A PROJECT REPORT

ON

A STUDY ON EMPLOYEE JOB SATISFACTION

Submitted to JNTU-Ananthapur University for the partial

Fulfilment of the requirements for the award of degree of

MASTER OF BUSINESS ADMINISTRATION

By

Mr GOREGALLA HUSSAIN BASHA

(Reg.No: 16L21E0016)

Under the guidance of

DR.D.HARIKISHAN REDDY

HOD of M.B.A Dept.,

VITS, PDTR.

DEPARTMENT OF MANAGEMENT STUDIES

VAAGDEVI INSTITUTE OF TECHNOLOGY &SCIENCE

(Affiliated to JNTU- Ananthapur and Approved by AICTE, New Delhi)

PEDDASETTY PALLI (VI), PRODDATUR-516359(A.P)

APR-2018

VAAGDEVI INSTITUTE OF TECHNOLOGY & SCIENCE

DEPARTMENT OF MANAGEMENT STUDIES

 CERTIFICATE

This is to certify that the project was entitled “ A STUDY ON EMPLOYEE JOB
SATISFACTION “ is a bonafide work of Mr GOREGALLA HUSSAIN BASHA
(16L21E0016), submitted to VAAGDEVI INSTITUTE OF TECHNOLOGY & SCIENCE,
proddatur, in partial fulfilment of the requirements for the award of degree of MASTER OF
BUSINESS ADMINISTRATION . The work reported here in does not form part of any other
this is on which a degree has awarded earlier. This is to further that they have worked for a
period of one semester for preparing their work under our supervision and guidance.

PROJECT GUIDE HEAD OF THE DEPARTMENT

Dr. D. HARIKISHAN REDY, Dr. D. HARIKISHAN REDDY

Professor and HOD of M.B.A Dept. PROFESSOR& HOD of M.B.A Dept.

VITS, PDTR. VITS, PDTR.

 DECLARATION

I hereby declare that this project report entitled “A STUDY ON EMPLOYEE JOB
SATISFACTION” submitted by me under the guidance of MR.DR.D HARIKISHAN
REDDY, for the award of Master of Business Administration in VVAGDEVI INSTITUTE
OF TECHNOLOGY & SCIENCE, PRODDATUR affiliated to Jawaharlal Nehru
Technological University – Ananthapur.

I also declare that this project is a result of my own and it has not been submitted to any other
University or published any time before.

PLACE: PRODDATUR

GOREGALLA HUSSAIN BASHA

Date:
(16L21E0016)
 ACKNOWLEDGEMENT

Developing a project is not a single person’s effort but it is a combined of a group of people.
So many contributions from different category of people are required to develop a project
successfully with all the functionalities fulfilled. During the development of this project, right
from the initiation stage to implementation stage, so many people have helped us in doing
these right things in right time. We feel grateful to all the persons who helped us in studying
the system, researching, developing and at last preparing the document.

I am thankful to SRI G. HUSSAIN REDDY, Chairman of VAAGDEVI INSTITUTE OF

TECHNOLOGY & SCIENCE, PRODDATUR, for making it convenient to undertake a
project work.

I am thankful to SRI G. JAGADEESWAR REDDY, Principal of VAAGDEVI INSTITUTE

OF TECHNOLOGY & SCIENCE, PRODDATUR, for making it convenient to undertake a
project work.

I am thankful to SRI D. HARIKISHAN REDDY, Head of the management studies in

VAAGDEVI INSTITUTE OF TECHNOLOGY & SCIENCE, PRODDATUR, for making it
convenient to undertake a project work.

I sincerely acknowledge my thanks to MR.DR.D HARIKISHAN REDDY, HOD OF MBA

dept., for giving the help & guidance in completing my project work.

I would like to acknowledge my sincere thanks to college for giving me this opportunity.

My hurtful thanks to my parents my friends whose suggestion resulted in successful

completion of this project work.
 INTRODUCTION
The term “job satisfaction” refers to an employee general attitude towards his job. Job satisfaction is
how content an individual is with his or her job. The employees can be think that the organisation
can be fulfil their requirements such as pay, pension arrangement, working hours.

It is useful to highlight its important aspects.  There are three important dimensions to
employee job satisfaction. 

1. Employee job satisfaction refers to ones feeling towards ones job. It can only be inferred
but not seen 

2. Employee job satisfaction is often determined by how well Outcomes meet or exceed
expectations satisfaction in one’s job Means increased commitment in the fulfilment of
formal   Requirements.  There is greater willingness to invest personal Energy and time in job
performance      

3. The terms of employee job satisfaction and job attitudes are typically used
interchangeably. Both refer to effective orientations   On the part of individuals towards their
work roles, which they are presently occupying. Positive attitude towards the job
are conceptually equivalent to employee job satisfaction and negative attitudes towards the
job indicate employee dissatisfaction.

Though the terms employee job satisfaction and attitudes are used interchangeably, there are
difference between the two. Attitudes, as was mentioned earlier, refer to predisposition to
respond. Employee job satisfaction, on the other hand, relates to performance factors.
Attitudes reflect ones feeling towards individuals, organizations and objects. But satisfaction
refers to ones attitudes to a job. Employee job satisfaction is, therefore, a specific subset of
attitudes. 

Attitudes endure generally, but employee job satisfaction is dynamic, it can decline even
more quickly that it developed. Managers, therefore, cannot establish the conditions leading
to high satisfaction now and then neglect it, for employee satisfaction constantly.

Sources of job-satisfaction
 Benefits of Employee job satisfaction:

A) One benefit of Employee job satisfaction survey is that they Give management an
indication general levels of satisfaction in a company. Surveys also indicate specific
areas of satisfaction or dissatisfaction (as with employee services) and particular
groups of employee. In other words, a survey tells how employees feel about their
jobs, what parts of their jobs these feeling are focused on, with department are
particularly affected, and whose feelings are involved ( for example, supervision,
employee or staff specialists). The survey is powerful diagnostic instrument for
assessing employee problems.
 B) . Improved communication is another benefits of the surveys. Communication
flows in all directions as people plan the survey, talk and discuss its result.
Particularly beneficial to the company is, the upward communication when
employees are encouraged to comment about what they really have in their
minds. 

1. An unexpected benefit from an employee job satisfaction survey is improved

attitudes. For some employees, the survey is a safety valve, an emotional release, and
a chance to get things off their chest. For others, the survey is a tangible expression of
management’s interest in employee welfare, which gives employees a reason to feel
better    towards management.

               

    

1. The employee job satisfaction survey can help discover the causes of indirect
productivity problems, such as absenteeism, turnover and poor quality of work. If an
organization is disturbed by a high rate of absenteeism or turnover, it might
opportunities, unchallenging jobs, unjust treatment and the like. Without proper
survey, there could be random guessing on the part of management employee job
satisfaction survey help management both to get a better handle on why employees
are lagging and to plan better handle solutions to problems.

1. Another benefit of satisfaction survey is that help management assess training needs.
Usually, employees are given on opportunity how they feel this supervisor performs
certain parts of the jobs, such as delegating work and giving adequate job instruction.
Since employees experience these supervisory acts, their perception may provide
useful data about the training of their supervisors

1. One of the best uses of employee job satisfaction survey is in the evaluation of the
impact of organizational changes on employees attitudes. For example, the
management wants to whether the job redesign program recently implemented in the
organization has resulted in increased satisfaction to the employees. By comparing
pre-change data and post- change data, it is easy to determine what impact the
redesigned work has on employee attitudes.

 
 
 
 But the benefit discussed above would be realized subject to certain prerequisites.
Following are the conditions: 

o Top management actively supports the survey

o Employees are fully involved in planning the survey.

o A clear objective exists for conducting the survey.

o The study is designed and administered consistent with standards of sound

research.

o Management is capable and willing to take follow up action.

o Both the results and action plans are communicated to employees.

 
  Ways of Measuring Employee Job Satisfaction: 

                  There are a number of ways of measuring Employee Job Satisfaction. This is not
surprising since hundreds of studies have been conducted over the past three and half
decades, employing varied techniques. The most common ways of measurement include
rating scales, critical incidents, interviews, and action tendencies. 

             Measurement of employee job satisfaction has come to acquire the same fate as the
measurement of intelligence. We can measure employee job satisfaction by questionnaire.
Perhaps the earliest of all the known scales of measuring employee job satisfaction is that by
Hop pock (19335). 

Other Effects of Employee Job Satisfaction:

In addition to the above, it has been claimed that satisfied employees tend to have better
mental and physical health and learn new employee related tasks quickly. 
 

Two faces of Employee Job Satisfaction: 

Employee job satisfaction has both functional and dysfunctional consequence. The positive
consequences of employee job satisfaction have already been stated above. An often-
overlooked dimension of employee job satisfaction is its relationship to employee health.
Employee who are dissatisfied with their jobs are prone to managers, this means that even if
satisfaction did not lead to less voluntary turnover and absence, the goal of a satisfied
workforce might be justifiable because it would reduce medical or costs and the premature
loss of valued employees by way of heart Disease or strokes. 

The effect of employee job satisfaction goes beyond organizational setting. When employees
are happy with their jobs, their lives away from jobs will be better off. In contrast, the
dissatisfied employee carries that attitude home. Some benefits of employee job satisfaction
accrue to every citizen. These people will hold a more positive attitude towards life in general
and make for a society of more psychologically health people. 

The employee job satisfaction helps management in terms of reduced turnover, reduced
absences, reduced job stress and reduced medical and life insurance costs. Additionally, there
benefits for society in general. Satisfied employees are happy and better citizens.  

However, employee job satisfaction has been overemphasized. Its benefits to the
management are contingent upon fulfilment of several other variables. Take turnover for
instance. Employee job satisfaction may not directly lead to reduced turnover, other facto like
age, financial position, number of dependents and like will have their own say.  

       It seems that only academician and researchers are interested in employee job
satisfaction. For them employee job satisfaction is a good topic for survey. For them
employee job satisfaction is important and they expect that it is important for others too. For
many people, job is only a source for earning, nothing more, and nothing less. A dissatisfied
employee has any number of off the job activities to find satisfaction. Non job oriented
people tend not to be emotionally involved with their work this relative indifference allows
them to accept frustrating condition at work more willingly. Unfortunately, the number of
non job oriented people is more than those who take job as everything in life. 

Determinants of Employee job Satisfaction: 

        Employee job satisfaction is critical concept to measure the employees organizational
behavior. There are a number of factors influencing the employee’s job satisfaction. Refers to
a set of some commonly experienced stable characteristics of organizations, which constitutes
the uniqueness of that organization and differentiates it from others. We face some
difficulties in identifying this set of characteristic we do not yet know the various dimensions
or factors of Employee job satisfaction on which we should look fir these characteristic.
Some of these common dimensions are described below.

Mentally challenging work: 

Employee tent to prefer jobs that give them opportunities to use skills and abilities and offer a
variety of tasks, freedom and feedback on how well they are doing are some of the most
important ingredients of a satisfying job. 

Working conditions: 

Employees are concerned with their work environment for personal comfort and for doing a
good job. Temperature, light, noise and other environmental factors should not be extremes. 
 
 Company policies: 

If the company has policies that can help the employee on the job and of the job then the
employee does his duty effectively. It provides the employee to improve the attitude of
dedication and co-operation. 
Job security: 

  For employee the man aspects of his job are security. If the employee feels that in company
here he is working then he will be satisfied and performs his duties with commitment.     

Communication:

  Communication includes both the transference and understanding of meaning. Good

communication is essential to any group or organization effectiveness. Poor communication
is probably the most frequently sited source of interpersonal conflict. An idea, no matter how
great, is useless until it is transmitted and understood by others. Perfect communication,
would exist when a thought or an idea was transmitted so that the mental picture perceived by
the receiver was exactly the same as that envisioned by the sender. 

Compensation and Rewards: 

        An employee reward system consists of an originations integrated policies, processes

and practices for rewarding its employee in accordance with their contribution, skill and
competence and their market work. It is developed with in the frame work of organizations
reward philosophy , strategies and policies and contains arrangement in from of processes,
structures and procedures which will provide and maintain appropriate types and levels of
pay, benefits and other forms rewards. 

Safety and Health:  

Safety, in simple terms, means freedom from the occurrence or risk of injury or loss.
Industrial safety or employee safety refers to the protection of workers from the danger of the
industrial accidents. An accident free plant enjoys certain benefits. Major ones are substantial
savings in cost, increase productivity, moral and legal grounds. The well being of the
employee in an industrial establishment is affected by accidents any by ill health physical as
well as mental. The need healthy the workers and health services are to be provided by the
management to ensure the continuing good health of their employees. 

Rewards and recognition: 

    An employee reward system consists of an origination’s integrated policies, processes and
practices for rewarding its employees and practices for rewarding its employees in
accordance with their contribution, skill and competence and their market work. It is
developed with in the framework of organizations reward philosophy, strategies and contains
arrangement in from of processes appropriate types and levels of pay, benefits and other
forms rewards. 

Career Development:

A career can define as a sequence but related work activities that provides continuity, and
meaning in a persons life. Careers are both individually, perceived and society constrained;
not only do people make careers out of their particular experience, but career opportunities in
society also influence and make people. 

Performance Appraisal: 

Performance Appraisal is deemed by many to be an essential part of the executive job. A

systematic and periodic appraisal process is deemed superior to a casual, intuitive, and at the
absence of such preplanning. Systematic performance appraisal is that which provides
information of great assistance in making and enforcing decisions such subject as
promotions, pay increases, layoffs and transfers. It provides such information in advance of
time when it may be needed, they by avoiding spot judgment when a decision must be made. 

Training & Development:   

    Training is the formal and systematic modification of behavior through learning, which
occurs as a result of education, instruction, and development and planned experience. The
fundamental aim of guiding is to help the organization achieve its purpose by adding value to
its key resource- the people it employee. Training means investing its people to enable them
to perform better and to empower them to make the best use of their natural abilities.

   Individuals with guidance, encouragement and health from their managers as required carry
out personal development are planning. A personal development plan sets out the action.
People to take to learn and develop themselves.

Empowerment:      

      Empowerment is the process of giving employees more power to exercise control over,
and take responsibility for their work. It provides greater space for individual to use their
abilities by enabling and encouraging them to take decisions close to the point of impact. 

              Empowerment is about engaging both the hearts and minds of people so that they
can take the opportunities available to them for greater responsibility. Jobs are so structured
that individuals can plan, execute and evaluate a complete operation in the total process
personally. Empowerment can speed up decisions making process and accelerate the response
time to meet the changing needs of the customer, release creativity of employee, provide for
greater job satisfaction, motivation and commitment, give people more responsibility. 
 
 

MERITS- EMPLOYEE JOB SATISACTION:

 Sets people management priorities for CEO

 Detects potential problem areas early

 Evaluates success of policies and practices

 Makes employees feel involved and cared about

  Customer and employee satisfaction are liked.
 
 

DEMERITS- EMPLOYEE JOB SATISFACATION:

 Managers could get lost in data

 Inaction could destroy credibility

 Periodic change could paralyze company

 Employee may not revel innermost feelings

 Too general in scope to affect individuals.

3.1 INDUSTRY PROFILE

Industry profile of cement industry in India:

Introduction:

Cement means:-

Cement is a mixture of limestone, clay, silica and gypsum. It is a fine powder which
when mixed with water sets to a hard mass as a result of hydration of the constituent
compounds. It is the most commonly used construction material.

India, being the second largest cement producer in the world after China with a total capacity
of 151.2 Million Tons (MT), has got a huge cement industry. With the government of India
giving boost to various infrastructure projects, housing facilities and road networks, the
cement industry in India is currently growing at an enviable pace. More growth in the Indian
cement industry is expected in the coming years. It is also predicted that the cement
production in India would rise to 236.16 MT in FY11. It's also expected to rise to 262.61 MT
in FY12.

The cement industry in India is dominated by around 20 companies, which account for
almost 70% of the total cement production in India. In the present year, the Indian cement
companies have produced 11 MT cement during April-September 2009. It took the total
cement production in FY09 to 231 MT.

Industry Background

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 firstinitial 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 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.

Global Scenario:

Cement is a key infrastructure company. It has been decontrolled from price and distribution
on 1st march, 1989 and deli censed on 25th July, 1991. However, the performance of industry
and prices of cement are monitored regularly. The constraints faced by the industry are
reviewed in the Infrastructure Coordination Committee meetings held in the Cabinet
Secretariat under the chairmanship of Secretary (Coordination). Its performance is also
reviewed by the Cabinet Committee on Infrastructure.
Global bigwigs in cement

 La farge, France

 Holcim, Switcherland

 Vicat, France

 Cemex, Mexico

 Italcementi, Italy

 Heidelberg Cement, Germany

Capacity and production:

The cement industry comprises of 125 large cement plants with an installed
capacity of 148.28 million tones and more than 300 mini cement plants with an estimated
capacity of 11.10 million per annum. For the development of the cement industry ‘Working
group of cement Industry’ was constituted by the Planning Commission for the formulation
of X Five Year 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.

Technological change:

Cement industry has made a tremendous change strides in technological up gradation and
assimilation of latest technology. At present ninety three per cent of the total capacity in the
industry is based on modern and environment-friendly dry process technology and only seven
per cent of the capacity is based on old wet and semi-dry process technology. There is
tremendous scope for waste heat recovery in cement plants and thereby reduction in emission
level. One project for co-generation of power utilizing waste heat in an Indian cement plant is
being implemented with japans 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.

INDIAN SCENARIO

Sector structure/Market size:

India is the world's second largest producer of cement with total capacity of 219 million tones
(MT) at the end of FY 2009, according to the Cement Manufacturer’s Association.

According to the Cement Manufacturer’s Association, cement dispatches during 2009-10

were 159.43 million tones (MT) increasing by 12 per cent over 142.23 in 2008-09. Cement
production during 2009-10 was 160.31 MT an increase of 12.37 per cent over 142.65 MT in
2008-09.

Moreover, the government’s continued thrust on infrastructure will help the key building
material to maintain an annual growth of 9-10 per cent in 2010, according to India’s largest
cement company, ACC.

In January 2010, rating agency Fitch predicted that the country will add about 50 million tone
cement capacity in 2010, taking the total to around 300 million tone.

New Investments:

Cement and gypsum products have received cumulative foreign direct investment (FDI) of
US$ 1.71 billion between April 2000 and February 2010, according to the Department of
Industrial Policy and Promotion

 In January 2010, Swiss cement company Holcim announced plans to invest US$ 1
billion for setting up 2-3 green field manufacturing plants in India in the next five
years. The expansion will take the company’s total cement-making capacity to 60
mtpa (million tones per annum) from 50 mtpa currently.
 Jaiprakash Associates Ltd will invest US$ 984.1 million to take its cement
manufacturing capacity from 20 mtpa to 33 mtpa by 2012.
  Madras Cements Ltd is planning to invest US$ 178.4 million to increase the
manufacturing capacity of its Ariyalur plant in Tamil Nadu to 4.5 MT from 2 MT by
April 2011.
 Monnet Ispat& Energy (MIEL) will set up cement plants in Chhattisgarh and Gujarat
with an investment of about US$ 527.9 million. Work on the two plants will begin in
the October-December quarter under a new division of the company to be christened
Monnet Cement.
 Ambuja Cements, the country’s third-largest cement maker, plans to spend around
US$ 756.3 million to expand its capacity to 24 mtpa from the current 19 mtpa by
year-end to meet strong demand from the infrastructure sector.

Mergers and Acquisitions (M&As):

 Dalmia Cement has increased its stake in OCL India to 45.4 per cent from 21.7 per
cent at an investment of US$ 38.24 million as part of its plan to expand its footprint in
eastern India.
 In April 2010, French cement maker Vicat bought 51 per cent in Bharathi Cement.
 Ultratech Cement, the country’s second-largest cement maker and a part of Aditya
Birla group is acquiring Dubai-based ETA Star Cement for an enterprise value of US$
382.1 million.

Government Initiatives:

Government initiatives in the infrastructure sector, coupled with the housing sector boom and
urban development, continue being the main drivers of growth for the Indian cement
industry.

 Increased infrastructure spending has been a key focus area. In the Union Budget
2010-11, US$ 37.4 billion has been provided for infrastructure development.

Varieties of Cement in India:

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.

1. 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.

2. 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.

3. 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.

4. 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.

5. 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.
6. 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.

7. 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.

8. 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. White cement is largely used to increase the aesthetic value of a construction. It is
preferred for tiles and flooring works. This cement costs more than grey cement.

Apart from these, some of the other types of cement that are available in India can be
classified as:

 Low heat cement

 High early strength cement
 Hydrophobic cement
3.2COMPANY PROFILE:
INTRODUCTION:

BHARATHI CEMENT CORPORATION LIMITED:

Founded by the promoters of Sakshi Telugu daily and Sakshi TV, Bharathi Cement
Corporation Limited produces superior quality cement which help you to sets new standards
in construction. Driving this venture is a dynamic team led by Sri Y.S. Jagan Mohan Reddy
and senior professionals with vast experience in power, cement and infrastructure.

The company was formerly known as Raghuram Cements ltd and changed its name to
Bharathi Cement Corporation PvtLimted(BCCPL) commenced its commercial operations
from its Nallalingayapalli manufacturing plant, located in Kadapa district of Andhra
Pradesh, .The . The company had set up the cement plant in September 2009.

Nallalingyapalli-Kamalapuram belt in Kadapa district of Andhra Pradesh has rich limestone

quarries. The company has also tied up with RTTP for Fly Ash and Slag will be procured
from Jindal Steel, Tornagal, Karnataka.

Bharathi Cement Corporation Pvt Ltd., headquartered in Hyderabad, has set up a cement
plant using state of art technology from FLSmidth& LOESCHE at Nallalingayapalli
(Village), Kamalapuram (Mandal), Kadapa (Dist), Andhra Pradesh. Bharathi Cement will be
supplying cement to six states in Southern India - Andhra Pradesh, Tamil Nadu, Karnataka,
Kerala, Maharashtra and Goa.

“The first phase to supply 2.5 million tone (mt) is ready for production and the Phase-II of
2.5 mt will be ready in the last quarter of 2010,” the company said in a press release.

“Bharathi Cement will initially focus on Andhra Pradesh, Tamil Nadu, Karnataka, Goa,
Kerala and parts of Maharashtra. It will gradually increase its pan-India presence through
organic and inorganic growth,” the company added, saying 50 per cent of the company's
cement will be dispatched by road and the rest by rail.

The Bharathi Cement plant has the most advanced German Technology equipment has a
capacity of producing 360 tons per hour to produce a range of high quality cements such as
OPC, PPC, PSC’BCC,. With claims of being the largest in the world with a 360 tone per hour
grinding capacity, is also planning to set up a thermal-based captive power plant at the plant
location, besides entering the ready-mix concrete segment.

Vicat S.A. is France's third-largest producer of cement, concrete and granulates, and also
holds a strong share in these markets in the United States, through its National Cement
Company subsidiaries in Alabama and California. Vicat produces more than 17 million tons
of cement In a bid to increase its presence in the Indian market, French cement major Vicat is
set to acquire a 51-per cent stake in Bharathi Cement Company Ltd, promoted by Y S Jagan
Mohan Reddy, MP, from Kadapa and son of late Y S Rajasekhara Reddy, former Chief
Minister of Andhra Pradesh..

Bharathi Cement is committed to take this business to a market leading position and already
has a strong network of 600 dealers and 1,000 sub-dealers,”

BHARATHI CEMENT CORPORATION LIMITED

Cement Industry : South India

Incorporation year : 2006

 Regd. office & works :

Bharathi Cement Corporation Ltd

Nallalingayapalli village, kadapa Dist 516289,

Andhra Pradesh , India

Corp office:

H .no .8-2-696 , carmel point , Banjara hills , Hyderabad

CEMENT PLANT:
Vision & Mission:

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.

Organizational Structure:

Using the basic object types – constructs of relationships is built to mirror the
business edifices and processes. By assigning object characteristics, validations,
requirements etc, we can capture complex organizational realities with relative
ease.
Process Flow:
• Before creating all of the other necessary objects and relationships, the user
must first create a root organizational unit. Once one organizational unit has
been created, it is recommended to create the appropriate organizational units
below it.
• Jobs may be created after an organizational unit exist.

Inputs:
 Organization chart
 Root org unit
 Additional Org units
 Jobs if Required
 Positions
 Details to where the positions need to be mapped.
 Position Details like Position Type, Position Sub Type, Department, and
Sub department.
Every organization has its organizational structure. According to this every employee has
some specific work. The work also depends upon their levels. As per their levels in different
departments they will have to do their work.
Cement Product Profile:

Bharathi Cement manufactures and distributes its own main product lines of cement. We aim
to optimize production across all of our markets, providing a complete solution for customer's
needs at the lowest possible cost, an approach we call strategic integration of activities.
Cement is made from a mixture of 80 percent limestone and 20 percent clay. These are
crushed and ground to provide the "raw meal”, a pale, flour-like powder. Heated to around
1450° C (2642° F) in rotating kilns, the “meal” undergoes complex chemical changes and is
transformed into clinker. Fine-grinding the clinker together with a small quantity of gypsum
produces cement. Adding other constituents at this stage produces cements for specialized
uses. Bharathi Cements range of cement.

INFRASTRUCTURAL SET-UP:

 Infrastructure:

Development which encompasses laying of CC roads in the adopted villages, school

infrastructure improvement programs, construction of community hall, improvement
of places of worship etc.,

 Education:

program covers augmenting furniture resources, inculcate a culture of sports and thus
extended support of aiding the Government School by providing sports accessories etc.,

 Healthcare:

services include construction of community toilets, providing drinking water, medical

services and several other medical aids & services

 Security:

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.
AWARDS AND ACHIEVEMENTS:

 Excellency award
 Bharat vikasratan award
 International gold star award
 Glamme award
 Excellence in high tech cement technology - certificate
 International gold star certificate
BUSINESS LEVEL FUNCTIONS:

BUSINESS LEVEL FUNCTIONS OF BHARATHI CEMENT:

 HR FUNCTION

 MARKETING FUNCTION

 FINANCE FUNCTION

 PROCESS & QUALITY FUNCTION

3.3METODOLOGY:

RESEARCH METHODS:

 PRIMARY DATA:

The primary data has been collected through the Questionnaire. The Questionnaire
has been properly prepared in order to cover all the Information required for the study. The
primary data has been obtained by interaction with the officials and staff in the division in the
organization and also obtained through the Questionnaire distributed to the persons in
different departments in that particular division

 SECONDARY DATA:

The secondary data has been collected through by the Manuals and also from old
records available in the organization. Some other data also collected from the websites earlier
researches and published books

RESEARCH DESIGN:

Research methodology, which is followed by researcher, is Descriptive study.

SAMPLING PROCEDURE:

Here the researcher follows the simple random sampling for conducting survey and
in detail sampling procedure is convenience sampling. This procedure is adopted based on the
convenience of the researcher time and money constraints.

POPULATION:

Population includes all the employees working in Bharathi cement corporation

private limited. Total population is 120.

SAMPLE SIZE:-

The researcher has allowed doing the project in particular division in the
organization. The study is limited to only that particular division.

 TOTAL SIZE: 120

 SAMPLE SIZE: 50

Keeping in view of the above objectives of the study, an objective type Questionnaire is
prepared and distributed to 50 persons for the sample and collected opinions.

RESEARCH INSTRUMENT:
 The research instrument that is used in this study is structured questionnaire. A
questionnaire consists of a set of questions presented to the respondents for their answers.
The researcher has used questionnaire as the instrument of research, to collect the
information. A questionnaire consists of open ended, closed ended and likert 5 scale model
questions to the respondents.

SAMPLING UNIT:

Respondents have been selected from different wings of the Bharathi cement
corporation private limited.

PERCENTAGE ANALYSIS:

In the research various percentage are identified the analysis and they are presented
pictorially by way of bar diagrams and pie charts.
 REVIEW
OF
LITERATURE
Abstract:

Job Satisfaction is all about how a person likes the job. It is actually more of a journey
than being a destination. It is of utmost requirement to organizations as it will increase the job
involvement level of the employees and decrease the turnover. Job satisfaction has been a
fascinating concept for researchers as well as experts since number of decades. This paper
presents the study of past literatures of job satisfaction between the years 1981 to 2014. The
purpose is to find out the different attributes used for evaluating the job satisfaction. From the
review of extant literature, it has been found that it is always not salary which leads to job
satisfaction rather it is the work environment.

Keywords: Job Satisfaction, Attributes, Turnover, Work environment

Introduction
Human resource is considered to be the most valuable asset in any organisation. It is the sum-
total of inherent abilities, aptitudes of the employed persons who comprise executives,
supervisors and the rank and file employees. The human resources should be utilised to the
maximum possible extent, in order to achieve individual and organisational goals. It is thus
the employee’s performance which ultimately decides the attainment of goals. Hence, the
employee’s performance is to a large extent influenced by motivation and job satisfaction.

Job satisfaction is all about how one feels about (or towards) one’s job. An employee who
expresses satisfaction is said to have a positive attitude towards the job, unlike a dissatisfied
employee who has a negative attitude towards the job. A person having negative attitude
shows a personality disposition which is inclined to experience nervousness, tension, worry,
upset and distress, where as those with positive attitude will feel happy with themselves,
others, and with their work.

Job satisfaction reflects the extent to which people find gratification or fulfilment in their
work. Job satisfaction shows that personal factors such as an individual needs and aspirations
determine his/her attitude, along with group and organisational factors such as relationships
with co-workers and supervisors and working conditions, work policies, and compensation. A
satisfied employee tends to be absent less often, to make positive contributions, and to stay
with the organisation. The effect of job satisfaction goes beyond organisational setting.
Satisfied employees are more likely to be satisfied citizens. These people will hold a more
positive attitude towards life in general and make for a society of more psychologically
healthy. Job satisfaction has been considered as state of condition where people are:
1) Induced to do work efficiently and effectively;

2) Convinced to remain in the enterprise;

3) Prepared to act efficiently during contingences;

4) prepared to welcome the changes without resistance;

5) Interested in promoting the image of the organisation; and

6) More happy and satisfied with their job. The level of job determines the job satisfaction.

2.1 Meaning and Definitions of Employee Job Satisfaction

Employee satisfaction is a function of perceived performance and expectations. It is a
person’s feeling of pleasure or disappointment resulting from comparing a product’s outcome
to his/her expectations. If the performance falls short of expectations, the employee is
dissatisfied and if it matches the expectations, the employee is satisfied.

1. Job satisfaction is defined as “a pleasurable or positive emotional state resulting from the
appraisal of one’s job or job experience”.

2. “job satisfaction is defined as the amount of overall positive effect (or feelings) that
individuals have towards their jobs”.

3. “Job satisfaction is the amount of pleasure or contentment associated with a job. If you
like your job intensely you will experience high job satisfaction. If you dislike your job
intensely, you will experience job dissatisfaction”.

4. “Job satisfaction is the favourableness or unfavourableness with which employees view

their work”

Job satisfaction can be measured based on morale, opinion, attitude, work climate,
and quality of work life.

Dimensions of Job satisfaction

There are three important dimensions to job satisfaction:

1. Job satisfaction refers to one’s feeling towards one’s job. It can only be inferred but not
seen.

2. Job-Satisfaction is often determined by how well out-comes meet or exceeds expectations.

Satisfaction in one’s job means increased commitment in the fulfilment of formal
requirements. There is greater willingness to invest personal energy and time in job
performance.
 3. The terms job satisfaction and job attitudes are typically used interchangeably. Both refer
to effective orientations on the part of individuals towards their work roles which they are
presently occupying. Positive attitudes towards the job are conceptually equivalent to job
satisfaction and negative attitudes towards the job indicate job dissatisfaction.

Review of Literature
Savery (1989) highlighted the job satisfaction of nurses in Perth, Western Australia. The job
satisfaction level of the nurses was mainly due to interesting and challenging work which was
followed by a feeling of achievement wherein, he even said salary was ranked as a very low
satisfier. The job satisfaction level increased as the person grew old where in the variables
like gender, time in hospital, position held were controlled. Organizations should always
focus on satisfying the three basic needs (Individual motivators, Employee relationships and
personal relationships) of an employee which will in return help the employees in achieving
job satisfaction.

Melvin (1993) stated that the environmental design of an organization plays a very important
role in job satisfaction at the same time it also plays an important role in employees high job
involvement. A good environmental design of an organization helps in resolving the conflicts
and confusion. The author even cites that it is the responsibility of the management to design
the environment in such a manner that it reduces the dissatisfaction where in the work tasks,
working patterns are properly mentioned.

MacDermid(1999) studied the job satisfaction level of workaholics. He said there are six
variables of workaholic patterns i.e. Workaholics, Enthusiastic Workaholics, Work
Enthusiastic, Unengaged Workers, Relaxed Workers and Disenchanted Workers. The job
satisfaction level and career satisfaction level was much more in Enthusiastic Workaholics ,
Work Enthusiastic, Relaxed Workers than Workaholics, Unengaged Workers and
Disenchanted Workers because of the future career prospects, working involvement, drive
and work enjoyment.

Beumont (1982) in his article highlights the job satisfaction level of general household in
United States & Britain where in there is a close fit relationship in U.S than Britain. In the
study he found that in U.S there is a positive relationship between Job Satisfaction and Age
where as in Britain it was considerably low.

Partridge (1981) studied the job satisfaction level of women in Britain in which he found
that the job satisfaction level of women was more as compared with black men, as they
normally have low expectations from their jobs. At the same time they have a greater feeling
that the alternative jobs available to them differs very less than those available to them.
Conclusion
and Implications for further research The literature review indicates there are many factors
which help in achieving job satisfaction The factors may be the type of work assigned to
them; work environment, work design etc. Salary is certainly an important factor but it
always doesn’t play such a big role as it looks. Non-monetary benefits play a bigger role at
large. Therefore, organizations have to have a intellect think on their HRM system on a
regular basis so that it helps in improving the system, work environment, decreasing the job
stress and finally leading to job satisfaction and more job involvement. Future studies can
focus on factors such as mentoring, coaching and personal development plans influencing job
satisfaction. The next generation employees, the Z generation is a completely different breed.
Researches focused on understanding what influences the job satisfaction of these employees
will be quite relevant for the organizations.

References
 Armstrong, M. (2006). A Handbook of Human resource Management Practice, Tenth
Edition, Kogan Page Publishing, London,, p. 264
 Christen, M., Iyer, G. and Soberman, D. (2006). Job Satisfaction, Job Performance,
and Effort: A Reexamination Using Agency Theory, Journal of Marketing, January,
Vol. 70, pp. 137-150
 Herzberg, H. F. (1976). Motivation-Hygiene Profiles, p. 20
 Mullins, J.L. (2005). Management and organizational behaviour, Seventh Edition,
Pearson Education Limited, Essex, p. 700
 Lawson K. Savery, (1989), Job Satisfaction and Nurses. Journal of Managerial
Psychology, 4 (5) , 11 – 16
1. Are you satisfied with your work?

TABLE: Showing employee satisfaction on their work

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 15 30

Agree 21 42 CHART:

Showing
Neutral 13 26
employee
Disagree 1 2
satisfaction

Strongly disagree 0 0 on their work

Total 50 100

45 42

40

35
30
30 26
25 21
No. Of. Responds
20 percentage
15
13
15

10

5 1 2
0 0
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:

From the above chart we observe that 30% of employees are strongly agreed and 42%
of employees are agreed that they are satisfied with their work. 26% of employees are in
dilemma and 2% of employees are disagreed.

2. Are you satisfied with the hours each week?

TABLE: Showing the satisfied with the hours each week

 PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 14 28

Agree 32 64

Neutral 2 4
CHART:
Disagree 2 4
Showing the satisfied
with the hours each
Strongly Disagree 0 0
week
Total 50 100

70 64

60

50

40 34
28 No. Of. Responds
30 percentages

20 14

10 4 4
2 2
0 0
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:

From the above chart we observe that 28% of employees are strongly agreed
and 64% of employees are agreed that they are satisfied with the hours in each week. 4% of
employees are in dilemma and 4% of employee are disagreed.

3. I am satisfied with the salary I receive.

TABLE: Showing the employee satisfied with their salary

 PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 7 14
CHART:
Agree 30 60 Showing the
employee satisfied
Neutral 10 20
with their salary

Disagree 3 6

Strongly Disagree 0 0

Total 50 100

60
60

50

40
30
30 No. Of. Responds
Percentage
20
20
14
10
10 7 6
3
0 0
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:

From the above chart we observe that 14% of employees are strongly agreed and
16% of employees are agreed that they are satisfy their salaries. 20% of employees are in
dilemma and 6% of employees are disagreed that they are not satisfy their salaries they received.

4. I am satisfied with the benefits extended by the company? (Health, life insurance, etc.)

TABLE: Showing employees satisfied with the benefits extended by the company
 PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 7 14
CHART:
Agree 18 36 Showing employee
satisfied with the
Neutral 25 50
benefits extended

Disagree 0 0 by the company

Strongly Disagree 0 0

Total 50 100

50
50

45

40 36
35

30
25
25 No. Of. Responds
18 Percentage
20
14
15

10 7

5
0 0 0 0
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:

From the above chart we observe that 14% of employees are strongly agreed and
36% of employees are agreed that they are satisfied the benefits extended by the company.
50% of employees are in dilemma about the benefits extended by the company.

5. Do you feel uncertain about your tenure in the company?

TABLE: Showing employees feel uncertain about your tenure in the company
 PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 3 6
CHART:
Agree 17 34 Showing employees
feel uncertain about
Neutral 28 56
your tenure in the

Disagree 2 4 company

Strongly Disagree 0 0

Total 50 100

60 56

50

40
34

28
30 No. Of. Responds
Percentage

20 17

10 6
3 4
2
0 0
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:

From the above chart we observe that 6% of employees are strongly agreed and 34%
of employees are agreed that they feel about their tenure in the company. 56% of employees
are in dilemma and 4% of employee are disagreed.

6. Do you find your colleagues understanding to help you?

TABLE: Showing finding the employee colleagues understanding to help

 PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 8 16
CHART:
Agree 30 60 Showing finding the
employee colleagues
Neutral 10 20
understanding to

Disagree 2 4 help

Strongly Disagree 0 0

Total 50 100

60
60

50

40
30
30 no of responds
Percentage
20
20 16

10
8
10
4
2
0 0
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:

From the above chart we observe that 16% of employees are strongly agreed and
60% of employees are agreed and told that their colleagues are understand and help them.
20% of employees are in dilemma and 4% of employee are disagreed with their colleagues.

7. Does your supervisor give you feedback on your work?

TABLE: Showing the supervisor give you feedback on employees work

 PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 15 30
CHART:
Agree 23 46 Showing the
supervisor give you
Neutral 10 20
feedback on

Disagree 1 2 employees work

Strongly Disagree 1 2

Total 50 100

50 46
45

40

35
30
30
23
25 No. Of. Responds
20
Percentage
20
15
15
10
10

5 1 2 1 2

0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:

From the above chart we observe that 30% of employees are strongly agreed
and 46% of employees are agreed that their supervisor give them about their work. 20% of
employees are in dilemma, 2% of employee are disagreed and 2% of employees are strongly
disagreed.

8. Does your supervisor give you guidance whenever you require?

TABLE: Showing supervisor give guidance to employees whenever require

 PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 15 30
CHART:
Agree 24 48 Showing supervisor
give guidance to
Neutral 10 20 employees whenever
require
Disagree 1 2

Strongly Disagree 0 0

Total 50 100

48
50

45

40

35
30
30
24
25 No. Of. Responds
20
Percentage
20
15
15
10
10

5 1 2
0 0
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:

From the above chart we observe that 30% of employees are strongly agreed and
48% of employees are agreed that their supervisors give a guidance when they require. 20%
of employees are in dilemma and 4% of employee are disagreed that their supervisors cannot
give a guidance.

9. Do you give suggestion on work?

TABLE: Showing employees give suggestion on work

 PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 8 16
CHART:
Agree 30 60 Showing employees
give suggestion on
Neutral 10 20 work

Disagree 2 4

Strongly Disagree 0 0

Total 50 100

60
60

50

40
30
30 No. Of. Responds
Percentage
20
20 16

10
8
10
4
2
0 0
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:

From the above chart we observe that 16% of employees are strongly agreed and
60% of employees are agreed that they give suggestions on their work. 20% of employees are
in dilemma and 4% of employee are disagreed.

10. Do you feel your suggestions are well recognized?

TABLE: Showing employee feeling on their suggestions are well recognized

 PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 6 12
CHART:
Agree 14 28 Showing employee
feeling on their
Neutral 5 10
suggestions are well
recognized
Disagree 25 50

Strongly Disagree 0 0

Total 50 100

50
50

45

40

35
28
30
25
25 No. Of. Responds
Percentage
20
14
15 12
10
10 6 5
5
0 0
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:

From the above chart we observe that 12% of employees are strongly agreed and
28% of employees are agreed that their suggestions are well recognised. 10% of employees
are in dilemma and 50% of employee are disagreed that their suggestions are not recognised.

11. Your overall opinion on the company as an employee?

 TABLE: Showing overall opinion on the company as an employee

PARTICULARS NO. OF RESPONSE PERCENTAGE

Very bad 2 4

Not bad 10 20 CHART:

Showing overall
Satisfied 19 38
opinion on the
Good 11 22 company as an
employee
Excellent 8 16

Total 50 100

40 38

35

30

25 22
20
19
20 NO. OF RESPONSE
16 PERCENTAGE
15
11
10
10 8

4
5 2

0
Very bad Not bad Satisfied Good Excellent

INTERPRETATION:

From the above chart we observe that 4% of employees are told that very bad, 20%
of employees are told that not bad, 38% of employees are told that they are satisfy, 22% of
employees agreed that their company and 16% of employees are told that their company was
excellent.

12. The organization provide positive work environment to improve skills & knowledge?
 TABLE: Showing the organization provide positive work environment to improve skills

& knowledge

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 4 8

Agree 25 50

Neutral 8 16

Disagree 10 20

Strongly Disagree 3 6

Total 50 100

CHART:
Showing the organization provide positive work environment to improve skills & knowledge
50
50

45

40

35

30
25
25 No. Of. Responds
20
Percentage
20 16
15
10
8 8
10 6
4 3
5

0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:

From the above chart we observe that 8% of employees are strongly agreed and 50%
of employees are agreed that the organisation provide positive work to improve their skills
and knowledge. 16% of employees are in dilemma, 20% of employee are disagreed and 6% of
employees are strongly disagreed that they cannot improve their skills and knowledge.
13. Are there any incentives provided to you by the organization for your good
performance?

TABLE: Showing organisation provided any incentives for good performance

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 5 10

Agree 30 60 CHART:
Showing organisation
Neutral 15 30
provided any
incentives for good
Disagree 0 0
performance

Strongly Disagree 0 0

Total 50 100

60
60

50

40
30 30
30 NO. OF RESPONSE
PERCENTAGE

20 15
10
10 5
0 0 0 0
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION:

From the above chart we observe that 10% of employees are strongly agreed and
60% of employees are agreed that the organization provide the incentives based on their
performance. 30% of employees are in dilemma about the incentives in organization.
14. High level of satisfaction towards Training facilities provided by the company.

TABLE: Showing high level of satisfaction towards Training facilities provided by the

company

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 7 14

Agree 30 60 CHART: Showing

high level of
Neutral 11 22
satisfaction towards
Disagree 2 4
Training facilities

Strongly Disagree 0 0 provided by the

company
Total 50 100

60
60

50

40
30
30 NO. OF RESPONSE
22 PERCENTAGE

20
14
11
10 7
4
2
0 0
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION:

From the above chart we observe that 14% of employees are strongly agreed and
60% of employees are agreed that they feel high level of satisfaction towards training
facilities provided by the company. 22% of employees are in dilemma and 4% of employee
are disagreed.
15. Company helps to develop the skills.

TABLE: Showing Company helps to develop the skills.

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 8 16

Agree 25 50 CHART:
Showing Company
Neutral 12 24
helps to develop the
Disagree 3 6 skills.

Strongly Disagree 2 4

Total 50 100

50
50

45

40

35

30
25 24
25 NO. OF RESPONSE
PERCENTAGE
20 16
15 12
8
10 6
3 4
5 2

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION:

From the above chart we observe that 16% of employees are strongly agreed and
50% of employees are agreed that the company helps to develop their skills. 24% of
employees are in dilemma, 6% of employees are disagreed and 4% of employees are strongly
disagreed that the company cannot helps to develop their skills.
16. Feeling satisfaction towards during the time of training.

TABLE: Showing feeling satisfaction towards during the time of training

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 8 16

Agree 27 54 CHART:
Showing feeling
Neutral 3 6
satisfaction towards
Disagree 10 20 during the time of
training
Strongly Disagree 2 4

Total 50 50

60
54

50

40

30 27
NO. OF RESPONSE
PERCENTAGE
20
20 16

10
8
10 6
3 4
2

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION:

From the above chart we observe that 16% of employees are strongly agreed and
54% of employees are agreed that they feel satisfy about their training. 6% of employees are
in dilemma, 20% of employee are disagreed and 4% of employees are strongly disagreed that
they cannot feel satisfy about their training.

17. Superiors co-operative in nature.

TABLE: Showing superiors co-operative in nature

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 9 18

Agree 18 36 CHART:
Showing superiors
Neutral 21 42
co-operative in
Disagree 1 2 nature

Strongly Disagree 1 2

Total 50 100

45 42

40 36
35

30

25 21
18 18 NO. OF RESPONSE
20 PERCENTAGE

15
9
10

5 1 2 1 2

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION:
 From the above chart we observe that 18% of employees are strongly agreed and
36% of employees are agreed that the superior are their co-operative nature with them. 42%
of employees are in dilemma, 2% of employee are disagreed and 2% of employees strongly
dissatisfied that the superior are their cannot co-operative nature with them.

18. Co-workers are very co-operative in nature.

TABLE: Showing co-workers are very co-operative in nature.

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 8 16

Agree 12 24 CHART:
Showing co-workers
Neutral 2 4
are very co-
Disagree 27 54 operative in nature.

Strongly Disagree 1 2

Total 50 100

60
54

50

40

30 27
24 NO. OF RESPONSE
PERCENTAGE

20 16
12
8
10
4
2 1 2

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
INTERPRETATION:

From the above chart we observe that 16% of employees are strongly agreed and
24% of employees are agreed that the co-workers are their co-operative nature with them . 4%
of employees are in dilemma and 54% of employee are disagreed and 2% of employees
strongly dissatisfied that the co-workers are cannot co-operative nature with them.

19. Solving problems by superior.

TABLE: Showing solving problems by superior.

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 12 24

Agree 21 42 CHART:
Showing solving
Neutral 15 30
problems by
Disagree 1 2 superior.

Strongly Disagree 1 2

Total 50 100

INTERPRETATION:

From the above chart we observe that 24% of employees are strongly agreed and
42% of employees are agreed that the superior are solving their problems. 30% of employees
are in dilemma, 2% of employee are disagreed and that the superior cannot solving their
problems.

20. Long term job nature.

TABLE: Showing long term job nature

 PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 13 26
CHART:
Agree 28 56 Showing long term
job nature.
Neutral 5 10

Disagree 3 6

Strongly Disagree 1 2

Total 50 100

60 56

50

40

28
30 26 NO. OF RESPONSE
PERCENTAGE

20
13
10
10 5 6
3 2
1
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION:

From the above chart we observe that 26% of employees are strongly agreed and
56% of employees are agreed that the job nature is long. 10% of employees are in dilemma,
6% of employee are disagreed and 2% of employees are strongly agreed that the job nature is
cannot long.

21. Safety measures are well maintained and periodically analyzed.

 TABLE: Showing safety measures are well maintained and periodically analyzed.

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 10 20

Agree 27 54 CHART:
Showing Safety
Neutral 10 20
measures are well
Disagree 3 6 maintained and
periodically
Strongly Disagree 0 0 analyzed.

Total 50 100

60
54

50

40

30 27
NO. OF RESPONSE
PERCENTAGE
20 20
20
10 10
10 6
3
0 0
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION:

From the above chart we observe that 20% of employees are strongly agreed and
56% of employees are agreed that the safety measures are well maintained and periodically
analyzed.10% of employees are in dilemma and 6% of employee are disagreed.

22. High level of motivation available in company.

 TABLE: Showing high level of motivation available in company.

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 8 16

Agree 28 54 CHART:
Showing high level
Neutral 10 20
of motivation
Disagree 5 10 available in
company.
Strongly Disagree 0 0

Total 50 100

60
54

50

40

28
30 NO. OF RESPONSE
PERCENTAGE
20
20 16

10 10
8
10 5
0 0
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION:

From the above chart we observe that 16% of employees are strongly agreed and
54% of employees are agreed that the high level of motivation available in company. 20% of
employees are in dilemma and 10% of employee are disagreed.
23. Promotion is given according the performance of the employee.

TABLE: Showing employees promotion is given according of the employee.

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 10 20

Agree 23 46

Neutral 12 24

Disagree 5 10

Strongly Disagree 0 0

Total 50 100

CHART: Showing employees promotion is given according of the employee.

 50 46
45

40

35

30
23 24
25 NO. OF RESPONSE
20
PERCENTAGE
20

15 12
10 10
10
5
5
0 0
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION:

From the above chart we observe that 20% of employees are strongly agreed and
46% of employees are agreed that they told that promotion is given according the
performance of the employee. 24% of employees are in dilemma and 10% of employee are
disagreed.

24. Highly satisfied towards monetary benefits.

TABLE: Showing highly satisfied towards monetary benefits.

 PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 5 10
CHART:
Agree 5 10 Showing highly
satisfied towards
Neutral 10 20
monetary benefits.

Disagree 29 58

Strongly Disagree 1 2

Total 50 100

58
60

50

40

29
30 NO. OF RESPONSE
PERCENTAGE
20
20
10 10 10
10 5 5
1 2

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION:

From the above chart we observe that 10% of employees are strongly agreed and
10% of employees are agreed that they highly satisfied towards monetary benefits. 20% of
employees are in dilemma, 58% of employee are disagreed and 2% of employees are strongly
disagreed that they highly not satisfied towards monetary benefits.

25. Compensation are properly given if any accidents are happened.

 TABLE: Showing compensation are properly given if any accidents are happened.

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 8 16

Agree 19 38 CHART:
Showing
Neutral 18 36

Disagree 5 10

Strongly Disagree 0 0

Total 50 100

40 38
36

35

30

25
19
20 18
16 No. Of. Responds
Percentage
15
10
10 8
5
5
0 0
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:

From the above chart we observe that 16% of employees are strongly agreed and
38% of employees are agreed that the company provide proper compensation if any accidents
are happened. 36% of employees are in dilemma and 10% of employee are disagreed.

26. Best bonus policy followed by the company.

TABLE: Showing best bonus policy followed by the company.

 PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 10 20
CHART:
Agree 25 50 Showing best bonus
policy followed by
Neutral 8 16
the company.

Disagree 7 14

Strongly Disagree 0 0

Total 50 100

50
50

45

40

35

30
25
25 No. Of. Responds
20
Percentage
20 16
14
15
10
8 7
10

5
0 0
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:

From the above chart we observe that 20% of employees are strongly agreed and
50% of employees are agreed that the company have a best bonus policy. 16% of employees
are in dilemma and 14% of employee are disagreed.