Académique Documents
Professionnel Documents
Culture Documents
PREPARED BY
MAHADEV RANA
PGDM (HR) GNITCM
Gr. Noida (up)
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 1
ACKNOWLEDGEMENT
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
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 2
It gives me great pleasure in presenting the project on,
Employee Engagement in TATA STEEL West Bokaro Division at QACD& 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 employees mind towards the
organization that they are satisfied with the company policies, aware of
their role as well as companys 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.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 3
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
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 4
CERTIFICATE
This 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)
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 5
Contents
Particulars
Chapter-1
1.1)
1.2)
1.3)
1.4)
1.5)
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) 10cs 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.
Chapter3
3.1) Research Methodology.
3.2) Universe.
3.3) Sample of the Study.
3.4) Method and Tools of Data Collection.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 6
Chapter4
4.1) Process of Data Analysis
Chapter5
5.1) Findings.
5.2) Conclusion.
5.3) Suggestions and Recommendations.
Chapter6
Appendix
6.1) Bibliography.
6.2) Questionnaire.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 7
Chapter-1
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 8
Established in 1907.
TATA STEEL is the worlds 6th largest steel company.
Existing annual crude steel capacity of 28 million tones.
Asias 1st integrated steel plant.
Indias largest integrated private sector steel company.
TATA STEEL worlds 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.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 9
2006
1994
1982
1972
Moderniza
1947
Becomes tion Pahse
a division II,
The
of Tata
produces
year
Steel.
0.9 mtpa
West
Moderniz
clean coal
Bokaro
at 17.5%
Came ation
Phase
I,
ash
into
Produces
being
0.4 mtpa
clean coal
at 18%
ash
Moderniza
tion Phase
III,
produces
1.4 mtpa
clean coal
at 17% ash
Produces
1.9 mtpa
clean coal
at 13%
ash
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 11
INTRODUCTION TO WEST BOKARO DIVISION
LOCATION OF WEST BOKARO DIVISION
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 12
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 indias 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.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 13
Drilling
Shovelling
Blasting
LLLOADIN
G
Despatch
Coal
beneficiation
DUMPING
Environmental
Measure
Earth Filling
Coal Crushing
Afforestation
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.
VALUES
Trusteeship.
Integrity.
Respect for the Individual.
Credibility.
Excellence
o
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 15
o TATA STEEL POLICIES and AWARDS.
TATA STEEL Follows Certain Policies.
1)
2)
3)
4)
5)
6)
7)
HR POLICY
Research Policy
Environmental Policy
Quality Policy
Corporate Social Responsibility
Affirmative Action Policy
Safety Principles and Occupational Health Policy.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 16
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 POLICY
1) 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.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 17
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
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 18
AWARDS AND RECOGNITION:
World Steel Dynamic has ranked Tata Steel as the worlds best
steel maker for two (consecutive years) in its annual listing in
February 2006.
Tata Steel has been conferred the Prime Minister of Indias Trophy
for the Best Integrated steel plants five times.
It has been awarded Asias 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
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 19
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 20
Function and Process of HR in WEST BOKARO
DIVISION.
2.
ACQUISATION
DEVELOPMENT
HR Functions in WEST
BOKARO DIVISION
4.
3.
MOTIVATION
MAINTENANCE
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 21
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
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 22
MAINTENANCE
Wage Agreement.
Discipline in the industry.
Safety.
Canteen Facility.
House Allotment.
Long Service Award.
Farewell Function.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 23
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 24
Human Resources
&
Industrial Relations
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 25
1912
1917
1920
1948
Factories Act
1919
1947
Industrial Disputes
Act
1920
1924
Workmens
Compensation Act
1920
1952
EPF Act
1989
1995
EPS
1915
1948
ESI Act
1934
1965
Bonus Act
Retiring gratuity
1937
1972
Payment of Gratuity
Act
1921
1961
Apprentices Act
Maternity Benefits
1928
1946
2003
2004
Supreme Court
directive
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 26
Chapter2
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 the
Organization 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.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 27
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 28
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 business
Context, 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.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 29
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 ones self image.
Engagement differs from job in as it is concerned more with
how 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 importance
has 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 a
basic need in connect with and contribute to something significant.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 30
Aspects of Employee Engagement
Three 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 organizations responsibility to create an
environment and culture
conducive to this partnership, and a win-win equation.
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 EngagementStudies have shown that there are some critical factors which lead to
Employee
engagement. Some of them identified are
Career DevelopmentOpportunities
for personal development
Career Development Effective
Management of talent
Leadership Companys
standards
of ethical behavior
E
N
FEELING
VALUED
AND
INVOLVED
G
A
G
Empowerment
Image
E
Performance Appraisal
Pay & benefits
N
COMMUNICATION
T
FAMILY FRIENDLINESS
Job satisfaction
CO-OPERATION
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 32
Empowerment
Employees 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.
Image
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 33
How 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 Treatment
The employee engagement levels would be high if their bosses (superiors)
provide equal opportunities for growth and advancement to all the
employees.
Performance appraisal
Fair evaluation of an employees 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.
Job Satisfaction
Only 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.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 34
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 Friendliness
A persons family life influences his wok life. When an employee realizes
that the organization is considering his familys benefits also, he will have
an emotional attachment with the organization which leads to engagement.
Co-operation
If 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.
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 companys clients, and thereby improves
customer satisfaction and service levels. It builds passion, commitment and
alignment with the organizations strategies and goals Increases
employees trust in the organization. Creates a sense of loyalty in a
competitive environment
Step I: Listen
The employer must listen to his employees and remember that this is a
continuous process. The information employees 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. Engaged
employees are much more likely to be satisfied in their positions, remain
with the company, be promoted, and strive for higher levels of
performance.
that would identify and measure elements of worker engagement most tide
to the bottom line. Things such as sales, growth, productivity and customer
loyalty 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?
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 Gallups 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.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 38
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 no
Relation 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 their
team 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
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 broadenand 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 observed
over the long haul. Their effects accumulate and compound overtime and
the adaptive benefits are evident from later, when people face new
challenges.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 39
The Gallup research has thus made a contribution in adding an additional
P to the 4 Ps 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 multiyear 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 a
direct result of customers satisfaction. Satisfaction is largely influenced by
the services provided to customers. Satisfied, loyal and productive
employees create value. Employees 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 few
have 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
employees perceptions of the quality of services and employee
engagement.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 40
Step IV: Taking action to improve employee engagement by acting
upon the
problem areas
Nothing is more discouraging to employees than to be asked for their
feedback and see
no 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.
Conclusion
Employee 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
recognize employees, more than any other variable, as powerful
contributors to a company's competitive position. Therefore
employee engagement should be a continuous process of learning,
improvement, measurement and action.
We would hence conclude that raising and maintaining employee
engagement lies in the
hands of an organization and requires a perfect blend of time, effort,
commitment and
investment to craft a successful endeavor.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 41
THE 10 CS OF EMPLOYEE ENGAGEMENT
How can leaders engage employees heads, hearts, and hands? the
literature offers several avenues for action; we summarize these as ten cs
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:
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.CONVEY
Leaders 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.CONGRATULATE
Survey show that, over and over, employees feel that they receive
immediate feedback when their performance is poor, or below
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 42
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.CONTRIBUTE
People want to know that their input matters and that they are contributing
to the organizations success in a meaningful way. in sum, good leaders
help people see and feel how they are contributing to the organizations
success and future.
7.CONTROL
Employees 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.COLLABORATE
Studies show that, when employees work in teams and have the trust and
cooperation of their team members, they outperform individuals and teams
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.CREDIBILITY
Leaders should strive to maintain a companys reputation and demonstrate
high ethical standards. People want to be proud of their jobs, their
performance, and their organization.
10.CONFIDENCE
Good 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
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 43
behind the lack of full engagement, strive to eliminate those reasons, and
implement behavioral strategies that will facilitate full engagement.
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
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 44
What is TOTAL QUALITY MANAGEMENT
CUSTOMER
FOCUS
LEADERSHIP
CONTINUOUS
IMPROVEMENT
AND
TOTAL
EMPLOYEE
PARTICIPATION
COMMUNICA
TION
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 45
TQM A System Approach
Objective
Effectiveness (fitness
for objectives)
Input
SYSTEM
Output
Efficiency= output/input
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 46
In TQM three levels of quality as competitive
advantage.
1st LEVEL is :- conformance to customers basic requirements
Customers basic
requirements
Customers
expressed
requirements
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 47
Quality management :- 1970s
3rd LEVEL is :- customer delight with unexpected new quality achieved
by meeting customers latent requirements
Customers latent
requirements
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 48
SGA System at TATA STEEL.
It follows calendar year(January-december).
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
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.
Hourly job.
Daily job.
Weekly job.
Monthly job.
Seasonal job.
Yearly job.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 49
Management for routine jobs at all levels
Jobs in front line operation.
Supervisors job.
Section managers job.
Department to Top Managers Job.
What include.
Management of regular/ routine/ transactional activity es.
Why include.
Maintain current levels of performance.
Gradual improvement.
How include.
Stable and predictable operations.
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.
PDCA
Plan , Do, Check, Act
PLAN
Set up objective/target
Do
Implement process.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 51
Check.
Check whether target achieved or not.
Act
Conduct immediate remedy
policy setting
Policy deployment.
DO:
policy implementation.
CHECK: evaluation of implementation
ACT :
act and feed forward the learning to next cycle.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 52
QUALITY CIRCLE
A 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.
MANAGERS ROLE.
a. Train
b. Encourage
c. Recognize.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 53
What is 5s?
Seiri
Sorting
Seition
Systematizing.
Seiso
Shining.
Skiketsu
Standardising.
Shitsuke
Self- Discipline.
Benefits of implementating 5s
Workplace becomes clean and better organized.
Shop floor and office operations become easier and safer.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 54
THEORY OF CONSTRAINTS.
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.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 56
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.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 57
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.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 58
filling up the questionnaire. In Q-ACD department, the researchers met
each and every participant personally in the shop floor.
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.
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.
asked a
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 60
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 semiquantative 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,
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 didnt 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 Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 61
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.
Age group
No:of respondent
2.
Qualification
No:of respondent
3.
Designation
25-35
36-45
20
46-55
35
non- metric
35
operator
metric
35
56-above
30
15
intermediate graduate
25
15
auto-electrician overman/
general
Supervisor
majdoor/
Explosive
Carrier
Greaser
Helper
No:of respondent
4.
Year of service
No:of respondent
35
Less than 15
20
10
15-25
25
25
30
25-35
35-45
35
20
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 62
QUESTIONS
Sr.no
Strongly
Disagree
neither agree
Disagree
1.
2.
11
89
15
85
4.
5.
6.
7.
8.
9.
10
10.
11.
0
0
97
100
20
70
95
10
80
20
20
80
20
10
30
0
50
30
20
80
0
30
4 to 6 kaizens
13.
60
14.
15.
16.
20
0
10
0
17.
agree
12.
strongly
nor disagree
3.
agree
15
10
10
10
80
80
85
18.
20
70
10
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 63
Questions
Sr no.
strongly
disagree
Disagree
19.
nor disagree
20
23.
24.
25
26.
15
15
80
50
10
90
18
82
95
0
5
90
70
10
70
10
30.
85
29.
11
28.
40
27.
agree
22.
strongly
2. 21.
agree
20.
neither agree
5
15
15
65
15
65
15
95
31.
10
75
15
32.
40
98
33.
60
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
0
0
Page 64
Employee Profile.
15%
20%
25-35 years
36-45 years
46-55 years
56-above
30%
35%
% of respondent.
Qualification
5%
35%
25%
non metric
metric
intermediate
graduate
35%
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 66
Designation
operator
30%
35%
auto- electrician
overman/supervisor
explosive carrier/general
majdoor/greaser helper
25%
10%
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 67
Year of Service
20%
20%
less than 15
16-25 years
26-35 years
36-45 years
25%
35%
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 68
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?
0%
0%
11% 0%
Strongly disagree
Disagree
neither agree nor disagree
Agree
Strongly agree
89%
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.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 69
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 70
3) Do you feel the organizations problem as your own?
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 71
3%
0%
0%
0%
strongly disagree
disagree
neither agree nor
disagree
agree
97%
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 72
strongly disagree
disagree
neither agree nor
disagree
agree
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 73
5) Do you have opportunities at work to learn and grow?
0% 0% 0%
strongly disagree
20%
disagree
neither agree nor
disagree
agree
strongly agree
80%
strongly disagree
20%
disagree
5%
5%
70%
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 74
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.
5%
0%
strongly disagree
disagree
neither agree nor
disagree
agree
95%
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 75
8) Do you feel that your managers are helpful?
0%
5%
strongly disagree
5%
10%
disagree
neither agree nor
disagree
agree
80%
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 76
9) Do you feel that your supervisors guide you when
you needed?
0%
strongly disagree
10%
10%
0%
disagree
neither agree nor
disagree
agree
80%
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 77
10)
disagree
neither agree nor
disagree
agree
20%
strongly agree
30%
strongly disagree
20%
disagree
neither agree nor
disagree
30%
20%
agree
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 78
About 30% of employees feel that rewards/recognition
given in SGA are fair to all SGAs 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%
2
30%
4
6-Jan
25%
8
more than these
5%
nil
25%
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 79
13) Do you think KAIZEN is a part of employee
involvement?
10%
5%
strongly disagree
5%
disagree
neither agree nor disagree
20%
60%
agree
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 80
14) Do you think quality circle tools are problem
solving tools?
0% 0%
5%
strongly disagree
15%
disagree
neither agree nor
disagree
agree
80%
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 81
0%
10%
strongly disagree
disagree
neither agree nor
disagree
agree
80%
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 82
70%
disagree
neither agree nor
disagree
agree
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 83
strongly disagree
25%
40%
disagree
neither agree nor
disagree
agree
30%
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 84
strongly disagree
disagree
neither agree nor disagree
agree
strongly agree
70%
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 85
0%
5%
10%
strongly disagree
disagree
neither agree nor disagree
agree
strongly agree
85%
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 86
0, 0%
20, 20%
0, 0%
80, 80%
strongly disagree
disagree
agree
stronglyagree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 87
10%
disagree
40%
neither agree nor
disagree
agree
50%
strongly agree
0%
0%
5%
5%
strongly disagree
disagree
neither agree neither
disagree
agree
90%
strongly agree
strongly disagree
disagree
neither agree nor
disagree
agree
90%
strongly agree
0%
5%
0%
strongly disagree
disagree
neither agree nor
disagree
agree
95%
strongly agree
employees deal with heavy earth moving machines(
HEMM).
5%
strongly disagree
disagree
neither agree nor
disagree
agree
90%
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 92
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.
0%
5%
strongly disagree
disagree
neither agree nor disagree
agree
strongly agree
90%
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 93
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 doesnt
matter for those 5% employees. Salary matters them
more.
strongly disagree
15%
5%
disagree
neither agree nor
disagree
agree
70%
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 94
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.
strongly disagree
15%
5%
disagree
neither agree nor
disagree
agree
strongly agree
70%
strongly disagree
15%
5%
disagree
neither agree nor
disagree
agree
65%
strongly agree
wants that manager come to them and meet
personally or coach them.
30) Do you understand what company expected from
you and your work?
0%
0%
5%
0%
strongly disagree
disagree
neuther agree nor
disagree
agree
95%
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 97
0%
strongly disagree
15%
10%
0%
disagree
neither agree nor
disagree
agree
75%
strongly agree
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 98
0%
strongly disaree
disagree
40%
neither agree nor
disagree
agree
60%
strongly agree
0%
0%
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 99
0%
2%
strongly disagree
disagree
neither agree nor
disagree
agree
strongly agree
98%
Service.
Discipline.
System of work.
Company Code of Conduct.
Administration.
Rule and Regulation.
Cleaning at workplace.
Salary.
Goodwill.
Policy.
Growth of the company.
Local disturbance.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 102
The degree of Employee Engagement in Q-ACD & Central
Garage can be clearly understood by the help of following piehighly disengaged
10%
disengaged
15%
neither engaged
nor disengaged
5%
highly engaged
55%
engaged
15%
chart
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.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 103
Any type of death case occurs, dependent service
should be provided.
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
Books
1. C.R Kothari- Research Methodology.
2. Stephin Robbins- Organizational Behaviour.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 105
Magazines:
Annual report of TATA STEEL
JRD Training Centre- library& information centre.
A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central
Garage Department.
Page 106