Penna Cement Job Satisfaction

CONTENTS

Chapter Title Page .NoChapter 1

Chapter 2

Chapter 3

Chapter 4

Chapter 5

Company Profile1.1 History1.2 Growth & Performance1.3 Industrial Relations1.4 Profiles of Environment1.5 Government Policies1.6 Tax Policies1.7 Social Responsibilities1.8 Current Operations1.9 Manpower1.10 Quarry1.11 Production Process1.12 Organization Chart

Job Satisfaction – a retrospection

2.1 Introduction2.2 Maslow’s need Hierarchy Theory 2.3 job Satisfaction – Interacting Variables

The Research

3.1 Need for the Study3.2 Objectives of the Study3.3 Scope of the Study3.4 Research Methodology 3.4.1 Research Design 3.4.2 Data Collection Method 3.4.3 Sampling Procedure 3.4.4 Questionnaire Design

Findings & Elucidations4.1 Data Analysis

Recommendations

Bibliography

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COMPANY PROFILE

1.1 History:

PENNA CEMENT INDUSTIRES LTD., was established by Shri. P. Prathap

Reddy during 1992 and the actual production started in the year 1994 with 600

tonnes capacity per day. The company is located in between Talaricheruvu and

Urichintala village at a distance of 12 Kms. from Tadipatri Mandal of Anantapur

District. At present about 3600 tonnes of various gradws of cement is being

manufactured daily at the factory.

1.2 Growth and performance:

The existing cement plant is upgrading from 600 tonnes capacity per day to

3600 tonnes per day. The profit for the year 2004-05 is Rs. 792.77 lakhs and sales of

Rs. 9467.20 lakhs. The company holds the assets of Rs. 6019.92 lakhs.

1.3 Industrial relations:

Harmonious industrial relations are being maintained. No strikes and lockouts

are reported. One union exists by name Penna Cement Industries Ltd., employed

union.

1.4 Profile of environment:

Consent of water is granted to the company by the environmental engineer of

Andhra Pradesh Pollution Control Board. The factory is functioning under the

guidelines prescribed by the Board. The company is following the standards in

respect of noise pollution notified by the Government of India. No environmental

damage is noticed due to the existing of the factory. The company is following all the

rules and regulations notified by Ministry of Environment and Forests. Govt.of India

materials and waste.

The factory is maintaining good house keeping both within the factory and

premises. All necessary pollution control-measuring equipments are installed.

1.5 Government Policies:

To promote industrial environment in the Rayalaseema belt particularly in the

District of Anantapur, the Government gave license to start the factory. And also the

Government sanctioned mining lease of 235 acres land in Talaricheruvu village 440

acres land in Urichintala Village and 440 acres land in Urichintala Village of Lime

stone mining are to enable the factory to procur3e its prime raw material.

1.6 Tax Policies:

Government is getting Rs. 20 lakhs per month as Royalty through mining. The

company is also paying an amount of Rs. 1.5 crores per month as Central Excise Tax

and Rs. 50 lakhs per month as Sales Tax and Rs. 8000/- per month as Professional

Tax.

1.7 Social Responsibilities:

Company is maintaining one Hospital and on English Medium Primary School.

The Urichintala and Talaricheruvu villagers are treated at hospital at free of cost. The

children of the villagers are allowed to study in the primary school on free education

system.

1.8 Current Operations:

Presently the company is manufacturing 43 Grade, 53 Grade oridinary

Portland cement with the brand name of “PENNA”.

The fallowing verities of cement is being manufactured at the factory:

1. Penna Gold - 53 Grade

2. Penna Power - 53 Grade

3. Penna Super - 43 Grade

4. Penna Suraksha - MPS 2 Grade

The company is also manufacturing POZULANA PORTLAND CEMENT

1.9 Man power:

The company has a total of 155 regular employees

Managers - 17

Officers - 33

Supervisors - 26

Staff - 22

Technicians - 57

In addition to this another 120 workers are indirectly working in the factory

through various contractors.

1.10 Quarry:

It is situated adjacent to factory. In constitutes limestone, one of the major

raw materials for cement industry. The quarry has a mining lease are of 235.52

acres in Talaricheruvu and 440.47 acres in Urichintala villages. While 275 acres was

surrendered to the department of mines in the year 1992. The total mining lease

area available with the Penna Cement Industries Ltd. Is 400.52 acres.

1.11 Production Process:

The limestone in the mines is drilled, blasted and transported to crusher using

Hydraulic Excavators and Dumpers where it is crushed to a size of less than 30 mm

and stacked in the stockyard. The stocked material is then reclaimed through under

–gate – chutes and fed into hoppers grade – wise by belt conveyors. The additives

such as Iron Ore & Bauxite are fed into other hoppers. The limestone and additives

to the required proportions are fed into the mill through weigh feeders. The mill

which is a close circuit central discharge ball mill, grinds the material to the required

fineness of about 14% on 90 microns using Hyper steel balls as grinding media. The

ground material called Raw Meal is then pumped into blending silo. The material in

the blending silo is blended to uniform quality using compressed air. After achieving

the required uniformity the blended material is discharged into storage silo. Coal

received from various Coal fields is stored in the coal yard and crushed in a crusher

to a 30 mm size and ground to a fineness of about 14% on 90 microns in a ball mill.

The ground material is stored in fine coal hopper/bins.

The blended raw meal of uniform quality from the storage silo is then pumped

pneumatically to the reinforced suspension pre – heater (RSP). The reinforced

suspension pre heater consists of a system of 5 Cyclones with connecting pipes along

with a swirl calciner and mixing chamber, through which the exit gases of the rotary

kiln are drawn by means of a fan. The raw meal which passes through the system in

the opposite direction to the gas (counter flow) is separated from the gas stream in

each cyclone and reintroduced into the stream in the next stage.

In the course of its progress through the pre – heater the raw meal acquires a

high temperature and gets calcined. For improving the degrees of calcinations, hot

material from No IV Cyclone is taken into swirl calciner where fine coal is fired along

with hot gasses from the grate cooler. The material from the Swirl calciner, as it

drops down, gets lifted by the kiln exit gasses and enters into the mixing chamber

from where it enters into Cyclone V. The raw meal there is calcined up to 90% and

enters into the Rotary Kiln.

Out of the total quantity of about 10 tonnes per hour fine coal used, about 6

tonnes is fired into the Swirl Calciner and 4 tonnes is fired into the Rotary Kiln. To

control the fine coal pumped, weigh feeders are used. Then the Clinker, formed into

the kiln passing through a grate cooler where it will be cooled up to a temperature of

100 C by quenching with air. The clinker is then stacked in a covered clinker

stockpile.

The clinker from the stockpile is drawn form under gates using belt –

conveyors into clinker hopper of cement mill. In another hopper gypsum as a set

retardant is taken. About 95% of clinker and 5% of gypsum are fed into the closed

circuit ball mill with high efficiency separators by using weigh – feeders. The clinker

and gypsum are together ground in the mill up to the required fineness of about

2800 sq.cm/gm and then pumped into cement silos. Form silos cement is drawn into

the small hopper of the rotary packers and then gets packed in the bags of 50 Kgs.

Each and will be sent out by trucks.

2.0 JOB SATISFACTION – A RETROSPECTION:

2.1 Introduction

Job Satisfaction is a popular concept in industrial and organizational

psychology. It has been linked to productivity, motivation, absenteeism and

tardiness, mental health, physical health and general life satisfaction.

Locke (1976) defines job satisfaction as “a pleasurable or positive emotional

state resulting from the appraisal of one’s job or job experiences”.

At a basic level, all models of work motivation imply that individuals will

expend energy in maintaining or increasing pleasurable experiences; conversely,

energy will be expended in minimizing or deceasing unpleasant experiences. Thus,

the affective reaction of an individual to work – related stimuli either positive or

negative is an indication of the potential power that those stimuli have for affecting

the individual’s behavior.

2.2 Maslow’s need hierarchy theory (1934):

The role of job satisfaction in theories of work motivations determined by

considering Maslow’s need hierarchy theory. In this framework, unfulfilled lower

needs represent a deficiency in the individual; this deficiency is experienced, as

discomfort by the individual will engage in actions that will diminish this discomfort.

Once lower level needs are fulfilled, the degree to which upper level needs are

fulfilled assumes major importance for determining the degree of satisfaction or

dissatisfaction that an individual experiences. Thus in need hierarchy theory, states

of satisfaction – dissatisfaction precede directed behavior. Since, there is no firm

continuum underlying the ordering of Maslow’s needs in the hierarchy, one might

infer that satisfaction at one level function as a release mechanism for dissatisfaction

of the next higher level.

Job-facet satisfaction refers to how satisfied he is with that aspect of the job or

how satisfied he is with his present level of attainment. Overall job satisfaction (JS) is

the sum of job – facet satisfaction.

JS = Facets (JFS)

The terms ‘Job – Facet Importance’, and ‘goal importance’ will be used to the

measurement of importance of either (a) job facets or (b) needs and goals. These

concepts refer to the saliency of a particular aspect of the job or of a need or goal,

that is, the strength of the need or goal to the individual.

Overall job satisfaction is the sum of either the product of job – facet

satisfaction (JFS) and job – facet importance (JFI) or the product of goal attainment

(GAtt) and goal importance (Glmp).

JS = Facets (JFS X JFI)

JS = Goals (GattXGlmp)

Goal aspiration is the measurement of level of aspiration for both needs and

goals. It deals with the feeling a person has about how much of a particular goal or

need he should have.

Overall hob satisfaction is the sum of the difference between goal aspiration

(GAsp) and goal attainment (GAtt).

JS = Goals GAsp – Gatt

Overall job satisfaction is the sum of the product of goal importance and the

difference between goal aspiration and goal attainment.

JS = Goals (GlmpX(GAsp – Gatt).

A study was conducted by W.W.Ronan (1970) to determine the individual &

situational variables relating to job satisfaction. The study was based upon individual

expressions of job satisfaction and these were related to group environment,

structure and performance.

Some of the question areas to assess the job satisfaction of employees are as

follows.

1. Feeling part of the team.

2. Company treatment of employees.

3. Contact with fellow workers out side working hours.

4. Your work place.

5. Higher management’s support of your supervisor.

6. Cooperation among your fellow workers.

7. Prestige of your job inside the company.

8. Prestige of your job outside the company.

9. Your job workload.

10. Cooperation between departments.

11. Recognition for good ideas or good work.

12. Higher management appreciation of the importance of your work.

13. Opportunity of change hobs within the company.

14. Fairness of promotion procedures.

15. Good planning and scheduling of work by your supervisor.

16. Opportunity for promotion from your job.

17. Company planning for the future.

18. Freedom to make decisions in your work.

19. pportunity to use your special skills and abilities.

20. Information about what your supervisor expects of you.

21. Company sponsored training for your job.

22. Opportunity in your job to develop new skills and knowledge.

23. Opportunity for education or training to keep abreast of your field.

24. Prompt action on your complaints and problems by your supervisor.

25. Information relating to company operations.

26. Feeling of satisfaction from the type of work you do.

27. Pay for the work, which you do.

2.5 JOB SATISFACTION: INTERACTING VARIABLES

The most psychological relevant out come of individual, group and

organizational effort is the product of interacting variables at various levels. The

outcomes rang from macro levels of system environment, system structure and

process and system performance interwoven at organizational, group and individual

levels. A schematic representation of the variables, their fabric and their relation are

presented in the next page.

Organizational level variables:

Efficiency, productivity, profitability, morale and adaptability is what an

organization tries to achieve to ensure its renewal process and overcome any latent

obsolescence. This end effect is possible by duly emphasizing the variants in

structuring of activities, authority – responsibility relationship, size technology and

goals. It is obvious that the managing and adapting to change just about is as

important for the environment dicatat3es. In ways direct and indirect the direction of

change.

Informal Organization and Sub-Organization Variables:

Formal organization so often depends on the efficacy of the informal

organization. Growth, adaptability and the organization structure are influenced by

the informal organization structure factors like power and influence centers and the

communication process.

The physical setting, the nature of the organization structure and its

performance govern & set apace the commitment and zeal of ob incumbents.

Group Variables:

Can there be any organization development minus emphasis to small teams?

Nay. It presence is ubiquitous and pivotal for ushering in cohesiveness, goal

attainment, higher level of efficiency and greater degrees of adaptability. However,

group dynamics has suggested that size, composition, purpose/goals and authority

be given priority. Group effort is more often than not a major determinant in levels of

hob satisfaction. This very determinant is governed by organization structure

performance, physical location and environment.

Individual Variables:

Job satisfaction at the small and most important subsystem level individual

depends on many personal factors. Ability to adjust, congruence and compatibility of

Personal Goals to that with the organization, personality and attitudes have a say in

the job incumbent’s outlook and approach towards work. Family commitments apart,

all other variables inevitably have their shades on the individual.

3.0 RESEARCH METHODOLOGY:

3.1. Need for the Study:

Job satisfaction is a psychological state reflecting employee attitude towards

work, individuals and the organization. It is the unseen, intangible driving force for

employee to strive for excellence. Job satisfaction is truly the touchstone of

organization health, existence and growth. It is not only important for individual’s

but also for management and society. When employees are happy with their hobs,

they carry this positive attitude to the life outside the job. Management benefits with

higher productivity due to disruptions caused by absenteeism through a satisfied

work force. Satisfaction of employees on the job has its influence on the welfare of

the society also. Comprehending this importance, matching company requirement

and to pursue a learning experience, undertook the present study on Job Satisfaction.

3.2 Objectives:

1) The success of any organization including Penna depends on the effective

utilization and motivation of its human resources. In this study attempt has

been made to analyze the hob satisfaction levels in Penna Cements Ltd., This

study also analyses the job satisfaction of employees in different departments.

The level of satisfaction is categorized as very high, high, medium, low and very

low.

2) To assess the factors related to job satisfaction at Penna Cements. To analyze

the job satisfaction of employees on the basis of the following 21 jobs related

factors.

1. Challenging

2. Interesting and involvement

3. Growth and career planning

4. Contribution to groups

5. Task identity

6. Skill Variety

7. Autonomy/Freedom

8. Liaison

9. Salary

10. Quality of Work Life

11. Equity

12. Interpersonal Relationships

13. Task Oriented People

14. Leader

15. Decision Making

16. Information Disseminator

17. Performance Appraisal

18. Supervision

19. Unity of Command

20. Comparison of Outputs

21. Monotonous

3. To suggest strategies for improving the levels of satisfaction on the basis of

findings.

3.3 Scope of the Study:

The study encompasses top – level management, officers, supervisory cadre,

staff and technicians.

3.4 RESEARCH METHODOLOGY:

3.4.1 Research Design:

The plan, structure and strategy of investigation conceived so as to reach the

objective of the r3esearch and to control variance used is descriptive research

design.

As it is necessary to know the satisfaction levels of employees survey method

is adopted.

3.4.2 Data Collection Method:

The data is mainly collected through primary sources and secondary sources.

Primary Data: Primary data include interviewing the employees by

administering a questionnaire and by direct contact method.

Secondary Data: Secondary data is collected from the manuals and records

maintained by the company.

3.4.3. Sampling Procedure:

Census study is adopted. All the employees present in the Penna Cements

were surveyed.

3.4.4. Questionnaire Design:

The structured questionnaire is divided into two major parts.

1. Personal Profile.

2. Job Satisfaction Profile.

Each and every question in the questionnaire has been given importance

based on the objectives and the factors related to hob satisfaction and also to

know the levels of satisfaction of employees at Penna. 21 factors related to

satisfaction have been given to employees to find out the job satisfaction and the

responses of the employees have been tabulated using a five point scale with

scores as given below:

Positive Statement Negative Statement

Strongly Agree

Agree

Undecided

Disagree

Strongly Disagree

5

4

3

2

1

1

2

3

4

5

4.0 FINDINGS AND ELUCIDATIONS:

1. Challenging:

Employees at Penna perceive that their work is challenging. Freedom to

coordination and plan the objectives or targets don’t turn – off the employees. Under

these conditions of challenge and employee’s expectations will experience pleasure

and satisfaction.

Emphasis on work planning and review will clarify expectations from

employees and the needed organization resources. It seeks clarity in role of

incumbents and equity with regard to compensation and rewards.

2. Task identity and Task Significance:

From question 5 we can infer that the company has job that require

performing of tasks that are recognized by peers and subordinates. Jobs have a

substantial impact on the lives or work of other people in the organization.

Skill Variety: Jobs do provide scope for incumbents to exhibit varied skills at the

work place.

Autonomy: There is a considerable level of autonomy in the organization employers

at Penna having freedom in coordinating or planning their won work and others work

incumbents lack freedom in setting objectives.

According to the job characteristics model of work motivation, the 3

dimensions skill variety, task identity and task significance combine to create a

meaningful work. Jobs that possess autonomy give the job incumbents a feeling of

personal responsibility for outcomes of the work. If a job provides feedback,

employees will know how effectively they are performing.

The model shows the links between the job dimensions, work out comes,

moderating variables and the psychological states.

Job Characteristics Model of Work Motivation

Skill Variety Experienced SatisfactionTask Identity Meaningfulness *High internalTask Significance of the work work motivation

Autonomy Experienced responsibility *High quality For outcomes of the work work performance

*High SatisfactionWith the work

Feed Back Knowledge of the actual * Low absenteeismResults of the work and turnoverActivities

Motivation potential score can be calculated by using the following formula:

Skill Task Task Variety + Identity + Significance

MotivatingPotential X Autonomy X Job FeedScore 3 Back

Core Job Dimensions

Personal and Work Out Comes

IndividualGrowth needs strength

Sub Cultural pre dispositions

Organizational Climate

Critical Psychological States

Moderating Variables

People with high core job dimensions all more motivated, satisfied and

productive job dimensions operate through the psychological states influencing

personal and work outcomes rather than influencing them directly.

3. Quality of work life, interest and involvement:

From tabulation, we can infer that the job incumbents are not having interest

and involvement in their jobs. Quality of work life procedures includes autonomy,

recognition, bengalines, progress and development and external regards. From

tabulation we van infer that albeit the presence of autonomy, recognition, task

identity and task significance, quality of work life is absent. Limitation for the

absence of quality of work life is freedom to set objectives curtail interest and

involvement of the job incumbents.

4. Career Planning & Growth:

Strong reinforcement for positive behavior as organization has in place

objective career planning program, which acts as a motivator to consistently perform

as a factor of satisfaction when such realistic career paths are realized.

Challenging jobs, greater freedom, flex – time acts as intrinsic rewards and

money, promotions, fringe benefits acts as extrinsic rewards to the employees at

Penna. These rewards both intrinsic and extrinsic motivate the incumbents to

achieve the targets set by the top – management.

5. Managerial Role:

Among many roles job incumbents performs the dominant and more

satisfying roles are those that emanate from work. Managerial roles include

interpersonal roles, informational roles, and decision roles. Data reveals that hob

incumbents at Penna perform the following roles:

(i) Interpersonal Roles:

Leader: Supervisors motivates and activate the subordinates and they are

also responsible for staffing, training and in associating duties.

Liaison: Employees at Penna Co-Ordinate with other departments or

agencies. They maintain self-developed network of outside contacts and act as

informers who provide favors and information.

(ii) Informational Roles:

Disseminator: Employees play the role of information disseminator by

transmitting information from outsiders and subordinates to the members of the

company.

(iii) Decision Roles:

Entrepreneur: Through planning and directing and review sessions,

supervisors search for opportunities and also initiate improvement projects to bring

change in the organization climate. They also supervise in designing and making

decisions as well.

Disturbance Handler: When the company faces important unexpected

disturbances, employees handle the crises through review sessions.

Resource Allocator: Employees at Penna allocate the organization resources

of all kinds like activates involving budgeting, programming of subordinates work,

scheduling and also in requests for authorization.

Negotiator: Job incumbents represent the organization at major negotiations.

6. Salary:

According to the equity theory proposed by J. Stacy Adams employees

compare their job inputs and outcomes with those of other and then respond so as to

criminate any inequities.

Four referent comparisons employee can make are self – inside, self – outside,

other – inside and other – outside. The referent chosen is an important variable in

equity theory.

Employees at Penna compare their experiences in situations out side the

current organization reveals to equity called the self – outside. Employees with

higher salaries and more education are comparing their salaries with outsiders.

Employees with short tenure at Penna are comparing with the other employee’s

outcomes inside the organization. On the other hand, employees with long tenure

rely more heavily on co – workers for comparison.

A comparison by an incumbent of his/her experiences in various positions

within the organization reveals equity called the self – inside and comparison of their

individual experiences in the organization reveals to equity called the other – inside.

Employees at Penna perceive fairness of the compensation systems. Linking

pay to satisfaction cannot be made in just monetary terms but it is the perception of

fairness. Based on employee’s inputs such as effort, experience, education and

competence, the incumbents compare outcome – input ratio relative to others, which

acts as a motivator. Pay at Penna is based on job requirements and skill

requirements of the lend equity to the compensation program.

7. Interpersonal Relationships:

Employees work for more than an objective to obtain only monetary or

cognizable targets. Work provides an arena to satisfy the need for social interaction.

Job satisfaction includes mentally challenging work, equitable rewards, supportive

working conditions and supportive colleagues. These factors leads to increased job

satisfaction among employees at Penna.

8. Supervision:

Data reveals that there is a very good understanding between levels in the

organization, that supervisor reinforce rewarding behaviors, solicits feedback and

addresses to problems with personal involvement.

9. Quality of Work Life:

High level of autonomy, r3ecognition for one’s contribution, progress and

development, career planning augmented by an equitable compensation programme

ensured a work environment that motivates employees.

10. Monotonous:

The job provides an opportunity for utilizing all the skills the incumbents has

and is supported by their opinion that the job is well designed and not monotonous.

11. Unity of Command:

There is unity of command in the organization, which facilitates better

communication, lesser distortion, and smooth flow of information that facilitate

effectiveness at work.

12. Task – Oriented:

Employees at Penna are task – oriented as they have task identity and

recognition for their work.

13. Contribution to groups:

The incumbents need for inclusion is satisfied, recognition for personal

contribution and the significance in overall performance of the organization are high

and are major determinants of job satisfaction.

The organization climate promotes openness and trust and thus facilities

confrontation and resolution that contribute to individual recognition and divergent

thinking. The organization doesn’t promote undue or unhealthy competition.

There is emphasis to work teams in the organization and incumbents enjoy

working in teams. The effect of synergy, social interaction and productivity can lead

to higher job satisfaction.

14. Going Rate:

There seem to be some dissonance for 50% of the sample when the

comparison is made of other individuals experience outside the employee’s

organization called the other – outside. It indicates the going rate in being sidelined

slightly while designing the compensation programme.

15. Organization Structure:

Employees at Penna are most productive and satisfied as the work tasks are

standardized and ambiguity is minimized. Employees are satisfied with the

mechanistic type of structure. The company is having an extensive

departmentalization, downward communication and little participation by low-level

members in decision – making.

DATA ANALYSIS

I Mr. T. Santosh Kumar conducted a survey at Penna Cements to know the

satisfaction of the employees at their work. The fallow9ing is the response given by

the 60 employees (who are working at Penna Cements Ltd.).

The respondents have been given with five kinds of feelings among which

they need to select one option and the feelings of the workers are divided as under:

1) Strongly Agree

2) Agree

3) Undecided

4) Disagree

5) Strongly Disagree

This will help us to know job satisfaction of the employees by knowing their

that feelings at their respective work allotted for them.

The following are the questions passed to the employees. The tables and

interpretation are representing their responses.

1. CHALLENGE

OPINION OF RESPONDENT ABOUT WORK CHALLENGE

Particulars No. of Respondents % Of Respondents

Strongly Agree

Agree

15

20

25%

33%

Undecided

Disagree

Strongly Disagree

10

7

8

17%

12%

13%

INTERPRETATION

From the above table we can observe that of the total 25% workers strongly

agreed the above statement that the challenge can be made through proper

analyzation of the work they do.

And total 33% of the workers have given their response for agree which is the

highest percentage of response.

Total 17% of the people not able to decide whether the above statement is

correct one or not.

And 12%, 13% of the workers feelings bending towards disagree and strongly

disagree respectively for the above statement.

% OF RESPONDENTS IN WORK CHALLENGE

2. INRTERESTING AND INVOLVEMENT:

OPINION OF RESPONDENTS ABOUT INTERESTING AND INVOLVEMENT


Strongly Agree

Agree

20

10

33%

17%

Undecided

Disagree

Strongly Disagree

5

15

10

8%

25%

17%

INTERPRETATION


agreed the above statement that the interesting and involvement can be made

through proper analyzation of the work they do.

And total 17% of the workers have given their response for agree.


correct one or not.



% OF RESPONDENTS IN INTRESTING AND INVOLVEMENT

3. GROWTHS AND CAREER PLANNING:

OPENION OF RESPONDENT ABOUT GROWTH AND CAREER PLANNING


Strongly Agree

Agree

15

21

25%

35%

Undecided

Disagree

Strongly Disagree

4

15

5

7%

252%

8%

INTERPRETATION


agreed the above statement that the Growth and Career Planning can be made





correct one or not.



% OF RESPONDENTS IN GROWTH AND CAREER PLANING

4. CONTRIBUTION TO GROUPS:

OPINION OF RESPONDENTS ABOUT CONTRIBUTION TO GROUPS


Strongly Agree 21 35%

Agree

Undecided

Disagree

Strongly Disagree

10

7

14

8

17%

12%

23%

13%

INTERPRETATION


agreed the above statement that the Contribution to Groups can be made through

proper analyzation of the work they do.



correct one or not.



% OF RESPONDENTS IN CONTRIBUTION TO GROUPS

5. TASK IDENTITY:

OPINION OF RESPONDENTS ABOUT TASK IDENTITY

Particulars No. Of Respondents % Of Respondents

Strongly Agree

Agree

6

10

10%

17%

Undecided

Disagree

Strongly Disagree

20

6

18

33%

10%

30%

INTERPRETATION


agreed the above statement that the Task Identity can be made through proper




correct one or not, which is the highest percentage of response.



% OF RESPONDENTS IN TASK IDENTITY

6. SKILL VARIETY:

OPINION OF RESPONDENTS ABOUT SKILL VARIETY


Strongly Agree

Agree

Undecided

14

18

9

24%

30%

15%

Disagree

Strongly Disagree

8

11

13%

18%

INTERPRETATION


agreed the above statement that the Skill Variety can be made through proper





correct one or not.



% OF RESPONDENTS IN SKILL VARIETY

7. AUTONOMY/FREEDOM:

OPINION OF RESPONDENTS ABOUT AUTONOMY/FREEDOM


Strongly Agree

Agree

20

14

33%

23%

Undecided

Disagree

Strongly Disagree

6

16

4

10%

27%

7%

INTERPRETATION


agreed the above statement that the Autonomy/Freedom can be made through




correct one or not.



% OF RESPONDENTS IN AUTONOMY/FREEDOM

8. LIAISON:

OPINION OF RESPONDENTS ABOUT LIAISON


Strongly Agree

Agree

15

13

25%

21%

Undecided

Disagree

Strongly Disagree

10

18

4

17%

30%

7%

INTERPRETATION


agreed the above statement that the Liaison can be made through proper




correct one or not.



% OF RESPONDENTS IN LIAISON

9. SALARY:

OPINION OF RESPONDENTS ABOUT SALARY


Strongly Agree

Agree

6

20

10%

33%

Undecided

Disagree

Strongly Disagree

18

9

7

30%

15%

12%

INTERPRETATION


agreed the above statement that the Salary can be made through proper analyzation

of the work they do.




correct one or not.



% OF RESPONDENTS IN SALARY

10. QUALITY OF WORK LIFE

OPINION OF RESPONDENTS ABOUT QUALITY OF WORK LIFE


Strongly Agree

Agree

15

8

25%

13%

Undecided

Disagree

Strongly Disagree

10

20

7

17%

33%

12%

INTERPRETATION


agreed the above statement that the Quality of Work Life can be made through




correct one or not.



% OF RESPONDENTS IN QUALITY OF WORK LIFE

11. EQUITY:

OPINION OF RESPONDENTS ABOUT EQUITY



Agree

Undecided

Disagree

Strongly Disagree

8

7

20

12

13%

12%

33%

20%

INTERPRETATION


agreed the above statement that the Equity can be made through proper analyzation

of the work they do.



correct one or not.



% OF RESPONDENTS IN EQUITY

12. INTER PERSONAL RELATIONSHIPS

OPINION OF RESPONDENTS ABOUT INTER PERSONAL RELATIONSHIPS


Strongly Agree

Agree

8

21

13%

35%

Undecided

Disagree

Strongly Disagree

10

14

7

17%

23%

12%

INTERPRETATION


agreed the above statement that the Inter Personal Relationships can be made





correct one or not.



% OF RESPONDENTS IN INTER PERSONAL RELATIONSHIPS

13. TASK ORIENTED PEOPLE:

OPINION OF RESPONDENTS ABOUT TASK ORIENTED PEOPLE


Strongly Agree

Agree

Undecided

15

21

40

25%

351%

7%

Disagree

Strongly Disagree

15

5

25%

8%

INTERPRETATION


agreed the above statement that the Task Oriented People can be made through





correct one or not.



% OF RESPONDENTS IN TASK ORIENTED PEOPLE

14. LEADER:

OPINION OF RESPONDENTS ABOUT LEADER



Agree

Undecided

Disagree

Strongly Disagree

13

12

7

10

21%

20%

12%

17%

INTERPRETATION


agreed the above statement that the Leader can be made through proper




correct one or not.



% OF RESPONDENTS IN LEADER

15. DECISION MAKING:

OPINION OF RESPONDENTS ABOUT DECISION MAKING


Strongly Agree

Agree

25

10

41%

17%

Undecided

Disagree

Strongly Disagree

5

8

12

8%

14%

20%

INTERPRETATION


agreed the above statement that the Decision Making can be made through proper




correct one or not.



% OF RESPONDENTS IN DECISION MAKING

16. INFORMATION DISSEMINATOR:

OPINION OF RESPONDENTS ABOUT INFORMATION DISSEMINATOR


Strongly Agree

Agree

12

15

20%

25%

Undecided

Disagree

Strongly Disagree

18

10

5

30%

17%

8%

INTERPRETATION


agreed the above statement that the Information Disseminator can be made through




correct one or not, which is the highest percentage of response.



% OF RESPONDENTS IN INFORMATION DISSEMINATOR

17. PERFORMANCE APPRAISAL:

OPINION OF RESPONDENTS ABOUTPERFORMANCE APPRAISAL


Strongly Agree

Agree

20

16

33%

26%

Undecided

Disagree

Strongly Disagree

10

6

8

17%

10%

14%

INTERPRETATION


agreed the above statement that the Performance Appraisal can be made through




correct one or not.



% OF RESPONDENTS IN PERFORMACE APPRAISAL

18. SUPERVISION:

OPINION OF RESPONDENTS ABOUT SUPERVISION


Strongly Agree

Agree

5

22

8%

37%

Undecided

Disagree

Strongly Disagree

10

14

9

17%

23%

15%

INTERPRETATION


agreed the above statement that the Supervision can be made through proper





correct one or not.



% OF RESPONDENTS IN SUPERVISION

19. UNITY OF COMMAND:

OPINION OF RESPONDENTS ABOUT UNITY OF COMMAND



Agree

Undecided

Disagree

Strongly Disagree

5

10

10

2

8%

17%

17%

3%

INTERPRETATION


agreed the above statement that the Unity of Command can be made through proper




correct one or not.



% OF RESPONDENTS IN UNITY OF COMMAND

20. COMPARISON OF OUTPUTS:

OPINION OF RESPONDENTS ABOUT COMPARISON OF OUTPUTS


Strongly Agree

Agree

20

15

33%

25%

Undecided

Disagree

Strongly Disagree

10

10

5

17%

17%

8%

INTERPRETATION


agreed the above statement that the Comparison of Outputs can be made through




correct one or not.



% OF RESPONDENTS IN COMPARISON OF OUTPUTS

21. MONOTONOUS

OPINION OF RESPONDENTS ABOUT MONOTONOUS


Strongly Agree

Agree

14

23

23%

38%

Undecided

Disagree

Strongly Disagree

8

10

5

14%

17%

8%

INTERPRETATION


agreed the above statement that the Monotonous can be made through proper





correct one or not.



% OF RESPONDENTS IN MONOTONOUS

5.0 RECOMMENDATIONS:

The researcher proposes a wide range of techniques that will enhance the

organization’s problem – solving and renewal processes and ensures latent

obsolescence in methods and procedures.

Job design in the organization may incorporate job enlargement and job

enrichment through a restructuring of the roles of a job problem solving meetings as

an approach in which supervisors and subordinates explore ways to eliminate

unnecessary steps in production and to make tasks more efficient job enrichment

with the group approach can make jobs more challenging and stimulating for

incumbents at Penna. It promotes task identity, significance, provides a feed back

channel and the possibility of greater autonomy.

Some of the techniques that are relevant and determine the level of hob

satisfaction directly and indirectly are depicted below.

Considerations in job design:

Out of the substantial experience in job enrichment programs, Ford and

Borgatta (1969) developed concepts to describe the aspects of work. First, the job

may involve a concept of modular arrangement or the notion that there is an

appropriate unit arrangement of the work. Second, in job enrichment, one of the

concepts that is frequently relevant is the provision of new responsibilities, often

associated with the allocation of greater self determination for maintaining standards

and finding appropriate ways to carry out tasks. Third, an important concept appears

to be the provision of feedback so that the employee may know when he is doing

things correctly and when he is doing incorrectly. Fourth, there is a concept of

roadblocks or the notion that situational factors may exist in a job that may prevent

effective performance. Fifth, there may be opportunities for training and growth for

initiative and good work. Finally, maintenance items may exist as factors. The

theory involved the following five concepts:

1) Achievement

2) Recognition

3) Responsibility

4) The work itself

5) Growth and advancement.

The emphasis may be given to time and motion study with a breakup of the

task into its most elementary characteristics presumably, when such simplification of

tasks is accomplished, employees can carry out their work as routinely and

mechanically as possible, thus most efficiently.

Through participative and problem – solving versions in Quality circles,

employees work collaboratively with supervisors in group settings. Both natural work

teams and cross functional teams effectively utilize technical and process consultants

in solving the problems of product quality control, group dynamics, team leadership

and interpersonal communication skills.

Quality of Work Life programs restructure the dimensions like skill

development through technical skills training, job rotation, training in team problem

solving.

Process consultation is an approach in which a skilled third party works with

individual and groups to help them learn about human and social process and learn

to solve problems that stem from process events.

2. Systematic career planning is necessary to enhance and maintain levels of

satisfaction. Career counseling session in the form of Assessment center should be

incorporated at Penna. An assessment center is a tool which acts as a selection

device, management development tool and also as a career development tool. It

involves procedures that incorporate groups and individual exercises.

Selection is based on the performance of the individual and group exercises.

This selection process increases the degree of participation by employees, evaluation

and selection of candidates.

A sequence of steps involving major criteria are given below:

i. An assessment of career paths periodically, taking into consideration

achievements and SWOT analysis is very important.

ii. Formulating goals and objectives that are relevant to career paths.

iii. Planning the action for achieving these goals against a schedule of targets to

enable measuring of progress.

3. The organization should incorporate a MBO system of appraisal to give a team

thrust that is essentially participative and transactional. The MBO system enables

meaningful ways to incumbents to provide inputs to review performance and a

collaborative examination of the major significant changes to be made.

MBO programs involve managers throughout an organization in the process of

regularly and systematically setting goals for themselves and their subordinates.

MBO provides unity of managerial action in achieving organization goals. This is

done by establishing for each level of management specific objective that motivates

accomplishment of results in the time period specified.

Individual motivation, one of the basic elements of MBO refers to personal

involvement in the objective setting process. This involvement tends to generate a

desire and willingness to achieve MBO is a motivational strategy, since individuals

commitments and subsequent accomplishments lead to a higher degree of

satisfaction.

Advantages of a MBO system of appraisal can be listed as below:

i. Predictability: The management can foresee ends from prescribed

beginnings.

ii. Completability: It enables foreseeing connective in – process steps to

conclusion.

iii. Visibility: The MBO system enables the management to relate constituent

parts into sequential whole.

iv. Interface ability: Conceptualizing gaps between boundaries of in process

steps become possible.

v. Reliability: The system helps in identifying strengths and weaknesses.

vi. Supportability: Management by objectives relates individual plans and

tactical strategic connectors toward overall accomplishment.

vii. Measurability: Progress indicators and time schedules are an integral part of

the system.

viii. Controllability: The system senses deviations within the prescribed limits.

ix. Improvability: It enables the management to foresee corrective actions to

stay on course.

Performance appraisals not only serve as a meaningful basis for evaluating

organization performance but individual performances with equal importance.

A rater enjoys the opportunity to use accurate data on the basis for his

appraisal. The rate enjoys participation in to those performance requirements

in which he is involved. A strong and impartial attitude toward appraisal

process generally prevails between the two.

4. iIt is obvious that work at Penna necessitates the job incumbents to play

multiple roles. But they aren’t having a clear idea of the behaviors expected by

others and the management. In order to reduce role ambiguity and to ensure role

clarity of the focal role, a ROLE ANALYSIS TECHNIQUE may be adopted at Penna. A

series of steps involved in conducting a role analysis for each role are as given below:

i. Analysis of the focal role initiated by the focal role individual.

ii. Focal role incumbent’s expectations of others.

iii. Explicating other’s expectations and desired behaviors of the focal role such

as exercise achieves:

o Reduction of role ambiguity.

o Clarity of role in groups.

o Clarify role expectations.

o Shift in the activities of groups.

5. Training is one of the major determinants in quality of work life that Penna

may concentrate to improve on. The company can ensure greater satisfaction for

employees through training that facilitates transfer of learning. In order to gain a

competitive advantage and to survive in the long run, employees at Penna must be

able to learn how to lean and through generative learning be creative and innovative

to be ahead of and anticipate change.

To determine the training effectiveness substantive data to be developed. To

avoid the uncontrolled expansion of training costs management may insist on a

through cost benefit evaluation to ensure satisfactory returns.

Penna should have in place a MBO of appraisal that reviews performance

potential and also training needs of individuals.

6. The CONFRONTATION MEETING technique may be employed at Penna as a

one – day meeting of the entire management of the organization, to assess the

overall health of the organization. Because of the involvement of all the top

managers of the organization, total organization quality can be achieved. First, the

management group has to generate information about major problems in the

organization and then analyze the underlying causes. To correct the problems, the

management has to develop action plans and a schedule for completing the remedial

work.

It satisfies the need for inclusion through participation and information

generation and sharing, effective problem solving through priority setting, group

contribution through group action planning, top management involvement and follow

up through a progress review.

7. At the personal growth and development level, the organization may have

sensitivity training sessions wherein a trainer facilitates the group on interpersonal

relation individual personality and a comprehension of group dynamics. Individuals

again into meaning and consequences of their own behavior and consequences of

other’s behaviors and the dynamics of processes of group behavior. This sensitivity

Training programs focus on the development of behavioral skills, which supports

better integration of intimations and gives individuals the basic skills necessary for

more competent actions taking in the organization.

8. Compensation that is equitable is a major extrinsic motivator and needs to be

addressed with due emphasis. The process of designing an equitable compensation

programme has a number of components viz.,

Job Analysis

o Job design

o Job evaluation

Compassable factors

Performance measures and standards

Cost of living

Equity

Organizations ability to pay

Expectancy

Perceived understanding of pay criteria

Perceived pay of referent others inside outside

Perceived accuracy of performance assessment

Perceived adequacy of pay system

administration

Perceived appropriateness of pay criteria

Perceived comparative job demand

Perceived pay of referent others inside outside

Perceived financial condition of employer

Actual pay

Perceived pay perceived comparative personal job input

Perceived cost of living

Perceived financial needs family obligations other obligations

Perceived non – monetary outcomes

Pay satisfaction

Perceived equity of amount of received

Perceived amount of pay received

Perceived amount of pay that should be

received

Perceived adherence to pay policies or contracts

The organization can embark on a detailed job analysis to assess hob

importance, their comparative worth, to determine compensiable factors, and set

standards for measuring performance. To ensure equity for perceived pay of referent

others both inside and outside – the organization may carry out a wage survey it may

adopt one of the following methods for a survey.

Key job matching that requires the responders to match key or benchmark

jobs with similar jobs in their organization through comparison with identification

data supplied by the survey.

Frequency Distri9bution/Global Plan: Where survey of firms producing similar

output is done to achieve homogeneity. Then jobs with similar duties and

responsibilities are broadly categorized before respondents provide pay data on a

frequency distribution for each category. It then is possible to display graphically a

variety of relationships. It enables comparison of one organization with another or

the initiating organization with an industry average.

These coupled with objective job evaluation method minimizes job

comparability error, and facilitates evaluating job content as measured by points or

grades with pay is rupees. It produces a series of curves that identify minimum,

midpoint and maximum pay for jobs of comparable content.

The compensation package mix instead of reacting to emergency or crisis

stimuli should be “proactive” in nature. Policymaking should inevitably be

synchronized with the strategic requirements of the organization.

9. The company should give due emphasis to the going rate while designing the

compensation program. This would then reduce the inequity that is present in the

other – outside comparison. A wage survey on compensation policies, incentives i.e.

monetary and non – monetary can help Penna attract, motivate and maintain of

retain a competent work force that can offset higher pay through higher productivity.

BIBILIOGRAPHY

1. Human Resources Management – Stephen Robbins

2. “Quality of Work Life In Action”, American Management – Barry A. Stein

3. “The Nature of Managerial Work” Copy Right 1973 by Henry Mintzberg

Reprinted by permission of Harper & Row, Publishers – Henry Mintzberg.

4. “The Nature and Causes of Job Satisfaction” in M.D. Dunnettee, Edition

Handbook of Industrial & Organizational Psychology (Chicago: Rand Mc Nally,

1976), Page 1319 – 1328 – E.A. Locke

5. Journal of Applied Psychology, 1970 Vol – 54, “Satisfaction with the work

itself” P.P.128 – 134 – Robert N. Ford & Edgar F. Borgatta.

6. “The Determinants of Pay Satisfaction” in Journal of Applied Psychology

1976, Vol – 61, Page 596 – 604 – Lee Dyer & Roland Theiault.

Documents

Penna Cement Job Satisfaction