CHAPTER-1

INTRODUCTION

1.1 INTRODUCTION ABOUT THE TOPIC Employee Researches are an important and popular tool that organizations use to solicit employee feedback. Opinion surveys can be morale-boosting for those who may not have many other opportunities to confidentially express their views. Attitude surveys provide a way to improve levels of productivity and commitment by identifying the root causes of workplace attitudes. Satisfaction surveys allow for increased productivity, job satisfaction, and loyalty by identifying the root causes of employee satisfaction and targeting these areas. Engagement surveys measure the extent to which employees are passionate about their work and emotionally committed to their company and to their co-workers. Organizations may also benefit by conducting a more comprehensive organizational assessment survey. Listening to employees insights and suggestions for improvement provides the organization with valuable information that can be acted upon to increase satisfaction in the workplace. Also, employees leaving the organization can provide valuable feedback through employee exit interviews. Employee Satisfaction, Opinion, Attitude, Engagement, and Organizational Assessment Surveys along with Exit Interviews are all tools that may be used to measure and improve loyalty and commitment. The information from these surveys will allow you to boost organizational productivity and positively affect your organizations top and bottom lines. They are very effective tools for measuring and ultimately improving various relationships within organizations.

1.2 INDUSTRY PROFILE

Travancore Cements Ltd is one of the oldest cement manufacturing public sectors undertaking functioning in the state of Kerala since 1946. The TCL has been producing White cement since 1959. TCL is the only white cement manufacturer in the country to produce white cement from a raw material other than lime stone. The raw material for the companys white cement is Lime Shell, which is purest source of calcium carbonate available for cement manufacturer since it does not contain magnesium oxide. There are only two companies in the world in which white cement manufacturer raw materials other than lime stone. The TCL wishes raw materials as lime shell is available in Vembanad Lake, one of the backwaters of Kerala. It has very good product and service. Research study on cement paint was conducted in Travancore Cements Limited, which was dated from 21-December-2010 to 22-Feb-2011.The major objective of research is to know consumption pattern of cement paint in Kottayam district at Travancore Cements Limited. The sample size or the number of respondents who provided their opinions through questionnaires were 100. These respondents were asked for their opinion based on certain factors like quality of the product, price and other features they are looking for in the product. Based on their reponse, the business problem was analyzed, interpreted and concluded on. Evolution of Paint Industry Indian Paint Market Indian paint market is vast and is growing fast. The estimated size of Indias paint industry is 3500 crores. Our paint industry is highly competitive and well versed with latest technology. After the recession of late 80s and early 90s branded paint market was growing in double digit growth rates.

 Consumption Pattern Era of economic reformation marked a wide change in the pattern of consumption of all products, paints are not any exception. Consumers are showing colour sensitivity and quality consciousness. However 70 percentage of the paint products are still consumed in urban and semi urban regions. Types of Paints There are two kinds of paints- Decorative and Industrial. Industrial paints are essentially protective in functionality. Decorative paints are less protective even through it accounts for a whopping the segments together contribute towards making the paint industry worth around 3,500 crores annually Decorative Paints Vs Industrial Paints All along decorative paints has been the mainstay in India and it accounts for around 80 percentageof the market while industrial paints accounts for the remaining 20 percentage. This is in sharp contrast with the global scenario where the reverse is true. Per Capita Consumption India s per capita consumption on paints is very low (300 gms a year) when compared to Taiwan which has a per capita consumption of 1.5 kg, Philippines has 3.55 kg, Japan has 16.44 kg and US having the per capita consumption of 25 kg which is the highest in the world. Organized Vs Unorganized Market The paint industry is segmented into organized and unorganized sectors. There are 24 large and medium sized plants in the organized sectors while in the unorganized sector, there are around 1600 units which accounts for approximately 35 percentage of production in the Indian Paint Industry. They cater mostly to the semi urban rural markets. All along, this segment has thrived at the cost of the organized sector. This is because consumers of paints are extremely price sensitive.

 Price Sensitive Market In paint market only those who can reduce the cost can survive such a situation came up because of the peculiar nature of the Indian industry where decorative paints as a luxury item and for them the cheaper the better. Simultaneously, by harnessing other strategies like reducing inventories and offering superior products, they have managed to gain the loyalty of vital segment of the population which is not sensitive and which looks at decorative as a status symbol.

Low Capacity Utilization The industry is characterized by low capacity utilization. It averages around 55percentage. The total demand for paints from organized sector in the country projected at around 31 lakh ton per annum. The current production is approximately 2.83 lakh in this is as wide as the mind can imagine. Consumers want the final product tailored to suit the exact demand, like the shade and quality. In paint industry attaining a capacity utilization of 60percentage is considered to be a major Cement Paints Cement Paint is water based paint widely used for painting buildings both exterior and interior. Cement paint is a special formulation of white cement and water proofing compounds with oxide extender, oxide pigments and hardening agents. The pioneer in this field was Killick Nicholson, who launched the product, branded as snowcem in year 1968. After a decade a few companies ventured into this field, after identifying the potential for this product Usually cement paints are marked in a powered form. The powder is mixed with suitable quantity of water to get thick slurry, which is then applied on the plastered brick work, concrete work, stone masoning etc. for application on corrugated iron; it is mixed with boiled linseed oil. For good result a 1.5 to 2.1 aqueous solution of sodium silicate and sulphate is applied as primer coat before applying cement paint.

1.3 COMPANY PROFILE

Nesting amidst the lush green paddy fields, under a canopy of majestic coconut trees, beside the intricate patterns woven by canals, is Travancore Cements Ltd, - the house of White Cement. Bustling with activity against the sylvan landscape, it is a place where Art and Nature merge and mingle. The Travancore Cement Limited was incorporated in the year 1946. The year of commencement of Grey Cement in the year 1949. The licensed capacity of the plant was 50,800 Ts of cement per annum.The master-mind behind setting up of this factory was that of late Sir. C.P.RamaswamiIyer, the Divan of Travancore, who had realized the vital role of cement in the industrial development of Kerala. The company was promoted by M\s. Essel Limited, Bombay and the Technology tie up made with M\s. F.L.Smith& Co. Denmark. Travancore Cements Ltd. deposits of the required quality were not available to start a cement plant factory in travancore. However, lime shells available in the backwaters offered in alternative ofcourse a better source for calcium raw material. Sir C.P RamaswamyIyer induced the promoters of TCL for pulling up cement plant based on the lime shell reserve. Thus the first cement plant starts its operation on 7.12.1946 in Kerala. Travancore Cements Ltd is one of the oldest cement manufacturing public sectors undertaking functioning in the state of Kerala since 1946. The TCL has been producing White cement since 1959. TCL is the only white cement manufacturer in the country to produce white cement from a raw material other than lime stone. The raw material for the companys white cement is Lime Shell, which is purest source of calcium carbonate available for cement manufacturer since it does not contain magnesium oxide. There are only two companies in the world in which white cement manufacturer raw materials other than lime stone. The TCL wishes raw materials as lime shell is available in Vembanad Lake, one of the backwaters of Kerala. During 1959, the company diversified into the production of White Portland Cement. The installed capacity for the production of White Cement is 30,000 Ts per annum. Till 1974, the

company was manufacturing both White Cement and Grey Cement in the same plant, disturbing the production of two over certain period in a year. Since 1974, the company manufacturing white Cement alone, as the demand for white cement went up. During the last 54 years of its existence, TCL has diversified its activities to relate areas. Besides Super Shelcem brand Cement paint, the company has added to its products ranges, Sheltex Acrylic Emulsion paint for interiors and exteriors and Shelprime Cement Primer. The Travancore Cements Limited is the only manufacturer, perhaps in the whole world, producing White Cement from a raw material other than conventional limestone. The main raw material of TCL is lime shell, which is dredged out of Vembanad Lake, one of the back waters in Kerala. The company has successfully executed a diversification project for manufacture of Grey cement during the year 2000, with a capacity of 66,000 MT per annum. TCL has a history of continuous profit. The profit before tax during 1999-2000 was Rs.1.95 crores. The company has paid a dividend of 50% to its share holders during the last 4 years continuously. TCL is a public sector undertaking with the Kerala government having 51 percent share. The authorised share capital of the company amounts to Rs. 5000000. The Board of Directors heads the company. The Board of Directors consists of Chairman, M.D, and seven other directors. The milestones of the company so far are listed as follows:-

Started production of Vembanad Grey cement from lime shell in August 1949. Started production of Vembanad White cement from lime shell in August 1959. Grey cement production stopped in 1976. Diversified into cement paint Super Shelcem production in 1977. Celebrate Silver Jubilee in 1982. Become a government company in April 1989. Celebrate Golden Jubilee in 1997. Launched Shelprime Dry Cement primer in January 2000. Diversified into Acrylic Emulsion Paint Sheltex for interiors and Exteriors in April 2000 Diversified into Grey cement production from bought outclinker in 2000.

Become an ISO 9002 company in December 2000. Started HRD centre in 2002. Started production of Vembanad Wall Putty in 2008.

TCL has implemented the Quality Management System and maintain best quality throughout the production process. The row materials are taken by verifying quality and after and every production process they are testing the quality of sample in the laboratory. Thus customers are well satisfied with the products Branches and offices The cement plant is situated at a picturesque locality on the bank of Kodoor River and on the side of the state highway, M.C Road, 4KM away from the cosmopolitan town of Kottayam in Kerala. The location of plant makes it accessible by road as well as by water. It is the only cement plant where the raw material is transported by water. The rail head is only 3 km away at Kottayam. The beautiful locality in which the company is situated extends over an area of 60 acres. The location facilitates the need of transportation of raw material and finished goods.

The company has its registered office and factory at Nattakom, Kerala. Also it has another registered office in Trivandrum; it has depots at Bangalore, Coimbatore and Vijayawada. Promoters of the organization Travancore Cements Ltd. The company was originally started under private management of M/s EsselPvt. Ltd. In 1975 government of Kerala took over the management of the company. The director of the managing agency of the company at the time of its commencement was Mr. T.S. Narayanaswamy. The factory was installed under the supervision of Mr. S. Rudlinger. Now the government of Kerala is holding 51.33 percent of the equity share capital. The pyramid group of the company is holding another 25 percent of the shares and the remaining shares are held by General Public. Problems faced by company The main problem faced by the company is the storage of row materials. The company has serve storage of lime shell which is the major row material for both the products of the company. The

difficulty in commencing mining operations for lime shell in the companys lease hold area at Vaduthala is affecting the lime shell availability. The issue is being sorted out. Now the company is obtained lime shell from Chithira lake. The increasing use of oil and diesel is badly affecting the profitability of the company. Surplus labour is the another major problem faced by the company.

Pricing of product The price for 1Kg of Vembanad White Cement is Rs.-16. For 50Kg of white cement is Rs.800. For Super Shelcem Cement Paint 5Kg is priced at Rs. 1480. and for jute bag Rs.90.80. These products are priced very high mainly because the raw materials particularly lime shell and white clay is scared. TCL has an advertisement budget of 25 lakhs per annum. Since the amount is too small the company is advertising at a low level. Other promotional activities include, conducting dealers meeting once in two years. In addition to these the company offers various incentive schemes for its details according to their sales performance. Due to very low advertisement budget the company does not engage in any large scale type of advertisement activities. The company occasionally engages in advertisement through news papers, magazines etc. the main modes of advertisement are displaying boards which are positioned where they get maximum attention. They also use Asianet cable vision, wall painting etc. TCL gives trade discounts of 10 percent and each discount of 4 percent for purchase of 250Kg and above. The company allows 3 percent discount on freight allowances and 3 percent on special discount. In every three months, the company gives 1 percent quantity discount for 200Kg, 2 percent for 500Kg. They also give annual discount of 3 percent.

Market share The cement paint industry is divided into organized and unorganized sectors. The major players are in the organized sector, however majority of the brands come from unorganized sector. TCL has 40 percent of market share of white cement and 33 percent for Super Shelcem Paint in the cement industry of Kerala. Objectives of the organization The main objective of TCL is the production of Vembanad White Portland cement. It is the first and foremost product of the company. By quality, it is the best whit cement produced in India. The company is now engaged in the production of cement paint known as Super Shelcem Cement Paint which is available in 42 different shade. The main objectives of the tcl are the following . Vision of TCL In the fast paced global development as the barriers are withering away. India need proper external synergy creations from the manufacturing sector for which TCL, pioneer of the white cement manufacturing in the country , can play a remarkable role and so is committed towards effective utilization of Man, Machine, Material and Money (4 Ms) To produce white cement paints using natural resources To provide employment opportunities To earn maximum profit To provide training to apprentice To make the company as the market leader.

Mission of TCL Having a unique role in the Heavy industry sector of the country, TCL is committed for catering the society towards the specific need expected by producing quality product at a customer friendly price while keeping sustained growth of the organization and total growth of the society.

Quality policy of TCL At TCL are committed to continual improvement of the system enhancing customer satisfaction by providing consistent quality products through the implementation of Quality Management System

Quality control policy TCL has implemented the Quality Management system and best quality throughout the production process. The row materials are taken by checking its quality and after each and every production process they are testing the quality of sample in the laboratory. Thus customers are well satisfied with the product

Infrastructural facilities Infrastructure is the basic physical and organizational structures needed for the operation of a society or enterprise, or the services and facilities necessary for an economy to function . As physically I was present there every working day in the companys branch, I found that the Travancore Cements Limited has fulfilled all infrastructural facilities require for the company, both the customer point of view as well as internal company point of view. These infrastructure facilities involve of Location of branches Telecommunication services Energy infrastructure Internal illumination Communications infrastructure IT Tools and Software Networks system Parking for vehicles

The company provides following Infrastructural facilities to the employees, A fare price canteen is operating at the premises. The employees are given Rs. 30 per day of attendance. Maximum Rs.900 per month is allowed by the company. Allowances Uniform Foot wear allowance Umbrella Rain coat Washing soap Toilet soap Turkey towel 3 pairs of uniform once in two years Every year Once in two years Once in three years Two half bars in a month Two numbers in a month Every year

Company scholarship Company is giving scholarship to the children of employees. For S.S.L.C, P.D.C, to Degree & Diploma Rs. 700/- for 1st highest rank. Rs 500/- for 2nd rank.

Transportation Free transportation facility provided to employees for coming and return after duty. For the children of employees for attending education institution in and around Kotayam. Quarters facility A limited number of employees are provided with quarters with free electricity and water. Recreation facility Recreation facility for indoor games, reading rooms with newspaper and periodicals, T.V with cable facility.

Training and developnent There are both internal and external training for workers and employees, and it is conducted by the HRD centre under the supervision of the Personnel Development. Job rotation is allowed only for officers. Conference, talks, workshops, etc. are conducted as part of training and development. Achievement The Company has taken the ISO 9002 Certification during the year 2000. During the year 2003 it switched over to ISO 9001:2000 certifications Work Flow Model The basic cement making process consist of collecting the row materials, grinding them to a fine stage, blending them to a uniform composition and heating them to the point of sufficient fusion when the cement compounds are formed. Portland cement is the product obtained by cooling and grinding the clinker thus formed with gypsum to a fine powder. Production process can be mainly divided into three stages: Slurry preparation Clinker making Clinker grinding

The different processes under these main stages are: Dredging Unloading station Wash mill Shell-sand grinding(Ball mill) Slurry making(Raw mill) Slurry section

 Dredging

Clinker making(Kiln) Clinker grinding(Cement mills) Packing and Despatching

The main raw material for the production of Vembanad White Cement is lime shell an underwater deposit in Vembanad Lake, is dredge and brought and brought to the company by means of power bargers. The company has two dredgers, one hydraulic dredger and one mechanical dredger. The capacity of two dredgers may about 30 tonnes/hour. The dredger can cut the lime shell around 40 feet maximum depth. The dredger works on two powerful engines, a dredger pamper engine and an auxiliary engine. Unloading station The shell brought by Barger from lake is unloaded here. Shell in barger is diluted with about 60 percent of water by means of diluting pump for easiness of sucking. A sucking pump draws water along with the shell to receiving tank near the rotary grill of screening plant. The shell is then passed through the rotary grill and waste materials are washed out during its rotation. Cleaned shell is either passed through the belt conveyors through hoppers or stored out. There are two rubber conveyors (Conveyor 1-short and straight, conveyor 2-long and inclined) for conveying the shell to the ball Wash mill Before actually used for the process clay is mixed with water. This work is done in a clay wash mill. Clay is put into the mill and about 65 percentage of water is also added during the grinding. During the hammering action of the weights provided in the wash mill clay is made to slurry is pumped to the storage tank known as silo. From silo, it is taken for process when required. Shell-sand grinding Slurry preparation is the fourth stage in the production process of whit cement. Slurry is a mixture of shell, sand and clay with around of 40percentage of water.

For slurry preparation two grinding mills are used: Roughing mill known as ball mill Finishing mill known as row mill

Ball mill is a cylindrical shell of welded metal plates. The shell around required amount of white sand and water is fed to the ball mill by rotating feed table. When the mill rotates the materials are crushed down to the small particulars while it passes through the ball. The materials coming out of the ball mill is diverted to a hammer screen by means of slurry elevator. Fine material come out of the hammer screen is fed to the row mill. The coarse material return to the ball mill for further grinding. Slurry making The row mill is hollow cylindrical shell, the inside of which is line with flint blocks. The shell lining are avoided to reduce the contamination of slurry by iron. The grinding media is used is Flint Pebbles. The mill is rotated by a motor at constant speed while passing through the mill, the fine materials discharged from ball mill and clay pumped from clay silo are finally ground and comes out as a party material known as slurry which then flows to slurry pit.

Slurry section Slurry discharged from the row mill is stored in silos by means of pipes. The chemical composition of the slurry will be adjusted by this stage. There are three silos for storing the slurry. From these silos slurry is pumped to the slurry basin. In the basin slurry is constantly agitated with compressed air and stirring mechanism. From the basin, slurry is taken from burning in the kiln. Clinker making Kiln is a cylindrical steel lined with refractory bricks mounted at an inclination of 30 degrees on roller supports. The kiln having a length of 285 feet with diameter of about 9 feet and is rotated at about 1rpm by an electric motor.

During the process of slurry passes through three stages: Drying zone Calcinations zone Burning zone

In the drying zone about 99 percent of water content in the slurry will removed. In the calcinations zone the removal of CO2 take place. After that the materials enters the burning zone. The clinker is formed in the burning stage by fusing Diclacium Silicate, Tricalcium silicate, and Tera calcium Alumino Ferrite at about 400 degree celsuis. There after the clinker is cooled by flow of air. Clinker come out of the cooler will be usually in the modular form. Cilnker grinding The cooled clinker is grinded is very finely to make white cement. Clinker grinding take place in the cement mill. There are cement mill A, B and C with clinker grinding capacity of 60 tonnes, 50 tonnes, 50 tonnes respectively. The mills B&C are identical in nature. During grinding, small quantity about 3 percent to 4 percent Gypsum is added. The Gypsum controls the initial setting time of cement. If gypsum is not added, the cement wouldnt set as water is added. The gypsum act as retarder and it delays the setting action of cement. It thus permits cement to be mixed with aggregate and to be placed in the position. The cement coming out of the mill is conveyed to claufies by means of bucket elevator. In the separator, causes particles are separated and they flow to the mill while fine particles flow to the Flaxo pump, which is operated by compressing air. Using Flaxo pump cement is transferred to the cement silo located at the packing house. Packing and despatching The white cement stored in silos is packed in paper bags in the packing house. Compressed air is used for the free flow of the cement from the Silo and hopper located above the packing machine. While the bag is filled with 50Kg materials discharges from the spout is automatically transferred to truck through a fixed point belt conveyer and a movable belt conveyer. The filled bags fall down from the spout to the wire net conveyor and are transferred to truck through a fixed point belt conveyer and a movable belt conveyer.

Future Growth and Prospects

The company has planned some diversification schemes which will be implemented in the near future, which include proposal to insist setting up of Enamel paints and textured coating under cooperative societies. There are proposals to start a pocking unit, the venturing project for manufacturing Calcium nitrate and Dicalcium phosphate, shifting of present technology to dry process technology, reinitialize the production of Grey cement and the proposal to export white cement to Srilanka, Gulf, South Africa and Mauritius. The company is at present having a bright future ahead.

Functional Analysis The departments of the company are briefed as follows: Administration Department Finance Department Marketing Department Human Resource Department Production Department

Administration Department This department consists of the front line office and other employees who assist the head of the administration department. The front office employees responsibility is to look after all other departments, the calls coming into office to the various departments and attending the visitors. The other administration departments employees have to look after the stationary requirements from all the departments, maintenance of stock of stationary, maintaining the photocopy and the printing section. The everyday needs to be organized in the company are the responsibility of the administration is responsible for every small necessity of the company.

Finance Department Finance manager is the head of department. This department controls the finance matters like payment of bill, salary, collection of bill and receipt, bank transaction etc. This department deals with all the inflow and outflow of cash in the organization. All the accounts of flow of cash and

monthly and yearly balance sheet and cash flow statement are being prepared by this department. All the issues regarding monthly incomes, incentives, payroll, pension and all other deduction like taxes are taken care of by them. By producing an accurate portrayal of the potential profits and costs of each title, the finance department aids all departments in making the best financial publishing decisions. The department is charged with the following tasks and reporting procedures: Forecasting, budgeting, and strategic planning for departments, titles, and imprints. Accurately projecting the companys financial performance. Controlling costs through internal auditing and external research of alternatives. Developing business plans and models for growth of the company trend analysis.

Marketing Department The marketing department is responsible for creating, preparing and establishing marketing strategies and policies for each title by coordinating the efforts of publicity, promotion, advertising, online, and sales. The marketing department performs the following functions: Preparing all sales presentation materials: audio recordings, fact sheet collation, and promotions Creating and producing additional account-specific presentation materials Creating pricing strategies Researching and establishing relations with new markets Planning and maintaining sales and marketing scheduled, including title launch and planning meetings. Measuring the effectiveness of strategies once completed.

Human Resource Department

The human resources department works closely with all divisions and departments to ensure the health and happiness of their employees through benefits administration, rewards and recognition, facilitation of company- wide events, and the recruitment of new employees. They also act as a liaison between the employee and the recruitment of new employees. The company is working towards institutionalizing a performance-oriented culture. The entire HR systems e.g. recruitment, performance management system, reward & recognition have been aligned with the business objectives. The company attaches considerable importance to training and employee development with focus on customer sensitivity, process and ISO training. Regular communication channel is maintained with the employees through town halls, departmental meets and such other forums. The fortnightly leadership meet is conducted to keep the

employees informed about the performance and strategic objectives of the organization. An independent employee engagement survey is conducted annually involving the entire organization. The survey results are shared with the employees and action plan is worked out through consensus. The company has aligned its employee policies with those of Travancore Cements Ltd to ensure uniformity. Production Department Production department controls the production function, the production manager analysis the customers demand with the help of merchandiser and MD and decide the production quantity and style of production. Function of Production Department The main function of the production is to produce the main product of the company ie Dennis Morton The production department controls and coordinates the production process The production department conducts research for new product Verification of raw material stock statement and maintaining stock Verification of production statements

1.3 .PRODUCT PROFILE The company is producing three types of products. They are,

White Portland Cement under the brand name VEMBANAD. Cement paints under the brand name SUPER SHELSEM in 42 different shades. Wall putty under the brand name VEMBANAD.

Vembanad White Portaland Cement It is the first place in Indian white cement market by its excellent quality and its quality is at pas with that of the best available in the world market. As compared to others brand it accounts for its superior whiteness and maintain its quality by using lime shells instead of lime stone. The white cement is the best suited for housing and construction of industries. Vembanad White Cement is quickly drying, process high strength and superior aesthetic values. Also it is good for floor finish, plaster and ornamental works. The miscellaneous application of white cement are in swimming pools, where it replaces the use of glazed tiles with coloured shades under water, for moulding sculptures and statues, for painting furnitures. It is also used for ready mixed concrete and precast blocks and also fixing marbles and glazed tiles. Today the company enjoys the highest 8042 e-1976 specification. Special features Lowest magnetic content and hence most durable white cement. Brilliant whiteness. High strength. Super soundness. Super finishing. Excellent properties. Ideal for manufacturing cement paints, mosaic tiles etc.

Applications Pointing brick works.

Road marking. Cast stone finish. External rendering. Mosaic tiles. Terrazzo flooring. Primary coat for cement paints.

Super Shelcem Cement Paint In 1977 TCL started manufacturing cement paints under the brand name SHELCEM. It was rebranded as SUPER SHELCEM in 1986. Super Shelcem is a unique technology formulation with the most durable VEMBANAD white cement. It is an intimate mixture of Vembanad white cement, water proofing fungicides, oxide extends, non fading oxide pigments and hardening agents. Cement paint is water biased paint widely used for painting buildings. Unlike other cement paints, Super Shelcem doesnt require water curing after first and second coat. Only initial wetting of the surface is necessary. This makes it ideal for exteriors of multi storied buildings and sky scrapers. Also it is ideal for interiors since, tedious curing after removing furniture can be avoided which means saving of labour. Once a wall is painted with Super Shelcem , it looks and stays good for years un affected by weather and fungal attack . Super Shelcem carries ISI marks and the approval of Bureau of Indian Standards, is E-1969. It is available in a wide range of colours of total 42 different shades in the market.

Special features Capacity: Any previous deep shade made on the surface can be effectively hidden with a single coat of Super Shelcem. The second coat completely covers the dark patches and stains on the wall. Coverage: Super Shelcem covers greater area than any other cement paint. 1Kg covers 100 sq feet for a single coat or 65 sq feet for two coats. Adhesion: Super Shelcem can be applied on a wide variety of surface like cement plaster, concrete, brick work and plastered surface.

Drying: Super Shelcem dries very quickly. While other cements paints requires 16 to 24 hours waiting time for applying the second coat, Super Shelcem need only 3 to 6 hours after the first coat.

Production of Super Shelcem The main raw material for the production of cement paint, i.e.; lime shells is dredged from Vembanad Lake by the company themselves. Lime Shell, rich white clay, white silica sand is used for the production of white cement. The white cement is mixed with hydrated lime, colouring pigments, and fine sand and water repellent compound in a separate mill to get the cement paint of desired colour.A premium quality cement paint, always consistent and of international standards.

 Vembanad Wall Putty Vembanad Wall Putty was introduced in the last year, i.e. in 2008. It is dry powder putty with Vembanad White Cement as the base. By the low content of MgO in Vembanad White Cement, the putty when applied on the cement plastered wall and ceiling will ensure durability, extra coverage and smooth finish. Vembanad Wall Putty can be applied on freshly plastered surface also. Like other products of TCL, Vembanad Wall Putty is also excellent in quality. Before applying wall putty, one or two coats of Vembanad White Cement is recommended to be applied on the newly plastered wall. Special features Quality tested Vembanad White cement is used for making wall putty. Its production process goes through the strictest quality test. It has a unique formulation. It has more coverage than any other wall putty in the market.

Area of operation The Travancore Cements Ltd, has regional area of operation. TCLs Vembanad white cement is the best white cement available in the country. TCL having its sales office at Kottayam and godowns at Bangalore, Coimbatore, Culcutta and Delhi. For sales promotion C&F (commission agents) are appointed at Madurai and Vijayawada. The regional office is situated at Trivandrum. TCL was exporting white cement to various Asian countries, but due to the greater demand of the product in the country, it stopped exporting. Ownership pattern Travancore cements ltd is a public sector company. 51 percent of the shares are owned by Kerala state government and the rest 49 percent are owned by public.

Competitors information Major Competitors of Super Shelcem

Snowcem India Ltd. Berger Paints India Ltd., Kolkata Classic Paints, Vennala Cochin

1.5- CHAPTERIZATION The project titled A Study on EMPLOYEE RESEARCH IN TRAVANCORE CEMENTS LTD, KOTTAYAM.The first chapter consist of introduction about the topic, Industry profile, and Company profile and product profile and chapter scheme. The Introduction about the topic is consist of detailed explanation about the concept of topic, and the industry profile is consist of detailed explanation about which type of industry chosen by the researcher and company profile consist of detailed explanation about the company and the product profile explained about the products which was placed for this project. The second chapter consist of two parts namely the review of literature and the theoretical perspective. The review of literature consists of literatures given by the various authors about the topic and second part consists of theoretical perspective which neatly explained about the perspective view of the topic. The third chapter place an important role in this project. It consists of objectives, needs, and scope of the study, Research methodology and the limitation of the study. Each heading describes the importance of the topic such as the objectives framed by the researcher and also it gives the outline for how this project is done and what are the procedures followed by the researcher. The fourth chapter consist of data analysis and interpretation. It plays a main role throughout the project. It explains about the tools for the analysis and it consists of many tables and figures.

The fifth chapter consist of three part namely Findings, Suggestions, and conclusion. The findings detailed explain about what are the problems found out by the researcher and is listed out and the corresponding suggestion is provided and finally this chapter is concluded with the appropriate conclusion. The final chapter consist of Bibliography and Book references. Its very useful for quick reference and explains about resources used for this project

CHAPTER-2
REVIEW OF LITERATURE

Introduction
Hackman and Oldham (1976 drew attention to what they described as psychological growth needs as relevant to the consideration of Employee Research. Several such needs were identified:

Skill variety, Task Identity, Task significance, Autonomy and Feedback.

They suggested that such needs have to be addressed if employees are to experience high Employee Research. In contrast to such theory based models,

Taylor (1979) more pragmatically identified the essential components of Employee Research as basic extrinsic job factors of wages, hours and working conditions, and the intrinsic job notions of the nature of the work itself. He suggested that a number of other aspects could be added, including :

individual power, employee participation in the management, fairness and equity, social support, use of ones present skills, self development, a meaningful future at work, social relevance of the work or product,

effect on extra work activities.

Taylor suggested that relevant Employee Research concepts may vary according to organisation and employee group. Warr and colleagues (1979) in an investigation of Employee Research, considered a range of apparently relevant factors, including :

work involvement, intrinsic job motivation, higher order need strength, perceived intrinsic job characteristics, job satisfaction, life satisfaction, happiness, and self-rated anxiety.

They discussed a range of correlations derived from their work, such as those between work involvement and job satisfaction, intrinsic job motivation and job satisfaction, and perceived intrinsic job characteristics and job satisfaction. In particular, Warr et al. found evidence for a moderate association between total job satisfaction and total life satisfaction and happiness, with a less strong, but significant association with self-rated anxiety. Thus, whilst some authors have emphasised the workplace aspects in Employee Research, others have identified the relevance of personality factors, psychological well being, and broader concepts of happiness and life satisfaction. Factors more obviously and directly affecting work have, however, served as the main focus of attention, as researchers have tried to tease out the important influences on Employee Research in the workplace. Mirvis and Lawler suggested that Employee Research was associated with satisfaction with wages, hours and working conditions, describing the basic elements of a good quality of work life as :

safe work environment,

equitable wages, equal employment opportunities and opportunities for advancement.

Baba and Jamal (1991)listed what they described as typical indicators of Employee Research, including:

job satisfaction, job involvement, work role ambiguity, work role conflict, work role overload, job stress, organizational commitment and Turn-over intentions.

Baba and Jamal also explored reutilization of job content, suggesting that this facet should be investigated as part of the concept of Employee Research. Some have argued that Employee Research might vary between groups of workers. For example,

Ellis and Pompli (2002)identified a number of factors contributing to job dissatisfaction and Employee Research in nurses, including:

poor working environments, resident aggression, workload, innability to deliver quality of care preferred, balance of work and family, shiftwork, lack of involvement in decision making, professional isolation, lack of recognition,

poor relationships with supervisor/peers, role conflict, lack of opportunity to learn new skills.

Sirgy et al. (2001)suggested that the key factors in Employee Research are:

need satisfaction based on job requirements, need satisfaction based on work environment, need satisfaction based on supervisory behaviour, need satisfaction based on ancillary programmes, organizational commitment.

They defined Employee Research as satisfaction of these key needs through resources, activities, and outcomes stemming from participation in the workplace.

Needs as defined by the psychologist, Abraham Maslow, were seen as relevant in underpinning this model, covering health & safety, economic and family, social, esteem, actualisation, knowledge and aesthetics, although the relevance of non-work aspects is play down as attention is focussed on quality of work life rather than the broader concept of quality of life. These attempts at defining Employee Research have included theoretical approaches, lists of identified factors, correlational analyses, with opinions varying as to whether such definitions and explanations can be both global, or need to be specific to each work setting.

Bearfield, (2003) used 16 questions to examine Employee Research, and distinguished between causes of dissatisfaction in professionals, intermediate clerical, sales and service workers, indicating that different concerns might have to be addressed for different groups. The distinction made between job satisfaction and dissatisfaction in Employee Research reflects the influence of job satisfaction theories.

Herzberg at al., (1959) used Hygiene factors and Motivator factors to distinguish between the separate causes of job satisfaction and job dissatisfaction. It has been suggested that Motivator factors are intrinsic to the job, that is; job content, the work itself, responsibility and advancement. The Hygiene factors or dissatisfaction-avoidance factors include aspects of the job environment such as interpersonal relationships, salary, working conditions and security. Of these latter, the most common cause of job dissatisfaction can be company policy and administration, whilst achievement can be the greatest source of extreme satisfaction. An individuals experience of satisfaction or dissatisfaction can be substantially rooted in their perception, rather than simply reflecting their real world. Further, an individuals perception can be affected by relative comparison am I paid as much as that person - and comparisons of internalised ideals, aspirations, and expectations, for example, with the individuals current state (Lawler and Porter, 1966) In summary, where it has been considered, authors differ in their views on the core constituents of Employee Research (e.g. Sirgy, Efraty, Siegel & Lee, 2001and Warr, Cook & Wall, 1979). It has generally been agreed however that Employee Research is conceptually similar to wellbeing of employees but differs from job satisfaction which solely represents the workplace domain (Lawler, 1982)[14]. Employee Research is not a unitary concept, but has been seen as incorporating a hierarchy of perspectives that not only include work-based factors such as job satisfaction, satisfaction with pay and relationships with work colleagues, but also factors that broadly reflect life satisfaction and general feelings of well-being (Danna & Griffin, 1999).More recently, workrelated stress and the relationship between work and non-work life domains (Loscocco & Roschelle, 1991)have also been identified as factors that should conceptually be included in Employee Research

CHAPTER3 RESEARCH METHEDOLOGY

INTRODUCTION Research methodology is a scientific and systematic way to solve research problem. The researcher has to design his methodology. Research methodology deals with research method and takes into consideration the logic behind the method. It also deals with objectives of research study, the method of defining the problem, type of data collected and the methods used for collecting and analyzing datas. There are four tools applied in analysis such as Percentage method, Chi square analysis, Weighted average method and Rank correlation.

3.1 OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE To study about the Employee Research LIMITED ,KOTTAYAM SECONDARY OBJECTIVES To understand the working environment in the organization To find out source of recruitment and selection process of employee in the company. To analyze the work allotment in the organization. To find out the satisfaction level of the employee in their working condition. To correlate the satisfaction level with their age, experience, salary, and status. To find out the methods adopted in the employee training, motivation and development program. in TRAVANCORE CEMENTS

 To analyze the employee provident fund, ESI, and other benefits of employees provided by the company. To analyze the performance appraisal of the employee in the organization

3.2 Need for study Employee research plays major role among the industries, These attempts at defining Employee Research have included theoretical approaches, lists of identified factors, correlational analyses, with opinions varying as to whether such definitions and explanations can be both global, or need to be specific to each work setting.

3.3- SCOPE OF THE STUDY The study is about the major department and functioning of TRAVANCORE CEMENTS

LIMITED ,KOTTAYAM. The study is mainly based on the details collected from each department. Each and every activities of the company is studied very carefully with the data available. This study is very beneficial to the future managers as they are put into the real life situations. A study on all the departments can help to improve the process and there by an over all improvements in the companys performance can be made

3.4- Research Design Descriptive research, also known as statistical research, describes data and characteristics about the population or phenomenon being studied. Descriptive research answers the questions who, what, where, when and how.

Although the data description is factual, accurate and systematic, the research cannot describe what caused a situation. Thus, descriptive research cannot be used to create a causal relationship,

where one variable affects another. In other words, descriptive research can be said to have a low requirement for internal validity.

3.5- Sampling Design A sample design is a finite plan for obtaining a sample from a given population. Simple random sampling is used for this study.

3.6- Sample Size Number of the sampling units selected from the population is called the size of the sample. Sample of 50 respondents were obtained from the population.

3.7- Source of Data The datas were collected through Primary and secondary sources.

Primary Sources. Primary data are in the form of raw material to which statistical methods are applied for the purpose of analysis and interpretations. The primary sources are discussion with employees, datas collected through questionnaire. Secondary Sources. Secondary datas are in the form of finished products as they have already been treated statistically in some form or other. The secondary data mainly consists of data and information collected from records, company websites and also discussion with the management of the organization. Secondary data was also collected from journals, magazines and books.

3.8- Statistical Tools For Analysis

1. Percentage Analysis 2. Weighted Average Method 3. Chi-Square Method 4. Rank correlation Method

3.9- Period of Study The project work was done in the period from January to April 2012 in TRAVANCORE CEMENTS LIMITED ,KOTTAYAM

3.10- Limitations of the Studys

CHAPTER.4

ANALYSIS AND INTERPRETATION

4.1 INTRODUCTION This chapter assumes the employee Research level from the respondents with the use of table and charts .It includes percentage method, Weighted Average method Chi-Square analysis and rank correlation PERCENTAGE ANAALYSIS

4.2 Classification of respondents based on the age

The respondents are classified on the basis their age group and analysed in table 4.2 TABLE 4.2

Classification of respondents based on the age

Age of the Respondent Below25 25-35 35-45 Above 45 Total

No of Respondent 16 36 70 28 150

Percentage 10.7% 24% 46.7% 18.7% 100%

Age

50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Below25 25-35 35-45 Above 45

Figure 4.2

INTERPRETATION The above table shows that 48% respondents belongs to the age of 35-45,24% of respondents are belongs to 25-35 ,18% of respondents belongs to the age of above 45 and others 10% belongs to at the age of below 25 respectively.

4.3 Classification of respondents based on the gender

The respondents are classified based on their gender and it is analyzed in table 4.3 TABLE 4.3 Classification of respondents based on the gender Gender Male Female Total No of Respondent 117 33 150 Percentage 78% 22% 100%

Gender

80% 60% 40% 20% 0% Male Female

Figure 4.3 INTERPRETATION The above table shows that among the respondents 78% are males and 22% are females. Males are dominated in the company rather than females

4.4 Classification of respondents based on Educational Qualification

The respondents are classified based on their qualifications and it is analyzed in table 4.4

TABLE 4.4

Classification of respondents based on Educational Qualification

Educational Qualifications Technical Non Technical Total

No of Respondent

Percentage

67 83 150

44.7% 55.3% 100%

Educational Qualification

60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Technical Non Technical

Figure 4.4

INTERPRETATION The above table shows that among the respondents 44.5% are belongs to the Technical category and 55.5% are belongs to Non Technical Employees.

4.5 Classification of respondents based on the marital status

The respondents are classified based on their marital status and it is analyzed in table 4.6 TABLE 4.5

Classification of respondents based on the marital status

Marital status Single Married Divorced Separated Total

No of Respondent 32 111 6 1 150

Percentage 21.3% 74% 4% 0.7% 100%

Marital Status
80.00% 60.00% 40.00% 20.00% 0.00% Single Married Divorced Separated

Figure 4.5

INTERPRETATION The above table shows that among the respondents most of the employees are married(74%).21.3% of employees are single.0.7% were separated and 4% were divorced

4.6 Classification based on the employee status

The respondents are classified based on their Employee status and it is analyzed in Table 4.6 TABLE 4.6

Classification based on the employee status

Employee status Permanent Temporary Total \ No of Respondent 113 37 150 Percentage 75.3% 24.7% 100%

Employee Status

80.00% 60.00% 40.00% 20.00% 0.00% Permanent Temporary

Figure 4.6

INTERPRETATION The above table shows that 75.3% respondents belongs to permanent and 24.7% belongs to temporary.

4.7

Classification of respondents based on Experience

The respondents are classified based on their experience and it is analyzed in table 4.4

TABLE 4.7

Classification of respondents based on Experience

Experience Below 5 years 5-10 years 10-15 years Above 15 years Total No of Respondent 30 63 39 18 150 Percentage 20% 42% 26% 12% 100%

Experience
50% 40% 30% 20% 10% 0% Below 5 years 5-10 years 10-15 years Above 15 years

Figure 4.7

INTERPRETATION The above table shows that 42% respondents belongs to 5-10 year experience ,26% of respondents belongs to 10-15 years experience,20% of respondents belongs to below 5 years experience and 12% belongs to above 15 years experience.

4.8 Classification of respondents based on salary of employees

The respondents are classified based on their salary and it is analyzed in table 4.8

TABLE 4.8

Classification of respondents based on salary of employees

Salary Below 5000 5000-10000 10000-15000 Above 15000 Total Number of respondents 10 45 64 31 150 Percentage 6.7% 30% 42.7% 20.7% 100%

Salary
60.00% 40.00% 20.00% 0.00% Below 5000 5000-10000 10000-15000 Above 15000

Figure 4.8 INTERPRETATION The above table shows that 42.7% respondents belongs to the salary 10000-15000 ,30% respondents belongs the salary 5000-10000, ,20.7%of respondents belongs to the salary above 150000,10% of respondents belongs to below 5000 salary.

4.9Classification of respondents based on sources of recruitment

The respondents are classified based on sources of recruitment and it is analyzed in table 4.9

TABLE 4.9

Classification of respondents based on sources of recruitment

Sources of Recruitment Employee agencies Head hunting Walk in Job Rotation Employee Referral Total Number of respondents 49 29 27 20 25 150 Percentage 32.7% 19.3% 18% 13.3% 16.7% 100%

Sources of Recruitment

40.00% 20.00% 0.00% Employee agencies Head hunting Walk in Job Rotation Employee Referral

Figure 4.9 INTERPRETATION The above table shows that among the respondents most of the employees came through the employment agencies (32.7%) , 18% of respondents came to job through walk in interview,and others came to the job through head hunting ,job Rotation,and employee referrals respectively

4.10 Classification of respondents based on Training Method

The respondents are classified based on their Training method and it is analyzed in table 4.9

TABLE 4.10 Sources of Training Video Presentation Case study Lectures Apprenticeship Training Supervisory assistance Total Number of respondents 12 30 12 14 82 150 Percentage 8% 20% 8% 9.3% 54.7% 100%

Sources of Training
60% 40% 20% Video Presentati on Percentage 8% 0% Case study 20% Lectures Apprentic Supervisor eship y Training assistance 9.30% 54.70%

8%

Figure 4.10 INTERPRETATION The above table shows that 54.7% respondents going through supervisory assistance training,20% of respondents through case study,8% through the lectures and video presentation and 9.3% through the apprenticeship training

4.11Classification of respondents based on work allotment

The respondents are classified based on their work allotment and it is analyzed in table 4.9

TABLE 4.11

Classification of respondents based on work allotment

Work attotment Educational Qualification Experience Work performance Others Total 44 10 150 23.3% 6.7% 100% No of Respondent 96 Percentage 64%

Work allotment
80% 60% 40% 20% 0% Educational Qualification Experience Work performance Others

Figure 4.11

INTERPRETATION The above table shows 64% of work allotment through Educational Qualification,23.3% through the experience, and 6.7% of work allotment through work performance.

4.12 Opinions of respondents about training helps to improve the work efficiency
The opinions of respondents about training helps to improve work efficiency and it is analyzed in table 4.12

TABLE 4.12

Opinions of respondents about training helps to improve the work efficiency

Training helps to improve work efficiency Yes No Total 123 27 150 82% 18% 100% No of Respondent Percentage

whether training helps to improve work efficiency?

100% 50% 0% Yes No Percentage

Figure 4.12

4.13 Opinions about claiming of EPF/ESI

The opinions of respondents about Claiming of EPF/ESI ,and it is analyzed in table 4.13

TABLE 4.13

Opinions about claiming of EPF/ESI

opinions of respondents about Claiming of EPF/ESI Yes No Total 115 35 150 76.7% 23.3% 100% No of Respondent Percentage

Company's support to claiming EPF/ESI

80.00% 60.00% 40.00% 20.00% 0.00% Yes No

Figure 4.13

4.14 Opinions of Respondents about Performance appraisal

The opinions of respondents about performance appraisal ,and it is analyzed in table 4.13

TABLE 4.14

Opinions of Respondents about Performance appraisal

opinions of respondents about performance appraisal Yes No Total 128 22 150 85.3% 14.7% 100% No of Respondent Percentage

opinion about performance appraisal

100.00% 80.00% 60.00% 40.00% 20.00% 0.00% Yes No

Figure 4.14

4.15 Respondents opinion about in-charge of performance appraisal

The opinions of respondents about the in charge of performance appraisal ,and it is analyzed in table 4.15

TABLE 4.15

In-charge of performance appraisal supervisors Co-Workers Subordinates Self Evaluation Total

No of Respondent

Percentage

106 24 12 8 150

70.7% 16% 8% 5.3% 100%

In-charge of Performance appraisal

80.00% 60.00% 40.00% 20.00% 0.00% supervisors Co-Workers Subordinates Self Evaluation

Figure 4.15

4.16 Respondents opinion about Method of performance appraisal

The opinions of respondents about the i method of performance appraisal ,and it is analyzed in table 4.16

TABLE 4.16

Method of performance appraisal Essay appraisal Forced choice Paired comparison Graphical rating scale Group order Ranking Total

No of Respondent 97 27 14 6 6 150

Percentage 64.7% 18% 9.3% 4% 4% 100%

Method of performance appraisal

70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Essay appraisal Forced choice Paired comparison Graphical rating scale Group order Ranking

Figure 4.16

4.17 Respondents opinion about Voluntary Retirement

The opinions of respondents about the i method of performance appraisal ,and it is analyzed in table 4.17

TABLE 4.17

Respondents opinion about Voluntary Retirement

opinions of respondents about voluntary retirement Yes No Total 130 20 150 86.7% 13.3% 100% No of Respondent Percentage

voluntary Retirement

100.00% 80.00% 60.00% 40.00% 20.00% 0.00% Yes No

Figure 4.17

4.17 Respondents opinion about the companys support to get Retirement Benefits
The opinions of respondents about the companys support to get retirement benefits,and it is analyzed in table 4.17

TABLE 4.17 opinions of respondents about retirement benefits Yes No Total 138 22 150 92% 8% 100% No of Respondent Percentage

Company's support to get Retirement benefits

100% 50% 0% Yes No

Figure 4.17

4.18 Respondents Overall opinion about the company

The respondents overall opinion about the company, and it is analyzed in table 4.18

TABLE 4.18

Respondents Overall opinion about the company

Overall opinion Exellent Very good good poor Total No of Respondent 32 62 56 150 Percentage 21.3% 41.3% 37.4% 100%

Overall Opinion about the Company

50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Exellent Very good good poor

Figure 4.18

4.19WEIGHTED AVERAGE METHOD TABLE NO 4.19 The table shows Satisfaction levels of Respondents

Factors Wage& salaries Approach of superior Workload Benefits Canteen Transport Work appreciation Training Motivation Leave facilities Trade union Relationship with colleagues

Excellent 4 6

v.good 122 120

good 24 24

poor -

96 6 10 14 6 6 28 14 24

50 110 102 98 102 96 96 102 84

64 4 32 38 36 36 48 24 32 38

86 2 2 6 2 2 4

TABLE 4.20

Factors

Nx4

Nx3

Nx2

Nx1

Row total

Weight average 43

Rank

Wages &Salaries Approach of superior Workload Benefits Canteen Transport Work appreciation Training Motivation Leave facilities Trade union Relationship with colleagues

16

366

48

430

24

360

48

432

43.2

384 24 40 56

150 330 306 294

128 8 64 76 74

86 2 2

214 542 420 422 426

21.4 54.2 42 42.2 42.6

12 1 9 8 7

24 24 112 56 96

306 288 288 306 252

72 96 48 64 76

6 1 2 2 5

408 409 450 428 429

40.8 40.9 45 42.8 42.9

11 10 2 6 5

Formula: Weighted average

TABLE 4.21 The table shows Motivational levels of Respondents Highly satisfied 6 10 24 Highly Dissatisfied -

Factors Target should be achieved Recognition Security of Job Increment During e v e r y ye a r Responsibility of the work Responsibility of family commitment Relationship with supervisor Working condition Entertainment

Satisfied

Neutral

Dissatisfied

124 122 106

20 14 16

4 4 4

50

88

12

20

120

10

78

52

20

122

18

80

64

38

106

TABLE 4.22 Row total 594 588 600 Weight average 39.6 39.2 40

Factors Target should be achieved Recognition Security of Job Increment During every year Responsibility of the work Responsibility of family commitment Relationship with supervisor Working condition Entertainment

Nx5

Nx4

Nx3

Nx2

Nx1

Rank

30 50 120

496 488 424

60 42 48

8 8 8

5 6 4

250

352

36

638

42.5

100

480

30

610

40.7

390

208

60

658

43.9

40

488

54

586

39.07

20 -

320 152

192 318

4 8 2

536 480

35.7 32

8 9

4.23 CHI-SQUARE TEST. TABLE 4.24 To determine whether there is any relationship between working environment and job satisfaction. H0: There is relationship between working environment and experience H1: There is no relationship between working environment and experience Observed frequency Factors Experience H.S S Working environment N D H.D Row total Below 5 years 5-10 Years 10-15 Years Above 15 Years Column total 11 107 30 2 0 150 2 11 5 0 0 18 5 27 6 2 0 40 3 50 10 0 0 63 1 19 9 0 0 29

TABLE 4.25

Observed frequency 1 19 9 0 0 3 50 10 0 0 5 27 6 2 0 2 11 5 0 0 Total (O)

Expected frequency (E) 1.54 20.67 5.8 0.39 0 4.62 44.94 12.6 0.84 0 2.93 28.53 8 0.53 0 1.32 12.8 3.6 0.24 0

(O-E) 0.29 2.79

(O-E)2 E 0.19 0.13 1.76 0.4 0 0.57 0.57 0.54 0.83 0 1.47 0.08 0.5 0.04 0 0.34 0.25 0.54 0.20 0

10.24 0.15 0 2.62 25.60 6.76 0.70 0 4.28 2.34 4 2.16 0 0.46 3.24 1.96 0.05 0 8.41

TABLE 4.26 To determine whether there is any relationship between working environment and organizational policy H0: There is relationship between working environment and Organizational policy H1: There is no relationship between working environment and Organizational policy Observed frequency

Factors Organisational policy H.S S N D H.D Column Total H.S 3 10 0 0 0 13 S 7 80 29 0 0 116

Working environment N 0 10 10 0 0 20 D 0 1 0 0 0 1 H.D 0 0 0 0 0 0 Row total 10 101 39 0 0 150

TABLE 4.27

Observed frequency (O) 3 7 0 0 0 10 80 10 1 0 0 29 10 0 0 0 0 0 0 0 0 0 0 0 0 Total

Expected frequency (E) 0.87 7.73 1.33 0.06 0 8.75 78.11 13.47 0.67 0 3.38 30.16 5.2 0.26 0 0 0 0 0 0 0 0 0 0 0

(O-E) 4.55 0.53 1.77

(O-E)2 E 5.22 0.07 1.33 0.05 0 0.18 0.05 0.89 0.16 0 3.38 0.04 4.43 0.23 0 0 0 0 0 0 0 0 0 0 0 16.03

0.003 0 1.56 3.57 12.04 0.11 0 11.42 1.34 23.04 0.06 0 0 0 0 0 0 0 0 0 0 0

4.28 RANK CORRELATION TABLE 4.28 Highly satisfied 37 Highly dissatisfied 0

Factors Satisfaction of EPF\ESI Retirement Procedure Satisfaction

Satisfied

Neutral

Dissatisfied

70

33

33

98

12

Table showing relation between satisfaction of EPF and Retirement procedure. X-Satisfaction of EPF/ESI Y-Satisfaction of retirement procedure X 37 70 33 0 0 TOTAL
( )

Y 33 98 12 2 3

R1 2 1 3 4 4

R2 2 1 3 4 5

Di=R1-R2 0 0 0 0 -1

Di2 0 0 0 0 1 1

R = 0.95 INTERPRETATION Based on the rank correlation method ,the value is 0.95. The value shows ,there is a relation positive relation between satisfaction of EPF and Retirement procedure

TABLE 4.29 Factors Highly satisfied Leadership New ideas of e m p l o ye e s 12 4 117 80 28 66 1 0 Satisfied Neutral Dissatisfied Highly dissatisfied 0 0

Table showing relation between Leadership and employees X-Leadership Y-New ideas of employees encouraged by the management X Y R1 R2 Di=R1-R2 Di2

12 117 28 1 0

4 80 66 O 0

3 1 2 4 5 TOTAL

3 1 2 4 4

0 0 0 0 1

0 0 0 0 1

1
( )

R = 0.95 INTERPRETATION Based on the rank correlation method ,the value is 0.95. The value shows ,there is a relation positive relation between