Job Rotation

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 and engineering solutions to

musculoskeletal risk factors have 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.

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:

TYPE OF JOB ROTATION

LATERAL

VOLUNTARY

INVOLUNTARY

· 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 employee’s base salary should be

established within 10% of the new job’s salary range,

not to exceed the salary range maximum of the new

position.

Involuntary Job Rotation

The following conditions constitute an Involuntary

Transfer:

· The employee’s 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 - 1979

Cement Unit No. II - 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.

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,

Units Fig. in Million TPA

2011-12

Century Cement 2.65

Mahar Cement 6.30

Manikgarh Cement 2.40

Total 11.35

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".

Chairman’s Message

"I believe that the Fortunes of Century Textiles & Industries Limited

rest solely on its continuing ability to evolve and successfully

implement new techniques and systems to anticipate future trends

and zero in on to them, to be in short, a company that is plugged into

tomorrow."

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 Grades-

It 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) Lesser requirement of cement due o very surface area.

(2) Excellent from finish_

(3) 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, employee’s 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

No.of Respondents

Yes 40No 0

Neutral

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 RespondentsVertically 40

Horizontally 0Both 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 RespondentsYes 40No 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 RespondentsHighly Satisfied 10

Satisfied 6Neutral 4

Dissatisfied 20Highly 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?


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?


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?


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 RespondentsHighly Satisfied 10Satisfied 5Neutral 5Dissatisfied 20Highly 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 RespondentsWithin 6 months 1

More than 6 months 6Can'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?


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 level, as empathy and

understanding develop among the various

positions, job rotation program helps to bring about a

durable outcome of the commitment of each employee

to the firm’s 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 is also reason for incomprehensiveness.

4. The views of the people are biased therefore it doesn’t 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

APROJECT REPORT

ON

“JOB ROTATION FACILITIES”AT MAIHAR CEMENT

Submitted For The Partial Fulfillment for the

Award of Degree of Master of Business Administration

Semester IIISession 2011-2013

UNDER THE GUIDANCE OFMiss.NIDHI JAIN Asstt.Professor

SUBMITTED BY:

SNEH LATA SINGHMBA 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 and the same is being forwarded to the

university.

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 it’s 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 MBA III Sem 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 PAGE

OBJECTIVE OF THE STUDY 1

TOPIC DESCRIPTION 2

COMPANY PROFILE 11

EXPECTED OUTCOME 19

RESEARCH METHODOLOGY 20

DATA ANALYSIS 23

FINDINGS 33

RECOMMENDATION 34

LIMITATION 35

CONCLUSION 36

BIBLIOGRAPHY 37

ANNEXURE 38

Documents

Job Rotation