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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.
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.
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.