covered for an amount
of Rs.1,00,000 for one year under this scheme. The
premium is paid by Bharathi Cement Corporation Limited.
This is a great moral booster for masons and their families .

Technical Services Offered:

Mobile Construction Advisor
At Bharathi we believe in total customer
satisfaction. Bharathi cement offers laboratory
testing facilities of concrete at your door step. Your
concrete is tested under standard laboratory
conditions and test certificates are issued. The
services of experienced civil engineers can be
availed.
• Demonstrations, Tips on good construction practices, informative lectures and onsite video
presentations
• Onsite training for masons and site supervisors
• Advice on concrete mix proportion
• Testing of fresh and hardened concrete ensuring its superior quality
• NDT (Non Destructive Testing) facilities
Power source:
Right now the co. drawing power from the state electricity grid. But, we are planning
a captive power plant in two years. We are looking at a generation capacity of 30 MW
Marketing strategy and targets
Bharathi Cement already has a strong network of 600 dealers and 1000 sub-dealers,
and is growing each day. We will strengthen the dealer network for the next phase. Bharathi
Cement would focus on Andhra Pradesh, Tamilnadu, Karnataka, Goa, Kerala and parts of
Maharashtra in the initial phase and progressively increase the footprint in other parts of the

27
country. In the first three states we have already established a strong network of distributors
and in the other three states we will be strengthening our network in the next few months.The
approximate ratios of the dispatch will be 50% by road network and 50% by rail network.

REVIEW OF LITERATURE

JOB SATISFACTION
Job satisfaction is one of the major interests to the field of organizational behavior and
the practice of HRM. It reflects employee’s attitudes towards their job and commitment to an
organization. Job satisfaction refers to one’s feelings or state of mind regarding the nature of
their work. It describes how content an individual is with his or her job. Job satisfaction refers
to a person’s feeling of satisfaction on the job, which acts as a motivation to work. It is not
self satisfaction, happiness or self contentment but satisfaction on the job.
Job satisfaction is defined as the pleasurable emotional state resulting from the
appraisal of one’s job as achieving or facilitating the achievement of one’s job values. Job
satisfaction is not the same as motivation. It is linked to productivity, motivation,
absenteeism, waste accidents, mental health, physical health and general life satisfaction.
There are three important dimensions to job satisfaction.
 Job satisfaction is an emotional response to a job situation. It can’t be seen, only
inferred.
 Job satisfaction is often determined by how well outcomes meet or exceed
expectations.
 Job satisfaction represents several related attitudes.

VARIOUS DEFINITIONS OF JOB SATISFACTION:

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 Bullock (1952) defined job satisfaction as an attitude, which results from balancing
and summation of many specific likes dislikes experienced in connection with the job.
Smith (1955) defined to job satisfaction as the employee’s judgment of how well his
job on whole is satisfying his various needs.
Locke (1969) defines job satisfaction as the pleasurable or positive emotional state
revolving from the appraisal of one’s job or job expiries.
According to Vroom, “job satisfaction is the reaction of the workers against the role
they play in their work.”
“ job satisfaction as a general attitude of the workers constituted by their approach
towards the wages, working conditions, control, promotion related with job, social relations
in the work, recognition of talent and some similar variables personal characteristics, and
group relations apart from the work life”. --Blum& Naylor.
“Job satisfaction is the total of the sentiments related with the job conducted. If the
worker perceives that his/her values are realized within the job, she/he improvises a positive
attitude towards his/her job and acquires job satisfaction”. --Mc comic & Tiffin.
From these definitions, we can define the job satisfaction as the sum of all negative
and positive aspects related to the individual’s salary his/her physical and emotional working
conditions, the authority she/he has the autonomous usage of this authority, the level of
success she/he has maintained and the rewards given due to this success, the social state
maintained in relation with his/her job.
THE IMPORTANCE OF JOB SATISFACTION:
The job satisfaction is the condition of establishing an healthy organizational
environment in an organization. Individuals want to maintain statute, high ranks and authority
by giving their capabilities such as knowledge, ability education, health etc. The individuals
who can’t meet their expectations, with regard to their jobs become dissatisfied. Thus this
dissatisfaction affects the organization for which she/ he works.
Job satisfaction is very important for a person’s motivation and contribution to
production. Job satisfaction may diminish irregular attendance at work, replacement workers
with in a cycle or even the rate of accidents.
Job satisfaction is an employee’s thoughts and emotions towards their job and how
they evaluate their job. This can be a judgment of their job overall, or of specific judgment
such as pay, promotions, work tasks, coworkers and supervisors. It is important for

29
organizations to care about their employee’s job satisfaction. It will promote employees
organizational commitment when they feel that they are satisfied with their jobs.
DIMENSIONS OF JOB SATISFACTION:
There are six dimensions that represent the most important characteristics of a job
about which people have effective responses.
The work itself:
The content of the work itself is a major source of satisfaction. This means the extent
to which the job provides the individual with interesting tasks, opportunities for learning, and
the chance to accept responsibility. Some of the most important ingredients of job satisfaction
include interesting and challenging work and a job that provides status.
Compensation:
Wages and salaries are significant, but a complex and multidimensional factor in job
satisfaction. Money not only helps people attain their basic needs, but also is instrumental in
providing upper level need satisfaction. Employees often consider salary as a reflection of
how management views their contribution to the organization. Fringe benefits are also
important, but they are not as influential.
Career Growth:
Promotional opportunities seem to have a varying effect on the job satisfaction. This
is because promotions take different forms and include a variety of rewards. For example
individuals who are promoted on the basis of seniority often experience job satisfaction but
not as much as those who are promoted based on their performance.
Supervision:
Supervision is another moderately important source of job satisfaction. There are two
dimensions of supervisory style that effect on job satisfaction. One is employee centeredness,
which is measured by the degree of which a supervisor takes personal interest in the welfare
of employees. The other dimension is participation or influence, illustrated by managers who
allow their people to participate in decisions that affect their own jobs. This approach leads to
higher job satisfaction. It is proved that a participative environment.
Coworkers:
Friendly, cooperative coworkers are a modest source of job satisfaction the work
group serves as a source of support, comfort, advice, and assistance to the individual. A good
work makes the job more enjoyable.

30
 If this factor is not considered with care, then if may have reverse effects, meaning
there by that the people are difficult to get along with. This will have a negative effect on job
satisfaction.
Work Environment:
Work environment and working conditions are factors that have a modest effect on
job satisfaction. If working conditions are good clean, attractive surroundings, employee, find
it easier to carry out their job.
THEORIES OF JOB SATIAFACTION:
There are some theories to describe the job satisfaction.
Fulfillment theory:
This theory measures satisfaction in terms of rewarded. A person receives or the
extent to which his needs are satisfied. Further they thought that there is a direct relationship
between job satisfaction and the actual satisfaction of the expected needs. The main difficult
what he feels he should receive at there would be considerable difference in this approach is
that job satisfaction as observed by willing is not only a function of what a person receives
but also what he feels he should receive at there would considerable difference in the accruals
and expectations of persons. Thus job satisfaction can’t be regard as merely a function of how
much a person receives from his job.
Discrepancy theory:
The proponents of this theory argues that satisfaction is the function of what a person
actually receives from his job situation and he thinks he should receive or what expect to
receive. When the actual satisfaction is derived less than expected satisfaction, it results
dissatisfaction. Job satisfaction and dissatisfaction are functions of the perceived relationship
between what one wants from ones job & what one perceives it is offering.
Equity theory:
The proponents of this theory are of the viewed that persons satisfaction is determined
by this perceived equity which in turn is determined by his input output balance compared to
his comparison of others input output balance. Input output balance is the perceived rate of
what a person receives from his job relative to what he contributes to the job. This theory is
of the view that both under the over rewards lead to dissatisfaction, while the under reward
causes feeling of unfair treatment over reward leads to feelings guilt and discomfort.
Two factor theory:

31
 This theory was developed by Herzberg, Mnusener, Peterson and corpwell who
identified certain factors as satisfies and dissatisfies. Factors such as achievement,
recognition, responsibility etc, are satisfy, the presence of which causes satisfaction by their
absence however does not result in job satisfaction.

FACTORS INFLUENCING ON JOB SATISFACTION:

Job satisfaction as a by dimensional concept consisting of motivational factors,
personal factors, intrinsic &extrinsic dimensions. Intrinsic sources of satisfaction depend on
the individual characteristics of the person such as the ability to use initiative relations with
superiors or the work that the person actually performs. Extrinsic sources of satisfaction are
situational & depend on the environment such as pay, promotion or job security. Both
extrinsic & intrinsic job facts should be represented as equally as possible in a composite
measure of overall job satisfaction.
PERSONAL FACTORS:
These sources are include worker’s age, sex, education, marital status and their
personal characteristics, family background, socio economic background etc.
AGE:
The relationship between age and job satisfaction could be complex. Generally one
would expect that as the person would grow order he would get greater satisfaction with his
job particularly because of the experience and therefore the case with which he would be able
to perform it.
SEX:
There is as yet no consistence evidence as to whether women more satisfied with their
jobs than men, holding such factors as job and occupational level constant, one might predict
this to be case, considering the generally lower occupational aspiration of women.
EDUCATIONAL LEVEL:
There is a negative relationship between educational level & job satisfaction. The
higher the education the higher reference group which the individual looks to for guidance to
evaluate his job rewards.
MARITAL STATUS:
There is a relationship between marital status & job satisfaction. Generally one would
assume that that with increasing responsibilities placed on an individual because of marriage
he would value his job little more than an unmarried employee.
MOTIVATIONAL FACTORS:
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 Motivation of employees is the most important aspect of managing an enterprise. The
success or failure of an enterprise depends mostly on how best the employees working are the
involved and motivated. Among the four essential & factors of production namely men,
machine, material & money. The most important is men. Motivation of the employee can be
sub divide into two groups
1. Extrinsic factors & 2. Intrinsic factors.
Extrinsic factors:
Extrinsic factors are monetary related factors an employee will have positive feeling.
Extrinsic source of satisfaction are situational & depends on environment such as pay,
promotion or job security.
Salary:
Wages and salaries are the multidimensional and complex factors in job satisfaction.
Higher salary should lead to higher job satisfaction and lower salary should lead to lower job
satisfaction. So many studies have found that job satisfaction increased with increase in
wages & salaries.
Job expectation
When an employee joins in an organization he expects something from job. Job
satisfaction of an employee can be based on the fact to what effect his job meets his
expectations. Employee expectations may include about working conditions, work,
colleagues, supervision etc.
Comparison of outputs:
Persons tend to compare his out comes with the other persons out comes. The
outcome consists of primarily of rewards such as pay, status, promotion and intrinsic interest
in the job. Comparison is mainly with ratio of the inputs or he puts in and ratio is equal he
will be satisfied otherwise the person in an effort to restore equity may after the inputs or
outcomes, cognitively distort the inputs or out comes, leave the field, act on the other, or
change the other.
Job security:
Security is a lower order need which an employee have job security has its effect on
the employee morale. An insecure person’s morale will be low and will have its effect on the
employee morale. Secure person’s will work effectively and have job satisfaction.
Performance appraisal:

33
 As the performance appraisal is linked to promotions, rewards, feedback it has its
effect on the employee satisfaction. If the appraisal is not proper employee will be
dissatisfied.

INTRINSIC FACTORS:
Intrinsic factors keeps the employees motivated and make them satisfied from work. The
intrinsic factors are:
 Recognition and praise:
Human beings are self centered and long for praise. They want to be recognized and
praised for their work. They expect their superiors to recognize their efforts and praised
rewarded. This will increase their satisfaction and make them more active.
 Autonomy or freedom:
Employees desire certain amount of freedom to work. The autonomy to tale decisions and
influences others. If this freedom is absent and it will have its effect on the job satisfaction.
The person, who has maximum of autonomy, will have high satisfaction. Otherwise it will be
low.
 Participative management:
Participative management has a positive impact on the employee. Openness of the higher
ups towards the employee ideas will keep the employee morale high and keep him satisfied
from the job.
 Belongingness:
It is the complete identification of employee with the company. He should regard goals of
the company as his own goals. If he has high belongingness it shows that an employee
satisfied with his job.
 Career advancement:
Employee desire to in higher position if they perceive that they have opportunity to grow
in their career they will be motivated and show this in their performance. If the employees
feel that they reached to a level of saturation in their career they will be de motivated and will
be dissatisfied.
 Achievement:
Employees have a need to achieve something worthy and have influence. If this need is
not fulfilled, they will be dissatisfied.

34
  Job signification:
It refers to the impact created on the others by one’s contribution. A feeling of importance
is perceived by the employee is the ultimate goal of doing his work in an excellent manner.
NATURE OF WORK AND JOB DESIGN:
 Job variety:
It allows the employees to perform different operations requiring different skills. This will
arrest monotony in performing repetitive activity.
 Job monotony:
It refers to the identity that an employee has his contribution after performing a complete
piece of work.
 Challenging:
Employees perceive to have a challenging work in an organization and this will his
develop a active state and will be satisfied with his job.
 Contribution to groups:
Employees derive satisfaction by knowing how his work affects the groups and how far
he can influence his group.

 Feedback:
Feedback refers to information that tells employees how well they are performing. It
satisfies the inner urge of people wanting to know they are performing on the assigned work.
 Contribution to society:
Employees derive satisfaction by knowing how worth full and meaningful is his work and
how his work able to contribution to society.
 Consequences of satisfactions:
High job satisfaction may lead to improve productivity, increased turnover, improved
attendance, reduced accidents, less job stress and lower unionization.
Job satisfaction and productivity:
 Job Satisfaction And Employee Turn Over:
High employee turnover is of concern for employers because it disrupts normal
operations, causes morale problems for those who stick on, and increases the cost involved in
selecting and training replacement. The employer does whatever possible to minimize
turnover, making the employees feel satisfied on their jobs, being one such.

35
 In four major reviews of the relationship between satisfaction and turnover had been
demonstrated that workers who have relatively low levels of job. Employee perceive that
intrinsic and extrinsic rewards (example: play) distributed equally. Inequitable distribution
fails to convince the employees close correlation between hard work and rewards.
 Job satisfaction and performance:
The most accurate statement is that the high performance contributes to high job
satisfaction. A better performance typically leads to higher economic, sociology and
psychological rewards in proportion to their performance. On the other hand, if rewards are
seen as inadequate for the level of satisfaction leads to either greater or leser commitment,
which then affect effort and eventually affects performance again. The result is a
continuously operating performance satisfaction-effort loop.
Alternatively, a different scenario emerges if performance is low. Employees might not
receive the rewards they are hoping for the dissatisfaction are the most likely to quit their jobs
and that organizational units with the lowest average satisfaction levels tend to have the
highest rates.
 Job satisfaction and Absenteeism:
Job satisfaction will Correlation of satisfaction to absenteeism is also proved
conclusively. Workers who are dissatisfied are more likely to take “mental health” days i.e.
days off not due to illness or personal business. Simply stated, absenteeism is high when
satisfaction is low. As in turnover, absenteeism is subject to modification by certain factors.
The degree to which people feel their jobs are important has a moderating influence on their
absence. Employees who feel that this work is important tend to clock in regular attendance.
Besides, it is important to remember that while not necessarily result in low absenteeism, low
satisfaction is likely to bring high absenteeism.
 Job satisfaction and Safety:
Poor safety practices are a negative consequence of low satisfaction level. When people
are discouraged about their jobs, company and supervisors, they are more liable to experience
accidents. An underlying reason for such accidents is that discouragement may take one’s
attention away from the task at hand. In attention leads directly to accidents.
 Job satisfaction and job Stress:
Job stress is the body’s response to any job-oriented factor that threatens to disturb the
person’s equilibrium. In the process of experiencing stress, the employee’s inner stage
changes. Prolonged stress can cause the employee serious ailment such as heart diseases,
ulcer, blurred vision, lower back pain, dermitis and muscle aches.
36
 Chronic job satisfaction is a powerful source of job stress. The employee may see no
satisfactory short-term solution to escape this type of stress. An employee may trap in a
dissatisfying job may withdraw by such means as high absenteeism and tardiness or
employee may quit.
 Job Satisfaction and Unionization:
It is proved that job satisfaction is a major cause for unionization. Dissatisfaction with
wages, job security, fringe benefits, chances for promotion and treatment by supervisors are
reasons make employees join unions.
Another dimension is that dissatisfaction can have not impact on the tendency to take
action within the union, such filing grievances or striking.
 Other Effects of Satisfaction:
In addition to the above it has been claimed that satisfied employees tend to have better
mental and physical health and learn new job related tasks more quickly.
 Sources Of job Satisfaction:
Several job elements contribute to job satisfaction. The most important amongst them are
wage-structure, nature work, promotion chances, and quality of supervision, workgroup and
work condition.

 Wages:
Wages play an important role on influencing the job satisfaction. This is because of
mainly two reasons:
I. Money is an important instrument in fulfilling one’s needs.
II. Employees often see pay a reflection on management’s concern for the
Nature of work: Most of the employees have intellectual challenges on job. But too many
challenges create frustration and a feeling of failure under condition of moderate challenge,
employee’s experience, pleasure and satisfaction.
Promotions: Promotional opportunities affect job satisfaction considerably. The desire for
promotion is generally strong among employees, as it involves change in job content pays,
responsibility, independence, status and the like.
Supervision: There is positive relation between the quality of supervision and job
satisfaction.
 Supervision acts maintaining satisfaction :

37
  Maintain open lines of communication.
 Crate a good physical environment.
 Remedy standard conditions.
 Transfer discontented employees.
 Change the perception of dissatisfied employees.
 Display concerned employees.
 Give ample recognition.
 Conduct morale building management.
 Practice good management.
o Measuring Job Satisfaction:
Also called survey of morale, opinion, attitude, climate, or quality of work life.
Management conducts job satisfaction survey in order to get information for making sound
decisions. A job satisfaction survey is a procedure by which employees report their feelings
towards their job and work environment. The responses are then combined and analyzed.
Various ways of measuring job satisfaction are available.
o Rating scales:
The most common approach for measuring job satisfaction is the use of rating scales.
These scales fall in two categories. One is called tailor-made standardized scales, which
before their use, have been developed to establish group norms on scales to ensure the
reliability and validity of the measuring instruments. Mostly, using method is ‘Tailor – made
scales’.
o Critical incidents:
It was developed by HERTBERG and his associates in their research on the two-factor
theory of motivation. The employees were asked to describe incidents on their job
particularly satisfied. These incidents were then content analyzed in determining which
aspects closely related to positive and negative attitudes.
o Interviews:
Personal interviews are yet another method for measuring job satisfaction. Employees are
individually and the responses reveal their satisfaction or dissatisfaction.
o Action tendencies:
The represents the inclinations. People have to avoid or approach certain things by
gathering information about how they feel like action with respect to their jobs. The job
satisfaction can be measured.

38
Benefits of Job Satisfactions: These indicate the general level of satisfaction
 Improved communication.
 Improved attitudes.
 It helps to discover the cause of indirect productivity problems, such as absenteeism,
turnover and poor quality of work.
 They help management to assess training needs.
 It is used as an indicator of the effectiveness of organizational reward systems.
 It is used in the evaluation of the impact of organizational changes on employee
attitudes.
 Spirit of co-operation and mutual respect, etc.
Satisfaction and Management Implications:
Job satisfaction has behavioral implications. Particularly manager must be clear that :
 Employee dissatisfaction is most frequently caused by what is perceived to be low
pay and boring work.
 Employee’s dissatisfaction is largely influenced by their feelings of inequity.
 Individual satisfaction or dissatisfaction is more important than overall satisfaction or
dissatisfaction of the employees.
 It has impact on employee turnover, absenteeism and unionization.

RESEARCH METHODOLOGY
Research is thus an original contribution to the existing stock of knowledge
making for its advancement. It is the pursuit of truth with the help of study, observations
comparison and experiment. In short, the search for knowledge through objective and
systematic method of generalization and the formulation of a theory is also research.
A term research refers to the systematic method of consisting for enunciating the
problem, formulating a hypothesis, collecting the facts or data, analyzing the facts or data,
analyzing the facts and reaching certain conclusion either in the form of solution towards
the concerned problem or in certain generalization for some theoretical formulation.
TYPES OF RESEARCH
Applied research aims at finding a solution for an immediate problem facing a
society or an industry/ business organization.

39
 Fundamental research is mainly with generalization with the formulation for a
theory. Research concerning some natural phenomenon is example of fundamental
research.
Descriptive research includes surveys and fact-finding enquires of different kinds.
The main purpose of it is description of the state of affairs, as it exists at a present. The
researcher has no control over the variables, he can only what happened or happening.
Analytical research is a research where the researcher has to use facts or
information already available and analyze there to make a critical evaluation of the
material.
Quantitative research is the measurement of quantity is amount, it is applicable to
phenomenon that can be terms of quantity. Qualitative research on the other hand, is
concerned with quantitative phenomenon. Conceptual research is related to some abstract
ideas. Philosophers and thinkers generally use it. On the other hand empirical research is
based on experienced or observation alone.
The type of research used in this study is the descriptive research, which studies
the purpose and suits to the study.

RESEARCH DESIGN
The research instrument which is used in the study questionnaire. A questionnaire
consists of a set of questions presented to the respondents for their answer. The researcher
has used questionnaire as the instrument of research to collect the information. A
questionnaire consists of both open ended and closed ended questions and personally
administered to the respondents.
SAMPLING:
The samples were randomly selected in the organization from the production levels
of an organization. Hence “RANDOM SAMPLING” method is adopted in the study.
SAMPLE SIZE:
The sample size considered for the study was 120 employees.
SAMPLE DESIGN:

40
1. Methods of research: The “DESCRIPITIVE STUDY” was followed in order to
conduct the study in Organization culture in job satisfaction in BHARATHI CEMENTS
PVT LTD.

2. Place of the study: BHARATHI CEMENTS PVT LTD.

3. Sources of data
PRIMARY DATA:
This consists of original information gathered for specific purpose. The normal
procedure is to interview the people individually and /or in a group, to get the required
data.
SECONDARY DATA:
This consists of the information that already exists somewhere, either in some
annual records or in magazines etc., having been collected for another purpose. Here the
researchers have used both primary and secondary data.
METHODS OF SAMPLING:
The various methods of sampling can be grouped under 2 broad heads.
1. Probability sampling ( Random )
2. Non-probability sampling ( Non-random )
Probability sampling methods are those in which every item in the universe as a
known chance, or probability, of being chosen for sample.
This implies that the selection of sample items is independent for the person
making the study-that is, the sampling of operations is controlled, objectively that the
items will be chosen strictly at random.
Non-probability sampling methods are those, which do not provide every item in
the universe with a known chance of being included in the sample. The selection process
is, at least, particularly subjective.
Type of research : DESCRIPITIVE STUDY

Sampling Technique : Random sampling

Sample size : 120

Sample element : BHARATHI CEMENTS PVT LTD.,

Sample Unit : Employees of the BCPL

Sampling area : KADAPA

41
Research instrument : Questionnaire

Statistical methods : Percentage method.

NEED FOR THE STUDY

1. The general study of the organization behavior finds no concepts have received more
attention than “motivation “.
2. Motivation does not happen to be a personal trait; rather it is result of the individual and
the work environment. Any motivation ultimately results either in ‘job satisfaction’ or
‘dissatisfaction’.
3. A well motivated employee contributes to quality and productivity. This achieved only
on the employees are satisfied to the job. Therefore, it is all the more important that the
organization has a set of satisfied employees in order to stay motivated from the fast
experiments.

42
4. In particular organization Culture in job satisfaction in BHARATHI CEMENTS PVT
LTD. Ltd helps us what are the factors that help us to achieve goals of the organization
as well as individual employees.

SCOPE OF THE STUDY

The study is conducted by taking into account only the regular employees of
BHARATHI CEMENTS PVT LTD., The casual and contractual employees have not been
considered for this purpose. Present study is undertaken by various departments like
Mechanical, Electrical H.R, Marketing, production in BHARATHI CEMENTS PVT LTD.,

43
 OBJECTIVES OF THE STUDY

 To study organization culture effects on job satisfaction levels among the employees of
coca cola.
 To know the employee satisfaction towards career development, training and quality
improvement.
 To analyze different factors which are influencing organization culture of the
company?
 To know organization culture effects more employee job satisfaction at BHARATHI
CEMENTS PVT LTD
 To know the satisfaction of the employees regarding their present appraisal system.

44
 LIMITATIONS OF THE STUDY

 The studies confined to one branch of coco cola only.

 Due to time constraint detail information could not be gathered.

 Some of the employees did not give answers to some questions.

 The respondents may have some bias in answering the questions.

 Some of the questionnaires were not completely filled.

 The Questionnaire was administered through contacts with respondents.

45
 DATA ANALYSIS AND INTERPRETATION
Title: 1. Employee feel that they are held together by an invisible force in the
organization.
S.no Dimension No of % of respondents
respondents
1 Strongly agree 26 22%
2 Agree 39 32%
3 Neither agree nor disagree 55 46%

4 Disagree - -

46
 5 Strongly disagree - -
120 100%

Chart -1

INFERENCE:

Form the above table it shows that 22% of employee feel that strongly agree they are
held together by an invisible force in the organization, 32% of employee feel that they are
agree and 46% of employee feel that they are neither agree nor disagree.

Title:2. The management does not hesitate to change old tradition for its survival and
progress.

Table-2
S.no Dimension No of % of respondents
respondents
1 Strongly agree -- -
2 Agree 50 41%
3 Neither agree nor disagree 70 59%
4 Disagree - -
5 Strongly disagree - -
120 100%

47
Chart-2

INFERENCE:

From the above table it shows that 41%of the employee feels that agree the
management does not hesitate to change old tradition for its survival and progress and 59% of
respondents feel that neither agree nor disagree.

Title: 3. Every employee knows the role and responsibilities of every other employee in this
organization.

Table-3
S.no Dimension No of % of respondents
respondents
1 strongly agree - -
2 Agree 73 61
3 Neither agree nor disagree 47 39
4 Disagree - -
5 Strongly disagree - -
120 100
Chart-3

48
INFERENCE:

From the above table it shows that 61% of the employee feels that agree every
employee knows the role and responsibilities of every other employee in this organization
and 39%of employee feel that neither agree nor disagree.

Title: 4. It is strongly believe here that employee should forget their personal difference and
work for achieving organizational goals and targets.

Table-4

S.no Dimension No of % of respondents

respondents
1 Strongly agree 14 12%
2 Agree 65 54%
3 Neither agree nor disagree 41 34%
4 Disagree - -
5 Strongly disagree - -
120 100%

Chart-4

49
INFERENCE:

From the above table it shows that 12%of the employee feels that strongly agree It is
strongly believe here that employee should forget their personal difference and work for
achieving organizational goals and targets 54%agree and 34% neither agree nor disagree.

Title: 5. Elderly employees are highly respected in this organization.

Table-5

S.no Dimension No of % of respondents

respondents

1 Strongly agree - -
2 Agree 75 63%
3 Neither agree nor disagree 45 37%
4 Disagree - -
5 Strongly disagree - -
120 100%

Chart-5

50
INFERENCE:

From the above table it shows that 63% of the employee feel that agree Elderly
employees are highly respected in this organization,37%of respondent feel that neither agree
nor disagree.

Title: 6.Employee in this organization performs their work tasks as per laid down procedures
and standards.

Table-6

S.no Dimension No of % of respondents

respondents
1 Strongly agree 10 8%
2 Agree 70 59%
3 Neither agree nor disagree 40 33%
4 Disagree - -
5 Strongly disagree - -
120 100%

Chart-6

51
INFERENCE:
Form the above table it shows that 8% of the employee feels that strongly agree
Employee in this organization performs their work tasks as per laid down procedures and
standards 59% of the employee feel agree and 33% of the employee neither agree nor
disagree.

Title: 7.The employees in this organization have common value and beliefs.

Table-7

S.no Dimension No of % of respondents

respondents
1 Strongly agree 23 20%
2 Agree 62 51%
3 Neither agree nor disagree 35 29%
4 Disagree - -
5 Strongly disagree - -
120 100%

Chart-7

52
INFERENCE:

Form the above table it shows that 20% of the employee feel that strongly agree The
employees in this organization have common value and beliefs,51% of the employee feel that
agree and 29% of the employee feel that neither agree nor disagree.

Title: 8. Employee here are very clear about the work expectation of their bosses.

Table-8

S.no Dimension No of % of respondents

respondents
1 Strongly agree 13 11%
2 Agree 69 58%
3 Neither agree nor disagree 38 31%

4 Disagree -
5 Strongly disagree -
120 100%

53
Chart-8

INFERENCE:

Form the above table it shows that 11% of the employee feel that strongly agree
Employee here are very clear about the work expectation of their bosses,58% of the
employee feel that agree and 31% of the employee feel that neither agree nor disagree.

Title: 9. In the organization, customer complaints are immediately attended to.

Table-9

S.no Dimension No of % of respondents

respondents

1 Strongly agree 7 7%
2 Agree 78 65%
3 Neither agree nor disagree 34 28%
4 Disagree - -
5 Strongly disagree - -
120 100%

54
Chart-9

INFERENCE:

Form the above table it shows that 7% of the employee feel that strongly agree In the
organization, customer complaints are immediately attended to and 65% of the employee feel
that agree,28% of the employee feel that neither agree nor disagree.

Title: 10. Employee believe that there is “always a better way of doing things “here.

Table-10

S.no Dimension No of % of respondents

respondents
1 Strongly agree - -
2 Agree 66 55%
3 Neither agree nor disagree 54 45%
4 Disagree - -
5 Strongly disagree - -

120 100%
Chart-10

55
INFERENCE:

Form the above table it shows that 55%of the employee feel that agree Employee
believe that there is “always a better way of doing things “here and 45% of the employee feel
that neither agree nor disagree.

Title: 11. New comers are taught how to behave with elders and superiors in this
organization.

Table-11

S.no Dimension No of respondents % of respondents

1 Strongly agree 11 9%
2 Agree 71 59%
3 Neither agree nor disagree 38 32%
4 Disagree - -
5 Strongly disagree - -
120 100%

Chart-11

56
INFERENCE:
Form the above table it shows that 9% of the employee feel that strongly agree New
comers are taught how to behave with elders and superiors in this organization, 59% of the
employee feel that agree and 32% of the employee feel that neither agree nor disagree.

Title: 12.clear communication channels are available to pass information to any level in this
organization

Table-12

S.no Dimension No of % of respondents

respondents

1 Strongly agree 62 52%

2 Agree 58 48%
3 Neither agree nor disagree - -
4 Disagree - -
5 Strongly disagree - -

120 100%

57
Chart-12

INFERENCE:

Form the above table it shows that 52% of the employee feels that strongly agree clear
communication channels are available to pass information to any level in this organization
and 48%of the employee feel that agree.

Title: 13. Employee who come out with new ideas are encourages in this organization.

Table-13

S.no Dimension No of respondents % of respondents

1 Strongly agree - -
2 Agree - -
3 Neither agree nor disagree 17 14%
4 Disagree 57 48%
5 Strongly disagree 46 38%

120 100%

Chart-13
58
INFERENCE:

Form the above table it shows that 14% of the employee feel that neither agree nor
disagree Employee who come out with new ideas are encourages in this organization,48% of
the employee feel that disagree and 38% of the employee feel that strongly disagree

Title: 14.The employees are aware of dos and don’ts in this organization.

Table-14

S.no Dimension No of % of respondents

respondents
1 Strongly agree - -
2 Agree - -
3 Neither agree nor disagree 89 74%
4 Disagree 31 26%
5 Strongly disagree - -
120 100%

Chart-14

59
INFERENCE:

Form the above table it shows that 74% of the employee feels that neither agree nor
disagree. The employees are aware of do’s and don’ts in this organization and 26% of the
employee feel that disagree.

Title: 15. Employees here strongly believe that working together is important to achieve
goals and targets.

Table-15

S.no Dimension No of % of respondents

respondents

1 Strongly agree - -
2 Agree 60 50%
3 Neither agree nor disagree 60 50%
4 Disagree - -
5 Strongly disagree - -
120 100%

Chart-15

60
INFERENCE:

Form the above table it shows that 50% of the employee feel that agree Employees
here strongly believe that working together is important to achieve goals and targets and 50%
of the employee feel that neither agree nor disagree.

Title: 16.Strict discipline is in built in this organization and the employees are use to it.

Table-16

S.no Dimension No of % of respondents

respondents
1 Strongly agree 65 54%
2 Agree 51 43%
3 Neither agree nor disagree 4 3%
4 Disagree - -
5 Strongly disagree - -
120 100%

Chart-16

61
INFERENCE:

Form the above table it shows that 54% of the employee feel that strongly agree Strict
discipline is in built in this organization and the employee are use to it and 43% of the
employee feel that agree and 3% of the employee feel that neither agree nor disagree.

Title: 17. Everyone in this organization believes that customers are very important.
Table-17

S.no Dimension No of % of respondents

respondents
1 Strongly agree 71 59%
2 Agree 49 41%
3 Neither agree nor disagree - -
4 Disagree - -
5 Strongly disagree - -
120 100%

Chart-17

62
INFERENCE:

Form the above table it shows that 59% of the employee feel that strongly agree
everyone in this organization believes that customers are very important and 41% of the
employee feel that agree

Title: 18.Employee feel, free to convey their views to any one at any level in this
organization

Table-18

S.no Dimension No of % of respondents

respondents
1 Strongly agree 6 5%
2 Agree 69 58%
3 Neither agree nor disagree 45 37%
4 Disagree - -
5 Strongly disagree - -
120 100%

Chart-18

63
INFERENCE:

Form the above table it shows that 5% of the employees feel that strongly agree
Employee feel, free to convey their views to any one at any level in this organization, 58% of
the employees feel that agree and 37% of the employees feel that neither agree nor disagree.

Title: 19. Employee in this organization practice secularism (belief that morality, education,
ect should not be based on organization religion).

Table-19

S.no Dimension No of % of respondents

respondents
1 Strongly agree - -
2 Agree 61 51%
3 Neither agree nor disagree 59 49%
4 Disagree - -
5 Strongly disagree - -
120 100%

Chart-19

64
INFERENCE:

Form the above table it shows that 51% of the employees feel that agree, Employee in
this organization practice secularism (belief that morality, education, ect should not be based
on organization religion) and 49% of the employees feel that neither agree nor disagree.

Title: 20.Employees are having clear understanding about their roles and responsibilities in
this organization.

Table-20

S.no Dimension No of % of respondents

respondents
1 Strongly agree 51 43%
2 Agree 69 57%
3 Neither agree nor disagree - -
4 Disagree - -
5 Strongly disagree - -
120 100%

Chart-20

65
INFERENCE:

Form the above table it shows that 43% of the employees feel that strongly agree
Employees are having clear understanding about their roles and responsibilities in this
organization and 57% of the employees feel that agree.

FINDINGS
 It was found that (46%) of the employees feel that they are held together by an
invisible force in this organization

 Majority of employees (59%) feel that management does not hesitate to change old
traditions for its survival and progress

 Form my analysis more than half of the employees (61%) feel that
every employee knows the role and responsibilities of every other employee in this
organization

 It was found that most of the employees believed here that employees should forget
their personal difference and work for achieving organizational goals and targets

 I analyzed that (63%) of the employees elderly employees are highly respected in
this organization

 Form my analysis (59%)of the employees in this organization perform their work
tasks as per laid down procedures and standards

66
  Most of the employees (51%) feels that in this organization have common values and
beliefs. I analyzed that (58%)of the employees here are very clear about the work
expectations of their bosses

SUGGESTIONS
 It is suggested that management should provide freedom towards employees to express
there feelings with supervisors.
 As some of the employees are lacking in confidence so it is advised that management
should identify them and implement some programs to gain confidence among them.
 It could be advised that management should encourage employees to do things without
waiting for instructions from seniors.
 It is suggested that management must follow the current policies and strategies for
producing better results.
 I may suggest that the superiors should recommend the training programmes based on
their performance in order to improve their skills.
 Management must create a challenging work or new assignment or opportunity to
develop the innovative idea of employee.

 The performance review discussion should be practiced well to encourage the open
communication between both the appraisers and appraise.

67
 CONCLUSION
It can be concluded that the employees are satisfied with the job designed to them
and the policies provided to them by the organization. Only few aspects of the job are to be
modified, so that employees could produce better results to the organization. Company
performance is good in all aspects from the survey and majority of the employee were
satisfied with over all facilities provided by the company are over all the organization culture
and employees satisfaction level in organization are good.

68
 QUESTIONNAIRE
A STUDY ON ORGANISATIPLOYEE JOB SATISFACTION
Employee name:
Department:
Experience:
Qualification:
Designation:

Please choose the ratings given below for each questions:

5-point rating scale: A rating of 5-Strongly agrees; 4-Agree; 3-Neither agree nor disagree; 2-
Disagree; 1-Strongly disagree.

1. Employees feel that they are held together by an invisible force in this organization
( )

2. The management does not hesitate to change old traditions for its survival and
progress
( )

69
 3. Every employee knows the role and responsibilities of every other employee in this
organization ( )

4. It is strongly believed here that employees should forget their personal difference and
work for achieving organizational goals and targets. ( )

5. Elderly employees are highly respected in this organization (

)

6. Employees in this organization perform their work tasks as per laid down procedures
and standards (
)

7. The employees in this organization have common values and beliefs

( )
8. Employees here are very clear about the work expectations of their bosses
( )

9. In this organization, customer complaints are immediately attended to

( )
10. Employees believe that there is “always a better way of doing things” here
( )
11. New comers are taught how to behave with elders and superiors in this organization
( )

12. Clear communication channels are available to pass information to any level in this
organization. ( )

13. Employees who come out with new ideas are encouraged in this organization
( )
14. The employees are aware of “do’s and don’ts” in this organization
( )
15. Employees here strongly believe that working together is important to achieve goals
and targets ( )

70
16. Strict discipline is in built in this organization and the employees are used to it
( )
17. Everyone in this organization believes that customers are very important
( )
18. Employees feel free to convey their views to any one at any level in this organization
( )
19. Employees in this organization practice secularism (belief that morality, education etc
should not be based on religion) ( )

20. Employees are having clear understanding about their

Roles and responsibilities in this organization ( )

BIBLOGRAPHY

AUTHOR NAME BOOK TITLE PUBLICATION EDITION

P. SUBBA RAO Personal and Human Himalaya Publication

5rd
Resource Management house Pvt. Ltd
K. ASWATHAPPA Human Resources & Tata MC Graw hill 3rd
Personnel Management Publications
C.B. MAMORIA Personnel Management Himalaya Publishing
2nd
Text Cases house
GARY DESSLER
Human Resource
Prentice-Hall India 10th
Management

71
G.C.BERI
Tata MC Graw hill
Research Methodology 3rd
Publications
C.R.KOTHARI
New age international
Research Methodology 2nd
private limited

WEBSITES:

www.hrdpress.com
www.wikipedia.com
www.google.com
www.bcpl.com

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