employee research manu

8/2/2019 Employee Research Manu

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CHAPTER-1

INTRODUCTION

1.1INTRODUCTION ABOUT THE TOPICEmployee 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.


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1.2INDUSTRY 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 MarketIndian 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.


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Consumption PatternEra 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 PaintsAll 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 ConsumptionIndia 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 MarketThe 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.


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Price Sensitive MarketIn 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 UtilizationThe 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.


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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


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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.


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Become an ISO 9002 company in December 2000. Started HRD centre in 2002. Startedproduction 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


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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.


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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

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.

.

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)

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.


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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


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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 3 pairs of uniform once in two years Foot wear allowance Every year Umbrella Once in two years Rain coat Once in three years Washing soap Two half bars in a month Toilet soap Two numbers in a month Turkey towel 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.


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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


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

Dredging

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 ispumped 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.


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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 toclaufies 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.


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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


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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


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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 thecompany 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 PROFILEThe company is producing three types of products. They are,


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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 CementIt 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.


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

Super Shelcem Cement PaintIn 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 formulationwith 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 withSuper 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.


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Special features

Capacity: Any previous deep shade made on the surface can be effectively hidden with asingle 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 100sq 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 24hours waiting time for applying the second coat, Super Shelcem need only 3 to 6 hours afterthe 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.


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Vembanad Wall Putty

Vembanad Wall Putty was introduced in the last year, i.e. in 2008. It is dry powder putty withVembanad 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.


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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.


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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


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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,


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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 ofhappiness 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,
http://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Life_satisfactionhttp://en.wikipedia.org/wiki/Happinesshttp://en.wikipedia.org/wiki/Life_satisfactionhttp://en.wikipedia.org/wiki/Happinesshttp://en.wikipedia.org/wiki/Happinesshttp://en.wikipedia.org/wiki/Life_satisfactionhttp://en.wikipedia.org/wiki/Life_satisfactionhttp://en.wikipedia.org/wiki/Happinesshttp://en.wikipedia.org/wiki/Happinesshttp://en.wikipedia.org/wiki/Life_satisfactionhttp://en.wikipedia.org/wiki/Happinesshttp://en.wikipedia.org/wiki/Life_satisfactionhttp://en.wikipedia.org/wiki/Job_satisfaction


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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,


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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 ofquality 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.
http://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Quality_of_lifehttp://en.wikipedia.org/wiki/Quality_of_lifehttp://en.wikipedia.org/wiki/Abraham_Maslow


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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 comparisonam 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 well-

being 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 ofperspectives 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, work-

related 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
http://en.wikipedia.org/wiki/Quality_of_working_life#cite_note-13http://en.wikipedia.org/wiki/Quality_of_working_life#cite_note-13http://en.wikipedia.org/wiki/Quality_of_working_life#cite_note-13http://en.wikipedia.org/wiki/Life_satisfactionhttp://en.wikipedia.org/wiki/Life_satisfactionhttp://en.wikipedia.org/wiki/Life_satisfactionhttp://en.wikipedia.org/wiki/Life_satisfactionhttp://en.wikipedia.org/wiki/Quality_of_working_life#cite_note-13


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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 in TRAVANCORE CEMENTSLIMITED ,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.


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To analyze the employee provident fund, ESI, and other benefits of employeesprovided 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,


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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 Analysis2. Weighted Average Method3. Chi-Square Method4. Rank correlation Method


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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


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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 o f t he Res pondent No o f Res pondent Percent age

Be l ow25 16 10 .7%

25- 35 36 24%

35- 45 70 46 .7%

Above 45 28 18 .7%

Tot a l 150 100%


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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.

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

Below25 25-35 35-45 Above 45

Age


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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 No o f Res pondent Percent age

Mal e 117 78%

Femal e 33 22%

Tot a l 150 100%

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

0%

20%

40%

60%

80%

Male Female

Gender


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4.4Classification of respondents based on Educational QualificationThe 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

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.

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

Technical Non Technical

Educational Qualification

Educat i ona l

Qual i f i ca t i ons

No o f Res pondent Percent age

Techni ca l 67 44 .7%

Non Techni ca l 83 55 .3%

Tot a l 150 100%


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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

Mar i t a l s t a t us No o f Res pondent Percent age

S i ng l e 32 21 .3%

Marr i ed 111 74%

Di vorced 6 4%

Separat ed 1 0 .7%

Tot a l 150 100%

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

0.00%

20.00%

40.00%

60.00%

80.00%

Single Married Divorced Separated

Marital Status


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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

Empl oyee s t a t us No o f Res pondent Percent age

Permanent 113 75 .3%

Temporary 37 24 .7%

Tot a l 150 100%

\

Figure 4.6

INTERPRETATION

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

temporary.

0.00%

20.00%

40.00%

60.00%

80.00%

Permanent Temporary

Employee Status


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4.7 Classification of respondents based on ExperienceThe respondents are classified based on their experience and it is analyzed in table 4.4

TABLE 4.7

Classification of respondents based on Experience

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.

0%

10%

20%

30%

40%

50%

Below 5 years 5-10 years 10-15 years Above 15 years

Experience

Exper i ence No o f Res pondent Percent age

Be l ow 5 years 30 20%

5- 10 years 63 42%

10- 15 years 39 26%

Above 15 years 18 12%

Tot a l 150 100%


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4.8 Classification of respondents based onsalary of employeesThe respondents are classified based on their salary and it is analyzed in table 4.8

TABLE 4.8

Classification of respondents based onsalary of employees

Sa l ary Number o f res pondent s Percent age

Be l ow 5000 10 6 .7%

5000- 10000 45 30%

10000- 15000 64 42 .7%

Above 15000 31 20 .7%

Tot a l 150 100%

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.

0.00%

20.00%

40.00%

60.00%

Below 5000 5000-10000 10000-15000 Above 15000

Salary


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4.9Classification of respondents based onsources 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 onsources of recruitment

Sources o f Recru i t ment Number o f res pondent s Percent age

Empl oyee agenc i es 49 32 .7%

Head hunt i ng 29 19 .3%

Wal k i n 27 18%

Job Rot at i on 20 13 .3%

Empl oyee Ref erra l 25 16 .7%

Tot a l 150 100%

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

0.00%

20.00%

40.00%

Employee

agencies

Head

hunting

Walk in Job

Rotation

Employee

Referral

Sources of Recruitment


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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 o f Tra i n i ng Number o f res pondent s Percent age

Vi deo Pres ent a t i on 1 2 8%

Cas e s t udy 30 20%

Lect ures 12 8%

Apprent i ces h i p Tra i n i ng 14 9 .3%

Superv i s ory as s i s t ance 82 54 .7%

Tot a l 150 100%

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

0%

20%

40%

60%

Video

Presentati

on

Case

study

Lectures Apprentic

eship

Training

Supervisor

y

assistance

Percentage 8% 20% 8% 9.30% 54.70%

Sources of Training


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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

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.

0%

20%

40%

60%

80%

Educational

Qualification

Experience Work

performance

Others

Work allotment

Work a t t o t ment No o f Res pondent Percent age

Educat i ona l

Qual i f i ca t i on

96 64%

Exper i ence 44 23 .3%

Work per f ormance 10 6 .7%

Ot hers - -

Tot a l 150 100%


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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

Tra i n i ng he l ps t o i mprove

work e f f i c i ency


Yes 123 82%

No 27 18%

Tot a l 150 100%

Figure 4.12

0%

50%

100%

Yes No

whether training helps to improve work efficiency?

Percentage


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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

opi n i ons o f r e s p o n d e n t s

about C l a i mi ng o f

EPF/ ESI


Yes 115 76 .7%

No 35 23 .3%

Tot a l 150 100%

Figure 4.13

0.00%

20.00%

40.00%

60.00%

80.00%

Yes No

Company's support to claiming EPF/ESI


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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

op i n i ons o f r e s p o n d e n t s

about per f ormance

appra i s a l


Yes 128 85 .3%

No 22 14 .7%

Tot a l 150 100%

Figure 4.14

0.00%

20.00%

40.00%

60.00%

80.00%100.00%

Yes No

opinion about performance appraisal


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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

Figure 4.15

0.00%

20.00%

40.00%

60.00%80.00%

supervisors Co-Workers Subordinates Self Evaluation

In-charge of Performance appraisal

I n- charge o f per f ormance

appra i s a l


s uperv i s ors 106 70 .7%

Co- Workers 24 16%

Subordi nat es 12 8%

Sel f Eva l uat i on 8 5 .3%

Tot a l 150 100%


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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

Figure 4.16

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

Essay appraisal Forced choice Paired

comparison

Graphical

rating scale

Group order

Ranking

Method of performance appraisal

Met hod o f per f ormance appra i s a l No o f Res pondent Percent age

Es s ay appra i s a l 97 64 .7%

Forced cho i ce 27 18%

Pai red compar i s on 14 9 .3%

Graphi ca l ra t i ng s ca l e 6 4%

Group order Ranki ng 6 4%

Tot a l 150 100%


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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

op i n i ons o f r e s p o n d e n t s

about vo l unt ary re t i rement


Yes 130 86 .7%

No 20 13 .3%

Tot a l 150 100%

Figure 4.17

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

Yes No

voluntary Retirement


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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

opi n i ons o f r e s p o n d e n t s

about re t i rement

benef i t s


Yes 138 92%

No 22 8%

Tot a l 150 100%

Figure 4.17

0%

50%

100%

Yes No

Company's support to get Retirement benefits


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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

Figure 4.18

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

Exellent Very good good poor

Overall Opinion about the Company

Overa l l op i n i on No o f Res pondent Percent age

Exe l l ent 32 21 .3%

Very good 62 41 .3%

good 56 37 .4%

poor - -

Tot a l 150 100%


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4.19WEIGHTED AVERAGE METHOD

TABLE NO 4.19

The table shows Satisfaction levels of Respondents

Fact ors Exce l l ent v .good good poor

Wage& sa la r ie s 4 122 24 -

Approach o f

super io r

6 120 24 -

Wo r k l o a d - - 6 4 8 6

Benef i t s 96 50 4 -

Can teen 6 110 32 2

Transpor t 10 102 38 -

Work apprec ia t ion 14 98 36 2

Tra in ing 6 102 36 6

Mot iva t ion 6 96 48 -

Leave fac i l i t i e s 28 96 24 2Trade un ion 14 102 32 2

Re la t ionsh ip wi th

co l leagues

24 84 38 4


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TABLE 4.20

Formula:

Weighted average

Fac t ors Nx4 Nx3 Nx2 Nx1 Row

t ot a l

Wei ght

average

Rank

Wa g e s

&Sala r ie s

16 366 48 - 430 43 4

Approach o f

s u p e r i o r

24 360 48 - 432 43 .2 3

Wo r k l o a d - - 1 2 8 8 6 2 1 4 2 1 .4 1 2

Benef i t s 384 150 8 - 5 42 54 .2 1

Can teen 24 330 64 2 420 42 9

Transpor t 40 306 76 - 422 42 .2 8

Work

apprec ia t ion

56 294 74 2 426 42 .6 7

Tra in ing 24 306 72 6 408 40 .8 11

Mot iva t ion 24 288 96 1 409 40 .9 10

Leave fac i l i t i e s 112 288 48 2 450 45 2

Trade un ion 56 306 64 2 428 42 .8 6

Re la t ionsh ip

wi th co l leagues

96 252 76 5 429 42 .9 5


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TABLE 4.21

The table shows Motivational levels of Respondents

Fact ors

Hi gh l y

s at i s f i edSat i s f i ed Neut ra l D i s s a t i s f i ed

Hi gh l y

Di s s a t i s f i ed

Targe t shou ld be

ach ieved6 124 20 4 -

Recogn i t ion 10 122 14 4 -

Secur i ty o f Job 24 106 16 4 -

Inc rement Dur ing

every yea r50 88 12 - -

Respons ib i l i ty o f

the work 20 120 10 - -

Respons ib i l i ty o f

f a m i l y

commitment

78 52 20 - -

Re la t ionsh ip wi thsuperv i so r

8 122 18 2 -

Wo r k i n g

cond i t ion4 80 64 2 -

En te r ta inment - 38 106 4 2


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TABLE 4.22

Fact ors Nx5 Nx4 Nx3 Nx2 Nx1Row

t ot a l

Wei ght

averageRank

Targe t shou ld

be ach ieved30 496 60 8 - 594 39 .6 5

Recogn i t ion 50 488 42 8 588 39 .2 6

Secur i ty o f Job 120 424 48 8 600 40 4

Increment

Dur ing every

year

250 352 36 - - 638 42 .5 2

Respons ib i l i ty

o f t h e wo r k 100 480 30 - - 610 40 .7 3

Respons ib i l i ty

of fami ly

commitment

390 208 60 - - 658 43 .9 1

Re la t ionsh ip

wi th superv i so r

40 488 54 4 - 586 39 .07 7

Work ing

cond i t ion2 0 3 2 0 1 9 2 4 5 3 6 3 5 .7 8

Ente r ta inment - 152 318 8 2 480 32 9


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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

Fac to rs Work ing env i ronment

E x p e r i e n ce H .S S N D H.D R o w

to ta l

B e l o w 5

years

1 1 9 9 0 0 2 9

5 - 1 0

Ye a r s

3 5 0 1 0 0 0 6 3

1 0 - 1 5

Ye a r s

5 2 7 6 2 0 4 0

Ab o v e 1 5

Ye a r s

2 1 1 5 0 0 1 8

Column

to ta l

11 107 30 2 0 150


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TABLE 4.25

Obs erved

f requency ( O)

Expect ed

f requency ( E)

( O- E)2

( O- E)2

E

1 1 .5 4 0 .2 9 0 .1 9

1 9 2 0 .6 7 2 .7 9 0 .1 3

9 5 .8 1 0 .2 4 1 .7 6

0 0 .3 9 0 .1 5 0.4

0 0 0 0

3 4 .6 2 2 .6 2 0 .5 7

5 0 4 4 .9 4 2 5 .6 0 0 .57

1 0 1 2 .6 6 .7 6 0 .5 4

0 0 .8 4 0 .7 0 0 .8 3

0 0 0 0

5 2 .9 3 4 .2 8 1 .4 7

2 7 2 8 .5 3 2 .3 4 0 .0 8

6 8 4 0 .5

2 0 .5 3 2 .1 6 0 .0 4

0 0 0 0

2 1 .3 2 0 .4 6 0 .3 4

1 1 1 2 .8 3 .2 4 0 .2 5

5 3 .6 1 .9 6 0 .5 4

0 0 .2 4 0 .0 5 0 .2 0

0 0 0 0

T o t a l 8 .4 1


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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

Fac to rs Work ing env i ronment

Organ isa t iona l

p o l i c yH.S S N D H.D

R ow

to ta l

H.S 3 7 0 0 0 10

S 10 80 10 1 0 101

N 0 2 9 1 0 0 0 3 9

D 0 0 0 0 0 0

H.D 0 0 0 0 0 0

Column Tota l 13 116 20 1 0 150


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TABLE 4.27

Observed f requency

(O)

Expec ted f requency (E) (O-E)2

( O- E )2

E

3 0 .8 7 4 .55 5 .2 2

7 7 .7 3 0 .53 0 .0 7

0 1 .3 3 1 .77 1 .3 3

0 0 .0 6 0 .0 0 3 0 .0 5

0 0 0 0

10 8 .75 1 .56 0 .18

8 0 7 8 .1 1 3 .5 7 0 .0 5

1 0 1 3 .4 7 1 2 .0 4 0 .8 9

1 0 .6 7 0 .11 0 .1 6

0 0 0 0

0 3 .3 8 1 1 .4 2 3 .3 8

2 9 3 0 .1 6 1 .3 4 0 .0 4

1 0 5 .2 2 3 .0 4 4 .4 3

0 0 .2 6 0 .06 0 .2 3

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

T o t a l 1 6 .0 3


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4.28 RANK CORRELATION

TABLE 4.28

Table showing relation between satisfaction of EPF and Retirement procedure.

X-Satisfaction of EPF/ESI

Y-Satisfaction of retirement procedure

X Y R1 R2 Di=R1-R2 Di2

37 33 2 2 0 0

70 98 1 1 0 0

33 12 3 3 0 0

0 2 4 4 0 0

0 3 4 5 - 1 1

TOTAL 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

F a c t o r sHi g h l y

s a t i s f i e dSa t i s f i ed Neu t ra l Dissa t i s f i ed

Hi g h l y

d is sa t i s f i ed

Sa t i s fac t ion

of EPF\ESI37 70 33 0 0

Re t i rement

Procedure

Sa t i s fac t ion

33 98 12 2 3


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TABLE 4.29

Table showing relation between Leadership and employees

X-Leadership

Y-New ideas of employees encouraged by the management

X Y R 1 R 2 Di =R 1 - R 2 Di2

1 2 4 3 3 0 0

1 1 7 8 0 1 1 0 0

2 8 6 6 2 2 0 01 O 4 4 0 0

0 0 5 4 1 1

T OT AL

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

F a c t o r s Hi g h l y

s a t i s f i e d

S a t i s f i e d Ne u t r a l Di s s a t i s f i e d Hi g h l y

d is sa t i s f i ed

Leadersh ip 12 117 28 1 0

New

i d e a s o f

employees

4 8 0 6 6 0 0


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employee research manu

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