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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 retrospection2.1 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 PROFILE1.1 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
Particulars No. of Respondents % Of Respondents
Strongly Agree
Agree
20
10
33%
17%
Undecided
Disagree
Strongly Disagree
5
15
10
8%
25%
17%
INTERPRETATION
From the above table we can observe that of the total 33% workers strongly
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.
Total 8% of the people not able to decide whether the above statement is
correct one or not.
And 25%, 17% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN INTRESTING AND INVOLVEMENT
3. GROWTHS AND CAREER PLANNING:
OPENION OF RESPONDENT ABOUT GROWTH AND CAREER PLANNING
Particulars No. of Respondents % Of Respondents
Strongly Agree
Agree
15
21
25%
35%
Undecided
Disagree
Strongly Disagree
4
15
5
7%
252%
8%
INTERPRETATION
From the above table we can observe that of the total 25% workers strongly
agreed the above statement that the Growth and Career Planning can be made
through proper analyzation of the work they do.
And total 35% of the workers have given their response for agree which is the
highest percentage of response.
Total 7% of the people not able to decide whether the above statement is
correct one or not.
And 25%, 8% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN GROWTH AND CAREER PLANING
4. CONTRIBUTION TO GROUPS:
OPINION OF RESPONDENTS ABOUT CONTRIBUTION TO GROUPS
Particulars No. of Respondents % Of Respondents
Strongly Agree 21 35%
Agree
Undecided
Disagree
Strongly Disagree
10
7
14
8
17%
12%
23%
13%
INTERPRETATION
From the above table we can observe that of the total 35% workers strongly
agreed the above statement that the Contribution to Groups can be made through
proper analyzation of the work they do.
And total 17% of the workers have given their response for agree.
Total 12% of the people not able to decide whether the above statement is
correct one or not.
And 23%, 13% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% 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
From the above table we can observe that of the total 10% workers strongly
agreed the above statement that the Task Identity can be made through proper
analyzation of the work they do.
And total 17% of the workers have given their response for agree.
Total 33% of the people not able to decide whether the above statement is
correct one or not, which is the highest percentage of response.
And 10%, 30% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN TASK IDENTITY
6. SKILL VARIETY:
OPINION OF RESPONDENTS ABOUT SKILL VARIETY
Particulars No. Of Respondents % Of Respondents
Strongly Agree
Agree
Undecided
14
18
9
24%
30%
15%
Disagree
Strongly Disagree
8
11
13%
18%
INTERPRETATION
From the above table we can observe that of the total 24% workers strongly
agreed the above statement that the Skill Variety can be made through proper
analyzation of the work they do.
And total 30% of the workers have given their response for agree which is the
highest percentage of response.
Total 15% of the people not able to decide whether the above statement is
correct one or not.
And 13%, 18% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN SKILL VARIETY
7. AUTONOMY/FREEDOM:
OPINION OF RESPONDENTS ABOUT AUTONOMY/FREEDOM
Particulars No. Of Respondents % Of Respondents
Strongly Agree
Agree
20
14
33%
23%
Undecided
Disagree
Strongly Disagree
6
16
4
10%
27%
7%
INTERPRETATION
From the above table we can observe that of the total 33% workers strongly
agreed the above statement that the Autonomy/Freedom can be made through
proper analyzation of the work they do.
And total 23% of the workers have given their response for agree.
Total 10% of the people not able to decide whether the above statement is
correct one or not.
And 27%, 7% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN AUTONOMY/FREEDOM
8. LIAISON:
OPINION OF RESPONDENTS ABOUT LIAISON
Particulars No. Of Respondents % Of Respondents
Strongly Agree
Agree
15
13
25%
21%
Undecided
Disagree
Strongly Disagree
10
18
4
17%
30%
7%
INTERPRETATION
From the above table we can observe that of the total 25% workers strongly
agreed the above statement that the Liaison can be made through proper
analyzation of the work they do.
And total 21% of the workers have given their response for agree.
Total 17% of the people not able to decide whether the above statement is
correct one or not.
And 30%, 7% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN LIAISON
9. SALARY:
OPINION OF RESPONDENTS ABOUT SALARY
Particulars No. Of Respondents % Of Respondents
Strongly Agree
Agree
6
20
10%
33%
Undecided
Disagree
Strongly Disagree
18
9
7
30%
15%
12%
INTERPRETATION
From the above table we can observe that of the total 10% workers strongly
agreed the above statement that the Salary 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 30% of the people not able to decide whether the above statement is
correct one or not.
And 15%, 12% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN SALARY
10. QUALITY OF WORK LIFE
OPINION OF RESPONDENTS ABOUT QUALITY OF WORK LIFE
Particulars No. Of Respondents % Of Respondents
Strongly Agree
Agree
15
8
25%
13%
Undecided
Disagree
Strongly Disagree
10
20
7
17%
33%
12%
INTERPRETATION
From the above table we can observe that of the total 25% workers strongly
agreed the above statement that the Quality of Work Life can be made through
proper analyzation of the work they do.
And total 13% of the workers have given their response for agree.
Total 17% of the people not able to decide whether the above statement is
correct one or not.
And 33%, 12% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN QUALITY OF WORK LIFE
11. EQUITY:
OPINION OF RESPONDENTS ABOUT EQUITY
Particulars No. Of Respondents % Of Respondents
Strongly Agree 13 22%
Agree
Undecided
Disagree
Strongly Disagree
8
7
20
12
13%
12%
33%
20%
INTERPRETATION
From the above table we can observe that of the total 22% workers strongly
agreed the above statement that the Equity can be made through proper analyzation
of the work they do.
And total 13% of the workers have given their response for agree.
Total 12% of the people not able to decide whether the above statement is
correct one or not.
And 33%, 20% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN EQUITY
12. INTER PERSONAL RELATIONSHIPS
OPINION OF RESPONDENTS ABOUT INTER PERSONAL RELATIONSHIPS
Particulars No. Of Respondents % Of Respondents
Strongly Agree
Agree
8
21
13%
35%
Undecided
Disagree
Strongly Disagree
10
14
7
17%
23%
12%
INTERPRETATION
From the above table we can observe that of the total 13% workers strongly
agreed the above statement that the Inter Personal Relationships can be made
through proper analyzation of the work they do.
And total 35% 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 23%, 12% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN INTER PERSONAL RELATIONSHIPS
13. TASK ORIENTED PEOPLE:
OPINION OF RESPONDENTS ABOUT TASK ORIENTED PEOPLE
Particulars No. Of Respondents % Of Respondents
Strongly Agree
Agree
Undecided
15
21
40
25%
351%
7%
Disagree
Strongly Disagree
15
5
25%
8%
INTERPRETATION
From the above table we can observe that of the total 25% workers strongly
agreed the above statement that the Task Oriented People can be made through
proper analyzation of the work they do.
And total 35% of the workers have given their response for agree which is the
highest percentage of response.
Total 7% of the people not able to decide whether the above statement is
correct one or not.
And 25%, 8% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN TASK ORIENTED PEOPLE
14. LEADER:
OPINION OF RESPONDENTS ABOUT LEADER
Particulars No. Of Respondents % Of Respondents
Strongly Agree 18 30%
Agree
Undecided
Disagree
Strongly Disagree
13
12
7
10
21%
20%
12%
17%
INTERPRETATION
From the above table we can observe that of the total 30% workers strongly
agreed the above statement that the Leader can be made through proper
analyzation of the work they do.
And total 21% of the workers have given their response for agree.
Total 20% of the people not able to decide whether the above statement is
correct one or not.
And 12%, 17% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN LEADER
15. DECISION MAKING:
OPINION OF RESPONDENTS ABOUT DECISION MAKING
Particulars No. Of Respondents % Of Respondents
Strongly Agree
Agree
25
10
41%
17%
Undecided
Disagree
Strongly Disagree
5
8
12
8%
14%
20%
INTERPRETATION
From the above table we can observe that of the total 41% workers strongly
agreed the above statement that the Decision Making can be made through proper
analyzation of the work they do.
And total 17% of the workers have given their response for agree.
Total 8% of the people not able to decide whether the above statement is
correct one or not.
And 14%, 20% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN DECISION MAKING
16. INFORMATION DISSEMINATOR:
OPINION OF RESPONDENTS ABOUT INFORMATION DISSEMINATOR
Particulars No. Of Respondents % Of Respondents
Strongly Agree
Agree
12
15
20%
25%
Undecided
Disagree
Strongly Disagree
18
10
5
30%
17%
8%
INTERPRETATION
From the above table we can observe that of the total 20% workers strongly
agreed the above statement that the Information Disseminator can be made through
proper analyzation of the work they do.
And total 25% of the workers have given their response for agree.
Total 30% of the people not able to decide whether the above statement is
correct one or not, which is the highest percentage of response.
And 17%, 8% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN INFORMATION DISSEMINATOR
17. PERFORMANCE APPRAISAL:
OPINION OF RESPONDENTS ABOUTPERFORMANCE APPRAISAL
Particulars No. Of Respondents % Of Respondents
Strongly Agree
Agree
20
16
33%
26%
Undecided
Disagree
Strongly Disagree
10
6
8
17%
10%
14%
INTERPRETATION
From the above table we can observe that of the total 33% workers strongly
agreed the above statement that the Performance Appraisal can be made through
proper analyzation of the work they do.
And total 26% of the workers have given their response for agree.
Total 17% of the people not able to decide whether the above statement is
correct one or not.
And 10%, 14% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN PERFORMACE APPRAISAL
18. SUPERVISION:
OPINION OF RESPONDENTS ABOUT SUPERVISION
Particulars No. Of Respondents % Of Respondents
Strongly Agree
Agree
5
22
8%
37%
Undecided
Disagree
Strongly Disagree
10
14
9
17%
23%
15%
INTERPRETATION
From the above table we can observe that of the total 8% workers strongly
agreed the above statement that the Supervision can be made through proper
analyzation of the work they do.
And total 37% 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 23%, 15% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN SUPERVISION
19. UNITY OF COMMAND:
OPINION OF RESPONDENTS ABOUT UNITY OF COMMAND
Particulars No. Of Respondents % Of Respondents
Strongly Agree 33 55%
Agree
Undecided
Disagree
Strongly Disagree
5
10
10
2
8%
17%
17%
3%
INTERPRETATION
From the above table we can observe that of the total 55% workers strongly
agreed the above statement that the Unity of Command can be made through proper
analyzation of the work they do.
And total 8% of the workers have given their response for agree.
Total 17% of the people not able to decide whether the above statement is
correct one or not.
And 17%, 3% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN UNITY OF COMMAND
20. COMPARISON OF OUTPUTS:
OPINION OF RESPONDENTS ABOUT COMPARISON OF OUTPUTS
Particulars No. Of Respondents % Of Respondents
Strongly Agree
Agree
20
15
33%
25%
Undecided
Disagree
Strongly Disagree
10
10
5
17%
17%
8%
INTERPRETATION
From the above table we can observe that of the total 33% workers strongly
agreed the above statement that the Comparison of Outputs can be made through
proper analyzation of the work they do.
And total 25% of the workers have given their response for agree.
Total 17% of the people not able to decide whether the above statement is
correct one or not.
And 17%, 8% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% OF RESPONDENTS IN COMPARISON OF OUTPUTS
21. MONOTONOUS
OPINION OF RESPONDENTS ABOUT MONOTONOUS
Particulars No. Of Respondents % Of Respondents
Strongly Agree
Agree
14
23
23%
38%
Undecided
Disagree
Strongly Disagree
8
10
5
14%
17%
8%
INTERPRETATION
From the above table we can observe that of the total 23% workers strongly
agreed the above statement that the Monotonous can be made through proper
analyzation of the work they do.
And total 38% of the workers have given their response for agree which is the
highest percentage of response.
Total 14% of the people not able to decide whether the above statement is
correct one or not.
And 17%, 8% of the workers feelings bending towards disagree and strongly
disagree respectively for the above statement.
% 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.