Job Satisfaction Penna

Job Satisfaction
Penna Cement Industries Limited
1.1 JOB SATISFACTION

Introduction of the topic
job satisfaction is a set of favorable of unfavorable feelings and emotions
with which employees view their work job satisfaction is an effective attitude a feeling
or relative or dislike like towards something. The term job satisfaction not only covers the
satisfaction derived from the job by work but their surroundings, supervisors and
managers, his way of approaching and handling workers, nature of communication, work
place, work facilities etc,. if one company want to sustained permanently in the market
that concerns should work with satisfied employees not only increase the companies
corporate status in the society but also increase the social values.
Job satisfaction covers the satisfaction derived from being engaged in
work or in any work in anyh pursuit of a high order; it is essentially related to human
needs and their fulfillment through work. It is generated by the individual perception of
how well his job satisfies his various needs.
MEANING OF JOB SATISFACTION

Job satisfaction refers to a persons feeling of satisfaction on the job, which
acts as a motivation to work it is not to self-satisfaction, happiness are self-containment
but the satisfaction on the job.
The term relates to the total relationship between the individual and
employer for which he is paid. Satisfaction thus mean the simple feeling- state
accompanying the attainment of any goal, the end-state is feeling accompanying the
attainment by an attainment by impulse of the objectives. Job dissatisfaction thus means
absence of motivation at work. Research workers differently described the factors
contribution to job satisfaction and job dissatisfaction.hoppock describes job satisfaction
as, any combination of psychological, psychological and environment circumstances
that cause the person truthfully to say I am satisfied with my job.
Regd no:08701E0023, AITS, Rajampet.
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Job satisfaction is defined as the pleasurable emotional state resulting

from the appraisal of once job as achieving of ones job values. In contrast job
dissatisfaction is defined as the unpleasurable emotional state resulting from the
appraisal of ones jog as frustrating or blocking the attainment of ones job values or as
entailing disvalues. However both satisfaction and dissatisfaction were seen as, function
of the perceived relationship between what on perceives it as offer4ing or entailing.
DEFINATIONS:
Job satisfaction as an attitude that results from balancing and summation of many
specific likes and dislikes experienced in connection with the job.
Bullock(1955)
Job satisfaction as the employees judgment of how well his hob on the whole is
satisfying his various needs.
Smith (1955)
Job satisfaction as the pleasurable or positive emotional state resulting from the
appraisal of ones job or job experiences.
Lock(1969)
The above definitions seem to indicate that job satisfaction is essentially an effective
attitude resulting from the intrinsic aspect of the job.
Gradually, it was realized the like any- other attitude, job satisfaction represents a
complex assembling of conditions, emotions and behavioral tendencies.
Job satisfaction focuses on employees attitude towards their job and the discussion of
organization.
Commitment are of major interest to the field of organizational behavior
and the practice of human resource management, job satisfaction is a result of
employees perception of how well their job provides those things that are viewed as
important.
There are three important dimensions to job satisfaction. First, job
satisfaction is an emotional response to a job situation. As such, it cannot be seen it
can only be inferred. Second, job satisfaction represents several related attitudes.
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Smith and hulin have suggested that there are five job dimensions that
represent the most important characteristics of a job about which people have
effective responses. These are:
1. the work itself- the extent to which the job provides the individual with interesting
tasks, opportunities for learning, and the chance to accept responsibility.
2. Pay- the amount of financial remuneration that is received and their degree to
which this is viewed as equitable vis-avis that of others in the organization.
3. Promotion opportunities- the chances for advancement in the orgqnization.
4. Supervision- the abilities of the supervisor to provide technical assistance and
behavioral SUPPORT.
5. Coworkers- the degree to which fellow workers are technically proficient and
socially supportive.
Level of job satisfaction:

The level of job satisfaction across groups is not constant, but is related to
a number of variables. The key variables revolve around age, occupational level and
organizational size; the important aspects of job satisfaction for many people are the
amounts of personal closeness, friendship and small group team work.
The simple path of satisfaction leads to performance accurate statement
is that high performance contributes to high job satisfaction. Better performances in turn
leads to higher economic, sociological, and psychological rewards. If these rewards are
seen as fair and equitable, then improved satisfaction develops because employees feel
that they are receiving rewards in proportion to their performance.
Stability of job satisfaction:

Attitudes are generally acquired over a long period of time. Similarly, job
or dissatisfaction emerges as am employees gains more and more information about the
work place. Nevertheless, job is dynamics, for it can decline even more quickly than it
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develops. Managers cannot establish the condition leading to high satisfaction now and
later neglect it. For employee, needs may fluctuate suddenly. Managers need too pay
attention to employee attitudes week after week, month year.
DETERMINANTS OF JOB SATISFACTION:

According to Abraham. A. korman there are two types of variables, which
determine the job satisfaction of an individual.
Organization variables:
Occupational level: the higher the level of the job greater the satisfaction
of the individual, this is because higher level jobs carry greater prestige and self control.
This relationship between occupation level and jobs satisfaction stem from social
reference group theory is that our society values some jobs more than others. People in
higher level jobs find most of their needs satisfied than when they are in lower level ones.
Job content: greater the variation in job content and the less repetitiveness
with which the task must be performed, the greater the satisfaction of the individuals
involved.
Considerate leadership: people like too be treated with consideration. Hence
consideration leadership results in higher job satisfaction than in considerate leadership.
Interaction in the work group: interaction in more satisfying when
1. It results in the cognition that other person attitudes are similar to ones own
since this permit the ready calculably of the others behavior and constitute a
validation of ones self.
2. It results in being accepted by others.
3. It facilities the achievements of goals.
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Personal variables:
Age: holding factors like occupational level constant that these is
generally a positive relationship between the age and job satisfaction upon the per
retirement years and then there is a sharp decrease in satisfaction an individual aspires
between and more prestigious jobs in later years of his life. Findings his channels for
advancement blocked his satisfaction decline.
Educational level: with occupational level held constant there is a
negative relationship between the education level and job satisfaction. The higher the
education the higher the reference group which the individual looks to for guidance to
evaluate his job rewards.
EFFECTS OF JOB SATISFACTION:

Job satisfaction has a variety of effects. These effects may be seen in the context
of and individuals physical and mental health, productivity, absenteeism, and turnover:
Physical and mental health:

The degree of job satisfaction affects individuals physical and mental.
Since job satisfaction is a type of mental feeling, its favorableness or unfavorableness
affects the individual psychologically, which untimely affects his physical health. For
example, lawer has pointed out that drug abuse, alcoholism, and mental and physical
health result from psychologically harmful job.furhter, since a job is an important part of
life, job satisfaction influences general life satisfaction. The result is that there is spillover
effect, which occurs in both directions between job and life satisfaction.
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THEORIES OF JOB SATISFACTION:

There are vital differences among experts about the concept of job
satisfaction. Basically, there are four approaches/theories of job satisfaction.
They are (1) fulfillment theory,(2) discrepancy theory,(3) equity theory, and (4)two factor
theory.
Fulfillment theory:
the proponents of this theory measure satisfaction in terms of rewards a
person receives or the extent to which needs are satisfied. Further they thought that there
is a direct/positive relationship between job satisfaction and actual satisfaction of the
expected needs. The main difficulty in this approach is that satisfaction as observed by
willing is not only function of what a person receives but also what he feels he should
receives as there would be considerable difference in the actual an expectations of the
persons. Thus, job satisfaction cannot be regarded as merely function of how much a
person receives from his job. Another important factor/variable that should be includes to
predict job satisfaction. Accurately is the strength of the individuals desires of his levels
as aspirations in a particular area. This led to the development of the discrepancy- theory
of job satisfaction.
Discrepancy theory:
The proponents of this theory are that satisfaction in his function of what a
person actually receives front the job satisfaction and what he thinks he should receive or
what he expects to receive. When the actual satisfaction derived is less than expected
satisfaction, it results in dissatisfaction. As discussed earlier, job satisfaction, it results in
dissatisfaction. As discussed earlier, job satisfaction and dissatisfaction are functions of
the perceived relationship between what one wants from ones job and what one perceives
it is offering. This approach dose not make it clear whether or not over satisfaction is a
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part of dissatisfactions and if so. How dies it differ from dissatisfaction. These led to the
development of equity theory of job satisfaction.
Discrepancy theory; the proponents of this theory argue that satisfaction in
the function of what a person actually receives from the job satisfaction and what he
thinks he should receive or what he expects to receive. When the actual satisfaction
derived is less than expected satisfaction. It results in dissatisfaction. As discussed earlier,
job satisfaction, it results in dissatisfaction. As discussed earlier, job satisfaction and
dissatisfaction are functions if the perceived relationship between what one wants from
ones job and what one perceives it is offering. This approach dose not make it clear
whether or not over satisfaction is a pat of dissatisfaction and id so. How dies it differ
from dissatisfaction. These led to the development of equity theory of job satisfaction.
Equity theory: the proponents of these theory are of the view that persons
satisfaction is determined by his perceived equity, which interm is determined by his
input-output balance compared to his comparison of others person receives from his hob
relative and what he contributes to the job this theory is of the view that both under the
over rewards leads to dissatisfaction while the under-reward caused feelings of unfair
treatment, over-reward lead to feelings of guilty and discomforts.
Two factor theory: as discussed earlier this theory was developed buy
Herzberg, manusner, Peterson and capwell who identified certain factors as satisfies and
dissatisfies. Factors such as achievement recognition, responsibility etc, are satisfiers, the
presence of which causes satisfaction. On the other hand, factors such as supervision,
salary, working conditions etc.,are dissatisfies, the absence of which caused
dissatisfaction. Their presence however does not result in job satisfaction. The studies
designed to test their theory failed to give any support to this theory, as it seems that a
person can get both satisfaction and dissatisfaction at the same time, which is not valid.
FACTORS OF JOB SATISFACTION:

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Jog job satisfaction refers to a general attitude, which an employee retains

on account of many specific attitudes in the following areas :(1) job satisfaction, (2)
individual characteristics and (3) relationships outside the job. There are different factors
on which job satisfaction depends. Important among hem is discussed here under.
Personal factors:
They include workers sex age education, marital status and their personal
characteristics, family background, socio-economic backgrounds and the like.
Factors inherent in the job:
These factors have recently been studied and found to be in the selection
of employees. Instead of being guided by their coworkers and superiors, the skilled
workers would rather like to be guided by this own inclination to choose jobs in
consideration of what they have to do. These factors include: the work itself, conditions,
influence of internal and external environment of the job which are uncontrolled by the
management etc.
Factors control by management:
They include the nature of supervision, job security, kind of work group,
wage rate, promotional opportunities, transfer policy, duration of work and sense of
responsibilities all these factors influence the workers. Their presence in the organization
motivates the worker as provides a sense of job satisfaction.
Through performance and job satisfaction are influenced by different set
of factors, these two can be related if management links rewards to performance. It is
viewed that job satisfaction is a consequence of performance rather than a cause of it.
Satisfaction strongly influence it productivity efficiency of an organization whereas
absenteeism, employee turn over alcoholism, irresponsibility, uncommitment are the
result of job dissatisfaction. However, job satisfaction or dissatisfaction forms opinions
about the job and organization which results in employee morale.
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Improving job satisfaction:

Job satisfaction plays significant roles in the organization. Therefore,
managers should take concrete steps to improve the level of job satisfaction. These steps
may be in the forms of job redesigning to make the job more interesting and challenging,
improving quality of work life, linking rewards with performance, and improving overall
organization climate.
.
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1.2 INDUSTRY PROFILE:

Introduction
Cement is a key infrastructure industry. It has been decontrolled from

price and distribution on 1st March, 1989 and delicensed on 25th July, 1991. However,
the performance of the 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.
What is Cement ?
Cement is a substance applied to the surface of solid bodies to make
them cohere firmly or, more specifically, a powdered substance which, made plastic
with water, is used in a soft and pasty state (which hardens on drying) to bind together
bricks, stones, etc in building. Portland cement is a calcined material comprising lime
and silicates which is mixed with sand and stone and, upon hydration, forms a plastic
material which sets and hardens to a rock-like material, concrete. Confusion between
cement and concrete is endemic among the uninitiated
Capacity and Production
The cement industry comprises of 125 large cement plants with an
installed capacity of 148.28 million tonnes and more than 300 mini cement plants with an
estimated capacity of 11.10 million tonnes per annum. The Cement Corporation of
India, which is a Central Public Sector Undertaking, has 10 units. There are 10 large
cement plants owned by various State Governments. The total installed capacity in the
country as a whole is 159.38 million tonnes. Actual cement production in 2002-03 was
116.35 million tonnes as against a production of 106.90 million tonnes in 2001-02,
registering a growth rate of 8.84%.
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Keeping in view the trend of growth of the industry in previous years, a production target
of 126 million tonnes has been fixed for the year 2003-04. During the period April-June
2003, a production (provisional) was 31.30 million tonnes.
REQUIREMENTS
Coal
Coal is used both as an energy source and as raw material for cement
production. The per tone coal requirement for a dry process plant is approximately
200 kg and for a wet process plant 250 kg. Of the total coal produced in India, the
cement industry consumes nearly 5% coal. Although there is no shortage of coal
supply there are certain drawbacks in the coal supplied to the cement plants. The
quality of coal is poor which adversely affects the quality of cement. Cement
plants receive D E and F, grades of coal and as such as the quality of cement
is deteriorating. Indian coal generally ahs a high content and is therefore low in
calorific value. In order to case the demand for domestic coal, the government has
allowed cement companies to import 0.2 tones of coal for every I tone of cement
at 0 (zero) duty.
Raw Material Availability (lime stone)
Limestone is the main raw material for the cement industry. For the
production of 1 M.T of cement nearly 1.350 M.Ts of limestone is required.
Cement plants are located in areas where limestone deposits are found. The
concentration is mainly in the states on Andhra Pradesh, Gujarat, Karnataka,
Himachal Pradesh, Rajastan and Madhya Pradesh.
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Excise Duty
Of the total excise earned by the central Government nearly 5.6% is
contributed by cement industry. The excise duty on Cement is 12% on retail Sale
price if retail sale price is Rs 190/- and above per 50 kg Bag and Rs 350/- per M.T
if retail sale price is below Rs 190/- per 50 kg bag.
Rail Transport
Cement is high volume-low priced commodity. The industry depends a lot

on rail transport, since it proves to be the most economical mode of transport. Sea
transport is cheapest. It costs nearly 2/3 rd of rail transport and half the cost of road
transport. Road transportation is not only costly, but also impractical. Due to high
costs of transports, some times it proves cheaper to export than to transport within
the country.
As a matter of policy, cement plants with I million tones capacity or above
have to transport 90% of their production by rail. However, of the total cement
presently transported, only 40% is by rail. The cement industry is one of the major
customers of railways. It is also 4 th largest freight payer after coal, mineral oils
and iron and steel. Rail transport is preferred by cement industry because of the
long leads moved in inward movement of coal to cement plants and distribution
of cement inspire of large necessity, the industry faces a major problem of
shortage of rail wagons.
Power Shortage
The cement industry is a continuous process industry. Hence, the power

supply is not only essential for production, but also for the protection of re-factory
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lining of the rotary kiln. The kiln cannot stand violent fluctuations in thermal
loads.
The cement industry consumes nearly 3-4% of the total power generation
in the community for the production of 1M.T of cement, 90 units of power is
required. There a problem of acute power shortage in the states of Andhra
Pradesh, Karnataka, Madhya Prades, Tamilnadu and Rajasthan. Most of the
companies have their own caphve generating diesel sets. But these support only
40% of the total requirement.
Cement packaging
The most important point to note in cement packaging is that the cement
properties needed to be maintained from the point of production to the point of
use/ consumption. The distance of transport is long. The packaging should protect
from air and moisture and should be cost effective and convenient in handling.
Cement is packed in 50 kg bags each. The bags are made of polythene, jute,
plastic and paper.
Cement Branding
Cement has emerged as a commodity product. Brands play an important
especially in metros like Delhi, Mumbai, Calcutta, Chennai, etc, where the
established brands suppress the success of smaller brands. In order to build up
their brand loyalty, companies have tie-ups with real estate agents and
construction companies. Some manufacturers also organize work shops, training
and seminars to educate the consumers on the maximum use of a bag full of
cement.
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1. 3 COMPANY PROFILE
At present the company is having manufacturing facilities in two Areas,
one in lalaneherunu village of Tadpatri Mandal, Anantapur district another in Ganesh
Pahad village of Damarcherla Mandal, Nalgonda District.
Penna cement industries Limited was incorporated on October 24, 1991 to
set up cement plant at Tadpatri in Anantapur District on Andhra Pradesh. The plant
commenced commercial production on 10th, 1994, as mini Cement Plant with an initial
capacity of 0.30 million tone. The plants operations were stabilized in a very short period
of time and the company has been making profits right from the very first year of its
operations. Then in 1995, the plants capacity was increased to 0.4 million tone, which
upgraded its status as major plant.
After successful survival of the company for five years, in 1999, the
promoters felt that, to optimizing the scale of operations at a level of at least one million
tone with cost effective investment to sustain the firm in the competitive cement industry.
Moreover, this was the only plant with such a low capacity in the entire Rayalaseema
region while all others like Zuari Cement, India Cements and Ultratech Cement had
capacities of over one million tones.
Considering this crucial factor, the promoters decided to ramp up the
capacity from 0.4 million tones to one million tones at a cost of about Rs. 50 crores. The
promoters approached IDBI for funding the project, which readily accepted the proposal
and sanctioned the required funds. The expansion scheme, which was undertaken in
1999, was successfully completed and commissioned for commercial production on
March 27, 2000 since its expansion penna cement has become one of the most cost
efficient and economically viable cement companies in the country.
In the year 2001-2002 the Company established its second plant with a
capacity of one million tones per annum in Ganesh Pahad Village, Damarcherla Mandal
of Nalgonda District.
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In the first five years, penna Cement Industries Limited has increased its
capacity from a mere 0 million tones to 2.70 million tones and has emerged as the fastest
growing cement company.
Farther Penna Cement Industries Limited has taken up an expansion
scheme of 3 million tons two locations at Boyareddypalli, Yadiki Mandal, Anantapur
District and Oogipur village Tandur Mandal, Rangareddy District of AndraPradesh at an
estimated cost of 663 crores the Boyareddy Palli Units implementation is under progress
and expected to be competed by end of December 2007. the Tandur Units land
acquisition is under progress and taken steps for implementation of the project.
An art graduate Mr.P.Prathap Reddy, aged 49, Promoter of this company,

began his entrepreneurial career with civil engineering contracts by launching Pioneer
Builders,
which has executed many prestigious contract works in Andhra Pradesh,
Karnataka, Maharastra, Kerala and Tamil Nadu. Mr. Reddy has experience of about two
decades in cement industry. He was executive director of Priyadarshini cement right from
its inception in 1984. he had substantially contributed for the turnaround of priyadarshini
cement particularly when the cement industry was passing through critical phase due to
production exceeding the demand for cement. In 1991, Mr.reddy incorporated his own
cement company penna Cement Industries Limited. He also set up a 1.0 million tones
capacity cement plant in UAE in joint venture with Government of Rus al- kaima.
Mr. Prathap Reddy has also diversified into power sector. He has launched
sriba industrial limited, which has 17.4 MW Power Plant based on natural gas. This
power plant is already in operation. He is also one of the main promoters of Aarkay
Energy limited another natural gas based power plant set up in Tamil Naidu with a
capacity of 59 MW in addition to this, he is putting up a Hydel power Plants in Karnataka
with a capacity of 21 MW, consisting 3 units, each of 7 MW.
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Under Mr. Reddys stewardship, the Penna Group has grown

phenomenally in terms of volume of business and net worth. The group has earned a
good reputation with the financial institutions and banks for its prompt re-payment
without any default or delay.
Growth and Performance:

The company has enhanced its capacity from 0.30 million tones per
annum to 2.70 million tones over a period of 10 years.
Industrial relations:
Harmonious industrial relations are being maintained. No strikes and
lockouts are reported. Only one union exists by name penna Cement Industries Ltd.,
employee union.
Profiles of environment:
Consent water is granted to the company by the environmental engineer,
Pollution control Board, Andhra Pradesh, the factory is functioning under the guideline
descried by the Board. The company is following the standards in respect of noise
pollution notified by Ministry of Environment and Forests, Govt. of India.
The factory is maintaining good house keeping both within the factory and
in colony premises. All necessary pollution control- measuring equipments are installed.
Government policies:
To promote Industrial environment in the Rayalaseema. The Government
gave license to start the factory. And also the Government sanctioned mining lease of 235
acres land in Tlaricheruvu village and 440 acres land in Urichintala Village of Lime stone
mining area to enable the factory to procure its prime raw material.
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Tax Policies:
The company is paying Rs.15.00 Crores per annuum to State Government
as Royalty on Lime stone and Rs.95.00 Crores per annum as sales tax. The company is
also paying an amount of Rs.115.00 crore per annum to Central Government as Central
excise Duty. In addition to the above the company is paying huge amounts towards
income Tax, NALA tax, Lime stone Cess, Cement cess, Education Cess and other
miscellaneous taxes and duties.
Social responsibilities:
Company is maintaining a Hospital and Upper Primary English Medium
School up to 1oth standard. The people Urichintala and Talaricehruvu village are treated
at Hospital at free of cost. The children of the villagers are allowed to study in the school
on free of cost.
Current Operations:
Presently the company is manufacturing 43 and 53 Grades of Ordinary
Portland cement (OPC) and Portland Slag Cement (PSC) with brand names of PENNA
SUPER, PENNA POWER AND PENNA SURAKSHA respectively.
Quarry:
Lime stone mines are situated adjacent to factory, which is one of the
major raw material for cement industry. The quarry has a mining lease area of 235.52
acres in Talaricheruvu village, 440.47 acres in Urichintala villages and 629.75 acres in
Korumanipalli village of Kurnool district. The company is also having mining lease about
900 acres in Ganeshpahad and sunyaphad villages of Nalgonda District.
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SALIENT FEATURES OF PENNA CEMENTS
High strength and great durability.
A very perceptible saving in costs (up to 20% to 25%)due to low setting time
and early strengths.
Superior quality of the cement resulting in a better overall finish.
Stronger binding with aggregates.
Total Quality Control.

A central control room with a main frame computer controls all plant
activities. From the mining of limestone to the final packaging, vigorous checks are
conducted at every stage to ensure the highest quality control.
TECHNOLOGY
In line with latest developments in technology of cement production,
Vertical Roller Mill (VRM) from UBE, Japan has been installed for the combined
operation of drying and grinding. Cement grinding in VRM is the latest technology in
cement manufacturing. Cement produced from our VRM has an optimum Particle Size
Distribution, which results in superior quality
No other salient feature of the Plant is the adoption of the 'separate
grinding and blending of clinker and slag', providing flexibility in operations and
"customized" product specifications.
In order to ensure that each packed bag contains the exact specified
quantity of finished product, the latest generation packers supplied EEL in collaboration
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with Haver and Boecker of Germany, have been installed. Bulk loading facility is
available.
QUALITY
Strength
As in the case of OPC, concrete of
any grade can be designed by using Penna
Suraksha. It is seen that the rate of
development of initial strength in concrete
made with Penna Suraksha for a given
water-cement ratio is marginally lower than
that obtained with OPC. However, 28 days
strength obtained in concrete made with Penna Suraksha is as much as that when made
with OPC. In addition, concrete made with Penna Suraksha continues to gain strength
upto a period of 1 year and beyond thereby achieving "Higher Ultimate Strength".
Resistance To Chloride Ingress
Concrete under humid conditions dry only to a small depth, resulting in higher
porosity. These dried out pores suck salt water by
capillary
action.
Subsequently,
the
water
evaporates leaving the salt deposited in the pores,

thus building up the chloride ion concentration
on the outer zone of 10 mm to 20 mm. The
chloride penetration at deeper depths takes place
by diffusion process. It is observed that the initial
ingress and diffusion rate to deeper sections is substantially low in case of concrete made
with Penna Suraksha due to fine pore structure and low permeability.
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Type of Cement
Diffusion Level
SRPC
HIGH
OPC
HIGH
PPC
LOW
PSC
VERY LOW
Diffusion Levels in concrete made with

different types of cement
PRODUCTION PROCESS
Cement is typically made from limestone and clay or shale. These raw
materials are extracted from the quarry crushed to a very fine powder and then
blended in the correct proportions.
This blended raw material is called the 'raw feed' or 'kiln feed' and is
heated in a rotary kiln where it reaches a temperature of about 1400 C to 1500 C.
In its simplest form, the rotary kiln is a tube up to 200 metres long and perhaps 6
metres in diameter, with a long flame at one end. The raw feed enters the kiln at
the cool end and gradually passes down to the hot end, then falls out of the kiln
and cools down.
The material formed in the kiln is described as 'clinker' and is typically composed of
rounded nodules between 1mm and 25mm across.
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PROCEDURE
Raw Materials
The main raw materials used in the cement manufacturing process are
limestone, sand, shale, clay, and iron ore. The main material, limestone, is usually mined
on site while the other minor materials may be mined either on site or in nearby quarries.
Another source of raw materials is industrial by-products. The use of by-product
materials to replace natural raw materials is a key element in achieving sustainable
development.
Raw Material Preparation
Mining of limestone requires the use of drilling and blasting techniques.
The blasting techniques use the latest technology to insure vibration, dust, and noise
emissions are kept at a minimum. Blasting produces materials in a wide range of sizes
from approximately 1.5 meters in diameter to small particles less than a few millimeters
in diameter.
Material is loaded at the blasting face into trucks for transportation to the
crushing plant. Through a series of crushers and screens, the limestone is reduced to a
size less than 100 mm and stored until required.
Depending on size, the minor materials (sand, shale, clay, and iron ore)
may or may not be crushed before being stored in separate areas until required.
Raw Grinding
In the wet process, each raw material is proportioned to meet a desired
chemical composition and fed to a rotating ball mill with water. The raw materials are
ground to a size where the majority of the materials are less than 75 microns. Materials
exiting the mill are called "slurry" and have flowability characteristics. This slurry is
pumped to blending tanks and homogenized to insure the chemical composition of the
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slurry is correct. Following the homogenization process, the slurry is stored in tanks until
required.
In the dry process, each raw material is proportioned to meet a desired
chemical composition and fed to either a rotating ball mill or vertical roller mill. The raw
materials are dried with waste process gases and ground to a size where the majority of
the materials are less than 75 microns. The dry materials exiting either type of mill are
called "kiln feed". The kiln feed is pneumatically blended to insure the chemical
composition of the kiln feed is well homogenized and then stored in silos until required.
Pyroprocessing
Whether the process is wet or dry, the same chemical reactions take place.
Basic chemical reactions are: evaporating all moisture, calcining the limestone to produce
free calcium oxide, and reacting the calcium oxide with the minor materials (sand, shale,
clay, and iron). This results in a final black, nodular product known as "clinker" which
has the desired hydraulic properties.
In the wet process, the slurry is fed to a rotary kiln, which
can be from 3.0 m to 5.0 m in diameter and from 120.0 m to 165.0 m in length. The
rotary kiln is made of steel and lined with special refractory materials to protect it from
the high process temperatures. Process temperatures can reach as high as 1450 oC during
the clinker making process.
In the dry process, kiln feed is fed to a preheater tower, which can be as
high as 150.0 meters. Material from the preheater tower is discharged to a rotary kiln with
can have the same diameter as a wet process kiln but the length is much shorter at
approximately 45.0 m. The preheater tower and rotary kiln are made of steel and lined
with special refractory materials to protect it from the high process temperatures.
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Job Satisfaction
Regardless of the process, the rotary kiln is fired with an intense flame, produced by
burning coal, coke, oil, gas or waste fuels. Preheater towers can be equipped with firing
as well.
The rotary kiln discharges the red-hot clinker under the intense flame into
a clinker cooler. The clinker cooler recovers heat from the clinker and returns the heat to
the pyroprocessing system thus reducing fuel consumption and improving energy
efficiency. Clinker leaving the clinker cooler is at a temperature conducive to being
handled on standard conveying equipment.
Finish Grinding and Distribution
The black, nodular clinker is stored on site in silos or clinker domes until
needed for cement production. Clinker, gypsum, and other process additions are ground
together in ball mills to form the final cement products. Fineness of the final products,
amount of gypsum added, and the amount of process additions added are all varied to
develop a desired performance in each of the final cement products.
Each cement product is stored in an individual bulk silo until needed by
the customer. Bulk cement can be distributed in bulk by truck, rail, or water depending on
the customer's needs. Cement can also be packaged with or without color addition and
distributed by truck or rail.
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Job Satisfaction
2.1 NEED FOR THE STUDY:
Job satisfaction is a psychological state reflecting employees attitude towards

work, individual and the organization. It is unseen, intangible, driving force for employee
to strive for excellence. Job satisfaction is a truly the touch stone of organization health,
existence and growth. It is not only importance for individuals but also for management
and society when employees are happy with their jobs, there by carry this positive
attitude to the life outside of job. Management benefits with higher productivity due to
description caused by absenteeism through a satisfied work force. Satisfaction of a
employee on the job has its influence on the welfare of society also comprehending this
importance, matching company requirement and pursue a learning experience, the
researchers undertook the present study on the job satisfaction.
2.2 OBJECTIVES OF THE STUDY:
To identify factors affecting job satisfaction in penna cement industries

limited, tadipatri.
To suggest measure for the improvement of job satisfaction in penna

cement industries limited, tadipatri
To find out present job satisfaction level in penna cement industries

limited, tadipatri.
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Job Satisfaction
2. 3 TOOLS OF ANALYSIS
Simple percentage method :
No of Respondents
Simple percentage method = ---------------------------Total responders
* 100
Chi-Squire test:
It is used to check accuracy of the statements given by respondents with
the
help
of
hypothesis. All hypothesis used in research are null hypothesis.

(Oi Ei)2
Chi-squire = ------------ Ei
Observed values ( Oi ),
Expected values ( Ei )
No of rows (r)
No of columns (n)
Chi-squire calculated value chi-squire table value then accept the null
hypothesis Ho.
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Job Satisfaction
RESEARCH METHODOLOGY:
Research Design:
The plan, structure and strategy of investigation conceived so as to reach the
objectives of research and control variance used is descriptive research design.
As it necessary to know the job satisfaction levels of employees survey methods
is adopted.
2. 4 DATA COLLECTION METHODS:
The data is mainly collected through primary sources and secondary sources.
Primary data
Primary data includes interviewing the employee by administering a questioners
and direct contact method.
Secondary data:
Secondary data is collected from the manuals on records maintained by company.
Sampling:
There are around 220 employees in penna cement industries limited among them I
have selected 180 members of employees and distributed questioners to them.
Only 150 employees have responded to their questioners. In this employees
consisting of top level managers, officers, supervisory cadre, technicians and
staff.
Questioners design:
The structured questioner is divided into two major parts.
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Job Satisfaction
Each and every question in the questioner has been given importance
based on the objectives and the factors related to job satisfaction and also to know the
levels of job satisfaction of employees at penna cement industries limited. 22 factors
related job satisfaction have been given responses of the employees have been tabulated
using a five point scale with scores as given below:
Factors
Strongly Agree
Agree
Neutral
Dis Agree
Strongly Disagree
scale
1
2
3
4
5
2.5 LIMITATION OF THE STUDY:
The study is confined to limited period I.e. 45 days. The study does not
cover the entire organization.

Accuracy of the study is purely based on the information as given by the
respondents.
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Job Satisfaction
3.1 Clarity in performing role:

Complexity lies in the role employee set by the organization. Organization makes
sure about their roles in pursuit of organization objectives if an employee is not clear
about roles then role conflict arise.
Table 3.1 Clarity in performing role
Percentage of responders
Factors
Respondents
Strongly agree
18
Agree
90
Neutral
42
Disagree
0
Strongly Disagree
0
Total
150
Graph 3.1 Clarity in performing role
Percentage of Respondents
12
60
28
0
0
100
Clarity in performing role

70
60
50
40
30
20
10
0
60
28
12
Strongly agree
Agree
Neutral
Disagree
Strongly
Disagree
Factors
Interpretation:
From the above table 3.1 it is observed that 60 percent of employees agreed, 28
percent of employees answered neutral, 12 percent of employees strongly agreed the
statement and. It is inferred that employees are clarity in performing role.
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Job Satisfaction
3.2 Work culture promotes team work in organization

One of the key influencing factors of job satisfaction is working culture. If work
culture are not satisfied employee, it shows negative influence on his performance it
results to more absenteeism
Table 3.2 Work culture promotes team work in organization
Factors
Respondents
Strongly agree
70
47
Agree
60
40
Neutral
8
5
Disagree
12
8
Strongly Disagree
0
0
Total
150
100
Graph 3.2 Work culture promotes team work in organization
Interpretation:
From the above table 3.2 observed that 47 percent of employees strongly agreed,
40 percent of employees agreed with statement. 8 percent of employees answered
disagree and 5 percent of employees in neutral. It is inferred organization culture is
conducive for work.
3.3 Organization is committed in individual development
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Job Satisfaction
Every individual employee in organization expects helping hand from

management. Employees set their individual goals and achieve the targets but
organization doesnt support them.
Table 3.3 Organization is committed in individual development
Factors
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Respondents
42
72
24
12
0
28
48
16
8
0
150
100
Graph 3.3 Organization is committed in individual development
Interpretation:
From the above table 3.3 observed that 48 percent of employees agreed the
statement, 28 percent of employees strongly agreed 16 percent of employees are neutral
and 8 percent of employees answered disagree. It is inferred organization is committed to
individual development.
3.4 Share any problem with team members:
Team is collective group of individual working for a common objective.
Approaching problem as team is positive sign to organization help. In a team every
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Job Satisfaction
individual has decision making chance and collectively share the responsibility. All
organization theorists emphasized team culture in organization.
Table 3.4 share any problem with your team members
Factors
Respondents
Strongly agree
54
36
Agree
84
56
Neutral
0
0
Disagree
12
8
Strongly Disagree
0
0
Total
150
100
Graph 3.4 share any problem with your team members
Interpretation:
statement, 36 percent of employees strongly agreed and 8 percent of employees answered
disagree. It is inferred that employees are share their responsibilities or problems with
team members.
3.5. A. Performance in organization is rightly recognized and rewarded:
Employees performed job to get recognition. It is management duty that
recognizes the performance of potential employee and reward employees. Recognition
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Job Satisfaction
and reward motivates employee to excel in work. This result in achievements of

organization goals.
Table 3.5.a. Performance in organization is rightly recognized and rewarded
Factors
Respondents
Strongly agree
36
24
Agree
66
44
Neutral
6
4
Disagree
42
28
Strongly Disagree
0
0
Total
150
100
Graph 3.5.a. Performance in organization is rightly recognized and rewarded
Interpretation:
From the above table 3.5.a Observed that, 44 percent of employees agreed the
statement. 28 percent of employees answered disagree and 24 percent of employees
strongly agreed. 4 percent of employees are neutral. It is inferred that employee
performance is rightly recognized and rewarded in time in organization.
3.5. B. Chi-Square Test (Performance in Organization)
Ho: employees in the organization feel that their performance in the organization is not
rightly recognized and rewarded in time.
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Job Satisfaction
H1: employees in the organization feel that their performance in the organization is
rightly recognized and rewarded in time.
Factors
Production
Departments
there
Neutral
Disagree
Total
14
31
27
13
49
Finance
12
11
10
33
Distribution
10
14
11
37
36
66
42
150
means
is
Agree
Administration
Total
That
Strongly
agree
6
no
significance
Chi-square value = 10.943

P value =0.05
relationship
between
the
opinions
of
P value (0.280) > 0.05, hence Ho is accepted.
departments regarding employees performance in the organization is rightly recognized

and rewarded in time.
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Job Satisfaction
3.6 Welfare amenities are provided in organization:

Welfare amenities nothing but to give security to employees such as helmets and
uniform etc. these are protect from accidents in organization it is safety to management
and employees, if welfare amenities not issue to employees then accidents and damages
etc occurred in organization.
Table 3.6 Welfare amenities are provided in organization
Factors
Respondents
Strongly agree
24
16
Agree
84
56
Neutral
24
16
Disagree
18
12
Strongly Disagree
0
0
Total
150
100
Graph 3.6 Welfare amenities are provided in organization
Interpretation:
From the above table 3.6 observed that, 56 percent of employees agreed the
statement 16 percent of employees strongly agreed and 16 percent of employees are
neutral. 12 percent of employees answered disagree. It is inferred that welfare amenities
provided appropriately in organization.
3.7 Social contacts with colleagues:
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Job Satisfaction
Necessary social contact from colleagues improves close association and

belongingness to work group. Employees must develop social contacts among all work
groups to have colleagues and sharing problems.
Table 3.7 Social contacts with colleagues
Factors
Respondents
Strongly agree
30
Agree
48
Neutral
18
Disagree
54
Strongly Disagree
0
Total
150
Graph 3.7 Social contacts with colleagues
20
32
12
36
0
100
Interpretation:
From the above table 3.7 observed that, 36 percent of employees answered
disagree, 32 percent of employees agreed the statement and 20 percent of employees
strongly agreed. 12 percent of employees are neutral. It is inferred that employees are not
satisfied with social contact receiving from colleagues.
3.8 Pay and skills
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Job Satisfaction
Employees have to measure pay based on their work performance, qualification

and skills etc, If pay and skills are not matched then employees are not perform well,
because of management have to identify employees skills and fixed payments and
salaries.
Table 3.8 Pay and skills
Factors
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Graph 3.8 Pay and skills
Respondents
30
66
24
30
0
20
44
16
20
0
150
100
Interpretation:
statement, 20 percent of employees strongly agreed and 20 percent of employees
answered disagree. 16 percent of employees are neutral. It is inferred that pay and skills
are matched in organization.
3.9 Organization has clear set of values:
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Job Satisfaction
Every organization have some sort of values and norms, these values are very
important to getting good performance in organization, if values are not properly then
employees are not interested to work in organization.
Table 3.9 Organization has clear set of values
Factors
Respondents
Strongly agree
30
20
Agree
42
28
Neutral
66
44
Disagree
12
Strongly Disagree
Total
150
Graph 3.9 Organization has clear set of values
100
Interpretation:
From the above table 3.9 observed that, 44 percent of employees are neutral. 28
percent of employees agreed the statement, 20 percent of employees strongly agreed. 8
percent of employees answered disagree. It is inferred that most of the employees
doesnt have clear of values in organization.
3.10 Rewards and recognition:
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Job Satisfaction
Every individual expect some sort of recognition in society and an

incumbententers the organization to fulfill his or her career goals. What ever the job
employee performs, employee expect his position should be recognizes by the
organization in the work group. Recognition in work group leads to employee
satisfaction.
Table 3.10 Rewards and recognition
Factors
Respondents
Strongly agree
30
Agree
54
Neutral
18
Disagree
48
Strongly Disagree
0
Total
150
Graph 3.10 Rewards and recognition
20
36
12
32
0
100
Interpretation:
statement, 32 percent of employees answered disagree. 20 percent of employees strongly
agreed and 12 percent of employees are neutral. It is inferred that reward and recognized
schemes are encouraged in organization.
3.11.A.Equality of pay and benefits:
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Job Satisfaction
Benefits are extra amount of remuneration is paid to employee to provide better

facilitate to better life. If benefits are failing or nit matching with requirements of
employees it may lead dissatisfaction concern to pay aspects
Table 3.11.A. Equality of pay and benefits
Factors
Strongly agree
Respondents
30
20
Agree
Neutral
54
6
36
4
Disagree
Strongly Disagree
60
0
40
0
Total
150
Graph 3.1.A. Equality of pay and benefits
100
Interpretation:
From the above table 3.11.a, observed that, 40 percent of employees answered
disagree, 36 percent of employees agreed the statement. 20 percent of employees strongly
agreed and 4 percent of employees are neutral. It is inferred that pay and benefits are not
equal in organization.
3.11.B. Chi-Square Test (Pay and Benefits).
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Job Satisfaction
Ho: employees in the organization feel that there is no significance relationship between
equality of pay and benefits.
H1: employees in the organization feel that there is significance relationship between
equality of pay and benefits.
Strongly
agree
Agree
Neutral
Disagree
Total
Production
13
31
Administration
10
20
18
49
Finance
14
14
33
Distribution
13
15
37
30
54
60
150
Factors
Departments
Total

P value =0.05
P value (0.223) > 0.05, hence Ho is accepted.
That means there is no significance

relationship between the opinions
of departments regarding equality
of pay and benefits.
3.12 Freedom to take decision:
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Job Satisfaction
Freedom is more important to employees, it improves employee ability and

confidence in work and it improves satisfaction level in organization. like as employee
sharing their feelings and responsibilities with superiors freely then employee have to
take decision related to job.
Table 3.12 Freedom to take decision
Factors
Respondents
Strongly agree
42
Agree
72
Neutral
0
Disagree
36
Strongly Disagree
0
Total
150
Graph 3.12 Freedom to take decision
28
48
0
24
0
100
Interpretation:
statement, 28 percent of employees strongly agreed and 24 percent of employees
answered disagree. It is inferred that employee have freedom to take decision related to
job.
3.13 Fringe benefits are provided appropriately:
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Job Satisfaction
Fringe benefits are encouraged employee performance and satisfaction of job.

Every individual employee has to receive fringe benefits from managements based on
their effort and performance
Table 3.13 Fringe benefits are provided appropriately
Factors
Respondents
Strongly agree
36
24
Agree
78
52
Neutral
36
24
Disagree
Strongly Disagree
Total
150
Graph 3.13 Fringe benefits are provided appropriately
100
Interpretation:
statement, 24 percent of employees strongly agreed and 24 percent of employees are
neutral. It is inferred that fringe benefits are provided appropriately in organization.
3.14 Aware of roles and task:
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Job Satisfaction
There completely lies always where employee is not clear about his or her role
and task to be performed in the organization. Organization makes sure about their role in
pursuit of it organization objectives if employee is not clear roles and tasks then conflicts
arise.
Table 3.14 aware of roles and task
Factors
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Graph 3.14 aware of roles and task
Respondents
66
54
6
24
0
44
36
4
16
0
150
100
Interpretation:
36 percent of employees agreed the statement. 16 percent of employees answered
disagree and 4 percent of employees are neutral. It is inferred that employees having
awareness about roles and task in organization.
3.15 Job utilizes employee knowledge:
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Job Satisfaction
Every individual expects his and her experience and knowledge learnt from
education is to be utilized in job. Utilization of knowledge leads of self satisfaction, and
employee is motivated towards acquiring more knowledge to excel in job. But all
position do not facilitate employee to use their knowledge, organization constrains all the
time restrict them to go about utilizing knowledge.
Table 3.15 Job utilizes all your knowledge
Factors
Respondents
Strongly agree
90
Agree
42
Neutral
18
Disagree
0
Strongly Disagree
0
Total
150
Graph 3.15 Job utilizes employee knowledge
60
28
12
0
0
100
Interpretation:
28 percent of employees agreed the statement. 12 percent of employees are neutral. It is
inferred that employees knowledge effectively utilizes on job in organization.
3.16.A. Present job provides good future prospects:
People are future oriented, employees joined organization with some expectation
that that not only their present requirements are matched, it is necessary that organization
need to assured about future prospects for present position he is working, if the continues
Page 45
Job Satisfaction
for long term. Employer-employer employees relationship is strengthened with

organizations view of future oriented.
Table 3.16.a. Present job provides good future prospects
Factors
Respondents
Strongly agree
60
40
Agree
60
40
Neutral
18
12
Disagree
12
8
Strongly Disagree
0
0
Total
150
100
Graph 3.16.a. Present job provides good future prospects
Interpretation:
From the above table 3.16.a, observed that 40 percent of employees strongly
agreed, 40 percent of employees agreed the statement. 12 percent of employees are
neutral and 8 percent of employees answered disagree. It is inferred that present job
provides good future opportunities.
3.16.B. Chi-Square Tests (job provides good future prospects):
Ho: employees in the organization feel that present job do not provide good future
prospects.
H1: employees in the organization feel that present job provide good future
prospects.
Page 46
Job Satisfaction

Strongly
agree
Agree
Neutral
Disagree
Total
Production
10
13
31
Administration
28
14
49
Finance
18
33
Distribution
18
15
37
60
60
18
12
150
Factors
Departments
Total
That means
there is a
significance
relationship
between the

P value =0.05
P value (0.013) < 0.05, hence H1 is accepted.
opinions of
departments regarding job provides good future prospects
3.17.A. Guidance and co-operation from superior:

Superiors are experienced and enriched with knowledge. They need to help the
employees when they are in trouble. It shows their attitude towards their employees. If
the superior guides the employee in positive manner it leads excellence in employee
performance.
Table 3.17.A.Guidance and co-operation from superior
Page 47
Job Satisfaction
Factors
Respondents
Strongly agree
78
52
Agree
66
44
Neutral
6
4
Disagree
0
0
Strongly Disagree
0
0
Total
150
100
Graph 3.17.A.Guidance and co-operation from superior
Interpretation:
agreed, 44 percent of employees agreed the statement. 4 percent of employees are neutral.
It is inferred that employees are receiving good guidance and co-operation from
superiors.
3.17.B.Chi-Square Test (Receive Good Guidance And Co Operation from
Superiors).
Ho: employees in the organization feel that they do not receive good guidance and co
operation from their superiors
H1: employees in the organization feel that they receive good guidance and co
operation from their superiors.
Factors
Strongly
Agree
Agree
Neutral
Total
Page 48
Job Satisfaction
Departments

Production
21
31
Administration
28
20
49
Finance
25
33
Distribution
17
18
37
78
66
150
Total

P value =0.05
That means there is significance relationship between the opinions of departments
regarding employees are receive good guidance and co operation from superiors.
3.18 Co-ordination in work group:

Co-ordination is most important to reduce work burden in work group. Employees
are must to have co-ordination between employee-employee and employer in
organization. If co-ordination involves in work group then share the information and
responsibilities effectively in working conditions.
Table 3.18 Co-ordination in work group
Factors
Strongly agree
Agree
Respondents
78
30
52
20
Page 49
Job Satisfaction
Neutral
42
Disagree
0
Strongly Disagree
0
Total
150
Graph 3.18 Co-ordination in work group
28
0
0
100
Interpretation:
28 percent of employees are neutral and 20 percent of employees agreed the statement It
is inferred that employees are having good co-ordination between work group.
3.19 Salaries and incentives:
Employees are receive salaries and incentives based on their performance, if
employees shown good performance in highly manner then organization has to give high
salaries and incentives and management has to fixed their salaries based on performance
and qualification.
Table 3.19 salaries and incentives
Factors
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
Respondents
30
24
12
84
0
20
16
8
56
0
Page 50
Job Satisfaction
Total
Graph 3.19 salaries and incentives
150
100
Interpretation:
From the above table 3.19 observed that 56 percent of employees are neutral, 20
percent of employees strongly agreed. 16 percent of employees agreed the statement and
8 percent of employees answered disagree. It is inferred that salaries and incentives are
not commensurate with job performance.
3.20 Work is challenging one:
Employees are challenging work to get recognition in work or team and they
expected helping hand from management for challenging to work, it is improves the
employee ability and working performance.
Table 3.20 Work is challenging one
Factors
Respondents
Strongly agree
72
Agree
36
Neutral
36
Disagree
6
Strongly Disagree
0
Total
150
Graph 3.20 Work is challenging one
48
23
23
4
0
100
Page 51
Job Satisfaction
Interpretation:
23 percent of employees agreed the statement 23 percent of employees are neutral and 4
percent of employees answered disagree. It is inferred that employees are challenging to
work.
3.21 Superior allow to set employee objectives:
Superiors are experienced and enriched with knowledge. They need to help the
employees for setting own objectives. It shows their attitude towards their employees. if
the superior allow to set employee objectives in positive manner it leads to better
performance.
Table 3.21 Superior allow to set employee objectives
Factors
Respondents
Strongly agree
18
Agree
42
Neutral
0
Disagree
90
Strongly Disagree
0
Total
150
Graph 3.21 Superior allow to set employee objectives
12
28
0
60
0
100
Page 52
Job Satisfaction
Interpretation:
From the above table 3.21 observed that 60 percent of employees are neutral, 28
percent of employees agreed the statement and 12 percent of employees strongly agreed.
It is inferred that superior doesnt allow to employee objectives.
3.22.A.Over all enjoying work:
Enjoy becomes from the satisfaction in working conditions if working conditions
and co-operation is good in organization then employee performance and satisfaction
increased and organization growth should be succeed.
Table 3.22.A. Over all enjoying work
Factors
Respondents
Strongly agree
70
Agree
60
Neutral
8
Disagree
12
Strongly Disagree
0
Total
150
Graph 3.22.A. Over all enjoying work
47
40
5
8
0
100
Page 53
Job Satisfaction
Interpretation:
agreed, 40 percent of employees agreed the statement. 8 percent of employees answered
disagree and 5 percent of employees are neutral. It is inferred that employees are
enjoying work.
3.22.B.Chi-Square Test (Enjoying Your Work)
Ho: employees in the organization feel that they are not enjoying their work.
H1: employees in the organization feel that they are enjoying their work.
Strongly
agree
Agree
Neutral
Disagree
Total
Production
10
13
31
Administration
28
14
49
Finance
18
33
Distribution
18
15
37
60
60
18
12
150
Factors
Departments
Total
Page 54
Job Satisfaction
That
means
there
is
significance

P value =0.05
relationship
between
the
opinions
of
departments regarding employees are enjoying their work.
Page 55
Job Satisfaction
FINDINGS
72% of the employees are agreed with the statement of clarity in performing their
role.
87% of employees strongly agreed with the statement of work culture promote
team work in organization.
76% of employees are agreed with the statement of organization is committed in

individual development.
92% of employees agreed with the statement of employees share their problems
with team members.
66% of employees are agreed with the statement of performance in organization is

rightly recognized and rewarded.
72% of employees are agreed with the statement of welfare amenities are
provided in organization.
48% of employees are disagreed with the statement of social contacts with
colleagues.
64% of employees are agreed with the statement of pay and skills.
44% of employees answered neutral with the statement of organization has clear
set of values.
56% of employees agreed with the statement of rewards and recognition.
44% of employees are disagreed with the statement of equality of pay and
benefits.
86% of employees answered agree with the statement of freedom to take decision
related to job.
76% of employees are agreed with the statement of fringe benefits are provided
appropriately.
80% of employees answered agree with the statement of aware of role and task
88% of employees agreed with the statement of job utilize their knowledge.
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Job Satisfaction
80% of employees answered agree with the statement of present job provides
good future prospects.
96% of employees are agreed with the statement of employees receive good
guidance from superiors.
72% of employees answered agree with the statement of co-ordination in work

group.
64% of employees are disagreed with the statement of salaries and incentives.
71% of employees answered agreed with the statement of work is challenging

one.
60% of employees are disagreed with the statement of superior allow to set their
own objectives.
87% of employees are agreed with the statement of enjoying work.
Chi-square test of pay and benefits was not accepted H1, because of pvalue(0.223)>0.05
Chi-square test of present job utilize employees knowledge was not accepted H1,
because of p- value(0.665)>0.05
Chi-square test of performance in organization was not accepted H1, because of

p-value (0.280)>0.05.
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Job Satisfaction
SUGGESTIONS:
1. The organization has to encourage for information dissemination as to make the
work more interesting and involvement.
2. By giving more freedom to the employees, the management can take the decisions
and make work more challenging.
3. The organization should provide impartial system of performance appraisal,
supervision, leadership and decision making.
4. Continue the performance appraisal systems which are adopted presently.
5. Educate the employees regarding salary structure of organization and provide a
clear cut picture, how salaries are fixed based on efforts, authority, responsibility,
knowledge and skills etc.
6. The organization should provide career planning and promotion system in order to
motivate the employees and to work efficiently.
Page 58
Job Satisfaction
CONCLUSION
From the information received by the questionnaire, suggestions, analysis and
interpretation of the same it is concluded that the level of job satisfaction is moderately
high in the organization. Proper initiation is being taken by the management to improve
the conditions of work and quality of their product. Necessary steps are taken to improve
the health and safety measures and considering satisfaction factors, which will motivate
the employees to a great extent.
Employees satisfied by their designations which is provide by company by
expansion of their units.
Page 59

Job Satisfaction Penna

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Job Satisfaction Penna

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Job Satisfaction

Penna Cement Industries Limited

1.1 JOB SATISFACTION

MEANING OF JOB SATISFACTION

Regd no:08701E0023, AITS, Rajampet.

Penna Cement Industries Limited

Job satisfaction is defined as the pleasurable emotional state resulting

Regd no:08701E0023, AITS, Rajampet.

Penna Cement Industries Limited

Level of job satisfaction:

Stability of job satisfaction:

Penna Cement Industries Limited

DETERMINANTS OF JOB SATISFACTION:

Regd no:08701E0023, AITS, Rajampet.

Penna Cement Industries Limited

EFFECTS OF JOB SATISFACTION:

Physical and mental health:

Penna Cement Industries Limited

THEORIES OF JOB SATISFACTION:

Regd no:08701E0023, AITS, Rajampet.

Penna Cement Industries Limited

FACTORS OF JOB SATISFACTION:

Penna Cement Industries Limited

Jog job satisfaction refers to a general attitude, which an employee retains

Regd no:08701E0023, AITS, Rajampet.

Penna Cement Industries Limited

Improving job satisfaction:

Regd no:08701E0023, AITS, Rajampet.

Penna Cement Industries Limited

1.2 INDUSTRY PROFILE:

Cement is a key infrastructure industry. It has been decontrolled from

constraints faced by the industry are reviewed in the Infrastructure Coordination

Its performance is also reviewed by the Cabinet Committee on

Penna Cement Industries Limited

Raw Material Availability (lime stone)

Regd no:08701E0023, AITS, Rajampet.

Penna Cement Industries Limited

Cement is high volume-low priced commodity. The industry depends a lot

The cement industry is a continuous process industry. Hence, the power

Regd no:08701E0023, AITS, Rajampet.

Penna Cement Industries Limited

Regd no:08701E0023, AITS, Rajampet.

Penna Cement Industries Limited

Regd no:08701E0023, AITS, Rajampet.

Penna Cement Industries Limited

An art graduate Mr.P.Prathap Reddy, aged 49, Promoter of this company,

which has executed many prestigious contract works in Andhra Pradesh,

Regd no:08701E0023, AITS, Rajampet.

Penna Cement Industries Limited

Under Mr. Reddys stewardship, the Penna Group has grown

Growth and Performance:

Penna Cement Industries Limited

Regd no:08701E0023, AITS, Rajampet.

Penna Cement Industries Limited

SALIENT FEATURES OF PENNA CEMENTS

High strength and great durability.

Superior quality of the cement resulting in a better overall finish.

Stronger binding with aggregates.

Total Quality Control.

Regd no:08701E0023, AITS, Rajampet.

Penna Cement Industries Limited

evaporates leaving the salt deposited in the pores,

Penna Cement Industries Limited

Diffusion Levels in concrete made with