project report employee engagement (by ) mahadev rana

A CASE STUDY OF “EMPLOYEE ENGAGEMENT” IN TATA STEEL, WEST BOKARO DIVISION.

DEPARTMENT- Q-ACD & CENTRAL GARAGE

PREPARED BY

MAHADEV RANA

PGDM (HR) GNITCM

Gr. Noida (up)

ACKNOWLEDGEMENT

A Case study on “Employee Engagement” in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department.

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I commence with the holy name of almighty GOD benevolence and beneficence who enabled me to complete this project. I express my deep sense of gratitude and indebtedness to Mr N.K. Pandey Sr MANAGER (HR/IR) who was very kind to provide me an opportunity to work under his supervision.

I also feel very grateful to Mr Sujeet Mishra Sr MANAGER (HR/IR) Q-ACD and Mr. Bara Sir of Central Garage who has been very kind to me in getting me in his department as a HR/IR student. Despite his excessive academic engagement he spared his precious moments whenever I needed. He has been very kind and helped me to prepare my questionnaire.

I am also thankful to Mr SANJAY RAJOR IA GM of TISCO West Bokaro Division for permitting me to undertake project work in his esteemed organization.

Last but not the least I am thankful to all the employees of TISCO West Bokaro Division who have extended their kind co-operation.

PREFACE

It gives me great pleasure in presenting the project on,


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“Employee Engagement in TATA STEEL West Bokaro Division at Q-ACD& CENTRAL GARAGE Department”.

This project is basically based on the engagement of employees towards their job in this organization.

My objectives are to present status of the employee’s mind towards the organization that they are satisfied with the company policies, aware of their role as well as company’s role, managers, superiors, colleagues relationship etc.

Another objective of the project is to provide the execution with the framework for analysis of problems, related to employee engagement towards their job. The matter of this project is prepared scientifically and analytically. Every best effort has been made to include the information used in decision making.

Not only I hope but believe that it would provide great help to the organization. Finally all research is cumulative. I have( as a trainee), tried to call out priorities interpret and finally put down my analysis.


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DECLARATION

I declare that the project report titled A case study on “Employee Engagement” West Bokaro Division of TATA STEEL in Q-ACD & Central Garage at west bokaro division has been prepared by me under the guidance of Mr. N.K PANDEY(Senior Manager (HR/IR).I further declare that this is my original work, as part of our academic course.

PLACE:- SIGNATURE

DATE :- Mahadev Rana


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CERTIFICATEThis is certify that Mr. MAHADEV RANA a student of PGDM(HR) from GNIT College of Management, Greater Noida has undergone project work on “Employee Engagement” at West Bokaro Division of TATA STEEL under the supervision and guidance of Mr. N K PANDEY(HR/IR) 0F WEST BOKARO DIVISION.

The details of training are as follows.

The period of training:

No of days present:

Conduct:

Certificate issued on:

Mr N K Pandey

(Sr. Manager HR/IR)


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Contents

Particulars

Chapter-1

1.1) TATA STEEL Introduction.

1.2) Introduction to West Bokaro Division.

1.3) West Bokaro Operation.

1.4) Policies of TATA STEEL.

1.5) Awards, HR function & process of West Bokaro Division

Chapter2

2.1) Introduction to the Employee Engagement.2.2) Aspects of Employee Engagement.2.3) Categories of Employee Engagement.2.4) Factors leading to Employee Engagement.2.5) Importance of Employee Engagement.2.6) How to measure Employee Engagement.2.7) 10c’s of Employee Engagement.2.8) Employee Engagement of West Bokaro Division.2.9) TQM, SGA, DM, PM, QC, TOC.2.10) Scope and limitations of study.

Chapter33.1) Research Methodology.3.2) Universe.3.3) Sample of the Study.3.4) Method and Tools of Data Collection.


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Chapter44.1) Process of Data Analysis

Chapter55.1) Findings.5.2) Conclusion.5.3) Suggestions and Recommendations.

Chapter6Appendix6.1) Bibliography.6.2) Questionnaire.


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Chapter-1

Tata Steel-An Introduction


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BACKGROUND OF TATA STEEL.

Established in 1907. TATA STEEL is the world’s 6th largest steel company. Existing annual crude steel capacity of 28 million tones. Asia’s 1st integrated steel plant. India’s largest integrated private sector steel company. TATA STEEL world’s 2nd most geographically diversified steel

producer. TATA STEEL have operations in 24 countries and commercial

presence in over 50 countries. TATA STEEL completed 100 glorious years of existence on

august 26, 2007. TATA STEEL following the ideals and philosophy laid down by

its founder, Jamsetji Nusserwanji Tata.


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BUSINESS of TATA STEEL IN ABROAD.

Investment in COROUS, which manufactured 18.3 MT of steel in 2006.

COROUS have operations in the UK, NETHERLANDS, GERMANY, FRANCE, NORWAY and BELGIUM.

Millennium Steel (renamed TATA STEEL Thailand) And NATSTEEL ASIA, SINGAPORE, the TATA STEEL

manufacturing and marketing network inEUROPESOUTH EAST ASIA.THE PACIFIC RIM COUNTRIES.

CURRENT STATUS OF TATA STEEL

Building & nurturing long term relationship with community . Only company in private sector in India maintaining a township. Large employee base (35,000 employees) and respect for people

(many, for many generations) Pioneer in Industrial harmony: 83 years without any labor unrest Sustaining cost leadership by innovation and technology. Reference site selected by United Nations (Global Compact) for

Corporate Social Responsibility. TATA STEEL relentless quest for excellence through initiatives like

aspire which combines. TOP – Total Operational Performance. SM - Suggestion Management. QC – Quality Circle.


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JOURNEY TILL DATE

2012 : Produces 2.2 mtpa clean coal


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1947The year W est Bokaro Cam e into being

1972

Becom es a d ivision of Tata Steel. M odernization Phase I, Produces 0.4 m tpa clean coal at 18% ash

1982

M odernization Pahse II, produces 0.9 m tpa clean coal at 17.5% ash

1994

M odernization Phase III, produces 1.4 m tpa clean coal at 17% ash

2006

Produces 1.9 m tpa clean coal at 13% ash

INTRODUCTION TO WEST BOKARO DIVISION

LOCATION OF WEST BOKARO DIVISION


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In 1947,the West Bokaro Division of TATA STEEL was registered and leased out for the working of the coal mine for 999 years.

West Bokaro had the distinction of commissioning india’s 1ST WASHERY in 1951.Addition to this washery to treat VII seam coal was completed in 1973.

The entire production of “Medium coking coal” of West Bokaro was supplied to Jamshedpur in 1956,the management of West Bokaro was taken over by a newly formed company m/s-west bokaro pvt. Ltd,a wholly owned subsidiary of TATA STEEL.

In 1976 it become one of its two collieries divisions, the other being the jharia group.

In 1970 open cast mining was introduced with small mechanization under (phase-1) expansion at West Bokaro.

In 1990 ,an expansion project under phase-111 having a capacity outlay of Rs-260 corer was launched at West Bokaro to meet the additional requirement of clean coal for the steel plant at Jamshedpur, under expansion phase-111 a new mine at pundi was opened together with a new state of the art washery having at 2.1 MTPA through put capacity.

All the washed product like clean coal and muddiness are being transported to the chainpur railway siding 4.5 km by rope way from where the same are loaded into wagons loader and dispatched to Jamshedpur steel works.


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WEST BOKARO OPERATION

KEY ACTIVITY OF WEST BOKARO DIVISION

The main operation in west bokaro is mining operation. The mining operation mainly comprised of drilling of large blast-holes (150mm) in to the over burden rock and it blasting for dislodging the over burden.


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OVERBURDEN REMOVAL

Drilling Blasting Shovellin DUMPING

Coal mining &beneficiation

Coal Loading

Despatch Coal beneficiation

Coal Crushing

Environmental Measure

Earth Filling

Afforestation

The fragmented over burden material is removed by means of 50T rear dumper, which are loaded by shovel/excavators of 5 to 6.5m3 capacity.The coal which is exposed after removed of overburden is also blasted and transported the primary crushing to 100mm size for transportation to washery-II by aerial tramway for beneficiation. The washed product or clean coal and meddling from the both washeries are transported to the rail head at chainpur by ropeways these product are then loaded into the wagons loader the only one of its kind in the Indian coal industry for onward transportation to Jamshedpur works on an average we dispatched M.T.P.A of meddliness.

Objective of HR/IR IN WEST BOKARO DIVISION

To extend timely and appropriate support to the operating departments for achieving ABP targets of Production at the desired quality and cost.

VALUES Trusteeship. Integrity. Respect for the Individual. Credibility. Excellence


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oo TATA STEEL POLICIES and AWARDS.

TATA STEEL Follows Certain Policies.

1) HR POLICY2) Research Policy3) Environmental Policy4) Quality Policy5) Corporate Social Responsibility6) Affirmative Action Policy 7) Safety Principles and Occupational Health Policy.

Following are the two policies which I can discuss:-

HR POLICY

TATA STEEL is a equal opportunity employer. TATA STEEL recognizes that its people are the primary source

of its competitiveness. 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 equality in all its dealings with its employees.

TATA STEEL shall strive continuously to faster a climate of openness, mutual trust and team work.

In the process TATA STEEL shall strive to be the employer of choice by attracting the best available talent and ensuring a cosmopolitan workforce.


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RESEARCH POLICY

TATA STEEL believes that research provides the foundation for sustained, long term, stake holders delight.

TATA STEEL shall nurture and encourage innovative research in a creative ambience to assure that the competive advantage in its overall business is retained.

The company commits itself to providing all necessary resources and facilities for use by motivated researchers of the highest caliber.

Research in TATA STEEL shall be aligned to the technological initiative necessary to evolve and fulfill the overall business objective of the company.

ENVIRONMENTAL POLICY1) TATA STEEL environmental responsibilities are drawn by

our commitment to preserve the environment and are integral to the way we do business. We are committed to deal proactively with climate change

issue by efficient use of natural resources and energy; reducing and preventing pollution; promoting waste avoidance and recycling measures; and product stewardship.

We shall identify, access and manage our environment impact.

We regularly monitor reviews and report publicly our environmental performance.

We shall develop and rehabilitate a bonded sites through forestation and landscaping and shall protect and preserve the biodiversity in the areas of our operations.


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We shall enhance awareness, skill and competence of our employees and contractors 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 shall set objectives, targets , develop, implement and maintain management standards and systems, 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.

MANAGING DIRECTOR

Mr HM NILUKAR


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AWARDS AND RECOGNITION:

World Steel Dynamic has ranked Tata Steel as the world’s best

steel maker for two (consecutive years) in its annual listing in

February 2006.

Tata Steel has been conferred the Prime Minister of India’s Trophy

for the Best Integrated steel plants five times.

It has been awarded Asia’s Most Admired Knowledge Enterprise

awards five times in 2003, 2004, 2006, 2007 and 2008.

Conferred the prestigious Global Business Coalition Award for

business Excellence in the Community in recognition of its

pioneering work in the field of HIV/AIDS awareness

Tata Steel works has been conferred the prestigious social

accountability (SA) 8000 certification by social .Accountability

international (SAI), USA. It is the first steel company in the world to

receive this certificate.

Corporate sustainability report of Tata Steel hailed by United

Nations environment program (UNEP) and standard and the poor

as strongest, submitted by any corporate house from emerging

economies.

Best governed company Award 2006 for setting high standards in

government practices


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Tata Steel conferred Mother Teresa Award for corporate Citizen

Tata Steel won “award for corporate social responsibility in Public

Health” by US-Indian Business Council (USIBC), Population

Service International (PSI) and the centre for Strategic and

International Studies (CSIS) in 2007.

Tata Steel India awarded the Deming Grand Application Prize 2008 for excellence in Total Quality Management. It is the first integrated steel company in the world, outside Japan to get this award.

Deming grand price 2012


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Function and Process of HR in WEST BOKARO DIVISION.

HR Functions in WEST BOKARO DIVISION

.


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HR Functions in WEST BOKARO DIVISION

2.

DEVELOPMENT

4.

MAINTENANCE

1. SKILL

ACQUISATION

3.MOTIVATION

SKILL ACQUISATION

Skill Manpower Analysis. Recruitment. Engagement through Service Providers.

DEVELOPMENT

Knowledge Management. 4- Q Based Training. E-Learning. Training on Wheel. Total Quality Management. Suggestion Management. Women Empowerment.

Art camp.

MOTIVATION

Sabash. Incentive.School BUS Facility.Reimbursement of school fees


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MAINTENANCE

Wage Agreement. Discipline in the industry. Safety. Canteen Facility. House Allotment. Long Service Award.

Farewell Function.

Human Resource Processes in TATA STEEL, West Bokaro Division.

Organization design and Manpower planning. Talent Sourcing. Career planning and planned job rotations. Succession planning and Leadership Development. People learning and Development.

Employee Morale and Satisfaction Enhancement.


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Chapter2


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Abstract

Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware context, and works with colleagues to improve performance within the job for the benefit of the organization.

It is a positive attitude held by the employees towards theOrganization and its values. The paper focuses on how employee engagement is an antecedent of job involvement and what should company do to make the employees engaged. The paper also looks at the Gallup 12 point questionnaire, twelve-question survey that identifies strong feelings of employee engagement and the steps which shows how to drive an engaged employee.


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Introduction

Employee engagement called worker engagement, is a business management concept.

An "engaged employee" is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization's interests.

According to Scarlett Surveys, "Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn and perform at work".

Thus engagement is distinctively different from employee satisfaction, motivation and organizational culture

Engagement at work was conceptualized by Kahn, (1990) as the ‘harnessing of organizational members’ selves to their work roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances.

The second related construct to engagement in organizational behavior is the notion of flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as the ‘holistic sensation’ that, people feel when they act with total involvement. Flow is the state in which there is little distinction between the self and environment. When individuals are in Flow State little conscious control is necessary for their actions.

Employee engagement is the thus the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of businessContext, and works with colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.’ Thus Employee engagement is a barometer that determines the association of a person with the organization.


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http://en.wikipedia.org/wiki/Organization

http://en.wikipedia.org/wiki/Wage_labour

Engagement is most closely associated with the existing construction of job involvement (Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as ‘the degree to which the job situation is central to the person and his or her identity (Lawler & Hall, 1970). Kanungo (1982) maintained that job involvement is a ‘Cognitive or belief state of Psychological identification. Job involvement is thought to depend on both need saliency and the potential of a job to satisfy these needs. Thus job involvement results form a cognitive judgment about the needs satisfying abilities of the job. Jobs in this view are tied to one’s self image.

Engagement differs from job in as it is concerned more withhow the individual employees his/her self during the performance of his / her job. Furthermore engagement entails the active use of emotions. Finally engagement may be thought of as an antecedent to job involvement in that individuals who experience deep engagement in their roles should come to identify with their jobs. When Kahn talked about employee engagement he has given important to all three aspects physically, cognitively and emotionally. Whereas in job satisfaction importancehas been more given to cognitive side.

HR practitioners believe that the engagement challenge has a lot to do with how employee feels about the about work experience and how he or she is treated in the organization. It has a lot to do with emotions which are fundamentally related to drive bottom line success in a company. There will always be people who never give their best efforts no matter how hard HR and line managers try to engage them. “But for the most part employees want to commit to companies because doing so satisfies a powerful and abasic need in connect with and contribute to something significant”.


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Aspects of Employee EngagementThree basic aspects of employee engagement according to the global studies are:-

The employees and their own unique psychological makeup and experience

The employers and their ability to create the conditions that promote employee

engagement Interaction between employees at all levels. Thus it is largely the organization’s responsibility to create an

environment and culture conducive to this partnership, and a win-win equation.

Categories of Employee EngagementAccording to the Gallup the Consulting organization there are there are different types of people:-

Engaged--"Engaged" employees are builders. They want to know the desired expectations for their role so they can meet and exceed them. They're naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward.

Not Engaged- Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing tasks vs. achieving an outcome. Employees who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don't have productive relationships with their managers or with theircoworkers.

Actively Disengaged-The "actively disengaged" employees are the "cave dwellers." They're "Consistently against Virtually Everything." They're not just unhappy at work; they're busy acting out their unhappiness .They


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sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged coworkers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning .

Factors Leading to Employee Engagement-Studies have shown that there are some critical factors which lead to Employeeengagement. Some of them identified are

E

N

G

A

G

E


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Career Development- Opportunitiesfor personal development

Career Development – EffectiveManagement of talent

Leadership- Clarity of company

Leadership – Respectful treatmentof employees

Leadership – Company’s standardsof ethical behavior

Empowerment

Image

Equal opportunities & fair treatment

FEELING VALUED AND INVOLVED

M

E

N

T

Career Development- Opportunities for Personal DevelopmentOrganizations with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire new knowledge and realize their potential. When companies plan for the career paths of their employees and invest in them in this way their people invest in them.

Career Development – Effective Management of TalentCareer development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development.

Leadership- Clarity of Company ValuesEmployees need to feel that the core values for which their companies stand are unambiguous and clear.

Leadership – Respectful Treatment of Employees


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Performance Appraisal

Pay & benefits

Health & Safety

Job satisfaction

COMMUNICATION

FAMILY FRIENDLINESS

CO-OPERATION

Successful organizations show respect for each employee’s qualities and contribution – regardless of their job level.

Leadership – Company’s Standards of Ethical BehaviorsA company’s ethical stand ards also lead to engagement of an individual

EmpowermentEmployees want to be involved in decisions that affect their work. The leaders of high engagement workplaces create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward.

ImageHow much employees are prepared to endorse the products and services which their company provides its customers depends largely on their perceptions of the quality of those goods and services. High levels of employee engagement are inextricably linked with high levels of customer engagement.

Other factors

Equal Opportunities and Fair TreatmentThe employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees.

Performance appraisalFair evaluation of an employee’s performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement.

Pay and BenefitsThe company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement


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levels the employees should also be provided with certain benefits and compensations.

Health and SafetyResearch indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees.

Job SatisfactionOnly a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job.

Communication The company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high.

Family FriendlinessA person’s family life influences his wok life. When an employee realizes that the organization is considering his family’s benefits also, he will have an emotional attachment with the organization which leads to engagement.

Co-operationIf the entire organization works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well than the employees will be engaged.

Importance of Employee Engagement


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Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers’ lack of commitment and motivation (Aktouf). Meaningless work is often associated with apathy and detachment from ones works (Thomas and Velthouse). In such conditions, individuals are thought to be estranged from their selves (Seeman, 1972) .Other Research using a different resource of engagement (involvement and enthusiasm) has linked it to such variables as employeeturnover, customer satisfaction – loyalty, safety and to a lesser degree, productivity and profitability criteria (Harter, Schnidt & Hayes, 2002).An organization’s capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Some of the advantages of Engaged employees areEngaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. They will normally perform better and are more motivated. There is a significant link between employee engagement and profitability. They form an emotional connection with the company. This impacts their attitude towards the company’s clients, and thereby improves customer satisfaction and service levels. It builds passion, commitment and alignment with the organization’s strategies and goals Increases employees’ trust in the organization. Creates a sense of loyalty in a competitive environment

Provides a high-energy working environmentBoosts business growth makes the employees effective brand ambassadors for the company. A highly engaged employee will consistently deliver beyond expectations. In the workplace research on employee engagement (Harter, Schmidt & Hayes, 2002) haverepeatedly asked employees ‘whether they have the opportunity to do what they do best everyday’. While one in five employees strongly agree with this statement. Those work units scoring higher on this perception have substantially higher performance.

Thus employee engagement is critical to any organization that seeks to retain valued employees. The Watson Wyatt consulting companies has been proved that there is an intrinsic link between employee


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engagement, customer loyalty, and profitability. As organizations globalize and become more dependent on technology in a virtual working environment, there is a greater need to connect and engage with employees to provide them with an organizational ‘identity.’

How to measure Employee Engagement?

Gallup research consistently confirms that engaged work places compared with least engaged are much more likely to have lower employee turnover, higher than average customer loyalty, above average productivity and earnings. These are all good things that prove that engaging and involving employees make good business sense and building shareholder value. Negative workplace relationships may be a big part of why so manyemployees are not engaged with their jobs.

Step I: ListenThe employer must listen to his employees and remember that this is a continuous process. The information employee’s supply will provide direction . This is the only way to identify their specific concerns. When leaders listen, employees respond by becoming more engaged. This results in increased productivity and employee retention. Engagedemployees are much more likely to be satisfied in their positions, remain with the company, be promoted, and strive for higher levels of performance.

Step II: Measure current level of employee engagementEmployee engagement needs to be measured at regular intervals in order to track its contribution to the success of the organization.But measuring the engagement (feedback through surveys) without planning how to handle the result can lead employees to disengage. It is therefore not enough to feel the pulse—the action plan is just as essential.

Knowing the Degree in which Employees Are Engaged?


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Employee engagement satisfaction surveys determine the current level of employee engagement. A well-administered satisfaction survey will let us know at what level of engagement the employees are operating. Customizable employee surveys will provide with a starting point towards the efforts to optimize employee engagement. The key to successful employee satisfaction surveys is to pay close attention to thefeedback from the staff. It is important that employee engagement is not viewed as a one time action. Employee engagement should be a continuous process of measuring, analyzing, defining and implementing.The employee survey is a diagnostic tool of choice in the battle for the hearts of employees.

Studies of Gallup, Mercer, Hewitt and Watson Wyatt (consulting companies) asked workers number of questions relating to their job satisfaction. Gallup being one of oldest the consulting organization {in conducting engagement survey} creates a feedback system for employers that would identify and measure elements of worker engagement most tide to the bottom line. Things such as sales, growth, productivity and customerloyalty are all accessed. After Hundreds of focus group and thousands of interviews with employees in a variety of industries, Gallup came up with Q. 12, a twelve-question survey that identifies strong feelings of employee engagement. They have identified 12 questions that most effectively measure the links (the Gallup Q12).

1. Do you know what is expected of you at work?2. Do you have the materials and equipment you need to do your work

right?3. At work, do you have the opportunity to do what you do best every day?4. In the last seven days, have you received recognition or praise for doing good work?5. Does your supervisor, or someone at work, seems to care about you as a person?6. Is there someone at work who encourages your development?7. At work, do your opinions seem to count?8. Does the mission/purpose of your company make you feel your job is important?


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9. Are your associates (fellow employees) committed to doing quality work?10. Do you have a best friend at work?11. In the last six months, has someone at work talked to you about your progress?12. In the last year, have you had opportunities at work to learn and grow?

Some of the discussions which come from Gallup’s questions are: -Know what is expected of me at work- employees should know exactly what is expected of them. If expectations are unclear, employees will inevitably face frustration, and will be open for other opportunities where they do know what's expected of them, and where their contributions are measured and recognized. Materials and equipment- Employees need the right tools and equipment to support their skills, experience and talents & perform their jobs at an optimum level.

Do what I do best every day - Are your employees cast in the right roles? Knowing the critical demands for every role is a key to ensuring that talents fit those demands.

Supervisor/Someone at work cares -Managers must spend most of their time with their most productive talent. Many managers give their greatest degree of attention to employees who are falling behind. Talented, productive people crave time and attention from their managers, and will leave your company if they have a weak relationship (or noRelation ship) with their manager or supervisor. Co-workers committed to quality.-Many companies arbitrarily put teams together without considering that employees only psychologically commit to teams if they perceive theirteam members will support their high level of commitment and performance. Talented employees set high standards and depend upon those around them to support their growth toward excellence.

Opportunities to learn and grow- The Company should create an environment that encourages employees to drive towards innovation or to create better systems for more productive results. Great managers always ask what skills and knowledge need to accompany talent to result in the


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greatest outcome for each As discussed the Gallup study Q12 is based on positive Psychology and emotions.Having a best friend at work or receiving recognition every week makes you feel cared for and proud respectively. If you want to keep recreating those positive emotions, then you keep coming back to work.

So the Q. 12 measures engagement, and engagement is a positive emotional connection to the work. Thus the mechanism of the broaden- and – build theories and the action tendencies of positive emotions help in understanding why the Q. 12 has been so powerful for Gallup in terms of predicting outcomes. Borden – and Build theory is about evolutionary significance of positive emotions. Positive emotions are better observedover the long haul. Their effects accumulate and compound overtime and the adaptive benefits are evident from later, when people face new challenges.

The Gallup research has thus made a contribution in adding an additional ‘P’ to the 4 P’s of marketing i.e.product, price, and promotion place and now people to the mix. In the combination of engaged employees, Gallup brings engaged customers to form the concept of human sigma. These include customer engagement, loyalty and emotional attachment. Customer engagement hierarchy, customer engagement scores and developing the culture of engagement and customer focus. The Gallup Organization decided to initiate a multi-year research project to try and define a great workplace - a great workplace was one where employees were satisfied with their jobs and this thus helps to produce positive business outcomes.

According to the study of Watson Wyatt, the service – profit chain establishes relationship between profitability, customer loyalty and employee satisfaction, loyalty and productivity. The links in the chain (which should be regarded as propositions) are as follows:

profit and growth are stimulated primarily by customer loyalty. Loyalty is adirect result of customer’s satisfaction. Satisfaction is largely influenced by the services provided to customers. Satisfied, loyal and productive


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employees create value. Employee’s satisfaction inturn results primary from high quality support services and policies that enable employees to deliver results to customers. While many organizations are beginning to measure relationship between individual links in the service only a fewhave related the links in the meaningful ways that can lead to comprehensive strategies for achieving lasting competitive advantage of building employee engagement. In a study of its seven telephone customer service centers (MCI found that there is a clear relationship between employee’s perceptions of the quality of services and employeeengagement.

Step III: - Identify the problem areasIdentify the problem areas to see which are the exact areas, which lead to disengaged Employees.

Step IV: Taking action to improve employee engagement by acting upon theproblem areas

Nothing is more discouraging to employees than to be asked for their feedback and seeno movement toward resolution of their issues. Even the smallest actions taken to address concerns will let the staff know how their input is valued. Feeling valued will boost morale, motivate and encourage future input. Taking action starts with listening to employee feedback and a definitive action plan will need to be put in place finally.

ConclusionEmployee Engagement is the buzz word term for employee communication. It is a positive attitude held by the employees towards the organization and its values. It is rapidly gaining popularity, use and importance in the workplace and impacts organizations in many ways.

Employee engagement emphasizes the importance of employee communication on the success of a business. An organization should thus


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recognize employees, more than any other variable, as powerful contributors to a company's competitive position. Thereforeemployee engagement should be a continuous process of learning, improvement, measurement and action.

We would hence conclude that raising and maintaining employee engagement lies in thehands of an organization and requires a perfect blend of time, effort, commitment andinvestment to craft a successful endeavor.

THE 10 C’S OF EMPLOYEE ENGAGEMENT

How can leaders engage employees’ heads, hearts, and hands? the literature offers several avenues for action; we summarize these as ten c’s of employee engagement, which are supposed to be essential for employee engagement.

1.CONNECT:Leaders must show that they value employees. employee engagement is a direct reflection of how employees feel about their relationship with the boss. employees look at whether organization and their leader walk the talk when they proclaim that,” our employees are most valuable asset.”

2.CAREER:Leader should provide challenging and meaningful work with opportunities’ for career advancement. Most of the people want to do new thing in their job. Good leader challenge employee; but at the same time, they must instill the confidence that the challenge can be made.

3.CLARITY:


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Leader must communicate a clear vision. people want to understand the vision that senior leadership has for the organization, and the goals that leaders or department heads have for the division, unit, or team. success in life and organizations, to a great extent, determined by how clear individuals are about their goals and what they really want to achieve.

4.CONVEYLeaders clarify their expectations about employees and provide feedback on their functioning in the organization .Good leaders establish processes and procedures that help people master important tasks and facilitate goal achievement.

5.CONGRATULATESurvey show that, over and over, employees feel that they receive immediate feedback when their performance is poor, or below expectations. these same employees also report that praise and recognition for strong performance is much less common. exceptional leaders give recognition, they do so a lot; they coach and convey.

6.CONTRIBUTEPeople want to know that their input matters and that they are contributing to the organization’s success in a meaningful way. in sum, good leaders help people see and feel how they are contributing to the organization’s success and future.

7.CONTROLEmployees value control over the flow and pace of their jobs and leaders can create opportunities for employees to exercise this control. a feeling of “being in on thing” and of being given opportunities to participate in decision making often reduces stress; it also create trust and culture where people want to take ownership of problem and their solution.

8.COLLABORATEStudies show that, when employees work in teams and have the trust and cooperation of their team members, they outperform individuals and teams


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which lack good relationships. great leader are team builders; they create an environment that fosters trust and collaboration. surveys indicate that being cared about by colleagues is a strong predictor of employee engagement. thus, a continuous challenge for leaders is to rally individuals to collaborate on organizational, departmental, and group goals , while excluding individuals pursuing their self-interest.

9.CREDIBILITYLeaders should strive to maintain a company’s reputation and demonstrate high ethical standards. People want to be proud of their jobs, their performance, and their organization.

10.CONFIDENCEGood leaders help create confidence in a company by being exemplars of high ethical and performance standards. Leaders should actively try to identify the level of engagement in their organization. Find the reason behind the lack of full engagement, strive to eliminate those reasons, and implement behavioral strategies that will facilitate full engagement.

According to West Bokaro Division Employee Engagement are as :-

1. Total Quality Management (TQM).2. Small Group Activities (SGA).3. Daily Management (DM).4. Policy Management (PM).5. Quality Circle (QC).6. Theory of Constraints. (TOC).


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Definition of TQM

TQM is Total Quality Management.

It is defined as :-

A set of systematic activities. Carried out by the entire organization. To effectively and efficiently achieve company objectives.

So as to provide products and services with a level of quality that satisfies customers at the appropriate time and price

What is “TOTAL QUALITY MANAGEMENT”


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LEADERSHIP

TOTAL EMPLOYEE PARTICIPATION

CONTINUOUS

IMPROVEMENT

CUSTOMER

FOCUS

TQM – A System Approach

Objective

Input Output


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SYSTEM

Efficiency= output/input

Effectiveness (fitness for

objectives)

In TQM three levels of quality as competitive advantage.

1st LEVEL is :- conformance to customer’s basic requirements


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Customer’s basic requirements

Quality control – 1950’s

2nd LEVEL is :- customers satisfaction with customer’s expressed

requirements.

Quality management :- 1970’s

3rd LEVEL is :- customer delight with unexpected new quality achieved by meeting customer’s latent requirements

Attractive quality creation Today and Tomorrow.


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Customer’s expressed requirements

Customer’s latent requirements

“Small Group Activities”

Team work : all employees participate in activities to achieve the organization goal.

Place of learning for members. Place of self – actualization. Place of communication. Place of workplace problem-solving.

SGA System at TATA STEEL.

It follows calendar year(January-december).

Competition, reward and recognition system is same for all SGA

teams. All SGA teams are registered on quiks at intranet.

SGA team composition.

3 to 8 members 1 facilitator, 1 leader and other as members. Facilitator can be of any level (officer or non- officer). Leaders &members should be non officers only. A person should be a leaser/member of only one team. Facilitator can be member of more than one SGA team, if required.

“ DAILY MANAGEMENT”


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Daily Management is defined as all the activities that must be carried out to efficiently achieve the business objectives of each department is responsible for.

“DAILY MANAGEMENT” include:

Hourly job. Daily job. Weekly job. Monthly job. Seasonal job. Yearly job.

Management for routine jobs at all levelsJobs in front line operation.Supervisors job.Section managers job.Department to Top Managers Job.

DAILY MANAGEMENT is about.What?Why?How?

What include.

Management of regular/ routine/ transactional activity es.

Why include.

Maintain current levels of performance. Gradual improvement.

How include.


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Stable and predictable operations.

Basic steps of DAILY MANAGEMENT.

Identify your jobs (roles and objectives) and the related key performance indicators.

Develop standard operating procedures. Monitor the KPIs against target/plan Identify and document abnormalities (deviations from target) with

reasons. Rotate PDCA on abnormalities (corrective actions). Revise standard operating procedures. Horizontal deployment of the learning.

DAILY MANAGEMENT EFFECTS

1. Clarity in roles and objectives up to shop floor levels.2. Empowerment: decision making at lower levels.3. Enhancement in internal customer focus.4. Understanding about maintenance – stability of processes.5. Improve team work, involvement and enthusiasm of a large group of

employees in improvement activities.

“POLICY MANAGEMENT”

“Activities that are conducted, with the co-operation of the entire company, to establish and efficiently achieve mid- and long term business plans and short term business policies based on fundamental management policies.

Principles of POLICY MANAGEMENT.


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PDCAPlan , Do, Check, Act

PLAN Set up objective/target

Do

Implement process.

Check.

Check whether target achieved or not.

Act

Conduct immediate remedy

PDCA is an important management concept and methodology at TATA STEEL.

What is a POLICY?A policy usually contains:-Direct to which an enterprise is going, target (goal, level) to be attained in future, strategies on how to realize it and delivery.

A policy refers to: Strategic matters and not daily operational matters.


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A P

POLICY MANAGEMENT Process. PDCAPLAN: policy setting Policy deployment.DO: policy implementation.CHECK: evaluation of implementationACT : act and feed forward the learning to next cycle.

QUALITY CIRCLEA quality circle is

A small group of people From the same workplace Who perform quality control activities. On their own initiative.

All members of the quality circle participate in self-development, using QC tools to manage and improve their workplace continuously, as an integral part of company wide quality management activities.

How Quality Circles Work?

1. Meet in company time+ own time.2. Fix a name.3. Elect their leader.4. Supervisors facilitate or participate.5. Encouraged by management.6. Use QC story methodology and tools.


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7. Submit reports and make presentations.

MANAGERS’ ROLE.a. Trainb. Encouragec. Recognize.

What is 5’s?

Seiri – Sorting

Seition – Systematizing.

Seiso – Shining.

Skiketsu – Standardising.

Shitsuke – Self- Discipline.

1) Sorting – Organization: clearly distinguish between necessary and unnecessary. Get rid of unnecessary.

2) Systematizing- Orderliness: keep needed items at a specified place for easy access when needed.

3) Shining- Cleanliness: keep the work place and items clean and shining.

4) Standardizing- Standardize: make standards for making and maintaining everything clean nd in place.

5) Self-discipline – Self-Discipline : make a habit of maintaining established standards and procedure.


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“5s” is a systematic approach using 5 simple steps to create

a conducive work environment. It creates sound foundation for continous improvement and

manufacturing excellence. It can be gainfully adopted by every individual at his/her

workplace, office or home to make improvement.

Benefits of implementating 5s Workplace becomes clean and better organized. Shop floor and office operations become easier and safer. Time lost due to unnecessary searching are minimized. Consumables and material wastage are minimized. Results are visible to everyone- the insider and outsider. Enhancement of company/department image and employee

morale. People develop self- discipline and positive attitude. Quality of life at work place and home becomes better and

better…..

THEORY OF CONSTRAINTS.

TOC helps in focusing on the goal. It tells us to focus on the weakest link. It is a thinking process- which helps us think across the system. It is a process of ongoing improvement of the complete system

Theory of Constraints provides a set of holistic processes and rules, all based on a systematic approach that exploits the inherent simplicity within complex systems.


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Through focusing on the few physical and logical leverage points. As a way to synchronize the parts to achieve on going and step change improvement in the performance of the system as a whole.

Dr Eliyahu Goldratt suggests how to act when such constraint exists in a system. This is known as

“5 focusing steps of Theory of Constraints”

Step1: Identify the “constraint”

A constraint of a system is the resource/process on which the demand is higher than the capacity of the resource/process.

The 1st focus should be on the resource/process where this gap is the highest (the weakest link).

Step2: Exploit the “constraint”

It means we need to identify strategies to extract maximum output from the constraint unit with the existing facility and no capital investment.

Step3: Subordinate the “constraint”

Ensure the bottleneck gets priority of resources in case of outage.

Ensure that the bottleneck does not suffer for required resources like power, raw materials, evacuation for it’s output products etc.

Step4: Elevate the “constraint

If we have completely exploited the constraint and are still not meeting the goal, then there is need to elevate the constraint (usually through capital investment).

Step5: Go back to step1.


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If the initially identified constraint is now not a constraint, identify the next constraint…

TOC Implementation at TATA STEEL.

To facilitate the TOC implementation there are three key focus areas:

Marketing and Sales - Focusing on identifying needs of customer and implementing solutions for satisfying their needs through services.

Supply Chain and Operations – Strengthen the internal capabilities to meet the needs of the customers as identified.

Project Management - Critical chain project management implementation for exploiting our important resources.

SCOPE AND LIMITATIONS OF THE STUDY

The time that we got for completing the project was only 40days and in this short period of time we could not do as much as we would like to do. The time constraint also did not allow us to go through the other HR practices of Tata Steel, West Bokaro.

Like any other research, this study also suffers from few limitations, while

conducting this survey, are listed as bellow:-

Considering the sort time duration for the survey, the sample had to be

restricted to 100 respondents only.

This study may be the subject to personal biases of the respondents

while answering the questionnaires.


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Chapter3

RESEARCH METHODOLOGY Research methodology refers to the body of methods or techniques

used in the study. The term method means an appropriate way of doing something. Every case of study requires a suitable method of investigation. There are various important methods, but questionnaire and interview are worthy to note.

UNIVERSE

The universe comprises of Tata Steel, West Bokaro Division. This

includes total of 3700 of different Employees and different positions/

designations.

SAMPLE OF THE STUDY.


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The sample size refers to the number of items to be selected from the

universe to constitute a sample. The sample size used for the study

includes 100 employees from Q-ACD &Central Garage department, of

different skill, qualification, designation.

METHOD OF DATA COLLECTION.

The questions were distributed among the eligible participant and were to

be filled by them. The research explained the questions to the participant

who were unable to the implications of the given questions and helped in

filling up the questionnaire. In Q-ACD department, the researchers met

each and every participant personally in the shop floor.

TOOLS FOR DATA COLLECTION

We have used both primary and secondary data for this project.

PRIMARY DATA: Primary data are those data which are collected for

the first time and thus happens to be original in nature. In this study primary

data were collected through a questionnaire.

QUESTIONNAIRE SURVEY: In this study a questionnaire was

prepared. The questionnaire consists of a set of questions that was

circulated among the employees. The questionnaire utilized for the purpose

of research was a semi-qualitative one. The questionnaire dealt with

different aspect of the organization like, “aware of employees and


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company’s role”, “opportunity of growing employees and company”,

“managers, supervisors and colleagues are helpful or not”, “likes and

dislikes in TATA STEEL” etc. Altogether the questionnaire contains 32

questions, which were helpful in measuring the level of employee

engagement.

EMPLOYEE ENGAEMENT SURVEYS (ESS): Employee

engagement is broadly evaluated on two dimensions: how employees feel

(their emotions towards the company, leadership, the work environment,

etc) and/or how they intend to act in the future (will they stay, give extra

effort, etc). The survey can be conducted regularly through a questionnaire

and can be measured on various parameters pre-defined by the HR team.

Employee Engagement needs to be measured at regular intervals in order

to track its contribution to the success of the organization.

In order to express the data into concise and logical form, the data

collected was transformed into the form of charts.

Employees of Tata Steel were chosen randomly from different skill, age

group, designation ,qualification.

SECONDARY DATA: It refers to the data that has been already

collected. The secondary data, which has been used to carry out this study,

are as follows:

The records for the employee engagement events that were organized

in the last years.


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Company’s website (http://www.tatasteel.com)

Other relevant study materials and websites.

INTERVIEW: It refers to a meeting during which somebody is asked a

question or a series of questions by the researchers. As the questionnaire

utilized for research was a semi quantative questionnaire it involved

interviewing the employees for their responses and comments.

Chapter4

“PROCESS OF DATA ANALYSIS”

An analysis of a feedback obtained from 100 respondents of different

age group, qualification, skill, designation of the Q- ACD & Central Garage

department in Tata Steel, at West Bokaro Division was done through

tabulation and pie-chart. Each question of the questionnaire, used for

survey, was translated into separate pie chart with percentage break-up.

The questionnaire utilized for the purpose of the research was a semi-

quantative one.

The questionnaire dealt with different issues, which are considered to be

critical factors of employee engagement. Few of the questions were like,

“involvement of the employees in decision making”, “employee moral”,


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http://www.tatasteel.com/

“honest and two way communication between the managers and workers”,

“commitment to the assigned job”, etc.

However to reduce the level of the biasness in the research, the

questionnaire didn’t include the personal details like name and designation

of the employees, but other details like age group, education qualification,

skill set etc. were included in it. These details were helpful in knowing the

attitude and the level of commitment of the employees towards the

organization.

A detailed analysis of all the aspects affecting employees engagement in

Q-ACD& Central Garage at West Bokaro Division of TATA Steel reveled

the following facts and figures.

A Case Study on Employee Engagement in Q- ACD & Central

Garage Department of TATA STEEL in West Bokaro Division.

Employee Profile.


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1. Age group 25-35 36-45 46-55 56-above

No:of respondent 20 35 30 15

2. Qualification non- metric metric intermediate graduate


3. Designation operator auto-electrician overman/ general

Supervisor majdoor/

Explosive

Carrier

Greaser

Helper


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1. Age group 25-35 36-45 46-55 56-above


2. Qualification non- metric metric intermediate graduate


3. Designation operator auto-electrician overman/ general

Supervisor majdoor/

Explosive

Carrier

Greaser

Helper

Sr.no QUESTIONS Strongly Disagree neither agree agree strongly

Disagree nor disagree agree

1. Are you clearly aware of your role in this organization? 0 0 0 1 1 89

2. Does the mission/purpose of your company make you

feel that your job is important? 0 0 0 15 85

3. Do you feel the organization’s problem as your own? 0 0 0 3 97

4. Do you feel your organization will grow in future? 0 0 0 0 100

5. Do you have opportunities at work to learn and grow? 0 0 0 20 80

6. Do you feel company treat equally to all employees? 0 5 5 20 70

7. Do you feel that your colleagues are supportive? 0 0 5 0 95

8. Doyou feel that your managers are helpful? 0 5 5 10 80

9. Do you feel that your supervisors guide you when you

needed? 0 10 10 0 80

10. Are you member of small group activities (SGA)? 0 30 20 50 0

11. Do u feel that rewards/recognition given in SGA are fair to

all SGA’s groups? 0 20 30 20 30

12. How many improvements is contributed by you

yearly? 4 to 6 kaizens

13. Do you think KAIZEN is a part of employee involvement? 60 20 5 5 10

14. Do you think quality circle tools are problem solving tools? 0 0 5 15 80

15. Do you feel company really take initiatives regarding

16. Do you feel that KAIZEN is necessary for the growth of the

KAIZEN? 0 10 0 10 80

0 0 10 5 85

17. Do you feel that S.G.A encourages towards new

ideas?

18. Do you feel that your ideas are implemented in your organization ? 0 20 0 70 10


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Sr no. Questions strongly disagree neither agree agree strongly

Disagree nor disagree agree

19. Do you feel that your participation appreciated/recognized

by company? 0 5 0

11 85

20. Do you feel that there is sufficient arrangement in an

orgnazition for dealing with employees problem? 0 20 0 80 0

2. 21. Do you feel, managers or supervisiors think that

employees problem as their own? 0 40 0 50 10

22. Do you feel that new ideas and initiatives improve your

product and services? 0 5 0 5 90

23. Do you feel about your positional responsibility? 0 0 0 18 82

24. Do you feel that your jobs are challenging and exciting? 0 0 0 5 95

25 Do you feel proud to work for TATA STEEL? 0 0 5 5 90

26. If you are offered high salaried job and facilities in another

organization, will you accept it? 90 5 0 5 0

27. Do you feel your managers provide you proper training

according to your job? 0 15 5 70 10

28. Do you feel your manager gives you formal

feedback on your performance? 0 15 5 70 10

29. Do you feel your manager regularly coaches you on 5 15 15 65

improving your performance? 0 15 5 65 15

30. Do you understand what company expected from you and

your work? 0 0 0 5 95

31. Do you feel that there are promotion in right time? 0 10 0 75 15

32. Do you aware of promotion policy? 0 40 0 60 0

33. Do you feel that you come under extra standard force? 98 0 0 2 0

“TABULATION and INTERPRETATION”

Employee Profile.

20%

35%

30%

15%

25-35 years36-45 years46-55 years56-above

% of respondent.

About 20% of employees comes under 25-35 years of age group, Where as 35% comes under 36-45 years of category, 30% under 46-55 years category,& 15% comes under 56 & above.


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35%

35%

25%

5%

Qualification

non metricmetricintermediategraduate

In this 35% of employees are non- metric, 35% have done only metric, where as 25% are intermediate, and only 15 % are graduate ..


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35%

10%25%

30%

Designation

operatorauto- electricianoverman/supervisorexplosive carrier/general ma-jdoor/greaser helper

30% of employees are operator, where as only 10% are auto electrician, 25% are over man and supervisor and 35% includes explosive carrier, general majdoor, and greaser helper.


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20%

25%

35%

20%

Year of Service

less than 1516-25 years26-35 years36-45 years

As far as year of service is considered about 20% comes under less than 15 years, 25% comes under


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16-25 years, 35% comes under 26-35 years, 20% comes under 36-45 years.

QUESTIONNAIRE

1) Are you clearly aware of your role in this organization?

11%

89%

Strongly disagreeDisagreeneither agree nor disagreeAgreeStrongly agree

About = 100% of employees aware of their role in TATA STEEL. It means every employees of TATA STEEL aware about their job what they have to do actually.


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2 .Does the mission/purpose of your company make you feel that your job is important?

18%

82%

strongly disagreedisagreeneithe agree nor disagreeagreestrongly agree

About = 100% of employees feel that according to mission and purpose of the company, their job is important for the company as well as for themselves.


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3) Do you feel the organization’s problem as your own?


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3%

97%

strongly disagreedisagreeneither agree nor disagreeagreestrongly agree

About=100% of employees feel that organization’s problem as their own. This shows that every employees of this organization is fully dedicated and loyal to the company.


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4) Do you feel your organization will grow in future?


About 100% of employees feel that organization will grow in future. It means every employees work without any tension.


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5) Do you have opportunities at work to learn and grow?

20%

80%


About= 100% of employees think that they have opportunities at work to learn and grow. It means company help their employees to learn and grow in future for self development.

6) Do you feel company treat equally to all employees?

20%

5%

5%

70%



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About= 70% of employees feel that company treat equally to all employees.where as = 20% of employees feel that company do biasness among skilled and non skilled employees. And treat good to those employees who are concern with union.

7) Do you feel that your colleagues are supportive?5%

95%


About 95% of employees feel that their colleagues are supportive and 5% are neither agree nor disagree.


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8) Do you feel that your managers are helpful?

5%5%

10%

80%


About = 80% of employees feel that managers are helpful and 10% of employees feel that managers are not helpful. It means maximum employees have healthy relationship with managers.


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9) Do you feel that your supervisors guide you when

you needed?

10%

10%

80%


About 80% of employees feel that their supervisors or superiors guide them when they needed. And 10% of employees feel that they are not good guide. They can work with their own mind. They don’t need any help from supervisors and superiors.


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10) Are you member of small group activities (SGA)?

30%

20%

50%


About 50% of employees are member of Small Group Activity (SGA) whereas 30% are disagree and 20% are neither agree nor disagree. It means 50% of employees do not know about small group activity.

11) Do u feel that rewards/recognition given in SGA are fair to all SGA’s groups?

20%

30%

20%

30%



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About 30% of employees feel that rewards/recognition given in SGA are fair to all SGA’s group. Remaining 70% of employees are not aware about this activity according to (q.no 10), so they are disagree or neither agree nor disagree.

12) How many improvements(KAIZEN) is contributed by you yearly?

5%

10%

25%

25%

5%

30%

246-Jan8more than thesenil

5% of employees give 2 suggestions yearly. 10% gives 4, 25% gives 6,again 25% gives 8, 5% gives more than these. and 30% gives no idea. It means 70%of employees are of creative mind and rest 30% are busy in their job not any extra activity.


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13) Do you think KAIZEN is a part of employee

involvement?

60%20%

5%

5%

10%


About 60% of employees don’t think that Kaizen is a part of involvement. And 20% think it is the part of involvement. It means 80% of employees give importance to Kaizen where as rest 20% think it is unnecessary thing.


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14) Do you think quality circle tools are problem solving tools?

5%

15%

80%


About 80% of employees think quality circle tools are problem solving tools where as 5% of employees neither agree nor disagree. 85% wants their workplace good.


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15) Do you feel company really take initiatives regarding KAIZEN?

10%

10%

80%


About 80% of employees feel company really take initiatives regarding Kaizen. Where as 10% of employees are disagree with this statement. It means their suggestions are not so good but employees don’t feel so.


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16) Do you feel that KAIZEN is necessary for the growth of the organization?

20%

10%

70%


About 70% of employees feel that Kaizen is necessary for the growth of the organization. Where as 20% of employees feel that it is not necessary. It means employee involvement is necessary for the growth of the organization.


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17) Do you feel that S.G.A encourages towards new ideas?

5%

25%

30%

40% strongly disagreedisagreeneither agree nor disagreeagreestrongly agree

About 70% of employees feel that SGA encourages new ideas and rest 30% are disagree or neither agree nor disagree. It means 30% of employees believe that ideas are repeated after some interval.


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18) Do you feel that your ideas are implemented in your organization?

20%

70%

10%


About 80% of employees feel that their ideas are implemented in the organization. Whereas 20% of employees disagree with this statement. It means their ideas are not worth or make any changes in the company.


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19) Do you feel that your participation appreciated/recognized by company?

5%

10%

85%


About 85% of employees feel that their participation appreciated/recognized by company and rest 10% of employees are disagree with this statement. It means 5% think that they need more appreciation/recognition according to their work.


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20) Do you feel that there is sufficient arrangement in an organization for dealing with employees problem?

20; 20%

80; 80%

strongly disagree disagree neither agree nor disagreeagree stronglyagree

About 80% of employees feel that there is sufficient arrangement in an organization for dealing with employees problem. Whereas 30% are disagree. Because 20% of employees expect from the company that company should deal with employees family problem also.


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21) Do you feel, managers or supervisors think that employees problem as their own?

40%

50%

10%


About 50% of employees feel managers or supervisors think that their problem as their own. Whereas 40% of employees disagree with this statement. Because 10% think that own problem is own. Employees must know how to tackle with those problems.


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22) Do you feel that new ideas and initiatives improve your product and services?

5% 5%

90%

strongly disagreedisagreeneither agree neither disagreeagreestrongly agree

About 90% feel that new ideas and initiatives improve product and service. Whereas 5% of employees disagree with this statement. Because


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5% of employees don’t know about changes occur in the company.

23) Do you feel about your positional responsibility?

10%

90%


About 100% of employees feel about their positional responsibility. They believe that their responsibility is


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to work with honest for the company. And work without any damage or loss for the company.

24) Do you feel that your jobs are challenging and exciting?

5%

95%



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About 100% of employees feel that their jobs are challenging and exciting. Because maximum employees deal with heavy earth moving machines( HEMM).

25) Do you feel proud to work for TATA STEEL?


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5%5%

90%


About 95% of employees feel proud to work for TATA STEEL. And rest 5% of employees neither agree nor disagree. Because age group who is less than 15 years expect more facilities from company.


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26) If you are offered high salaried job and facilities in

another organization, will you accept it?

90%

5%5%


About 95% of employees disagree if they are offered high salaried job and facilities in other organization, they will not accept it. Only 5% agree, they will accept it because they are not satisfied with their salary and facilities. May be brand name doesn’t matter for those 5% employees. Salary matters them more.


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27) Do you feel your managers provide you proper training according to your job?

15%

5%

70%

10%


About (70%+10%) =80% of employees feel that managers provide proper training according to their job. Whereas (15%+5%) =20% of employees disagree with this statement. Because some of the jobs can be done without training also according to managers. But according to employees training should be imparted to them.


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28) Do you feel your manager gives you formal

feedback on your performance?

15%

5%

70%

10%


About 80%of employees feel manager gives formal feedback on their performance. And 15% disagree, 5% neither agree nor disagree. It means 20% did not get formal feedback, they think that managers are busy with their own work.


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29) Do you feel your manager regularly coaches you

on improving your performance?

About 80% of employees agree that managers regularly coaches you on improving their performance. Whereas 15% disagree and 5% neither agree nor disagree. It means 20% of employees are disagree with this statement. Because these 20% wants that manager come to them and meet personally or coach them.

30) Do you understand what company expected from you and your work?


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15%

5%

65%

15%


5%

95%

strongly disagreedisagreeneuther agree nor disagreeagreestrongly agree

About (5%+95%) =100% of employees understand what company expected from them and their work. 100% of employees answer is company wants production, work on time and Maintain discipline at workplace.

31) Do you feel that there are promotion in right time?


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10%

75%

15%


About 90% of employees feel that there are promotion in right time. Whereas10% disagree with this statement. Because they feel that promotion takes place very rare and need some source to take promotion.

32) Do you aware of promotion policy?


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40%

60%

strongly disareedisagreeneither agree nor disagreeagreestrongly agree

About 60% of employees aware of promotion policy, whereas 40% of employees are not aware of promotion policy.


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a. Do you feel that you come under extra standard force (SURPLUS)?

98%

2%


About 98% of employees strongly disagree that they come under extra standard force. Only 2% of employees agree they come under extra standard force.

33) What is that you like in TATA STEEL?A Case study on “Employee Engagement” in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department.

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Service. Discipline. System of work. Company Code of Conduct. Administration. Rule and Regulation. Cleaning at workplace. Salary. Goodwill. Policy. Growth of the company.

34) What is that you don’t like in TATA STEEL? Higher rank officer don’t listen their problems. Medical facility. Medicine quality. Pressure of work. After entering to the department, lock in main

gate. Attendance stop. Canteen water. No bathroom facility in the canteen. Wage policy towards the unionized category

workmen.A Case study on “Employee Engagement” in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department.

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Local disturbance.

FINDINGS and CONCLUSION

On the basis of study, it can be concluded that the level of “Employee Engagement” is considerably high in the Q-ACD & central garage department of TATA STEEL in West Bokaro Division.

The degree of Employee Engagement in Q-ACD & Central Garage can be clearly understood by the help of following pie-


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chart

highly disengaged10%

disengaged15%

neither engaged nor disengaged

5%engaged

15%

highly engaged55%

To conclude, the data highlight certain strength and weakness of the Employee Engagement at Q-ACD & Central Garage Department of TATA STEEL in West Bokaro Division.

Almost everyone is feel proud to be associated with TATA STEEL and employees are aware of their role and well known about their responsibilities.

However there is a need to make little bit more efforts to those employees who are not engaged. This can be possible by keeping them involving in varios activities apart from their routine work.


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SUGGESTIONS AND RECOMMENDATIONS.

Supervisors and Managers should meet at regular intervals with the employees to discuss about the improvement in the company, at work place and in their living of standard, family problems etc.

Gap between managers and the employees should be reduced by raising the level of engagement. For example: by conducting extra co-curricular activities like social and cultural programs.

Very least employees feel that their ideas or work can’t be recognized/ appreciated. So encourage them by making them feel that their ideas as well as they are important for the company.

Create good and healthy environment at work place and increase the environment.

Some of the employees find their job boring and monotonous. Encourage them to take part in extra co curricular activities.

Many of the employees want this changes to large extent:

Surrounding village must be grow. Any type of death case occurs, dependent service

should be provided.


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Employees who got job on land basis, if any type of

death occurs, service should be provided to the dependent.

BIBLIOGRAPHY

Websites:1. http:/www.tatasteel.com/2. http:/www.tata.in/3. www.google.co.in

Books1. C.R Kothari- Research Methodology.2. Stephin Robbins- Organizational Behaviour.

Magazines:Annual report of TATA STEEL


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JRD Training Centre- library& information centre.


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