employee happiness survey
TRANSCRIPT
A Project Report On:
EMPLOYEE HAPPINESS SURVEY
IN
TATA STEEL
Under the Supervision of:
Mrs. SWETA KOCHAR
Submitted By:
AMAR NATH SINGH
(PGDM 1st Year)
UDAI INSTITUTE OF MANAGEMENT STUDIES
JAIPUR
TATA STEEL CORPORATE ANTHEM
The Corporate anthem of Tata Steel has always been an inspiration for us. Each and every sentence of this anthem inspires and motivates us to achieve something which will make all of us proud and satisfied. The time we heard the anthem, we had decided to incorporate this in our life as well as in our project. Following this decision of us,
Our passion stays ignited by a flame
Sparked by our founders and pears
Our commitment remains etched in stone
We progress without any fears
Our passion stays ignited by a flame
Our hearts beat to a song
Our chest are filled with pride
No obstacles can stop us
We’ll overcome it in our stride (2)
We salute those who were before us
It’s their vision we see and look ahead with determination
Today’s dream is tomorrow’s reality
We salute those who were before us.
Our hearts beat to a song
Our chest are filled with pride
No obstacles can stop us
We’ll overcome it in our stride (2)
ACKNOWLEDGEMENT
Determination, co-operation and Guidance are essential ingredients to make any project successful. I was
very lucky to get all of the above in TATA STEEL LIMITED.
Though I am solely responsible for the content in the report, I would like to thank several people for their
professional and personal assistance. The synergetic effort of the various departments and the people
working in an organization, results in an exponential success of the organization. The project that I did is
also an outcome of the efforts of HR/IR Department and the people working in TATA STEEL.
It had sheer pleasure and honour to work for such a great organization. I would like to thank the
management for providing me this opportunity.
First and foremost, I would like to express my heartfelt gratitude to UDAI INSTITUTE OF
MANAGEMENT STUDIES, JAIPUR, the institute where I am pursuing my post graduate
diploma in management.
TMDC for believing in me and giving me the opportunity to experience a professional insight into
the world of TATA STEEL India Pvt. Ltd.
My Project guide and mentor,
Mrs. Sweta Kochar, Head, HR/IR, TATA STEEL.
Ph: 45571, 9234511007
This project is a result of his teaching, guidance, support and encouragement during my entire
project, despite her busy schedule. Without his vision and support this project would not have been
so beneficial to me as well as to the prestigious organization in which I had worked.
I also thank my college’s Dir Prof. (Dr.) Neeran Gautam, Dy. Chairman Placement & Training
Mr. Nishith Saxena & Dr. Ruby Dwivedi - Dean who authorised my training letter & All UIMS
family, for their valuable inputs from time to time.
I would like to acknowledge the support and patience of my other group members at TATA
STEEL INDIA Pvt. Ltd. who teamed up with me for the completion of this project.
My special thanks to,
Mrs. Vinita Prakash, Sr. Manager HR/IR MSG Mech.
Mr.Rahul Srinivas Mr. Harendra Verma
Manager HR/IR, Elec. Maint. Sr. Manager, ERS
Mrs.Rupa kumari Mr. Yasir Ansari
Manager HR/IR, MM Manager HR/IR, Eq.M.S
Mr. Nitin Chawla Mr. P.K. Mahanta
Sr. Manager, LRS Training Coordinator, MSG Mech.
Mr. Anshuman Tiwari
Sr. Manager HR/IR, SMD
My sincere thanks to all those who have directly or indirectly helped me in the completion of this
project report.
DECLARATION
I hereby declare that this project entitle “EMPLOYEES HAPPINESS SURVEY” submitted by me to
the UIMS, Jaipur, is a confide work undertaken by me and it is not submitted to any other university or
institution for the award of any degree diploma certificate or published any time before.
(AMAR NATH SINGH)
TABLE OF CONTENT
CHAPTER CONTENTS PG. NO.
ABSTRACT 1
CHAPTER 1 INTRODUCTION
CHAPTER 2 INDUSTRY OVER VIEW 10-11
2.1 COMPANY PROFILE 12
CHAPTER 3 OBJECTIVE OF THE RESEARCH 13
3.1 SCOPE OF THE STUDY
3.2 RESEARCH METHODOLOGY 14
3.3 LIMITATIONS OF THE STUDY 15-16
CHAPTER 4 DATA ANALYSIS & INTERPRETATIONS 54-71
CHAPTER 5 FINDINGS 72-75
5.1 RECOMMENDATIONS 73
5.2 CONCLUSION 74
CHAPTER 6RESPONSE & SUGGESTIONS BY THE
ORGANIZATION.75
CHAPTER 7 ANNEXURE 77
CHAPTER 8 BIBLIOGRAPHY 78-81
INTRODUCTION
The human resource of an organization constitutes its entire workforce. Human resource
management(HRM) is responsible for selecting and inducting competent people, training them,
facilitating and motivating them to perform at high levels of efficiency, and providing mechanisms
to ensure that they maintain their affiliation with the organization.
The objective of this project is to find out how much the employees are satisfied and happy with the
facilities of the companies. How the Tata steel company (TSL) applies the human resource functions in
the organization and out the organization. In this project I make the survey on the employees of various
departments of Tata steel, Jamshedpur.
The project report is divided in various sections like introduction of the company, topic introduction,
survey report and conclusion.
Human resources are on major factors of production. It is human asset, which convert the various
resources in to the production resources. It has immense potentialities and it only human resources, which
appreciate with time whereas all other resources undergo the process of depreciation. Success of an
organization mainly depends on the quality of manpower and its performance.
In early days human resource was not taken as an important factor of production. Human
begin was simple treated as log in the movement increasing emphasis has been given to the worker as a
whole man. The need of vast manpower and their importance was realized by some of the progressive
entrepreneurs. The emergence of Trade Union and their gradual collective power forced some
entrepreneurs to give some district feature of human side by production. The first among the
entrepreneurs who had contributed in the development of human side of production was Robert Owen,
and English Humanist. He took a genuine interest in the welfare of the workers. But this magnetite was
not supported by a major chunk of entrepreneurs.
A number of social scientist advocated their valuable theories towards the beginning of the 20 th century.
Abraham Maslow gave his “Hierarchy of needs” theory. Mc Clelland’s Afflation- Achievement theory is
well accepted too. Christ Argyris theory of “four system of Management” is also a milestone in the
development of human factor in the production process.
But the most important in this field was that of Elton Mayo’s Human Relation Approach. The
great “Hawthorne Study “by Elton Mayo’s and colleagues, revealed that the effectiveness of any
organization depends upon the quality of the relationship among the personnel and social needs of
employees are very important and that concentration by management exclusively on productivity,
material and environmental issue will to be a self-defecting aim.
Hence the management must give more emphasis on the human side and their proper utilization.
This then remains the cardinal objective of the human relations function to discover newer ways of
understanding man and to motive him to higher standard of workmanship. Many new experiments such as
study of his state university of Michigan etc have developed the branch of Management beyond margin.
Today an organization having a good inventory of human resources and a dynamic personnel
department is prospective one. So the technique and functions of personnel management have now come
closely integrated with the overall organization strategies n search of excellence.
ABSTRACT
This is a Project based on “Employee Happiness Survey”. The need for studying this project is gathering
information and theoretical knowledge about employees.
The purpose of this study was to determine the happiness which comes after job satisfaction in the
company, but between happiness and job satisfaction there is a huge distance when the satisfaction label
will be full then only happiness will come. We measured this level by Questionnaire and personal
observation. The results demonstrated the less happiness among the employees. It was also found that job
satisfaction was missing in the employees which is not good for the company in future.
The main objective is to gain an overall idea about the organization, to get practical knowledge in the area
of Personnel management and Industrial relations.
Through analysis I found that employees are very much unhappy, its mean that they are not satisfied or
the level of satisfaction is not filled and if the employees gives his/her best effort to the company then, the
next responsibility of the Company is to provide a better facility to full fill their needs to bring happiness
for the employees.
The employees are highly motivated in TSL, that’s why TSL, going to increase its production by the end
of this year. TSL should provide better facility to workers for more good working life for the employee.
INDUSTRY OVERVIEW
The Iron and Steel is one of the oldest and most important industries in our economy. As we know, Steel has had a major influence on our lives, the cars we drive, the buildings we work in, the homes in which we live and countless other facets in between. Steel is used in our electricity-power-line towers, natural-gas pipelines, machine tools, military weapons-the list is endless. Steel has also earned a place in our homes in protecting our families, making our lives convenient, its benefits are undoubtedly clear .Steel is by far the most important, multi-functional and most adaptable of materials. The development of mankind would have been impossible but for steel. The backbone of developed economies was laid on the strength and inherent uses of steel.
STEEL AUTHORITY OF INDIA LIMITED
Now, India is the fifth largest producer of steel in the world. India Steel Industry has grown by leaps and bounds, especially in recent times with Indian firms buying steel companies overseas. The scope for steel industry is huge and industry estimates indicate that, the industry will continue will to grow reasonably in the coming years with huge demands for stainless steel in the construction of new airports and metro rail projects. The government is planning a massive enhancement of the steel production capacity of India with the modernization of the existing steel plants.
INDUSTRY STATISTICS
Government targets to increase the production capacity from 56 million tones annually to 124 MT in the first phase which will come to an end by 2011 - 12.
Currently the production of steel in India is 56 million tones. This is 7% of total steel produced globally. While it accounts to about 5% of global steel consumption.
About 50% of the steel produced in India is exported to other countries.
China imports more than 50% of its steel from India every year.
It is bringing 38% of Group Revenue as an international income.
MARKET SHARE OF MAJOR PLAYERS IN THE STEEL INDUSTRY
The following data about the major steel companies was collected as a secondary data from the internet. It
tells about the market share of different players in the steel industry.
21%
10%
6%5%4%4%
50%
MARKET SHARE STEEL AUTHORITY OF INDIA LTD.
TATA STEEL LTD.
ISPAT INDUSTRIES LTD.
RASHTRIYA ISPAT NIGAM LTD
JSW STEEL LTD
ESSAR STEEL LTD.
OTHERS
The above information shows clearly that STEEL AUTHORITY OF INDIA LTD. (SAIL) is the
market leader in Steel industry of India. Though many private players have come up in the sector with a
diverse range of new products, but even then, SAIL dominates the industry. All other existing small scale
steel manufacturing companies of India comprises 50% of the total steel production . But SAIL
individually comprises of 21% of total market share. This is because its consumers still trust and hence
prefer SAIL over other major private giants. But after SAIL we find TATA STEEL holding 10% of total
market share, which is the Top most position among private companies.
STRENGTH & WEAKNESS OF STEEL INDUSTRY
STRENGTHS OF STEEL INDUSTRY
Low labour wage rates
Abundance of quality manpower
Booming automobile industry
Positive stimuli from construction
industry
Mature production base
WEAKNESS OF STEEL INDUSTRY
Power shortage hampers the production of
steel.
Use of outdated process of production.
Deficiency of raw materials required by
the steel industry.
Labour productivity is comparatively low.
Inadequate shipment capacity.
Transport structure.
COMPANY PROFILE
Established in 1907, Tata Steel is the world's 6th largest steel company with an existing annual crude
steel capacity of 28 million tones.
Asia's first integrated steel plant and India's largest integrated private sector steel company is now the
world's second most geographically diversified steel producer, with operations in 24 countries and
commercial presence in over 50 countries Tata Steel completed 100 glorious years of existence on
August 26, 2007 following the ideals and philosophy laid down by its Founder, JAMSETJI
NUSSERWANJI TATA.
The first private sector steel plant which started with a production capacity of 100,000 tones has
transformed into a global giant.
Tata Steel plans to grow and globalize through organic and inorganic routes. Its 5 million tones per
annum (MTPA) Jamshedpur Works plans to double its capacity by 2010.
The Company also has three Greenfield steel projects in the states of Jharkhand, Orissa and
Chhattisgarh and proposed steel making facilities in Vietnam and Bangladesh.
Tata Steel, through its joint venture with Tata Blue Scope Steel Limited, has also entered the steel
building and construction applications market.
Tata Steel is also striving towards raw materials security through joint ventures in Thailand, Australia,
Mozambique, Ivory Coast (West Africa and Oman).
It was ranked the "World's Best Steel Maker", for the third time by World Steel Dynamics in its
annual listing in February, 2006.
MISSION & VISION OF TATA STEEL
MISSION
Consistent with the vision and values of the founder Jamshedji Tata, TATA STEEL
strives to strengthen India's industrial base through the effective utilization of men and
materials.
The means envisaged to achieve this are high technology and productivity, consistent
with modern management practices.
TATA STEEL recognizes that while honesty and integrity are essential ingredients of a
strong and stable enterprise, profitability provides the main spark of economic activity.
Overall, the company seeks to scale heights of excellence in all that it does in an
atmosphere free from fear, and one, which encourages innovativeness and creativity.
VISION
They aspire to be the global steel industry benchmark for Value Creation and Corporate
Citizenship. They make the difference through people, by fostering team work, nurturing talent,
enhancing leadership capability and acting with pace, pride and passion.
They offer, by becoming the supplier of choice, delivering premium products and services, and
creating value with Tata Steel customers.
Tata Steel has a code of conduct, by providing a safe working place, respecting the environment,
caring for all communities and demonstrating high ethical standards.
HISTORY-TATA STEEL
The origins and ascent of Tata Steel, which has culminated into the century long history of an industrial
empire, emerged from the illustrious efforts of India's original iron man and the remarkable people who
thereafter, have kept the fire burning.
EVOLUTIONARY STORY
Tata Steel Today
As a result of innovations and technological up gradation, Tata Steel, has become a well-run ultra modern
plant - one of the best in the world. Fundamental changes in some metallurgical parameters have brought
about this remarkable transformation. Necessity became the mother of invention and numerous
innovations invoked improvement. The metallurgical changes introduced were essentially centred around:
Reducing alumina level in sinter from 4.4 to 2.5 %.
Improving in coke quality
Making changes in the fluxes used in sinter making essentially to decrease the alkali input.
Increasing the yield during LD steelmaking.
Adopting the optimum LD vessel configuration and blowing conditions to accommodate the high
slag volume required to deal with high silicon and phosphorus in Indian hot metal.
Introducing continuous casting (CC) instead of ingot casting to increase the net yield.
TATA STEEL IN THE NEW MILLENIUM
Tata Steel is all set to establish itself as the supplier of choice by delighting all its customers with its
products and services. The Organization is envisaged to become the most cost competitive Steel plant to
serve the community and the nation. Where Tata Steel would venture, others will follow. The 21st
century will certainly see new Tata Steel - an integrated Steel plant in India with truly world class
facilities along with a will to win amongst a committed and streamlined workforce.
Blast Furnaces A-G
Billet Caster
Slab Caster
Coke Plant Sinter Plant
Cold Rolling Mill
Hot Strip Mill
Merchant Mill
Wire Rod Mill
Hot Metal
Billets
Iron Ore
Coke Sinter
LD Shop # 2
LD Shop # 1
Hot Roll Coils
Slabs
Coal
/C
oal
Tar
Inje
cti
on
Cold Rolled Coil
Wire Rod
Wire Rod
FLOW CHART SHOWING THE STEEL MAKING PROCESS IN TATA STEEL
BRANDS OF TATA STEEL
Though Tata Steel enjoys a premium for their products because of its quality and its brand value created
more than 100years back. Tata Steel has introduced brands like:
Tata Steelium (the world's first branded Cold Rolled Steel)
Tata Shaktee (Galvanized Corrugated Sheets)
Tata Tiscon (re-bars)
Tata Bearings
Tata Agrico(hand tools and implements)
Tata Wiron (galvanized wire products)
Tata Pipes (pipes for construction)
Tata Structural (contemporary construction material).Apart from these product brands, the
company also has in its folds a service brand called “steel junction”.
CONTRIBUTION OF TATA STEEL IN INDIAN ECONOMY
Indian Economy is growing very fast. Many sectors are contributing for this growth. Tata Steel is one of
them, it individually contributes 3.2 % India’s GDP. Its Group Revenue is US$ 28.8 billion. The
following data tells about all major shareholders of Indian economy.
CONTRIBUTION OF TATA STEEL FROM FINANCIAL PERSPECTIVE
If we give a look at the top 10 equity shareholder it is easily chalked out that the Tata group together
holds about 32 % of the total equity of TSL followed by other financial institutions. This is all because of
the trust it had created among its shareholders and its consumers.
PORTER’S 5 FORCES MODEL FOR TATA STEEL
54%
20%
8%
4%
3%
2%2%
2%
2%1%
TOP 10 EQUITY SHAREHOLDERS OF INDIA TATA SONS LIMITED
LIFE INSURANCE CORPOR-ATION OF INDIA
TATA MOTORS LIMITED
DEUTSCHE SECURITIES MAUR-ITIUS LIMITED
HSBC GLOBAL INVESTMENT FUNDS A/C
THE NEW INDIA ASSURENCE COMPANY LIMITED
NATIONAL INSURANCE COMPANY LIMITED
MORGAN STANLEY MAURITIUS COMPANY LIMITED
THE ORIENTAL INSURANCE COMPANY LIMITED
MACQUAIRE BANK LIMITED
Porter's five forces analysis is a framework for the industry analysis and business strategy development
developed by Michael E. Porter of Harvard Business School in 1979. It uses concepts developed in
Industrial Organization (IO) economics to derive five forces which determine the competitive intensity
and therefore attractiveness of a market. Attractiveness in this context refers to the overall industry
profitability.
THREAT OF NEW ENTRANTS:
There are high entry barriers in this industry. So, Tata Steel is having almost no threats for new entrants.
Some of the factors which made entry for new entrants such difficult are:
Capital requirement is very high.
Availability of huge area for operation.
Massive workforce.
Availability of raw materials.
COMPETITIVE RIVALRY:
For most industries, this is the major determinant of the competitiveness of the industry. Sometimes rivals
compete aggressively and sometimes rivals compete in non-price dimensions such as innovation,
marketing, etc. Competitive rivalry is very high for Tata Steel. It’s because the existing competitors are
equally capable and they all are well established in the present market.
It influences global prices through aggressive exports.
It enjoys a respectable position in front of the Indian Government because of its CSR.
All the major domestic competitors like SAIL, ESSAR, JSW, JSPL have announced massive
expansion plans recently.
Global steel majors like- Arcelor – Mittal and POSCO, are posed to be the biggest threat as they
are planning to enter the Indian Steel Industry very soon.
POWER OF SUPPLIERS:
Suppliers of raw materials, components, labour, and services (such as expertise) to the firm can be a
source of power over the firm. Suppliers may refuse to work with the firm, or e.g. charge excessively high
prices for unique resources.
Bargaining power of suppliers is low in integrated steel plants, like-Tata Steel as compared to
semi-integrated steel plants, like-SAIL.
Tata Steel has forayed much earlier into the strategy of ‘Backward Integration’ in order to
safeguard itself from the high bargaining power of the buyers.
Tata Steel is self-sufficient to the extent of 25 per cent for iron ore needs. Therefore it has
advantage over its competitors and very less dependent on suppliers.
For other raw materials eg-limestone etc, it is dependent on other countries. In that context it fears
of loosing its international suppliers.
THREAT OF SUBSTITUTES:
The existence of close substitute products increases the propensity of customers to switch to alternatives
in response to price increases. For Tata Steel threat of substitutes is very low. But still there are some
threats:
Plastics and composites pose a threat to Indian steel in one of its biggest markets — automotive
manufacture.
One of the most attractive alternatives to stainless steel is aluminium.
Steel has already been replaced in some large volume applications eg- railway sleepers (RCC
sleepers), etc.
POWER OF BUYERS:
The ability of customers to put the firm under pressure and it also affects the customer's sensitivity to
price changes.
Some of the major steel consumption sectors like automobiles, oil & gas, shipping, consumer
durables and power generation enjoy high bargaining power and get favourable deals with Tata
Steel.
Small and retail consumers who are scattered and consume a significant part do not enjoy these
benefits.
STEPS TAKEN BY TATA STEEL FOR EMOPLOYEE WELFARE
AREA TATA STEEL INTRODUCTIO
N
ENFORCED BY LAW
LEGAL MEASURES
EIGHT HOUR WORKING DAY 1912 1948 FACTORIES ACT
FREE MEDICAL AID 1915 1948 EMPLOYEE STATE INSURANCE ACT
OF WELFARE DEPARTMENT 1917 1948 FACTORIES ACT
FORMATION OF WORKS COMMITTEE FOR HANDLING COMPLAINTS
1919 1947 INDUSTRIAL DISPUTES ACT
WORKERS’ PROVIDENT FUND SCHEME 1920 1952 EMPLOYEES, PROVIDENT FUND
TECHNICAL INSTITUTE FOR TRAINING ENGG. GRADUATES
1921 1961 APPRENTICES ACT
MATERNITY BENEFIT 1928 1946 MATERNITY BENEFIT ACT
PROFIT SHARING BONUS 1934 1965 BONUS ACT
RETIRING GRATUITY 1937 1972 PAYMENT OF GRATUITY ACT
STUDY LEAVE 1945
BACKGROUND OF HR/IR DIVISION OF TATA STEEL
1947- FORMATION OF PERSONNEL DEVELOPMENT
1947 – A new department was formed which is named as PERSONNEL DEPARTMENT.
2005 – HRM was divided into two parts - HUMAN RESOURCE (HR) and INDUSTRIAL
RELATIONS (IR).
Where officers for HR function are 3950 approximately.
And technical training given to all unionized employees is 32000 approximately.
ROLE OF HR/IR DIVISION IN TATA STEEL
HUMAN RESOURCE (HR)
INDUSTRIAL RELATIONS (IR)
2005- HRM RESTRUCTURED TO FORM TWO SAPERATE DIVISIONS
SWOT ANALYSIS OF HR/IR DIVISION OF TATA STEEL
SWOT Analysis is a strategic planning method used to evaluate the Strengths, Weaknesses,
Opportunities, and Threats involved in a project or in a business venture. It involves specifying the
objective of the business venture or project and identifying the internal and external factors that are
favourable and unfavourable to achieving that objective. SWOT analysis for the HR/IR division of TATA
STEEL is as follows:
Strengths:
Loyal workforce.
Responsible union.
In-house training capability.
Retraining and redeployment of surplus workforce.
Weakness:
Low skill profile.
Adverse age mix.
Low productivity.
High labour cost.
Opportunities:
Modernization of existing plant.
Technology Up- gradation.
Closure of unviable / non – core units.
Expansion program.
Threats:
Globalization induced competition.
‘No retrenchment’ policy.
Escalating labor cost.
ABOUT SHARED SERVICES (SS)
OBJECTIVES OF THE STUDY
This study program has got the following objectives:
To gain an overall idea about the organization.
To get practical knowledge in the areas of personnel management and Industrial relations.
To study the composition of employer and employee relation existing in the organization.
To know the facilities provided to the employees as well as the public by the organization.
To study the statutory and non-statutory welfare practices adopted by organization.
The study of the HRD practices training and development performance appraisal schemes adopted
by the organization.
To study organizational culture and style.
SCOPE OF THE STUDY
Gathering information and theoretical knowledge is a part of study. It become complete when
added with practical knowledge as the noted truth comes to sight. Hence one becomes more efficient and
effective when a flavour of practical out look is added to the bosky mind. As the study has got wide
relevance is formulating valid information about the organization, it helps in getting a critical look in to
the personnel practices of the organization. Organizational behavior employer employee relationship and
the working environment of the organization in relation to theoretical knowledge. It gives a previous idea
about the job and working environment to the future decision- making how to perform by assigned job
successfully and tact fully.
As there is saying, practice makes a man perfect and the knowledge. This does
not deal with the practical application, is said to be unscientific and unsystematic. More over the branch
of management, which deals with the most critical and important factor of production, requires not only
theoretic background but also some practical experience to have some knowledge on day-to-day problem
solving.
RESEARCH METHODOLOGY
To conduct any research a scientific method must be followed. The universe of study is very large in
which it is difficult to correct information from all the employees. So, the sampling method has been
followed for the study. The analysis is based on primary as well as secondary data.
Data collection
Primary data : The data was collected using an appropriate questionnaire
And observing employees
Secondary data : Internet, books
Method of analysis : Weighted mean Pie charts
Period of study: The present study has been done for the period of 2Months i.e. from 26 th April to 26th
June.
Degree of research question crystallization Exploratory study
Definition of population Workers and supervisors
Sample size 15% (850)
Method of data collection Questionnaire
Purpose of study Descriptive
Topical scope Statistical study
Research environment Field setting
Type of sample Stratified random sample
Type of scale Four-Point Likert scale
INDUSTRIAL RELATION
“Industrial Relations” poses one of the most delicate and complex problems to modern industrial
society. With growing prosperity and rising wages, workers have achieved a higher standard of
living .They have acquired, education, sophistication and greater, mobility career patterns have changed.,
for larger section of the people have been hanged., for higher section of people have been constrained to
leave their firms to become wage earners and salary earners in urban areas under trying conditions of
work. Ignorant and drenched in poverty, vast masses of men, women and children have migrated to few
urban Areas. The organizations in which they are employed have ceased to be individually owned and
have become corporate enterprises. At the same time however, progressive status dominated secondly
group-oriented aspirant and sophisticated class of workers has come in being, who have own trade unions
and who have thus gained a bargaining power which enables them to give a taught fight to their
employers to establish their rights in growing industrial society. As a result the Government has stepped
in and plays an important role in establishing harmonious industrial relations, partly because it has itself
become employer of millions of industrial worker but mainly because it has enacted a vast body of
legislation to ensure that the rights of industrial workers in private enterprise are suitable safe guarded.
Besides rapid changes have taken place in techniques and method of production. Long established jobs
have disappeared and new employment opportunities have been created which call for different patterns
of experience and technical education. Labour employer relations have therefore become more complex
than they were in past, and have been a sharp edge because of widespread labour unrest.
It is obvious from these facts that industrial relations don’t function in vacuum but are multidimensional
in nature; they are conditioned by two sets of determinants industrial factors and economic factors. Under
institutional factors Dr.V.B.Singh includes such matters as state policy, labour legislation, labourers and
employers organizations and social institution, attitudes to work, systems of the power and status
motivation and influence, the system of Industrial Relations etc.
Under economic factors are included economic organizations, capital structure, including
technology, the nature and composition of the labour force and the sources of supply and demand in the
labour market.
OBJECTIVES OF INDUSTRIAL RELATION
The primary objectives of bringing about good and healthy relations between employers and employees, industrial relation are designed:
To safeguard the interests of labor and management by securing the highest level of mutual
understanding and goodwill among those sections in the industry which participate in the process
of production?
To avoid industrial conflict or strike and develop harmonious relations, which are essential factor
in the productivity of workers and the industrial progress of a country.
To raise productivity to a higher level in an area of full employment by lessening the tendency to
high turn over and frequent absenteeism.
To establish the growth of an industrial Democracy based on labor partnership in the sharing of
profits and of managerial decision.
To eliminate, as far as possible and practicable, strikes, lockouts and gheraos by providing
reasonable wages, improved living and working conditions.
To establish Government control of plants and units as are running at a loss or in which
production has to be regulated in the public interest.
In other words, the objectives of industrial relations are to facilitate production, to safeguard the
rights and interests of both labor and management by enlisting the co-operation of both to achieve a
sound, harmonious and mutually beneficial relationship between employer and employees.
Technical Innovations
Tata Steel feels that self-reliance in technology is a pre-requisite for growth, especially in the context of
globalization and expanding operations. The Group's advanced Research and Development centers are
competent enough to meet emerging challenges and ensure that the Company always stays ahead of all
competition. Over the years, Tata Steel has placed a continuous emphasis on improving processes, with a
view to consistently enhancing efficiencies, improving quality and thereby achieving better performance
benchmarks in all areas of operations. The Research Department established by Tata Steel way back in 1935,
was the first of its kind in India, and stands as a testimony to the foresight of the early pioneers and the vision
of the founder of the Company. With globalization and an increasing scale of operations, the Company feels
that self-reliance in technology has become a virtual pre-requisite to innovation and growth. To stay ahead of
competitors, the group maintains its own research centers; its strength in research and development helping it
consistently to meet the challenges of growth and changes over the years.
Currently, the Tata Steel Group has four research centers with over 1000 people involving themselves in R&D activities:
Tata Steel Limited’s (TSL) laboratories in Jamshedpur
Tata Steel Europe’s (TSE) technology centres in IJmuiden, The Netherlands and Rotherham and
Teesside, United Kingdom.
The Group’s research program is split between programs funded by the separate business units (which
make up the major part of the work done in the European research centers) and work on a number of
identified thrust areas that receive corporate funding. The thrust areas also incorporate the projects that
were previously a part of Corus’ strategic program. Anticipating the need to become self-reliant in
technology, Tata Steel took three steps during 2000-2005 that would help establish it as a leader in chosen
technologies. The Company:
1. Formalised the continuous improvement and innovation process under the powerful programme
of ASPIRE.
2. Identified the key thrust areas of strategic technology development.
3. Established a sound mechanism for capturing new developments and filing them as intellectual
property.
Marketing Innovations
Assurance, reliability and superior brand experience in every segment has always been the key focus for Tata
Steel's brand building endeavors. In addition, the realigned operating strategy takes into account current
realities of the marketplace, enhancement of customer satisfaction and relationships with existing clients. In
the domain of brand building, the “Tata” name has always been able to stay ahead of competition and sustain
its position of supremacy even in the face of erratic market changes. Accomplishment of the Tata Brands is all
the more significant as consumers have become more and more discerning over the years and rival companies
too have been alert to changing demands.
In recent times, the Tata Steel Group has been concentrating on the geographies that are logistically favorable
to its plants in Europe and Asia, in response to current realities of the marketplace. Tata Steel has been
working to enhance customer satisfaction and relationships with existing clients. As opposed to competitors
who split and diversify, Tata Steel is focusing on positive markets by applying its resources to the core
business where they are most needed.
The Steel Division had undertaken several new initiatives to ‘weather the storm’ in FY 09. The
automotive segment maintained its market leadership winning several accolades from renowned
Automobile companies. In the construction segment too, Tata Tiscon increased its share of business
through innovative contracting and better availability of material. In order to spread the customer base
and get maximum leverage from the economic packages, special initiatives were devoted to Government
funded projects and the Railways.
The Singapore operations of NatSteel and the Xiamen operations engaged in efforts to align the price-cost
cycle to mitigate risks of price fluctuations. The Singapore operations reduced the long-term sales
contract from one and a half years to three months.
A focus area for Tata Steel European operations have been the continuous enhancement of customer
support in the automotive market. Strip products division continued its focus on further development of
steel grades with high strength coated steels with sophisticated coating properties.
Research and Development
A collaborative approach, cross-fertilization of better practices and technology absorption through
integration of processes have led to measurable results in the Tata Steel Group’s performance in the
direction of continuous improvement.
Technology Advancements
With globalization and an increasing scale of operations, technological self-reliance has become a
necessity. Tata Steel with its plans for modernization has ensured that it deploys the best technologies to
facilitate quality, cost-efficiency and environment-friendly processes. Apart from its continuous
Endeavour to improve the quality and quantity of the steel produced, Tata Steel has, over the years,
undertaken extensive research in making the process of steelmaking more energy efficient, economically
viable and environmentally sustainable.
The goal is to foster a technology mindset amongst a cross-section of employees. The ASPIRE T 3
Knowledge Management Program provides the required platform as more and more employees have been
engaged in the process of knowledge creation and dissemination.
The Tata Steel Group’s program of RD&T in Europe is funded by separate business units, with
breakthrough projects receiving direct corporate funding. Several such initiatives have successfully added
value to customers leading to enhanced profitability as a consequence.
In the last few years, Tata Steel has taken a number of initiatives that would consolidate its position as a
leader in select technologies. These include:
Formalising the continuous improvement process under ASPIRE.
Identifying key thrust areas of strategic technology development.
A focus on the Intellectual Property Rights in Tata Steel.
A number of individual projects have been taken up in each of the thrust areas and definite benefits have
ensued in many significant ways, some of which include:
8% ash in coal without reduction in yield.
Complete beneficiation of iron ore.
Improving blast furnace productivity.
Development of advanced coatings.
Evolving the next generation high strength steels.
Lowering phosphorus in steel making.
Research and Development is carried out in the areas of raw materials, blast furnace productivity,
steel making, product development, process improvement etc, keeping these operations in readiness for
any challenge.
Human Resource Management
Tata steel recognizes that its people are the primary source of its competitiveness and is
committed to equal employment opportunities for attracting the best available talent and ensuring
a cosmopolitan workforce.
TSL aims to pursue management practices designed to enrich the quality of life of its
employees, develop their potentials and maximize their productivity. It also aims at ensuring
transparency , fairness and equity in all its dealing with its employees.
TSL has been in pioneer in its HR policy over the years with the basic underlying
principle of sharing and caring and a sense of belonging amongst all employees who are
considered to be a part of TSL family.
The company has been known as a leader in introducing various HR practices and setting
benchmarks in the global as well as Indian industry .Some of these initiatives include.
1920 Tata steel introduced initiatives like leave with pay 1952. And Workman’s Accident
Compensation Scheme (enforced by law in 1924).
Tata steel introduced eight(8) hour working time in 1912, much before such a system was
implemented by law even in most western countries.
Free medical aid was introduced in 1915 (enforced by law in 1948).
Maternity benefits were introduced by Tata steel in 1928 (implemented by law in 1946)
Profit sharing bonus was granted for the first time in India by Tata steel as early as in 1934
(enforced by law in 1965).
A scheme of retiring gratuity was introduced by Tata steel in 1937 (enforced by law in1972).
Tejaswini, launched in 2003, is a woman empowerment program– the first of its kind – that
trains woman to take up unconventional jobs in the steel works.
Shabash A weekly scheme launched in 2002 – offers instant rewards and recognition to
employees for exemplary behaviour.
Some of these initiatives which were introduced way before enforced are tabulated below.
Initiatives TSL Government
8 hour working day.
Free Medical Aid.
Leave With Pay.
Workers Provident Fund Scheme.
Workman’s Accident Compensation.
Maternity benefits.
Profit Sharing Bonus.
Retiring Gratuity.
1912
1915
1920
1920
1920
1928
1934
1937
Not known(but not implemented even in
western countries at that time).
1948
1948
1952
1924
1946
1965
1972
Human resources are the most valuable and unique assets of an organization. The successful
management of an organization's human resources is an exciting, dynamic and challenging task,
especially at a time when the world has become a global village and economies are in a state of flux. The
scarcity of talented resources and the growing expectations of the modern day worker have further
increased the complexity of the human resource function. Even though specific human resource
functions/activities are the responsibility of the human resource department, the actual management of
human resources is the responsibility of all the managers in an organization.
It is therefore necessary for all managers to understand and give due importance to the different human
resource policies and activities in the organization. Human Resource Management outlines the
importance of HRM and its different functions in an organization. It examines the various HR processes
that are concerned with attracting, managing, motivating and developing employees for the benefit of the
organization.
The book discusses the issues in human resource management in a changing environment and suggests
possible ways of leveraging and managing human resources. Changing trends in human resource
management have been explained using contemporary examples from Indian companies
Definition and concept of Quality of Work Life, Methods to Improve QWL, Flextime, Flexiplace,
Alternative Work Schedules, Part-time Employment, Compressed Work Week, Job Enrichment, Job
Rotation, Job Enlargement, Autonomous Work Groups / Self-managed Teams, Socio-Technical Systems,
Benefits of QWL Programs, Challenges in Implementing QWL Programs.
Quality of work life (QWL) is viewed as an alternative to the control approach of managing people. The
QWL approach considers people as an ‘asset ‘to the organization rather than as ‘costs'. It believes that
people perform better when they are allowed to participate in managing their work and make decisions.
This approach motivates people by satisfying not only their economic needs but also their social and
psychological ones. To satisfy the new generation workforce, organizations need to concentrate on job
designs and organization of work. Further, today's workforce is realizing the importance of relationships
and is trying to strike a balance between career and personal lives.
Successful organizations support and provide facilities to their people to help them to balance the scales.
In this process, organizations are coming up with new and innovative ideas to improve the quality of
work and quality of work life of every individual in the organization. Various programs like flex time,
alternative work schedules, compressed work weeks, telecommuting etc., are being adopted by these
organizations.
Technological advances further help organizations to implement these programs successfully.
Organizations are enjoying the fruits of implementing QWL programs in the form of increased
productivity, and an efficient, satisfied, and committed workforce which aims to achieve organizational
objectives. The future work world will also have more women entrepreneurs and they will encourage and
adopt QWL programs.
Human resources are the most valuable and unique assets of an organization. The successful management
of an organization's human resources is an exciting, dynamic and challenging task, especially at a time
when the world has become a global village and economies are in a state of flux. The scarcity of talented
resources and the growing expectations of the modern day worker have further increased the complexity
of the human resource function. Even though specific human resource functions/activities are the
responsibility of the human resource department, the actual management of human resources is the
responsibility of all the managers in an organization.
It is therefore necessary for all managers to understand and give due importance to the different human
resource policies and activities in the organization. Human Resource Management outlines the
importance of HRM and its different functions in an organization. It examines the various HR processes
that are concerned with attracting, managing, motivating and developing employees for the benefit of the
organization.
The book discusses the issues in human resource management in a changing environment and suggests
possible ways of leveraging and managing human resources. Changing trends in human resource
management have been explained using contemporary examples from Indian companies.
Employees Counselling: Back in the early thirties, when Hawthorn experimented with Western
Electric Company, it was found that employees harboured irrational feelings that were interfering with the
rational operation of the factory. Therefore, counselling was used as means of letting the employees
unburden themselves by talking to someone about their problems. Traditional techniques since then have
improved tremendously and the prime responsibility of direct supervisors rather than outside counsellors,
except when there are major psychological problems that requires specialized professional expert help.
To conclude, Herzberg when conducting a research on job satisfaction and job dissatisfaction on a
sample of 1,685 employees, had found out that that their satisfaction is derived from ‘a job related’
factors that are directly influencing their feelings (81%) and only (69%) of their job dissatisfaction is
caused by ‘job context’ factors such as the style of management, policies and procedures, the workplace,
and the members of the team.
Sub Department Human Resources Policy Recruitment:
Campus recruitment
Tata steel management trainee program
One year development program
Employee survey
Leadership Development:
Formal programs, coaching and on the job training.
Leadership appreciation process and subsequently conduct ‘Development Centres’.
IL2, IL3
Training and Development:
e-learning facilities available on the companies internet which facilitated by computer
literacy training.
Computer based training packages and multimedia training materials.
Safety training received special attention based on the DuPont guidelines identification of
skill gaps ,there is a plan in place to introduce a technical competency assessment system.
Faculty support.
Up skilling employees through process based ,on the job training and diploma courses
through premium engineering institutes.
Direct learning strengthening the leadership pipeline coupled with emerging needs of growth
projects across geographies.
Industrial Relations:
The welfare of the labouring class must be one of the first cares of the employer. – (Sir
Dorab Tata)
IL6 formed in 2008
Only one recognized Union – INTUC
Affiliation of employees to these unions has been on a constant decline over the years and stood at……………..in the year 2008.
A market based benchmarking of compensation is undertaken.
Inclusive growth – sports days ,social events ,contents for children, education opportunities ,celebrating festivals together.
Employee Happiness:
Employee happiness is a measure of how satisfied workers are with their job, working
environment and facilities providing by the company. Keeping morale high among workers can be of
tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer
days off, and stay loyal to the company. There are many factors in improving or maintaining high
employee satisfaction, which wise employers would do well to implement.
To measure employee happiness, many companies will have mandatory surveys or face-to-face
meetings with employees to gain information. Both of these tactics have pros and con and should be
chosen carefully. Surveys are often anonymous, allowing workers more freedom to be honest without fear
of repercussion. Interviews with company management can feel intimidating, but if done correctly can let
the worker know that their voice has been heard and their concerns addressed by those in charge. Surveys
and meetings can truly get to the center of the data surrounding employee happiness, and can be great
tools to identify specific problems leading to lowered morale.
Many experts believe that one of the best ways to maintain employee happiness is to make
workers feel like part of a family or team. Holding office events, such as parties or group outings, can
help build close bonds among workers. Many companies also participate in team-building retreats that are
designed to have found success. Strengthen the working relationship of the employees in a non-work
related setting. Camping trips, backpacking wars and guide backpacking trips are versions of this type of
team-building strategy, with which many employers have found success.
Of course, few workers will not experience a boost in morale after receiving more money. Raises
and bonuses can seriously affect employee satisfaction and happiness, and should be given when possible.
Yet money cannot solve all morale issues, and if a company with widespread problems for workers
cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of an
unpleasant job continues to mount.
If possible, provide amenities to your workers to improve morale. Make certain they have a
comfortable, clean break room with basic necessities such as running water. Keep facilities such as
bathrooms clean and stocked with supplies. While an air of professionalism is necessary for most
businesses, allowing workers to keep family photos or small trinkets on their desk can make them feel
more comfortable and nested at their workstation. Basic considerations like these can improve employee
happiness, as workers will feel well cared for by their employers.
The backbone of employee happiness is respect for workers and the job they perform. In every
interaction with management, employees should be treated with courtesy and interest. An easy avenue for
employees to discuss problems with upper management should be maintained and carefully monitored.
Even if management cannot meet all the demands of employees, showing workers that they are being
heard and putting honest dedication into compromising will often help to improve morale.
Employee Happiness Surveys help employers measure and understand their employees' attitude,
opinions, motivation, and satisfaction. Employee happiness is the terminology used to describe whether
employees are satisfied and contented and fulfilling their desires and needs at work because happiness
comes after satisfaction. Employee happiness is often measured by anonymous surveys administered
periodically that gauge employee satisfaction in areas such as management and teamwork.
Human resources are on major factors of production. It is human asset, which convert the various
resources in to the production resources. It has immense potentialities and it only human resources, which
appreciate with time whereas all other resources undergo the process of depreciation. Success of an
organization mainly depends on the quality of manpower and its performance. In early days human
resource was not taken as an important factor of production. Human begin was simple treated as log in the
movement increasing emphasis has been given to the worker as a whole man. The need of vast manpower
and their importance was realized by some of the progressive entrepreneurs. The emergence of Trade
Union and their gradual collective power forced some en+.
Relation between Employee Satisfaction and Happiness.
Satisfaction leads to Happiness. This statement could easily understand by the following theory of Abraham Maslow.
Maslow's Hierarchy of Needs
If happiness is driven by the existence of unsatisfied needs, then it is worthwhile for a manager to
understand which needs are the more important for individual employees. In this regard, Abraham
Maslow developed a model in which basic, low-level needs such as physiological requirements and safety
must be satisfied before higher-level needs such as self-fulfillment are pursued. In this hierarchical model,
when a need is mostly satisfied it no longer motivates and the next higher need takes its place. Maslow's
hierarchy of needs is shown in the following diagram:
Maslow's Hierarchy of Needs
Self-Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Physiological Needs
Physiological needs are those required to sustain life, such as:
air
water
nourishment
sleep
According to Maslow's theory, if such needs are not satisfied then one's happiness will arise from
the quest to satisfy them. Higher needs such as social needs and esteem are not felt until one has met the
needs basic to one's bodily functioning.
Safety
Once physiological needs are met, one's attention turns to safety and security in order to be free from
the threat of physical and emotional harm. Such needs might be fulfilled by:
Living in a safe area
Medical insurance
Job security
Financial reserves
According to Maslow's hierarchy, if a person feels that he or she is in harm's way, higher needs
will not receive much attention.
Social Needs
Once a person has met the lower level physiological and safety needs, higher level needs become
important, the first of which are social needs. Social needs are those related to interaction with other
people and may include:
Need for friends
Need for belonging
Need to give and receive love
Esteem
Once a person feels a sense of "belonging", the need to feel important arises. Esteem needs may
be classified as internal or external. Internal esteem needs are those related to self-esteem such as self
respect and achievement. External esteem needs are those such as social status and recognition. Some
esteem needs are:
Self-respect
Achievement
Attention
Recognition
Reputation
Maslow later refined his model to include a level between esteem needs and self-actualization: the need for knowledge and aesthetics.
Self-Actualization
Self-actualization is the summit of Maslow's hierarchy of needs. It is the quest of reaching one's
full potential as a person. Unlike lower level needs, this need is never fully satisfied; as one grows
psychologically there are always new opportunities to continue to grow.
Self-actualized people tend to have needs such as:
Truth
Justice
Wisdom
Meaning
Self-actualized persons have frequent occurrences of peak experiences, which are energized
moments of profound happiness and harmony. According to Maslow, only a small percentage of the
population reaches the level of self-actualization.
Implications for Management
If Maslow's theory holds, there are some important implications for management. There are
opportunities to keep employees happy through management style, job design, company events, and
compensation packages, some examples of which follow:
Physiological needs: Provide lunch breaks, rest breaks, and wages that are sufficient to purchase
the essentials of life.
Safety Needs: Provide a safe working environment, retirement benefits, and job security.
Social Needs: Create a sense of community via team-based projects and social events.
Esteem Needs: Recognize achievements to make employees feel appreciated and valued. Offer job
titles that convey the importance of the position.
Self-Actualization: Provide employees a challenge and the opportunity to reach their full career
potential.
However, not all people are driven by the same needs - at any time different people may be happy
by entirely different factors. It is important to understand the needs being pursued by each employee. To
provide happiness to employee, the manager must be able to recognize the needs level at which the
employee is operating, and use those needs as levers of satisfaction and bring happiness for the employee.
DATA ANALYSIS
&
INTERPRETATION
Shared Services Actual Done
Elec. Maint.
SuWor Tot Su
Wor Tot
Left
Electrical T & D 9 3 12 9 3 12 0MED Electrical 9 23 32 9 23 32 0MSG Electrical 4 9 13 4 9 13 0Telecom 3 5 8 3 5 8 0Off. of chief Elec. Maint. 1 0 1 1 0 1 0Total 26 40 66 26 40 66 0
Mech. Maint.
Expert Group 1 0 1 1 0 1 0MED Mechanical 3 6 9 3 6 9 0MSG Mechanical 6 19 25 6 19 25 0Off. of Chief Mech. maint. 1 0 1 1 0 1 0Total 11 25 36 11 25 36 0
Power System
BPH/Comm. Off. 5 101
5 5 10 15 0
Fuel Management 8 91
7 9 9 18 0DG 1 2 3 1 2 3 0Power House-3 2 8 10 2 8 10 0Power House-4 6 11 17 6 11 17 0Power House-5 2 4 6 2 5 7 0Off. of Chief power sys. 1 0 1 1 0 1 0Total 25 44 69 26 45 71 0
Spares & Services
Engg. Services 10 37 47 10 37 47 0Eqp. Maint. services 9 61 70 9 61 70 0
Spares Mfg Dept. 12 60#
72 12 60 72 0Support services Works 2 0 2 2 0 2 0Off. of Chief Spares & Servs. 1 0 1 1 0 1 0
Total 34 158192 34 158
192 0
SHARED SERVICES
WEIGHTED MEAN
WORKERS SUPERVISORS COMBINED
1. OVERALL HAPPINESS 3.53 3.43 3.48 2. COMPANY 3.40 3.43 3.42
Iron & Steel
Electrical Maintenance
Actual Done
Department Su Wo Tot Su Wo Tot Left More
A - F Blast Furnace 5 3 8 11 8 19 0 11
G - Blast Furnace 4 3 7 5 2 7 0 0
H - Blast Furnace 0 5 5 0 5 5 0 0
Coke Plant 11 7 18 9 4 13 5 0
Sinter Plant 4 10 14 3 11 14 0 2
LD - 1 11 9 20 10 10 20 8
LD - 2 14 11 25 14 12 25 0 0
RPD 3 2 5
MRSPP 1 1 2 0 3 3 0 1
Total 53 51 104 52 55 106 13 14
Mechanical Maintenance
Actual Done
Department Su Wo Tot Su Wo Tot Left More
A - F Blast Furnace 4 15 19 9 17 26 0 7
G - Blast Furnace 3 7 10 0 12 12 0 2
H - Blast Furnace 0 6 6 0 5 5 1 0
Coke Plant 9 35 44 9 35 44 0 0
Sinter Plant 3 21 24 3 21 24 0 0
LD - 1 9 26 35 9 27 36 0 1
LD - 2 7 18 25 7 18 25 0 0
RPD 2 8 10 6 10 16 0 6
MRSPP 1 3 4 0 2 2 2 0
Total 38 139 177 34 147 190 3 16
Mills & Utility
Electrical Maintenance
Actual Done
Department Su Wo Tot Su Wo Tot Left More
HSM 13 12 25 16 15 31 0 6
3. LEADERSHIP 3.19 3.19 3.19 4. JOB 3.36 3.06 3.21 5. REWARD AND RECOGNITION 3.21 2.73 2.97 6. COMMUNICATION 3.22 3.07 3.15 7. TEAMWORK 3.39 3.08 3.24 8. TRAINING AND DEVELOPMENT 3.13 2.93 3.03 9 PHYSICAL ENVIRONMENT 3.05 2.96 3.01 10. SOCIAL ENVIRONMENT 2.98 2.73 2.86 11. JOB SECURITY AND ADVANCEMENT 3.12 2.83 2.98 12. GOAL 3.28 3.02 3.15 13. IMPROVEMENT ORIENTATION 2.95 3.04 3.00 14. COMPENSATION 3.26 3.12 3.19 15. GRIEVANCE REDRESSAL AND CONFLICT RESOLUTION 3.06 2.98 3.02
TOTAL 3.21 3.04 3.12
Iron & Steel
Electrical Maintenance
Actual Done
Department Su Wo Tot Su Wo Tot Left More
A - F Blast Furnace 5 3 8 11 8 19 0 11
G - Blast Furnace 4 3 7 5 2 7 0 0
H - Blast Furnace 0 5 5 0 5 5 0 0
Coke Plant 11 7 18 9 4 13 5 0
Sinter Plant 4 10 14 3 11 14 0 2
LD - 1 11 9 20 10 10 20 8
LD - 2 14 11 25 14 12 25 0 0
RPD 3 2 5
MRSPP 1 1 2 0 3 3 0 1
Total 53 51 104 52 55 106 13 14
Mechanical Maintenance
Actual Done
Department Su Wo Tot Su Wo Tot Left More
A - F Blast Furnace 4 15 19 9 17 26 0 7
G - Blast Furnace 3 7 10 0 12 12 0 2
H - Blast Furnace 0 6 6 0 5 5 1 0
Coke Plant 9 35 44 9 35 44 0 0
Sinter Plant 3 21 24 3 21 24 0 0
LD - 1 9 26 35 9 27 36 0 1
LD - 2 7 18 25 7 18 25 0 0
RPD 2 8 10 6 10 16 0 6
MRSPP 1 3 4 0 2 2 2 0
Total 38 139 177 34 147 190 3 16
Mills & Utility
Electrical Maintenance
Actual Done
Department Su Wo Tot Su Wo Tot Left More
HSM 13 12 25 16 15 31 0 6
3.48; 7%
3.42; 7%
3.19; 7%
3.21; 7%
2.97; 6%
3.15; 7%3.24; 7%3.03; 6%3.01; 6%
2.86; 6%
2.98; 6%
3.15; 7%
3; 6%
3.19; 7% 3.02; 6%
SCORE1. OVERALL HAPPINESS 2. COMPANY 3. LEADERSHIP4. JOB 5. REWARD AND RECOGNITION6. COMMUNICATION7. TEAMWORK8. TRAINING AND DEVELOPMENT9 PHYSICAL ENVIRONMENT10. SOCIAL ENVIRONMENT 11. JOB SECURITY AND ADVANCEMENT12. GOAL13. IMPROVEMENT ORIENTATION 14. COMPENSATION 15. GRIEVANCE REDRESSAL AND CONFLICT RESOLUTION
Overall Analysis: The level of employee happiness at Shared Services as per the survey conducted is fair approaching high – 3.12 (for al the employees across levels. The analysis can further be segregated according to fifteen parameters which has been used while survey.)
1. OVERALL HAPPINESS: Interpretation on 4 point rating scale and the total score is 3.48. Employees said that they are happy in working for Tata Steel.
2. COMPANY: On the basis of the happiness level of employees the question asked regarding the company’s rules regulation, working culture, how company cares and giving values to the employees’ etc. Almost every employee is agreeing with this fact and the total score is 3.42.
3. LEASDERSHIP: We asked to employees how the behavior of your leader is. They said that fair enough. Leadership is one of the serious issues in every company so this dimension should be dealt properly and happiness level should be high in this area. The total score is 3.19.
4. JOB: The total score is 3.21 saying that employees are happy with their jobs where they are working.
5. REWARD AND RECOGNITION: Employees are very less happy with the a reward and recognition they said that the criteria of rewards they don’t know and the total score is 2.97.
6. COMMUNICATION: The employees of Shared Services are fairly satisfied with the information which is provided to them by their superiors. This shows that the two way communication among the employees or management is fairly satisfactory. Total score is 3.15.
7. TEAM WORK: This is another area where we found that employees are happy with their team work. They said there is good understanding among the employees. Total score is 3.24.
8. TRAINING & DEVELOPMENT: This is another dimension where employees are fairly happy with the T&D programs of the company. Total score is 3.03.
9. PHYSICAL ENVIRONMENT: This area should be improved more employees are fairly happy in this area mostly canteen& toilets and needs to be improve more. Total score is 3.01.
10. SOCIAL ENVIRONMENT: Employees are again fairly happy with this area hospital and housing service is not satisfactory as it should be. Total score is 2.86.
11. JOB SECURITY & ADVANCEMENT: Another weak area of the company employees are not happy in this area because they feel that job security is now missing from this company. Total score is 2.98.
12. GOAL: Employees said that they clear about what their goal is or what company is expecting from them this is good thing for the company. Total score is 3.15.
13. IMPROVEMENT ORIENTATION: We got good feed back about the technology advancement in the company and employees are happy with this area. Total score is 3.00.
14. COMPENSATION: Employees are again fairly happy with the compensation package of the company. Total score is 3.19.
15. GRIVANCES REDRESSAL AND CONFLICT RESOLSUTION: Employees said that this area is weaker as it should be this department’s processing speed is slow which need to be fast. Total score is 3.02.
According to the analysis scores these are the situation we found in the company and the most interesting fact we found is there is huge difference in what the employees are saying or what the HR managers are saying. This is the wrong impression going out side of the company which is not good for the company in the future, so, company should take care of that type of the issues.
16.
FINDINGS
Employees are happy with:
Safety initiative undertaken by the company. Work culture-lays stress on involvement and participation of people in group activities. Good relations with the supervisors they can share their problems with them. Daily management systems of the department. Training programs helps in doing their works properly. Lays more stress on quality management. Welfare activities undertaken by the company. There was sense of uncertainty and the feeling of being imposed. Some of the workers demanded feedback. Some complained of the failure of the survey as it was done every year but not worked.
Employees are not happy with:
Medical services need to be improved. Canteen services need to be improved. Condition of toilets need to be improved. Less manpower results in excessive work load. Focus on compensation packages. Motivating factors like rewards/recognition, training and development, good physical and social
environment is missing in almost all sections. Dust and noise pollution. Mode of communication is not proper - transparency should be there
RECOMMENDATION
Any organization that has been successful in exceeding its rated capacity, enhancing production, minimizing cost, reducing the wastages, maximizing the profitability and widening the market share has definitely ensured high level of employee satisfaction and happiness because happiness comes after full satisfaction.
TATA Steel in general has taken various initiatives so as to keep up with its vision statement. Issues in safety and health have been specially taken care of. Its association with DUPONT has brought in many measures to ensure safety for all in the work place. This association clearly indicates the commitment of TATA Steel towards its employees.
Several improvement initiatives have also been made part of the daily work structure however its awareness is relatively low among the lower levels of employees. The satisfaction and happiness level of employees need to be high to ensure company’s sustainability in the future.
In order to increase the employees’ happiness so as to ensure proper organizational functioning, I propose the following suggestion/recommendation along various categories:
TRAINING & DEVLOPMENT
Superiors should give more attention towards training and development. After every six months they should be given training not only in the area of job but also
towards other aspects of life such as health, sanitation family harmony etc. After the training has been provided, whether the employees have been benefited should
also be checked scientifically proven methods.
LEADERSHIP & MANAGEMENT
The managers should make sure that the supervisors are well trained. Leadership combines attitude and behavior. Leadership workshops should be organized.
People respond to leaders whom they can trust and who inspires them to achieve meaningful goals.
A good leader is one who “Walks the talk”, who believes in action part of the work rather than position or power, who believes in extending support and mentoring its people, who listens and encourages feedback and one who inspires and motivates, the management should identify such people and develop them.
EMPLOYEE INVOLVEMENT
The percentage of workers involved in the decision making process can be enhanced. Practices like quality circles should be encouraged among the workers as well. Programs like ‘Manthan’ on shop floor should be encouraged. MD on line is another good initiative but it should be in regular basis with booking system. The heads of each department should behave more friendly with their employees to boost
the employee morale. Involvement of the employees while making any decision is very important as they are the
ones who are doing the work and they will definitely have the idea regarding any changes which has to be brought in will result. So it’s very important to take suggestion from them.
WELFARE
More facilities regarding education should be given to employees ward. Scholarships like JRD Tata Scholarship, Ratan Tata Scholarships are good initiatives, but, now it needs to be rescheduled with no partialities.
Scholarship should be provided for those who are studying management, medical, and engineering as well as the needy brilliant employee son as adopted child.
When medical facility is being provided by the company, cost control should not be their aim rather than aim should be to cure their employees with proper treatment.
Activities like sports and entertainment club should be provided to the employees because as per the famous say “All work and no play makes jack a dull boy”.
SAFETY, HEALTH & ENVIRONMENT
Cleanness should be dealt strictly. The frequency of cleaning the shop floor can be increased to twice a day. Cleaner work environment ensures a healthy ambience.
In mechanical section (which deals with the running mill specifically) cleaning of grease in one of the processes, it may contain particles, which can lead to injury during cleaning; I strongly recommend an appropriate tool to facilitate the process and too make it safer.
Use of ear plugs at requisite places, should be made compulsory and defaulters can be strictly dealt with.
Rest rooms can be upgraded i.e. sitting facility can be provided with cushioned surfaces. Another major recommendation can be drawn in the area of awareness, whether it is about
the COC or SA 8000 or SAFETY. We need more reinforcements; it can be scheduled twice a year.
One of the general facilities which is provided to the employees like toilets should be kept clean by cleaning it regularly with disinfectants and should be made odour free.
CONCLUSION
The Employee Happiness Survey conducted at Shared Services has shows that employee happiness of employee is moderate. The overall score is 3.12.
The happiness level of the employees at TATA Steel is due to the policy structure of the company. Its HR policy indicates that Tata Steel recognizes that its people are the primary source of competitiveness. The company is committed to equal employment opportunities for attracting the best available talent and ensuring a cosmopolitan workforce. It pledges to pursue such management practices so as to enrich the quality of life of its employees, develop their potential and maximize their productivity.
It aims to ensure transparency, fairness and equity in all its dealings with the employees. Tata Steel promises to strive continuously to foster a climate of openness, mutual trust and team work.
HR Policy of the company gives direction to all the efforts pursued by the company to ensure Employee Happiness.
However the happiness levels are just moderate. The Dimensions on which Employee Happiness Survey was evaluated are satisfactory only to a fair extent. Safety, Health and Environmental issues are of top priority to TATA Steel and the happiness level regarding these dimensions among the employees is also good.
Analysis of the data shows that employees are much clear about their goals which is very important for the growth of the company and its being in the competitive edge, dimensions like job, physical environment, social environment, communication, leadership management decision making and company have scored fairly well but when it comes to welfare or rewards or training and development, there are some areas where employees have shown their dissatisfaction. However the values at TATA Steel would ensure that these standards are met in the future. Tata Steel has realized the value of its people and would, for sure work in the direction of conforming to its vision statement of continuing to work to improve the quality of life of its people and the communities it serves.
ANNEXURE
1.1 I am happy working for Tata Steel. 1 2 3 42. COMPANY 2.1 I am happy that Tata Steel values me and is committed to me as an employee. 1 2 3 42.2 I am satisfied with the rules, regulations and policies of the company. 1 2 3 42.3 I am happy that my company cares for its employees. 1 2 3 42.4 I am proud to be an employee of Tata Steel. 1 2 3 42.5 I am happy with the overall work culture of Tata steel. 1 2 3 42.6 I care about the success of the company. 1 2 3 43. LEADERSHIP3.1 My leader helps me bring out the best of my capabilities. 1 2 3 43.2 My leader pays heed and gives due credit for my ideas. 1 2 3 43.3 My leader is fair and unbiased. 1 2 3 43.4 I enjoy healthy relationship with my superiors. 1 2 3 44. JOB 4.1 I enjoy doing my work. 1 2 3 44.2 My job makes me feel empowered and gives me the freedom to take 1 2 3 4decisions in my area of responsibility.4.3 I am well equipped to do my job well and systems and procedures at 1 2 3 4Tata Steel helps me to be more productive.4.4 My job gives me opportunities to learn in various work areas. 1 2 3 44.5 My job gives a feeling that I am doing something worthwhile, it is challenging 1 2 3 4and it fulfils my aspirations.4.6 My job gives me a feeling that I make a difference. 1 2 3 4
5. REWARD AND RECOGNITION5.1 The reward system is transparent and unbiased. 1 2 3 45.2 Good work done by me and my team members is duly appreciated. 1 2 3 45.3 I am satisfied with the different reward programs of the company. 1 2 3 45.4 Team rewards are administers/shared fairly amongst members based on 1 2 3 4contribution.6. COMMUNICATION6.1 There is two way communication available to effectively share my views and ideas. 1 2 3 46.2 The communication framework is deployed effectively at Tata Steel so that 1 2 3 4all communication reaches each and every employee effectively and timely.6.3 I am satisfied with the means of communication available (intranet, notice 1 2 3 4boards, newsletters, etc.) to update me about the latest happenings in the company.6.4 There is effective communication at all levels of the organisation. 1 2 3 47. TEAMWORK7.1 My team members contribute actively towards accomplishment of team goals. 1 2 3 47.2 There is feeling of brotherhood within my team. 1 2 3 47.3 An environment of free sharing of knowledge and expertise exists within my team. 1 2 3 47.4 I am happy with the level of cooperation between my department and other departments 1 2 3 48. TRAINING AND DEVELOPMENT8.1 Regular training and development programme provide ample opportunity for 1 2 3 4growth, diversification & multi skilling.8.2 I believe that the training provided to me is adequate in terms of its content, 1 2 3 4
duration, mode, infrastructure, etc.8.3 Training and development is aligned with the organic growth and upcoming 1 2 3 4new technology at Tata Steel.8.4 Training and development system is fair and unbiased. 1 2 3 49 PHYSICAL ENVIRONMENT9.1 The environment at my workplace is conducive for putting my best efforts 1 2 3 4(A) CANTEEN (1) With reference to the price that I pay(a) I am happy with the food quality. 1 2 3 4(b) I am happy with the food quantity. 1 2 3 4(2) I am happy with the canteen services. 1 2 3 4(B) TOILETS (1) I am satisfied with the number of toilets. 1 2 3 4(2) I am satisfied with the condition of the toilets. 1 2 3 4(3) I am satisfied with the cleanliness of the toilets. 1 2 3 4(C) DRIKING WATER (2) I am satisfied with the number of water coolers for cold water. 1 2 3 4(3) I am satisfied with the number of drinking water points. 1 2 3 49.2 Company cares for the safety of the employees. 1 2 3 49.3 Adequate security measures are in place to prevent any external threat. 1 2 3 410. SOCIAL ENVIRONMENT (A) HOSPITAL (1) I am satisfied with the hospital service quality. 1 2 3 4(2) I am satisfied with the treatment quality & facilities provided by the hospital. 1 2 3 4(B) HOUSING (1) I am happy with the condition of the houses / quarters. 1 2 3 4(2) I am satisfied with the transparency in house / quarter allotment. 1 2 3 4(3) I am happy with the maintenance of the houses / quarters. 1 2 3 410.1 My company provides necessary platform for social interactions. 1 2 3 410.2 There is voluntary participation of employees in social service activities. 1 2 3 410.3 Company encourages talent through various facilities. 1 2 3 411. JOB SECURITY AND ADVANCEMENT11.1 I feel that my job is secured at Tata Steel. 1 2 3 411.2 My company provides effective job rotation to increase expertise. 1 2 3 411.3 I see opportunities of my growth and advancement at Tata Steel. 1 2 3 412. GOAL12.1 I know the standards/targets to be achieved to enhance departmental performance. 1 2 3 412.2 The mission/ purpose of the company motivates me and makes my job feel important. 1 2 3 412.3 I know what is expected of me at my job. 1 2 3 412.4 I receive timely and proper feedback about my work. 1 2 3 413. IMPROVEMENT ORIENTATION 13.1 There is timely upgradation of technology to avoid obsolescence. 1 2 3 413.2 Suggestions are readily accepted and implemented timely at Tata Steel. 1 2 3 4
13.3 Tata Steel encourages and facilitates new / improved way of doing things. 1 2 3 413.4 Employees at Tata Steel willingly participate in improvement activities. 1 2 3 414. COMPENSATION
14.1 I am adequately compensated for the efforts that I put in at work. 1 2 3 414.2 My company makes timely and regular payment of salary which 1 2 3 4commensurate with the market rate.14.3 My company fairly shares the gains with its employees. 1 2 3 414.4 My compensation is duly safeguarded by the company against external economic diversities. 1 2 3 415. GRIEVANCE REDRESSAL AND CONFLICT RESOLUTION15.1 There are appropriate channels to voice grievances at Tata Steel. 1 2 3 415.2 My grievances are given importance and I can raise them fearlessly at Tata Steel. 1 2 3 415.3 Grievances are acted upon timely and appropriate feedback is provided by 1 2 3 4the management post Redressal.15.4 Grievance Redressal procedure is simple and understandable. 1 2 3 4 BELIEVE IN ACTION PLANNINGI believe that the findings of this survey will be acted upon. Y N
BIBLIOGRAPHY
Report and manuals available in TMDC. Human Resource Management Decenzo, K. Aswathapa Company annual report and other publication. Other training documents available at the H R department.
www.tatasteel.com
www. tata communications.com
www. tatasteel .co.in
www.google.co.in