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A PROJECT REPORT
ON
INDUSTRIAL RELATIONS IN BHILAI STEEL PLANT, SAIL
SUBMITTED TO
MAEER’s MIT SCHOOL OF BUSINESS
BY
TRIPTI PATHAK
2803354
28TH BATCH
IN PARTIAL FULFILLMENT OF
POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM)
Human Resource
September, 2011-12
MAEER’s MIT SCHOOL OF BUSINESS
PUNE
Table of Contents
Chapter No. Title Page No.
Declaration from student iii
Certificate from Company/Organization iv
Certificate from Guide v
Acknowledgement vi
List of Tables vii
List of Graphs viii
List of Charts ix
List if Abbreviations x
Executive Summary xi
I Introduction
1.1 Company profile 2-13
1.2 Objectives of the study 14
1.3 Limitations of Study 14
II Research Methodology
2.1 Primary data 16
2.2 Secondary data 16
2.3 Sample design 16
2.4 Population 16
2.5 Sample size 16
2.6 Sampling method 16
2.7 Method of data collection 17
2.8 Instrument for data collection 17
III Theoretical Background 19-23
IV Data Processing and Analysis 25-42
V Management Lessons 44-47
VI Findings 49
VII Recommendations 51-52
VIII Conclusions 54
Bibliography 55
Appendices / Annexure 56
DECLARATION
I the undersigned solemnly declare that the report of the thesis work entitled “INDUSTRIAL
RELATIONS” is based on my own work carried out during the course of my study under the
supervision of “Dr.S.K.SHUKLA”.
I assert that the statements made and conclusions drawn are an outcome of my
research work. I further declare that to the best of my knowledge and belief the report does
not contain any part of any work which has been submitted for the award of MBA degree
certificate in this University or any other University of India or abroad.
NAME: TRIPTI PATHAK
Place: Bhilai
M.B.A Date:
Regd. No.
STEEL AUTHORITY OF INDIA LIMITED
BHILAI STEEL PLANT
CERTIFICATE
This is to certify that the project entitled “INDUSTRIAL RELATIONS” being submitted
by TRIPTI PATHAK
” for the partial fulfillment of MBA as a student from the “MIT SCHOOL
OF BUSINESS” I for the session 2010-2011 is a bonafide presentation under my
guidance and supervision.
I wish her best of luck for a bright future.
P.P.VERMA
DGM(P-NW/MPS/RECTT.)
Bhilai Steel Plant (C.G.)
CERTIFICATE
This is to certify that Ms. Tripti Pathak of MAEER’s MIT School of Business has
successfully completed the project work titled INDUSTRIAL RELATION IN BHILAI
STEEL PLANT under the guidance of Prof. Dhrupa Bhatia for partial fulfillment of
requirement for the completion of PGDM course as prescribed by the MAEER’s MIT
School of Business.
This project report is the record of authentic work carried out by her during the period
from 02-05-2011 to 25-06-2011 (8 weeks).
She has worked under my guidance.
Prof. Dhrupa Bhatia
Project Guide (Internal)
Date:
Prof. (Gp. Capt.) D. P. Apte
Director
Date:
ACKNOWLEDGEMENT
Guidance, help and encouragement are the essential requirements for
successful completion of any project. I owe my gratitude to all those who have helped me
in the preparation of this project report.
I express my deepest gratitude to my project guide P.P.VERMA, DGM (P-
NW/MPS/Rectt.) for his valuable guidance and help in completion of this project.
I express my sincere thanks to Mrs. ANURADHA SINGH, Senior Manager
(P-RECTT.) and the non-works department for their valuable inputs.
I feel obliged to my internal guide Prof. Dhrupa Bhatia for her generous help
and support.
I express my thanks to Dr. S K Shukla (Sr. Research Coordinator) for
coordinating my project work in Bhilai Steel Plant.
I also feel obliged to all the respondents, friends and others who have shared
their valuable time and opinion, for making significant contribution directly or indirectly
in the project.
Executive Summary
Objective:
To conduct a satisfaction survey of the employees on the Industrial Relation activities
in the company.
To provide suggestions, if any, for enhancement of Industrial Relations in the
company
Research Methodology:
Primary Data:
To know the opinion about the Industrial Relation system in Bhilai Steel Plant (SAIL),
questionnaires has been made separately for workers and executives. The investigator took
interviews of the executives and workers based upon Industrial Relations of B.S.P.
Secondary Data:
The secondary source of getting facts related to project work has been collected from the
following:
o Statistical statement
o Journals
o Internet
o BSP Panorama
Population: the total strength of BSP is 50,000 employees approx. Mostly the labor
workforce
Sample Size: I took a sample of 200 workers in different departments and 30 executives
Method of data collection: Questionnaire
Data processing and analysis:
Separate data was recorded for the floor level employees and executives with the
help of questionnaires and personal interactions.
After filling of questionnaires the information collected was put together in form of
tables.
For analyzing the data, pie charts and bar diagrams were constructed
We made use of charts and diagrams as the pictorial representation data is much more
understandable
CHAPTER – I
INTRODUCTION
The relationship between Employer and employee or trade workers is called Industrial
Relation. Harmonious relationship is necessary for both employers and employees to
safeguard the interests of the both the parties of the production. In order to maintain good
relationship with the employees, the main functions of every organization should avoid any
dispute with them or settle it as early as possible so as to ensure industrial peace and higher
productivity. Personnel management is mainly concerned with the human relation in industry
because the main theme of personnel management is to get the work done by the human
power and it fails in its objectives if good industrial relation is maintained. In other words
good Industrial Relation means industrial peace which is necessary for better and higher
productions.
A man working in a healthy atmosphere can produce more. Within an industry there is a
hierarchy among the people. From the very beginning there is always a gap between have
and have-nots. In order to bring harmonious relation between the management, workers and
workers for the sake of industry as well as for the nation, positive relation within an industry
is expected. Therefore the term "INDUSTRIAL RELATION” came into limelight.
Industrial Relation is a major force which influences the social, political and economic
development of a country .Managing industrial relations is a challenging task because it
deals with a highly complex, fast developing, ever changing and expanding field. There are
certain factors such as composition of working class, work environment, socio-economic
status of the workers and their attitude to work, management's ideology, role of the state,
thinking of the community etc which have a considerable bearing on the state of relationship
between labor and management. Different labor enactments and judicial decisions play a
major role in regulating the employer -employee relationship. It creates an atmosphere in
which the human system will operate harmoniously in a coordinated way. Keeping in view
the different aspects of industrial relations, an attempt has been made in this project to
provide a multi dimensional approach to the subject.
1.1 Company profile
STEEL AUTHORITY OF INDIA LIMITED (SAIL)
Formation of Hindustan Steel Limited
When the Government of India decided to enter into the field of iron and steel production, it
broadly envisaged not to run the firm as a departmental undertaking. Although initially steel
project administration was directly under a Ministry of the Central Government, Hindustan
Steel was formed as a Limited Company, with President of India owing the shares on behalf
of the people of India. Thus Hindustan Steel Limited was set up on January 19, 1954.
Formation of Steel Authority of India Limited (SAIL)
The Committee of public Undertaking of the 5th lok Sabha was the 1st parliamentary
Committee to undertake a significant review of the question of setting up a holding Company
for steel. It was 1st considered in the Department of steel in 1971 with the following 2
objectives:
Rapid growth of the industrial sector, of the state as a leading agent of the growth
process; and
Ability of the Government to divert investment into areas which are strategic from
the point of view of future development.
In this context, it was recognized that the public sector had to be made more efficient in
order that it might be able to contribute far more than it had to the common pool of investible
surplus in the economy. Further such a holding company could perform a number other
important functions like coordination and control of constituent units, planning long term
program, introduction of necessary technological changes, setting up of an R & D
organization and training of managerial personnel for the public sector as a whole.
Based on the above consideration, the proposals to set up a holding company for steel and
associated input industry was approved by the Government in January 1972. Accordingly,
the formation of steel authority of India Limited was approved by the Government in
December, 1972. The company was incorporated in January 24, 1973 with an authorized
capital of Rs 2 thousand crore. In 1978 SAIL was restructured as an operating company.
BRIEF HISTORY OF BHILAI STEEL PLANT
Bhilai steel plant – a symbol of Indo –soviet techno –economic collaboration ,is one of the
first three integrated steel plant set up by Government of India to build up a sound base for
the industrial growth of the country, The agreement for setting up the plant with a capacity
setting up the plant with a capacity of 1MT of Ingot steel was signed between the govt. of
erstwhile U.S.S.R and India on 2nd feb,1955,and after a short period of 4yrs,India entered the
main stream of the steel producer with the commissioning of its 1st blast furnace on 4th feb
1959 by the then President of India Dr Rajendra Prasad. Commissioning of all the units of
1MT stage was completed by 1961. In the initial phase the plant had to face many teething
problems , mostly unknown to the work force at the time, But by meticulous efforts and team
spirit ,these problem where surmounted and the rated capacity production was achieved only
within a yr of integrated operation of the plant.
Thereafter, the plant was expanded to 2.5MT capacity per yr, and than to 4 MT of crude steel
per yr, Bhilai expended its production capacity in two phases 1st to 2.5MT which was
completed on sept. 1, 1967 and the 4 MT Stage, which was completed in the yr 1988.All the
units of the plant have been laid out in sequential formation according to technological
interrelation ship so as to ensure uninterrupted flow of in process material like coke, sinter,
molten iron, hot ingot, as well as disposal of metallurgical wastages and slag etc, minimizing
the length of various inter plant communications, utilities & services Bhilai has its own
captive mines spread over 10929.80 acres. Iron ore from dalli-rajhara group of mines, 85 km
south west of bhilai .Lime stone requirements are mate by nandini mines, 20 kms north of
bhilai & dolomite comes from hirri in bilaspur district, 135 kms north east of the plant. To
meet the future requirements of iron ore, another mining site rowghat, situated about 100
kms south of rajhara, is proposed to be developed as the ore reserve as at rajhara are
depleting the plant now consist of 10 coke oven batteries. Six of them are 4.4 MTS tall. The
7 meters tall fully automated batteries NO 9&10 are among the most modern in India. Of
Bhilai’s 7 blast furnaces, there are of 1033 cu.meters capacity each, 3 of 1719 cu.metres and
1 is 2000 cu.metres capacity each, 3 of 1719 cu.metres 1 is 2000 cu.metres capacity. Most of
them have been modernized incorporating state-of-the-art technology.
The plant’s Quality Assurance System has been awarded ISO 9001:2000 certification. Not
content with the Quality Assurance system for production processes, Bhilai has obtained
ISO 14001 certification for its Environment Management System and for its Dalli
Mines. Besides environment-friendly technology like Coal Dust Injection System in the
Blast Furnaces, de-dusting units and electrostatic precipitators in other units, BSP has
continued a vigorous a forestation drive, planting trees each year averaging an impressive
1000 trees per day in the steel township and mines. A leader in terms of profitability,
productivity and energy conservation, BSP has maintained growth despite recent difficult
market conditions. A significant reason for BSP’s performance is adherence to quality
management systems in different fields.: Bhilai has become the first public sector
organization to have been awarded all the four certifications of ISO 9001 for quality,
ISO 14001 for environmental management system for plant and mines, OHSAS 18000
for safety and health and SA 8000 for social accountability.
Rail and Structural Mill:-
Rail and Structural Mill of Bhilai Steel Plant, SAIL is the world’s largest Producer of rails
with an installed capacity to produce 500 000 tons of rails and250 000 tons of structurals.
Bhilai is also the sole supplier of the country’s longest rail tracks of 260 metres. The length
of rails produced so far since inception is sufficient to encircle the globe more than 8 times.
The major profiles produced in the mill are:-
Merchant Mill:-
The "350 mm" Merchant mill is a semi continuous high capacity mill designed to roll
500,000 tones of finished products per year as per present market demand. Main products are
:Rounds Bars 28,32,36,40,50,53,56,60,63 & 67 mm dia; TMT bars of 28, 32,36, 40 and 45
mm are also being rolled. Angles 50x50, 65x65, 75x75, 80x80 and 90x90 mm leg lengths
and thickness ranging from 5 to 10 mm.Channels 100x50, 75x40 mm.
Plate Mill:-
The modern plate mill rolls out heavy and medium plates, as well as those for the pipe
manufacturers. Plates of wide varity in any required size, and strength, chemical and physical
properties can be produced here. It has capacity to produced high pressure, boiler quality and
high tensile steel. Ship building creates, conforming to Lloyds specifications, and pressures
vessals boiler plates, conforming to various ASTM, ASME, standards, have with stood the
challenges of nature and time. Some of the unique features of the mill are on line finishing
facilities and off line normalizing facilities. BHILAI has the widest plate mill in the country
and it uses continuously caste slabs as input. Liquid steel produces under control conditions
in the LD converters is rinsed with argon gas to homogenize the composition as well as to
remove non-metallic inclusion before continuous casting so as to ensure the production of
high quality feed stock for the plate mill.
BSP ORGANISATIONAL OBJECTIVES:
To encage customer satisfaction through:-
Improvement in productivity and product quality.
Skill enhancement of our people by competence commitment and culture-
building.
Production as per customer requirements.
Achieving continual improvement in productivity, quality and salability of our
products.
PRODUCT PROFILE:
Bhilai Steel Plant (BSP) has mainly three types of products:-
1. Semis Product
2. Long Products
3. Flat Products
BSP is one of the major producers of long steel products in India. The current product mix of
BSP comprises Plates, Rails, Heavy Structurals, beams, channels, merchant products, bars,
rods and light structurals, wire rods and semis, like blooms and billets. Presently, the long
products constitute about 74% and flat products about 26% of the saleable steel produced at
BSP.
PRODUCT MIX OF BSP:Rail & Structural Mill (Capacity - 7,50,000 T )
Products
Rails
channels
Angles
beams
Crossing Sleeper.
Bhilai is the sole supplier of the country's longest rail tracks of 260 meters.
Bhilai Rails
Largest producer and leading rail maker of the world.
Four and a half decades of experience in rail making.
Produced over 15 million tones of rails; 2.7 lakh km in length.
Indian Railways- World’s second largest rail company moves exclusively on Bhilai rails.
Bhilai rails are subjected to world’s highest traffic density and axle loads.
Rails exported to 10 countries with exports to South Korea, New Zealand, Argentina,
Turkey, Iran, Egypt, Ghana, Bangladesh and Malaysia.
Technological Superiority
Capability to produce as rolled lengths of 80 meter and welded panels up to 260 meters
High degree of Straightness due to world’s most advanced and Laser straightness
measurement based end straightening machine.
World class tested rails; Laser straightness measurement, Ultrasonic and eddy current
testing machines
Computerized Rail Tracking system for collection and storage of all process and testing
related data of each rail.
Table 1.01
Table 1.02
Table 1.03
HIGHLIGHTS: 2010-11
1. Production of main items:
- The capacity utilisation for Hot Metal, Crude Steel and Saleable Steel production
was 121.4 %, 135.8% and 144.8% respectively.
Unit: Million T
Item 2009-10 2010-11 % Rated Capacity
Hot Metal 5.37 5.71 121.4 #
Crude Steel 5.11 5.33 135.8
Saleable Steel 4.37 4.57 144.8
Table 1.04
- Record production of 5.71 million tonnes of Hot Metal, exceeding previous best
of 5.39 million tonnes in 2008-09 and registering a growth of 6.3% over the
previous year.
2006-07 2007-08 2008-09 2009-10 2010-114500
4800
5100
5400
5700
4816.8
5267.75387.2
5370.0
5707.9
Production of Hot Metal ('000 T)
Graph 1.01
- Record production of 5.33 million tonnes of Total Crude Steel, surpassing the
previous best of 5.18 million tonnes in 2008-09 and registering a growth of 4.3 %
over the previous year.
2006-07 2007-08 2008-09 2009-10 2010-114000
4350
4700
5050
5400
4798.5
5054.6
5183.5
5109.1
5328.6
Production of Total Crude Steel ('000 T)
Graph 1.02
- Record production of 4.57 MT of Saleable Steel, surpassing the previous best of
4.49 T achieved in ‘08-09 and registering a growth of 4.5 % over previous year.
Graph 1.03
Achieved:
- Highest ever Labour Productivity at 326.0 T/Man/Year against the previous
best of 309.1 T/Man/Year in ‘09-10.
2006-07 2007-08 2008-09 2009-10 2010-11
240
270
300
330
268
289
301
309
326
Labour Productivity (T/Man/year)
Chart 1.01
2006-07 2007-08 2008-09 2009-10 2010-113600
3850
4100
4350
4600
4222.9
4428.9 4491.6
4370.4
4565.5
Production of Saleable Steel ('000 T)
2. New Products developed :
To meet the customers’ demand and to increase the market share, BSP has fulfilled its
plan to develop one product each month. A total of 12 new products were developed
in the financial year 2010-11
Chart 1.02
Chart 1.03
1.2 OBJECTIVE:-
To conduct a satisfaction survey of the employees on the Industrial Relation activities
in the company.
To provide suggestions, if any, for enhancement of Industrial Relations in the
company.
1.3 LIMITATIONS OF THE STUDY:-
The shop floor workers were reluctant to spend time for filling the questionnaires due
to their work schedules.
Interaction with executives consumed lot of time as they couldn’t spare long hours
from their busy schedules.
Questionnaires had to be read out and explained to the employees thus the number of
respondents had to be limited.
CHAPTER – II
RESEARCH METHODOLOGY
2.1 Primary Data:
To know the opinion about the Industrial Relation system in Bhilai Steel Plant (SAIL),
questionnaires has been made separately for workers and executives. The investigator took
interviews of the executives and workers based upon Industrial Relations of B.S.P.
2.2 Secondary Data:
The secondary source of getting facts related to project work has been collected from the
following:
o Statistical statement
o Journals
o Internet
o BSP Panorama
2.3 Sample Design:
The sample consists of only BSP employees both shop floor employees and executives.
2.4 Population:
The total strength of BSP is 50,000 employees approx. Mostly the labor workforce
2.5 Sample Size:
I took a sample of 200 workers in different departments and 30 executives
2.6 Sampling Method:
The sampling method followed is random. The population consisted of BSP employees only.
2.7 Method of data collection:
Personal visit to the respondents in their work area
.2.8 Instrument of data collection:
Questionnaire is used for collecting data. Separate questionnaire were used to collect dat
from shop floor employees and from executives.
Chapter – III
Theoretical Background
According to TEAD and METCALFE:-
"Industrial Relation are the composite result of the attitudes approaches of employers and
employees towards each other with regard to planning, supervision, direction and
coordination of the activities of an organization with a minimum of human efforts and
frictions with an animating spirit of cooperation and with proper regard for the genuine well
being of all members of the organization.
According to DALE YODER:-
"Industrial Relation is a whole field of relationship that exists because of the necessary
collaboration of employees in the employment process of an industry ."
According to ALLAN FLANDER:-
"The subject of industrial relations deals with certain regulated or institutionalized
relationships in industry ."
According to Professor CLEGG:-
"Industrial Relations are the rules governing employment together with the ways in which
the rules are made and changed and their interpretation and administration."
From the above definitions we find Industrial Relations as:-
i) The term stood for manpower of the enterprise i.e. the employee – employer
relationship in an industry .
ii) Later on the relations get created at different levels of the organization by the diverse,
complex composite needs, aspirations, attitudes and approaches among the
participants.
iii) The parties actively associated with any industrial relation are the workers, the
management, the organizations of workers and managements, and the State.
iv) It denotes all types of inter - group and intra -group relations within industry, both
formal as well as informal.
OBJECTIVES OF INDUSTRIAL RELATION :-
Apart from the primary objective of bringing about sound and healthy relations between
employers and employees, Industrial Relation aims at:-
A. To safeguard the interest of labor and management by securing the highest level of
mutual understanding and good-will among all those sections in the industry which
participate in the process of production.
B. To avoid industrial conflict or strife and develop harmonious relations, which are an
essential factor in the productivity of workers and the industrial progress of a country.
C. To raise productivity to a higher level in an era of full employment by lessening the
tendency to high turnover and frequency absenteeism.
D. To establish and nurse the growth of an Industrial Democracy based on labor
partnership in the sharing of profits and of managerial decisions, so that ban
individuals personality may grow its full stature for the benefit of the industry and of
the country as well.
E. To eliminate, as far as is possible and practicable, strikes, lockouts and gheraos by
providing reasonable wages, improved living and working conditions, said fringe
benefits.
F. To establish government control of such plants and units as are running at a loss or in
which productions has to be regulated in the public interest.
G. Improvements in the economic conditions of workers in the existing state of
industrial managements and political government.
H. Control exercised by the state over industrial undertaking with a view to regulating
production and promoting harmonious industrial relations.
I. Socializations or rationalization of industries by making he state itself a major
employer
J. Vesting of a proprietary interest of the workers in the industries in which they are
employed.
COMPONENTS OF INDUSTRIAL SYSTEM:-
I) PARTICIPANTS: The participants in the industrial relations sphere are composed
of duly recognized representatives of the parties interacting in several roles within the
system. It includes -
a. Employee Relation - It includes the complex relationship among the
employees.
b. Labour Relation - It includes the relationship between management and
Trade Workers.
c. Public Relation - It includes the relationship of industry with the entire
community as a whole.
2) ISSUES: The power interactions of the participants in a workplace create industrial
relation issues. These issues and the consequences of power interactions find their
expression in a web of rules governing the behaviour of the parties at a workplace. :
3) STRUCTURE: The structure consists of all forms of institutionalised behaviour in a
system. The structure may include collective procedures, grievance settlement
practices etc. legal enactments relevant to power interactions may also be considered
to be a part of the structure.
4) BOUNDARIES: In systems analysis, it is possible to find an issue which one
participant is totally indifferent to resolving while, at the same time, the other
participant is highly concerned about resolution of the same. These issues may serve
to delimit systems boundaries.
ASPECTS OF INDUSTRIAL RELATION
The main aspects of Industrial Relations are:-
i. Labor Relations, i.e. relations between workers and management.
ii. Employer-employees relations, i.e. relations between management and employees.
iii. Group relations, i.e. relations between various groups of workmen.
iv. Community or Public relations, i.e. relations between industry and society.
v. Promotions and development of healthy labor-managements relations.
vi. Maintenance of industrial peace and avoidance of industrial strife
vii. Development of true industrial democracy.
FEATURES OF INDUSTRIAL RELATION
A few notable features pertaining to Industrial Relations are as under:
1. Industrial Relation do not emerge in vacuum they are born of employment
relationship in an industrial setting. Without the existence of the two parties, i.e. labor
and management, this relationship cannot exist. It is the industry, which provides the
environment for industrial relations.
2. Industrial Relation are characterized by both conflict and co-operations. This is the
basis of adverse relationship. So the focus of Industrial Relations in on the study of
the attitudes, relationships, practices and procedure developed by the contending
parties to resolve or at least minimize conflicts.
3. As the labor and management do not operate in isolations but are parts of large
system, so the study of Industrial Relation also includes vital environment issues like
technology of the workplace, country's socio-economic and political environment,
nation's labor policy, attitude of trade workerss workers and employers.
4. Industrial Relation also involve the study of conditions conductive to the labor,
managements co-operations as well as the practices and procedures required to elicit
the desired co-operation from both the parties.
5. Industrial Relations also study the laws, rules regulations agreements, awards of
courts, customs and traditions, as well as policy framework laid down by the
governments for eliciting co-operations between labor and management. Besides this,
it makes an in-depth analysis of the interference patterns of the executive and
judiciary in the regulations of labor-managements relations
CHAPTER - IV
DATA PROCESSING AND ANALYSIS
QUESTIONNAIRE FOR SHOP FLOOR WORKERS
1.How is your relation with the management?
Question Good Bad
Number of Respondents 32 18
Percentage 64 36
Table 4.01
Good Bad0
5
10
15
20
25
30
35 32
18
Employee's Relation With the Management
Number of RespondentsSeries2
Graph 4.01
Interpretation
While major part of the workers believes that relations with management are cordial, certain
part of the workers doesn’t believe in the same. This highlights the area of concern.
2. Are you satisfied with your salary?
Question Yes No
Number of Respondents 42 08
Percentage 84 16
Table 4.02
Yes No0
5
10
15
20
25
30
35
40
4542
8
Employee's Satisfaction with Salary
Number of RespondentsSeries2
Graph 4.02
Interpretation
As is evident that mostly the workers feel that they are receiving adequate compensation
from the organization, but there is a small part which feels that they are not getting well paid.
3. Are you aware of E-SAHYOG and SAMADHAN in BSP?
Question Yes No
Number of Respondents 35 15
Percentage 70 30
Table 4.03
Yes No0
5
10
15
20
25
30
35
35
15
Awareness About E-Sahyog & Samadhan
Number of RespondentsSeries2
Graph 4.03
Interpretation
Although the employees are aware of the facilities but it can be seen that the awareness is not
up to the mark. Still there is a section that is unaware of the facilities started for their own
benefits. When employees don’t utilize the facilities then it totally misses the point.
4. Are you satisfied with medical and health facilities provided b y B.S.P?
Question Very
good
Good Average Bad
Number of Respondents 32 12 4 2
Percentage 26 36 34 4
Table 4.04
Very Good Good Average Bad
0
5
10
15
20
25
30
35 32
12
42
Employee's Satisfaction With Health & Medical Facility
Number of Respondents
Graph 4.04
Interpretation
The medical and health facility provided by BSP to the employees and their families is well
appreciated by the employees. They reap full benefits of this facility. This non-monetary
incentive not only ensures that the employees remain healthy but also lessens their burden.
5. Are you satisfied with training provided by the safety departments?
Question Yes No
Number of Respondents 43 7
Percentage 78 22
Table 4.05
Yes No0
5
10
15
20
25
30
35
40
4543
7
Satisfaction With Safety Training Program
Number of RespondentsSeries2
Graph 4.05
Interpretation
In a steel plant safety is major issue and as is evident that the management of BSP takes
safety in BSP seriously. Employees feel that the training which they received from the safety
department was good and helped them in their work to avoid accidents. There have been no
major accidents in BSP from over a decade.
6. Do you feel workers participation in management is a healthy provision for bringing
harmonious relationship in the industry?
Question To Great Extent To some Extent Not at all
Number of Respondents 13 18 17
Percentage 26 36 34
Table 4.06
To Great Extent To some
extent Not at all
02468
1012141618
13
1817
Worker's Participation Vs Harmonious Relation With Management
Number of Respondents
Graph 4.06
Interpretation
The data shows that the respondents felt that their say in managerial decisions is not going to
bring any serious change in their relation with the management. There is significant section
in the employees who think so and this should be a priority for the management to handle
this issue.
7. Do you feel having good relationship with the management increases the efficiency
of worker?
Question To Great Extent To some Extent Not at all
Number of Respondents 13 18 17
Percentage 26 36 34
Table 4.07
To Great Extent To some
extent Not at all
02468
1012141618
13
1817
Relation with Management Vs Efficiency
Number of Respondents
Graph 4.07
Interpretation
The previous question highlighted that the employees were reluctant to participate in
decisions by management. This question further supports my interpretation. Most of the
employees in BSP don’t think their efficiency is going to be effected by the extent of their
relation with the management. This indicates that the employees are unhappy with the
management and they don’t feel connected with them. This feeling amongst employees can
one day lead to major trouble for the upper level executives thus must definitely look into the
matter.
8. How is the incentive bonus scheme working in the plant?
Question Very Good Good Average Poor
Number of Respondents 7 33 8 2
Percentage 14 66 16 4
Table 4.08
Very good Good Average Poor
0
5
10
15
20
25
30
35
Incentive Bonus Scheme
Number of Respondents
Graph 4.08
Interpretation
BSP comes under the umbrella organization SAIL which is good at giving their employees
both monetary as well as non-monetary benefits. And is evident the employees are happy
with the incentives they are receiving. But the management can still improve their incentive
policy bit more.
9. How do you feel about the existing grievance handling system?
Question Very Good Good Average Poor
Number of Respondents 20 26 3 1
Percentage 40 52 6 2
Table 4.09
Very good Good Average Poor
0
5
10
15
20
25
30
20
26
31
Grievance Handling System
Number of Respondents
Graph 4.09
Interpretation
Grievance handling is a crucial aspect for any organization and BSP is well aware of it. The
employees are happy with the way their problems both professional as well as personal are
solved. Employees feel that they are heard and taken seriously which induces a sense of
belonging in them.
QUESTIONNAIRE FOR MANAGEMENT
1. Do you feel good relationship exist amongst the employees in BSP?
Question Yes No
Number of Respondents 43 7
Percentage 86 14
Table 4.10
Yes No0
5
10
15
20
25
30
35
40
4543
7
Relationship Among BSP Employees
Number of RespondentsSeries2
Graph 4.10
Interpretation
Executives feel that employees in BSP share harmonious relation amongst them. There have
been no major conflicts in the organization recently. Management should strive to maintain
this peace.
2. Does good relations affect the performance of the organization?
Question Yes No
Number of Respondents 42 08
Percentage 84 16
Table 4.11
No. of Respondents0
5
10
15
20
25
30
35
40
45 42
8
Relations Vs Performance of Org.
YesNo
Graph 4.11
Interpretation
Relations within the organization play an important role in the productivity of the employees
which in turn affects the efficiency of the organization. Management of BSP believes in this.
3.Do you feel by good relationship the efficiency of worker is increased?
Question Yes No
Number of Respondents 43 7
Percentage 86 14
Table 4.12
Yes No0
5
10
15
20
25
30
35
40
4543
7
Employee Relations Vs Efficiency
Number of RespondentsSeries2
Graph 4.12
Interpretation
As the above indicates that the management believes that the relations play a pivotal in
productivity of employee, this question further supports my interpretation. The executives
feel that an individual’s performance is affected due to the relations
4. According to you, how is the relationship between workers and management in BSP?
Question Good Average Poor
Number of Respondents 33 14 3
Percentage 66 28 6
Table 4.13
GoodAverage
Bad
0
5
10
15
20
25
30
35 33
14
3
Relationship between Workers & Management
Number of Respondents
Graph 4.13
Interpretation
Since the management thinks that relations affect the employees and organization as a whole
therefore they strive to have good relations with their employees. The executives feel that
their relations with the employees are good but I think that there is lot of scope for
improvement
5. Is the management able to satisfy the workers in BSP?
Question Almost To some Extent Not at all
Number of Respondents 18 29 3
Percentage 36 58 6
Table 4.14
AlmostTo some extent Not at all
0
5
10
15
20
25
30
18
29
3
Management's Ability to Satisfy Workers
Number of Respondents
Graph 4.14
Interpretation
Employees are the internal customers of every organization and meeting the needs and
demands of the customer is purpose of every business. HR executives try to satisfy their
employees but even they feel that they are not able to satisfy them fully.
6. Are you getting satisfaction out of your job?
Question To Great Extent To some Extent Not at all
Number of Respondents 37 11 2
Percentage 74 22 4
Table 4.15
To Great Extent To some
extent Not at all
0
5
10
15
20
25
30
35
40 37
11
2
Job Satisfaction
Number of Respondents
Graph 4.15
Interpretation
I believe that one can satisfy others only when one is satisfied in one’s own life. Thus I
purposely put this question to find out whether the executives in BSP are happy with their
jobs. Most of the employees are satisfied with the jobs they are in but there remains a section
who feels that something is lacking in their job. The HR department should try to handle this
problem .
7. Do you think there is over employment in BSP?
Question To Great Extent To some Extent Not at all
Number of Respondents 38 8 4
Percentage 4 16 80
Table 4.16
To Great Extent To some
extent Not at all
0
5
10
15
20
25
30
35
40
Over Employement
Number of Respondents
Graph 4.16
Interpretation
Government organization are generally faced with the problem of over employment i.e.
redundancy. And as can be interpreted from the data collected that BSP is no different. The
executives agree that over employment is an issue in their organization and they need to
tackle it.
8. Do you feel workers participation in management is a healthy provision for bringing
harmonious relationship within Industry?
Question Yes No
Number of Respondents 46 4
Percentage 92 8
Table 4.17
Yes No05
101520253035404550 46
4
Worker's Participation Vs Harmonious Relation With Management
Number of RespondentsSeries2
Graph 4.17
Interpretation
I had put similar question in front of employees. The executives believe that participation of
workers in management activities will strengthen the relations between management and
workers. But the difference in opinion of employees and executives highlights a key area.
9. Do you discuss with the workers and take their suggestions to solve the problems and
other matters?
Question Yes Sometimes No
Number of Respondents 34 14 2
Percentage 68 28 4
Table 4.18
YesSometimes
No
0
5
10
15
20
25
30
3534
14
2
Involvement Of workers in Management
Number of Respondents
Graph 4.18
Interpretation
From the above question we interpret that executives think that workers should participate
with the management over certain issues. But to find out how many of them actually do it I
have put this question. We can see that mostly the executives think that workers should be
asked for suggestions and their view should be held important but there are executives who
don’t follow it.
CHAPTER - V
MANAGEMENT LESSONS
1. Before assigning the task make sure that your message has been
conveyed well to avoid problems further. In my case the people were
communicated about the survey which we are doing to design the
training program and deduce the training needs.
2. Punctuality is very important. In case of BSP we have seen that the
people with maximum needs for training are the ones who have lots of
absenteeism. Regular employees have better performance than the others.
3. Listen carefully to every instruction given to you by your superior. The
subordinates are successful if they give heed to the words of their seniors
and ensure that their instructions are carried on properly.
4. Being always calm and cool in the organizations also an aspect of one’s
behavior which has to be taught in order to ensure that the employees
have maximum productivity
5. To survive in the organization improve your patience level as one needs
to listen to others and then decide on the basis of the options derived for
which patience is very essential.
6. Believe in smart working as we have very limited time and resources for
which we need optimum utilization of resources. Apart from that
everyone is equally qualified the only way we can create a difference is
by smart work.
7. For not losing any opportunity you need to be well updated about your
job. This is our main focus i.e. To bring in awareness among the
employees to ensure that the employees cope up with the changes in the
external environment.
8. For carrying out survey I need to interact with the every genre of
employees out there in order r to ensure the training effectiveness is the
maximum.
9. Came to know there present competency and what new competencies are
required in them. The training need analysis form can be a base ti
determine the above and can be used for future reference as well.
10.First one need to be well informed about his knowledge before imparting
it in someone else otherwise all would be messed up.
11.If you are not on time it would trouble you only. Which can be seen on
the basis of the grater training needs among the employees who have
been absent from their work at regular interval.
12.Don’t trust blindly on any one regarding personal issues in your work
place.
13.Work place should be pleasant and not stressful to get maximum output.
14.Don’t be in any kind of argument unnecessarily. I realized that getting
involved in unnecessary talk or actions only creates problem, so
concentrate on your work
15.Have a look on both short term goal as well as long term goal. The work
we do today is just a part of our effort towards our ultimate goals which
we want to achieve in our life.
16.Give more important to short term goal than to long term goal. The
priority list is determined and we should not ignore the short term goals
for the long term goals.
17.Always let your boss/senior to say first on any task as they are the ones
who are answerable for the job to be done perfectly.
18.Consult your supervisor before making any decision because they are
also going to be affected by the decisions taken hence their willingness to
accept the decision would be directly proportional to their participation
to the decisions making process.
19.It’s not that someone helps you always cares for you. We need to avoid
fall prey of unnecessary politics which is a part of every organization.
20.At the time of carrying out survey we kept in mind the timing slot and
their work so that it doesn’t disturb anyone and their work.
21.Always make and decision based on complete information not that
present to you.
22.Do not micromanage your employees it would hamper only.
23.Trust your employees’ one you have assigned them a task and wait for
end result.
24.Provide them opportunity and incentives to keep them motivated.
25.People requiring training the primarily the ones who have external locus
of control.
26.CSR activities are very essential to ensure that the company is socially
acceptable.
27.Hygiene factors which include proper food and working conditions.
28.Family get together and recreational activities enhance the efficiency and
install sense belongingness.
29.The trainings needs are generally required for the ones who have
extrinsic motivational factors.
30.The attitude and personality of an employee depends largely on the
culture of the organization.
CHAPTER - VI
FINDINGS
People have good terms with the management but still there is part which doesn’t
believe so which is an area of concern
E-SAHYOG and SAMADHAN are there to assist the employees therefore it’s crucial
that employees are aware of it. But still there are many who didn’t about them
The employees are satisfied with medical and health facilities but the satisfaction
level varies a lot. Many employees find the facilities just above average but not very
good.
Most of the employees believed that they were satisfied with the Safety training held
by the safety department which is very crucial in Steel Plants
As can be seen that the responses to worker participation in management and effect
of relation with management on employee efficiency is more or less the same, which
highlights great area of concern
The incentive policy of the organization is well appreciated by the employees.
The employees are highly satisfied with the Grievance handling system in B.S.P
FINDINGS FROM INTERACTION WITH MANAGEMENT:
Due to surplus of manpower in Bhilai Steel Plant labor productivity could not be
achieved at the desired level which creates some problems in Industrial Relation
situation of BSP.
A good number of employees had been recruited earlier are not fit for that posts in
which they are in now so they are unable to understand the practical scenario, which
become an obstacle in Industrial Relation of BSP .
CHAPTER - VII
RECOMMENDATIONS
I found out that there exists a section of workers who believe that their terms with the
management is not good and management should try and identify that section and
find out what the cause because for an organization with no labor unions it is very
important that they have good terms with the employees
E_SAHYOG AND SAMADHAN are great initiatives taken by B.S.P to help
employees in areas which directly or indirectly affect the performance of employees.
Also one can view their personal records and other such things. As these are there to
help employees so management must make sure that all the employees are aware of it
so that they can benefit from such facilities.
Although employees are satisfied with medical and health facilities provided by the
B.S.P but the level of satisfaction varies considerably, which can be due to the
occasional mishaps. Management should look in to the matter as it concerns not only
the employees but their families too.
Workers of B.S.P are satisfied by the safety training provided to them, the
management understands the importance of safety measures in an organization like
B.S.P and employees also take keen interest in the training thus reducing the number
of mishaps drastically.
The people who have good terms with the management are the ones who believe that
their efficiency will get affected by the relationship they share with the management
and they are the ones who believe that worker should actively participate in the
management. The management must try to remove this tendency and take measures
that all the employees should feel belongingness towards the organization and take
keen interest in management decisions by voicing their opinions and giving
suggestions.
A VIEW FROM WORKERS AND MANAGEMENT
Workers suggest that:
There should be awareness programmes to be organized by the management in respect of the
benefits of good relationship and better future.
Management suggests that:
There should be proper co-operation between management and workers. Workers should
help the management in decision making process so that the Industrial Relation situation and
productivity of Bhilai Steel Plant is better possible.
CHAPTER - VIII
CONCLUSION
In the project I have studies the INDUSTRIAL RELATIONS prevailing in Bhilai Steel
Plant- SAIL, Bhilai. In the above project the 30 management staffs (HODs) and 200 shop
floor workers have been taken as the sample.
The data focused on various aspects of industrial relations in the company. The data was
collected by personal interaction with the HOD’s of every department and questionnaires
filled by them and by shop floor workers. On the basis of the collected information an excel
sheet was prepared which summarized the overall scenario. Additional findings and
recommendations through observation were listed down.
The analysis resulted in highlighting some key areas which will help the management of BSP
in taking pro-active measures.
This project gave me the industry exposure every fresher wants.
BIBLIOGRAPHY
During my summer training period I have collected the required information’s from the
following people and website:
1. Mr. Amulya Priyadshi , Senior Manager, Personnel- Industrial Relations
2. Mrs- A.A Lal, Senior Manager,Personnel- Non-Works
3. Mr. S. K. Shrivastava, Manager, Personnel- MPS
4. www.sail.org
5. www.google.com
ANNEXURE
List of Table
Table No. Title Page No.
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