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A RESEARCH REPORT ON
“EMPLOYEES SATISFACTION AND QUALITY OF WORK LIFE”
AT
TATA Steel Ltd.
A report submitted to U.P.Technical University for the partial
Fulfillment of MBA Degree 2009-11
Submitted to :- Submitted by:-
Prof. Hari Prakash Monika goel
Director – MBA MBA - IVth Sem.
Greater Noida Institute of Technology Roll No.(0927270064)
Greater Noida Institute of Technology
(MBA Institute) Code: 272
7, Knowledge Park-II, Greater Noida (U.P)
2009-11
This is to certify that the Research Project Report entitled
“EMPLOYEES SATISFACTION AND QUALITY OF WORK LIFE” being
submitted by Monika Goel fulfillment of the requirement of U.P. Technical
University is a record of an independent work done by his under my guidance and
supervision.
Prof. Hari Prakash Mrs. Charu Yadav
Director-MBA Assist. Proffessor
Greater Noida Institute of Technology GNIT, Greater Noida.
(MBA Institute)-Code: 272
DECLARATION
I, Monika goel to declare that the Research project report entitled
“EMPLOYEES SATISFACTION AND QUALITY OF WORK LIFE” being
submitted to the U.P.TECHNICAL UNIVERSITY for the partial fulfillment of
the requirement for the degree of Master of Business Administration is my
own endeavors and it has not been submitted earlier to any
institution/university for any degree.
Place:
Date: ( Monika Goel )
ACKNOWLEDGEMENT
I take this opportunity to express my sincere thanks and deep gratitude to all
those people who extended their wholehearted co-operation and have helped me
in completing this research successfully.
First of all, I would like to thank Mr. Rajesh Mehrotra (Sr.Manager/HRD) for
creating opportunities to undertake me in the esteemed organization.
Special thanks to Ms. Narjis Khatoon Mehndi (Team HR & Project
Manager) for all the help and guidance extended to me by her in every stage
during my research. Her inspiring suggestions and timely guidance enabled me
to perceive the various aspects of the project in a new light.
I would also thank to Mrs. Charu Yadav, Faculty, MBA Deptt, GNIT (MBA
Institute) Greater Noida who has been always guided me a lot in completing
this research. I would also like to thank Ms Anamika Srivastava , My Parents and
Friends for guiding and encouraging me throughout the duration of the project.
In all I found a congenial work environment and this completion of the research
will mark a new beginning for me in the coming days.
MONIKA GOELMBA (IVth Sem)
4
TABLE OF CONTENTS
CHAPTER CONTENTS
CHAPTER 1 INTRODUCTION
1.1 OBJECTIVES OF THE STUDY
1.2 SCOPE OF THE STUDY
1.3 RESEARCH METHODOLOGY
CHAPTER 2 REVIEW OF LITERATURE
CHAPTER 3 COMPANY PROFILE
3.1 VISION AND MISSION
CHAPTER 4 DATA ANALYSIS & INTERPRETATIONS
CHAPTER 5 FINDINGS, SUGGESTIONS
CHAPTER 6 CONCLUSION
BIBLIOGRAPHY
ANNEXURE
5
CHAPTER-1
INTRODUCTION
6
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 what is
their quality of life. 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, joda east.
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.
7
A number of social scientist advocated their valuable theories towards the
beginning of the 20th 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.
8
1.1 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
The study of the HRD practices training and development performance appraisal
schemes adopted by the organization.
To study organizational culture and style.
9
1.2 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 flavor 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.
10
1.3 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.
Sample size : 50
Data collection
Primary data : The data was collected using an appropriate questionnaire
and observing employees
Secondary data : Internet, books
Method of analysis : Pie charts
2. REVIEW OF LITERATURE
11
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 organization 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
12
The primary objectives of bringing about good and healthy relations between employers and employees, industrial relation are designed:
To safeguard the interests of labour 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 labour 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 labour and management by enlisting the co-
operation of both to achieve a sound, harmonious and mutually beneficial relationship
between employer and employees.
Technical Innovations
13
Tata Steel feels that self-reliance in technology is a pre-requisite for growth, especially in the
context of globalisation 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
globalisation 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 centres; 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 centres 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 programme is split between programmes funded by the separate
business units (which make up the major part of the work done in the European research
centres) 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
programme.
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:
14
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 endeavours. 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 favourable 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.
15
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-fertilisation 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 globalisation and an increasing scale of operations, technological self-reliance has
become a necessity. Tata Steel with its plans for modernisation 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 Programme 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 programme 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.
16
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.
17
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.
18
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 behavior.
Some of these initiatives which were introduced way before enforced are tabulated
below.
19
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.
20
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.
21
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 Counseling: Back in the early thirties, when Hawthorn experimented with
Western Electric Company, it was found that employees harbored irrational feelings that
were interfering with the rational operation of the factory. Therefore, counseling 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 counselors, 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.
22
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 Centers’.
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.
23
Industrial Relations:
The welfare of the laboring 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.
Joda East Iron Mines, Processing Plant
24
Employee Satisfaction:
Employee satisfaction is a measure of how happy workers are with their job and
working environment. 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 satisfaction, 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 satisfaction, 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 satisfaction 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 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
25
their desk can make them feel more comfortable and nested at their workstation. Basic
considerations like these can improve employee satisfaction, as workers will feel well cared
for by their employers.
The backbone of employee satisfaction 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 satisfaction surveys help employers measure and understand their
employees' attitude, opinions, motivation, and satisfaction. Employee satisfaction is the
terminology used to describe whether employees are happy and contented and fulfilling their
desires and needs at work. Employee satisfaction 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+.
Marital status, age, income, education, total tenure years of employment and tenure
with current employer correlate positively with QWL. In this sample, this indicates that as
age increases, so does the level of career achievement. Similarly with the increase of the total
tenure years of employment and tenure with the current employer also indicate the increase in
the level of QWL. Accordingly, the number of children correlates negatively with total tenure
years of employment, career satisfaction, career achievement, organizational climate and
QWL. This means that as age increases, together with the total tenure years of employment
26
and with the current employer, the number of children decreased. In turn, this will increase
the level of career satisfaction, career achievement and QWL. This is consistent with the
literature that age positively predicts success presumably because extrinsic outcomes accrue
over time [40,41]. It also indicates that older respondents had been long in their career and
had achieved more promotions in their careers than had younger executives [31]. Also, the
respondents who worked in MNCs were reported to have a slightly higher level of QWL as
compared to those in SMIs. The higher the income obtained by the respondents, the higher
the level of QWL.
However, the respondents did not express the level of satisfaction with their career
balance. This is in line with the literature standpoint and expressed in the conflict between
work and family life. The results show that the respondents are satisfied with their
achievement (63.8%) in their career progress but not in terms of career balance (36.6%).
Participation in the work (family) role is made more difficult by virtue of participation in the
family (work) role [22]. Executives who value their career quite highly will find that it affects
the amount of time they can devote to the family [41]. Rapoport and Rapoport [30] supported
this by showing that the family's morale support and the diversion that it entails make it an
important factor affecting QWL.
27
Quality of Life
What is "Quality of Life"? What does it denote? What parameters/attributes can be
used to measure QOL? QOL is increasingly referred to in evaluating urban and rural areas,
and in several other situations. Some definitions, models and more...
The best way of approaching quality of life measurement is to measure the extent to
which people's ‘happiness requirements’ are met – that is those requirements which are a
necessary (although not sufficient) condition of anyone's happiness - those 'without which no
member of the human race can be happy.'
What is QOL? QOL may be defined as subjective well-being. Recognizing the
subjectivity of QOL is a key to understanding this construct. QOL reflects the difference, the
gap, between the hopes and expectations of a person and their present experience. Human
adaptation is such that life expectations are usually adjusted so as to lie within the realm of
what the individual perceives to be possible. This enables people who have difficult life
circumstances to maintain a reasonable QOL.
Our definition of quality of life is: The degree to which a person enjoys the important
possibilities of his/her life. Possibilities result from the opportunities and limitations each
person has in his/her life and reflect the interaction of personal and environmental factors.
Enjoyment has two components: the experience of satisfaction and the possession or
achievement of some characteristic.
Meaningful and satisfying work is said to include: (1) an opportunity to exercise one's
talents and capacities, to face challenges and situations that require independent initiative and
self-direction (and which therefore is not boring and repetitive work); (2) in an activity
thought to be of worth by the individual involved; (3) in which one understands the role one's
activity plays in the achievement of some overall goal; and (4) take pride in what one is doing
and in doing it well. This issue of meaningful and satisfying work is often merged with
discussions of job satisfaction, however, the author believed this favorable estimate to QWL
instead.
There are three distinctive elements of QWL related interventions: (1) a concern about
the effect of work on people as well as organizational effectiveness, (2) the idea of worker
participation in organizational problem solving and decision making and (3) the creation of
28
reward structures in the workplace which consider innovative ways of rewarding employee
input into the work process such as gainsharing, etc [12]. In the 1980s, emphasis was
increasingly placed on employee-centered productivity programs. In the mid 1990s till today
faced with challenges of downsizing and corporate restructuring, QWL is reemerging where
employees are seeking out more meaning where rising educational levels and occupational
aspirations in today's slow economic growth and reduced opportunities for advancement,
naturally, there are rising concerns for QWL and for career and personal life planning.
Most people want to improve their performance on the job, to receive constructive
suggestions regarding areas they need to work on and to be commended on their job well
done. Thus, employees during their career will like to experience growth and development, a
sense of where one is going in one's work life. QWL encompasses the career development
practices used within the organization such as placing clear expectations on employees on
their expectations and succession plans. QWL is linked to career development and career is
evolving from such interaction of individuals within the organizations.
Literature on QWL is limited and several studies commonly correlates with job
satisfaction but no study on QWL has associated with career related factors. This empirical
study was done to predict QWL in relation to career-related dimensions. The sample consists
of 475 managers from the free trade zones in Malaysia for both the multinational corporations
(MNCs) and the small-medium industries (SMIs). The result indicates that three exogenous
variables are significant: career satisfaction, career achievement and career balance, with
63% of the variance in QWL.
Key words: Quality of work life (QWL), career, organizational climate
Quality of Work Life (QWL) is a philosophy, a set of principles, which holds that
people are the most important resource in the organization as they are trustworthy,
responsible and capable of making valuable contribution and they should be treated with
dignity and respect [1]. The elements that are relevant to an individual's quality of work life
Hinclude the task, the physical work environment, social environment within the
organization, administrative system and relationship between life on and off the job [2].
QWL consists of opportunities for active involvement in group working arrangements or
problem solving that are of mutual benefit to employees or employers, based on labor-
management cooperation. People also conceive of QWL as a set of methods, such as
29
autonomous work groups, job enrichment, high-involvement aimed at boosting the
satisfaction and productivity of workers [3]. It requires employee commitment to the
organization and an environment in which this commitment can flourish [4]. Thus, QWL is a
comprehensive construct that includes an individual's job related well-being and the extent to
which work experiences are rewarding, fulfilling and devoid of stress and other negative
personal consequences [5].
Accordingly, the rising number of two-income households is heightening the concern
for employees' quality of work life. Given that female participation at work is increasing, it is
apparent that males and females independently will need to take care of both work and home.
Therefore, quality of work experience rather than work per se became the focus of attention
[6] and workplace wellness is crucial in promoting healthier working environments [7].
In fact, Malaysia's industrial growth has created a high demand for labor in the
manufacturing sector. Malaysia's electrical and electronics (E & E) industry is the largest
contributor to the country's manufacturing output, employment and exports. The E & E
industry continues to be Malaysia's largest export earner at 65.5% during the first six months
of the year 2003 [8]. Hence, the E & E industry creates the largest number of job
opportunities, totaling 20,493 in 2002 in the manufacturing projects out of the total of 68,575
[9]. Due to the importance of this industry, it is a necessity to evaluate the working
environment of the executives in this sector that require medium to high skills. Moreover, the
Malaysian government is particularly keen to seek investment projects which will contribute
substantially to technology advancement in areas of automation, digitalization, multimedia
applications, consumer and industrial electronics. This is consistent with the finding that
competition in world markets for products in electronics has increased considerably over the
past few years. If this trend continues, this sector will become even more competitive in the
years to come [10].
Indeed, it is difficult to best conceptualize the quality of work life elements [13].
Walton [4] proposed eight major conceptual categories relating to QWL as (1) adequate and
fair compensation, (2) safe and healthy working conditions, (3) immediate opportunity to use
and develop human capacities, (4) opportunity for continued growth and security, (5) social
integration in the work organization, (6) constitutionalism in the work organization, (7) work
and total life space and (8) social relevance of work life.
30
Several published works have addressed the constructs that make up the QWL domain
and key elements of QWL programs [1-5,14]. Others such as Pelsma et al. [15] and Hart [16]
found that psychological distress and morale contributed equally to teachers' QWL. They
determined that in the work climate of an occupation, QWL can be assessed by combining
the amount and the degree of stress and the degree of satisfaction experienced by the
individual within his/her occupational role. Winter et al. [17] viewed QWL for academicians
as an attitudinal response to the prevailing work environment and posited five work
environment domains that include role stress, job characteristics, supervisory, structural and
sectoral characteristics to directly and indirectly shape academicians' experiences, attitudes
and behavior.
Quality of Life from the view point of TSL
Improvement in QOL
1. Development of a model traditional rehabilitation colony in consultation with villagers.
2. Rehabilitation colony will have facilities for education, health and hygiene, water,
electrification, playground and community centre.
3. Tree plantation in the rehabilitation colony.
4. Facilitation of construction of temporary shelter within the allowance.
5. Facilitation of construction of the permanent house with the house building assistance.
Building a better Quality of life has always been the purpose of TSL enterprise.
Tata steel believes that the primary purpose of a business is to improve the quality of
life of people.
Tata steel will volunteer its resources, to the extent it can reasonably afford, to sustain
and improve a healthy and prosperous environment and to improve the quality of life of the
people in the areas in which it operates.
31
Relation Between Employee Satisfaction and Motivation.
Satisfaction leads to motivation. This statement could easily understand by the following theory of Abraham Maslow.
Maslow's Hierarchy of Needs
If motivation 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:
32
air
water
nourishment
sleep
According to Maslow's theory, if such needs are not satisfied then one's motivation
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
33
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.
34
Implications for Management
If Maslow's theory holds, there are some important implications for management.
There are opportunities to motivate employees 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 motivated by entirely different factors. It is important to understand the needs being
pursued by each employee. To motivate an employee, the manager must be able to recognize
the needs level at which the employee is operating, and use those needs as levers of
motivation.
35
A Short Introduction to TSL, Joda
Nearly 50 years old, iron ore at Joda East Iron
Mine is extracted by mechanized open cast mining
methods in a series of 9 meter high benches.
Equipped with a Wet Processing Circuit and primary
and secondary crushing, scrubbing, screening and
classification facilities, the mine is capable of
producing sized ore (-37.5mm to +10mm) and
classifier fines (-10mm).
The Gomardih (State of Orissa) Dolomite Quarry under the Joda operations is another
important minerals resource. Dolomite from the region is extracted after drilling and blasting
in a series of 4 meter high benches. The mine has capability to crush and screen the extracted
ore in to different product ranges such as Lumps (-75mm to +40mm), Flux (-40mm to
+25mm), Chips (-25mm to +10mm) and Fines (-10mm).
Joda is covered by big iron mountains. Some of the other steel companies are also
situated near to Joda. The availability of raw material in a huge amount for steel and sponge
iron companies makes the environment full of dust.
36
Joda East Iron Mines(JEIM) has the capacity of 5 million tone per month.
CHAPTER-3
COMPANY PROFILE
37
COMPANY PROFILE
TISCO, Tata Iron and Steel Company Limited, also called Tata Steel was
envisioned by the great patriot, Jamshedji Nusserwanji Tata, and founded in 1907.
Tata Steel has play a pioneering role in integrating professional business practices
with exemplary corporate citizenship programmes in India. The company’s steel works,
located in jamshedpur is Asian first and country’s largest integrated private sector steel plant.
Set up with the initial capacity of two 200-tonne blast furnace, four 4-tonne steam driven
blooming mils and a rail and structural mill, it is now a state-of-art plant with a rated capacity
of three million tones per annum of crude steel.
At present it produces steel mainly in the form of flats, wire rods and bars. In addition
to steel, the company is in the business of diverse products, such as bearings, steel plant
capital equipment and spares, cement, tubes, etc. Captive mines and collieries, located mainly
in Bihar and Orissa, supply the finest grades of feedstock to the steel plant. The process of
customer satisfaction at Tata Steel, which begins with raw materials preparation, is
meticulously inter-linked by a quality and value chain at every stage of its operations.
For a company fully mindful of its social responsibilities, the universe of stakeholders
extends beyond the realm of customers, shareholders, and employees. In tune with the vision
of its founder, Tata Steel a role model in fulfilling corporate social responsibilities. Tata Steel
is also committed to Sustinable Development and recognizes the need to pursue progressive
environmental management policies to preserve the ecological balance and biodiversity in
areas in the vicinity of its operations.
Tata steel begins its journey from the small own jamshedpur in Jharkhand. Where
every child grows up to a dream and to a reality both leading to one organization .An
organization which defined the lives of the people of this small township .One power ,one
force –The dream of one man which shapes the realities of millions world over today .Tata
steel is one of the oldest and most successful organization and celebrates the true spirit of
steel with Tata steel limited.
38
Backed by 100 glorious years of
experience in steel making ,Tata Steel is the
world’s 6th largest steel company with an existing
annual crude steel production capacity of 30 Million
Tones Per Annum (MTPA). Established in 1907, it is
the first integrated steel plant in Asia and is now the
world`s second most geographically diversified steel
producer and a Fortune 500 Company.
Managing a global workforce and setting global benchmarks is primarily about
managing diversity. In a process of inclusive growth, every person contributes to the blueprint
of the future and is truly committed to the stated objectives. And one of the key requisites for
successful diversity management is a shared vision.
The Tata Steel Group has always believed that mutual benefit of countries,
corporations and communities is the most effective route to growth. Tata Steel has not limited
its operations and businesses within India but has built an imposing presence around the
globe as well. With the acquisition of Corus in 2007 leading to commencement of Tata
Steel's European operations, the Company today, is among the top ten steel producers in the
world with an existing annual crude steel production capacity of around 30 million tonnes per
annum and employee strength of above 80,000 across five continents. The Group recorded a
turnover of Rs.147,329 Crores (US$ 28,962 million) in 2008 - 2009. The Company has
always had significant impact on the economic development in India and now seeks to
strengthen its position of pre-eminence in international domain by continuing to lead by
example of responsibility and trust.
Tata Steel’s overseas ventures and investments in global companies have helped the
Company create a manufacturing and marketing network in Europe, South East Asia and the
Pacific-rim countries. The Group’s South East Asian operations comprise Tata Steel
Thailand, in which it has 67.1% equity and Nat Steel Holdings, which is one of the largest
steel producers in the Asia Pacific with presence across seven countries.
39
The Tata Group of Companies has always believed strongly in the concept of
collaborative growth, and this vision has seen it emerge as one of India's and the world's most
respected and successful business conglomerates. The Tata Group has traced a route of
growth that spans through six continents and embraces diverse cultures. The combined
market capitalisation of 27 listed companies, being around $40.84 billion, the Group’s
present shareholder base is 3.2 million. In the face of trying economic challenges in recent
times, the Tata Group has steered India’s ascent in the global map through its unwavering
focus on sustainable development. Over 350,000 people worldwide are currently employed in
the seven business sectors in which the Tata Group Companies operate. It is the largest
employer in India in the Private Sector and continues to lead with the same commitment
towards social and community responsibilities that it has shown in the past.
The Tata Group of Companies has business operations (114 companies and
subsidiaries) in seven defined sectors – Materials, Engineering, Information Technology and
Communications, Energy, Services, Consumer Products and Chemicals. Tata Steel with its
acquisition of Corus has secured a place among the top ten steel manufacturers in the world
and it is the Tata Group’s flagship Company. Other Group Companies in the different sectors
are – Tata Motors, Tata Consultancy Services (TCS), Tata Communications, Tata Power,
Indian Hotels, Tata Tea and Tata Chemicals.
Tata Motors is India’s largest automobile company by revenue and is among the top five
commercial vehicle manufacturers in the world. Jaguar and Landrover are now part of Tata
Motor’s portfolio.
Tata Consultancy Services (TCS) is an integrated software solutions provider with delivery
centres in more than 18 countries. It is currently ranked at no. 11 in the global market in
terms of revenue and aspires to be in the top 10 by 2010.
Tata Power has pioneered hydro-power generation in India and is the largest power
generator (production capacity of 2300 MW) in India in the private sector.
40
Indian Hotels Company (Taj Hotels, resorts and palaces) happens to be the leading chain of
hotels in India and one of the largest hospitality groups in Asia. It has a presence in 12
countries in 5 continents.
Tata Tea, with its major acquisitions like Tetley and Good Earth is at present the second
largest global branded tea operation.
When Jamsetji Tata gave shape to his vision of nation building by forming what was
to become the Tata Group in 1868, he had envisaged India as an independent strength –
politically, economically and socially. In order to become a force that the world has to reckon
with, the Tata Group has always ventured into path breaking territory and pioneered
developments in industries of national importance.
Through the years, the Tata Group has been amongst the most prestigious corporate
presences in the world governed by its principles of business ethics. Its foray into
international business has been recognised by various bodies and institutions. Brand Finance,
a UK based consultancy firm after a recent valuation of the Tata brand at $9.92 billion has
ranked it 51st among the world’s top 100 brands. In Business Week magazine’s list of the 25
most innovative companies the Tata name appears 13th and The Reputation Institute, USA
has evaluated the Tata Group as the 11th in a global study of the most reputed companies.
In the road ahead, the Tata Group is focusing on integration of new technologies in its
operations and breaking new grounds in product development. The Eka supercomputer had
been ranked the world’s fourth fastest in 2008 and the launch of the Nano has been a
benchmark for the auto industry specifically and the economy in general.
With a holistic approach in all its business operations, a loyal and dedicated
workforce and its rooted belief in value creation and corporate citizenship, the Tata Group is
always ready to realise its vision and objectives. The challenges of the future will only help to
enhance the Group’s performance and transform newer dreams to reality.
The company has its own visions ,values and own policies and those are the
followings.
41
3.1 MISSION AND VISION
VISIONS
We aspire to be the global steel industry benchmark for Value Creation and Corporate Citizenship.
We make the difference through:
Our people, by fostering team work, nurturing talent, enhancing leadership capability and acting with pace, pride and passion.
Our offer, by becoming the supplier of choice, delivering premium products and services, and creating value with our customers.
Our innovative approach, by developing leading edge solutions in technology, processes and products.
Our conduct, by providing a safe working place, respecting the environment, caring for our communities and demonstrating high ethical standards.
42
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 staff 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 the essential ingredients of a
strong and stable enterprise, profitability provides the main spark for economic activity.
Overall, the Company seeks to scale the heights of excellence in all that it does in an
atmosphere free from fear, and thereby reaffirms its faith in democratic values.
VALUES
Trust Ship
Integrity
Respect for the individual
Credibility
Excellence
43
Some policies:
QUALITY POLICY
Consistent with the group purpose, Tata Steel shall constantly strive to improve the
quality of life of the communities it serves through excellence in all facets of its activities.
We are committed to create value for all our stakeholders by continually improving
our systems and process through innovation, involving all our employees.
This policy shall form the basis of establishing and reviewing the Quality Objectives
and shall be communicated across the organization. This policy will be reviewed to align with
business direction and to comply with all the requirements of the Quality Management
Standard.
HUMAN RESOURCE POLICY
Tata Steel recognizes that its people are the primary source of its competitiveness.
It is committed to equal employment opportunities for attracting the best available
talent and ensuring a cosmopolitan workforce.
It will pursue management practices designed to enrich the quality of life of its
employees, develop their potential and maximize their productivity.
It will aim at ensuring transparency, fairness and equity in all its dealing with its
employees.
Tata Steel will strive continuously to foster a climate of openness, mutual trust and
teamwork.
44
SAFETY & OCCUPATIONAL HEATH (S & OH) POLICY
Tata Steel’s safety and occupational health responsibilities and driven by our
commitment to ensure zero harm to people we work with and society at large and integral to
the way we do business.
1. Our fundamentals belief is that all injuries can be prevented. This responsibility starts
with each one of us.
We will identify, assess and manage our S&O Hazard/risks.
We will regularly monitor, review the progress and report.
We will ensure WILL and SKILL buildup among employees/ contractor partners to
demonstrate their involvement, responsibility and accountability to achieve sound S &
OH performance.
2. We are committed to continual improvement in our S & OH performance.
We will set objectives – targets, develop, implement and maintain management standards and systems, and go beyond compliance of the relevant industry standards, legal and other requirements.
45
SAFETY PRINCIPLE
Safety is line management responsibility.
All injuries can be prevented.
Felt concern and care for the employee on “24 hours safety” shall be
demonstrated by leaders.
Employees shall be trained to work safely.
Working safely shall be condition of employment.
Every job shall be assessed for the risk involved and shall be carried
out as per authorized procedures/ checklist/ necessary work permit and using
necessary personal protective equipment.
46
ENVIRONMENTAL POLICY
1. Tata Steel environmental responsibilities are driven by our commitment to
preservation the environment and are integral to the way we do business.
We are committed to the efficient use of natural resources and energy; reducing and
preventing pollution; promoting waste avoidance and recycling measures and product
stewardship.
We will identify, assess and mange our environmental impact...
We will regularly monitor review and report publicity our environmental
performance.
We shall develop & rehabilitates abandoned sites through a forestation and
landscaping and shall protect & preserve the biodiversity in the areas of our
operations.
Well will enhance awareness, skill and competence of our employee and contactors so
as to enable them to demonstrate their involvement, responsibility and accountability
for sound environmental performance.
2. We are committed to continual improvement in our environmental performance.
We will set objectives targets, develop, implement and maintain management
standards and system, and go beyond compliance of the relevant industry standards
legal and other requirements.
3. We will truly succeed when we sustain our environmental achievement and are valued
by the communities in which we work.
47
Tata Steel Ltd. An Overview
Established in 1907 by Jamshedji Nusserwanji Tata in Jamshedpur.
Formerly known as Tata Iron and Steel Company Limited (TISCO).30 million
tones per annum of crude steel production capacity. With CORUS acquisition ,TSL is
worlds 6th largest steel producer .Ranked ‘Best Steel Maker’ by World Steel Dynamics
in 2006,2005 and 2001.Ranked 315th on Fortune Global 500 (post the Corus
acquisition)2007.82,700 employees .Listen to BSE and NSE .Headquartered in
Jamshedpur ,Jharkhand and registered office in Mumbai.
Tata Review, a quarterly magazine that has been in print for the past 55 years, reaches out to
a premium audience of corporate leaders, government officials and opinion makers. It seeks
to establish the Tata group's thought leadership by featuring the views of the top management
on issues of contemporary significance and articulating the group's vision of the future.
Some major national steel producers or competitors are follows.
ISPAT
JSW
ESSAR
BHUSHAN
SAIL
Some global competitors
POSCO
MITTAL
ARCELOR
48
The Tata Steel Group’s growth and globalisation strategy is driven by its business
expansion while maintaining profitability and mitigating risks. The Tata Steel Group over the
years has focused on enhancing raw material security and announced major joint ventures in
various parts of the globe.
Tata Steel’s Indian operations are one of the most competitive assets in the global
steel industry and therefore, capacity expansion in India is one of the key strategies for Tata
Steel. The Indian operations draws its greatest strength and its competitive position as one of
the lowest cost producers of steel in the world from the quality and yield of its raw material
units. The mines have successfully offered raw material security and have partially insulated
Tata Steel from the volatility of the global markets. The Company has, therefore,
continuously modernised and expanded its raw material facilities right from the 1950s, when
it had launched its two million tonne expansion programme.
In the financial year 2008-09, the Company commissioned its 1.8 million tonnes of crude steel making capacity at Jamshedpur, which will be further augmented by 3 million tonnes through the ongoing brownfield expansion, by 2011. The 3-mtpa expansion at Jamshedpur will enable Tata Steel to strengthen its market share in the Flat Products segment and simultaneously reduce the operating costs over a large volume of production. The long-term strategy is to continue to pursue capacity expansion in India through Greenfield projects as well.
Therefore the India growth strategy remains a fundamental part of the long-term strategy of the Tata Steel Group
Total Quality Management (TQM) literature reviews examine the most recent business
publication's studies concerning the growing complexities of today’s organizations, which
require a definitive management approach to ensure complete efficiency and productivity.
Among the many quality management theories research in a literature review, Total Quality
Management has surfaced as one of the most respected. Definitions of Total Quality
Management vary according to the specific context within which managers and practitioners
operate. Total Quality Management is generally recognized, however, as a new system of
principles, tools, and practices needed to manage a company in order to provide customer
satisfaction in a rapidly changing global economy. Using Total Quality Management not only
eliminates product and service defects, but it as well enhances product design, speeds service,
49
reduces costs, and, above all, changes the culture of organizations and improves the quality of
work life.
The concept of Total Quality Management was originally developed by the American,
W. Edwards Deming, after World War II for improving the production quality of goods and
services. The idea was not seriously regarded by Americans until after the Japanese, who
adopted it in 1950 to resurrect their postwar business and industry, used it to dominate world
markets by the 1980s. By then, most U.S. manufacturers had finally accepted that the
nineteenth-century assembly line factory model was outdated for modern global economic
markets and that better approaches to general management were needed
Comparison between Indian leading players.
Players TATA SAIL JSW ESSARYear of
establishment1907 1954 2003(1984) 1975
Products
Construction
barsRods Cold rolled sheets
and coilsCold rolled sheets and coils
Hot rolled
sheets and coilsPipes Hot rolled sheets
and coilsHot rolled sheets and coils
Cold rolled
sheets and coils
Cold rolled
sheets and coils
Galvanized
sheets and coils
Wires and tubes Hot rolled sheets and coils
Galvanized
sheets and coilsIron ore pellets
Production
in million 3.8 9.15 3.5 3.3
50
tonesPercentage of
Production(%)9 22 8 8
(The numerical data’s might be wrong)
The respective market share of the major Indian players shown below.
SAIL = 22%
TATA STEEL = 9%
RINL = 7%
ESSAR = 8%
51
ISPAT = 6%
JSWL = 8%
Tata steel products name
Tata Shaktee GC sheet
Tata Steelium
Tata TISCON
Tata pipes
Tata AGRICO
Tata Wiron
Tata Bearings
Sales and Distribution
Approximately 91% of all saleable steel from TSL are to the Indian market.
The company has a strong sales and distribution channel as shown below.
Comparison of Total Income and Total Expenditure
Tata Steel Income Tata Steel Expenditure
2003 = 9956.24 2003 = 8958.96
2004 = 12238.63 2004 = 10572.72
Direct supply chain 25 consignments agencies
21 stockyards
Wide network of distributors and retailers
15 external processing agents
52
2005 = 16203.61 2005 = 13019
2006 = 17496.48 2006 = 14095.01
2007 = 20344.09 2007 = 16204.41
2008 = 23184.26 2008 = 18535.96
Here we see that the sales of TSL has been increasing over the years which is
a good sign for the company.
Percentage growth of total income
2003 = 28.45750
2004 = 22.92422
2005 = 32.39725
2006 = 7.97890
2007 = 16.27533
2008 = 13.96066
53
Tata steel India becomes the first integrated steel company in the world, outside
Japan, to be awarded the Diming Application prize for excellence in Total Quality
Management for the year 2008.
54
CHAPTER - 4
DATA ANALYSIS
& INTERPRETATION
55
ANALYSIS AND INTERPRETATION
The project report is prepared by surveying on a good number of employees
from various departments of Tata steel, Joda east. Those departments are as follows.
Departments
1. V.T.C, Joda
2. Electrical Department And Water Supply
3. Geological Department
4. Hospital
5. JCO Administration
6. Security Department
7. Civil Department
8. TSRDS (Tata Steel Rural Development Service)
9. JEIM (Joda East Iron Mines)
10. Joda East Time Office
11. Joda East Processing Plant
12. Joda East Equipment
13. Chief, Joda
14. Khondbond Iron Mine
15. JCO land and Lease
16. JCO Estate & GR
17. HR/IR Department
56
1. Are you satisfied with the accommodation facility, provided by the company ?
This is the first basic need of a human. Accommodation should be situated in a good
environment and should be in a good area where one can survive easily. There are so many
big concerns who does not provide accommodation facility to their employees, but TSL
provides accommodation facility to their employees. TSL has its own township. There
employees has no problem for accommodation in TSL, Joda east. This is the first theory of
motivation. The employees of TSL, Joda are satisfied with the accommodation facility
provided by the company.
57
2.Are you satisfied with the health care facility?
Health care is one of the important factor life. TSL has its own township, so the
company provides Hospital for the employees, with a good number of doctors for all diseases.
There are 11 doctors and 14 nurses available at Joda East. The employees are satisfied for a
certain limit, they has a complain also and that is, the health care facility is only for small and
normal diseases, if there is a measure disease arise then there is no arrangements for that.
They have to go for other Hospitals like District Headquarter Hospital, Keonjhar or to Tata
Hospital, Jamshedpur. Both those hospitals are nearest to Joda but those has a long distance.
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3.Are you feeling secure about your job?
This is another factor of motivational theory. Feeling secure about the increases the
morale of the employee. TSL employees are feeling secure about their jobs. The officers of
TSL are experienced and permanent.
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4.Are you satisfied with the educational facilities available at Joda for your
children ?
Education is a most vital part of life now a days. Every parents want to send their
children to a standard school rather than an ordinary school. All parents wants that their
children should know all the aspects that how to cope with the competitive world. TSL
provides schooling facility for the children of the employees, but employees of TSL, Joda are
not satisfied with the schooling facility available at Joda. The various educational institutions
are, Govt. M.E School, Tata Primary School, Joda East UP,ME School, Girls High School,
Joda High School, Hill Top Primary School, Saraswati Sishu Mandir, Women’s College, etc.
The school at Joda is an ordinary one, and they want that the company should provide a
standard schooling facility.
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5.Does the company provides you the standard safety appliances?
The first policy of TSL is safety, and we could see the hoardings of safety principle
every where at TSL, Joda. Joda is the mines division of TSL . The company’s management
focused its best in providing the safety appliances to the employees. The employees of Joda,
TSL are very much satisfied with the safety appliances provided by the company.
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6. Are you feeling safe at your work place with the safety standards maintained at
present ?
The company provides safety appliances as well as maintains the safety standards at
the work place for all employees. In the company at every where we could find safety
instruction for employees as well as for out side people, and employees always suggests
outside people to follow the safety standards. TSL provides positional training, it means, on
the job training Standard Operating Procedure (SOP) for safety purposes. There is a Toxic
Detected Machine, if the machine gives a positive isolation, then employee should be
implemented. Last but not the list, safety is a man made function.
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7.Are you satisfied with your team members at your work place ?
The team work exaggerates the morale of the employees and they puts heir best effort. The employees of TSL, Joda are very much satisfied with there team members, all the employees are co-operative with each other. All the employees at here shares there information relating their work, divides there work properly. They gives respect to each other and they makes fun with each other also. All the employees are very much co-operative with the outside people also.
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8.Are you satisfied with the training and development programs which are provided by the company ?
Training and development program this is one of the factor which every employee
needs at the very first time in an organization and this is a continuous process. The employees
of TSL are not fully not satisfied with this factor. There are 20% employees are satisfied and
80% are not. The unsatisfied employees says that, this is not a continuous process at TSL,
Joda. Some of them complains that the training and development programs which are
provided by the company are not enough for them.
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9. Are you satisfied with the welfare facilities which are provided to you at the
working area ? (eg. Canteen, AC’S ,Etc.)
The employees of Joda are satisfied with the welfare facilities which are provided to
them. Every rooms of the office are AC(air condition) fitted, well furnished rooms with good
lighting facility, the cost of the foods in the canteen are very low, such as,
Lunch (veg)=Rs.3
Lunch (non-veg,egg)=Rs.4
Breakfast or evening food items =0.40 paise(samosha,bara,piazi,etc)
Tea=0.40 paise
Etc..
There is no charges for accommodation, electricity and water for employees.
TSL, Joda employees are satisfied with the welfare facilities.
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10. Are you satisfied with your salary package?
This is the question on which no one will give true answer. Because every person
wants more and more money than he/she gets and that’s why everyone mustn't satisfied with
their salary packages. But when I ask the employees of TSL about their salary package
according to their performance, and performance wise they are satisfied with the salary
package. But there are a few young employees are working there, who are not satisfied with
the salary package which they are getting. When I ask about those unsatisfied employees to
employees who spends their long period of time in TSL said that, if they (unsatisfied
employees) are not satisfied, then why do they working at here. They must work at there
where they gets the right salary according to there performance and should leave TSL.
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11. Does the company co-operates and helps you at any emergency time ?
TSL co-operates with there employees in an emergency time. All the employees are
very much satisfied with the emergency helping facility. The facilities are like, if one of the
employees family member or the employee itself suddenly suffers from a measure disease,
company helps them by providing sufficient money.
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12. Do you get recognition for your individual/group performance?
Near about 85% TSL employees of the survey gets recognition for their
individual/group performance. The rest employees don’t get any recognition because they are
new. This is another motivational factor which motivates the employees to give their best
again and again towards the company.
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13. Are you associated with any social activity ?If yes then, what is that ?
There are a less number of employees who are associated with any social activity, near
about 30% of employees are associated. Some are associated with temple committee, and
organizes festivals. Some are associated with the community centre and organizes occasional
festivals (new year parties), etc.
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14. Are you maintaining your family comfortably with the salary you have ?
All the employees of survey said yes on this question, because company fulfills all the
needs of employees, starting from well facilitate accommodation, provides grocery items
through store with less price than market, medicines from company’s hospital, etc. On for the
rest items the employees have to spent as per the need.
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15. Which one you possess in life style?
This question reflects the quality of life of the employees of TSL, Joda. Above 90% of
employees has their own house, own car, own AC’s, own computer/laptop, and all those
necessary items which are needed in today’s life style. The rest of employees has their own
house.
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16. How much you spent and how much you save in a month?
All the employees spent above Rs.5000 and saves according to their capacity starting
from Rs1000 to Rs10,000.
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17. Are you happy with the followings?
Social climate
Political climate
Economical climate
Industrial climate
Most of the employees are happy with the above factors.
The following statistical analysis shows how much the employees are satisfied with the company according to questionnaire survey.
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TSL, Joda East provides some other facilities to employees and local people. Those are
Gym-for local people and separated one for TSL employees.
Two community centers where swimming pool, billiards to play and some other
facilities are also available.
Bus to railway station for employees and their family members.
Shabashi bonanza
TPM circle competition in division level, state level, national level (individual
performance, group performance).
There is a suggestion giving facility also available. In this procedure any employee
could give suggestion related to their work. There are three stage of process of that
suggestion, reject, on hold, accept. If the suggestion is accepted and implemented, then
the suggestion giver will be rewarded from Rs.250-2,50,000. The suggestion could be
given by a group of 4 people or by individual.
Time to time company provides health awareness to employees. Health care facilities
for Joda people, like Life Line Express, etc.
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CHAPTER - 5
FINDINGS & SUGGESTIONS
75
FINDINGS AND SUGGESTIONS
TSL’s management fulfills the needs and wants of the employees, company provides
a standard quality of life to all employees. But there are some places where the company
should have to make a few rectifications.
1. The repair and maintenance work of the houses which are provided to the TSL,
Joda employees.
2. Company should provide a better schooling facility for Joda division . And school
bus for school going children. English medium and minimum upto 10 th or 12th
class , just like, DPS (Delhi Public School), DAV, etc. This is an off the job
facility.
3. The health care facility could be more standardized.
4. The training and development program is not good at Joda, the company should
work more on that and should make it a continues process. Company should
provide higher studies facilities for interested employees.
5. TSL could provide more better quality of life at Joda division. Tata steel should
provide city living life for employees of joda, which are provided at Jamshedpur,
BBSR branch, and others. The working environment is good, but it could be
better by renovating the internal infrastructure of the offices of Joda.
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CHAPTER - 6
CONCLUSION
77
CONCLUSION
Tata steel limited is one of the best company of India as well as of world. TSL knows
for its best TQM and HR policies in the world. The employees are very much satisfied, who
are working for TSL. All the employees are motivated and work together to achieve
company’s goal. Because of high motivated employees TSL, Joda division increases its
production this year from the employees are very lucky, who are working and who will work
for TSL. The company should provide all those facilities, which it provides at other offices in
India excluding Joda division. Earning of more and more money is not enough for live the
life, if an employee wouldn’t able to give time to his/her family, then he/she must be disturbed
at the working duration. If the employee gives his/her best effort to the company, then the
next responsibility is of the company to provide a better quality of life in return.
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BIBLIOGRAPHY
79
BIBLIOGRAPHY
BOOKS:-
Fordham, M. L. (2003). Putting first things first: The quality learning organization. SSM, 9(3), 19-21.
Frost, P. (2003, February 5). Environmental issues that affect workplace. globeandmail.com. Available: http://globeandmail.com.
Ingersoll, G. L., Olsan, T., Drew-Cates, J., DeVinney, B. C., & Davies, J. (2002). Job Satisfaction, Organizational Commitment and Career Intent. JONA, 32(5), 250-261.
^ a b Gregory, Derek; Johnston, Ron; Pratt, Geraldine et al., eds (June 2009). "Quality of Life". Dictionary of Human Geography (5th ed.). Oxford: Wiley-Blackwell. ISBN 978-1-4051-3287-9.
^ Costanza, R. et. al. (2008) “An Integrative Approach to Quality of Life Measurement, Research, and Policy”. S.A.P.I.EN.S. 1 (1)
^ Happiness: Lessons from a New Science. London: Penguin. 6 April 2006. ISBN 978-0141016900.
^ Morris, Morris David (January 1980), "The Physical Quality of Life Index (PQLI)", Development Digest 1: 95–109
^ "Quality of Life: How Good is Life for You?". University of Toronto Quality of Life Research Unit. http://www.utoronto.ca/qol/. Retrieved October 14, 2009.
WEBSITES:-
www.tatasteel.com
www.docstoc.com › Education › MBA
www. tata communications.com
www. tatasteel .co.in
www.google.co.in
http://globeandmail.com
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ANNEXURE
QUESTIONNAIRE
1. Employee are satisfied with the accommodation facility, provided by the company?
Ans: This is the first basic need of a human. Accommodation should be situated in a good
environment and should be in a good area where one can survive easily. The employees of
TSL, Joda are satisfied with the accommodation facility provided by the company.
2. Employees are satisfied with the health care facility?
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Ans: Health care is one of the important factor life. TSL has its own township, so the
company provides Hospital for the employees, with a good number of doctors for all diseases.
The employees are satisfied for a certain limit, they has a complain also and that is, the health
care facility is only for small and normal diseases.
3. Are you satisfied with your team members at your work place ?
The team work exaggerates the morale of the employees and they puts heir best effort.
The employees of TSL, Joda are very much satisfied with there team members, all the
employees are co-operative with each other.
4. Which you prefer most in your lifestyle?
On this question the employees has a mixed reaction. Some gives much attention to
value, in case of doctors and some higher post employees. Some gives much attention to
money. But the number of employees is more, who prefers to both money and value.
5. Are you satisfied with your salary package?
This is the question on which no one will give true answer. Because every person
wants more and more money than he/she gets and that’s why everyone mustn't satisfied with
their salary packages. But when I ask the employees of TSL about their salary package
according to their performance, and performance wise they are satisfied with the salary
package.
6. How much you spent and how much you save in a month?
Ans: All the employees spent above Rs.5000 and saves according to their capacity starting
from Rs1000 to Rs10, 000.
7. Do you get recognition for your individual/group performance? [ b ]
a) 90% b) 85%
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c) 50% d) 100%
8. Does the company co-operates and helps you at any emergency time?
TSL co-operates with there employees in an emergency time. TSL provides facilities are like, if one of the employees family member or the employee itself suddenly suffers from a measure disease, company helps them by providing sufficient money.
9. Are you feeling safe at your work place with the safety standards maintained at
present ?
In TSL company at every where we could find safety instruction for employees as well
as for out side people, and employees always suggests outside people to follow the safety
standards. TSL provides positional training, it means, on the job training Standard Operating
Procedure (SOP) for safety purposes. There is a Toxic Detected Machine, if the machine gives
a positive isolation, then employee should be implemented. Last but not the list, safety is a
man made function.
10. Are you satisfied with the training and development programs which are provided by the company ?
There are 20% employees are satisfied and 80% are not. The unsatisfied employees
says that, this is not a continuous process at TSL, Joda. Some of them complains that the
training and development programs which are provided by the company are not enough for
them.
6667711. Are you satisfied with the welfare facilities which are provided to you at
the working area ? (eg. Canteen, AC’S ,Etc.)
The employees of Joda are satisfied with the welfare facilities which are provided to them.
Every rooms of the office are AC(air condition) fitted, well furnished rooms with good
lighting facility, the cost of the foods in the canteen are very low.
12 Are you associated with any social activity ?
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There are a less number of employees who are associated with any social activity, near about
30% of employees are associated. Some are associated with temple committee, and organizes
festivals
13. Which one you possess in life style?
This question reflects the quality of life of the employees of TSL, Joda. Above 90% of
employees has their own house, own car, own AC’s, own computer/laptop, and all those
necessary items which are needed in today’s life style
14. Most of the employees are happy with which factors in the company?
Employees are happy with these factors those are Social climate,
Political climate ,Economical climate Industrial climate.
15. Do you get recognition for your individual/group performance?
Near about 85% TSL employees of the survey gets recognition for their individual/group
performance. The rest employees don’t get any recognition because they are new .
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