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SUMMER TRAINING

PROJECT REPORT

ON

EMPLOYEE JOB SATISFACTION

PROJECT UNDERTAKEN AT

MAIHAR CEMENT SARLANAGAR (M.P.)

Vindhya Institute of Technology, Satna M.P (VITS)

YEAR: 2009-11

SUBMITTED BY: GUIDED BY: SUBMITTED TO :

SANTOSH GAUTAM MR.G.K.AWASTHI MISS. RICHA SINGH

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MBA III SEM G.M (FIN & A/C’S) Mr. Subendra Ghosh

DECLARATION

I do hereby declare that the project entitled “THE SURVEY OF

EMPLOYEE JOB SATISFACTION” a bonafide record of the work

done by me at MAIHAR CEMENT SARLANAGAR towards a partial

fulfillment of requirement for Post graduate diploma in

Management under the guidance of MR. G.K.AWASTHI and

this report has not been submitted to any other university or

institute for the award of any degree/diploma etc.

DATE: SANTOSH KUMAR GAUTAM

PLACE-SATNA M. B. A. IIND SEM

A. P. S. UNIVERSITY REWA (M.P.)

VITS COLLEGE SATNA (M.P.)

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ACKNOWLEDGMENT

I would like to take this opportunity to express my gratitude and

thanks to MR. G.K.AWASTHI (VP OF FINANCE DEPTT), OF MAIHAR

CEMENT SARLANAGAR. SATNA (MP) for their great help, guidance

and co-operation during the whole training.

The staff of Maihar cement was very cooperative

helpful and gave their full support to me during my summer

training. I would like to take this opportunity to thank them for their

invaluable help and support.

I highly thankful to MISS.RICHA SINGH(HR MANGER) MBA VITS Satna And Mr. Subendra Ghosh(faculty of Mba) whose

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guidance has helped me to understand and complete my project in a timely and proper manner.

TOPIC………………………………………………………………..…6

OBJECTIVES OF SUMMER TRAINING…………………..…7

TRAINING METHODOLOGY…………………………………...9

EXECUTIVE SUMMARY ………………………………………..10

INDUSTRY OVERVIEW ………………………………………..12

CENTURY TEXTILES AND INDUSTRIES LTD …………..9

INDIAN CEMENT INDUSTRY ………………………………..11

CHAIR MAN’S MESSAGE ………………………………………13

ABOUT MAIHAR ………………………………………………….14

ABOUT MAIHAR CEMENT ……………………………………15

OUR VISION 3T ……………………………………………………19

Plants of Century Textiles & Industries Limited20

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PRODUCTS …………………………….……………………………..21

AWARDS ………………………………………………………….....22

Management………………………………………………………...24

KEY ACTIVITIES OF PERSONAL DEPARTMENT….. .26

OVERVIEW OF PROJECT…………………………………………28

Human Resource Development …………..………………….37

RESEARCH METHODOLOGY………………….……….………..43

OBSERVATION AND ANALYSIS…………………………..……47

LIMITATIONS………………………………………………………….58

SUGGESTIONS…………………………………………………….……59

CONCLUSION…………………………………………..………….…....60

BIBLIOGRAPHY…………………………..……………………………61

Questionnaires………………..……………………………………….62

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TOPIC of Summer Training:-

“EMPLOYEE JOB SATISFACTION”

Specialiazaition

“HUMAN RESOURSCE”

Organisation

“MAIHAR CEMENT”

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Objectives Of Summer Training

Objectives :

Partial fulfillment of MBA degree course curriculum.

To Know how Maihar cement manages their Employee job satisfaction by providing different fascilities and plans or techniques.

To gain some practical knowledge of human resoursce.

To know the job satisfaction of Employee at Maihar cement.

To know the reasons behind the Satisfaction of employee at Maihar cement.

To get suggestions from the employee of Maihar cement to improve the satisfaction as well as level of satisfaction in them. To attain the above

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objectives various other sub objectives were needed to be achieved. These are listed below:

o To analyze the satisfaction of employee at Maihar Cement.

o To know the employee preference for the satisfaction.

o To understand the effectiveness of satisfaction under various departments of Maihar cement.

o Thus my study attempts to find ways to increase job satisfaction and thus increase the business prospects.

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Training Methodology

Through Lectures. Presentation. By expert views. By reference books By vouchers On-site Observation Assignments

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Maihar Cement (Birla Gold) is well-established brand in Bihar region, besides it has market in Madhya Pradesh, Uttar Pradesh, Orissa and other parts of the Country. One of the major section, which requires or purchases cement in bulk quantity are engineers, architect, builders and contractors. This section or segment is known as the non-trader segment. And the retailers, stockists, whole-sellers are known as trader segment.

I carried out my project concerning “Employee job Satisfaction at Maihar cement”.

The project was carried out in the organization of Maihar cement. There are five major market players in cement industry of these areas. They are Jaypee, Birla Gold, Ultratech, ACC, and Prism. Apart from these there are few local brands such as Birla Samrat (M.P. Birla group) in Madhya Pradesh which is selling in the market. The information about the market was gathered by visiting retailers in the market. Interview of retailers was taken depending upon there accessibility. Also opinion of engineers, contractors, architects and

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builders (who posses knowledge regarding different brands available in the market) has been taken. Survey was done for both trade and non-trade segment to get the right picture about the market scenario. While doing the project attempt was made to collect maximum information about the market. To get actual and correct information, it was not told retailers that the survey is conducted by Maihar Cement for confidentiality reasons. Large numbers of retailers were visited to get the actual picture of the market. Again, the retailers of each grade (according to the performance) were visited, to get each and every detail about the market.

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Century Textiles and Industries Ltd. was incorporated in 1897 as a Public Limited Company with its Registered Office at Mumbai. Till 1951, the Company operated only one Cotton Textile Mill in Mumbai. Thereafter, the Company has made rapid progress in expanding and diversifying its activities and today it is a well diversified conglomerate. The details of activities presently being carried on by the Company are as under:-

(I) Business Segment – Textiles

(a) Cotton Textiles, Yarn and Denim

The Company's Yarn Division situated at Satrati, near Indore, (Madhya Pradesh) is equipped with 24960 spindles for manufacture of Yarn and produced about 4,541 tones of yarn during 2008-2009. The Denim Division of the Company situated at the same location i.e. Satrati, near Indore, (Madhya Pradesh) can produce 21 million meters of denim fabrics per annum.

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(b) Century Rayon - VFY, CSY & Rayon Tyre Yarn

In 1956, Company began its Rayon Division at Kalyan, near Mumbai to manufacture Viscose Filament Rayon Yarn and today it is one of the largest producer of Viscose Filament Yarn (VFY) in India. In 1963, it also commenced production of Viscose Tyre Yarn / Industrial Yarn followed by production of Caustic Soda in 1964 and other chemicals.

(II) Business Segment – Century Pulp and Paper

Rayon and/or paper Grade Pulp and Writing & Printing Paper Unit with an installed capacity of 20,000 tones each per annum was established in the year 1984 at Lalkua near Nainital (Uttarakhand). The Company presently is producing over 39,000 tones of Writing & Printing Century Pulp & Paper– Paper (Wood based) and about 37,000 tones of Rayon and/or paper Grade Pulp per annum.

(III) Business Segment - Cement

In 1974, the Company diversified into production of Cement by establishing its first cement plant at Baikunth, near Raipur (Chhattisgarh) to produce 0.60 million Tones Per Annum (TPA) of Portland cement. The present capacity is 2.10 million TPA.

In 1980, the Company established its second Portland cement plant at Maihar (Madhya Pradesh) with a capacity of 0.80 million TPA. The present capacity is 1.80 million TPA.

In 1985, the Company established its third Portland cement plant at Gadchandur, Dist. Chandrapur (Maharashtra) with a capacity of 1 million TPA. The present capacity is 1.90 million TPA.

In 1995-96, the Company's fourth Portland Cement Plant with a capacity of 1 million TPA adjacent to the existing plant at Maihar started commercial production. The present capacity is 2.00 million TPA. Thus,

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the total present cement manufacturing capacity is 7.80 million TPA (of all 4 plants).

Century Cement - Maihar Cement - Manikgarh Cement - Raipur, Maihar, Chandrapur, Chhattisgarh. Madhya Pradesh. Maharashtra.

INDIAN CEMENT INDUSTRY

Cement is the preferred building material in India. It is used extensively in household and industrial construction. Earlier, government sector used to consume over 50% of the total cement sold in India, but in the last decade, its share has come down to 35%. Rural areas consume less than 23% of the total cement. Availability of cheaper building materials for nonpermanent structures affects the rural demand. The Indian Cement industry is the second largest cement producer in the world. The industry has undergone rapid

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technological upgradation and vibrant growth during the last two decades, and some of the plants can be compared in every respect with the best operating plants in the world. Although the newer plants are equipped with the latest state-of-the-art equipment, there exists substantial scope for reduction in energy consumption in many of the older plants adopting various energy conservation measures.

There are around 11 different types of cement that are being produced in India. The production of all these cement varieties is according to the specifications of the BIS (Bureau of Indian Standards).

Some of the various types of cement produced in India are:

Clinker Cement

Ordinary Portland Cement

Portland Blast Furnace Slag Cement

Portland Pozzolana Cement

Rapid Hardening Portland Cement

Oil Well Cement

Prop. Century Textiles and Industries limited

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B.K. Birla

Chairman

Century Textiles & Ind. Ltd.

Chairman’s Message

“I believe that the Fortunes of Century Textiles & Industries Limited rest solely on its continuing ability to evolve and successfully implement new techniques and systems to anticipate future trends and zero in on to them, to be in short, a company that is plugged into tomorrow..”

“Complete Customer Satisfaction and fulfilling the expectations of society is the key to success of any business enterprise in Global Economy”.

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The City of the Goddess and Music

Maihar’s fame emanates from the Sharda Devi Temple, located at a distance of about 6 km. from the town. Thousands of pilgrims from all over the country , coverage at this temple, climb hundreds of its steps and pass through the narrow passage leading to Devi’s idol for her audience and blessings, admit and chanting of the mantras and changing of the bells.

Maihar has also been the auction centre of one of greatest musicians of modern, “Late Ustad Allauddin khan” fondly remembered as Baba. “

Sharda Devi (Maihar)

Sarlanagar – the Cementing Community

Maihar Cement, A division of century Textiles & Industries ltd. Located at Sarlanagar Maihar-dhanwahi road in Satna district of

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Madhya Pradesh on north—eastern slope of Rewa — Kymore Range.

Its towering silos, silent chimneys, serpentine conveyor belts multistoried preheaters, concrete roadways, provide avisual extra vaganza. A modern industrial temple carved out of what was previously a sprawling, barren and bare rock – information.

Tradition

Maihar Cement is a division of Century Textiles & Industries Ltd., belonging to the BK Birla Group of Companies, a leading Business House with its presence in Core Industries like Textiles, Rayons, Chemicals, Paper & Pulp and Cement, which has been at the vanguard in generating wealth for the Nation.  Our heritage of being

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a part of this group carries with it a commitment to quality. All our Products meet the most stringent and exacting standards of our growing list of loyal customers who are engaged in building Modern India.

Technology

Our Group’s Core Value of Quality has built for us an invincible reputation and for this, the finest technology was sourced from world renowned manufacturers and state-of-the art equipment installed for energy efficient and pollution free large scale cement production. The presence of superior technology is also evinced in our various quality initiatives which have fetched for us the coveted ISO-9001, an International Certification for “Quality Management System”. We have also got the ISO-140001 Certification for “Environmental Management System” which amply reflects our commitment to the environment.

Trust

Our Customer is the focal point for all our endeavors and what we value most is their trust in us, whether that be in the aspect of reliability of supply or in the aspect of quality assurance.  An extensive distribution network and a retail chain of thousands of outlets stretching across the length and breadth of regions, play a vital role in taking our cement units closer to the customer’s doorsteps.  Further, our efficient and responsive technical staff excel in providing quick and expert care so as to enable thousands of users to keep smiling and ever wanting our products.

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PLANTS OF CENTURY TEXTILES & INDUSTRIES LIMITED:

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MAIHAR CEMENT

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Century Cement - Chhattisgarh Maihar Cement – Madhya Pradesh

Manikgarh Cement – Maharashtra

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Units

Figures in Million TPA

2009-10

Century Cement 2.1

Maihar Cement 4.2

Manikgarh Cement 1.9

Total 8.2

MANIKGARH CEMENT

CENTURY CEMENT

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Maihar Cement is pioneer in producing Blended Cement i.e. Portland Pozzolana Cement .  The motivation for the production of blended cement has been primarily with the aim of preserving limestone reserves and environment.

Advantages

low Heat of hydration resulting in resistance to cracking.

Resistance to corrosive water and chemical attacks and thereby longer life to steel/iron structure underneath.

High degree of impermeability and workability for the concrete mix.

Higher ultimate strength at longer duration

Higher degree of fineness, resulting in - Complete chemical reaction

Easy workability

Increased plasticity

Reduced Alkali aggregate reaction  as also free lime expansion and thereby resistance to cracking.

Lower drying shrinkage and low leaching value.

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Maihar Cement has been bestowed upon several awards both at the National as well as Regional Levels

Some of the Important Awards won till date..

NATIONAL AWARD FOR ENERGY EFFICIENCY FROM   NCCBM

Best Improvement in Energy Performance 1991-92 Best Improvement in Thermal Energy Performance 1991-92

Best Improvement in Electrical Energy Performance 2000-01 & 2003-04

Best Improvement in Energy Performance in manufacture of Blended Cement 2003-04

  OTHER NATIONAL AWARD

Abheraj Baldota Environment Award for 1995-1996 from FIMI

National Safety Award for outstanding performance in Industrial Safety

Lowest average frequency rate as runner up for the award year 1998

Longest accident free period as runner up for the award year 2001

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Longest accident free period as runner up for the award year 2003

Accident free year as runner up for the award year 2005

Accident free year - Best for the performance year 2005

National Energy Conservation Award for 2001 from Govt of India

Social Awareness Award for 2002-03 from FIMI

  FL SMIDTH AWARDS

First Prize for lowest electrical energy consumption per tonne of cement & clinker produced amongst modern plants using VRM Technology situated in Chhattisgarh & Madhya Pradesh for the year from 1998-99 to 2005-06.

First prize for the lowest electrical energy consumption per tonne of cement production for the year 2006-2007 amongst modern cement plants using VRM technology situated in the State of Madhya Pradesh and Chhatisgarh.

First Prize for Minium Auxiliary Power Consumption with respect to Captive Thermal Power Generation for the year 2005-06.

  ISO CERTIFICATIONS

IS/ISO 9002:1994 IS/ISO 9001: 2000

IS/ISO 14001:1996

IS/ISO 14001:2004

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Where there is Quality, there is Productivity

MANAGEMENT

Maihar Cement is managed by board of directors comprising of: -

1. Shri B.K.Birla

2. Shri Kumar Managalam Birla

3. Shri P.K.Daga

4. Shri E.B.Desai.

5. Shri Arvindp C. Dalal

6. Shri Amal Ganguli.

7. Shri B.L. Jain (whole time director)

STRUCTURE

Unit 1

Shri Kamal Kishore President (co-ordination)

Shri R.S.Doshi Executive President (Finance)

Shri R.K. Vaishnavi Executive President (plant)

Shri P.M. Intodia Joint President (Marketing)

Shri Vijay Kumar Sr. Vice President (Process and Quality Control)

Shri Ajay Kumar Jain Vice President (Production)

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Shri M.P. Joshi Vice President (Electrical)

Shri. O.P. Moondra Vice President (Instrumental)

Shri A.S. Thakkur Vice President (Store)

Shri P.K. Agrawal Vice President (Purchase)

Unit 2

Shri B.P.Jain President (Technical)

Shri V.K.Bhandari Executive President (Commercial)

Shri Rakesh Sharma Joint President (Personnel and Administration)

Shri S.K.Tiwari Sr Vice President (Mines)

Shri Arvind Kumar Jain Vice President (Mechanical)

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KEY ACTIVITIES OF PERSONNEL DEPARTMENT

Recruitment and selection

Induction

Training and Development

Performance appraisal

Promotion

Administration of contract labour

Industrial relations

Event management

Canteen upkeep

Grievance handling

Transportation upkeep

Estate Management

Hospital administration

School/College management

Thrift / Co-operative society management

Yoga & Naturopathy centre administration

Guest house/ recreation centre management

Handling legal cases

Safety & security

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Management of vocational training centre

Employees provident fund management

STRUCTURAL CHART OF PERSONNEL & ADMINISTRATION DEPARTMENT

Rakesh Sharma

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Joint President (P&A)

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H.P.Tiwari

(CGM Admn.)

R.C.Vohra

Mgr.(Admn.)

R.P.Tiwari

Mgr(Admn.)

G.K.Awasthi

Sr.Mgr.

B.K.Dwivedi

Dy Mgr.(Adm.)

Paras C. Jain

Mgr. (Adm.)

B.L .Agrawal

Mgr.(Welf)

Rajeev Saxena

Sr.wel. Officer

Swatantra Kumar

Dy Mgr (Wel)

P.K.Gupta

DGM.(Per)

O.P.Gautam

Mgr (Admn)

K.R Tripathi

Dy Mgr

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OVERVIEW

OF

PROJECT

Introduction

Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job

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design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied").

Definitions

Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job; an affective reaction to one’s job; and an attitude towards one’s job. Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviours. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors

History

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers’ productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for

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purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylors) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life – physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories.

Job satisfaction can also be seen within the broader context of the range of issues which affect an individual's experience of work, or their quality of working life. Job satisfaction can be understood in terms of its relationships with other key factors, such as general well-being, stress at work, control at work, home-work interface, and working conditions.

Models of job satisfaction

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Dispositional Theory

It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of one’s job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem, generalself-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in one’s own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels ofneuroticism lead to higher job satisfaction.

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace[5] This theory states that satisfaction and dissatisfaction are driven by different factors – motivation and hygiene factors, respectively. An employee’s motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organization goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors

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include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact.[5] Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors.[5] Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured.

Affect Theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

Job Characteristics Model

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Hack man & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors----. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM.

Measuring job satisfaction

There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is theLikert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklists, and forced choice answers. This data is typically collected using an Enterprise Feedback Management(EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or can’t decide (indicated by ‘?’) in response to whether given statements accurately describe one’s job.

The Job in General Index ,is an overall measurement of job satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general.

Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and theFaces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100

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questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face.

Superior-Subordinate Communication

Superior-subordinate communication is an important influence on job satisfaction in the workplace. The way in which subordinate’s perceive a supervisor’s behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional expression (Burgoon, Buller, & Woodall, 1996). Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate their subordinates may be more important than the verbal content (Teven, p. 156). Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work where as individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. The relationship of a subordinate with their supervisor is a very important aspect in the workplace. Therefore, a supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more willing to receive positive feedback and high job satisfaction from a subordinate where as a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback and very low job satisfaction from their subordinate’s in the workplace.. motions == Mood and emotions while working are the raw materials which cumulate to form the affective element of job satisfaction.

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(Weiss and Cropanzano, 1996). Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause.There is some evidence in the literature that state moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction

Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced. Emotion regulation and emotion labor are also related to job satisfaction. Emotion work (or emotion management) refers to various efforts to manage emotional states and displays. Emotion regulation includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional labor emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional labor are not uniformly negative.

It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction. The understanding of how emotion regulation relates to job satisfaction concerns two models:

emotional dissonance Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions, that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction.[16][17]

Social interaction model. Taking the social interaction perspective, workers’ emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example:

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The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction .

performance of emotional labor that produces desired outcomes could increase Relationships and practical implications

Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors’ such as organizational citizenship, absenteeism,  and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors.

One common research finding is that job satisfaction is correlated with life satisfaction. This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as nonwork satisfaction and core self-evaluations are taken into account.

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HUMAN RESOURCE DEVELOPMENT

Human Resource Development is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, succession planning, key employee identification, tuition assistance, and organization development.

The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers.

Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases.

Development of Human Resources shall be given highest priority by the Government. The objective of the Government shall be to adopt strategies to enable its residents to take full advantage of tremendous employment and self-employment opportunities that will be unleashed through the implementation of various economic development policies. Efforts will therefore be made to reorient technical education being imparted in the state with the twin objectives of meeting the requirements of enterprises from local resources and to improve the skill sets of trained manpower to improve their earning capacity.

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To achieve these objectives, detailed scheme shall be chalked out incorporating role of industry in deciding curriculum and in management of ITIs, Polytechnics and Engineering Colleges.

Special curriculum shall be evolved to produce job oriented work force for availing opportunities in the services sector.

Entrepreneur Development Programmes shall be organised to help youth set up their own ventures.

The role of employment exchanges will be recast to meet the requirements of industry and in the services sector.

The authors of this series of articles are part of a rapidly-growing profession called HRD. It's actually been around for some time under many different names. It's a broad field, encompassing many subject areas. But it's never been more important, more necessary.

A definition of HRD is "organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization"

(1). HRD includes the areas of training and development, career development, and organization development. This is related to Human Resource Management -- a field which includes HR research and information systems, union/labor relations, employee assistance, compensation/benefits, selection and staffing, performance management systems, HR planning, and organization/job design

(2). "THE TIMES THEY ARE A-CHANG'IN."

Are they ever! And our organizations and jobs will never be the same. Changes are based on the global economy, on changing technology, on our changing work force, on cultural and demographic changes, and on the changing nature of work itself. The changes are different this time. They are permanent, and will permanently affect the way our work and our lives are structured.

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We need to learn new skills and develop new abilities, to respond to these changes in our lives, our careers, and our organizations. We can deal with these constructively, using change for our competitive advantage and as opportunities for personal and organizational growth, or we can be overwhelmed by them.

Who is affected by change -- you are! With all the downsizing, outsourcing and team building, responsibility and accountability are being downloaded to individuals. So everyone is now a manager. Everyone will need to acquire and/or increase their skills, knowledge and abilities to perform their jobs (and now, to perform other people's jobs too!)

The goal of HRD is to improve the performance of our organizations by maximizing the efficiency and performance of our people. We are going to develop our knowledge and skills, our actions and standards, our motivation, incentives, attitudes and work environment.

Is training the answer? Yes, partly, sometimes, but certainly not always. In the paper industry, training has been big with capital projects but often is not continued into operational improvement. We have often thought training was what was needed (or not needed). But there are other answers too -- the solution may lie with organization development, career development, or a combination of these or other strategies.

We plan a series of articles to address the broad scope of HRD, to introduce methods to address the development of individuals and organizations. Here's what we will discuss in future issues:

ASSESSMENT OF NEEDS – the first step This sounds simple, but we are often in too much of a hurry. We implement a solution, sometimes the correct intervention but not always. But we plan, very carefully and cautiously, before making most other investments in process changes and in capital and operating expenditures. We need to do the same for HRD -- implement the appropriate planning. This needs assessment and planning will lead to several possible ways to improve performance. (Of course, one of these is to do

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nothing! -- we may decide to focus on other activities with greater impact and greater value.)

PROGRAM DESIGN, DEVELOPMENT & EVALUATION:- We need to consider the benefits of any HRD intervention before we just go and do it: What learning will be accomplished? What changes in behavior and performance are expected? Will we get them? And of prime importance -- what is the expected economic cost/benefit of any projected solutions?

TRAINING & DEVELOPMENT -- acquiring knowledge, developing competencies and skills, and adopting behaviors that improve performance in current jobs, including: adult learning theory and applications, instructional systems design, train-the-trainer programs, and instructional strategies and methods.

ORGANIZATION DEVELOPMENT -- the diagnosis and design of systems to assist an organization with planning change. OD activities include: change management, team building, learning organizations, management development, quality of work life, management by objectives, strategic planning, participative management. organizational restructuring, job redesign, job enrichment, centralization vs. decentralization, changes in the organization's reward structure, process consultation, executive development, action research, third party interventions, and more. We will discuss these in future articles.

CAREER DEVELOPMENT -- activities and processes for mutual career planning and management between employees and organizations. Changes in our organizations (including downsizing, restructuring, and outsourcing) are resulting in more empowerment for employees. The responsibility for our own career development is downloaded to us. (Translation: career ladders are gone; career development is now the responsibility of the individual.) Later in this series we will explore strategies and tactics to survive and prosper in this new workplace environment.

ORGANIZATION RESEARCH & PROGRAM EVALUATION -- an exploration of methods to evaluate, justify, and improve on HRD offerings.

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THE HRD PROFESSION(S) AND PROFESSIONAL ORGANIZATIONS -- we plan to list and briefly describe the principal HRD organizations, their missions and goals, and their addresses and contacts.

HRD can give you the tools you need to manage and operate your organizations. Everything -- production, management, marketing, sales, research & development, you-name-it -- everything may be more productive IF your people are sufficiently motivated, trained, informed, managed, utilized and empowered. In future articles in this series, we're going to tell you how to do it. Stay tuned.

Human Performance Institute describes five ways employers can create a satisfying work environment:

Build employees' competence and self-confidence through training, feedback and recognition. "There is a very close relationship between high job satisfaction and feelings of effectiveness on the job," says Dr. Loehr. "Encouragement of genuine self-confidence is probably the number one way to achieve higher job satisfaction." 

Communicate the value of the organization's products and services, and the role the organization plays in the marketplaces where it operates. "People with high job satisfaction also report an extraordinarily high sense of mission, vision and passion for their work," says Loehr. "They feel their work is consistent with their values. They couldn't achieve that feeling if their employers didn't enable them to get meaningful insight about the value they provide to customers." 

Encourage and reward thoughtful risk-taking. "People with high job satisfaction also score high on the desire to try novel approaches, face challenges and perform problem-solving both individually and in groups," says Loehr. "They appear to have an appetite for mission-driven change. They also rate themselves very high on perseverance." 

Encourage positive workplace relations. "People who are highly satisfied in their jobs report good feelings about their bosses, peers and coworkers," says

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Loehr. "Their feelings of opportunity are elevated, and they perceive a low hassle-factor." 

Encourage meaningful rest breaks and light diversion. "High job satisfaction correlates strongly with the feeling of having fun at work," says Dr. Loehr. "Highly satisfied individuals also report that they find it easy to wake in the morning, and that their sleep is deep and restful." He adds: "This is consistent with our thirty years of research on world-class athletes. Top performers in every field know how to enhance performance through rest and recovery." 

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RESEARCH METHODOLOGY

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Research methodology is the systematic method of discovering new facts or verifying old fact, their sequences, interrelationship, casual explanation & the natural laws that govern them.

The primary object of R.M. is to get true & intimate knowledge of human society, organizational & its functioning to know & understand the laws that are operating behind various social activities of man.

METHOD OF COLLECTION:-

While deciding about the method of data collection to be used for the study, there are two types of data.

Primary data & Secondary data

The primary data are those which are collective a fresh & for first time & this happen to be organization in character.

Secondary data are those which have already been collected by some one else & which have been already pass through the statistical process.

I used two types of primary data collection method.

QUESTIONNAIRE METHOD:-

This method, of data collection is quite popular in case of big enquiry. In this method a questionnaire is given to the persons connected with a request to answer the question. A questionnaire consists of no. of questions printed in define order in a form. Data collections through the questionnaire are free from Bias of the interviewer & are more dependable & reliable.

INTERVIEW METHOD:- It involves presentation of oral verbal stimulus & reply in terms of oral-verbal responses. This method can be used through telephone interviews.

TYPES OF RESEARCH

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This is descriptive research as this research includes surveys and fact-finding inquires of different kinds. So descriptive research help in knowing about particular item or group of items in other words it describes the state as it exist at present.

DATA COLLECTED

The data collected in this research is first hand so it is primary data. It is collected directly from the respondent through questionnaire.

DATA COLLECTION METHOD

The data is collected for research questionnaire method. A questionnaire is framed then data collected by making it fill by different respondent.

DATA COLLECTION INSTRUMENT

It is closed ended and open ended both types of questionnaire. If questionnaire is closed ended then questions are in the form of ‘Yes’ or ‘No’ and if questionnaire is open ended then questions are in the form of any numerical form.

SAMPLE TECHNIQUES

Sampling techniques used in judgment sampling. As the selection of sample was done according to the researcher convenience.

SAMPLE UNIT

For people who want to climb the success ladder fast. Then, we targeted high profile people like CA’s or MBA’s or govt. people. For that, we drafted a letter in which we just gave them a hang of what our proposal was for them (for recruiting them as our advisors) and ask them to contact us themselves if they are interested. We got at least 10-15 calls of people who were interested and wanted to become our advisors. Meetings were held with them and they were converted.

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DATA ANALYSIS TECHNIQUES

Analysis of data is done through quantitative method that is numerical figure.

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Q.1 what is the status of your service?

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Permanent 60

Temporary 40

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Interpration

This picture represent that the 60% of Employees are Permanent at Maihar Cement Works.

Q.2 Your Relationship with Management (Superior)

Excellent 40

Good 50

Average 10

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INTERPRETATION:

This picture represent that the Relation of Employees with Management is good.

Q.3 Are Carrier Opportunities offered by your job?

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Yes 60

No 40

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Interpretation:

This Chart represent that the carrier opportunities are provide by the job.

Q.4– HOW MUCH EMPLOYEE SATISFIED BY FACILITIES GIVEN MAIHAR CEMENT.

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satisfied 40

Not satisfied 60

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Interpretation:-

This Chart represent that the 60% employee not satisfied and 40% employee satisfied by facility given by management.

Q.5-The level of job security in your personal Job

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Excellent 60

Good 30

average 10

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Interpretation:-

This Chart represent that 60% employee says that the job security is excellent and30% says good and also 10% average.

Q.6- The Amount of Work you are given to do whether too much or too little?

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Too much 60

Too litle 40

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Interpretation:-

This Chart represent that The Amount of Work are given to do too much 60% and too little 40%.

Q.7-IS Your Working Shift according to your convenience?

Yes 70

No 30

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Interpretation:-

This Chart represent that The Working Shift according to your convenience 70% says yes and 30 % NO.

Q. 8- Are you able to give sufficient Time to your family?

Yes 40

No 60

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Interpretation:-

This Chart represent that They are able to give sufficient Time 40% NO & 60% No to her family?

Q. 9. Does your organization is provide Proper Safety?

Yes 80

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No 20

Interpretation:-

This Chart represent that organization is provide Proper Safety 80% yes and 20 No .

Q.10 – How Much Time have you Spent in this organization?

0-5 year

40

5-10 year

30

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10-20 year

20

20-60 year

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Interpretation:-

This Chart represent that the Time they Spent in this organization are 0-5 40%,

5-10 30%, 10-20 20%, & 20-60 10% .

SUGGESTIONS

Provide a positive working environment 

Reward and recognition

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Involve and increase employee engagement 

Develop the skills and potential of your workforce

Evaluate and measure job satisfaction 

Canteen facility must meet the requirements of employees.

Build employees' competence and self-confidence through training, feedback and recognition. "

CREATE A ENVIRONMENT THAT PROVIDE PROPER WORKING CONDITIONS.

LIMITATIONS:

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There are certain limitations that I have faced during my project, some of these are as follows:-

1. Time factor was the major limitation that is not possible to have knowledge of the whole inverse of organization in a short period of time

2. Since the executive as well as non – executive were loaded with busy work scheduled they could not give more times to taking their interviews.

3. Employees unwillingness to giving response

4 Non availability of employees during Survey programs

.

5 The company had some limitations regarding the number of employees to be interviewed. It was found difficult to collect secondary data because organization kept it as confidential.

“ Y E T W I T H A L L H I N D R A N C E S I M A D E A H O N E S T

A T T E M P T T O M A K E T H I S R E P O R T F A I R L Y A N D

C O M P R E H E N S I V E . “

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CONCLUSION

It was really a rewarding experience for me to have the study of job satisfaction survey at Maihar Cement works. Before commencing the study, I had only textual knowledge of various activities run by management for the employees. Together more and actual knowledge I visited various actual sites conversed to many employees about the facilities; they are not only enthusiastically solved my queries but also suggested from where and how I can get authentic information regarding my study. Pursued my study with more zeal and hard work.

I have taken utmost care in collecting latest data and information by visiting departments and sections for the information of the sites where I could not reach; I had to rely on the information provided by other sources. Hence the study may have short coming.

At the end I would like to thank all the employees who helped during the course of my training .I express my heartily gratitude to Mr. G.K.AWASTHI who gave me practical guidelines for the completion of my study.

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BIBLIOGRAPHY

Personnel Management- By C.B. MamoriaHuman Resource Management- By Prof AshwathappaPersonnel Management & Industrial Relations- By Sultan Chand &Sons Maihar Cement Factory Manual -

Human Resources Management -By A.K.Singh, B.R.Duggal,

Webliography

www.workforce.com

WWW.MAIHARCEMENT.COM

ANNEXURE

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Questionnaires

I introduce myself as a student of M.B.A. II SEM of VITS SATNA. This project work is a part of an academic curriculum; your response is highly valuable for my study. And the information provided you will be kept confidential and used only for my project.

SANTOSH GAUTAM MBA II SEM

VITS COLLEGE SATNA

DEMOGRAPHIC QUESTIONS:-

NAME: ………………………………………………

AGE: ……………………years

SEX: ( a) MALE [ ] ( b) FEMALE [ ]

DESIGNATION: ……………………………………….

EDUCATION: …………………………………..

INCOME: ……………………………………Rs

Instructions: please tick (√) only

1. What is the status of your service?

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(A)Permanent

(B)Temporary

2. Your Relationship with Management (Superior)

(A)Excellent

(B)Good

(C)Average

3 – How much Employee Satisfied by Facilities Given Maihar cement.

(A) Satisfied

(B)Not Satisfied

4. The level of job security in your personal Job

(A)Excellent

(B)Good

(C) Average

(D) Poor

5. The Degree to which you feel that you can personally grow in your job

(A)High

(B)Low

6. The Amount of Work you are given to do whether too much or too little

Too much

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Too little

7. IS Your Working Shift according to your convenience?

(A)Yes

(B) No

8. Are you able to give sufficient Time to your family?

(A)Yes

(B) No

9. Does your organization is provide Proper Safety

(A)Yes

(B) No

10. How Much Time have you Spent in this organization

0-5

5-10

(C) 10-20

(D) 20-60

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