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7/27/2019 aprojectreportonemployeesjobsatisfactionatkeshavcementsandinfralid-120920033213-phpapp02

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"EMPL OYEES JOB SATISFACTIONAT KESHAV CEMENTS AND INFRA

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CONTENT

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CHAPTER-1

1 EXECUTIVE SUMMORY 1-5

2 INTRODUCTION TO STUDY 6-7

CHAPTER-2

3 INDUSTRY PROFILE 7-12

4 COMPANY PROFILE 13-14

5 ORGANIZATION CHART 14-16

6 DEPARTMENTAL STUDY 17-25

CHAPTER-3

7 LITERATURE REVIEW 27-47

8 DATA ANALYSIS AND INTERPRETATION 49-62

CHAPTER-49 FINDINGS 63-64

10 CONCLUSION 64-65

11 SUGGESTIONS & RECOMMENDATIONS 65-66

12ANNEXURE:-

QUESTIONNAIRE66-71

13 BIBILOGRAPHY 71-72


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EXECUTIVE SUMMARY

Shree Keshav Cements and infra Itd (formerly known as Katwa Udyog ltd) was

incorporated in the year 1993, and started its production in Feb 2008. in state of

Karnataka with its registered office at Belgaum, production plant is situated i1ear to

lokapur, Bagalkot.

Keshav Cements ltd is engaged in manufacturing of 43 and 53grade cements, this

is one of the promoting company of Katwa groups which is growing in different fields

like Katwa infotech, Katwa constructions,(F&L),So as keshav cements is a another

developing group of Katwa they are thinking to expand its capacity in near future.

TITLE OF THE PROJECT:


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Statement of the problem:

This particular topic is selected because Employee job satisfaction is a very important

element, necessary for the smooth functioning of an organization. Employee surveys

provide a channel for employee to communicate their views on a wide range of issues in

total confidence .They help management to build up an accurate picture of how

employees perceive the organization and highlight the causes of employee

dissatisfaction,.

SCOPE OF THE STUDY:

The scope of the study is to measure the job satisfaction level of employees in Keshav

cements and Infrastructure ltd.



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FINDINGS :

From the analysis it can be inferred that majority of the Employees feel that they

don't have. freedom to take independent action and few are said they have

freedom to take action when required so by this 1 found that employees of

KESHAV CEMENTS do not have sufficient freedom to take independent action

in their work.

Majority of Employees said that they are not involved in the decision making

process feels that they are involved in decision making. By this we can say that

there is no much scope for employees ill decision making process .

By analysis I found that more no. of employees said that the lack of job

satisfaction highly effects on performance of the employee. Some employees feel

that lack of job satisfaction also effects on productivity, output, and efficiency to

some extent.

Majority of employees feel that. higher job, satisfaction leads to higher

performance where as, Few employees feel that job satisfaction does not have any

impact Oil the performance. It can be said that higher the job satisfaction higher

the performance of an employees.



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SUGGETIONS:

It is revealed In this study that employees are not satisfied in the areas of

participative decision 111uking and enough of freedom in independent action in

their work. It is advisable to involve the workers in the decision making process

which will enhance the interpersonal relations.

The Management should. Jet their employees know that they consider them

valuable individuals that is, should treat the people with respect and honesty.

With regards, suggestions from the employees, which they feel happy and motive

them, I would like to forward these like, appreciation and recognition, healthy and

good working environment.

CONCLUSION:

From the study it can be concluded that the employees of this company are by and large

satisfied about their job especially in connection with working environment and working

hours. However majority of eh1ployees .do not appear to have an attitude of continuing in

the organization for which the exact reasons could not be found out. So management can

adopt and follow those factors which leads to job satisfaction and it may improve work

environment and culture so that it will multiply value of satisfaction and productivity.



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LIMITATIONS

Some of answers were because the employees thought that they would be put into

trouble.

Lack of Knowledge of employees about certain aspects was also a constraint.

Time was also constraint during the project



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INTRODUCTION TO STUDY

Employee job satisfaction survey provides a channel for employees to

communicate their view on a wide range of issues in total confidence.

Employee satisfaction survey,' was, conducted to find out the satisfaction level of

the employees at "KESHAV CEMTNTS AND INFRA LTD". The other objective was to

find out the areas of low satisfaction, were corrective measures can be taken.

The Employee Satisfaction Survey helps companies, to determine how their

employees think and to identify employees' needs' and concerns so that improvements can

be made and stronger teams can be formed. Business performance is expected to increase

as more satisfied employees will increase a company's competitiveness, and they are

better able to recognize opportunities and threats, and better leverage limited resources to

maximize the company's profits. Other intangible benefits include the reinforcement of

company goals and values, better internal and external communication, a positive

working and social environment, an improved company image and increased employee

loyalty.



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INTRODUCTION TO CEMENT INDUSTRY

Man has always looked for some material to fasten other materials together. The firstmaterial to be used was clay, which had been worked with water. In general way, cement

can be classified as mortar; which is used as binder in various kinds of composite

building material. Next to iron and steel,' c9meniis now the most important ,binding

material. Various forms of cement have been used for many years but they have been

greatly improved during this century. As far as the Romans, it was known that various

minerals; when treated could be used as mortar. This was the begini1ing of the cement

industry.

'The fundamental principle of making cement is to take some natural minerals and treat

them with heat and grinding. The heat will drive off the water and carbon dioxide. The

Romans were the first to make similar to our Portland cement The year 1756 is

considered as he starting point o our modern cement industry and John Sn1eaton as

English Engineer, is given the credit. Portland cement takes its name from the fact that it

resembles in color stone that comes from Portland England. Joseph, Aspidin, an English

brick layer, in 1984 invented a hydraulic lime, which is named as Portland cement'.

Portland cement is manufactured in United States Since 1872.

Portland cement was first manufactured in India as long ago as in the year 1904 at Madras

by , company called south India Industrial Limited. In the year 1912 Indian Cement

Company was started in Porabandar on a rated capacity.

Now India is the second largest producer of cement with total production capacity

exceeding 102.2mn tons including mini sectors. china and Japan stands first in the world

in production of cement

The word CEMENT is a binder, a substance which sets & hardens

independently, & can bind other materials together. The word cement is derived from

the Roman language opus caementicium to describe masonry which resembled

concrete & was made from crushed rock with burnt lime as binder. Later it referred to as;

cementum, cimentum, cament & cement.



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Cement is a chemical compound existing of lime stone or chalk, clay, sand, &

gypsum to form the end product we know as cement. Cement used in construction are

characterized as hydraulic & non hydraulic cement. Cement is mainly used in the

production of mortar & concrete- the bonding of natural or artificial aggregates to form

a strong building material which is durable in the face of normal environmental effects.

Cement should not be confused with concrete as the term cement explicitly refers to the

dry powder substance. Upon the addition of water & or additives the cement mixture is

referred to as concrete, especially if aggregates have been added.

It is uncertain where it was first discovered the hydrate & non hydraulic cement,

but concrete made from such mixtures was first used on a large scale by Roman

Engineers. In the 18th century a big effort started in Europe to understand why some

limes possess hydraulic properties. John smeaton often referred to as Father of Civil

Engineering in England concentrated his work in this field. James parker in the 1780s,

founded the Natural cement made by burning septaria. The invention of port land

cement is generally credited to Joseph Aspedin an English bricklayer in 1824.

In 1838 a young chemical Engineer Isac Johnson burned the cement raw

material at high temperature until the mass was nearly vertified producing the modern

Portland cement. The German chemist Wilhelm michaelis proposed the establishment

of cement standards in 1875. the use of concrete in construction grew rapidly from 1850

onwards, & was soon the dominant use for cements. Thus Portland cement began its

predominant role.

Types of cement:

1) Portland cement

2) Portland cement blends

Portland blast furnace cement

Portland fly ash cement

Portland pozzolan cement

Portland silica fume cement

Masonry cements

Expansive cements



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White blended cements

Colored cements

Very finely ground cements

3) Non Portland hydraulic cements

Pozzolan-lime cements

Slag-lime cements

Super sulfated cements

Calcium aluminate cement

Calcium sulfo aluminate cement

Natural cement

Indian Cement industry

The cement industry is experiencing aboom on account of the overall growth of

the Indian economy primarily because of increased industrial activity, flourishing real

estate business, growing construction activity, & expanding investment in the

infrastructure sector. The performance of the industry, under different policy regimes,

truly establishes that decontrol of the industry & liberalization of the economy has led to

remarkable improvement in the indicators such as installed capacity, capacityutilization,

per capita consumption & exports.

.

Cement is an essential component of infrastructure development & most

important input of construction industry, particularly in the governments

infrastructure & housing programs, which are necessary for the countrys socioeconomic

growth & development. It is also the second most consumed material on the planet. The

Indian cement industry is the second largest producer of cement in the world just behind

China, but ahead of the United States & Japan. It is consented to be a core sector

accounting for approximately 1.3% of GDP & employing over 0.14 million people. Also

the industry is a significant contributor to the revenue collected by both the central &

state governments through excise & sales taxes.



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OVEERVIEW OF THE COMPANY

Shree quality cements limited was incorporated in the year 1981 and started its

operation in 1987, near to lokapur, Mudhol taluk, Bagalkot. It was started by Shree

B.N.Shah, . The reason behind starting this industry in this area was heavy demand and

and availability of raw material. The total urea of plant is 35 acres. In the year 1993, due

to some major problems like labors, and electricity it was become sick unit and it was

closed its operation.

In 2007 Katwa Udyog Itd purchased this plant in public auction sales held by

DRT Pune. It changed its name as KESHAV CEMENTS AND INFRA LTD and it

started its production in feb 2008 with the investment of 18crores.The present capacity of

this plant is 200TPD. It has got 300 acres own mines, presently under litigation.

In order to meet long term organizational goals of growth, adapting the latest

technologies, and attaining competitive advantages through economics of Scale, the

company now expanding its capacity 200-400 TPD.

Growth of the company

The company started its production with installation of wet process kiln of 200 TPD

capacities with the growth of market .demand. Thus making the total production capacity

from 200-400 TPD. In order to .meet the increasing demand for cement and achieve the

economy, the management has modernized its plant and has set up 400 TPD capacities. In

order to overcome the critical power problem the company has installed the diesel

generating machines of its modernization plan. Now 1l1anagement making investment

about Rs 25 cores for materialization and pollution control programs.



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Swot analysis of keshav cements

The overall evaluation of a company's strengths, weaknesses, opportunities & threats IS

called swot analysis. Every company Wants to know its strength, weakness, and

opportunities and threats so that it's easy for them to convert its weakness and threats into

opportunities and survive in the market.

Similarly following is the swot analysis of keshav cements:

Strengths:

Location; the keshav cements is ,located " I km away from Lokapur on a land of

its 35 acres. The town is well connected by roadways.

Raw material: the main source of raw material is lime stone Bagalkot district is

having a very rich source of lime stone belt. the plant is located near the raw

material resource. The other raw material includes silica, gypsum, Bauxite etc'

that are purchased from outside suppliers.

Water: Water is also important as it is used In, the manufacturing process of

keshav cement. The company has source of water.

Power: the company has a dual system of purchased & itself generated power. The

plant is dependent on the KPTCL for the rest of power requirements.

Weaknesses

1. Less advertisement facility.

2. No Sophisticated technology.

3. Lack of experienced workers



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Opportunities

1. Heavy demand for cement in this area and wide market to sell

2. They can minimize the cost of production by installing the new technologies &

equipment.

3. It can make alignment with the nearer cement industries like ACC Cement.

Rajashree Cement, Birla etc.,

Threats

1. Heavy completion from branded and well accepted cements like Rajashree, ACC,

Birla etc.,

2. Old technology used in production of cement.

Vision

Continue to be moving force in our national progress

Mission

To provide product of superior quality at competitive price and ensure sustained

profitability and growth. Believe that our people are the most valuable assets, personnel

& organizational growth synonymously.



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COMPANY PROFILE

Name of the organizational Keshav Cements & Infra Ltd

[Katwa Udyog Limited]

Works Place : Plant-2 at Naganpur-587122

Post : Lokapur Tq: Mudhol

Dist: Bagalkot

Registered Office : JYOTI TOWER 215/2, Kharbar

Galli 6th Cross, Nazar camp, M.

Vadagoan BELGAUM-590005



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ORGANIZATIONAL STRUCTURE

BOARD OF DIRECTORS


CHAIRMAN

(SHRI H D KATWA)

WICE-CHAIRMAN

(VENKATESH KATWA)

M D

(VILAS KATWA)

VICE PRESIDENT

(SAINATH)

G M (TECH)

T G RAVIRAJ

G M (ADMST)

B B KHATARKI

PROCESS ENGR STORES MNGR QUALITY CONTROL ELECTRICAL INCHARGE MECH ENGR

CHIEF BURNER STORE KEEPER CHEMISTS ELECTRICIANS OPERATORS

HELPERS HELPERS HELPERS HELPERS HELPERS


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SHRI KESHAV CEMENTS & INFRA LTD

ORGANIZATION PROFILE

COMPANY INFORMATION

Name of the Company M/s.Keshav Cement Ltd

Adress S.No. 346LOKAPUR Bagalkot- 587313

Head office Jyoti Tower 215/2, Karbhar Galli, 6th lane,

Nazar camp, M. Vadgaon Belgaum- 590005

Constitution Public Limited Company

Year of Incorporation 1993

Products Ordinary Portland Cement, Pozzolonic Cement,

Blast furnace Cement, White Cement

Land Area 22 .36 Acres

size of the Industry Medium scale Industry

Capacity 225 Tonnes Per Day (TPD)

Brand Names Jyoti Gold, Jyoti Power &, Keshav Cements

Market reach Karnataka, Maharashtra &, Goa

Technology used West German VSK Technology



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BACKGROUND

Shri Keshav Cement & Infra. Ltd. (KCIL) is Public limited Companyincorporated in the year 1993 to manufacture 43 grade & 53 grade Ordinary Portland

Cement. We went into Public during 1995. The company raised capital via IPO during

1995 to raise capital of 512.42 lakhs which was over subscribed by 12 times. The stocks

are actively traded in Mumbai Stock Exchange. The company has posted profits since

inception.

Presently our Jyoti Gold & Jyoti Power cement brands are very popular in

the cement market. & now we are marketing as Keshav cements brand in the market.

We supply our cement in North Karnataka, Goa & Maharashtra.

Keshava Infotech Ltd. (KIL) is a medical transcription unit engaged in providing

services to American Hospitals and Clinics. The company commenced commercial

operations in 2000 by appointing 50 professionals & today is a 250+ organization. Katwa

Infotech Ltd. has paid up capital of Rs.50 lakhs. In FY 06-07, the company achieved sales

& PAT of Rs. 354.50 Lakhs & Rs. 268.68 Lakhs respectively. KIL holds 100% stock in

Scribe Care, a US based marketing firm. Scribe Care brings in value to the services

provided by getting significantly higher prices & better realization. Both these companies

are making profits & paying dividends.

Keshava Finlease Limited incorporated in 1995, commenced its business of hire

purchase finance for automobiles in 1996. The RBI granted registration to the

Company under section 45IC of the reserve bank of India act, 1934 & classified it as

a hire purchase Company under A category.

Keshava Construction Co. Ltd. is engaged in construction of luxurious flats targeting

mainly to NRIs. we have got site at Corlim, which is just 8 km from Goa in Panji.



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FUNCTIONS OF DJFFERENT DEPARTMENTS

ADMINISTRATIVE DEPARTMENT:

The main functions of this department IS time keeping, issuing punch cards,.

keeping records like leaves,. Promotions etc. providing welfare, wage, salary, al1owances

all will be carried out by this department.

It handless recruitment and appointment of the required staff for various dept,

later induction program for new employees and providing training for existing and new

employees will be taken care by this department.

TECHNICAL DEPARTMENT:

The main function of this department is to control all. technical issues and control

all other departments like process, quality control, stores electrical and mechanical

departments.

Quality control department the laboratory of keshav cements is well equipped

with all modern instruments of testing cement. Here the cement sample is taken for test

and is tested on the basis of specialization as recommended by the IS1 and cement

association of India. The features like setting time, compressive strength, color limestone,

quality clinker qua1ity, gypsum, iron and grade of cement is tested to its satisfaction and

the similar process is carried on for all production of cement tones.

1. Stores department: in stores department the things, which are required by the

various department of factory are stored in proper way and in systematic made

systematic arrangements,

To receive & unload all materials verity the quality & quantity on receipt.

To check delivery challan of parities



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To offer materials for inspection & issues, using Bin cards

To receive the non-excisable goods, receive goods Refection Note along

with materials from works departments .

To issue Refection delivery challan to account via. Shipping Depts.

To appraise mgt. of the need for capital expenditure.

Electrical department: it is the department which stores the power so generated in D.G.

department and centre of power supply and thus it regulates the power supply to the

department in an economical way. It looks after the power supply and requirement of

power in different department and supplies regularly. ,

Production department: It is the one of the important part of the organization, which

converts available raw material into saleable goods. It looks after the production of the

cement and without this department manufacture, process will not be carried out. All the

functions like crushing, kiln, heating, packing all will be carried by this department.

Mechanical department: This department deals with the machines. It will look after the

smooth working of machines and take measures of break clowns and improper machines.



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PRODUCT PROFILE

Keshav cements and infra ltd is manufacturing 43 and 53 grade cements:

Following are the chemical ingredients arid their properties used in cement:

Lime CaO 60-70%

Silica SiO2 17-25%

Iron Oxide Fe2O3 0.5-0.6%

Alumina Al2O3 3-8%

Gypsum CaSO4 3-4%

Magnesium Oxide MgO 1-4%

Sulphur Oxide So3 1-3%

Alkalis like-Soda potash Na2O2K2O 0.1-1%

Effect of chemical constitutes

1. Lime: It makes the cement sound ancl pro\i'ides strength to cement. However the

excess of it in its origin from causes the cement to expand and disintegrate.

2. Silica: It: provides strength to the cement but in excess it slows down the setting

point of cement.

3. Gypsum: It helps in increasing the initial setting time of cement.

4. Iron Oxide: It provides color, bareness to the cement excess if it in the Free State

makes the cement unsound.

5. Sulphur trioxide: In a small quantity it makes the cement sound and in excess it

makes the cement unsound.

6. Alkalies: In excess they cause effloreness loss of strength of cement by storage

cement loses its strength by continued storage:



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Production process of cement:

The cement manufactured by following dry method the chief raw materials required are

limestone, slag, coal, Bauxite etc.

Limestone: .

The process starts with quarry where the limestone is found. Lime stone is chief

raw materials used. The contents of limestone are calcium carbonate (cac03 98%).

Lime is formed after heating the limestone & carbon dioxide is released as by

product. Further the limestone has to be processed by reducing them in there size. This is

done by feeding the limestone into the crusher. The limestone is reduced to the size round

about 20-25mm.

Stockpile/blending:

The crushed raw materials are stored ready for use in many plants; a buildings stockpile is

used in order to assist in checking any chemical variations in the raw materials comll1g

from quarries. A stocker builds up a layer upon layer to from the stockpile; Depending on

area 0\' the quarry it comes from each layer may have slightly different composition.

Raw milling / Ball mill

After milling in the correct proportions the limestone & the shale are fed to a mill where

they arc ground to a fine powder called raw meal. In most modern plant, a closed circuit

hall milling system is used.

The ball mill basically a steel tube containing steel balls ranging is size typically from

90mm downwards. The ball gradually grinds the raw

Materials to a fine powder. The mi II is usually of single chamber design & may be

fitted with a classifying liming. The lining has the effect of grinding the ball sizes of that

the larger balls at the inlet end when the larger pieces of raw material have to be broken &

smaller balls at the outlet end where the finger grinding takes place



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Raw mill blending

The raw mill is then conveyed to silos for tile future blending. It is essential for raw meal

to be of consistent chemical quality, if problems at the kiln stage are to be avoided. The

base of the blending silo is divided into segments. covered with porous tiles or canvas

blending is achieved by arranging for up to three times as much air to be blown through

one action of the base compared to the others tumbling mixing action is imported the raw

meal after predetermined mixing time, or when the technical depaJtme11t is satisfied, that

the raw mill is of consistent chemical composition.

Raw mill storage

The raw mill is from blending silos blow. It is now ready to be introduced to the next

stage of the process, the kiln system

Pre-heater (4 stage suspension):The raw meal passes through a pre-heater. This 4 stages

suspension pre-heater is just one of the many types in use. It consists the 4 stage of

cyclones. Hot exhaust gases from the kiln enter the bottom of the pre-heater column at the

stage 4 cycle one & travel upwards through each of the .other stage. The raw meal is fed

the gal' dust frol11 the stages 2 cyclone. The meal is. immediately picked up by the hot

gas & carried into the stage 1. This process continues until the meal falls from the stage 4

cyclone & into the kiln i,i let chute or hearth. At reaching pre-heat stage, heat from the

hot gases is transferred to the meal. Then gases from the kiln enter the pre-heater at about

1000 degree centigrade & leaves stage I at about 350*c the raw meal leaves stage at about

800*c.

Calcinations

At this temperature of 800c, the calcinations of the calcium carbonate in the raw meal,

that is conversion of cac3 line has started. About 30% of calcinations will have take place

by the time the raw meal reaches the kiln



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Grate cooler:

Author type of cooler is commonly used in the grate cooler. There is an empty cooler; the

reciprocating grate through which air is blown is visible.

As the clinker moves ,dong the' grate air cools it & the air itself cools the pre-heater prior

to relating the kiln as secondary combustion air. However, more 'air is required for

conibustiol1 is blown through the gate some of this excess hot air is used to dry & cool

the fired plants after cooling the clinker is stored ready for grinding into cement.

Cement milling:

The mixture of clinker &. gypsum now passes to the cement mill. Ordinarily, the cement

ball mill is sill1ila'r to the raw mill. The cement mill is divided into 2 or 3 chambers by

perforated steel diaphragms, each chamber containing a range of ball sizes, but because

cement required finer grinding the smallest balls is smaller than those in a raw mill.

Classifying lining is often used in the 2nd chamber mill to separate the ball size.

Open circuit milling:

Open circuit milling is often used for ordinary Portland cement (opc). Here the cement is

ground to required fineness in one pass through the mill. Open circuit mills are generally

longer than closed circuit mills for this reason. The ground cement is conveyed directly

away & the mill is vented in u dust filtration system.

Closed circuit milling:

In a certain circumstances closed milling can have advantage consuming less overall. The

closed circuit system is similar classifier to that used raw power Milling a separating out

the coarse. fiction of .the mill production & returning it to the mill for further grinding.

This particularly suitable for hardening cement RHC that has to be ground very finally.

Storage:

From milling the system, the cement is often pumped through pipes by what is basically a

screw rod blower. The speed screw delivers the Cement into a high volume airflow

provided by compressors. The air conveys the cement along a pipeline to storage silos.



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Brief procedure of cement manufacturing:

Limestone is excavated from quarries situated near by the factory & transported bydumpers to the crusher where the limestone is broken into pieces by the use of hammer.

The broken pieces/crushed limestone is transported to the raw mill through conveyer belts

& then the ground to powder. Grounded powder is mixed with literate. Output is in a

powder from & is called raw meal. The raw meal is fed into kilns where it is burnt by

pulverized coal resulting in the product called clinker. .

Clinker along with a small percentage of gypsum added according to requirementis ground in cement mill to form a powder which is called naked cement stocked in silos.

The cement is called ordinary Portland cement. Naked cement from the silos is

bagged by automatic packing machine.& dispatched by rail & road transport



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HUMAN RESOURCE MANAGEMENT

History always gives us Encouragement to move in a right direction.

If we look back we find that industries, which are not having ERD department oradministration always not concentrated on good relation with labors, they treat them only

as jf they are low minded and low graded people and not as vast human resource for the

company. Therefore there is always dispute between them. Here comes the importance of

HRD i.e. Human Resource Management.

Organizations are made up of people and function through people, without people

organization cannot exist. The resources of men, money material and machinery arecollected, coordinated and utilized through people. These resources are not by themselves

enough for fulfilling the objectives of .organization. They need to be united as a team. All

the activities of an organization are carried out by people therefore people are most

significant resources of any organization. This resource we call as a human resource and

managing this is called human resource development.

MEANING AND DEFINITION OF H.R.D:

H.R.D. is the systematic method of influencing the quality of human life. The

meaning of H.R.D is to develop the people and help them to perform the present job in a

better way to accept future challenges.

It is defined as. a process of organization and .increasing the physical mental and

emotional or individuals for productive work. I am carrying out my project in HR

Department. Thus would like to discuss some thing about this department.



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MAIN AIM OF HRD:

Its main heart lies in overall development of mankind HRD with reference to industry as

it cover scientific selection of workers to the termination of workers.

Objectives:

Optimum utilization of human resources of the industry by increasing

productivity.

Identifying the individual talent and skill which gives an opportunity for the

development of personality of the individually in the organization .

It creates and develops organizational health, culture and good atmosphere in

campus

It reduces the absenteeism and labor turnover.

The important functions of HRD are:

Framing Personnel policies

Evolving personal policies in tune with the corporate objectives.

Developing, reviewing, updating & ensuring continuous implementation of

personal policies, systems & procedures.

Manpower planning

Coordination with heads of the department to prepare a manpower blue print for

the company from year to year.

Overseeing the recruitment activities for executives.



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Performance management system

Designing & developing a performance review system.

Evolving employee remuneration packages, incentive schemes, labour welfare

measures etc.

Training & Development

Carrying. out assessment of training needs Of various levels and preparing a

perspective plan for training on a yearly basis.

Implementing the training calendar by coordinating in-house and external training

pro grams.

Design & implementation of indication.



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ABOUT JOB SATISFACTION

Job satisfaction refers to person's feeling of satisfaction on the job, which acts as amotivation to work. It is not self satisfaction, happiness or self-contentment but

satisfaction on the job.

The term relates to the total relationship between individual and the employer for which

he is paid. Satisfaction does mean the simple feeling state of accompanying the

attainment of any goal the end-state is feeling accompanying the attainment by an

impulse of its objective. Job satisfaction does mean absence of motivation "at work.

Research workers differently described the factors contributing to job satisfaction and job

dissatisfaction.

Job satisfaction is defined the pleasurable emotional state resulting from the appraisal of

one's job as achieving or facilitating the achievement of one's job values." In contrast, job

satisfaction is defined as "the unpleasurable emotional state resulting from the appraisal

of one's job as frustrating or blocking the attainment of one's job values or as entailing

disvalues. " However, both satisfaction and dissatisfaction were seen as "a function of the

perceived relationship between what one perceives it as offering one entailing."

The key measure to employee satisfaction is

Employee retention

Productivity

Customer satisfaction

Profitability

All the above mentioned factors are obtained only if the employees are satisfied. This is

because satisfied employees tend to be more. Creative, tend to accept challenging jobs

which is an promotional opportunity to them ,They tend to be more productive.



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Employees with higher job satisfaction:

Believe that the organization will be satisfying in the long run. Care about the quality of

their work Are more committed to the organization Have higher retention rates, and

Are more productive.

Meaning and Definition:

Locke gives a comprehensive definition of Employee Satisfaction

A pleasurable positive emotional state resulting from appraisal of ones perception of

how well their job provides those things which are viewed as important. It is generally

recognized in the organizational Behavior field that employee's satisfaction is the most

important and frequently studied attitude".

Definitions of the concepts:

To understand the concept clearly, it is better to understand the literal meaning of them.

Therefore to understand the term "Employee Satisfaction" it is very much important to

know the words "Employee" And "Satisfaction" separately.

Employee: According to the Oxford Dictionary the meaning of the "Employee is a

Person employed for Wages". A person who works for another, in return, for financial or

other compensation.

According to Employees State Insurance Act, 1948, An Employee is defined as

the one who is directly employed by the principal employee or whose services are

temporarily lent to by another with whom the employee has a contract of service. The act

also says that employee also includes any person employed for the wages or any work



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connected with the administration of the factory or establishment or any department or

branch there of or with the purchase of raw materials for or the distribution of scales of

the products of the factory or establishment. The act also covers any person engaged as in

apprentice, not being an apprentice under the Apprefltice Act, 1961 or under The

Standing Orders of the establishment, but does not include any member of the Indian

Naval, Military or Air-forces".

Satisfaction: According to the Oxford Dictionary the meaning of the satisfaction means

"atonement or compensation or a situation where the expectations have been met".

According to the Dictionary of Psychology by J. Akinson, E. Berne & R.S.

Woodworth, Satisfaction means "A State of pleasant & wellbeing consequent upon

having gratified an appetite or motive".

Welfare means fairing or doing well. It is a comprehensive term, and refers to the

physical, mental & emotional well being of an individual.

The ILO at its Asian Regional Conference defined Labours welfare as a term

which is understood to include such services, facilities and Amenities and may be

established or in the vicinity in them with amenities conducive to good health & high

morale.

The Oxford dictionary defines labours welfare as efforts to make life worth living for

workmen.

Chambers dictionary defines as a state of fairing on doing well, freedom from calamity,

enjoyment of health, prosperity etc.



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Need for Labour welfare in India

The need for labours welfare was strongly felt by the committee of the royal

commitment to industrial work among the factory work and also the harsh treatment

receives from the employees since the developing country like India. This need was

emphasized by the constitution of India in the chapter on the directive principle of state

policy in the following articles.

Importance of Employee Satisfaction:

1. Tracking the attitudes and opinions of employees can identify problems areas and

solutions related to management and leadership, corporate policy, recruitment,

benefits, diversity, training, and professional development.

2. A comprehensive employee satisfaction study can be the key to a more motivated

and loyal workforce.

3. The first step is to understand exactly which issues have the greatest impact on

employee satisfaction.

4. The findings of the employee satisfaction survey will tell you exactly bow much

more important one issue is over another so that you can focus your performance

improvement initiatives appropriately.

5. In analyzing the data, we can define and refine issues that need addressed, such as

overall job satisfaction, professional fulfillment, employee motivation and

commitment, likelihood to stay with the organization, pay level, corporate goals

and Objectives.

6. Survey results can be segmented by employee position, length of employment,

full-time vs. part-time, etc.



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FACTORS AFFECTING EMPLOYEE SATISFACTION.

1. Achievement

2. Recognition

3. Work itself

4. Responsibility

5. Advancement

6. Personal growth

7. Company policy and administration

8. Supervision

9. Relationship with supervisor

10. Work conditions

11. Salary

12. Relationship with peers

13. Personal life

14. Relationship with subordinates

15. Status

16. Security



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THEORIES OF EMPLOYEE SATISFACTION.

DAVID MCCLELLANDS MOTIVATIONAL NEED THEORY

David McClelland is most noted for describing three types of motivational need, which he

identified in his 1988 book, Human Motivation:

Achievement motivation (n-ach),

Authority or power motivation (n-pow),

Affiliation motivation (n-affil).

Davidic McClellands needs-based motivational model

These needs are found to varying degrees in all workers and managers, and this mix of

motivational needs characterizes a person's or manager's style and behavior, both in terms

of being motivated and in the management and motivation others.

The need for achievement (n-ach)

The n-ach person is 'achievement motivated' and therefore seeks achievement, attainment

of realistic but challenging goals, and advancement in the job. There is a strong need for

feedback as to achievement and progress, and a need for a sense of accomplishment.

The need for authority and power (n-pow)

The n-pow person is 'authority motivated'. This driver produces a need to be

influential, effective and to make an impact. There is a strong need to lead and for their

ideas to prevail. There is also motivation and need towards increasing personal status and

prestige.



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The need for affiliation (n-affil)

The n-affil person is 'affiliation motivated', and has a need for friendly

relationships and is motivated towards interaction with other people. The affiliation driver

produces motivation and need to be liked and held in popular regard. These people are

team players.

McClelland said that most people possess and exhibit a combination of these

characteristics. Some people exhibit a strong bias to a particular motivational need and

this motivational or needs 'mix' consequently affects their behavior and

working/managing style. McClelland suggested that a strong n-affil 'affiliation-

motivation' undermines a manager's objectivity, because of their need to be liked, and that

this affects a manager's decision-making capability. A strong n-pow 'authority-motivation'

will produce a determined work ethic and commitment to the organization, and while n-

pow people are attracted to the leadership role; they may not possess the required

flexibility and people-centered skills. McClelland argues that n-ach people with strong

'achievement motivation' make the best leaders, although there can be a tendency to

demand too much of their staff in the belief that they are all similarly and highly

achievement-focused and results driven, which of course most people are not.

McClellands particular fascination was for achievement motivation, and this

laboratory experiment illustrates one aspect of his theory about the affect of achievement

on people's motivation. McClelland asserted via this experiment that while most people

do not possess a strong achievement-based motivation, those who do, display a consistent

behavior in setting goals.

Volunteers were asked to throw rings over pegs rather like the Fair ground game;

no distance was stipulated, and most people seemed to throw from arbitrary, random



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distances, sometimes close, Sometimes farther away. However a small group of

volunteers, whom McClelland suggested were strongly achievement-motivated, took

Some care to measure and test distances to produce an ideal challenge- not too

easy, and not impossible. Interestingly a parallel exists in biology, known as the 'overload

principle', which is commonly applied to fitness and exercising, i.e., in order to develop

fitness and/or strength the exercise must be sufficiently demanding to increase existing

levels, but not so demanding as to cause damage or strain. McClelland identified the same

need for a 'balanced challenge' the approach of achievement-motivated people.

McClelland contrasted achievement-motivated people with gamblers, and

dispelled a common pre-conception that n-ach 'achievement motivated' people are big risk

takers. On the contrary - typically, achievement-motivate din individuals set goals which

they can influence with their effort and ability, and as such the goal is considered to be

achievable. This determined results-driven approach is almost invariable present in the

character make-up of all successful business people and entrepreneurs.



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McClelland suggested other characteristics and achievement-motivate people:

Attitudes of

Achievement is more important than material or financial reward.

Achieving the aim or task gives greater personal satisfaction than receiving praise

or recognition.

Financial reward is regarded as a measurement of success, not an end in itself.

Securitys not prime motivator, nor is status.

Feedback is essential, because it enables measurement of success, not for reasons

of praise or recognition (the implication here is that feedback must be reliable,

quantifiable and factual).

Achievement-motivated people constantly seek improvements and ways of doing

things better.

Achievement-motivated people will logically favor jobs and responsibilities that

naturally satisfy their needs, i.e. offer flexibility and opportunity to set and

achieve goals, e.g., sales and business management, and entrepreneurial roles.

McClelland firmly believed that achievement-motivated people are generally the

ones who make things happen and get results, and that, this extends to getting results

through the organization of other people and resources, although as stated earlier, they

often demand too much of their staff because they priorities achieving the goal above

many varied interests and needs of their people.

Interesting comparisons and relationships can be drawn between McClelland's

motivation types, and the characteristics defined in other behavioral models, e.g.



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Benziger's thinking and working styles: Achievement-motivation is A double-frontal

brain mode style; affiliation-motivation is right basal (rear); authority-motivations

arguably left basal (rear).

Adair's action-centered leadership model: Achievement-motivated Managers are

firmly focused on the Task, often to the detriment of The Individual and the Team.

Affiliation-motivation people are Team And Individual centered.

Thomas International (Perform ax) DISC system: Achievement motivated people are

'D' profiles - results-driven, decisive, dominant, etc. Affiliation-motivated people are I

(proactive) and S (reactive) profile Authority-motivated people are Sand C profiles.

Hersey/Blanchard's Situational Leadership model: Achievement motivated people

tend to favor the styles of the first and second modes ('telling' and 'selling'); affiliation-

motivated people tend to favors the third mode ('participating'); and the authority-

motivated people tend to favor the style of mode four ('delegating').

McGregor XY Theory: Achievement-motivated people tend towards X-Theory style,

due to their high task focus; there is plenty of Exception however, and training definitely

helps the n-ach manager to seethe value of employing Theory Y style.

n-pow managers are Definitely Theory X. n-affil are typically Theory Y and if not can

relatively easily be trained to be so.

Hertzberg motivators and hygiene factors: n-ach people are more Responsive to the

Hertzberg motivators (especially achievement obviously) an n-affil and n-pow people.



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ADAMs. EQUITY THEORY

John Stacey Adams -equity theory on job motivation

John Stacey Adams, workplace and behavioral psychologist, put forward his

Equity Theory on job motivation in 1963. There are Similarities with Charles Handy's

extension and interpretation of previous simpler theories of Maslow, Hertzberg and other

pioneers of work place psychology, in that the theory acknowledges that subtle and

variable factors affect each individual's assessment and perception of their relationship

with their work, and thereby their employer. Awareness and cognizance feature more

strongly than in earlier models, as does the influence of colleagues and friends, etc, in

forming cognizance, and in this particular model, 'a sense of what is fair and reasonable'.

Adams' equity theory

We each seek a fair balance between what we put into our job and what we get out

of it. Adams calls these inputs and outputs. We form perceptions of what constitutes a fair

balance or trade of inputs and outputs by comparing our own situation with other

'referents'(reference points or examples) in the market place. We are also influenced by

colleagues, friends, partners in establishing these benchmarks and our own responses to

them in relation to our own ratio of inputs to outputs.

If we feel are that inputs are fairly and adequately rewarded by outputs (the

fairness benchmark being subjectively perceived from market norms and other

comparables references) then we are happy in our work and motivated to continue

inputting at the same level.



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Inputs are typically: Outputs are typically

Effort, loyalty, hard work,

commitment, skill, ability,

adaptability, flexibility,

tolerance, determination, heart

and soul, enthusiasm, trust in our

boss and superiors, support of

colleagues and subordinates,

personal sacrifice, etc.

People

need to feel

that there is

a fair

balance

between

Inputs and

Outputs.

Financial rewards - pay, salary,

expenses, perks, benefits, pension

arrangements, bonus and commission

plus intangibles -recognition,

reputation, praise and thanks, interest,

responsibility, stimulus, travel,

training, development, sense of

achievement and advancement,

promotion, etc.

If we feel that our inputs out-weigh the outputs then we become demotivated in relation

to our job and employer. People respond to this feeling in different ways: generally the

extent of demotivation is proportional to the perceived disparity between inputs and

expected outputs. Some people reduce effort and application and become inwardly

disgruntled, or outwardly difficult, recalcitrant or even disruptive. Other people seek to

improve the outputs by making claims or demands for more reward, or seeking an

alternative job.



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ABRAHAM MASLOWS HIERARCHY OF NEED MOTIVATIONAL

MODEL

Abraham Maslow developed the Hierarchy of Needs model in 1940-50's USA,

and the Hierarchy of Needs theory remains valid today for understanding human

motivation, management training, and personal development. Indeed, Maslow's ideas

surrounding the Hierarchy of Needs concerning the responsibility of employers to provide

a workplace environment that encourages and enables employees to fulfill their own

unique potential (self-actualization) are today more relevant than ever. Abraham

Maslow's book Motivation and Personality, published in 1954 (second edition 1970)

introduced the Hierarchy of Needs, and Maslow extended his ideas in other work, notably

his later book Toward a Psychology of being, a significant and relevant commentary,

which has been revised in recent times by Richard Lowry, who is in his own right a

leading academic in the field of motivational psychology.

Abraham Maslow was born in New York in 1908 and died in 1970, although

various publications appear in Maslow's name in later years. Maslow's PhD in psychology

in 1934 at the University of Wisconsin formed the basis of his motivational research,

initially studying rhesus monkeys. Maslow later moved to New York's Brooklyn College.

Maslow's original five-stage Hierarchy of Needs model is clearly and directly

attributable to Maslow; later versions with added motivational stages are not so clearly

attributable. Maslow's Hierarchy of Needs has been extended through interpretation of

Maslow's work by other people, and these augmented models and diagrams are shown as

the adapted seven and eight-stage Hierarchy of Needs models below. There is some

uncertainty as to how and when these additional three stages (six, seventh and eighth -

'Cognitive', 'Aesthetical', and 'Transcendence') came to be added, and by whom, to The



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Hierarchy of Needs model, and many people consider Maslow's 'original five-stage

Hierarchy Of Needs model to be the definitive (and perfectly adequate) concept.

Maslow's hierarchy of needs

Each of us is motivated by needs. Our most basic needs are inborn, having

evolved over tens of thousands of years. Abraham Maslow's Hierarchy of Needs helps to

explain how these needs motivate us all. Maslow's Hierarchy of Needs states that we must

satisfy each need In turn, starting with the first, which deals with the most obvious needs

for survival itself.

Only when the lower order needs of physical and emotional well being are

satisfied are we concerned with the higher order needs of Influence and personal

development.

Conversely, the things that satisfy our lower order needs are swept away, we are

no longer concerned about the maintenance of our higher order needs. Maslow's original

Hierarchy of Needs model was developed between1943-1954.



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FREDERICK HERTZBERG MOTIVATIONALTHEORY

Frederick Hertzbergs motivation and hygiene factors

Frederick Hertzbergs book 'The Motivation to Work', written with research

colleagues B Mausner and B Snyderman in 1959, first established his theories about

motivation in the workplace. Hertzberg's work, originally on 200 Pittsburgh engineers

and accountants, has become one of the most replicated studies in the field of workplace

psychology.

Hertzberg was the first to show that satisfaction and dissatisfaction at work nearly

always arose from different factors, and were not simply opposing reactions to the same

factors, as had always previously been (and still now by the unenlightened) believed.

He showed that certain factors truly motivate ('motivators'), whereas others tend to

lead to dissatisfaction ('hygiene factors').

According to Hertzberg, Man has two sets of needs; one as an animal to avoid pain, and

the other as a human being to grow psychologically.

He illustrated this also through Biblical example: Adam after his Expulsion from

Eden having the need for food, warmth, shelter, safety, etc., - the 'hygiene' needs; and

Abraham, capable and achieving great things through self-development - the

'motivational' needs.

Hertzberg's research proved that people will strive to achieve hygiene needs

because they are unhappy without them, but once satisfied the effect soon wears off -

satisfaction is temporary.



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METHODOLOGY

TOPIC: STUDY ON EMPLOYEES JOB SATISFACTION

DATA COLLECTION METHOD:

Data was collected from both primary and secondary sources of information.

PRIMARY DATA COLLECTION SOURCES:

All necessary information about the company was collected from meeting employees and

discussion with company guide B.B. Katarki (administrative manager).

SECONDARY SOURCES:

Data was collected from internal and external secondary sources like, published articles,

prospectus, website etc.

SAMPLING ELEMENTS:

Employees of Keshav cements and infra ltd.

SAMPLING METHOD:

The sampling method that was used is non random sampling.

SAMPLING SIZE

Sample size is 50 employees of Keshav cements and Infra ltd,



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MANAGEMENT PROBLEM:

Problem of high absenteeism and labor Turnover, Company wants to know causes

for this problem.

RESEARCH PROBLEM

To Study the employees job satisfaction in the company.

PURPOSE OF THE STUDY

Job satisfaction is one of the important: criteria where company can thoroughly

understand the labors and there problems and causes for labor turnover and company can

take measures. In order to understand the perception of the employees in this regard,. I

have chosen this topic and designed a questionnaire.

TOPIC:

"EMPLOYEE JOB SATISFACTION AT KESHAV CEMENTS AND

INFRA LTD."

OBJECTIVE

To measure Job satisfaction level from different perspectives.

To study the impact of job satisfaction on employee morale

.

To find out the effectiveness of safety and health care measures taken by

KESHAV CEMENT Works

To identify the perceived importance of satisfaction factors and the issues causing

dissatisfaction.



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1. Do you think that the superior has to closely monitor the activity of an

employee?

17

34

20

40

13

26

0

5

10

15

20

25

30

35

40

45

No of respondents Percentage

Yes

No

Dont know

Analysis

In this table we find and also I think 34%employee are the superior has to closely

monitor activity of an employee. And 40% of employee said .superior not has closely

monitor the activity an employee. And some 26% of employee dont know about thisthings.

In this above table It can be inferred that the 40%f the Employees of

KESHAV CEMENTS said that they are superior not has top closely monitor

activity of an employee .but 34%of employee are superior has to closely

monitor activity of an employee . so last we can find KESHAV CEMENT

EMPOLEE ARE It MEANS 60%not satisfied with superior has to closely monitor

activity of an employee


Option No of respondents Percentage

Yes 17 34

No 20 40

Dont know 13 26


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2. As an employee do you think that lack of satisfaction in jobs leads to.

Option No of respondent In%

Lower productivity 2 4

Lower performance 26 52

Poor output 5 10

Lack efficiency 10 20

Absenteeism 2 4

All the factors are relevant 5 10

24

26

52

5

1010

20

245

10

0

10

20

30

40

50

60

No of respondent In%

Lower productivity

Lower performance

Poor output

Lack efficiency

Absenteeism

All the factors are relevant

Analysis

52% of the employee said that lack of job satisfaction in job directly affects on their

performance , 20% said that efficiency will decrease ,10%of the employee said these all

factors are relevant

From above it can be inferred that majority of the employees of KESAV CEMENT

feel that lack of job satisfaction highly effects on job performance of the employee .

remaining employees feel that lack of job satisfaction also effects on productivity ,output ,and efficiency to some extent.



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3. How far do you agree with the statement if you are satisfied you can perform

better?

36

245

109

18

31

62

0

10

20

30

40

50

60

70

No of respondent Percentage

Strongly disagree

Some what disagree

Neutral

Some what agree

Strongly agree

Analysis

80% of the employee feel that higher job satisfaction leads to performance where as

10% of the employee feel that job satisfaction does not have any impact on the

performance . about 10%0f the are unable to say anything

It can be concluded higher the job satisfaction higher the performance of an

employee.


Option No of respondent Percentage

Strongly disagree 3 6

Some what disagree 2 4

Neutral 5 10

Some what agree 9 18

Strongly agree 31 62


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4. Considering working hours and physically environment how satisfied are with

your job?


Very dissatisfied 9 18

Some what dissatisfied 4 8Neutral 2 4


Strongly agree 6 12

9

18

48

24

29

58

6

12

0

10

20

30

40

50

60

70


Very dissatisfied

Some what dissatisfied

Neutral

Very satisfied

Not sure

Analysis



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From the above table it is observed that 70% of the employee feel that the physical

environment and workings hours give more job satisfaction .about 26%feel that physical

environment and working hours do not give job satisfaction

It can be inferred that good physical environment and congenial working hours coupled

with closed supervision of the superior to lead to higher performance ultimately

5. As an employee do you feel that you have enough freedom in your position to

take independent action when required ?




Neutral 18 36


Strongly agree 3 6

24

18

36

18

36

9

18

3

6

0

5

10

15

20

25

30

35

40

No of respondent percentage

Strongly disagree

Some what disagree

Neutral

Some what agree

Strongly agree

Analysis

About 40% of employee feel that they do not have enough freedom to take

independent action . 36%are unable to decide and 24% feels that they have the freedom oftaking independent decision .



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It can be inferred that the employee s KESHAV CEMENTS do not have sufficient

freedom to take independent their action.

6. Do you have enough opportunity to participate in decision making process in

the company?




Neutral 15 30


Strongly agree 3 6

36

24

48

15

30

5

10

36

0

10

20

30

40

50

60


Strongly disagree

Some what disagree

Neutral

Some what agree

Strongly agree

Analysis

About 54% of employee feel that they are not involved in decision making process. 30%

are unable to decide and 16% feels that they are involved in decision making process.



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It can be inferred that the employees of KESHAV CEMENT are not involved in

decision making process.

7. Would you refer a friend to apply for a job at this company?


Definitely .8 16

Probably 25 50

Probably not 6 12

Definitely not 5 10

Not sure 6 12

0.8

16

25

50

6

12

5

10

6

12

0

10

20

30

40

50

60

No of respondent Perncentage

Definitely

Probably

Probably not

Definitely not

Not sure

Analysis

66%of the employee agreed that they are refer friend to apply of the job in the

company and also22%only employees are not agreed to apply the job in the company.

Then some employees are dont say .



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From table 66%employees are agreed that they are refer friend to apply of the job in

the company because they are satisfied AT KESHAV CEMENT COMPANY IN

LOKAPUR and some employees are not satisfied . and employees are not agreed and

they are not refer friend to apply of the KESHAV CEMENT COMPANY

8. Full co operation received from other department

40

81

8

16

1 21 10 00

10

20

30

40

50

60

70

80

90

No. Of Respondents In(%)

Strongly agree

Somewhat Agree

Somewhat Disagree

Strongly Disagree

Neither agree nor disagree

Analysis

The above table reveals that ,81% of the total employees agree that they get full co-

operation form the other dept. About 2% of the total employees do not agree for theabove statement.


OPTIONS No. Of Respondents

In(%)

Strongly agree 40 81Somewhat Agree

8 16Somewhat Disagree

1 2Strongly Disagree

1 1

Neither agree nor

disagree 0 0


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In above statement we can be find 81% of the total employee agree that they get full

co operation from the other dept. in this KE SHAV CEMENT COMPANY employeesare full co operation in different department.

9. The recreational provided in community canteen and club are good

42

83

7

14

1 20 00 1

0

10

20

30

40

50

60

70

80

90


Strongly agree

Somewhat Agree

Somewhat Disagree

Strongly Disagree


Analysis

83% 0f employee are agree to the recreational provide community and canteen and

Club are good. And also remaining 2%of employee dis agree to the recreational providecommunity and canteen andClub are good.


OPTIONS No. Of RespondentsIn(%)


Somewhat Agree

7 14Somewhat Disagree

1 2Strongly Disagree

0 0

Neither agree nor

disagree 0 1


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From the above table it is observed that employees are satisfied with the recreational

facilities provided at KESHAV CEMENT

10. Job promotion this organization are fair and objective

26

52

16

32

5

10

36

0 00

10

20

30

40

50

60


Strongly agree

Somewhat Agree

Somewhat Disagree

Strongly Disagree



OPTIONS No. Of Respondents In(%)


16 32

Somewhat Disagree5 10

Strongly Disagree3 6

Neither agree nor

disagree 0 0


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Analysis

The above tabular column reveals that ,employees agree that promotion at KESHAV

CEMENT are fair .It is based on performance and not on Favoritism. About 10% of the

employees are quite satisfied with the promotions. 6% of employees are disagree for thepromotions.

So from the above table KESHAV CEMENT employee are 52% of employee

strongly agree to the promotion. So employee agree that promotion at KESHAV

CEMENT A\are fair.

11. Are availing canteen facility?

42

84

8

16

0

10

20

30

40

50

60

70

80

90

No Of Respondents In(%)

Yes

NO

Analysis


OPTIONS No Of Respondents In(%)

Yes 42 84

NO 8 16


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The above tabular column reveals that 84% of total employees are availing the canteen

facility. 16% of the employees are not availing the canteen facility.

At KESHAV CEMENT COMPANY provide canteen facility to employee .so 84% of

total employee are availing the canteen facility .So 16% employee are not availing

canteen facility.

12. I am satisfied with keshav cement unit as a place to work.

43

86

6

13

1 10 00 00

10

20

30

40

50

60

70

80

90

100


Strongly agree

Somewhat Agree

Somewhat Disagree

Strongly Disagree


Analysis


OPTIONS No. Of Respondents

In(%)


6 13


Strongly Disagree

0 0

Neither agree nor

disagree 0 0


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At keshav cement 86% of employee are satisfied with KESHAV CEMENTunit as a

place to work .And 1%0f employee are dissatisfied with keshav cement unit as a place to

work

From above all tabular column it is observed that employees are satisfied for being the

part of the unit of Belgaum works.

13. Your opinion taken into account in department


OPTIONS No. Of Respondents In(%)


Somewhat Agree

7 14


Strongly Disagree0 0

Neither agree nor

disagree 0 0


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41

82

7

14

2 40 00 00

10

20

30

40

50

60

70

80

90


Strongly agree

Somewhat Agree

Somewhat Disagree

Strongly Disagree


Analysis

82%of employee are strongly agree for our opinion taken into account dept .and also

4%of employee disagree for our opinion taken into account dept.



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From the above table it is observed that employees are given opportunity to express their

views and ideas for which even they get appreciation .

14. Training is provided time

0

10

20

30

40

50

60

70

80

No of respondent percentage

Strong agree

Some what agree

Strongly disagree

Some what disagree


Analysis

The above question was asked to know the agreement level of employees about thetraining provided at KESHAV CEMENT..73%of the employees agree they get training

on time.23% of the employees are quite satisfied for the above statement.

KESHAV CEMENT providing training timely . 73%of employee are satisfied for..

providing training timely . and also keshav cement company provide training when is

training is need. so employee are satisfied.


Option No of respondent percentage

Strong agree 36 73




Neither agree nor disagree 0 0


65/74


LID"

FINDINGS:-

1. 40% of the employees agreed that superior has monitor the activity of an

employees.

2. At Keshav cement 86% of employee are satisfied with KESHAV CEMENTunit as

a place to work .

3. An employee is thinking that lack of job satisfaction leads to the poor output.

4. 60% of the employees strongly agreed to the statement if you are satisfied you

can perform better.

5. 40 % of the employees considering working hours and environment satisfied with

their job.

6. 50% of the employees agreed that they are feeling enough freedom in their

position to take independent action when required.

7. 52% of the employees agreed that we have enough opportunity to participate in

decision making process in company.

8. 66% of the employees agreed that they are referring friend to apply of the job in

the company.

9. 81%of employee agreed that they are full co operation received from other

department

10. 83% 0f employee are agree to the recreational provide community and canteen

and Club are good. From the above table it is observed that employees are

satisfied with the recreational facilities provided at KESHAV CEMENT

11. KESHAV CEMENT employee are 52% of employee strongly agree to the

promotion. So employee agree that promotion at KESHAV CEMENT \are fair.

12. At KESHAV CEMENT COMPANY provide canteen facility to employee .so

84% of total employee are availing the canteen facility .So

13. 82%of employee are strongly agree for our opinion taken into account dept. it is

observed that employees are given opportunity to express their views and ideas

for which even they get appreciation .



66/74


LID"

14. 73%of the employees agree they get training on time.23% of the employees are

quite satisfied for the above statement. . and also keshav cement company provide

training when is training is need. so employee are satis

SUGGETIONS

The organization should provide enough freedom to the workers to take

independent action/decision with respect to their work in case of emergency, and

even management can involve the workers in the decision making process which

will go a long way to enhance the interpersonal relations between superiors and

subordinates which will make feel the employees that they are the part of

organization which leads to a sense of belongingness and also better job

satisfaction.

Though the employees are satisfied in their work by and large, it is found that

there is a negative attitude among them to continue with the same organization. It

may be due to certain grey areas in the working environment for which the

organization may conduct counseling for employees.



67/74


LID"

CONCLUSION

From the study it can be concluded that as the majority of an employees having

dissatisfaction towards their job

aprojectreportonemployeesjobsatisfactionatkeshavcementsandinfralid-120920033213-phpapp02

Documents

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