Fouzia Project

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A STUDY ON

JOB SATISFACTION OF EMPLOYEES

DONE FOR

ZUARI CEMENTS LIMITED

YERRAGUNTLA

PROJECT REPORT

Submitted in partial fulfillment of the requirements for the award of the

degree of

MASTER OF BUSINESS ADMINISTRATION

BY

S.FOUZIA HASAN

Regd No:130798012

Under the guidance of

Dr.V.Mallikarjuna, B.Tech,M.B.A.,Ph.D.,

KANDULA SCHOOL OF MANAGEMENT

Campus: K.S.R.M. College of Engineering

(AFFILIATED TO SRI VENKATESWARA UNIVERSITY)

KADAPA-516003(A.P.)

2006-2008

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CERTIFICATE

This is to certify that the project work entitled A STUDY

ON JOB SATISFACTION done for Zuari cements Limited, Yerraguntla is

bonafide work done and submitted by MISS.S.FOUZIA HASAN in partial

fulfillment of the requirement for the degree of MASTER OF BUSINESS

ADMINISTRATION during the year 2006-2008.

Dr.V.MALLIKARJUNA, Dr.G.L.NARAYANAPPA, B.TECH.,M.B.A,Ph.D M.COM.,Ph.D.,PGDBAAssociate professor Head of the Department,

Project Guide, Kandula School of Management,

Kandula School of Management, Kadapa-516003.

Kadapa-516003.

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DECLARATION

I here by declare that the project report entitle A study on Job

satisfaction undertaken for zuari cement limited, Yerraguntla, submitted by

me in partial fulfillment for the requirement for the awarded of the degree of

Master of Business Administration of S.V.University, Tirupathi and it has not

been submitted previously in part or full to any university or institute .

Place:Kadapa

Date:

(S.F

OUZIA HASAN)

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ACKNOWLEDGEMENT

A mammoth project of this nature calls for intellectual nourishment, professional help

and encouragement from many quarters.

I am very happy to present this dissertation report on

A Study on Job satisfaction done for Zuari cements ltd, Yerraguntlaas a part of

Master of Business Administration curriculam.

Prima-facie, I would like to express my cordial gratitude to Mr.T.A.Pavan

Kumar, deputy MANAGER, P&A for giving this opportunity to undertake project workin such an esteemed organization.

I would profound gratitude and thanks to Mr. C.H. Ravi KUMAR, Asst Manager-

P&A & Mr.R. Raja Sekhar Reddy, Personal Assistant for their valuable guidance during

the period of completion of project

It gives me a great pleasure to acknowledge my deep sense of gratitude to Prof.

K.S.N.Reddy, Principal, Kandula School of Management, Kadapa, for his support.

I sincerely thank Dr.G.L.Narayanappa, M.com., Ph.D., PGDBA, Head of

department, Kandula school of Management, Kadapa, for his guidance and valuable

suggestions.

I take this privilege to express my heartfelt thanks to Dr.G.Krishna Mohan, M.B.A,

Ph.D., Training & placement Officer for giving me this opportunity to undergo summer

project at ZUARI

I also wish to acknowledge the assistance of my guide

Dr.V.Mallikarjuna,B.tech ., M.B.A. Ph.D., Associate professor, KSM, Kadapa, for his

continuous support and encouragement played a significant role in bringing out the report. The

stimulus provided and encouraging feedback helped me sustain my spirits.

My special acknowledgements to all faculty members of KSM, Kadapa, for generously

sharing their insight and experience with me.

finally, much credit goes to my beloved parents and close friends for their contribution,

who have given right inspiration, encouragement and support in my efforts in successful

completion of the research work.

S.FOUZIA HASAN

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C O N T E N T S

CHAPTER.N0 CHAPTER TITLE PAGE NO

.

COMPANY CERTIFICATE

COLLEGE CERTIFICATE

DECLARATION

ACKNOWLEDGEMENT

EXECUTIVE SYNOPSIS

INTRODUCTION

a. Industry profile

b. Company profile

RESEARCH METHODOLOGY

CONCEPTUAL FRAME WORK

DATA ANALYSIS AND

INTERPRETATION

FINDINGS AND SUGGESTIONS

ANNEXURE

Questionnaire

Bibliography

1-4

5-16

17-20

21-31

32-44

45-47

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EXECUTIVE SYNOPSIS

COMPANYPROFILE

Zuari cement is now fully owned by the Italcementi group, the fifth largest

cement producer in the world. The company Zuari agro ltd was Incorporated on 12th

may 1967. ZCL has become a separate company with 50- 50 share holding by zuari

industries ltd and Italcementi group from 01.04.2000.

But from the year 2006-2007 ZCL has been fully acquired by Italcementi group

for Rs. 1100 crores.

And today with the introduction of latest technology the company has increased its

production from 1100 tpd to 5500 tpd.

NEED FOR THE STUDY

The importance of Job Satisfaction is obvious because if the employees are

satisfied then only the organization can function smoothly, increasing its production & face

competition. Therefore , the organization needs information on Job satisfaction of their

employees in order to make sound decisions and to enhance their performance to high

level. Hence, the present study has been undertaken in this direction.

OBJECTIVES OF THE STUDY

To study the Job satisfaction level of employees working in ZCL.

To indicate the specific factors of satisfaction and dissatisfaction.

To suggest the measures for improved Job satisfaction of employees.

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Research design : Descriptive

Research Approach : Survey MethodPopulation : All Wage board Employees

Population size : 261

Sampling procedure : convenience sampling

Sample size : 40% of population 104

Data sources

Primary data : collected by using a structured

questionnaire and schedule.

Secondary data : collected from company records and

internet (www.zuaricement.com)

Research instrument : A well structured questionnaire and

Schedule.

Statistical tools : weighted average, simple percentage,

Chi-square.

HYPOTHESIS:

1. H0 = Department, does influence job satisfaction of employees.

H1 = Department, does not influence job satisfaction of employees.

2. H0 = Designation, does influence job satisfaction of employees.

H1 = Designation, does not influence job satisfaction of employees.

3. H0 = Age, does influence job satisfaction of employees.

H1 = Age, does not influence job satisfaction of employees.

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FINDINGS:

90% of the employees are found to be satisfied with their jobs in

ZCL.

The following table summarizes the scores and standard deviations of level of

satisfaction of employees towards various factors relating to job satisfaction

on a five point raring scale.

Factor Mean S.D

Career advancement 0.9 0.7

Recognition 0.7 0.6

Performance appraisal 1.0 1.0

Freedom and autonomy -0.1 0.9

Compensation and rewards 1.0 0.7

Organization culture 1.4 0.6

Development and change 0.9 1.2

Welfare and safety 1.3 1.0Interpersonal relation 1.0 1.0

The employees are found to be satisfied with the aspects of career advancement

and growth, performance appraisal, compensation and rewards, organization

culture, development and change, welfare and safety, interpersonal relations.

The satisfaction level employees is found to be marginal in the case of

recognition.

The employees at ZCL are found to be dissatisfied at freedom and autonomy.

Results of chi-square:

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Cross tabulations were generated to establish the relationship between overall

satisfaction of employees towards departments, age, designation involved in it. The following

table summarizes result of chi-square.

Job satisfaction verses

Chi-square Df Critical value Null

hypothesis

Department 16.06 16 26.29 Accepted

Designation 5.55 8 15.50 Accepted

Age 52.61 4 9.48 rejected

It is statistically verified that department, designation to which an employee

belongs has no significance influence on the level of job satisfaction of the

employees.

There is a significant relationship between age and level of satisfaction of

employees at ZCL.

SUGGESTIONS:

1. The management may delegate the work assignment based on their

efficiency, skills and knowledge possessed by the employees.

2. The participation of workers in management activities should be

encouraged through suggestion boxes, feedback sessions. This will

give motivational effect on them and a sense of belonging and they

feel it as intrinsic reward and contribute towards achievement of organizational

objectives.

3. The management may consider innovative ideas of these

Employees to enhance their job performance.

4. Compensation package may include performance linked pay based on periodical

review of performance of the employees.5. Awards/ Rewards in the form of letter of appreciation, Trophies

may be implemented based on performance in various departments and these may

be given due importance in promotions.

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INDUSTRY PROFILE

Cement as a building material has been known in one form or other since the time of

ancient Sindh civilization. The information about the preparation and use of cement before 18 th

century was scanty. Egyptians are known as the first users of cement. The Greek civilization

used some forms of mortar but Romans had developed it.

Although various types of mineral-based hydraulic cement are of ancient origin,

hydraulic cements have been used only since the middle of the 18 th century. The term Portland

cement was first used and introduced in 1824 by Joseph Aspdin, a British cement maker,

because of the resemblance between concrete made from his cement and Portland stone, whichwas much used in building in England. The first modern Portland cement, made from lime and

clay or shale materials heated until they formed cinders (or clinkers) and then ground, was

produced in England in 1845. At that time cements were usually made in upright kilns where

the raw materials were spread between layers of coke, which was then burned. The first rotary

kilns were introduced about 1880. Portland cement is now almost universally used for structural

concrete.

The Indian cement industry is the second largest in the world after China, in terms of

quality, productivity and efficiency it compares with the best anywhere.

Cement like steel is one basic material for the technical development of the country.

Cement industry is one of the major and oldest established manufacturing industry in the modern

sector of Indian economy.

Cement Industry in India:

In Indian it came to be established during the beginning of the 20th century. In fact the

cement era in India commenced with the establishment of a small cement factory at

Washermanpet in Madras now called Chennai in 1904 by south India industry limited a

company that dates back to 1879. The potential capacity of this plant was only 10, 000 Metric

tons per annum.

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First and indigenous industry in which the company is well endowed with all the

necessary raw materials, skilled man power, equipment and machine technology.

This factory commenced its production in 1914 at the rate of 199 Metric tons per day.

The company adopted Dry Process. This plant had easy access of lime stone quarries atPorbandhar. This initial attempt could cause the attempt of two more factories.

One at Kathy (Madhya Pradesh) another at Lechery (Rajasthan) by Kathy Cement

limited and Bundy Portland Cement Limited respectively in January 1915 and December 1916.

As selling prices remained low and output could not be raised to the desired rate, there was

unmet demand for the materials. On February 28 th 1982, when Government of India announced

partial decontrol of cement, it marked the beginning of new era of the cement industry.

A new impetus to the cement industry was provided during the post independence period

through setting up of targets for cement production.

Largest Cement Production in India:

ACC Cement is the largest cement producer in India during a year. It produced 7.3

Million tons per annum.

INDUSTRY FEATURES:

The cement has certain special features:

It is location specific. Plant has to be necessarily located closest to the main raw

materials like limestone deposits. Being location specific, there has been a concentration

of cement plants in certain states like Gujarat, Karnataka, Tamilnadu, Rajasthan, Madhya

Pradesh and Andhra Pradesh. With no lime stone deposits the eastern states have

practically no plants.

Cement is stored at plants on silos with capacities of 8 to 10 days production. When thesilos are full, production has to be curtailed and limited to the quantity that could be

dispatched.

Transportation costs has an important bearing on the final price of cement, road

transportation is turning more and more uneconomic with increasing loads.

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Cement industry caters to local markets needs. Only a small portion of production is

exported. Demand for cement varies with the tempo of construction of housing, real

estate and infrastructure projects in the country.

PRODUCTION PROCESS:

Cement is produced in four basic stages that is quarrying and crushing; grinding and

blending raw materials; clinker production and finish grinding. In the dry process, the ground

and blended raw materials are fed to the combustion zone of the kiln. The retention time and the

heating temperature are one hour and 1300 1400 degree centigrade respectively. Coal is

crushed and pulverized for efficient use. The product from the kiln consists of dark hard nodules

called clinker. The nodules cooled in the clinker cooler prior to storage, there after ground in the

cement mill with a small amount of additives, which retard the cement setting time. Finally the

cement is packed in the bags for transportation.

RAW MATERIALS:

The basic raw material for manufacturing cement is limestone. This is available in

plenty in the form of limestone deposits in nature. Limestone is excavated from mines by

mechanical equipment with the help of stocker and reclaimed. The correct blending of limestone

is ensured. The same is passed through crushers to bring it to the required size.

The raw materials consist of limestone, iron ore and Bauxite or Latarite, in the correct

proportions are fed into a grinding mill where they are reduced to a very fine of compressed air.

The power from the storage ribsis fed into rotary kiln, the material is subjected to a temperature

of about 1500c. Chemical reaction takes place between various materials resulting in the

formation of cement compounds like calcium silicate (about 24%), dicalcium silicate (about20%), tri calcium aluminates (about 7 to 10%), and tetra calcium aluminum ferrite (about 10 to

12%).

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EXPORTS:

Apart from meeting the entire domestic demand, the industry is also exporting cementand clinker. The export of cement during 2001 02 and 2003-04 was 5.14 million tones and

6.92 million tones. Major exporters were Gujarat Ambuja cements Ltd and Ultra Tech Ltd.

TECHNOLOGICAL CHANGE:

Cement industry has made tremendous strides in technological up gradation and

assimilation of latest technology. At present 93% of the total production capacity in the industry

is based on the modern technology. 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. It is worth mentioning that some cement plants have set up dedicated jetties for

promoting bulk transportation and export.

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COMPANY PROFILE

Zuari cement is now fully owned by the Italcementi group, the fifth largest cement

producer in the world. The company Zuari Agro chemicals Limited was in corporated on

12th may 1967. Zuari Cement is a division of Zuari industries Limited, a company

promoted by the house of k.k.Birla and U.S corporation.

Zuari cement formerly known as TEXMACO cement, take over by Zuari Agro

Chemicals in the year 1995. Zuari and Italcementi Groups has agreed to form a joint

venture with 50-50 equity sharing. The Zuari cement business will get transferred to the

joint venture company viz., Zuari Industries Limited. But from the year 2006-2007 Zuaricements Limited has been fully acquired by Italcementi Group for 1100 crores.

In 1995 commenced its production capacity of 1500 tpd. And today with the introduction

of latest technology the company has increased its production from 1100 tpd to 5500 tpd.

LOCATION OF THE PLANT

Zuari cement Limited is located at Krishna Nagar in Yerraguntla, Kadapa district.

Location of the plant at this place is having following advantages:

Location in industrial belt of rayalaseema with facilities like water, electricity, labour,

transport etc.,

Presence of the best limestone proved scientifically for cement.

Low free lime to ensure reduced surface cracks.

Low heat of hydration for better soundness.

Low magnesia content to ensure reduced tensile cracks.

Specially designed setting time to suit Indian working conditions.

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OBJECTIVES OF COMPANY:

Provide employment for local employees.

Supply best cement at economical prices.

Get optimum utilization of the raw materials available of their own mines.

Manufacturing quality cement and to stand as a market leader in South India.

HRM POLICIES AND PROCEDURES:

Recruitment and Selection:

Recruitment and selection are done according to the need of the organization.

Candidates are selected through campus selections. Two or three consultants are there for

recruitment. Selection is done through thorough interviews.

Training and Development:

On the job training is given for apprentices. Jeevana Yatra training program is

specially intended for workers development. Nearly 25 workers and 1 or 2 supervisory level

employees will participate in this program.

Promotions:

Promotions are given to recognize the individuals performance and reward him for his

work so that he may have an incentive to forge ahead. In Zuari, promotions are given on the

basis of performance appraisal, rarely on seniority.

Wage Fixation:

The management is following the rules and regulations of the government for wage

fixation. The salary of different employees ranges form Rs.5500 to Rs.30,000. For wage board

employees it is fixed to Wage Board Act. Rate of wages are as follows,

Unskilled Rs.091.76 Per day.

Semi Skilled Rs.116.10 Per day.

Skilled Rs.140.53 Per day.

The wages of the workers has to be paid before 7 th of the every month. The wages will be

disbursed in the Factory premises from 09-00 AM to 05-00 PM. Date of payment of unpaid

wages on or before 15th every month.

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Retirement Benefits:

The company is providing retirement benefits for both executives and non executives

as per the Government rules and regulations. This provident fund payable is 12% of basic andgratuity is 4.75%.

Industrial Relations:

Industrial relations are very cordial. It is the duty of the Human Resource Manager to

keep the organization in right manner by maintaining fair relations with the workers. Three

unions exist in Zuari Cement Limited. Among them one is recognized.

Gratuity:

The management is providing as per payment of Gratuity Act 1972.

The maximum amount of gratuity to an employee is Rs.3 lakhs.

Every employee will get gratuity of 15% of salary in a year.

The maximum amount gratuity is 15 days salary in a year.

Uniform:

The management is maintaining unique uniform for all the employees of different cadres

and is supplying two pairs of clothes, shoes with stitching charges.

Free Electricity:

The following slabs are available for the various levels of the employees in the Zuari

Cement Limited.

200 units of electricity for M9, M8 and M7 Grades.

300 units of electricity for M6 and M5 Grades.

400 units of electricity for M4, M3 and M2 Grades.

Free of electricity for M1 Grade, Vice President.

Statutory:

The statuary measures are as follows:

Uniform, shoes for the workers.

Drinking water is provided inside the premises.

Sanitary facilities are provided inside separately for woman and men employees.

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There is hospital in the quarters in which two MBBS doctors and one medical officer are

there.

A fair canteen with subsidized rates is provided.

There is an ambulance for emergency for emergency purpose.

Non Statutory:

The non statutory measures are as follows:

Quarters are provided for both executives and non executives.

Recreational facilities are provided to the employees only.

Cultural programs are conducted on some occasions.

There is school for children in the quarters.

Provident fund (PF), Gratuity Fund (GF), Bonus facilities to the employees.

Vehicle allowance is provided.

Housing loan, Vehicle loan and furniture loan is provided.

Motivation:

Motivation in Zuari Cements limited, is done by encouraging the employees by awarding

them rewarding them and identifying their talents and promoting them to the higher positions.

The career development is possible through proper motivational factors.

Performance Appraisal at Zuari Cements Limited:

Performance appraisal in the Zuari cements limited is done through the following

important factors:

Quality of work

Quantity of work

Knowledge

House keeping

Absenteeism

Show cause notices if any.

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Performance appraisal has been done through the checklist method in Zuari Cements

limited.

Product Profile:

Cement is a mixture of limestone, clay, silicon 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 most commonly used in construction field.

Different types of cement:

There are different varieties of cement based on different compositions according to specific

end use namely,

Ordinary Portland cement,

Portland Pozzolana cement,

Portland Blast Furnace Slag cement, etc.,

This basic type differs based on the percentage of clinker used in production.

Ordinary Portland cement:

OPC, popularly knows as Grey cement, has 95% clinker and 5% gypsum and other

materials. It accounts for 70% of the total consumption. While cement is variation of OPC and

is used for decorative purposes like rendering the walls, flooring etc. it contains a very low

proportion of iron oxide.

Portland Pozzolana Cement:

PPC has 80% clinker, 15% Pozzolana and 5% gypsum and accounts for 18% of total

cement consumption. Pozzolana has siliceous and aluminous materials that do not posses

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cementing properties but develop these properties in the presence of water. It is cheaply

manufactured because it uses fly ash/burnt clay/coal waste as the main ingredient. It has a lower

heat of hydration that helps in preventing cracks where large volumes are being cost.

Product Differentiation:

Cement is differentiated in to two types based on the compressive strength. They are as

follows.

Ordinary Portland cement (OPC)

Pozzolana Portland cement (PPC)

Further OPC is conglomerated into 43 Grade and 53 Grades.

Zuari is offering the following:

33 Grade cement

43 Grade cement

53 Grade cement

Super fine cement

RAW MATERIALS:

The given are the major raw materials in the industry

Limestone

Latarite

Iron ore

Bauxite

Gypsum

Fly ash

Coal

Fuel

STRENGTHS OF ZUARI CEMENT LIMITED:

With a superior and wide range of cement catering to every conceivable building need,

Zuari Cement is today a formidable player in the cement market, here are just a few reason why

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Zuari Cement in the choice of millions in India. Very low free lime content and high proportion

of silicates, providing silicate gels of high impermeability, makes Zuari Cement extremely

resistant to acids, alkalis, chlorine and sulphur. Lowest magnesia content ensures reduced

tensile cracks. Owing to greater fitness of Zuari Cement, the concrete obtained is dense andhighly impermeable. Hence, it is free from segregation, honeycombing and sandrun. This

prevents the passage of air and water (the two chief agents of corrosion) through the hardened

concrete.

The water requirement for Zuari Cement is less because of very low free lime content.

This leads to low heat hydration and drying shrinkage. As a result, cracks dont appear in the

concrete.

Slow initial and fast final setting of Zuari Cement gives better workability. More C3S

gives higher early strengths enabling faster de-shuttering of formwork, thereby saving time and

construction cost.

Captive power plant with Diesel Gensets takes care of eighty percent of the total power

requirements.

State of art wagon tippler efficiently handles goods quality coal, which is further

homogenized with stacker and reclaimer for generating power. The plant is also equipped with a

Vertical Coal Mill.

Ventomatic Electronic Packing (VEP):

Zuari cement employs Ventomatic Packers to ensure that the consumer gets exactly 50

kgs Per bag. To minimize damages during transport, advanced loading techniques are used

another practice of Zuari Cement, to ensure quality to the customer.

WELFARE MEASURES:

As means of welfare services the Zuari Cement is running on dispensary and extending it

services to all the workers and their families.

1. Telecommunication facility

2. Postal

3. Clubs and Cable net

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4. Housing

5. School

6. Canteen

7. Guest house

WORKING CONDITIONS:

The working conditions arises of the unit, the production environment other recreational

facilities provided by Zuari Cement will be make the workers to feel moves more and more

comfort enhancing the production targets besides the Management of Zuari Cement will also

take enormous preventive and security measures without happening unto wards things like

accidents, explosives and other polluted problems.

REST ROOM:

There are four rooms, which are located at Main gate; Area of the rest room is kept clean

with adequate ventilation with sufficient light.

FIRST AID AND AMBULANCE FACILITY:

All provisions according to rules are important on shop floor and all departments. First

Aid boxes are fixed at short distance from work side. There is one ambulance provided in the

dispensary. That too for 24 hours.

MEASURES TO POLLUTION CONTROL:

Generally cement plant causes major impact on the environment due to the continuous

handling of raw materials, immediate and final products from gusting packing stages. At Zuari

Cement unit several pollution control equipments like multi clone dust collectors and Electro

Static precipitator (ESR) has been installed to minimize the impact on environment pollution

caused by the cement plant.

DRINKING WATER:

The supply of drinking will also come under the category of basic measure since the

number of workers is more than 500, the company is providing cool water is always kept clean

and there are persons to recoup the supply of water regularly.

EDUCATION FACILITIES:

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The company provides elementary school in staff colony. The company provides any

scholarship and books at subsidized rates.

READING ROOM/CLUBS:

The Zuari cement factor is having library and it is situated in the employees colony.

HOUSING FACILITIES:

Food, clothing and shelter are the essential requirement of human beings. Housing is the

primary need of human being in a civilized life. The quarters facilities are also available nearer

to the factory premises. Recently according to the new agreement nearly addition of 27

employees are been allotted with housing facility.

MEDICAL FACILITIES:

The company has a dispensary that contains a doctor and assistant. The company

provides free medical aid for small wounds and bandages. If there is any dangerous case the

company bares half of the amount.

THE OTHER FACILITIES PROVIDED BY THE COMPANY ARE:-

Recreational facilities

Sports and Games

Cultural activities

Co operative stores

Gratuity

Leave travel concession

ADVANCES ISSUED BY COMPANY:

Housing loan

Vehicle advance

Washing facilities

Fund of 5 lakhs rupees for the employee who died while in service.

SHIFTS OF WORKING:

The unit works around the clock. The working shifts of the employees are

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SHIFT DURATION LUNCH AND DINNER

General shift 8 am to 5 pm 12 noon to 1 pm

Shift A 6 am to 2 pm 11.30 am to 12 noon

Shift B 2 pm to 11 pm 7.30 pm to 8 pm

Shift C 1 pm to 7 pm No break

ORGANISATION STRUCTURE

GRADES CADERS STAGE

M1 GENERAL MANAGER

TOP LEVEL

M2 DEPUTY GENERAL

MANAGER

M3 SENIOR MANAGER

M4 MANAGER

MIDDLE LEVEL

M5 DEPUTY MANAGER

M6 ASSISTANT MANAGER

M7 SENIOR MANAGER

LOWER LEVEL

M8 ENGINEER OR OFFICER

M9 ASSISTANT ENGINEER

OR OFFICER

DEPARTMENT WISE LIST OF PERMENANT EMPLOYEE:

Personal and Administration Department 10

Finance Department 04

Stores Department 08Quality control Department 22

Operation Department 40

Packaging plant 09

Cement mill Department 02

Electronical Department 14

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Instrumentation Department 08

Civil Department 01

Mechanical Department 16

Mines 60--------

Total 261

MAJOR USERS:

Zuari cement is marketed through out south India by a wide network of stockiest. The

Zuari sales officers and representatives are based in almost all cities and towns in south India.

Major users of Zuari cement are as follows.

Madras Refineries ltd.

Airport Authority of India.

Tamilnadu real estate ltd.

East coast construction and industries ltd.

Tamilnadu housing board.

Marmagoa port trust.

Asia pacific hotels ltd.

Grind well Norton ltd.

Tirumala Tirupati Devasthanam.

Apseb srisailam power project.

Gamman India ltd.

Ramco industries visaka industries.

Hyderabad Everest ltd.

Nagarjuna construction.

Jmc projects (I) ltd.

CORPORATE MARKETING OFFICE:

Zuari cement corporate marketing office is at Chennai (Tamil Nadu), branches are

at

Hyderabad - Andhra Pradesh

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Visakapatnam - Andhra Pradesh

Bangalore - Karnataka

Cochin - Kerala

Panaji - Goa

Chennai - Tamil Nadu

Bhuwaneswar - Orissa

COMPETITORS:

PENNA (Tadipathri)

L & T (Tadipathri)

Malabar (Cochin)

F.C.L (Coramandal King brand)

Grades of Employees: -

WAGE BOARD EMPLOYEES GRADES

M.T.O Fitter, welder A

Operators B

Mechanics C

Attenders, Store Mazdoor D

Clerks, H.E.O 5

Mine mater 6

Draftsmen 7

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Need for the study:

The importance of Job Satisfaction is obvious because if the employees are satisfied

then only the organization can function smoothly, increasing its production & face

competition. Therefore , the organization needs information on Job satisfaction of their

employees in order to make sound decisions and to enhance their performance to high level.

Hence, the present study has been undertaken in this direction.

Objectives of the study:

To study the Job satisfaction level of employees working in ZCL.

To indicate the specific factors of satisfaction and dissatisfaction.

To suggest the measures for improved Job satisfaction of employees.

Research Methodology:

Research Methodology is a way to solve the research problems systematically.

Research may be in common parlance referred to as knowledge. In research methodology

we not only talk of the research methods, but also consider the logic behind the methods

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we use in the content of our research study and explain why we are using a particular

method at technique. Hence in this study various steps that are generally adopted in

studying research problem along with the logic behind them. It is a broad outline of the

method and procedure adopted for the purpose of the study.

Research Design:

A Research Design used in the study is descriptive research. Descriptive research

includes surveys and fact-finding enquiries of different kinds. The main characteristics of this

method is that the researcher has no control over the variables: he/she can only report what is

happening. In this descriptive design, we get information from most accessible population.

Descriptive method is adopted to study the job satisfaction in ZCL.

Research Instrument:

A well structured questionnaire and schedule was being administered to the

respondents to carry out the research.

Questionnaire:

A structured questionnaire is designed consists of closed ended questions with 5 point

scale and the respondents were made personally to get their responses. The 5 points on the

Likerts scale is named as strongly agree, agree, undecided, disagree and strongly disagree.

Schedule:

Schedule is also like a questionnaire which is orally filled in by the respondents.

Data collection:

Data is collected from primary and secondary sources. Collection of the data is primary

aspect in research process. Data which is collected for the purpose of research helps in proper

analysis to develop findings which is helpful to conduct research effectively. The data sources

which is very important in the collection of data is both primary and secondary data.

Both primary and secondary data are taken into consideration for the study of job

satisfaction.

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Primary data:

This consists of original information gathered for specific purpose. The normal

procedure is to interview the people individually or in groups to get the required data. Primary

data is collected through administering the questionnaire by direct contact and also throughdirect observation to obtain insights of the information.

Secondary data:

This consists of information that already exits and which has been collected by some

other persons, at some other time, for some other purpose. The secondary data is collected

from records, manuals and brochures maintained by the personnel department.

Convenience sampling:

The sampling which alongs the researcher to carry out his research based on his

convenience and respondents availability of constraints. The research sampling studies every

respondent response according to time, place and situation. This sampling provides ease of

doing his research.

Population : All wage board employees

Population size : 261

Sample size : 40% of population 104

Statistical tools : weighted average, simple percentage,

Chi-square test.

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Factor analysis:

The study has considered several factors for measuring overall job satisfaction of an

employees of ZCL. Questions in the questionnaire are grouped into factors as follows.

FACTORS QUESTIONNAIRE

Career advancement & growth 8,9,17,20,21

Recognition 3,13,10

Performance appraisal 5,23

Freedom & autonomy 4,7,11

Compensation & Rewards 12,14,16

Organization Culture 15,22,25

Development & change 6,18Welfare & safety 24

Interpersonal relations 2

LIMITATIONS:-

There are certain limitations in the study of job satisfaction in ZCL. They are :-

Time is important constraint as it was restricted only to a period of 8 weeks .

Only a limited number of respondents are considered for study as the sample size

is only 104.

Another important constraint is the hesitation from the side of employees as they

are unwilling to answer question in the questionnaire

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JOB SATISFACTION

Introduction:

Job satisfaction refers to an individuals general attitude towards his or her job. A

person with a high level of job satisfaction holds a positive attitude towards his job. While a

person is who is dissatisfied with his assignments hold a negative attitude.

Job satisfaction is linked to productivity, motivation, absenteeism, waste accidents, mental

health, physical health and general life satisfaction.Locke defines job satisfaction as a pleasurable or positive emotional state resulting

from the appraisal of ones job or job experience. Job satisfaction is a result of employees

perception of how well their job provides those things that are viewed as important. It is

generally recognized in the organizational behavior field that job satisfaction is the most

important and frequently studied attitude. There are three important dimensions to job

satisfaction.

Job satisfaction is an emotional response to a job situation. As such, it cannot be seen,

it can only be inferred.

Job satisfaction is often determined by how well outcomes meet or exceed

expectations.

Job satisfaction often represents related attitudes. As motivation is related to the

satisfaction of the employees several motivational theories can be related to the job

satisfaction. They are Maslow, Herbergs two-factor theory, Alderjers ERG theory,

Vrooms expectancy theory, Portler and Ilawler model all contributed to the work

motivation.

DEFINITIONS:

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.

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Smith (1955) defines job satisfaction as an employees 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 ones job or job experiences.The above definitions seem to indicate that job satisfaction is essentially an effective

attitude resulting from the intrinsic aspect of the job.

Gradually, it was realized that like any other attitude, job satisfaction represents a

complex assemblage of cognitions, emotions and behavioral tendencies.

Some investigations have gone further attempting to state mathematically the manner

in which work the various and individual variables combine in determining.

MOTIVATIONAL FACTORS:

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 and money. The most important is men. The three other factors cannot be

effectively utilized without the cooperation of the people. This motivation of the employee

can be sub divided into the people. This motivation of the employee can be sub divided into

two groups viz., extrinsic and intrinsic factors.

EXTRINSIC FACTORS:

Extrinsic factors are monetary related factors an employee will have positive feeling,

i.e. it will more or less act as a reduction of dissatisfaction of the employee rather than keep

him satisfied. With the presence of extrinsic factors employee will not be dissatisfied.

Job Expectation:

When an employee joins an organization he expects some thing from the job and has

satisfaction from it. Job satisfaction of an employee can be based on the fact that to what

effect his job meets or exceeds his expectation. His expectation can be any thing such as pay,

working conditions, rewards, work, supervision, colleagues and benefits etc.

Salary:

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Wages and salaries are recognized to be a significant but cognitively complex and

multi dimensional factor in job satisfaction. Money not only helps people attain their basic

needs but is instrumental in providing upper level need satisfaction.

Employees often see pay as a reflection of how management views their contributionsto the organizations.

Comparison of outputs:

Persons tend to compare his out comes with the other persons out comes. The out

comes 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 persons morale will be low and will have its effect on the

employee satisfaction. Secure persons will work effectively and have job satisfaction.

Performance appraisal:

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 keep 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 recognizer their efforts and be praised

rewarded. This will increase their job 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

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satisfaction. The person who has maximum of autonomy, will have high job satisfaction,

otherwise it will be low.

Participative management:

Participative management has a positive impact on the employee. Openness of thehigher 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 the 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 is satisfied with his job.

Career advancement:

Employees desire to be 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 have 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.

Job significance:

It refers to the impact created on the others by ones 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 as his contribution after performing a

complete piece of work.

Challenging:

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Employee perceive challenge in their work and it to be interesting, it is dull they will

be inactive and will be dissatisfied.

Liaison:

Employees need to socialize can be fulfilled by the liaison role he performs. It is thecoordination between the departments of the company.

Contribution to groups:

Employees derive satisfaction by knowing how his work affects the group 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 how they are performing on the assigned

work.

Contribution to society:

Employees derive satisfaction by knowing how worthful and meaningful is his work

and how his work able to contribute to society.

MODELS OF JOB SATISFACTION:-

Subtractive models:

Ross and Zander (1957) and Morse (1953) have proposed subtractive model this model

assumes that need satisfaction is a function the difference between the extent to which a need

is met in work situation and the strength of the need. Accordingly, in determining the amount

of need satisfaction they subtract an individual report concerning conditions in his work role

from his report concerning the strength of a parallel motivation.

Morse (1953) reported a positive association between an individuals report on changes

of being promoted and satisfaction with promotional opportunities.

Multiplicative models:

Victor H.Vroon (1967) developed the multiplicative model of motivational and work

role variables. The effect of changes in frequency of attainment of an out come in a work role

on the valance of that work is predicted to depend on the valance of the out come. If the

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person desires the out come, an increase in the extent to which it is provided by the work role,

should result in an increase in the valance of the work role. If he is in different toward the

work role, while if he has an aversion for the outcome this increase should decrease the

valance of the work role.

THEORIES OF JOB SATISFACTION:-

Need satisfaction model job attitude:

G.R.Slancik and Pfeiffer (1977) analyzed the nature of need satisfaction model and

their usefulness for understanding the individuals reaction to their job.

The model posits that person have basic, stable relatively unchanging and identifiable

attitudes, including needs. The model also assumes that jobs have s stable, identifiable set of

characteristics that are relevant to hose needs of individuals. Job attitudes are presumed to

result from the correspondence between the needs of the individual and the characteristics of

the job are compatible with the persons needs, assumption is made that the persons is satisfied

and, on occasion, further argument is made that the persons will be made more motivated to

perform the job. If the person satisfied with his job, it is presumably because the job has

characteristics compatible with his needs. If the presumably not satisfying his needs.

Its first component is an assumption of the casuality. The presumed sequence of

casuality begins with the job and its characteristics.

Second component is that people to their environment conceive of attitudes as reaction.

Third component is that needs are conceptualized as relatively stable characteristics of

persons. Before feature is the conceptualization of job characteristics, which are considered as

relatives of environment, to which the individuals respond. The fifth component is the

functional relation among needs, job characteristics and attitudes.The model assumed that that same psychological processes operate to determine

satisfaction with the job factors ranging from pay to supervision and satisfaction with work

itself. It is the discrepancy model in the sense that it shows satisfaction as the difference

between perceived that he actually receives.

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This also indicates that when persons perception of what his out come level is and his

perception of what his out come level should be are in agreement, the person will be satisfied

when a person perceives his out come level as falling below what he feels it should be he will

be satisfied. Actually out come level plays a key role in a persons perception of what rewardshe receives. However, his perception is also influenced by his perception of what his referent

others receive the higher the out come levels of his referent others, the lower his out come

level will appear. On the basis of this model, the following statements can be made:

People with high received inputs will be more dissatisfied with a given facet

than people with low perceived inputs.

People who receive a low outcome level will be more dissatisfied than those

who receive a high outcome level.

The more outcomes a person receive perceive his comparision other receives,

the more dissatisfied he will be with his own out comes.

Level of Job satisfaction:

The level of job satisfaction across group is not constant, but is related to a

number of variables. The key variables revolve around age, occupational level and

or4ganizational size; the important aspects of job satisfaction for many people are the amount

of personnel closeness, friendship and small group teamwork.

Dissatisfied employees may engage in psychology withdrawal or even acts of

customer service beyond the call of duties have sparking work records, and actively in

pressure excellence in all areas of their jobs. Satisfied workers will tend satisfaction

The sample part of satisfaction leads to performance. Accurate statement is that high

performance contributes in turn contributes to high job satisfaction. Better performance in turn

leads to higher economics, sociological and psychological rewards. It these rewards are seen

as fair and equitable, then improved satisfaction develops because employees feel that they are

receiving rewards in proportion to their performance.

Stability of Job Satisfaction:

Attitude is generally acquired over a long period time. Similarly, job satisfaction or

dissatisfaction emerges as an employee gains more and more information about the work

place. Nevertheless, job satisfaction is dynamic, for it can decline even more quickly than it

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develops. Managers cannot establish the conditions leading to high satisfaction now and latter

neglect it. For employees needs may fluctuate suddenly. Managers need to pay attention to

employees attitudes week after week, month after month, and year after year.

DETERMINANTS OF JOB SATISFACTION:

Occupational level:

The higher the level of the job the greater the satisfaction of the individual, this is

because higher-level jobs carry greater prestige and self control. This relationship between

occupational level and job satisfaction stems from social; reference group theory in that our

society values some jobs more than others. People in higher-level job find most of their needs

satisfied than when they are in lower level ones.

Job content:

Greater the variation in job content and the less repetitiveness with which the tasks

must be performed, the greater the satisfaction of the individuals involved.

Considerate Leadership:

People like to be treated with consideration. Hence considerate leadership results in

higher job satisfaction than in considerate leadership.

Pay and promotion opportunities:

These two variables are positively related to job satisfaction

INTERACTION IN THE WORK GROUP:

Interaction is more satisfying when

It results in the cognition that other persons attitudes are similar to ones own,

since this permits the ready calculability of that others behavior and constitutevalidation of one.

It results in being accepted by others.

I facilitate the achievement of goals.

Personal Variables:

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AGE:

Holding factors like occupational level constant indicates that this is generally a

positive relationship between the age & job satisfaction up to the pre-retirement years and then

there is a sharp decrease in satisfaction an individual aspires better and more prestigious jobsin later years of his life. Finding his channels for advancement blocked his satisfaction

declines.

EDUCATIONAL LEVEL:

With occupational level held constant there is a negative relationship between the

educational level & job satisfaction. The higher the education the higher reference group

which the individual looks to for guidance to evaluate his job rewards.

SEX:

There is as yet no consistent evidence as to whether woman are 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.

How job satisfaction is related to performance & Absenteeism and turnover.

Relationship between job satisfaction and performance( productivity):

According to Lawler and Porter good performance leads to rewards which in turn lead

to satisfaction as shown above:

Good performance may result into 2 kinds of rewards viz., intrinsic rewards and

extrinsic rewards.

Intrinsic rewards are given to the individual by himself for good performance.

Extrinsic rewards are organizationally controlled reward such as pay, promotion, status,

security etc., extrinsic rewards are not strongly related to performance.

Intrinsic rewards & extrinsic rewards are directly related to job satisfaction since the

relationship is moderated by excepted equitable rewards an individuals satisfaction is a

function both the number and amount of rewards he receives as well as what he consider to be

fair level of reward.

THIS MODEL SUGGESTS TWO SPECIFIC PREDICTIONS:

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1. Because in most organizations the performance of an individual is not followed

by expected equitable rewards one should not hope to find these organizations

high positive relationship between jobs & performance.

2. It is that because most organizations enjoy greater freedom in rewarding their

manager differently than in rewarding their un iodized rank and file workers

this relationship is stronger for managers than non managers.

Satisfaction and Absenteeism:

There is a negative relationship between satisfaction and absenteeism. Dissatisfied

employees are more likely to miss work. The coordination between satisfaction and

absenteeism is moderate. Organizations that provide sick leave benefits are encouraging all

their employees including those who are highly satisfied take days off satisfaction leads to

attendance where there is a maximum impact from other factors.

Individual focus: Job satisfaction typically refers to the attitude of a single employee.

The general term used to describe over all group satisfaction is more. Group morale is

essentially important to monitor since individuals often take their social cues from their work

associates and adopt their own attitudes to confirm to those of the group. Job satisfaction can

be viewed as an over all attitude or it can apply to the various parts of individual job. If it is

viewed only an on overall attitude, however managers may miss seeing some key hidden

exception as they asses as employees over all satisfaction.

PROCESS:

According to Porter & Lawler model,

EFFORT:

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Effort refers to the amount of energy exerted by an employee on a given task.

Perceived reward probability refers to the individual perception of the probability that

differential rewards depend upon differential amount of efforts. These 2 factors are value of

reward & perceptions of effort reward probability determine the amount of effort that theemployee will put in.

Performance:

Effort leads to performance but both of these not are equal. Performance means the

ability & role perception of the individual. Thus, if an individual has little ability & inaccurate

in spite of his putting great efforts.

Aim of Job Satisfaction: -

There are 3 basic aims for the job attitude researches i.e,

Economic aim,

Humanistic aim and

Theoretical aim.

Economical aim: -

The economic aim of job attitude research is that a satisfied employee will be more

productive than an dissatisfied employee.

Humanistic aim: -

The humanistic aim of the job attitude research is to make the work house as

pleasurable & as meaningful as possible.

Theoretical aim: -

Theoretical aim of job attitude research is to increase our understanding of man.

Knowledge of the determinants of satisfaction & dissatisfaction at work can contribute

appreciably to motivate personality theory in particular & to psychological theory in general.

Rewards: -

Rewards are of 2 types. They are

1. Intrinsic rewards 2. Extrinsic rewards

Performance is seen as leading to

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Intrinsic rewards such as sense of accomplishment & actualization.

Extrinsic rewards such as working conditions & status.

Perceived equitable rewards: -

The individual tends to perceive fairness by considering his inputs & rewards on the

job in comparison with these of other people. If this comparison shows that he is getting equal

to others he feels treated fairly & he is satisfied. But if he finds himself getting less than

others, he feels dissatisfied. On rare occasions only does he feel over rewarded.

Table 1: Career advancement and growth

Workers opinion No.of respondents Scale Aggregate values

Strongly Agree 0 2 0

Agree 60 1 60

Undecided 22 0 0

Disagree 4 -1 -4

Strongly Disagree 18 -2 -36

Total 104 20

Graph1:

0

10

2030

40

50

60

SA A UD DA SDA

Workers opinion

No of Respondents

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Inference:

From the above table the weighted average is 0.91, i.e., most of the respondents

are satisfied with the aspect of career advancement and growth.

From the graph 58.6% of respondents are satisfied with career advancement and

growth provided by ZCL, 21% are undecided and 17% are strongly disagree.

Table 2: Recognition

Workers opinion No.of Respondents Scale Aggregate value


Agree 59 1 59

Undecided 35 0 0

Disagree 2 -1 -2

Strongly Disagree 0 -2 0

Total 104 73

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Graph:2

0

10

20

30

40

50

60

SA A UD DA SDA

workers opinion

No of Respondents

Inference:

From the above table the weighted average is 0.70, i.e., most of the

respondents are satisfied with the aspect of recognition.

From the graph 57% of employees felt agree with the aspect of Recognition,

33% are undecided, 8% are strongly agree.

Table 3:Performance Appraisal

Workers opinion No.of Respondents Scale Aggregate values


Agree 39 1 39

Undecided 15 0 0

Disagree 11 -1 -11

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Total 104 98

Graph :3

0

5

10

15

20

2530

35

40

SA A UD DA SDA

workers opinion

No of Respondents

Inference:


are satisfied with the aspect of Performance appraisal.

From the graph 38% of employees are satisfied with performance appraisal ,

36% are strongly agree, 14% are undecided.

Table 4: Freedom and Autonomy



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Agree 23 1 23

Undecided 39 0 0

Disagree 35 -1 -35


Total 104 -10

Graph : 4

0

5

1015

20

25

30

35

40

SA A UD DA SDA

workers opinion

No of Respondents

Inference:


respondents are undecided with the aspect of Freedom and Autonomy.

From the graph 38% of employees felt undecided with the aspect of Freedom

and Autonomy,33% are disagree, 22% are agree.

Table 5: Compensation and Rewards



Agree 59 1 59

Undecided 21 0 0

Disagree 0 -1 0


Total 104 107

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Graph: 5

0

10

20

30

40

50

60

SA A UD DA SDA

workers opinion

No of Respondents

Inference:


respondents are satisfied with the aspect of Compensation and Rewards.

From the graph 57% of employees felt agree with the aspect of

Compensation and Rewards, 23% are strongly agree, 20% are undecided.

Table 6: Organization Culture

Workers opinion No. of Respondents Scale Aggregate values


Agree 47 1 47

Undecided 9 0 0

Disagree 0 -1 0


Total 104 143

Graph :6

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0

10

20

30

40

50

SA A UD DA SDA

workers opinion

NO OF RESPONDENTS

Inference:


are satisfied with the aspect of Organization Culture.

From the graph 46% of employees felt strongly agree with the aspect of

Organization Culture, 45% are agree, 9% are undecided.

Table 7: Development and Change

Workers opinion No. of Respondents Scale Aggregate values


Agree 37 1 37

Undecided 9 0 0

Disagree 14 -1 -14


Total 104 95

Graph : 7

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0

5

10

1520

25

30

35

40

SA A UD DA SDA

workers opinion

No. Of Respondents

Inference:

From the above table the weighted average is 0.9,i.e., most of the

respondents are satisfied with the aspect of Development and Change.

From the graph 38% of respondents are very much satisfied with

development and Change, 36% are satisfied, 13% are dissatisfied.

Table 8 : Welfare and Safety



Agree 37 1 37

Undecided 3 0 0

Disagree 9 -1 -9


Total 104 130

Graph : 8

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0

10

20

30

40

50

60

SA A UD DA SDA

workers opinion

No. Of Respondents

Inference:

From the above table the weighted average is 1.3,i.e., most of the

respondents are satisfied with Welfare and Safety measures.

From the graph 51% of respondents are very much satisfied with welfare

and safety measures, 35% are satisfied, 9% are dissatisfied.

Table 9 : Interpersonal Relations



Agree 51 1 51

Undecided 9 0 0

Disagree 7 -1 -7


Total 104 102

Graph : 9

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0

10

2030

40

50

60

SA A UD DA SDA

workers opinion

No. Of Rspondents

Inferences:


are satisfied with Interpersonal relations.

From the graph 49% of employees felt agree with the aspect of Interpersonal

relations, 32% are strongly agree, 8% are undecided, 7% are disagree.

Test of Hypothesis

Sometimes researcher would normally come across situations or problems, which

are complex, involving two or more variables in which case, an analysis based on only one

variable will not be relevant. The bivariate analysis would be more appropriate than

univariate analysis.

In examining the relationship between two or more variables the first is to set up

a frequency table, which in such cases is called a contingence table. Each cell of a

contingency table shows a certain relationship for interaction between the two variables we

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used the chi-square test as a test of good ness of fit, where the population and sample were

classified on the basis of a single attribute . It may be noted that the chi-square test need

not be confined to a multinational population but can be applied to other continuous

distributions such as normal distributions.

Here we will be concerned with the use of chi-square as a test of independence with

the help of this technique, we can test whether or not two or more attributes are associated.

Chi-square values

Department wise job satisfaction

Job satisfaction

Department Dissatisfied Satisfied Highly satisfied Total

Stores 0 8 0 8

Quality control 0 12 0 12

P& A 1 5 0 6

Purchase 1 4 1 6

Operation 2 12 1 15

Finance 0 4 0 4

Marketing 2 6 0 8Mechanical 3 19 0 22

Electrical 2 21 0 23

Total 11 91 2 104

Chi-square value = 16.06

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Degree Of Freedom:

(r-1) (c-1)

(9-1) (3-1)

(8) (2) = 16Critical value at 16df = 26.29

Chi-square value is less than critical valve. Thus H0 is accepted.

INFERENCE:

It is statistically verified that Department , to which an employee belongs has no

significant influence on the level of job satisfaction of the employees.

Designation wise job satisfaction

Job satisfaction

Designation Dissatisfied satisfied Highly satisfied Total

Fitter, welder 2 15 0 17

Operators 2 9 1 12

Mechanics 1 9 0 10Attenders 4 26 0 30

Clerks 2 32 1 35

Total 11 91 2 104

Chi-square value = 5.55

Degree Of Freedom:

(r-1) (c-1)

(5-1) (3-1)

(4) (2) = 8

Critical value at 8df = 15.507

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Chi-square value is less than Critical value. Thus H0 is accepted.

INFERENCE:

It is statistically verified that Designation, to which an employee belongs has no

significant influence on the level of job satisfaction of the employees.

Age wise satisfaction

Job satisfaction

Age Dissatisfied satisfied Highly satisfied Total

50 2 27 0 29

Total 11 91 2 104

Chi-square value =52.61

Degree of Freedom:

(r-1) (c-1)

(3-1) (3-1)

(2) (2)= 4

Critical value at 4df =9.488

Chi square value is greater than critical value. Thus H0 is rejected.

INFERENCE:

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There is a significant relationship between age and level of satisfaction of employees at

ZCL.

FINDINGS:

90% of the employees are found to be satisfied with their jobs in

ZCL.

The following table summarizes the scores and standard deviations of level of

satisfaction of employees towards various factors relating to job satisfaction on a five

point raring scale.

Factor Mean S.D

Career advancement 0.9 0.7

Recognition 0.7 0.6

Performance appraisal 1.0 1.0Freedom and autonomy -0.1 0.9

Compensation and rewards 1.0 0.7

Organization culture 1.4 0.6

Development and change 0.9 1.2

Welfare and safety 1.3 1.0

Interpersonal relation 1.0 1.0

The employees are found to be satisfied with the aspects of career advancement and

growth, performance appraisal, compensation and rewards, organization culture,

development and change, welfare and safety, interpersonal relations.

The satisfaction level employees is found to be marginal in the case of recognition.

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The employees at ZCL are found to be dissatisfied at freedom and autonomy.

Results of chi-square:

Cross tabulations were generated to establish the relationship between overall

satisfaction of employees towards departments, age, designation involved in it. The

following table summarizes result of chi-square.

Job satisfaction verses

Chi-square Df Critical value Null

hypothesis

Department 16.06 16 26.29 Accepted

Designation 5.55 8 15.50 Accepted

Age 52.61 4 9.48 rejected

It is statistically verified that department, designation to which an employee

belongs has no significance influence on the level of job satisfaction of the

employees.

There is a significant relationship between age and level of satisfaction of

employees at ZCL.

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SUGGESTIONS:

6. The management may delegate the work assignment based on their

efficiency, skills and knowledge possessed by the employees.

7. The participation of workers in management activities should be

encouraged through suggestion boxes, feedback sessions. This will

give motivational effect on them and a sense of belonging and they

feel it as intrinsic reward and contribute towards achievement of organizational

objectives.

8. The management may consider innovative ideas of these

employees to enhance their job performance.

9. Compensation package may include performance linked pay based on

periodical review of performance of the employees.

10. Awards/ Rewards in the form of letter of appreciation, Trophies

may be implemented based on performance in various departments and these may

be given due importance in promotions.

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Questionnaire on Job Satisfaction

Name : Department :(optional)

Designation : Cadre :

Qualification : Age :

Experience in Zuari: years Total experience : years.

The questionnaire is designed to help you answer quickly. Please give yo

honest opinion. Answering should not be based on a single incident or a particular period

While answering take whole experience of your job at Zuari into consideration. Indica

your response by writing 1,2,3,4 or 5 for each of the following Questions.

Write 1 if you Strongly Agree

Write 2 if you Agree

Write 3 if you Undecided

Write 4 if you Disagree

Write 5 if you Strongly Disagree

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1. I feel that my job is up to my expectation ( )

2. People trust each others in organization ( )

3. I experience meaningfulness at work place and cherish the

activities assigned to me ( )

4. Top management of ZCL ensures that employees have enough

freedom in decision making ( )

5. Employees in this organization take pains to find out their

strengths & weakness from their supervising officers ( )

6. Employees are encouraged to experiment with new methods

and try out creative ideas ( )

7. Employees are not afraid to express or discuss with supervisors a

and subordinates ( )

8. Job rotation in our organization facilitates employee development ( )

9. Employees are sponsored for training programs on basis of

training needs ( )

10. We are recognized for our performance ( )

11. We confront problem situations openly and ideas are solicited

from each of us ( )

12. Equitable rewards are given for equitable work ( )

13. I always feel that I am identified by work I perform ( )

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14. Performance based incentives here are as per with the best in

industry ( )

15. Policies framed are fair in both procedural as well as distributive

ways ( )

16. Compensation matches with work ( )

17. I feel that working for organization will definitely lead to the kind of

anticipated future I desire ( )

18. Considering changes in the organization, I am enthusiastic and

personally committed to the changes and willing to go along with the

changes ( )

19. I feel proud to work for the organization ( )

20. I feel men and women are provided with equal opportunities to

fulfill their career potential within organization ( )

21. Career opportunities are pointed out to Juniors by Senior Officers in

the organization ( )

22. Top Management believes that human resources are important

resources ( )

23. Performance appraisal system makes people know their potential

and contribution to organization objectives ( )

24. I am satisfied with the welfare and safety amenities provided at work

place as well as in the colony ( )

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25. The organizations environment supports you to be more

innovative to fulfill the assigned tasks ( )

BIBLIOGRAPHY

Name of the author Title of the Book

P.Subba Rao Personal & Human Resource Management

Stephen Robins Personal & Human Resource Management

Stephen Robins Organizational Behaviour

Fread Luthans Organizational Behaviour

C.R.Kothari Research Methodology

WEBSITE: www.zuaricement.com
http://www.zuaricement.com/http://www.zuaricement.com/

Fouzia Project

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Transcript of Fouzia Project