“Execution Guidelines for Job Rotation Program for Engineering,

Procurement & Large Projects”

Summer Training Report

Submitted in Partial Fulfillment of the requirements for

the Master of Business Administration

(MBA)

Submitted To: Submitted By:

Mr. Saurabh kr. Srivastava Shweta Dwivedi

Asst. Professor Roll No. -1710670094

S.M.S. Collage Varanasi

1
DECLARATION

I, SHWETA DWIVEDIRoll No. MBA/05/094 Student of School of Management sciences

Varanasi, AKTU, hereby declare that the project report on “EXECUTION GUIDELINES

FOR JOB ROTATION PROGRAM FOR ENGINEERING, PROCUREMENT &

LARGE PROJECTS” is an original and authenticated work done by me.

I further declare that it has not been submitted elsewhere by any other person in any of the

institutes for the award of any degree or diploma.

SHWETA DWIVEDI

Date: 18/06/018

2
ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the successful completion of any task would be

incomplete without he mention of the people who made it possible and whose constant

guidance and encouragement heads all efforts with success.

I extend my gratitude to Mr. Rajeev Pathak who gave the valuable time to answer my queries.

I am deeply indebted to him, without his help this report would not have been a possibility.

Also my gratitude to all my colleagues at my institute for their valuable advice and moral

support during my Project report.

Thanking you.

3
CONTENT

Sno. Topics Page no.

1 Abstract 6

2 Introduction 5-10

3 Industry Overview 11-41

4 Company Profile 42-44

5 Job Rotation Program 45-50

6 Objective 51

7 Job Rotation benefits, Merits and Demerits 52-61

8 Frame Work 62-67

9 Literature Review 68-75

10 Research Methodology 76-80

11 Limitation 81

12 Data Analysis and Interpretation 82-92

13 Findings 93

14 Suggestions 94

15 Conclusions 95

16 Appendix 96-100

17 Bibliography 101

4
ABSTRACT

This project report attempts to examine the effects of job rotations and employees’

performances in the organization. It was mainly concerned with assessing, evaluating, and

ascertaining the overall impact of job rotation on productivity, improvement of skills, talents,

and correction of irregularities. The report reveals that; there is a significant and favorable

relationship between job rotation and an employee performance. That the skills and

knowledge acquired from a job rotation enhances productivity, and that job rotation assists

management in detecting and correcting wrongs. Based on these results, it is recommended

that job rotation should be practiced and management should build a viable and up-to-date

internal control system, and that employees found wanting in wrong acts should be punished

accordingly.

Job Rotation is a management approach where employees are shifted between two or more

assignments or jobs at regular intervals of time in order to expose them to all verticals of an

organization. It is a pre-planned approach with an objective to test the employee skills and

competencies in order to place him or her at the right place. In addition to it, it reduces the

monotony of the job and gives them a wider experience and helps them gain more insights.

Job rotation is a well-planned practice to reduce the boredom of doing same type of job every

day and explore the hidden potential of an employee. The process serves the purpose of both

the management and the employees. It helps management in discovering the talent of

employees and determining what he or she is best at. On the other hand, it gives an individual

a chance to explore his or her own interests and gain experience in different fields or

operations.

5
INTRODUCTION

The project is all about designing a job rotation policy for the organization TATA POWER

AND TATA POWERS SOLAR. The organization believes in developing its internal pool for

leadership roles in it. To achieve this, it is important for the officers to have exposure and

experience in diverse functions and roles across the organization.

This is applicable to all officers in the management stream in work levels of ME, MD, MC

and on the permanent rolls of Tata Powers and select group companies- CGPL, MPL, IEL,

TPTCL, TPREL, TPSSL, CTTL, PTL, and many other company which may be incorporated

in the future with applicability of Tata Power HR policies

Growth of professionals at various stages of career is driven by experience, learning &

practice of new concepts under diverse business situations. Organization is committed to

create & provide such opportunities to officers at different career stages aimed to build their

managerial & domain knowledge & expertise across core & adjacent functions within job

families. Width & depth of experience acquired & consolidated by individual officers over a

period of time leads to creating a talent pool which is ready to lead various aspects of

organization growth & operations.

In addition to class room & other conventional learning methods as means of capability

building, development by way of job rotation, job enrichment and coaching on the job are

important measures being pursued for accelerated learning & growth of the talent pool within

the organization.

6
This policy aims at creating avenues & opportunities for wider segments of officers to

pursue career & learning options as per their interest which also addresses the medium &

long term talent needs of the organization. The policy also targets at continuously upgrading

the knowledge & competencies of the talent pool to keep it at cutting edge of the

contemporary standards and at the forefront of technological developments

1. Job Rotation

Job Rotation involves systematic & planned movement of employees from one to the other

role with change in elements / location of the job. It presents an opportunity to perform

different jobs, which enriches skills, experience and ability to perform different jobs

Illustrations of Job Rotation:

a. Across locations, including same /similar role e.g.

i. Movement from EMD, Trombay to EMD, Maithon

ii. Transfer to international locations

b. From one department to another at the same location or at a different location

i. Customer Acquisition to Commercial and vice versa

ii. Transmission Lines to Transmission Automation or Performance Assurance

c. Within the function / department which entails a change in role, e.g.

i. Movement within EMD i.e. Boiler to BOP or vice versa

7
ii. Movement within Finance & Accounts i.e. from Accounts to Treasury & vice versa d. Any

significant addition to existing role due to organization redesign

2. Classification of job rotation

A. Planned rotation - Organization Initiated

B. Opportunity led - Employee Initiated [Internal Job Posting]

3. Eligibility

An officer must have spent a minimum of 3 years in a particular role to be eligible for Job

Rotation across functions / locations through IJPs and minimum 2 years in the role for

Planned Job Rotation within the function. However, administrative transfers contingent upon

organization requirement can be effected irrespective of minimum tenure in the role.

4. Channels of Job Rotation –

Job Rotation of an officer may take place through one of the following channels

8
a. Opportunities Within [OW]:

In case of an approved vacancy in a team, it's advertised through OW for awareness of all

concerned officers. Based on the interest of individual and subject to meeting eligibility

criteria individuals may apply against the OW Position. Selection against the position is

carried as per standard process and the outcome is shared with all concerned. Detailed

guidelines of OW are as below

i. Internal Job posting advertisement will mention the grade / work level of the position being

advertised. IJPs will be released for roles in Work Level MC, MD and ME.

ii. Subsequent to applications, the shortlisted candidates will be interacted by a panel

consisting of respective functional manager & concerned HR representative.

iii. All applicants will be communicated status / outcome of the selection by concerned

Business HR team. The closure of IJP will be communicated to the organization.

iv. Selected officer is deemed as released to new role on completion of 45 calendar days from

date of selection communication from hiring HR team

9
b. Job Rotation based on Organizational Requirement:

As per organization requirement / restructuring, officers may be identified for specific roles

as decided by the management. In such cases, an organization wide communication detailing

the movement will be released. While deciding such changes, the overall career path / growth

of the officer and impact of proposed change will be one of the key determinant of the

decision.

c. Planned Job Rotation within the function:

Officers in work level ME/MD, who have spent minimum 2 years in a particular role may be

considered for a job rotation / enrichment within the function based on business requirements

of the function. The concerned Head of Department, SBU Head and concerned Head -

Business HR will review the tenure of officers once a year and work out a plan for the

changes. Planning / execution of the changes must be carried in a manner to ensure business

continuity without disruption as well as to maximize the learning & professional growth of

the concerned officers.

5. Career Progression and Job Rotation In order to be considered for career

growth, it is desirable that officer gains exposure to diverse roles and varied work

environment adding to the overall capability and learning. Accordingly officers must be

encouraged by respective managers, HODs and SBU Heads to undertake diverse roles in

related areas. A series of successful assignments will lead to readiness of the officer for

higher levels of responsibility. If the selected officer is one grade lower than the grade of the

notified position, placement will be made in the current grade and (s)he will be considered for

promotion in the annual cycle based on eligibility & merits as per standard process

10
INDUSTRY OVERVIEW

Sector: Energy

Industry: Renewable Energy

Sub-Industry: Renewable Energy Equipment

“Tata Power Solar Systems Limited manufactures and distributes solar photo voltaic

products. The Company offers solar components for rural and urban markets. Tata

Power Solar Systems serves customers in India.”

11
Corporate Information

Address:78, Electronics City, PhaseI ,Hosur Road, Bangalore, India

Phone: 91-80-6777-2000

Fax: 91-80-6777-2252

Web url:www.tatapowersolar.com

Board Members

BOARD MEMBERSCOMPANY:Sowmyan RamakrishnanTata Projects Ltd

Key Executives

Anjan Ghosh: General Manager

Anil Patni: Deputy General Manager

12
TATA GROUP PROFILE

Founded by Jamsed ji Tata in 1868, the Tata group is a global enterprise headquartered in

India, comprising over 100 independent operating companies. The group operates in more

than 100 countries across six continents, with a mission 'To improve the quality of life of the

communities we serve globally, through long-term stakeholder value creation based on

Leadership with Trust'.

Tata Sons is the principal investment holding company and promoter of Tata companies.

Sixty-six percent of the equity share capital of Tata Sons is held by philanthropic trusts,

which support education, health, livelihood generation and art and culture. The revenue of

Tata companies, taken together, is ~$100 billion. These companies collectively employ over

695,000 people.

Each Tata company or enterprise operates independently under the guidance and supervision

of its own board of directors and shareholders. There are 29 publicly-listed Tata enterprises

with a combined market capitalisation (India) of about $144.79 billion (as on March 28,

2018). Tata companies with significant scale include Tata Steel, Tata Motors, Tata

Consultancy Services, Tata Power, Tata Chemicals, Tata Global Beverages, Tata

Teleservices, Titan, Tata Communications and Indian Hotels

13
14
Many Tata companies have achieved global leadership in their businesses. For instance, Tata

Communications is the No1 international wholesale voice provider and Tata Motors is among

the top ten commercial vehicle manufacturers in the world. Tata Steel is among the top 10

best steelmakers and TCS is the second-largest IT services company in the world by market

cap and profit. Tata Global Beverages is the second-largest tea company in the world and

Tata Chemicals is the world’s third-largest manufacturer of soda ash. Employing a diverse

workforce in their operations, Tata companies have made significant local investments in

different geographies.

With its pioneering and entrepreneurial spirit, the Tata group has spawned several industries

of national importance in India: steel, hydro-power, hospitality and airlines. The same spirit,

coupled with innovativeness, has been displayed by entities such as TCS, India’s first

software company, and Tata Motors, which made India’s first indigenously developed car,

the Tata Indica and the smart city car, the Tata Nano. Pursuit of excellence has similarly been

manifested in innovations like the SilentTrack technology developed by Tata Steel Europe

and the next-generation Terrain Response, including infrared laser scanning to predict terrain

and Wade Aid to predict water depth, by Jaguar Land Rover.

15
16
The Tata Trusts, majority shareholders of Tata Sons, have endowed institutions of science

and technology, medical research, social studies and the performing arts. The trusts also

provide aid and assistance to non-government organisations working in the areas of

education, healthcare and livelihoods. Tata companies themselves undertake a wide range of

social welfare activities, especially at the locations of their operations, as also deploy

sustainable business practices.

Going forward, Tata companies are building multinational businesses that seek to

differentiate themselves through customer-centricity, innovation, entrepreneurship,

trustworthiness and values-driven business operations, while balancing the interests of

diverse stakeholders including shareholders, employees and civil society.

TATA GROUP COMPANIES

The Tata group comprises over a 100 operating companies spread across six continents. Find

out more about key Tata companies and their operations

Communications & ITeS

 Nelco

 Tata ClassEdge

 Tata Communications

 Tata Consultancy Services

 Tata Elxsi

 Tata Teleservices

17
  Tata Teleservices (Maharashtra)

Consumer & Retail

 Infiniti Retail

 Inzpera Health sciences

 Landmark

 Tata AG

 Tata Global Beverages

 Tata Coffee

 Tata Sky

 Tata UniStore

 Titan Company&Trent

 Defence & Aerospace

 TAL Manufacturing Solutions

 TASEC

 Tata Advanced Materials

 Tata Advanced Systems

 Tata Technologies

18
Financial Services

 Tata AIA Life Insurance

 Tata AIG General Insurance

 Tata Asset Management

 Tata Capital

 Tata Investment Corporation

Manufacturing

 Indian Steel and Wire Products

 Jaguar Land Rover

 JAMIPOL

 Jamshedpur Continuous Annealing and Processing Company

 NatSteel Holdings

 Rallis India

 Tata Autocomp Systems

 Tata BlueScope Steel

 Tata Ceramics

 Tata Chemicals

 Tata Chemicals Europe

 Tata Chemicals Magadi

19
  Tata Chemicals North America

 Tata Cummins

 Tata Daewoo Commercial Vehicle Company

 Tata Hitachi Construction Machinery

 Tata International

 Tata Metaliks

 Tata Motors

 Tata Motors European Technical Centre

 Tata Petrodyne

 Tata Pigments

 Tata Sponge Iron

 Tata Steel

 Tata Steel Europe

 Tata Steel Processing and Distribution

 Tata Steel Thailand

 Tayo Rolls

 The Tinplate Company of India

Promoter companies

 Tata Industries

 Tata Sons

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Realty & Infrastructure

 Associated Building Company

 JUSCO

 Powerlinks Transmission

 Tata Consulting Engineers

 Tata Housing Development Company

 Tata Power

 Tata Power Delhi Distribution

 Tata Power Solar

 Tata Power Trading

 Tata Projects

 Tata Realty and Infrastructure

 TRF

 Voltas

Services

 Indian Hotels

 mjunction services

 Roots Corporation

 Taj Air

 Tata Africa Holdings

 Tata Business Excellence Group

 Tata Limited

21
  Tata International AG

 Tata NYK

 Tata Services

 Tata SIA Airlines (Vistara)

 Tata Strategic Management Group

 TKM Global Logistics

 TM International Logistics

22
Overview Tata Power is India’s largest integrated power company with a significant

international presence. The Company has an installed generation capacity of 10757 MW in

India and a presence in all the segments of power sector, viz Fuel & Logistics, Generation

(thermal, hydro, solar and wind), Transmission, Distribution and Trading.

It has successful public-private partnerships in Generation, Transmission and Distribution in

India namely “Tata Power Delhi Distribution Limited” with Delhi Government for

distribution in North Delhi, ‘Powerlinks Transmission Ltd.’ with Power Grid Corporation of

India Ltd. for evacuation of Power from Tata hydro plant in Bhutan to Delhi and ‘Maithon

Power Ltd.’ with Damodar Valley Corporation for a 1050 MW Mega Power Project at

Jharkhand. It is one of the largest renewable energy players in India and has developed the

country’s first 4000 MW Ultra Mega Power Project at Mundra (Gujarat) based on super-

critical technology. Tata Power has signed a Distribution Franchisee Agreement (DFA) with

Ajmer Vidyut Vitran Nigam Limited (AVVNL) and formed a Special Purpose Vehicle (SPV)

“TP Ajmer Distribution Limited” (TPADL), to cater to the power requirements of customers

in Ajmer for a period of 20 years

23
OUR VISION

To be the most admired and responsible Integrated Power Company with international

footprint, delivering sustainable value to all stakeholders

MISSION

To earn affection of customers by delivering superior experience and value, thereby making

them our ambassadors.

Driving competitiveness by operating our businesses at benchmark levels.

Executing projects safely with predictable benchmark quality, cost and time.

Growing profitably across the power value chain and allied areas, in focus geographies.

Being the lead adopter of technology with a spirit of pioneering and calculated risk taking.

Practicing ‘Leadership with Care’ by pursuing best practices on Care for our Environment,

Community, Customers, Shareholders, People and creating a culture that will reinforce our

values.

Enable employees and associates to achieve and unleash their full potential to deliver

outcomes in a sustainable way.

24
OUR VALUES

Our values are-SACRED to us

Safety:

Safety is a core value over which no business objective can have a higher priority

Agility:

Speed, Responsiveness and being Proactive, achieved through Collaboration and

Empowering Employees.

Care:

Care for Stakeholders - our Environment, Customers & Shareholders - both existing and

potential, our Community and our People (our employees and partners) .

Respect:

Treat all stakeholders with respect and dignity.

Ethics:

Achieve the most admired standards of Ethics, through Integrity and mutual Trust.

Diligence:

25
Do everything (set direction, deploy actions, analyse, review, planing and mitigate risks etc)

with a thoroughness that delivers quality and Excellence - in all areas, and especially in

Operations, Execution and Growth.

26
OUR JOURNEY

Tata Power’s journey over a century has been a fascinating saga of pioneering

initiatives; responsible business practices that have a minimal impact on the environment;

and initiating several socio-economic changes in our community.

In its quest to deliver sustainable energy, the Company is spreading its footprint

nationwide, setting new benchmarks for operational efficiencies, investing in global

resources and redefining paradigms.

Its focus on building lasting and trusting relationships with its customers, partners and

employees and the legacy of caring for its communities, remains the bedrock of its

continued sustainability. The Company aims to energise consumer lifestyles by providing

sustainable power. It hopes to inspire efficient use of energy and endeavour to educate our

customers, and the world, about the benefits of implementing energy conservation practices.

It is committed to developing its business in a way that adds value to its local

communities. Also, it aims to set higher benchmarks in terms of development standards,

and in the implementation of cutting-edge eco-friendly technologies and processes of

energy management.

27
INDIA’S LARGEST, MOST RELIABLE AND EFFICIENT,

INTEGRATED

Tata Power is India’s largest integrated power company with a significant international

presence. TheCompany has an installed generation capacity of 10757MW in India and a

presence in all these gments of power sector, viz Fuel & Logistics, Generation (thermal,

hydro, solar and wind), Transmission, Distribution and Trading.

It has successful public-private partnerships in Generation, Transmission and Distribution in

India namely “Tata Power Delhi Distribution Limited” with Delhi Government for

distribution in North Delhi, ‘Power links Transmission Ltd.’ With Power Grid Corporation of

India Ltd. For evacuation of Power from Tata hydro plant in Bhutan to Delhi and ‘Maithon

Power Ltd.’ With Damodar Valley Corporation for a 1050MW Mega Power Project at

Jharkhand. It is one of the largest renewable energy players in India and has developed the

country’s first 4000MW Ultra Mega Power Project at Mundra (Gujarat) based on super-

critical technology.

Tata Power has signed a Distribution Franchisee Agreement (DFA) with Ajmer Vidyut

Vitran Nigam Limited (AVVNL) and formed a Special Purpose Vehicle (SPV) “TP Ajmer

Distribution Limited (TPADL) ,to cater to the power requirements of customers in Ajmer for

a period of 20 years.

28
OUR INTERNATIONAL PRESENCE IN ENERGY SECTOR

Tata Power is looking to aggressively expand its global operations and has already made its

foray into some key developing segments and markets. Here is a glimpse of its

international portfolio:

Indonesia:

Coal reserves and developing a geothermal project

Tata Power has 30% stake in Indonesia’s leading coalcompany - PT Kaltim Prima Coal

(KPC) and has entered into an off take agreement with KPC.

SouthAfrica:

ExploringgrowthopportunitiesCennergi, has been established as a Joint Venture (JV) between

Tata Power and Exxaro Resources, a South Africa-based diversified resources company.

Based in South Africa, Cennergi will focus on the investigation of electricity generation

projects in South Africa, Botswana and Namibia. The initial project pipeline focuses on

renewable energy projects in South Africa and Cennergi’s strategy is to create a balanced

portfolio of generation assets. Cennergi Pty. Ltd. The Company’s JV in South Africa,

Cennergi Limited, achieved commercial operations of 134.4 MW Amakhala Emoyeni

Wind Farm. The commercial operations of95.17 MWTsitsikamma was also achieved.

29
Singapore:Coalsupply, shipping and tradingTata Power incorporated Trust Energy

Resources as a wholly owned subsidiary in Singapore. Trust Energy’sscope of business is to

securitise coal supply and the shipping of coal for Tata Power’s thermal power generation

operations. Its areas of business include ship owning/chartering and operating; investment in

coal mining assets/companies; and trading in coal.

Bhutan:Hydro presence: Tata Power has a JV with the Royal Government ofBhutan,

under which it has commissioned the126 MW Dagachhu Hydro Project with Druk Green

Power Company. Both units of 63 MW each have been commissioned in March 2015

and the plant is fully operational.

400 MW GeorgiaHydroProject
30
Tata Power, through its subsidiary Tata Power International Pte Ltd, has signed an

agreement with Clean Energy Invest AS (Clean Energy) and IFC InfraVentures (IFC) for

developing hydro projects in Georgia for sale of power primarily to Turkey. The hydro

projects will be of an aggregate capacity of 576

MW and would be developed in three phases. In June2013, the Company acquired 40%

shares in Adjaristsqali Netherlands BV, which is implementing hydro projects in Georgia

through its 100% subsidiary, Adjaristsqali Georgia LLC. The company has synchronised

of 186 MW Shuakhevi Hydro Project in Georgia . It has also completed feasibility

study of 115 MW Koromkheti project, other development activities are in progress for the

project including discussions on tariff with Government of Georgia.

LongPhu2PowerProject,Vietnam

The Company has executed a Memorandum of Understanding (MoU) in November

2013 with the Ministry of Industry and Trade, Government of Vietnam, for developing

the 1200 MW Long Phu 2 coal fired power project in Soc Trang Province of Vietnam on

Build, Own and Transfer basis. The Company successfully submitted the Detailed Project

Report as per the regulations in Vietnam in July 2014, in line with the timelines mentioned in

the MoU. The Company has also successfully carried out a coal logistics study for the said

project.

31
KEY MILESTONES

32
1915:Firsthydroelectricpowergeneratingstationcommissionedat

Khopoliwithaninstalledcapacityof40MW,whichwas subsequentlyupgradedto72MW.

1922:CommissionedanotherhydropowerstationatBhivpuriwith

aninstalledcapacityof40MW,subsequentlyupgradedto72MW.

1927:ThirdHydropowerstationof90MWcapacitycomesupatBhira,whichwassubsequentlyupg

radedto150MW.

1956:Tomeettheincreasingdemandofelectricity,amajorthermal

powerstationof62.5MWcapacityiscommissionedatTrombay.

1957and1960:Twomorethermalunitsofsimilarcapacityi.e.62.5MW,commissionedatTromba

y.

1965:Fourththermalunitof150MWcapacitycomesonlineatTrombay.

1984:India’sfirst500MWgeneratingunitwithmulti-fuelburning

capabilityiscommissionedatTrombay.

1990:Second500MWthermalunitcomesupatTrombay.

1994:Agas-based180MWcapacitycombinedcycleplantis commissionedtoprovidequick-

startcapacitytoTrombayThermal

Stationandtoensurereliableanduninterruptedsupplyforessential servicesinMumbai.

1996:The150MWPumpedStorageUnitatBhirawas

commissioned.67.5MWThermalPowerPlantatJojobera (Jharkhand)comesintoexistence.
33
2000:TheTataHydro-ElectricCo.Ltd.,TheAndhraValleyPower

SupplyCo.Ltd.,andtheTataPowerCo.Ltd.,areamalgamatedto becomeoneentity-

TheTataPowerCompanyLimited.120MW JojoberaUnit#2iscommissioned.

2001:81.3MWDieselGeneratorbasedplantsetupatBelgaum, Karnataka.

2003:TataPowerentersintoajointventurewithPowerGrid

CorporationofIndiaLtd.,todevelopa1200Kmlongtransmission

linetobringelectricityfromBhutantoDelhi.

2004:TataPowerfloatsawhollyownedsubsidiaryforthepower

tradingbusiness,knownasTataPowerTradingCo.Ltd.

2005:Unit#4of120MWcapacityatJojoberaiscommissioned.

2006&2007:TataPowercompletestheacquisitionof30%equityin

IndonesianCoalMines,PTKaltimPrimaCoal(KPC),andPTArutmin

Indonesia,aswellastradingcompaniesfromPTBumiResources.

MinistryofCoalhasallottedMandakiniCoalBlockinOrissajointlyto

TataPower,JindalPhotoandMonnetIspat;andTubedCoalBlockin

JharkhandwithHindalco.The50.4MWKhandkeWindFarmProjectis

completedin3rdquarterofFY08.

2008:Unit1of2x45MWPhaseofHaldiaProjectissynchronised

withthegrid.The250MW(Unit#8)expansionprojectatTrombayis commissioned.

2009:The120MWPowerHouse#6atTataSteelWorks,Jamshedpur

iscommissionedon27thAugust2009.

34
2010:The120MWUnit#5atJojoberaiscommissioned.

2011:3MWMulshiSolarPlantiscommissionedinMaharashtra

2011:Unit1ofthe1050MWMaithonJointVentureProjectwithDamodarValleyCorporationcom

missionedandstabilized.

2012:25MWMithapur(Gujarat)solarplantiscommissioned.

2012:1050MWMaithonPowerProjectiscommissioned.

2012:Acquires26%stakeinlargeminesatPTBaramultiSuksessaranaTbk(“BSSR”),Indonesia

2013:TataPowerhasimplementedthefirst4000MWUltraMega

PowerProjectofIndiaatMundra,Gujarat,basedonsupercritical

technology.All5Units(Units1,2,3,4and5)havebeen commissioned.

2014:TataPowerexitsfromIndonesiancoalminePTArutminIndonesia.

2014:Acquires39.2MWWindfarmnearDwarka,JamnagarinGujarat.

2014:Commissioned28.8MWSolarPowerProjectatPalaswadiinMaharashtra.

2014:CompletesCommissioningof32MWWindfarmprojectinMaharashtra.

2015:TataPower’sJoint-VentureMaithonPowerLimited(MPL)

CommencesflowofenergytoKeralaonaLongTermAgreement basis.

2016:TataPower’sJoint-Venturecommissions120MWItezhiTezhi

hydroPowerProjectinZambia.

35
TataPowerinnovateswithToshibaandCargill,todesignand

developIndia’sfirstPadmountSubstation.

TataPowercompletes100yearsofoperation.CennergiannouncesthecommencementofCommer

cial Operationsforits95MWTsitsikammaCommunityWindfarm (TCWF)WindFarmProject.

TataPowerarmsignsSharePurchaseAgreement(SPA)toacquireWelspunRenewablesEnergyPr

ivateLimited.

2017:TataPowerRenewableEnergycommissions100MWwind farminAndhraPradesh.

TataPowerexecutesDistributionFranchiseeAgreement(DFA)for

electricitydistributioninAjmerCity.

2018:TataPowermakesMumbaiElectricVehicleReady;setsup

strategicadditionalEVChargingstations.TataPowerRenewableEnergyLtd.commissions50M

Wsolarplant inKarnataka.

TheCompanyhaschartedoutaggressivegrowthplansfor multi-fold growth in the nextfive

years.

36
OTHER BUSINESSES

TATA POWER DELHIDISTRIBUTION LIMITED (TPDDL)

Tata Power Delhi Distribution Limited [TPDDL] is a joint venture between Tata Power and

the Government of NCT of Delhi with the majority stake being held by Tata Power (51%).

TPDDL distributes electricity in North & North West parts of Delhi and serves a populace of

6 million. The company started operations on July 1, 2002 post the unbundling of the

erstwhile Delhi Vidyut Board (DVB). With a registered consumer base of 1.44 million and a

peak load of around 1704 MW, the company's operations span across an area of 510 sq kms.

37
TATA POWER TRADING COMPANY LIMITED (TPTCL)

TPTCL is a wholly owned subsidiary of The Tata Power Company Limited. Tata Power

Trading has been at the forefront in shaping India's vibrant power trading market. With

access to Technical, Managerial and Financial resources of its parent company, it is uniquely

equipped to provide an unmatched range of services, customer care and complete payment

security for its customers, at the most competitive rates. As an extremely well knit

organization, it has domain expertise in all the segments of Power Trading whether it be

Marketing, Commercial or Operations, supported ably by the Finance, Legal and

Administrative functions.

38
TATA POWER SOLAR

Tata Power Solar: Founded in 1989, the company was originally formed as a joint venture

between Tata Group and British Petroleum Solar (BP Solar), is now a 100% subsidiary of

Tata Power. They operate in three distinct segments †“manufacturing of solar cells &

modules, EPC services for solar power projects and creating innovative solar products.

39
As one of the largest solar manufacturers in India, Tata Power Solar operates world-class

manufacturing unit in Bangalore, with a production capacity of 300 MW of modules and 180

MW of cells. They have shipped more than 840 MW of the world-class modules globally.

Tata Power Solar provides complete EPC solutions for solar power plants of kilowatt to

megawatt scale to utilities, industrial, commercial & residential markets. They deliver

customized solutions for sectors ranging from education and banking to healthcare and

telecommunications, along with specialized solutions for BIPV, hybrid systems, railways,

defence and offshore platforms. Having commissioned more than 250 MW of ground-mount

utility scale and 112 MW of rooftop and distributed generation projects across the country,

Tata Power Solar is the leading player in the solar EPC industry.The company has developed

innovative solar solutions for both urban and rural markets - these include the Dynamo range

of off-grid & on-grid rooftop solutions and Saawan solar water.

40
TATA POWER RENEWABLE ENERGY LIMITED

TPREL is a wholly owned subsidiary of Tata Power. TPREL is Tata Power's primary

investment vehicle for clean and MW, comprising 847 MW wind and 932 MW solar and 120

MW of waste heat recovery capacity located in the states of Maharashtra, Gujarat, Madhya

Pradesh, and Rajasthan. The company is also in the process of implementing nearly 400 MW

of renewable power projects at various locations. TPREL is seeking to grow its renewable

portfolio in India and in select international markets through organic and inorganic
41
opportunities. With the acquisition of Wels pun Renewable Energy Pvt. Ltd., and the project

pipeline, TPREL's portfolio grows to about 2.1 GW making it the largest Renewable Energy

Company in Indiarenewable energy based power generation capacity. TPREL's present

operating capacity is 1899

42
COMPANY PROFILE:-

“TATA POWER SOLAR SYSTEM LIMITED (TPSSL)”

Founded in 1989, Tata Power Solar Systems was originally formed as a joint venture between

the Tata group and British Petroleum Solar. It is now a 100 percent subsidiary of Tata Power.
43
The company operates in three distinct segments — manufacturing of solar cells and

modules, engineering, procurement and construction (EPC) services for solar power projects

and creating innovative solar products.

As one of the largest solar manufacturers in India, Tata Power Solar operates a world-class

manufacturing unit in Bangalore, with a production capacity of 300MW of modules and

180MW of cells. The company has shipped more than 840MW world-class modules globally.

AREAS OF BUSINESS

Tata Power Solar provides complete EPC solutions for solar power plants of kilowatt to

megawatt scale in the utilities, industrial, commercial and residential sectors. The company

delivers customised solutions for sectors ranging from education and banking to healthcare

and telecommunications, along with specialised solutions for BIPV, hybrid systems, railways,

defence and offshore platforms. Having commissioned more than 250MW of ground-

mounted utility scale projects and 112MW of rooftop and distributed generation projects

across the country, Tata Power Solar is the leading player in the solar EPC industry.

The company has developed innovative solar solutions for both urban and rural markets —

these include the Dynamo range of off-grid and on-grid rooftop solutions and Saawan solar

water pumps.

44
Location

The company's head office and manufacturing facilities are in Bangalore.

45
JOB ROTATION PROGRAM AT TATA POWER

SOLAR SYSTEM LIMITED (TPSSL)

46
“Execution Guidelines for Job Rotation Program for

Engineering, Procurement & Large Projects”

INTRODUCTION ABOUT JOB ROTATION.

47
Job rotation is an approach to management development where an individual is moved

through a schedule of assignments designed to give him or a breadth of exposure to the entire

operation.

Job rotation is also practiced to allow qualified employees to gain more insights into the

processes of a company, and to reduce boredom and increase job satisfaction through job

variation.

The term job rotation can also mean the scheduled exchange of persons in offices, especially

in public offices, prior to the end of incumbency or the legislative period. This has been

practiced by the German green party for some time but has been discontinued. At the senior

management levels, job rotation - frequently referred to as management rotation, is tightly

linked with succession planning - developing a pool of people capable of stepping into an

existing job. Here the goal is to provide learning experiences which facilitate changes in

thinking and perspective equivalent to the "horizon" of the level of the succession planning

THE NEED

All individuals think from time to time about the future, and want to feel a sense of direction

in their working lives. Some individuals want to ‘get on’ in conventional hierarchical terms.

Some individuals want other things from their careers, like the chance to do something new,

or the ability to combine more flexible work patterns with our other commitments and

interests.

48
In the current scenerio it is become all the more important in an EPC industry to have Job

Rotation as the employee at projects sites starts feel the pressure of emotional and

intellectual drain if they are at one role or site for long time and as a result the attrition rate

goes high from these these functions, the health of the employee deteriotes and eventually the

productivity of the organizatin as a whole goes down. Also the employees in Engineering and

Procurement department feels limited growth for themselves of the reason that they are

limited to one fucntion for long time and do not get exposure to other work areas.

We see a similar kind of trend with Tata Power Solar where employees at site and functions

like Engineering and Procurement feels the same and in various discussion forums it has

come out that the monotny of the Job in one fuction is touching the glass cealing. Employees

feels that what is there for them if they spend number of years in the same function.

Keeping in view the concerns with the employees in these functions, we have made the Job

Rotation program to improve movement between different tasks, at fixed periods of time or

as per need. We intend to roll out this program for the benefits not only the employees by

preventing medical issues, eliminating boredom and increasing job satisfaction but also the

management by improving organisation capability, increasing productivity, creating morale

and loyalty in workers and decreasing turnover rate.

Job Rotation For lower management levels job rotation has normally one of two purposes:

promotability or skill enhancement. In many cases senior managers seem unwilling to risk
49
instability in their units by moving qualified people from jobs where the lower level manager

is being successful and reflecting positively on the actions of the senior manager. Many

military jobs use the job rotation strategy to allow the soldiers to develop a wider range of

experiences, and an exposure to the different jobs of an occupation

THE MEANING

It is important to know the meaning of Job Rotation with purpose to implement. Job rotation

is the technique used by employers on their employees to rotate their assigned jobs

throughout their employment. Job Rotation is a management approach where employees are

shifted between two or more jobs at regular intervals of time in order to expose them to all

areas of an organization. Job rotation refers to a tool in which individual usually an

employee, is taken from one department to another over a period of years.

Job Rotation requires an employee to take an honest look at his or her career goals, skills,

needed knowledge, experience, and personal characteristics. Job Rotation requires the

employee to make a plan to obtain what is necessary in each of these areas to carry out his or

her career path.

An ‘effective’ career discussion is one that brings positive value to the individual – so

‘effectiveness’ is in the eye of the ‘receiver’. However, effective conversations benefit the

organization.

50
A ‘receiver’ is an individual employee getting career support through a conversation with

someone else.

A ‘giver’ is used as shorthand for the person they talk to.

Functional competencies describe the knowledge, skills and/or abilities required to fulfill

required job tasks, duties or responsibilities in a successful manner.

WHAT IS JOB ROTATION?

Job rotation involves the movement of employees through a range of jobs in order to

increase interest and motivation.

Job rotation can improve “multi-skilling” but also involves the need for greater training. In a

sense, job rotation is similar to job enlargement. This approach widens the activities of a

worker by switching him or her around a range of work.

For example, an administrative employee might spend part of the week looking after the

reception area of a business, dealing with customers and enquiries. Some time might then be

spent manning the company telephone switchboard and then inputting data onto a database.

Job rotation may offer the advantage of making it easier to cover for absent colleagues, but it

may also reduce' productivity as workers are initially unfamiliar with a new task.

WHY IS JOB ROTATION IMPORTANT?

51
Job rotation is seen as a possible solution to two significant challenges faced by business:

1) Skills shortages and skills gaps, and

2) Employee motivation

3) Skills shortages occur when there is a lack of skilled individuals in the workforce.

4) Skills gaps occur when there is a lack of skills in a company’s existing workforce which

may still be found in the labor force as a whole.

THE OBJECTIVE

To define and publish role based Job Rotation for key roles in Engineering, Procurement and

Large Projects Execution functions and thereby provide career avenues to top and high

performers with potential for long term continuity and high engagement within the

organization.

 To create enabling systems for individuals to pursue chosen career path

 To develop employees by giving them a platform to leverage their full potential

aligned with organizational requirements

 To express organization’s interest in investing in its potential talent to groom them for

future leadership and retain that talent

 Exposing employees to verticals important for them for their career progression.

52
  Developing a wider range of work experience for an individual to stay connected with

the organization emotionally and intellectually.

BENEFITS OF JOB ROTATION

• It provides the employees with opportunities to broaden the horizon of knowledge, skills,
and abilities by working in different departments, business units, functions, and countries.

• Identification of Knowledge, skills, and attitudes (KSAs) required

• It determines the areas where improvement is required

• Assessment of the employees who have the potential and caliber for filling the position Job
rotation.

WHEN TO USE IT

• To broaden an individual's knowledge of other functions and departments in the

organization.

• To prepare an individual for career advancement

. • To maximize an individual's exposure to customers by moving him or her into positions

that requires customer interaction

. • To motivate and challenge an individual who has been on a job for a long time.

HOW TO USE IT

• Link job rotation to the organization goals and individual learning needs.

• Establish expectations and learning goals with the individual before the job rotation

. • Check with the individual periodically to ensure expectations are being met.

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 • At the end of the job rotation, meet with the individual to discuss lessons learned, how
these lessons can be applied to the individuals current jobs

MERITS

• Improves participant’s job skills, job satisfaction.

• Provides valuable opportunities to network within the organization.

• Offers faster promotion and higher salaries to quick learners.

• Lateral transfers may be beneficial in rekindling enthusiasm and developing new talents.

DEMERITS

• Increased workload for participants.

• Constant job change may produce stress and anxiety.

• Mere multiplications of duties do not enrich the life of a trainee.

• Development costs may shoot up when trainees commit mistakes, handle tasks less

optimally.

BASIC BENEFITS OF JOB ROTATION

• It determines the areas where improvement is required.

• Assessment of the employees who have the potential and caliber for filling the position.

54
• It provides the employees with opportunities to broaden the horizon of knowledge, skills,

and abilities by working in different depts., business units, functions…

• Identification of Knowledge, skills, and attitudes (KSAs) of each employee required.

• Job rotation can lead directly to the accelerated development of new members of staff

. • Cross-functional job rotation can be a powerful way of developing organizational high-

fliers.

BENEFITS OF JOB ROTATION:

• Raises intrinsic reward potential of a job:

Job Rotation is likely to raise intrinsic reward potential of a job due to different skill and

abilities needed to perform it. A worker becomes a broader based versatile worker due to job

rotation. Management gets the benefit of job rotation because workers become competent in

several jobs rather than only in one job. Staff adjustment in different department is possible

easily due it the practice of job rotation.

• Beneficial to the organization:

Due to job rotation, the organization stands to gain because of the versatility of its employees

who develop skills due to job rotation. It develops a common culture because of wide and

common exposure to workers.

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• Worker becomes competent in several jobs:

Due to job rotation, workers know about a variety of jobs. It also facilitates personal growth

of employees and makes the workers more useful and valuable to the organization. The

organization stands to benefit as the workers become competent in several jobs. As and

result, the management gets employees who can perform a variety of tasks to meet

contingencies Improves inter- departmental co-operation: Periodical job rotation improves

inter-departmental co- operation. Employees understand each other’s problems properly and

this facilitates co- operation among them.

• Motivates employees:

Job rotation technique is used for motivating employees in the organizations. It is suggested

as a motivational strategy.

• Reduce Boredom:

Job rotation reduce boredom and disinterest among employees. Due to job rotation, a given

employee performs different jobs of more or less the same nature. The employee gets some

variety of work, workplace and peers.

• Develops wide skills among workers:

job rotation develops and wide range of skills among employees. It broadens knowledge and

skills of an employee. Personal worth of employee also improves.

56
Job rotation, unlike a typical management assignment, is a work change by mutual

agreement wherein the employee, who is generally not in the supervisory chain of the

position, takes on a new role for some period of time agreed to in advance by the parties. The

ideal situation for a job rotation is one that is cross-divisional or cross-departmental. It is not

intended to be a vehicle for promoting employees into a position. Successful assignments can

result in the following benefits:

• Improved retention of high

• Increased teamwork

• Greater innovation and creativity • Prevention of job boredom and burnout

• Improved employee understanding of college operations and strategic issues

• Increased learning capability of the organization

• Improved organizational communication

POLICY:

In its continuing efforts to improve the quality of the work environment, retain high

performers, and provide greater accountability and leadership opportunities for employees at

all levels, the college will facilitate approved job rotation assignments in related and

unrelated areas. Such assignments will provide educational and learning opportunities

designed to improve employee job performance and develop employee potential in current or

prospective positions consistent with the college’s mission and strategic initiatives.

57
Employees desiring a job rotation assignment will develop a plan for its execution. The

assignment will be contingent on the approval of the supervisor(s), including the department

head, of the department(s) affected. Job rotation assignments do not impact or change the

basic terms and conditions of employment and may be terminated for any reason, at any time,

by management. The parties to the job rotation assignment must agree to the Plan’s

conditions and terms prior to its effective date. Some of the factors to be considered are

workload, organizational priorities, existing talent, and budgetary constraints. Due to the

many variables associated with the design of a Job Rotation Plan, employees are encouraged

to consult with the Human Resources Office (HRD) regarding specific proposals utilizing the

following checklist

JOB ROTATION PLAN CHECK LIST

Employee’s performance in current job:

Solid performance in current job is important because the opportunity to learn new skills

through a job rotation assignment is predicated on the assumption that employees have

mastered the Skills required of their current position. Employees in a probationary status or at

less than a “meets” level of performance are not eligible to participate.

Documentation of employee’s current job tasks:

Has the employee documented current job processes and procedures in a manner that will

enable another employee to assume those tasks without undue loss of efficiency and customer

58
service? A Plan that fails to adequately address how the work will be accomplished in the

current position will result in an unfavorable decision.

Documentation of employee’s current job tasks:

Such as reassignment to a position that unexpectedly becomes vacant). Alternatively, the

employee may identify an opportunity for job rotation through exchanges utilizing existing

staff. Defining the plan includes how the work will be accomplished and by whom. It

precedes the next step—gaining acceptance for the plan.

Plan Approval:

Rotations that cross departments necessitate the support of management in both areas. Stating

the benefits to each and articulating in detail how the work will be accomplished without

significant loss of quality is critical to gaining acceptance of the Plan. All Plans must be

approved by HRD.

Job Rotation Budget Impact:

Check with HRD for input as needed. Salary adjustments may or may not be triggered by the

Job Rotation Plan depending on current responsibility, salary level, and the nature of the new

assignment.

Timing:

State when the proposed job rotation assignment will begin and end.

Performance Evaluation:
59
The employee will be evaluated by the gaining supervisor on performance at the completion

of the assignment. This evaluation will be included in the employee’s subsequent annual

performance evaluation.

Salary Adjustments:

Any salary adjustments made as a result of the job rotation will be reversed when the

affected employee(s) return to their prior duties. Annual performance evaluations and pay

increases tied to those evaluations will be applied to the annual salary in effect preceding the

job rotation assignment

SCOPE AND ELIGIBILITY

In the first phase, job rotation is being rolled out for three key functions identified in the

organization: Engineering, Procurement & Large Projects Execution

Employees with P25& above ratings in the PMS cycle will be eligible

Eligible employees to be of ME level to start with

Receiver is the employee and Giver is the Immediate Manager and HR Head.

60
THE FRAMEWORK: PROCESS AND GUIDELINES

61
JOB ROTATION FRAMEWORK

A Job Rotation for a position can move horizontally or vertically within/across job family.

The movement across positions will be dependent on three factors:

1. Level & number of functional competencies attained for the desired position

Number : 80% of competencies to be achieved in case of vertical movement & 60% of

competencies in case of a horizontal movement

Tenure in the organization

Performance in the Current Role(P25& above performance rating)

An illustration of a Job Rotation for Lead Engineer – Large Projectsis listed below. (For

details, refer to Job Rotation direct

62
Path 1 Path 2

*Horizontal movement should have 2Yrs of Experience

*Vertical Movement should have 3 Yrs of Experience

60 percent and 80 percent competencies required of the role where the employee is willing to

move at the same level and upward movement respectively.In the similar fashion all three

departments has to look for employees whom they can allocate for new leanings in other two

departments. The minimum number of employees to start with is 10% of employees from the

total number of employees in their respective business.

The impacts of effective Job Rotation discussions for individuals

Effective Job Rotation discussions have a number of positive and practical outcomes for

individuals. Research has shown that the most important results of effective Job Rotation

discussions as reported by the individuals who have them are:

• A clearer sense of job role direction – not necessarily a detailed job rotation but an idea of

where they are going in the future

• Increased self-insight – a more realistic view of abilities and potential of employees

• Better information on, and broader understanding of, career options

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• Increased confidence and motivation among the employees – an emotional impact, which

often lasts a long time inside the organization

• Career moves – a relatively common, but often not immediate, outcome.

Several of these outcomes also have positive impacts on the organization. After an effective

career discussion, the employee is likely to need to do something concrete to follow up the

discussion.

The business payoff of more effective Job Rotation Discussion

So, effective Job Rotation discussions can help employees, but how do they help the

business?

We can identify six main strands in the business case for positive Job Rotation and therefore

for effective Job Rotation discussions:

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Conducting Effective Career Aspiration Discussions with Employees

One of the key steps to having impactful Job Rotation discussion is to ensure that the talent

within the organization is aware of what is being done to manage and develop them; as well,

it is vital that company leaders are aware of the employee's individual growth and

development aspirations. This can be accomplished through a Job Rotation discussion. This

should be a formal and focused conversation that occurs between a ‘Giver’ and a ‘Receiver’

that centres on the employee's growth and development aspirations as well as the potential

positive movement that is available for that employee within the organization.

In order to make this conversation most productive and impactful, there are some key

questions that ‘Givers’ should ask the employee as well as ask themselves.

To prepare for the conversation, ‘Givers’ should first pose the following questions to

themselves and be prepared to share this information with the employee during the

conversation.

1. What do I see as this person's ultimate potential?

The response should focus on the highest level that you, the leader, believes the employee

can reach inside the company and the indicators (drive, willingness, performance) that you

have seen which demonstrate that the employee can get there.

65
2. What do I think the employee needs to do to get there?

This response should focus on the additional training (perhaps leadership training or specific

skills training) or development (maybe an expanded leadership role or a role in a different

function inside the organization) that the employee will need to advance to this ultimate

potential.

3. What do I feel are the employee's key strengths?

This answer should highlight the strengths that the employee brings to the table and should

continue to leverage throughout his or her career.

4. What do I know are this employee's immediate key developmental needs?

This response is about the shorter-term development goals as opposed to what was referred to

in question two. This might be something such as "needs additional senior level exposure" so

others inside the organization get to know this individual, or "needs presentation skills

training".

5. What do I see as this person's next assignment?

The response here should focus on realistic next assignment and the timing of when it is

66
likely to happen. When sitting down with the employee to have the conversation, it should be

time that is uninterrupted and set-aside specifically for that person. It is important for the

conversation to be interactive so, as leaders pose questions to their employees, they should

refer to their own self-questions and interject their thoughts throughout the discussion to keep

interactive.

67
LITERATURE REVIEW

JOB ROTATION

After having presented the necessary fundamentals of need for change in job role in the

preceding section, this section will elaborate on the reference point of the research project,

i.e. job rotation. For that, the first section will present different views on job rotation and lay

the basis for the understanding of need for Job Rotation embraced in this study. As

relationships between employees and their aspiration needs that they expect from the

organisation are to be analysed, the job rotation phenomenon will be detailed, for job

satisfaction and career path development for employees.

Job Rotation –

Refers to models for continuing education andTraining where the unemployed are

systematically trained and educated toSubstitute for employed workers while theygo into

further education and training

68
ORIGINS OF JOB ROTATION

Since late 1980’s Job Rotation has been developed and mainstreamed as an active labour

market tool in Denmark

Job Rotation originated in Denmark as a collaborative development amongst trade unions,

employers and training institutes

THEORETICAL VIEW

Job Rotation meets the EU Employment Strategy in the following areas:

 As An Active and Preventative Measure

 As a tool to address change and promote adaptability & mobility in the labour market

 As a means to promote development of human capital and life long learning

 As a tools to promote integration of and combat discrimination against people at a

disadvantage in the labour market

 As a tool to promote business competitiveness

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Why developing job rotation a win win win creating situation?

 Promotion of company competitiveness

 Active employee intervention

 Social partnership approach

 Job Rotation promotes Competitiveness

 Meets company training needs

 Improves qualifications/skills of employees

 Further motivates the work force

 Core element of sound staff development

 Helps develop an adaptable and skilled workforce

 Helps companies to avoid loss of production during periods of training

Job Rotation as an Active Labour Market Tool

 Provides training and qualifications for unemployed persons

 Brings unemployed persons closer to the labour market

 Provides training & further qualifications for employees – strengthening their position

in the labour market

 Can prevent bottlenecks occurring in employment sectors

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What does Job Rotation Offer Employers?

Job Rotation is a highly flexible concept & can adapted to the individual companies involved

The ability to release employees for staff development/further training using Job Rotation

means that companies avoid production losses while their employees are under-going training

How Does Job Rotation Benefit Employees?

 Job Rotation provides employees with further training to improve their qualifications

through general and/or specialist training.

 Specialist training reinforces employees links with the labour market and strengthens

their position within the companyJob

 Rotation also provides the employee with an opportunity to take part in team building

and personal development with a view to returning with enhanced levels of

confidence and greater self knowledge

What does Job Rotation Offer the Unemployed?

 Provides specific skills training relevant to employer needs

 Real work experience

 Recent ‘employer reference point’

 Opportunity of being offered employment upon completion of Job Rotation phase

71
Unemployed Pre placement training objectives

 Have clarified career and personal goals

 Commence the process of developing a positive self image

 Become more personally effective in terms of confidence and capabilities, facilitating

personal growth

 Become more persuasive in their interpersonal relationships

 Have enhanced communication and negotiation skills

 Contribute effectively in teams

 Increase levels of self esteem and a more optimistic outlook for the future

 Develop a professional work ethic

 Make the transition from unemployment to permanent employment as smoothly as

possible

Unemployed Pre placement training Program Content

 2 week full time training program, that included:

 Program Briefing

 Team Building

 Improving Self Esteem

 Sales and Customer Service

 Manual Handling

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  Assertiveness

 Communication Skills

 Presentation Skills

 Career Planning

 Decision Driving Training (Nifast)

Mentoring skills training objectives

 Clarified and enhanced their roles as mentors

 To be able to effectively advise, support and guide the unemployed participants on the

programme

 Understand the practical issues relating to the mentoring process

 Demonstrate an increased range of mentoring and communication skills

Mentoring skills training planTraining was delivered over a twoday period

andincluded the following:

 The mentor and learning process

 Assessing developmental needs

 Coaching styles

 Managing 1-1 discussions

 Seeking and giving information

 Reviewing and giving feedback

73
  Objective setting

Employee training objectives

 Build an understanding of teams and how they best operate

 Build on their team working capabilities in order to achieve group goals through

synergy cooperation

 Understand how to manage professional relationships through learning high impact

negotiation skills

 Learn to routinely utilise effective selling skills

 Understand the importance of a high standard of customer service

 Undergo formal training and assessment in key safety driving skills through Nifast

 Undergo food safety and hygiene training tailored to their role in Freshways

Scope of the Study:

 This study helps the organization to understand the pros and cons of Job rotation like-

 • Employee’s perception about Job Rotation.

 • Their attitude (Both negative and Positive) towards Job Rotation.

 • Employees’ willingness to take up changes in jobs they perform

 . • Its effect on productivity and motivation of employees. This study also helps us to

understand:

 • Understand the process of Job Rotation.

 • Pros and Cons of Job Rotation

 . • Effect of Job Rotation on Job Satisfaction, Employees Motivation and Productivity.

 • The organization in a wider perspective.

74
PROBLEM STATEMENT:

A study on Job Rotation of employees at Tata Power Solar System Limited has sn Immense

competition in the industry has given rise to measure effectiveness of job rotation. In an

organization the employees come and work, to achieve their economic objective. However

it’s being observed that in addition to economic objectives the employees also demand

certain social objective. Hence, Tata Power Solar System Limited division has been taken up

as a case and an analysis was done to know:

1. Effectiveness of the Job rotation in the organization.

2. Ways and means to improve the awareness of Job rotation..

75
RESEARCH METHODOLOGY &

ANALYSIS OF DATA

76
INTRODUCTION

Research methodology is a way to systematically solve the research problem. It includes

types of research design

Research Design is needed because it facilitates the idea about the employees and research

operations, thereby making research as efficient as possible yielding maximum information

with maximum expenditure of effort, time and money.

A Research Design arrangement of condition for collection and analysis of data in a manner

that aims to combine relevance to the research purpose with economy in procedure.

There are three types . They are

• Explorative Research.

• Descriptive Research.

• Experimental Research.

Descriptive methodology is used in the present study

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OBJECTIVES OF RESEARCH:-

a) Developing a wider range of work experience for an individual to stay connected with the

organization emotionally and intellectually.

b) Testing employee’s skills and competencies.

c) Exposing employees to verticals important for them for their career planning and

progression.

d) To define job role based on job rotation for the different parts of organization in

engineering, procurement and large project.

e) Rotating the talent into different sections of the organization

TYPE OF RESEARCH:-

DESCRIPTIVE RESEARCH DESIGN

On type of research design, this has as its primary objective the provision of insight into and

comprehension of the problem situation confronting the researcher. Descriptive research is

the development of hypothesis rather than their testing. In this project I have used

“DESCRIPTIVE RESEARCH DESIGN”.

78
NEED OF STUDY:-

Research is the process which is to be done for performing actions .it is to finding of the

larger body of research. It must be of high quality of knowledge that is applicable outside of

research setting with the implications that go beyond the group that has participated in the

research. So each and every one we cannot take but I covered almost more employers for the

research and I had found all the implications.

TOOLS OF DATA COLLECTION:-

SAMPLE SIZE:–30 RESPONDENTS

AREA INTERNSHIP BEEN DONE: – TATA POWER SOLAR SYSTEM OFFICE

SAMPLING METHOD: -SIMPLE RANDOM SAMPLING

SAMPLE UNIT: - EMPLOYEES

SAMPLING TECHNIQUES: - CONVENIYANCE SAMPLING

NATURE OF QUESTIONNAIRE: - CLOSE ENDED

QUESTTIONAIRE: -PRIMARY DATA

WEBSITES: -SECONDRY DATA

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DATA COLLECTION

While deciding about the method of data collection to be used for the study, the researcher

should keep in mind two types of data i.e. Primary and Secondary data.

PRIMARY DATA:-

The primary data are those which are collected a fresh and for the first time and thus happen

tobe original in character. There are many methods of collecting primary data are as follows

and the main method includes:-

 Questionnaire

 Observation

Among above I have collected my data through QUESTIONNAIRE because; it is a popular

means of collecting data. Besides there are many advantage of preparing questionnaire.

ADVANTAGE

 Survey can cover a large number of People or Organization .

 Different offices of TATA POWER GROUPS.

 Can be used as a method in its own right or as a basis for career development and

better future planning for the employees

 Relatively Cheap

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PLAN OF ANALYSIS

The data is collected and classified in a organized and systematic manner.

• The data is collected and classified by random sampling method.

• The classified data is tabulated and calculated into percentages

. • The data is interpreted for getting results required for the research study.

• The tabulated data is shown in the form of various Graphs for better understanding

Limitation of the Study

 Chances of bias in the mind of employees.

 Emotional attachments may lead to bias filled answers.

 Less reliable and valid than tests of mental ability.

 The fact that the questions themselves often have more direct relevance to the work

place does not help.

 The research study is limited to a small sample size.

 The study is confined only to employees of Tata Power Solar System Limited.

Therefore the results and conclusion of study is may not be applicable to other areas.

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DATA ANALYSIS AND INTERPRETATION

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1. Job rotation broadens the knowledge of employee?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

Interpretation: From the following figure we can interpret that majority of the employees

agreed that job role change broadens the knowledge. Around (40+20)% agrees where as

(10+20)% are disagreed.

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2. Job rotation is related to increasing employee performance level?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

Interpretation: From the following figure we can interpret that employees strongly agrees

that job rotation increase employees performance level. Around (20+40)% employees are

agreed

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3. It does not lead to stress while shifting the new job?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

Interpretation: from the following interpretation we can say that shift to a new job role bring

any stress according to 30% of the employees. Around (30+10)% are disagreed.

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4. It helps in career planning and progression of employee?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

Interpretation: From the above figure we can interpret that job rotation leads to career

planning and progression . More than (50+20)% employees agreed on it.

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5. It leads to avoidance of frauds?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

Interpretation: From the above figure we interpret that job rotation can avoid frauds

according to max. no. of employees. Around (40+20)% employees agreed with this.

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6. It has no effect on your personal life?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

Interpretation: Job rotation may or may not bring change to personal lives of employees.

But around (15+20)% employess are disagrees.

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7. It is not a frequent interruption in employee's work life?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

Interpretation: from the above figure we can interpret that job roation frequently interrupt

the work lives of employees. (35+25)% employess disagrees with it.

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8. Degree of differentiation exists w.r.t. different job?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

Interpretation: From the following figure we can interpret that job rotation bring

differentiation among employee work environment .Around 40% employees agrees with it.

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9. It has no effect on the relationship between you and your superior as well as with

colleagues?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

Interpretation: From the above figure we can interpret that relation with superior and among

the employees are changed with change in job role. Around (30+15)% agrees with it.

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10. It is process of managing talent?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

Interpretation: More than 30% of employees believe it manage talent. Around (30+20)%

employees agrees with it.

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FINDINGS:

Job rotation concept should be followed in TATA POWER SOLAR SYSTEM SYSTEM.

1. Majority of the employees are aware of the concept job rotation. This is a good
development.

2. The success of any organization depends on employee’s performance

3. Due to job rotation employees can enhance their knowledge and skills.

4. Job rotation is a good motivator. Job Rotation builds positive growth among employees.

5. Due to job rotation employees can enhance their knowledge and skills in different sections
of engineering, procurement and large projects.

6. Job Rotation helps the employees to come out of their monotonous work.

7. It provides the employees with opportunity to broaden the horizon of knowledge , skills
and abilities by working in different departments, business units, countries and functions.

8. Job rotation can be always perform to satisfactory level, if all the adequate information is
available to the employees. 83% of employees feels job rotation results in job satisfaction.

9. Job rotations contributes career satisfaction by sharing “good and bad” assignments and

provides an organization the ability to ability to rapidly fill vacancies.

10. The members of the organization take active interest and feel personally responsible for

the work they do. It clearly indicate about the peoples commitment and involvement

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SUGGESTIONS

After conducting a study on job rotation among the employees at “TATA POWER SOLAR

SYSTEMLIMITED”. I have identified some facts based on questionnaire and interview. Job

rotation is an important criterion.

 Awareness of job rotation should be increased.

 Only some of the employees are actively participating in job rotation, management

should take interest and initiative in motivating others.

 Proper training must be given to employees before putting them on a rotational basis.

 Employee council should solve the work related problems of employees as early as

possible.

 The efforts of employees are not recognized to greater extent so it has to be improved.

 Organization is benefited by introducing job rotation, it is better to follow the same

concept.

 Job rotation program should result in improvement in quality of work, job satisfaction

increase of commitment and higher work productivity and it has to be maintained.

 The suggestion accepted survey shall be implemented effectively just by announcing

some rewards and cash awards.

 Identification of knowledge, skills and attitudes (KSAs) required.

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CONCLUSIONS

Findings and suggestions are based on the survey conducted and these points are to be looked

into and steps are to be taken in this regard for higher growth

Job rotation is a positive approach which results in job satisfaction.

It is excellent executive development tool. If executed correctly and if used as a part of an

over all development program. It can be more effective than regular training for executives

because the opportunity presents a large enough challenge and the practical experience give

them a competitive edge.

Considering the above analysis done in Tata Power , it can be observed that employees are

satisfied with job rotation program.

Employees responded that the organization is good place and the employees at Tata Power

feels more responsible and accountable for the work they do.

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APPENDIX

“Execution Guidelines for Job Rotation Program for Engineering,

Procurement & Large Projects”

[A research is done to know the employees current job status and their

experience in a new job area and various career progress they made with

the job rotation policy designed in the organization of Tata Power Solar

System Limited.]

1. Job rotation broadens the knowledge of employee?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

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2. Job rotation is related to increasing employee performance level?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

3. It does not lead to stress while shifting the new job?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

4. It helps in career planning and progression of employee?

 Strongly Disagree

 Disagree

 Neutral
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  Agree

 Strongly Agree

5. It leads to avoidance of frauds?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

6. It has no effect on your personal life?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

7. It is not a frequent interruption in employee's work life?

 Strongly Disagree

 Disagree

 Neutral

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  Agree

 Strongly Agree

8. Degree of differentiation exists w.r.t. different job?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

9. It has no effect on the relationship between you and your superior as well as with

colleagues?

 Strongly Disagree

 Disagree

 Neutral

 Agree

 Strongly Agree

10. It is process of managing talent?

 Strongly Disagree

 Disagree

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  Neutral

 Agree

 Strongly Agree

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BILOGRAPHY

References of books

 V S P Rao, Human Resource Management

 Madhurima Lall Sakina Qasim Zaidi, Human Resource Management

Websites

 https://www.tatapowersolar.com

 https://www.tatapowersolarsystemlimited.com

 http://shodhganga.inflibnet.ac.in/

 www.scribed.com

 www.slideshare.net

 https://www.academia.edu

 www.marketresearch.com

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