114
A SUMMER TRAINING PROJECT REPORT ON “EMPLOYEES SATISFACTION AND QUALITY OF WORK LIFE” AT TATA Steel Ltd. Jamshedpur Submitted in Partial fulfillment for the requirement for the award of post-graduate Degree of Master of Business Administration (2014-2016) Submitted By: KAVERI MITRA MODAK MBA 3 rd Semester Roll No – 140702530300036 Submitted To: 1

Employee Job Satisfaction

Embed Size (px)

DESCRIPTION

summer internship report

Citation preview

Page 1: Employee Job Satisfaction

A SUMMER TRAINING PROJECT REPORT

ON

“EMPLOYEES SATISFACTION AND QUALITY OF WORK LIFE”

AT

TATA Steel Ltd.

Jamshedpur

Submitted in Partial fulfillment for the requirement for the award of post-graduate

Degree ofMaster of Business Administration

(2014-2016)

Submitted By:

KAVERI MITRA MODAK

MBA 3rd Semester

Roll No – 140702530300036

Submitted To:

Acharya Vishnu GuptSubharti institute of Management & Commerce

Swami Vivekananda SubhartiUniversity,Meerut

1

Page 2: Employee Job Satisfaction

DECLARATION

This is to certify that summer project entitled “EMPLOYEES

SATISFACTION AND QUALITY OF WORK LIFE” Submitted to Acharya

Vishnu Gupt Subharti institute of Management & Commerce’ SVSU,

Meerut (UP) in the partial fulfillment of the requirement for the award

of Post Graduate Diploma in Management of MBA in session 2015-

2016 is an authentic record of my work carried during the summer

training at Tata Steel from 6th July 2015 to 8th August 2015

I declare that the work has not been submitted for the award of degree

or diploma anywhere else.

(Kaverimitramodak)

2

Page 3: Employee Job Satisfaction

ACKNOWLEDGEMENT

I cordially thank SWAMI VIVEKANAD SUBHARTI UNIVERSITY for giving

me the opportunity to undergo my project work.

I thank the principal for his full fledged support for having given me the

opportunity to study in this Institution.

I thank my Head of the Department of Management Studies for his inspiration and

providing me all the facilities to do my project work.

I would also like to thank our faculty guide who guided me throughout the project.

3

Page 4: Employee Job Satisfaction

INDEX

S.NO PARTICULAR PAGEPART I

INTRODUCTION 4 TO 6OBJECTIVE OF THE STUDY 7

1 COMPANY PROFILE 8 TO 101.1 HISTORY OF THE ORGINAZATION 11 TO 141.2 STRUCTURE OF THE ORGANIZATION 15 TO 161.3 PRODUCT & SERVICES 17 TO 181.4 SWOT ANALYSIS 19 TO 20

PART II

2 PROBLEM DEFINITION 21

3 OBJECTIVE 22 TO 253.1 VISSION, VALUES, MISSION 26 TO 273.2 QUALITY POLICIES, HR POLICIES 28 TO 293.3 SAFETY & HEALTH PRINCIPLE 30 TO 33

4 REVIEW OF LITERATURE 34 TO 36

5 HUMAN RESOURCE MANAGEMENT 37 TO 475.1 QUALITY OF LIFE 47 TO 515.2 MASLOW’S HIERACHY OF NEEDS 52 TO 576 RESEARCH MEHDOLOGY 58

7 DATA ANALYSIS AND INTERPREATITION 59 TO 76

8 CONCLUSION 77

9 FINDING &SUGGESTIONS 78 TO 79

10 BIBILOGRAPHY 80

11 ANNEXURE 81 TO 84

4

Page 5: Employee Job Satisfaction

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

5

Page 6: Employee Job Satisfaction

side of production was Robert Owen, and English Humanist. He took a genuine interest in the

welfare of the workers. But this magnetite was not supported by a major chunk of entrepreneurs.

A number of social scientist advocated their valuable theories towards the beginning of the 20 th

century. Abraham Maslow gave his “Hierarchy of needs” theory. McClelland’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.

6

Page 7: Employee Job Satisfaction

OBJECTIVES OF THE STUDY

This study program has got the following objectives:

To study the statutory and non-statutory welfare practices adopted by organization.

To study organizational culture and style.

To study the quality of work life provided by tata steel

7

Page 8: Employee Job Satisfaction

COMPANY PROFILE

TISCO, Tata Iron and Steel Company Limited, also called Tata Steel was envisioned

by the great patriot, JamshedjiNusserwanji 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

8

Page 9: Employee Job Satisfaction

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.

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 total revenue of Tata companies, taken together, was 67.4 billion USD (around Rs319,534crore) in 2009-10, with 57 per cent of this coming from business outside India. 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 395,000 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 Global Beverages 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. 

9

Page 10: Employee Job Satisfaction

Tata Consultancy Services (TCS) is an integrated software solutions provider with delivery centres in more than 18 countries. It ranked fifth overall, and topped the list for IT services, in Bloomberg Businessweek's 12th annual 'Tech 100', a ranking of the world's best performing tech companies. 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. 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 Global Beverages (formerly Tata Tea), with its major acquisitions like Tetley and Good Earth is at present the second largest global branded tea operation. 

10

Page 11: Employee Job Satisfaction

1.1 HISTORY OF THE ORGANIZATION

Established in 1907 by JamsetjiNusserwanji 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 6 th

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

11

Page 12: Employee Job Satisfaction

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

12

Page 13: Employee Job Satisfaction

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,

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

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

13

Page 14: Employee Job Satisfaction

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.147,329Crores (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.

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.

14

Page 15: Employee Job Satisfaction

1.2 STRUCTURE OF THE COMPANY

 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.

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.

15

Page 16: Employee Job Satisfaction

  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. 

16

Page 17: Employee Job Satisfaction

1.3PRODUCT AND SERVICES

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.

17

Direct supply chain 25 consignments agencies

21 stockyards

Wide network of distributors and retailers

15 external processing agents

Page 18: Employee Job Satisfaction

Players TATA SAIL JSW ESSARYear of

Establishment1907 1954 2003(1984) 1975

Products

Construction

Bars

Rods Cold rolled sheets and coils

Cold rolled sheets and coils

Hot rolled

sheets and coils

Pipes Hot rolled sheets and coils

Hot 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 coils

Iron ore pellets

Production

in million

tones

3.8 9.15 3.5 3.3

Percentage of

Production(%)9 22 8 8

18

Page 19: Employee Job Satisfaction

1.4 SWOT ANALYSIS

STRENGTH:

Strong brand name like Tata Steel & Corus Indian operation capable of meeting its own requirement Strong supply chain for raw material leading sales & distribution Low cost, high skilled labour.

WEAKNESS:

Low R & D Investment Unscientific mining method Technologically backward Low productivity

19

Page 20: Employee Job Satisfaction

OPPURTUNITY:

Unexplored rural markets Growing domestic market Growing global market Carbon trade High investment in infrastructure sector

THREATS:

Major player entering Indian market China set to become a net exporter High duties and taxes from the government Environmental concerns & laws Global slowdown

20

Page 21: Employee Job Satisfaction

2 PROBLEM DEFINITION

“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.

21

Page 22: Employee Job Satisfaction

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 labourmarket.

3 OBJECTIVE OF THE STUDY 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 turnover 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.

22

Page 23: Employee Job Satisfaction

Technical Innovations

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.

 

23

Page 24: Employee Job Satisfaction

Anticipating the need to become self-reliant in technology, Tata Steel took three steps during

2000-2005 that would help establish it as a leader in chosen technologies. The Company:

1. Formalised the continuous improvement and innovation process under the powerful

programme of ASPIRE.

2. Identified the key thrust areas of strategic technology development.

3. Established a sound mechanism for capturing new developments and filing them as

intellectual property.

MAKETING INNOVATION

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 favorable to its plants in Europe and Asia, in response to

current realities of the marketplace. Tata Steel has been working to enhance customer

satisfaction and relationships with existing clients. As opposed to competitors who split and

diversify, Tata Steel is focusing on positive markets by applying its resources to the core

business where they are most needed.

 The Steel Division had undertaken several new initiatives to ‘weather the storm’ in FY 09. The

automotive segment maintained its market leadership winning several accolades from renowned

Automobile companies. In the construction segment too, Tata Tiscon increased its share

24

Page 25: Employee Job Satisfaction

ofbusiness through innovative contracting and better availability of material. In order to spread

the customer base and get maximum leverage from the economic packages, special initiatives

were devoted to Government funded projects and the Railways.

The Singapore operations of NatSteel and the Xiamen operations engaged in efforts to align the

price-cost cycle to mitigate risks of price fluctuations. The Singapore operations reduced the

long-term sales contract from one and a half years to three months. 

 A focus area for Tata Steel European operations have been the continuous enhancement of

customer support in the automotive market. Strip products division continued its focus on further

development of steel grades with high strength coated steels with sophisticated coating

properties.

25

Page 26: Employee Job Satisfaction

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.

26

Page 27: Employee Job Satisfaction

VALUES Trusteeship

Integrity

Respect for the individual

Credibility

Excellence

MISSION

Consistent with the vision and values of the founder Jamsetji 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.

27

Page 28: Employee Job Satisfaction

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.

28

Page 29: Employee Job Satisfaction

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.

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.

29

Page 30: Employee Job Satisfaction

 

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.

30

Page 31: Employee Job Satisfaction

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.

31

Page 32: Employee Job Satisfaction

CORPORATE SOCIAL RESPONSIBILITY POLICY

Tata Steel believes that the primary purpose of the business is to improve the quality of

life of people.

Tata Steel will volunteer its resources to the extent it can reasonable afford, to sustain and

improve healthy and prosperous environment and to improve the quality of life of the people of

the area in which it operates.

Before we discuss at length about the company, we would lie to throw some light

on the Tata Group of companies in couple of years back.

The Tata Group

139 years old Strong brand equity

Group Revenue US $ 30.0 Billion

Total Sales 3.2% of India’s GDP

International Income 38% of Group revenue

India’s largest employer Over 289,500 employees in private sector.

TSL is one of the first ventures of Tata Group but it has many other successful

companies under its umbrella. Some of the notable Tata concerns are below.

Engineering’s Materials

Energy Chemicals

Consumer products Services

Communication and Information System

32

Page 33: Employee Job Satisfaction

Tata Motors Leading Auto Company in India in terms of revenues.

Tata Tea Largest integrated tea company in India.

Tata Power Largest power generating supplier in the private sector in

India.

Tata Chemicals One of the worlds largest producers of synthetic soda

ash.

Taj Largest hotel chain in India.

TCS Asia’s leading software services provider and the first Indian

software firm to extend sales of US $ 1000 Million.

Tata Communication Leading ILD telecommunication service provider in India.

33

Page 34: Employee Job Satisfaction

4, REVIEW OF LITERATURE

34

Page 35: Employee Job Satisfaction

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.

35

Page 36: Employee Job Satisfaction

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 labourmarket.

36

Page 37: Employee Job Satisfaction

5, Human Resource ManagementTata steel recognizes that its people are the primary source of its competitiveness

and is committed to equal employment opportunities for attracting the best available

talent and ensuring a cosmopolitan workforce.

TSL aims to pursue management practices designed to enrich the quality of life of

its employees, develop their potentials and maximize their productivity. It also aims at

ensuring transparency , fairness and equity in all its dealing with its employees.

TSL has been in pioneer in its HR policy over the years with the basic

underlying principle of sharing and caring and a sense of belonging amongst all

employees who are considered to be a part of TSL family.

The company has been known as a leader in introducing various HR practices

and setting benchmarks in the global as well as Indian industry .Some of these initiatives

include.

1920 Tata steel introduced initiatives like leave with pay 1952. And Workman’s

Accident Compensation Scheme (enforced by law in 1924).

Tata steel introduced eight(8) hour working time in 1912, much before such a system

was implemented by law even in most western countries.

Free medical aid was introduced in 1915 (enforced by law in 1948).

Maternity benefits were introduced by Tata steel in 1928 (implemented by law in

1946)

Profit sharing bonus was granted for the first time in India by Tata steel as early as

in 1934 (enforced by law in 1965).

A scheme of retiring gratuity was introduced by Tata steel in 1937 (enforced by law

in1972).

37

Page 38: Employee Job Satisfaction

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.

38

Page 39: Employee Job Satisfaction

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

39

Page 40: Employee Job Satisfaction

human resource functions/activities are the responsibility of the human resource department, the

actual management of human resources is the responsibility of all the managers in an

organization.

It is therefore necessary for all managers to understand and give due importance to the different

human resource policies and activities in the organization. Human Resource Management

outlines the importance of HRM and its different functions in an organization. It examines the

various HR processes that are concerned with attracting, managing, motivating and developing

employees for the benefit of the organization.

The book discusses the issues in human resource management in a changing environment and

suggests possible ways of leveraging and managing human resources. Changing trends in human

resource management have been explained using contemporary examples from Indian companies

Definition and concept of Quality of Work Life, Methods to Improve QWL, Flextime,

Flexiplace, Alternative Work Schedules, Part-time Employment, Compressed Work Week, Job

Enrichment, Job Rotation, Job Enlargement, Autonomous Work Groups / Self-managed Teams,

Socio-Technical Systems, Benefits of QWL Programs, Challenges in Implementing QWL

Programs.

Quality of work life (QWL) is viewed as an alternative to the control approach of managing

people. The QWL approach considers people as an ‘asset'to the organization rather than as

‘costs'. It believes that people perform better when they are allowed to participate in managing

their work and make decisions.

This approach motivates people by satisfying not only their economic needs but also their social

and psychological ones. To satisfy the new generation workforce, organizations need to

concentrate on job designs and organization of work. Further, today's workforce is realizing the

importance of relationships and is trying to strike a balance between career and personal lives.

40

Page 41: Employee Job Satisfaction

Successful organizations support and provide facilities to their people to help them to balance the

scales. In this process, organizations are coming up with new and innovative ideas to improve

the quality of work and quality of work life of every individual in the organization. Various

programs like flex time, alternative work schedules, compressed work weeks, telecommuting

etc., are being adopted by these organizations.

Technological advances further help organizations to implement these programs successfully.

Organizations are enjoying the fruits of implementing QWL programs in the form of increased

productivity, and an efficient, satisfied, and committed workforce which aims to achieve

organizational objectives. The future work world will also have more women entrepreneurs and

they will encourage and adopt QWL programs.

Human resources are the most valuable and unique assets of an organization. The successful

management of an organization's human resources is an exciting, dynamic and challenging task,

especially at a time when the world has become a global village and economies are in a state of

flux. The scarcity of talented resources and the growing expectations of the modern day worker

have further increased the complexity of the human resource function. Even though specific

human resource functions/activities are the responsibility of the human resource department, the

actual management of human resources is the responsibility of all the managers in an

organization.

It is therefore necessary for all managers to understand and give due importance to the different

human resource policies and activities in the organization. Human Resource Management

outlines the importance of HRM and its different functions in an organization. It examines the

various HR processes that are concerned with attracting, managing, motivating and developing

employees for the benefit of the organization.

The book discusses the issues in human resource management in a changing environment and

suggests possible ways of leveraging and managing human resources. Changing trends in human

41

Page 42: Employee Job Satisfaction

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.

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

42

Page 43: Employee Job Satisfaction

Training and Development:

e-learning facilities available on the companies internet which facilitated by

computer literacy training.

Computer based training packages and multimedia training materials.

Safety training received special attention based on the DuPont guidelines

identification of skill gaps ,there is a plan in place to introduce a technical

competency assessment system.

Faculty support.

Up skilling employees through process based ,on the job training and diploma

courses through premium engineering institutes.

Direct learning strengthening the leadership pipeline coupled with emerging needs

of growth projects across geographies.

Industrial Relations:

The welfare of the 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.

43

Page 44: Employee Job Satisfaction

Inclusive growth – sports days ,social events ,contents for children, education opportunities ,celebrating festivals together.

Joda East Iron Mines, Processing Plant

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

44

Page 45: Employee Job Satisfaction

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 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

45

Page 46: Employee Job Satisfaction

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 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.

46

Page 47: Employee Job Satisfaction

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.

5.1, 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

47

Page 48: Employee Job Satisfaction

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

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

48

Page 49: Employee Job Satisfaction

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 include 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 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].

49

Page 50: Employee Job Satisfaction

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.

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

50

Page 51: Employee Job Satisfaction

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.

51

Page 52: Employee Job Satisfaction

7.2, 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:

52

Page 53: Employee Job Satisfaction

Maslow's Hierarchy of Needs

Self-Actualization

Esteem Needs

Social Needs

Safety Needs

Physiological Needs

Physiological Needs

Physiological needs are those required to sustain life, such as:

air

water

nourishment

sleep

According to Maslow's theory, if such needs are not satisfied then one's 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

53

Page 54: Employee Job Satisfaction

Once physiological needs are met, one's attention turns to safety and security in order to be

free from the threat of physical and emotional harm. Such needs might be fulfilled by:

Living in a safe area

Medical insurance

Job security

Financial reserves

According to Maslow's hierarchy, if a person feels that he or she is in harm's way, higher

needs will not receive much attention.

Social Needs

Once a person has met the lower level physiological and safety needs, higher level needs

become important, the first of which are social needs. Social needs are those related to

interaction with other people and may include:

Need for friends

Need for belonging

Need to give and receive love

Esteem

Once a person feels a sense of "belonging", the need to feel important arises. Esteem

needs may be classified as internal or external. Internal esteem needs are those related to self-

esteem such as self respect and achievement. External esteem needs are those such as social

status and recognition. Some esteem needs are:

Self-respect

Achievement

Attention

54

Page 55: Employee Job Satisfaction

Recognition

Reputation

Maslow later refined his model to include a level between esteem needs and self-actualization: the need for knowledge and aesthetics.

Self-Actualization

Self-actualization is the summit of Maslow's hierarchy of needs. It is the quest of

reaching one's full potential as a person. Unlike lower level needs, this need is never fully

satisfied; as one grows psychologically there are always new opportunities to continue to grow.

Self-actualized people tend to have needs such as:

Truth

Justice

Wisdom

Meaning

Self-actualized persons have frequent occurrences of peak experiences, which are

energized moments of profound happiness and harmony. According to Maslow, only a small

percentage of the population reaches the level of self-actualization.

Implications for Management

If Maslow's theory holds, there are some important implications for management. There

are opportunities to motivate employees through management style, job design, company events,

and compensation packages, some examples of which follow:

55

Page 56: Employee Job Satisfaction

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.

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.

56

Page 57: Employee Job Satisfaction

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.

57

Page 58: Employee Job Satisfaction

5, 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

Sources of data:

Primary data : The data was collected using an appropriate questionnaire.

Secondary data : Internet, books

Type of study : Exploratory & Descriptive

58

Page 59: Employee Job Satisfaction

6,DATA ANALYSIS & INTERPRETATION

ANALYSIS AND INTERPRETATION

The project report is prepared by surveying on a 50 number of sample size 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)

59

Page 60: Employee Job Satisfaction

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

1. Are you satisfied with the accommodation facility, provided by the company ?

60

Page 61: Employee Job Satisfaction

PERCENTAGE

SATISFIEDNOT SATISFIED

80%are satisfied in 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. Theemployees of TSL, Joda are satisfied with the accommodation facility provided by the company.

2. Are you satisfied with the health care facility?

61

Page 62: Employee Job Satisfaction

PERCENTAGE

SATISFIEDNOT SATISFIED

68% are satisfied in the 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.

3.Are you feeling secure about your job?

62

Page 63: Employee Job Satisfaction

This is another factor of motivational theory. 72% are 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.

PERCENTAGE

SECUREDNOT SECURED

4.Are you satisfied with the educational facilities available at Joda for your children ?

63

Page 64: Employee Job Satisfaction

PERCENTAGE

SATISFIEDNOT SATISFIED

88% are satisfied with the education 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, SaraswatiSishuMandir, Women’s College, etc. The school at Joda is an ordinary one, and they want that the company should provide a standard schooling facility.

5.Does the company provides you the standard safety appliances?

64

Page 65: Employee Job Satisfaction

PERCENTAGE

YESNO

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.

6. Are you feeling safe at your work place with the safety standards maintained at present ?

65

Page 66: Employee Job Satisfaction

PERCENTAGE

YESNO

The company provides 60% 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.

7.Are you satisfied with your team members at your work place ?

66

Page 67: Employee Job Satisfaction

PERCENTAGE

SATISFIEDNOT SATISFIED

65% team work exaggerates the morale of the employees and they putsheir 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.

8.Are you satisfied with the training and development programs which are provided by the company ?

67

Page 68: Employee Job Satisfaction

PERCENTAGE

SATISFIEDNOT SATISFIED

80% are satisfied in 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.

9. Are you satisfied with the welfare facilities which are provided to you at the working area ? (eg. Canteen, AC’S ,Etc.)

78% 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

68

Page 69: Employee Job Satisfaction

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.

PERCENTAGE

SATISFIEDNOT SATISFIED

10. Are you satisfied with your salary package?

69

Page 70: Employee Job Satisfaction

PERCENTAGE

SATISFIEDNOT SATISFIED

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.

11. Does the company co-operates and helps you at any emergency time ?

70

Page 71: Employee Job Satisfaction

PERCENTAGE

YESNO

82% 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.

12. Do you get recognition for your individual/group performance?

71

Page 72: Employee Job Satisfaction

PERCENTAGE

YESNO

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.

13. Are you associated with any social activity ?If yes then, what is that ?

72

Page 73: Employee Job Satisfaction

PERCENTAGE

YESNO

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.

73

Page 74: Employee Job Satisfaction

14. Are you maintaining your family comfortably with the salary you have ?

PERCENTAGE

YESNO

All the employees of survey said 88% 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.

15. Which one you possess in life style?

74

Page 75: Employee Job Satisfaction

PERCENTAGE

OWN HOUSEOWN CAROWN LAPTOP

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.

16. How much you spent and how much you save in a month?

75

Page 76: Employee Job Satisfaction

PERCENTAGE

SAVINGSSPEND

All the employees spent above Rs.5000 and saves according to their capacity starting from Rs1000 to Rs10,000.

76

Page 77: Employee Job Satisfaction

8, 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

77

Page 78: Employee Job Satisfaction

9, 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 Jodadivision . And school bus

for school going children. English medium and minimum upto 10th 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.

78

Page 79: Employee Job Satisfaction

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.

79

Page 80: Employee Job Satisfaction

10,BIBLIOGRAPHY

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 Digest1: 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.

www.tatasteel.com

www.docstoc.com › Education › MBA

www. tata communications.com

www. tatasteel .co.in

www.google.co.in

http://globeandmail.com

80

Page 81: Employee Job Satisfaction

11, ANNEXURE

QUESTIONNAIRE

1. Are you satisfied with the accommodation facility, provided by the company?

[ a] YES [ b] NO

2. Are you satisfied with the health care facility?

[a] YES [b]NO

3. Are you felling secure about your job?

[a]Secured [b] Not secured

81

Page 82: Employee Job Satisfaction

4. Are you satisfied with the educational facilities available at Joda for your children?

[a] Satisfied [b] Not satisfied

5. Does the company provide you the standard safety appliances?

[a] yes [b] No

6. Are you felling safe at your work place with the safety standard maintained at present?

[a] yes [b] No

7. Are you satisfied with your team members at your work place ?

[a] YES [b]NO

8. Are you satisfied with the training and development programs which are provided

by the company ?

[a] Satisfied [b] Not satisfied

82

Page 83: Employee Job Satisfaction

9. Are you satisfied with the welfare facilities which are provided to you at the

working area ? (eg. Canteen, AC’S ,Etc.)

[a] Satisfied [b] Not satisfied

10. Are you satisfied with your salary package?

[a] Satisfied [b] Not satisfied

11. Does the company co-operates and helps you at any emergency time?

[a] YES [b] NO

12. Do you get recognition for your individual/group performance?

[a] Yes [b] No

13. Are you associated with any social activity?

[a] Yes [b] NO

14. Are you maintaining your family comfortably with the salary you have?

[a] Yes [b] No

83

Page 84: Employee Job Satisfaction

15. Which one you possess in life style?

[a] own house [b] own car [c] own laptop

16. How much you spend and how much you save in a month?

[a] Saving [b] Spend

84