INTRODUCTION

INTRODUCTION

The term “job satisfaction” refers to an employee general attitude towards his job. Job

satisfaction is how content an individual is with his or her job. The employees can be think

that the organisation can be fulfil their requirements such as pay, pension arrangement,

working hours.

It is useful to highlight its important aspects. There are three important dimensions to

employee job satisfaction.

1. Employee job satisfaction refers to ones feeling towards ones job. It can only be inferred

but not seen

2. Employee job satisfaction is often determined by how well Outcomes meet or exceed

expectations satisfaction in one’s job Means increased commitment in the fulfilment of

formal Requirements. There is greater willingness to invest personal Energy and time in

job performance

3. The terms of employee job satisfaction and job attitudes are typically used

interchangeably. Both refer to effective orientations On the part of individuals towards

their work roles, which they are presently occupying. Positive attitude towards the job are

conceptually equivalent to employee job satisfaction and negative attitudes towards the

job indicate employee dissatisfaction.

Though the terms employee job satisfaction and attitudes are used interchangeably, there are

difference between the two. Attitudes, as was mentioned earlier, refer to predisposition to

respond. Employee job satisfaction, on the other hand, relates to performance factors.

Attitudes reflect ones feeling towards individuals, organizations and objects. But satisfaction

refers to ones attitudes to a job. Employee job satisfaction is, therefore, a specific subset of

attitudes.
Attitudes endure generally, but employee job satisfaction is dynamic, it can decline even

more quickly that it developed. Managers, therefore, cannot establish the conditions leading

to high satisfaction now and then neglect it, for employee satisfaction constantly.

SOURCES OF JOB-SATISFACTION

 BENEFITS OF EMPLOYEE JOB SATISFACTION:

A) One benefit of Employee job satisfaction survey is that they Give management an

indication general levels of satisfaction in a company. Surveys also indicate specific areas

of satisfaction or dissatisfaction (as with employee services) and particular groups of

employee. In other words, a survey tells how employees feel about their jobs, what parts

of their jobs these feeling are focused on, with department are particularly affected, and

whose feelings are involved ( for example, supervision, employee or staff specialists).

The survey is powerful diagnostic instrument for assessing employee problems.

B) . Improved communication is another benefits of the surveys. Communication flows in all

directions as people plan the survey, talk and discuss its result. Particularly beneficial to

the company is, the upward communication when employees are encouraged to comment

about what they really have in their minds. 

1. An unexpected benefit from an employee job satisfaction survey is improved attitudes.

For some employees, the survey is a safety valve, an emotional release, and a chance to

get things off their chest. For others, the survey is a tangible expression of management’s

interest in employee welfare, which gives employees a reason to feel better    towards

management.

2. The employee job satisfaction survey can help discover the causes of indirect productivity

problems, such as absenteeism, turnover and poor quality of work. If an organization is

disturbed by a high rate of absenteeism or turnover, it might opportunities, unchallenging

jobs, unjust treatment and the like. Without proper survey, there could be random
 guessing on the part of management employee job satisfaction survey help management

both to get a better handle on why employees are lagging and to plan better handle

solutions to problems.

3. Another benefit of satisfaction survey is that help management assess training needs.

Usually, employees are given on opportunity how they feel this supervisor performs

certain parts of the jobs, such as delegating work and giving adequate job instruction.

Since employees experience these supervisory acts, their perception may provide useful

data about the training of their supervisors

4. One of the best uses of employee job satisfaction survey is in the evaluation of the impact

of organizational changes on employees attitudes. For example, the management wants to

whether the job redesign program recently implemented in the organization has resulted

in increased satisfaction to the employees. By comparing pre-change data and post-

change data, it is easy to determine what impact the redesigned work has on employee

attitudes.

BUT THE BENEFIT DISCUSSED ABOVE WOULD BE REALIZED SUBJECT TO

CERTAIN PREREQUISITES. FOLLOWING ARE THE CONDITIONS: 

 Top management actively supports the survey

 Employees are fully involved in planning the survey.

 A clear objective exists for conducting the survey.

 The study is designed and administered consistent with standards of sound research.

 Management is capable and willing to take follow up action.

 Both the results and action plans are communicated to employees.

 
 WAYS OF MEASURING EMPLOYEE JOB SATISFACTION: 

There are a number of ways of measuring Employee Job Satisfaction. This is not surprising

since hundreds of studies have been conducted over the past three and half decades,

employing varied techniques. The most common ways of measurement include rating scales,

critical incidents, interviews, and action tendencies.

Measurement of employee job satisfaction has come to acquire the same fate as the

measurement of intelligence. We can measure employee job satisfaction by questionnaire.

Perhaps the earliest of all the known scales of measuring employee job satisfaction is that by

Hop pock (19335). 

 TWO FACES OF EMPLOYEE JOB SATISFACTION: 

Employee job satisfaction has both functional and dysfunctional consequence. The positive

consequences of employee job satisfaction have already been stated above. An often-

overlooked dimension of employee job satisfaction is its relationship to employee health.

Employee who are dissatisfied with their jobs are prone to managers, this means that even if

satisfaction did not lead to less voluntary turnover and absence, the goal of a satisfied

workforce might be justifiable because it would reduce medical or costs and the premature

loss of valued employees by way of heart Disease or strokes. 

The effect of employee job satisfaction goes beyond organizational setting. When employees

are happy with their jobs, their lives away from jobs will be better off. In contrast, the

dissatisfied employee carries that attitude home. Some benefits of employee job satisfaction

accrue to every citizen. These people will hold a more positive attitude towards life in general

and make for a society of more psychologically health people. The employee job satisfaction

helps management in terms of reduced turnover, reduced absences, reduced job stress and

reduced medical and life insurance costs. Additionally, there benefits for society in general.

Satisfied employees are happy and better citizens.  

However, employee job satisfaction has been overemphasized. Its benefits to the

management are contingent upon fulfilment of several other variables. Take turnover for

instance. Employee job satisfaction may not directly lead to reduced turnover, other facto like

age, financial position, number of dependents and like will have their own say.  

It seems that only academician and researchers are interested in employee job satisfaction.

For them employee job satisfaction is a good topic for survey. For them employee job

satisfaction is important and they expect that it is important for others too. For many people,

job is only a source for earning, nothing more, and nothing less. A dissatisfied employee has

any number of off the job activities to find satisfaction. Non job oriented people tend not to

be emotionally involved with their work this relative indifference allows them to accept

frustrating condition at work more willingly. Unfortunately, the number of non job oriented

people is more than those who take job as everything in life. 

DETERMINANTS OF EMPLOYEE JOB SATISFACTION: 

Employee job satisfaction is critical concept to measure the employees organizational

behavior. There are a number of factors influencing the employee’s job satisfaction. Refers to

a set of some commonly experienced stable characteristics of organizations, which constitutes

the uniqueness of that organization and differentiates it from others. We face some

difficulties in identifying this set of characteristic we do not yet know the various dimensions

or factors of Employee job satisfaction on which we should look fir these characteristic.

Some of these common dimensions are described below.

MENTALLY CHALLENGING WORK: 

Employee tent to prefer jobs that give them opportunities to use skills and abilities and offer a

variety of tasks, freedom and feedback on how well they are doing are some of the most

important ingredients of a satisfying job. 

WORKING CONDITIONS: 

Employees are concerned with their work environment for personal comfort and for doing a

good job. Temperature, light, noise and other environmental factors should not be extremes. 

COMPANY POLICIES: 

If the company has policies that can help the employee on the job and of the job then the

employee does his duty effectively. It provides the employee to improve the attitude of

dedication and co-operation. 

JOB SECURITY: 

For employee the man aspects of his job are security. If the employee feels that in company

here he is working then he will be satisfied and performs his duties with commitment.     

COMMUNICATION:

Communication includes both the transference and understanding of meaning. Good

communication is essential to any group or organization effectiveness. Poor communication

is probably the most frequently sited source of interpersonal conflict. An idea, no matter how

great, is useless until it is transmitted and understood by others. Perfect communication,

would exist when a thought or an idea was transmitted so that the mental picture perceived by

the receiver was exactly the same as that envisioned by the sender. 
COMPENSATION AND REWARDS: 

An employee reward system consists of an originations integrated policies, processes and

practices for rewarding its employee in accordance with their contribution, skill and

competence and their market work. It is developed with in the frame work of organizations

reward philosophy , strategies and policies and contains arrangement in from of processes,

structures and procedures which will provide and maintain appropriate types and levels of

pay, benefits and other forms rewards. 

SAFETY AND HEALTH:  

Safety, in simple terms, means freedom from the occurrence or risk of injury or loss.

Industrial safety or employee safety refers to the protection of workers from the danger of the

industrial accidents. An accident free plant enjoys certain benefits. Major ones are substantial

savings in cost, increase productivity, moral and legal grounds. The well being of the

employee in an industrial establishment is affected by accidents any by ill health physical as

well as mental. The need healthy the workers and health services are to be provided by the

management to ensure the continuing good health of their employees. 

REWARDS AND RECOGNITION: 

An employee reward system consists of an origination’s integrated policies, processes and

practices for rewarding its employees and practices for rewarding its employees in

accordance with their contribution, skill and competence and their market work. It is

developed with in the framework of organizations reward philosophy, strategies and contains

arrangement in from of processes appropriate types and levels of pay, benefits and other

forms rewards. 
CAREER DEVELOPMENT:

A career can define as a sequence but related work activities that provides continuity, and

meaning in a person’s life. Careers are both individually, perceived and society constrained;

not only do people make careers out of their particular experience, but career opportunities in

society also influence and make people. 

PERFORMANCE APPRAISAL: 

Performance Appraisal is deemed by many to be an essential part of the executive job. A

systematic and periodic appraisal process is deemed superior to a casual, intuitive, and at the

absence of such preplanning. Systematic performance appraisal is that which provides

information of great assistance in making and enforcing decisions such subject as

promotions, pay increases, layoffs and transfers. It provides such information in advance of

time when it may be needed, they by avoiding spot judgment when a decision must be made. 

TRAINING & DEVELOPMENT:   

Training is the formal and systematic modification of behavior through learning, which

occurs as a result of education, instruction, and development and planned experience. The

fundamental aim of guiding is to help the organization achieve its purpose by adding value to

its key resource- the people it employee. Training means investing its people to enable them

to perform better and to empower them to make the best use of their natural abilities.

Individuals with guidance, encouragement and health from their managers as required carry

out personal development are planning. A personal development plan sets out the action.

People to take to learn and develop themselves.

EMPOWERMENT:

Empowerment is the process of giving employees more power to exercise control over, and

take responsibility for their work. It provides greater space for individual to use their abilities

by enabling and encouraging them to take decisions close to the point of impact. 

Empowerment is about engaging both the hearts and minds of people so that they can take the

opportunities available to them for greater responsibility.

Jobs are so structured that individuals can plan, execute and evaluate a complete operation in

the total process personally. Empowerment can speed up decisions making process and

accelerate the response time to meet the changing needs of the customer, release creativity of

employee, provide for greater job satisfaction, motivation and commitment, give people more

responsibility. 

 MERITS- EMPLOYEE JOB SATISACTION:

 Sets people management priorities for CEO

 Detects potential problem areas early

 Evaluates success of policies and practices

 Makes employees feel involved and cared about

DEMERITS- EMPLOYEE JOB SATISFACATION:

 Managers could get lost in data

 Inaction could destroy credibility

 Periodic change could paralyze company

 Employee may not revel innermost feelings

 Too general in scope to affect individuals.

INDUSTRY PROFILE
 INDUSTRY PROFILE

INDUSTRY PROFILE OF CEMENT INDUSTRY IN INDIA:

CEMENT MEANS:-

Cement is a mixture of limestone, clay, silica and gypsum. It is a fine powder which when

mixed with water sets to a hard mass as a result of hydration of the constituent compounds. It

is the most commonly used construction material.

India, being the second largest cement producer in the world after China with a total capacity

of 151.2 Million Tons (MT), has got a huge cement industry. With the government of India

giving boost to various infrastructure projects, housing facilities and road networks, the

cement industry in India is currently growing at an enviable pace. More growth in the Indian

cement industry is expected in the coming years. It is also predicted that the cement

production in India would rise to 236.16 MT in FY11. It's also expected to rise to 262.61 MT

in FY12.

The cement industry in India is dominated by around 20 companies, which account for

almost 70% of the total cement production in India. In the present year, the Indian cement

companies have produced 11 MT cement during April-September 2009. It took the total

cement production in FY09 to 231 MT.

INDUSTRY BACKGROUND

The history of the cement industry in India dates back to the 1889 when a Kolkata-based

company started manufacturing cement from Argillaceous. But the industry started getting

the organized shape in the early 1900s. In 1914, India Cement Company Ltd was established

in Porbandar with a capacity of 10,000 tons and production of 1000 installed. The World War

I gave the firstinitial thrust to the cement industry in India and the industry started growing at

a fast rate in terms of production, manufacturing units, and installed capacity.

This stage was referred to as the Nascent Stage of Indian Cement Industry. In 1927, Concrete

Association of India was set up to create public awareness on the utility of cement as well as

to propagate cement consumption.

The cement industry in India saw the price and distribution control system in the year 1956,

established to ensure fair price model for consumers as well as manufacturers. Later in 1977,

government authorized new manufacturing units (as well as existing units going for capacity

enhancement) to put a higher price tag for their products. A couple of years later; government

introduced a three-tier pricing system with different pricing on cement produced in high,

medium and low cost plants.

Cement industry, in any country, plays a major role in the growth of the nation. Cement

industry in India was under full control and supervision of the government. However, it got

relief at a large extent after the economic reform. But government interference, especially in

the pricing, is still evident in India. In spite of being the second largest cement producer in

the world, India falls in the list of lowest per capita consumption of cement with 125 kg. The

reason behind this is the poor rural people who mostly live in mud huts and cannot afford to

have the commodity.

Despite the fact, the demand and supply of cement in India has grown up. In a fast

developing economy like India, there is always large possibility of expansion of cement

industry.

GLOBAL SCENARIO:

Cement is a key infrastructure company. It has been decontrolled from price and distribution

on 1st march, 1989 and deli censed on 25th July, 1991. However, the performance of industry

and prices of cement are monitored regularly. The constraints faced by the industry are

reviewed in the Infrastructure Coordination Committee meetings held in the Cabinet

Secretariat under the chairmanship of Secretary (Coordination). Its performance is also

reviewed by the Cabinet Committee on Infrastructure.

GLOBAL BIGWIGS IN CEMENT

 La farge, France

 Holcim, Switcherland

 Vicat, France

 Cemex, Mexico

 Italcementi, Italy

 Heidelberg Cement, Germany

CAPACITY AND PRODUCTION:

The cement industry comprises of 125 large cement plants with an installed capacity of

148.28 million tones and more than 300 mini cement plants with an estimated capacity of

11.10 million per annum. For the development of the cement industry ‘Working group of

cement Industry’ was constituted by the Planning Commission for the formulation of X Five

Year Plan.

The Working group has projected a growth rate of 10% for the cement industry during the

plan period and has projected creation of additional capacity of 40-62 million tones mainly

through expansion of existing plants.

TECHNOLOGICAL CHANGE:

Cement industry has made a tremendous change strides in technological up gradation and

assimilation of latest technology. At present ninety three per cent of the total capacity in the

industry is based on modern and environment-friendly dry process technology and only seven

per cent of the capacity is based on old wet and semi-dry process technology. There is

tremendous scope for waste heat recovery in cement plants and thereby reduction in emission

level. One project for co-generation of power utilizing waste heat in an Indian cement plant is
being implemented with japans assistance under Green Aid Plan. The induction of advanced

technology has helped the industry immensely to conserve energy and fuel and to save

materials substantially.

INDIAN SCENARIO

SECTOR STRUCTURE/MARKET SIZE:

India is the world's second largest producer of cement with total capacity of 219 million tones

(MT) at the end of FY 2009, according to the Cement Manufacturer’s Association.

According to the Cement Manufacturer’s Association, cement dispatches during 2009-10

were 159.43 million tones (MT) increasing by 12 per cent over 142.23 in 2008-09. Cement

production during 2009-10 was 160.31 MT an increase of 12.37 per cent over 142.65 MT in

2008-09.

Moreover, the government’s continued thrust on infrastructure will help the key building

material to maintain an annual growth of 9-10 per cent in 2010, according to India’s largest

cement company, ACC.

In January 2010, rating agency Fitch predicted that the country will add about 50 million tone

cement capacity in 2010, taking the total to around 300 million tone.

NEW INVESTMENTS:

Cement and gypsum products have received cumulative foreign direct investment (FDI) of

US$ 1.71 billion between April 2000 and February 2010, according to the Department of

Industrial Policy and Promotion

 In January 2010, Swiss cement company Holcim announced plans to invest US$ 1 billion

for setting up 2-3 green field manufacturing plants in India in the next five years. The

expansion will take the company’s total cement-making capacity to 60 mtpa (million

tones per annum) from 50 mtpa currently.

 Jaiprakash Associates Ltd will invest US$ 984.1 million to take its cement manufacturing

capacity from 20 mtpa to 33 mtpa by 2012.

 Madras Cements Ltd is planning to invest US$ 178.4 million to increase the

manufacturing capacity of its Ariyalur plant in Tamil Nadu to 4.5 MT from 2 MT by

April 2011.

 Monnet Ispat& Energy (MIEL) will set up cement plants in Chhattisgarh and Gujarat

with an investment of about US$ 527.9 million. Work on the two plants will begin in the

October-December quarter under a new division of the company to be christened Monnet

Cement.

 Ambuja Cements, the country’s third-largest cement maker, plans to spend around US$

756.3 million to expand its capacity to 24 mtpa from the current 19 mtpa by year-end to

meet strong demand from the infrastructure sector.

MERGERS AND ACQUISITIONS (M&AS):

 Dalmia Cement has increased its stake in OCL India to 45.4 per cent from 21.7 per cent at

an investment of US$ 38.24 million as part of its plan to expand its footprint in eastern

India.

 In April 2010, French cement maker Vicat bought 51 per cent in Bharathi Cement.

 Ultratech Cement, the country’s second-largest cement maker and a part of Aditya Birla

group is acquiring Dubai-based ETA Star Cement for an enterprise value of US$ 382.1

million.
GOVERNMENT INITIATIVES:

Government initiatives in the infrastructure sector, coupled with the housing sector boom and

urban development, continue being the main drivers of growth for the Indian cement

industry.

 Increased infrastructure spending has been a key focus area. In the Union Budget 2010-

11, US$ 37.4 billion has been provided for infrastructure development.

VARIETIES OF CEMENT IN INDIA:

There are some varieties in cement that always find good demand in the market. To know

their characteristics and in which area they are most required, it will be better to take a look at

some of the details given below.

1. PORTLAND BLAST FURNACE SLAG CEMENT (PBFSC):

The rate of hydration heat is found lower in this cement type in comparison to PPC. It is most

useful in massive construction projects, for example - dams.

2. SULPHATE RESISTING PORTLAND CEMENT:

This cement is beneficial in the areas where concrete has an exposure to seacoast or sea water

or soil or ground water. Under any such instances, the concrete is vulnerable to sulphates

attack in large amounts and can cause damage to the structure. Hence, by using this cement

one can reduce the impact of damage to the structure. This cement has high demand in India.

3. RAPID HARDENING PORTLAND CEMENT:

The texture of this cement type is quite similar to that of OPC. But, it is bit more fine than

OPC and possesses immense compressible strength, which makes casting work easy.
4. ORDINARY PORTLAND CEMENT (OPC):

Also referred to as grey cement or OPC, it is of much use in ordinary concrete construction.

In the production of this type of cement in India, Iron (Fe2O3), Magnesium (MgO), Silica

(SiO2), Alumina (AL2O3), and Sulphur trioxide (SO3) components are used.

5. PORTLAND POZOLONA CEMENT (PPC):

As it prevents cracks, it is useful in the casting work of huge volumes of concrete. The rate of

hydration heat is lower in this cement type. Fly ash, coal waste or burnt clay is used in the

production of this category of cement. It can be availed at low cost in comparison to OPC.

6. OIL WELL CEMENT:

Made of iron, coke, limestone and iron scrap, Oil Well Cement is used in constructing or

fixing oil wells. This is applied on both the off-shore and on-shore of the wells.

7. CLINKER CEMENT:

Produced at the temperature of about 1400 to1450 degree Celsius, clinker cement is needed

in the construction work of complexes, houses and bridges. The ingredients for this cement

comprise iron, quartz, clay, limestone and bauxite.

8. WHITE CEMENT:

It is a kind of Ordinary Portland Cement. The ingredients of this cement are inclusive of

clinker, fuel oil and iron oxide. The content of iron oxide is maintained below 0.4% to secure

whiteness. White cement is largely used to increase the aesthetic value of a construction. It is

preferred for tiles and flooring works. This cement costs more than grey cement.

Apart from these, some of the other types of cement that are available in India can be

classified as:

 Low heat cement

 High early strength cement
 Hydrophobic cement
COMPANY PROFILE
 COMPANY PROFILE

BHARATHI CEMENT CORPORATION LIMITED:

Founded by the promoters of Sakshi Telugu daily and Sakshi TV, Bharathi Cement

Corporation Limited produces superior quality cement which help you to sets new standards

in construction. Driving this venture is a dynamic team led by Sri Y.S. Jagan Mohan Reddy

and senior professionals with vast experience in power, cement and infrastructure.

The company was formerly known as Raghuram Cements ltd and changed its name to

Bharathi Cement Corporation PvtLimted(BCCPL) commenced its commercial operations

from its Nallalingayapalli manufacturing plant, located in Kadapa district of Andhra

Pradesh, .The . The company had set up the cement plant in September 2009.

Nallalingyapalli-Kamalapuram belt in Kadapa district of Andhra Pradesh has rich limestone

quarries. The company has also tied up with RTTP for Fly Ash and Slag will be procured

from Jindal Steel, Tornagal, Karnataka.

Bharathi Cement Corporation Pvt Ltd., headquartered in Hyderabad, has set up a cement

plant using state of art technology from FLSmidth& LOESCHE at Nallalingayapalli

(Village), Kamalapuram (Mandal), Kadapa (Dist), Andhra Pradesh. Bharathi Cement will be

supplying cement to six states in Southern India - Andhra Pradesh, Tamil Nadu, Karnataka,

Kerala, Maharashtra and Goa.

“The first phase to supply 2.5 million tone (mt) is ready for production and the Phase-II of

2.5 mt will be ready in the last quarter of 2010,” the company said in a press release.

“Bharathi Cement will initially focus on Andhra Pradesh, Tamil Nadu, Karnataka, Goa,

Kerala and parts of Maharashtra. It will gradually increase its pan-India presence through

organic and inorganic growth,” the company added, saying 50 per cent of the company's

cement will be dispatched by road and the rest by rail.

The Bharathi Cement plant has the most advanced German Technology equipment has a

capacity of producing 360 tons per hour to produce a range of high quality cements such as

OPC, PPC, PSC’BCC,. With claims of being the largest in the world with a 360 tone per hour

grinding capacity, is also planning to set up a thermal-based captive power plant at the plant

location, besides entering the ready-mix concrete segment.

Vicat S.A. is France's third-largest producer of cement, concrete and granulates, and also

holds a strong share in these markets in the United States, through its National Cement

Company subsidiaries in Alabama and California. Vicat produces more than 17 million tons

of cement In a bid to increase its presence in the Indian market, French cement major Vicat is

set to acquire a 51-per cent stake in Bharathi Cement Company Ltd, promoted by Y S Jagan

Mohan Reddy, MP, from Kadapa and son of late Y S Rajasekhara Reddy, former Chief

Minister of Andhra Pradesh..

Bharathi Cement is committed to take this business to a market leading position and already

has a strong network of 600 dealers and 1,000 sub-dealers,”

BHARATHI CEMENT CORPORATION LIMITED

Cement Industry South India

Incorporation year 2006

Registered office Hyderabad

Telephone 08563-200400

Chairman & Managing director Sri. Y.S. Jaganmohan Reddy Garu.

Director Sri J.J. Reddy Garu

Web www.bharathicement.com
CEMENT PLANT

VISION & MISSION:

To partner our customers in building the best, by delivering superior quality

cement that’s produced with best in class technology. To grow by building
lasting relationships with business associates and contribute to the well-being of
society.

ORGANIZATIONAL STRUCTURE:

Using the basic object types – constructs of relationships is built to mirror the
business edifices and processes. By assigning object characteristics, validations,
requirements etc, we can capture complex organizational realities with relative
ease.
PROCESS FLOW:
• Before creating all of the other necessary objects and relationships, the user
must first create a root organizational unit. Once one organizational unit has
been created, it is recommended to create the appropriate organizational units
below it.
• Jobs may be created after an organizational unit exist.
INPUTS:

 Organization chart

 Root org unit

 Additional Org units

 Jobs if Required

 Positions

 Details to where the positions need to be mapped.

 Position Details like Position Type, Position Sub Type, Department, and Sub

department.

Every organization has its organizational structure. According to this every employee has

some specific work. The work also depends upon their levels. As per their levels in different

departments they will have to do their work.

CEMENT PRODUCT PROFILE:

Bharathi Cement manufactures and distributes its own main product lines of cement. We aim

to optimize production across all of our markets, providing a complete solution for customer's

needs at the lowest possible cost, an approach we call strategic integration of activities.

Cement is made from a mixture of 80 percent limestone and 20 percent clay. These are

crushed and ground to provide the "raw meal”, a pale, flour-like powder. Heated to around

1450° C (2642° F) in rotating kilns, the “meal” undergoes complex chemical changes and is

transformed into clinker. Fine-grinding the clinker together with a small quantity of gypsum

produces cement. Adding other constituents at this stage produces cements for specialized

uses. Bharathi Cements range of cement.

INFRASTRUCTURAL SET-UP:

 INFRASTRUCTURE:

Development which encompasses laying of CC roads in the adopted villages, school

infrastructure improvement programs, construction of community hall, improvement of

places of worship etc.,

 EDUCATION:

program covers augmenting furniture resources, inculcate a culture of sports and thus

extended support of aiding the Government School by providing sports accessories etc.,

 HEALTHCARE:

services include construction of community toilets, providing drinking water, medical

services and several other medical aids & services

 SECURITY:

Bharathi cement has introduced accidental insurance scheme for masons. Each mason is

covered for an amount of Rs.1,00,000 for one year under this scheme. The premium is paid

by Bharathi Cement Corporation Limited. This is a great moral booster for masons and their

families.

AWARDS AND ACHIEVEMENTS:

 Excellency award

 Bharat vikasratan award

 International gold star award

 Glamme award

 Excellence in high tech cement technology - certificate

 International gold star certificate

BUSINESS LEVEL FUNCTIONS:

BUSINESS LEVEL FUNCTIONS OF BHARATHI CEMENT:

 HR FUNCTION

 MARKETING FUNCTION

 FINANCE FUNCTION

 PROCESS & QUALITY FUNCTION

OBJECTIVES
OF THE
STUDY
 OBJECTIVES OF THE STUDY

 To measure the employee job satisfaction level in Organisation.

 To study the employees perception towards Organisation.

 To study the attitude of the employees towards their work.

 To identify the factors that motivates the employees.

 To give suggestion for the growth and perspective of the company.

 RESEARCH
METODOLOGY
RESEARCH METHODS:

 PRIMARY DATA:

The primary data has been collected through the Questionnaire. The Questionnaire
has been properly prepared in order to cover all the Information required for the study. The
primary data has been obtained by interaction with the officials and staff in the division in the
organization and also obtained through the Questionnaire distributed to the persons in
different departments in that particular division

 SECONDARY DATA:

The secondary data has been collected through by the Manuals and also from old records
available in the organization. Some other data also collected from the websites earlier
researches and published books

RESEARCH DESIGN:

Research methodology, which is followed by researcher, is Descriptive study.

SAMPLING PROCEDURE:

Here the researcher follows the simple random sampling for conducting survey and in detail
sampling procedure is convenience sampling. This procedure is adopted based on the
convenience of the researcher time and money constraints.

POPULATION:

Population includes all the employees working in Bharathi cement corporation private
limited. Total population is 120.

SAMPLE SIZE:-

The researcher has allowed doing the project in particular division in the organization. The
study is limited to only that particular division.

 TOTAL SIZE: 120

 SAMPLE SIZE: 50

Keeping in view of the above objectives of the study, an objective type Questionnaire is
prepared and distributed to 50 persons for the sample and collected opinions.

RESEARCH INSTRUMENT:

The research instrument that is used in this study is structured questionnaire. A questionnaire
consists of a set of questions presented to the respondents for their answers. The researcher
has used questionnaire as the instrument of research, to collect the information. A
questionnaire consists of open ended, closed ended and likert 5 scale model questions to the
respondents.

SAMPLING UNIT:

Respondents have been selected from different wings of the Bharathi cement corporation
private limited.

PERCENTAGE ANALYSIS:

In the research various percentage are identified the analysis and they are presented
pictorially by way of bar diagrams and pie charts.
CONCLUSION
 CONCLUSION

and Implications for further research The literature review indicates there are many factors

which help in achieving job satisfaction The factors may be the type of work assigned to

them; work environment, work design etc. Salary is certainly an important factor but it

always doesn’t play such a big role as it looks. Non-monetary benefits play a bigger role at

large. Therefore, organizations have to have a intellect think on their HRM system on a

regular basis so that it helps in improving the system, work environment, decreasing the job

stress and finally leading to job satisfaction and more job involvement. Future studies can

focus on factors such as mentoring, coaching and personal development plans influencing job

satisfaction. The next generation employees, the Z generation is a completely different breed.

Researches focused on understanding what influences the job satisfaction of these employees

will be quite relevant for the organizations.

RECOMMENDATIONS
 RECOMMENDATIONS

MOTIVATE YOUR TROOPS

When it comes to mobilizing your troops, your success is mainly based on your ability to

work with emotions. This means that you need to create an environment that is adapted to the

development of positive emotions. Fostering professional and especially personal growth

plays a major role in creating favorable sentiments towards your organisation for your

employees. People who are encouraged to grow and develop are more likely to produce more

efforts, push beyond their boundaries and deliver value in any task they undertake.

For example, you could implement a recognition program that goes in that sense to boost

people’s motivation. A program recognising efforts and based on merit will provide the

incentive necessary to encourage self-improvement.

ENCOURAGE COMMUNICATION

Communication is a key element of employee job satisfaction. An open communication is

founded on collaboration and a work environment that is stimulating to encourage exchanges

between employees. There is a whole bunch of tools that can facilitate communication: from

project management software, to instant messenger app or live chats, to internal newsletters.

Before you do anything, you should figure out what type of tool your employees will be more

responsive to. That tool should also align with your work culture and fit within your current

processes. With careful analysis, you will be able to implement a system that is well suited to

your organisation.

INVOLVE YOUR PEOPLE

Your employees not only need to feel at ease within their workplace, but also useful. Your

organisation is a project on its own which should be exploited to its full potential.
Have a company blog? Invite your employees to write articles. Have a project that requires a

lot of resources? Ask them how they think they could contribute and provide them with an

opportunity to do so.There are thousands of ways to involve your employees, which in turn,

gives them the opportunity to develop new competencies.

CARE ABOUT THEIR WELLBEING

Wellbeing is often synonymous of a healthy mind. Psychology is therefore an important

element to understand for effective human resource management. Simple proofs of

recognition, such as a smile in the morning, a compliment, or just providing an attentive ear,

are mindful touches which can have a great impact. However, we should not neglect the

physical and financial aspects attached to employee wellbeing. Financial security brings the

peace of mind needed to focus our minds on other things than paying the bills when we’re at

work. Providing guarantees of medical care or retirement support are examples of actions that

will help preserve the mental health of your workers as well as their families.

PROVIDE TRAINING OPPORTUNITIES

Personal accomplishment is at the top of Maslow’s pyramidal hierarchy of needs. That’s why

it’s not surprising many of us develop a thirst for continuous learning and development.

When you offer training opportunities, you give your employees the chance to deepen their

knowledge and get specialised in a field they enjoy. As a matter of fact, training program are

a win-win solution for employees and employers alike.

And don’t worry, bettering their skills will not increase their likeliness to fly away. It’s

actually an investment (and not an expense) your make for your employees which encourages

them to stick around. Who wouldn’t want to know that they are worth investing in them?

Whether employees seek internal or external training, you should allocate them some time to

spend specifically on their self-development.

PROVIDE FEEDBACK

Feedback can be seen as a form of recognition when it is constructive and well presented.

Satisfaction goes through a two-sided dialogue, giving you the opportunity to learn about the

challenges your employee is confronted to, as well as the aspects they enjoyed the most about

their job. Good feedback can be defined by three criteria: its promptness, its frequency, and

its precision. It’s important to provide feedback quickly, as regularly and as often as

necessary, and with enough details in order to be effective.

Also, don’t forget to organise a follow-up. This way you will be able to provide the necessary

support to help them improve and demonstrate the importance you attach to their own success

within the organisation.

RECOGNISE COLLECTIVE & INDIVIDUAL PERFORMANCE

Did your organisation just win a prestigious award? Have you been mentioned as an

employer of choice or just acquired a major new account? Any of these are good reasons to

highlight your employees as a team as well as recognise their individual efforts. How should

you announce the good news?

HERE ARE SOME IDEAS:

 Organise a celebration or go out for lunch

 Plan a post-work drink with all the members of your organisation

 Write a personalised thank-you note

For example, if you’d like to congratulate someone in particular to make them standout, there

are many ways in which you could communicate your appreciation and recognition. But in

the end, what actually matters is not how much you spend but how much you care. And that

shows through the small details.

REFERENCES
 REFERENCES

 Armstrong, M. (2006). A Handbook of Human resource Management Practice, Tenth

Edition, Kogan Page Publishing, London,, p. 264

 Christen, M., Iyer, G. and Soberman, D. (2006). Job Satisfaction, Job Performance, and

Effort: A Reexamination Using Agency Theory, Journal of Marketing, January, Vol. 70,

pp. 137-150

 Herzberg, H. F. (1976). Motivation-Hygiene Profiles, p. 20

 Mullins, J.L. (2005). Management and organizational behaviour, Seventh Edition,

Pearson Education Limited, Essex, p. 700

 Lawson K. Savery, (1989), Job Satisfaction and Nurses. Journal of Managerial

Psychology, 4 (5) , 11 – 16