OBJECTIVES OF THE STUDY

Job rotation can lead directly to the accelerated development of new members of staff. Cross-functional job rotation can be a powerful way of developing organizational high-fliers. Enabling staff to work in different areas of the organization through cross-functional job rotation and job swaps can contribute to knowledge retention and management by spreading individuals expertise more widely within the organization. Cross-functional job rotation and, to a lesser extent, job swaps can contribute to the development of social as well as individual human capital by establishing and developing new relationships across the organization.

TOPIC DESCRIPTION
Personnel do not always have to leave an organization in order to find a different, more fulfilling, or more satisfying position. Many human relations processes such as job enlargement, enrichment, restructuring, and rotation can be a means to an end. Whichever method or combination of methods is chosen depends on both the management and the staff of the organization. There are a number of articles dealing with job rotation in Maihar Cement it deals with his experience in a events & fabrication. They look at the advantages and disadvantages of at two-year rotation of reference department supervisors.

JOB ROTATION Job rotation is training and education in which the unemployed are educated and trained continuously in order to replace employees in companies, during the time that they leave their jobs for more education and training. The job Rotation model is neither a simple market tool enabling a solution to be found to the long-term unemployment of low-skilled persons, nor simple continuing training tool enabling firms to maintain and expand their employees skills without holding up production. Job rotation links

training policy and employment policy. It enables a limited solution to be found to the big question of the relationship between training and employment.

What is Job Rotation? Job enlargement It requires workers to move between different jobs, or more usually workstations, usually at fixed times. Job enlargement increases the variety of tasks built into the job may involve taking on more duties and usually adds variety to a person's job. Teamwork involves the team in the planning and allocation of the work. Each team member carries out a set of operations to complete the product, allowing the worker to move between tasks. Engineering solutions:In a hierarchy of hazard control measures, job rotation is classed as an administrative control, thus ranking behind engineering controls but a head of person focused

interventions and personal protective equipment. It is not uncommon for Health and Safety regulations to emphasis that job rotation is a temporary control measure until engineering controls can be instituted. It is not desirable that bad jobs are be hidden in the rotation, they should be fixed.

Psychosocial and physical benefits:-: Benefits included offering increased social interaction and collegiality between workers, variability and a break from monotony, and the opportunity to increase skills

and versatility, potentially making workers more valuable, marketable, and hence more secure in their job. Job rotation can also offer physical benefits to workers. These included decreasing the amount of time on physically demanding jobs, different jobs offer changes, and gives workers the perception of physical relief.

Psychosocial and physical negative features:Workers may lose their sense of mastery and feelings of competence if their job is placed in a rotation. The job and their skill-set can no longer be considered special if anyone can do it. They lose their sense of ownership and pride. As a result, there are feelings of job insecurity. Moreover, job rotation is threatening to those who do not embrace change, re-training, or do not have a full understanding of all aspects of the work. Workers with seniority may lose their lighter jobs in job rotation, and injured workers with work

accommodations may face peer pressure to overreach their physical limits. Job rotation may be distributing the risky jobs

to a wider pool of workers, leaving more workers. The concept is quite simple Job Rotation supports company and staff development by

Providing vocational training for selected staff. supplying and training unemployed women as workers to substitute for the staff released on training leave Although a relatively new programme in Mumbai, the Job Rotation concept is already helping to transform learning in the workplace. Currently, more than3,000 companies India wide have participated in Job Rotation. Almost 90,000 employees have received training and 20,000 unemployed people have trained as substitutes and re-entered employment What is the Job Rotation Programme? This programme has been specifically funded to get women back into employment. Simply put, it enables unemployed women to gain employment so that other employees within the host organization can be released for training. Job rotation needs to have a staged introduction:

Exploration:Job rotation should be initiated only after there has been an ergonomic assessment risk and engineering have solutions to

musculoskeletal

factors

been implemented.

In particular, it should be initiated only after the peak loads have been addressed. Job rotation can work with jobs with similar levels of risk and difficulty. It can be used to provide variety in jobs that are highly repetitive and monotonous or jobs that can be adjusted to different workers.

Planning:The jobs, sequencing, and supervision should be planned to accommodate fore seeable circumstances such as a range of training, skills, and capacities of workers in the rotation sequence. The reintroduction of injured workers should in particular be considered.

Training:An important and often forgotten requirement is the need for retraining. There needs to be an adequate training and a phase-in time.

Implementation:There is the potential for a decrease in quality and productivity at start up, and initial difficulties in formalizing the schedule. These need to be planned for.

Evaluation: It is important to treat each new job rotation as if it was a pilot study. Given the difficulty of performing controlled evaluations of job rotation effectiveness in each workplace, it is suggested to measure a baseline of what the situation was like before the rotation (injuries, ,worker satisfaction, absenteeism, etc.) so that you can have a before and- after picture of the effect. Another way to assess the

effectiveness would be to monitor the effect on the workers who were being rotated out of the easy jobs; use them as the canaries to make sure that the rotation was not increasing output. After implementation, listen to feedback to modify the process.

Why Job Rotation? 'Can't get a job without experience, can't get experience without a job' ,

Benefits for Company Investment in staff development is a major key to survival and growth, but carries a cost in terms of releasing key staff and finding the right training. Job Rotation provides tailored training for staff of small and medium sized enterprises, whilst providing a replacement worker to cover whilst existing employees are released on training. Benefits for Company Employees

Drawbacks Job rotation which should have been a major outcome after implementation of the policy has taken a back seat and the process of skill development and enhancing the knowledge base has remained only in papers. Job rotation within the work center has not taken place at any of the work center. Employees could not plan their own career path

as envisaged in the policy.

TYPE OF JOB ROTATION

LATERAL VOLUNTARY

INVOLUNTARY

Lateral Job Rotation The following conditions constitute a Lateral Transfer:

An employee is transferred to another area or

department with the same title, or the same salary range, if the title is different.

No immediate salary action is to be taken. The

base salary of the transferred employee will be reviewed during the normal common review process. Voluntary job Rotation The following conditions constitute a Voluntary Transfer:

When an employee voluntarily elects to apply for

a position and is selected for the job which has a lower salary range than their current position.

When an employee actively volunteers to accept

an open position in a lower salary range because of a position elimination or Departmental reorganization.

The

employees

base

salary

should

be

established within 10% of the new jobs salary range, not to exceed the salary range maximum of the new position. Involuntary Job Rotation The following conditions constitute an Involuntary Transfer:

The employees current position is eliminated due

to a restructuring or reclassification and is transferred to a position in a lower salary range.

The employee will maintain his/her current base

salary and follow the normal common review process.

COMPANY PROFILE
INTRODUCTION OF MAIHAR CEMENT
Maihar cement is a major player of B.K. Birla Group of companies. Its founder is Shri. Beet Kumar Birla Ji it is a division of century Textiles and Industries Ltd. it play a significant role in the manufacturer of cement and clinker and in one of the largest manufacture of cement in the Indian subcontinent with annual licensed and installed capacity of 2.5 million metric ton of cement at present, which is likely to further in the near future.

Maihar cement is situated at Sarlanagur (maihar) Distt. Satna the state of Madhya Pradesh with an inked capacity of 4.20 million TPA- Maw' is 45 Isms South-East of Satna on Howrah-Mumbai Central Railway Main Vie. Maihar is well known for Sharda Devi Temple.

Apart from this, company has two more cement plants namely century Cement at Baikunth, Dist, Raipur in the state of Chattisgarh with an installed capacity of 2.10 million TPA and Manikgarh Cement at Gadchandar, Chandrapur, Maharashtra with an installed capacity of 1.90 million Ton per annum (TPA). The combined capacity of all cement plants taken altogether is 8.20 million TPA More emphasis is given for production of blended cement which constitutes about 95% of the total cement produced by the company. The company sells its cement under its premium brand name BIRLA GOLD

MAIHAR CEMENT HAS TWO PLANTS Maihar Cement Unit No I Cement Unit No. II 1979 1995

It is India's most Modern Cement Plant, with a very high level of Automation, Instrumentation Computer Aided data acquisition and sophisticated control system, ensuring quality at every stage of production long with captive lime stone mines at a distance of 6 Km for the plants are the manufacturers leading brands as Bids Gold.

Units

Fig. in Million TPA 2011-12

Century Cement Mahar Cement Manikgarh Cement Total

2.65 6.30 2.40 11.35

innovation and Modernization have been the back-bone of its Total management Philosophy, which has been responsible for the constant up gradation Of the Plats, leading to improved productivity over the year,

Now, 13.K.Birla Group of Company owns Hindustan Gas company, Hind Gas company , Hindustan Heavy Chemical Ltd,Manglarm cement ltd and earned thousand crore plus turnover . over 40 company under working 'B.K. Birla Group of Company".

Chairmans 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."

MAIHAR CEMENT QUALITY POLICY

Maihar Cement Is Committed To : Produce consistently high quality cement conforming national/consumer Satisfaction. Supply Cement at most economical Price. Continually improve the quality & Productivity. Customer Satisfaction. This all be achieved by;Implementation of ISO 9002 in the company. Training 86 developing teams of dedicated word force. Adopting Latest Technology appropriately Setting & reviewing objective at various function and level in the company.

PRODUCT OF MAIHAR CEMENT

Maihar cement produced both OPC and PPC 1. Ordinary Portland Cement (OPC) is three type a) 33 Grade b) 43Grade c) 53Grade (a) (OPC) 33 Grade It develop strength quickly enough. Concrete and mortar made with OPC and attacked by Acid and Sulphates. Therefore Maihar Cement 33 Grade Chemistry and particle size distribution has been adjusted to gire (1) Moderate sulphate resisting properties. (2) Very low chloride content to avoid corrosions in steel. (3) Low heat of hydration resulting in a durable structure. (b)OPC - 43 GradesIt is same as 33 Grade, but its quick setting then OPC 33 Grade. (c) OPC 53 Grade It is good strength than 33 Grade and 43 Grade. Its very quick setting than other two grades_ It is very useful in view of Economy

(1)
(2) (3)

Lesser requirement of cement due o very surface area. Excellent from finish_ Speedy con

(II) Portland Pozolona cement (PPC):It differs from OPC mainly in that it is a blended cement and incorporate of active constitution rolled Pozolana, which is inter grounded with clinker and gypsum.

Expected Outcome
Job Rotation is a technique by which employee is rehabilitated into the changed surroundings and introduced to the purposes, policies and practices of the organization, employees job and working conditions, salary, perks, etc. In other words, it is the process of introducing the employee to the organization and vice versa which is beneficial for both company and their employees in many ways.

RESEARCH METHODOLOGY
Meaning:
Under Research Methodology various steps that are generally adopted by a researcher in studying his research problem along with logic Behind them is discussed. The researcher methodology has many dimensions and research methods to constitute a part of the research methodology. It is necessary for the researcher to design the methodology for his problem as it may differ from problem to problem. In the process of conduction the study, the researcher has followed the following methodology Field Study: Research Design The research designs under taken for the study is in descriptive one. The methodology involved in this design is mostly qualitative in a nature.

Area OF Study The researcher has conducted the study among the executives and offices level employees in MAIHAR CEMENT. Since employees were operating, study on the whole system could not be undertaken as a whole and is restricted to within the unit of the company.

WORKING HYPOTHESIS The research instrument used for the survey is a structured undisguised questionnaire. The questionnaire has been framed in structured with a total number of 12 questions. It has both open ended and closed ended questions. The information collected through personal interview is also being used. Pre-testing was conducted to find if there were any discrepancies in the questionnaire designed necessary changes were made after designing the questionnaire for which data was collected Diagrams used: Bar Charts Pie charts Collection of Data Primary Data: Primary data was collected within the employees of

organization through survey and personnel interview. Secondary Data: Secondary data was collected from various published books, companies web sites and company old records.

Method of data collection: While deciding about the method of data collection to be used for the study; the researcher kept in mind two types of data primary data &secondary data.

Sample Size 40 Employees from different Departments.

METHOD OF DATA ANALYSIS Analysis of data is a process of inspecting, cleaning, transforming, and modeling data with the goal of highlighting useful information, suggesting conclusions, and supporting decision making. Data analysis has multiple facets and approaches, encompassing diverse techniques under a variety of names, in different business, science, and social science domains.

DATA ANALYSIS AND INTERPRETATIONS

Ques. 1 Are you clear with concept of Job Rotation? Option Yes No Neutral No.of Respondents 40 0 0

Interpretation: in the above analysis is was found that 100% of the respondents were clear with the Job rotation process of their organization

Ques. 2 Which type of Job Rotation exist in your organization? Option No. of Respondents Vertically 40 Horizontally 0 Both of them 0

Interpretation : With the above analysis it was found that all the employes agreed that jobrotation exist in Maihar Cement factory and some have already taken benefits of it.

Ques.3 Is Job Rotation provided in your organization? Option No. of Respondents Yes 40 No 0 Neutral 0

Interpretation : Above graph shows that with 100% majority all the employees agreed that their company is providing them job rotation facility.

Ques. 4 Are you satisfied with the impact of Job Rotation on productivity of organization? Option No. of Respondents Highly Satisfied 10 Satisfied 6 Neutral 4 Dissatisfied 20 Highly Dissatisfied 0

Interpretation: the above graph shows that large number of employee with 50% were not satisfied with the job rotation policy is productive for the organization where as 10% were highly satisfied and an very low percentage of 6% & 4 % were satisfied and neutral respectively.

Ques. 5 Are traveling expenses paid under Job Rotation? Option No. of Respondents Yes 0 No 40 Neutral 0

Interpretation : Answer above question all the respondent were sad while stating that they have to bear all the expense regarding rotation on their own which was the saddest part of the job rotation policy of the organization.

Ques. 6 Are you satisfied with the type of Job Rotation? Option No. of Respondents Yes 20 No 20 Neutral 0

Interpretation : With the above analysis it was found that the satisfaction level of the respondents was 50% : 50% regarding the type of job rotation provided by the company.

Ques. 7 Does Job Rotation really motivate worker for higher performance? Option No. of Respondents Yes 32 No 8 Neutral 0

Interpretation : with the above analysis it was observed that high number of respondent with 80% agree that job rotation really helps in motivating workers for higher performance where as 20% refused to agree.

Ques. 8 Are you satisfied with this statement :"Job Rotation effect the relationship between superior and subordinates" Option No. of Respondents Highly Satisfied 10 Satisfied 5 Neutral 5 Dissatisfied 20 Highly Dissatisfied 0

Interpretation : 25% of the respondents were highly satisfied with the statement 12.% were just satisfied or neutral and most of the respondents says that that the are dissatisfied with it.

Ques. 9 What should be the ideal gap in Job Rotation? Option No. of Respondents Within 6 months 1 More than 6 months 6 Can't Say 33

Interpretation : In regards of duration of job rotation 82.5% says that they can say about it but 15% agrees that it should be done after 6 months of the last rotation and on 2.5% says that it should be done within 6 months.

Ques. 10 Does Job Rotation help in reducing the boredom of employees? Option No. of Respondents Yes 10 No 26 Neutral 4

Interpretation : In the above analysis it was noticed that according to 25% respondent job rotation is helpful in reducing boredon of employees where as 65% replied with no and only 10% said yes.

FINDING
The findings of this study indicated that job rotation might be part of the solution. Traditionally job rotation has been linked to some obvious advantages, as mentioned previously. As I have suggested: Job rotation is certainly one of the most important learning methods, to my mind the most important single one. Job rotation programs can help a company meet the challenges of a highly competitive environment and a flattening management structure: At the organizational develop level, as empathy the and

understanding

among

various

positions, job rotation program helps to bring about a durable outcome of the commitment of each employee to the firms value base At the departmental level, Management might use a developmental rotation to reward good performance by employees, especially the platitude employee, instead of a promotion or raise at the group level,

RECOMMENDATIONS
Though the aims and objectives of the scheme are perfect in the spirit but number of issues resulting out of the present HR scenario has not been addressed in the scheme. Hence the We felt that the scheme needs modifications and incorporation of certain clauses to address the envisaged objectives as well as the present scenario and not a totally new scheme. Job rotation within the work center:It has been noticed that during the initial stages

of career while posting an officer at 1st level has not created any mechanism for overall knowledge development in a particular discipline during the first 8 years of his/her career the officer needs to be rotated in at least 3 different categories of the job categories for that particular discipline. This can be done at work center level under the overall supervision of the head of that asset / basin / plant/services. In certain cases it may require transfer even before the minimum number of years at any work center, which may be done at the option of the concerned employee as envisaged in Especially for Geophysicists in the area of acquisition, processing and interpretation.

LIMITATIONS
1. Research work was carried out in Maihar(Satna) only the finding may not be applicable to the other parts of the country because of social and cultural differences.

2. The sample was collected using connivance-sampling techniques. As such result may not give an exact representation of the population.

3. Shortage of time incomprehensiveness.

is

also

reason

for

4. The views of the people are biased therefore it doesnt reflect true picture.

CONCLUSION
The results that employees of small companies think highly of job rotation Hence, the practicing of job rotation was associated with higher job satisfaction and higher training evaluation by the employees. Another variable that is worth our attention is education, which had negative and significant effects on both job satisfaction and training evaluation. That is, the more educated employees were more likely to be unhappy in the work context and that they became more critical about the training effectiveness of the companies. This is a problem the management of must

think hard to solve because the employees nowadays receive much more schooling than before.

BIBLIOGRAPHY
1. Organizational Behavior (Human Behavior at work) -John W. newstorm [Tata Mc Graw Hill Publishing Company Limited] 2. Personnel Management -D.C.B.Mamoria & S.V.Gankar [Himalaya Publishing House]

3 Internet www.google.com www.maiharcement.co.in

QUESTIONNAIRE
Questionnaire Name ___________________________ Age____________________________ Sex____________ Occupation_______________________________________ Ques. 1 Are you clear with concept of Job Rotation? Ans. a) Yes b) No c) Neutral

Ques. 2 Is Job Rotation provided in your organization? Ans. a) Yes b) No c) Neutral

Ques. 3 Which type of Job Rotation exist in your organization? Ans. a) Vertically b) Horizontally c) Both of them

Ques. 4 Are you satisfied with the impact of Job Rotation on productivity of organization? Ans. a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied d) Highly Dissatisfied

Ques. 5 Are traveling expenses paid under Job Rotation? Ans. a) Yes b) No c) Neutral

Ques. 6 Are you satisfied with the type of Job Rotation? Ans. a) Yes b) No c) Neutral

Ques. 7 Does Job Rotation really motivate worker for higher performance? Ans. a) Yes b) No c) Neutral

Ques. 8 Are you satisfied with this statement : Job Rotation effect the relationship between superior and subordinates? Ans. a) Satisfied b) Dissatisfied c) Neutral d) Highly satisfied d) Highly Dissatisfied

Ques. 9 What should be the ideal gap in Job Rotation? Ans. a) With in six month b) More than six months c) Can't say

Ques. 10 Does Job Rotation help in reducing the boredom of employees? Ans. a) Yes b) No c) Neutral

A PROJECT REPORT ON

JOB ROTATION FACILITIES

AT MAIHAR CEMENT

Submitted For The Partial Fulfillment for the Award of Degree of

Master of Business Administration

Semester III Session 2011-2013
UNDER THE GUIDANCE OF Miss.NIDHI JAIN Asstt.Professor

SUBMITTED BY: SNEH LATA SINGH

MBA IIIrd Sem Enrollment No. BE/28075

RANI DURGAVATI VISHWAVIDYALAYA

JABALPUR

SHRI RAM INSTITUTE OF MANAGEMENT

FORWARD
This is to certify that Ms. SNEH LATA SINGH who is a student of SHRI RAM INSTITUTE OF MANAGEMENT JABALPUR, MBA III semester has prepared the project titled JOB ROTATION AT MAIHAR CEMENT under the guidance of MS. NIDHI JAIN university. and the same is being forwarded to the

DR. AMIT GUPTA PRINCIPAL

(SHRI RAM INSTITUTE OF MANAGEMENT)

SHRI RAM INSTITUTE OF MANAGEMENT

CERTIFICATE
This is to certify that Ms. SNEHLATA SINGH student of Master Of Business Administration (III Semester), Shri Ram Institute Of Management Jabalpur has completed the project titled JOB ROTATION AT MAIHAR CEMENT under my guidance and the same being submitted for the partial fulfillment of the degree of MASTER OF BUSINESS ADMINISTRATION from RANI DURGAVATI VISHVAVIDYALAYA, Jabalpur for academic year 2011-2013 This report is up to the standard both in respect of its content and its literally presentation for being referred to the examinees. I wish her all the success.

MS. NIDHI JAIN Shri Ram Institute Of Management,

DECLARATION
I hereby declare that the Project titled JOB ROTATION ON MAIHAR CEMENT being

submitted for the partial fulfillment for the award of the degree of Master of Business Administration to Rani Durgavati Vishwavidyalaya, Jabalpur is my own work done under the guidance of MS. NIDHI JAIN

PLACE JABALPUR
SNEH LATA SINGH

Date SEM.

MBA III Sem

ACKNOWLEDGEMENT
I am highly indebted to Miss. Nidhi Jain for their guidance and constant supervision as well as for providing necessary information regarding the project & also for their support in completing the project. I would like to express my gratitude towards DR. AMIT GUPTA, Shri Ram Institute Of Management, JABALPUR for their kind co-operation and encouragement which help me in completing this project. I would like to express my special gratitude and thanks to Directors for giving me such attention and time. I would also thank my Institution and my faculty members without whom this project would have been a distant reality. I also extend my heartfelt thanks to my Chairman and well wishers.
SNEH LATA SINGH MBA III SEMESTER Shri Ram Institute Of Management, JABALPUR

PARTICULAR OBJECTIVE OF THE STUDY TOPIC DESCRIPTION COMPANY PROFILE EXPECTED OUTCOME RESEARCH METHODOLOGY DATA ANALYSIS FINDINGS RECOMMENDATION LIMITATION CONCLUSION BIBLIOGRAPHY ANNEXURE

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