INTRODUCTION

The human resource of an organization constitutes its entire workforce. Human resource management(HRM) is responsible for selecting and inducting competent people, training them, facilitating and motivating them to perform at high levels of efficienc , and providing mechanisms to ensure that the with the organization. The ob!ective of this pro!ect is to find out how much the emplo ees are satisfied and maintain their affiliation

what is their "ualit of life. How the Tata steel compan (T#$) applies the human resource functions in the organization and out the organization. %n this pro!ect % make the surve on the emplo ees of various departments of Tata steel, !oda east.
The pro!ect report is divided in various sections like introduction of the compan , topic introduction, surve report and conclusion

Human resources are on ma!or factors of production. %t is human asset, which convert the various resources in to the production resources. %t has immense potentialities and it onl human resources, which appreciate with time whereas all other resources undergo the process of depreciation. #uccess of an organization mainl depends on the "ualit of manpower and its performance. %n earl da s human resource was not taken as an important factor of production. Human begin was simple treated as log in the movement increasing emphasis has been given to the worker as a whole man. The need of vast manpower and their importance was realized b some of the progressive entrepreneurs. The emergence of Trade &nion and their gradual collective power forced some entrepreneurs to give some district feature of human side b production. The first among the entrepreneurs who had contributed in the development of human side of production was Robert 'wen, and (nglish Humanist. He took a genuine interest in the welfare of the workers. )ut this magnetite was not supported b a ma!or chunk of entrepreneurs.

* number of social scientist advocated their valuable theories towards the beginning of the +,th centur . *braham Maslow gave his -Hierarch of needs. theor . Mc /lelland0s *fflation1 *chievement theor is well accepted too. /hrist *rg ris theor of -four s stem of Management. is also a milestone in the development of human factor in the production process. )ut the most important in this field was that of (lton Ma o0s Human Relation *pproach. The great -Hawthorne #tud -b (lton Ma o0s and colleagues, revealed that the important and that concentration b effectiveness of an organization depends upon the "ualit of the relationship among the personnel and social needs of emplo ees are ver defecting aim. Hence the management must give more emphasis on the human side and their proper utilization. This then remains the cardinal ob!ective of the human relations function to discover newer wa s of understanding man and to motive him to higher standard of workmanship. Man new e2periments such as stud of his state universit of Michigan etc have developed the branch of Management be ond margin. Toda an organization having a good inventor of human resources and a d namic personnel department is prospective one. #o the techni"ue and functions of personnel management have now come closel integrated with the overall organization strategies n search of e2cellence. management e2clusivel on productivit , material and environmental issue will to be a self1

OBJECTIVES OF THE STUDY

This stud program has got the following ob!ectives3 To gain an overall idea about the organization. To get practical knowledge in the areas of personnel management and %ndustrial relations. To stud the composition of emplo er and emplo ee relation e2isting in the organization. To know the facilities provided to the emplo ees as well as the public b the organization. To stud the statutor and non1statutor welfare practices adopted b organization. The stud of the HR4 practices training and development performance appraisal schemes adopted b the organization. To stud organizational culture and st le.

SCOPE OF THE STUDY

5athering information and theoretical knowledge is a part of stud . %t become complete when added with practical knowledge as the noted truth comes to sight. Hence one becomes more efficient and effective when a flavor of practical out look is added to the bosk mind. *s the stud has got wide relevance is formulating valid information about the organization, it helps in getting a critical look in to the personnel practices of the organization. 'rganizational behavior emplo er emplo ee relationship and the working environment of the organization in relation to theoretical knowledge. %t gives a previous idea about the !ob and working environment to the future decision1 making how to perform b assigned !ob successfull and tact full . *s there is sa ing, practice makes a man perfect and the knowledge. This does not deal with the practical application, is said to be unscientific and uns stematic. More over the branch of management, which deals with the most critical and

important factor of production, re"uires not onl theoretic background but also some practical e2perience to have some knowledge on da 1to1da problem solving.

COMPANY PROFILE

TISCO, Tata Iron and Steel Com an! L"m"ted, also called Tata #teel was envisioned b the great patriot, 6amshed!i 7usserwan!i Tata, and founded in 89,:. Tata #teel has pla a pioneering role in integrating professional business practices with e2emplar corporate citizenship programmes in %ndia. The compan 0s steel works, located in !amshedpur is *sian first and countr 0s largest integrated private sector steel plant. #et up with the initial capacit of two +,,1tonne blast furnace, four ;1tonne steam driven blooming mils and a rail and structural mill, it is now a state1of1art plant with a rated capacit of three million tones per annum of crude steel. *t present it produces steel mainl in the form of flats, wire rods and bars. %n addition to steel, the compan is in the business of diverse products, such as bearings, steel plant capital e"uipment and spares, cement, tubes, etc. /aptive mines and collieries, located mainl in )ihar and 'rissa, suppl the finest grades of feedstock to the steel plant. The process of customer satisfaction at Tata #teel, which begins with raw materials preparation, is meticulousl inter1linked b a "ualit and value chain at ever stage of its operations. <or a compan full mindful of its social responsibilities, the universe of stakeholders e2tends be ond the realm of customers, shareholders, and emplo ees. %n tune with the vision of its founder, Tata #teel a role model in fulfilling corporate social responsibilities. Tata #teel is also committed to #ustinable 4evelopment and recognizes the need to pursue progressive environmental management policies to preserve the ecological balance and biodiversit in areas in the vicinit of its operations. Tata steel begins its !ourne from the small own !amshedpur in 6harkhand. =here ever child grows up to a dream and to a realit both leading to one organization .*n organization which defined the lives of the people of this small township .'ne power ,one force >The dream of one man which shapes the realities of millions world over toda .Tata

steel is one of the oldest and most successful organization and celebrates the true spirit of steel with Tata steel limited.

)acked

8,,

glorious

ears

of

e2perience in steel making ,Tata #teel is the world0s ?th largest steel compan with an e2isting annual crude steel production capacit of @, Million Tones Aer *nnum (MTA*). (stablished in 89,:, it is the first integrated steel plant in *sia and is now the worldBs second most geographicall diversified steel producer and a <ortune C,, /ompan .

Managing a global workforce and setting global benchmarks is primaril

about

managing diversit . %n a process of inclusive growth, ever person contributes to the blueprint of the future and is trul committed to the stated ob!ectives. *nd one of the ke re"uisites for successful diversit management is a shared vision. The Tata #teel 5roup has alwa s believed that mutual benefit of countries, corporations and communities is the most effective route to growth. Tata #teel has not limited its operations and businesses within %ndia but has built an imposing presence around the globe as well. =ith the ac"uisition of /orus in +,,: leading to commencement of Tata #teelDs (uropean operations, the /ompan toda , is among the top ten steel producers in the world with an e2isting annual crude steel production capacit of around @, million tonnes per annum and emplo ee strength of above E,,,,, across five continents. The 5roup recorded a turnover of Rs.8;:,@+9 /rores (&#F +E,9?+ million) in +,,E 1 +,,9. The /ompan has alwa s had significant impact on the economic development in %ndia and now seeks to strengthen its position of pre1eminence in international domain b continuing to lead b e2ample of responsibilit and trust. Tata #teel0s overseas ventures and investments in global companies have helped the /ompan create a manufacturing and marketing network in (urope, #outh (ast *sia and the Aacific1rim countries. The 5roup0s #outh (ast *sian operations comprise Tata #teel
5

Thailand, in which it has ?:.8G e"uit and 7at #teel Holdings, which is one of the largest steel producers in the *sia Aacific with presence across seven countries.

The Tata 5roup of /ompanies has alwa s believed strongl

in the concept of

collaborative growth, and this vision has seen it emerge as one of %ndiaDs and the worldDs most respected and successful business conglomerates. The Tata 5roup has traced a route of growth that spans through si2 continents and embraces diverse cultures. The combined market capitalisation of +: listed companies, being around F;,.E; billion, the 5roup0s present shareholder base is @.+ million. %n the face of tr ing economic challenges in recent times, the Tata 5roup has steered %ndia0s ascent in the global map through its unwavering focus on sustainable development. 'ver @C,,,,, people worldwide are currentl emplo ed in the seven business sectors in which the Tata 5roup /ompanies operate. %t is the largest emplo er in %ndia in the Arivate #ector and continues to lead with the same commitment towards social and communit responsibilities that it has shown in the past. The Tata 5roup of /ompanies has business operations (88; companies and subsidiaries) in seven defined sectors > Materials, (ngineering, %nformation Technolog and /ommunications, (nerg , #ervices, /onsumer Aroducts and /hemicals. Tata #teel with its ac"uisition of /orus has secured a place among the top ten steel manufacturers in the world and it is the Tata 5roup0s flagship /ompan . 'ther 5roup /ompanies in the different sectors are > Tata Motors, Tata /onsultanc #ervices (T/#), Tata /ommunications, Tata Aower, %ndian Hotels, Tata Tea and Tata /hemicals. Tata Motor# is %ndia0s largest automobile compan b revenue and is among the top five commercial vehicle manufacturers in the world. 6aguar and $androver are now part of Tata Motor0s portfolio. Tata Con#$ltan%! Ser&"%e# (T/#) is an integrated software solutions provider with deliver centres in more than 8E countries. %t is currentl ranked at no. 88 in the global market in terms of revenue and aspires to be in the top 8, b +,8,. Tata Po'er has pioneered h dro1power generation in %ndia and is the largest power generator (production capacit of +@,, M=) in %ndia in the private sector.

Ind"an Hotel# Com an! (Ta! Hotels, resorts and palaces) happens to be the leading chain of hotels in %ndia and one of the largest hospitalit groups in *sia. %t has a presence in 8+ countries in C continents. Tata Tea, with its ma!or ac"uisitions like Tetle and 5ood (arth is at present the second largest global branded tea operation. =hen 6amset!i Tata gave shape to his vision of nation building b forming what was to become the Tata 5roup in 8E?E, he had envisaged %ndia as an independent strength > politicall , economicall and sociall . %n order to become a force that the world has to reckon with, the Tata 5roup has alwa s ventured into path breaking territor developments in industries of national importance. Through the ears, the Tata 5roup has been amongst the most prestigious corporate presences in the world governed b its principles of business ethics. %ts fora into international business has been recognised b various bodies and institutions. )rand <inance, a &H based consultanc firm after a recent valuation of the Tata brand at F9.9+ billion has ranked it C8st among the world0s top 8,, brands. %n Business Week magazine0s list of the +C most innovative companies the Tata name appears 8@th and The Reputation %nstitute, &#* has evaluated the Tata 5roup as the 88th in a global stud of the most reputed companies. %n the road ahead, the Tata 5roup is focusing on integration of new technologies in its operations and breaking new grounds in product development. The (ka supercomputer had been ranked the world0s fourth fastest in +,,E and the launch of the 7ano has been a benchmark for the auto industr specificall and the econom in general. =ith a holistic approach in all its business operations, a lo al and dedicated workforce and its rooted belief in value creation and corporate citizenship, the Tata 5roup is alwa s read to realise its vision and ob!ectives. The challenges of the future will onl help to enhance the 5roup0s performance and transform newer dreams to realit . and pioneered

The compan followings.

has its own visions ,values and own policies and those are the

VISIONS
(e a# "re to )e t*e +lo)al #teel "nd$#tr! )en%*mar, -or Val$e Creat"on and Cor orate C"t".en#*" .
=e make the difference through3

'ur people, b fostering team work, nurturing talent, enhancing leadership capabilit and acting with pace, pride and passion. 'ur offer, b becoming the supplier of choice, delivering premium products and services, and creating value with our customers.

'ur innovative approach, b processes and products.

developing leading edge solutions in technolog ,

'ur conduct, b providing a safe working place, respecting the environment, caring for our communities and demonstrating high ethical standards.

VALUES
Trusteeship %ntegrit Respect for the individual /redibilit (2cellence

MISSION
/onsistent with the vision and values of the founder 6amset!i Tata, Tata #teel strives to strengthen %ndia0s industrial base through the effective utilization of staff and materials. The means envisaged to achieve this are high technolog and productivit , consistent with modern management practices. Tata #teel recognizes that while honest and integrit are the essential ingredients of a strong and stable enterprise, profitabilit provides the main spark for economic activit . 'verall, the /ompan seeks to scale the heights of e2cellence in all that it does in an atmosphere free from fear, and thereb reaffirms its faith in democratic values.

Some ol"%"e#/
0UALITY POLICY
/onsistent with the group purpose, Tata #teel shall constantl strive to improve the "ualit of life of the communities it serves through e2cellence in all facets of its activities. =e are committed to create value for all our stakeholders b continuall improving our s stems and process through innovation, involving all our emplo ees. This polic shall form the basis of establishing and reviewing the Iualit business direction and to compl #tandard. with all the re"uirements of the Iualit 'b!ectives Management

and shall be communicated across the organization. This polic will be reviewed to align with

HUMAN RESOURCE POLICY

Tata #teel recognizes that its people are the primar source of its

competitiveness.

%t is committed to e"ual emplo ment opportunities for attracting the best available talent and ensuring a cosmopolitan workforce. %t will pursue management practices designed to enrich the "ualit of life of its emplo ees, develop their potential and ma2imize their productivit . %t will aim at ensuring transparenc , fairness and e"uit in all its dealing with its emplo ees.

10

Tata #teel will strive continuousl to foster a climate of openness, mutual trust and teamwork.

SAFETY 1 OCCUPATIONAL HEATH 2S 1 OH3 POLICY

Tata #teel0s safet the wa we do business. 8. 'ur fundamentals belief is that all in!uries can be prevented. This responsibilit starts with each one of us. =e will identif , assess and manage our #J' HazardKrisks. =e will regularl monitor, review the progress and report. =e will ensure =%$$ and #H%$$ buildup among emplo eesK contractor 'H performance. +. =e are committed to continual improvement in our # J 'H performance. partners to and occupational health responsibilities and driven b our

commitment to ensure zero harm to people we work with and societ at large and integral to

demonstrate their involvement, responsibilit and accountabilit to achieve sound # J

=e will set ob!ectives > targets, develop, implement and maintain management standards and s stems, and go be ond compliance of the relevant industr standards, legal and other re"uirements.

11

SAFETY PRINCIPLE

#afet is line management responsibilit . *ll in!uries can be prevented. <elt concern and care for the emplo ee on -+; hours safet . shall be demonstrated b leaders. (mplo ees shall be trained to work safel . =orking safel shall be condition of emplo ment. (ver !ob shall be assessed for the risk involved and shall be carried work permit and using

out as per authorized proceduresK checklistK necessar necessar personal protective e"uipment.

12

ENVIRONMENTAL POLICY

8.

Tata #teel environmental responsibilities are driven b

our commitment to

preservation the environment and are integral to the wa we do business. =e are committed to the efficient use of natural resources and energ L reducing and preventing pollutionL promoting waste avoidance and rec cling measures and product stewardship. =e will identif , assess and mange our environmental impact...

=e will regularl monitor review and report publicit our environmental performance. =e shall develop J rehabilitates abandoned sites through a forestation and landscaping and shall protect J preserve the biodiversit operations. =ell will enhance awareness, skill and competence of our emplo ee and contactors so as to enable them to demonstrate their involvement, responsibilit for sound environmental performance. +. =e are committed to continual improvement in our environmental performance. and accountabilit in the areas of our

=e will set ob!ectives targets, develop, implement and maintain management standards and s stem, and go be ond compliance of the relevant industr standards legal and other re"uirements.

13

@.

=e will trul succeed when we sustain our environmental achievement and are valued b the communities in which we work.

CORPORATE SOCIAL RESPONSIBILITY POLICY

Tata #teel believes that the primar purpose of the business is to improve the "ualit of life of people. Tata #teel will volunteer its resources to the e2tent it can reasonable afford, to sustain and improve health and prosperous environment and to improve the "ualit of life of the people of the area in which it operates. )efore we discuss at length about the compan , we would lie to throw some light on the Tata 5roup of companies in couple of ears back.

The Tata 5roup 8@9 ears old 5roup Revenue Total #ales %nternational %ncome %ndia0s largest emplo er #trong brand e"uit &# F @,., )illion @.+G of %ndia0s 54A @EG of 5roup revenue 'ver +E9,C,, emplo ees in private sector.

T#$ is one of the first ventures of Tata 5roup but it has man

other successful

companies under its umbrella. #ome of the notable Tata concerns are below. (ngineering0s (nerg Materials /hemicals

14

/onsumer products

#ervices

/ommunication and %nformation # stem

Tata Motors Tata Tea Tata Aower

$eading *uto /ompan in %ndia in terms of revenues. $argest integrated tea compan in %ndia.

$argest power generating supplier in the private sector in %ndia.

Tata /hemicals

'ne of the worlds soda ash.

largest

producers

of

s nthetic

Ta!

$argest hotel chain in %ndia.

T/#

*sia0s leading software services provider and the first %ndian software firm to e2tend sales of &# F 8,,, Million.

Tata /ommunication

$eading %$4 telecommunication service provider in %ndia.

15

H$man Re#o$r%e Mana+ement

Tata steel recognizes that its people are the primar source of its competitiveness and is committed to e"ual emplo ment opportunities for attracting the best available talent and ensuring a cosmopolitan workforce. T#$ aims to pursue management practices designed to enrich the "ualit of life of its emplo ees, develop their potentials and ma2imize their productivit . %t also aims at ensuring transparenc , fairness and e"uit in all its dealing with its emplo ees. T#$ has been in pioneer in its HR polic over the ears with the

basic underl ing principle of sharing and caring and a sense of belonging amongst all emplo ees who are considered to be a part of T#$ famil . The compan has been known as a leader in introducing various

HR practices and setting benchmarks in the global as well as %ndian industr .#ome of these initiatives include.

89+,

Tata steel introduced initiatives like leave with pa 89C+. *nd =orkman0s

*ccident /ompensation #cheme (enforced b law in 89+;). Tata steel introduced eight(E) hour working time in 898+, much s stem was implemented b law even in most western countries. law in 89;E). law in before such a

<ree medical aid was introduced in 898C (enforced b Maternit 89;?) benefits were introduced b

Tata steel in 89+E (implemented b

16

Arofit sharing bonus was granted for the first time in %ndia b as in 89@; (enforced b law in 89?C).

Tata steel as earl

* scheme of retiring gratuit law in89:+).

was introduced b

Tata steel in 89@: (enforced b

Te!aswini, launched in +,,@, is a woman empowerment program> the first of its kind > that trains woman to take up unconventional !obs in the steel works. #habash * weekl scheme launched in +,,+ > offers instant rewards and behavior. before enforced are tabulated

recognition to emplo ees for e2emplar

#ome of these initiatives which were introduced wa below.

%nitiatives E hour working da .

T#$ 898+

5overnment 7ot known(but not implemented even in western countries at that time). 89;E

898C <ree Medical *id. 89+, $eave =ith Aa . 89+, =orkers Arovident <und #cheme. 89+, =orkman0s *ccident /ompensation. 89+E Maternit benefits. 89@; Arofit #haring )onus. 89@: Retiring 5ratuit . 89:+ 89?C 89;? 89+; 89C+ 89;E

17

Human resources are the most valuable and uni"ue assets of an organization. The successful management of an organizationDs human resources is an e2citing, d namic and challenging task, especiall at a time when the world has become a global village and economies are in a state of flu2. The scarcit of talented resources and the growing e2pectations of the modern da worker have further increased the comple2it of the human resource function. (ven though specific human resource functionsKactivities are the responsibilit of the human resource department, the actual management of human resources is the responsibilit of all the managers in an organization. %t is therefore necessar for all managers to understand and give due importance to the different human resource policies and activities in the organization. Human Resource Management outlines the importance of HRM and its different functions in an organization. %t e2amines the various HR processes that are concerned with attracting, managing, motivating and developing emplo ees for the benefit of the organization. The book discusses the issues in human resource management in a changing environment and suggests possible wa s of leveraging and managing human resources. /hanging trends in human resource management have been e2plained using contemporar e2amples from %ndian companies 4efinition and concept of Iualit of =ork $ife, Methods to %mprove I=$, <le2time,

<le2iplace, *lternative =ork #chedules, Aart1time (mplo ment, /ompressed =ork =eek, 6ob (nrichment, 6ob Rotation, 6ob (nlargement, *utonomous =ork 5roups K #elf1managed Teams, #ocio1Technical # stems, )enefits of I=$ Arograms, /hallenges in %mplementing I=$ Arograms. Iualit of work life (I=$) is viewed as an alternative to the control approach of managing people. The I=$ approach considers people as an MassetDto the organization rather than as McostsD. %t believes that people perform better when the managing their work and make decisions. This approach motivates people b satisf ing not onl their economic needs but also their social and ps chological ones. To satisf the new generation workforce, organizations need to concentrate on !ob designs and organization of work. <urther, toda Ds workforce is are allowed to participate in

18

realizing the importance of relationships and is tr ing to strike a balance between career and personal lives. #uccessful organizations support and provide facilities to their people to help them to balance the scales. %n this process, organizations are coming up with new and innovative ideas to improve the "ualit of work and "ualit of work life of ever individual in the organization. Narious programs like fle2 time, alternative work schedules, compressed work weeks, telecommuting etc., are being adopted b these organizations. Technological advances further help organizations to implement these programs successfull . 'rganizations are en!o ing the fruits of implementing I=$ programs in the form of increased productivit , and an efficient, satisfied, and committed workforce which aims to achieve organizational ob!ectives. The future work world will also have more women entrepreneurs and the will encourage and adopt I=$ programs. Human resources are the most valuable and uni"ue assets of an organization. The successful management of an organizationDs human resources is an e2citing, d namic and challenging task, especiall at a time when the world has become a global village and economies are in a state of flu2. The scarcit of talented resources and the growing e2pectations of the modern da worker have further increased the comple2it of the human resource function. (ven though specific human resource functionsKactivities are the responsibilit the managers in an organization. %t is therefore necessar for all managers to understand and give due importance to the different human resource policies and activities in the organization. Human Resource Management outlines the importance of HRM and its different functions in an organization. %t e2amines the various HR processes that are concerned with attracting, managing, motivating and developing emplo ees for the benefit of the organization. of the human resource department, the actual management of human resources is the responsibilit of all

The book discusses the issues in human resource management in a changing environment and suggests possible wa s of leveraging and managing human resources. /hanging trends in human resource management have been e2plained using contemporar e2amples from %ndian companies.
19

(mplo ees /ounseling3 )ack in the earl thirties, when Hawthorn e2perimented with =estern (lectric /ompan , it was found that emplo ees harbored irrational feelings that were interfering with the rational operation of the factor . Therefore, counseling was used as means of letting the emplo ees unburden themselves b talking to someone about their problems. Traditional techni"ues since then have improved tremendousl and the prime responsibilit of direct supervisors rather than outside counselors, e2cept when there are ma!or ps chological problems that re"uires specialized professional e2pert help. To conclude, Herzberg when conducting a research on !ob satisfaction and !ob dissatisfaction on a sample of 8,?EC emplo ees, had found out that that their satisfaction is derived from Ma !ob related0 factors that are directl influencing their feelings (E8G) and onl (?9G) of their !ob dissatisfaction is caused b M!ob conte2t0 factors such as the st le of management, policies and procedures, the workplace, and the members of the team. S$) De artment H$man Re#o$r%e# Pol"%! Re%r$"tment/ /ampus recruitment Tata steel management trainee program 'ne ear development program (mplo ee surve

Leader#*" De&elo ment/ <ormal programs, coaching and on the !ob training. $eadership appreciation process and subse"uentl conduct M4evelopment %$+, %$@ /enters0.

20

Tra"n"n+ and De&elo ment/

e1learning facilities available on the companies internet which facilitated b computer literac training.

/omputer based training packages and multimedia training materials. #afet training received special attention based on the 4uAont guidelines assessment s stem.

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

<acult support. &p skilling emplo ees through process based ,on the !ob training and diploma courses through premium engineering institutes. 4irect learning strengthening the leadership pipeline coupled with emerging needs of growth pro!ects across geographies.

Ind$#tr"al Relat"on#/ The welfare of the laboring class must be one of the first cares of the emplo er. > (#ir 4orab Tata)

%$? formed in +,,E 'nl one recognized &nion > %7T&/ *ffiliation of emplo ees to these unions has been on a constant decline over the ears and stood atOOOOO..in the ear +,,E. * market based benchmarking of compensation is undertaken. %nclusive growth > sports da s ,social events ,contents for children, education opportunities ,celebrating festivals together.

21

(mplo ee #atisfaction3 (mplo ee satisfaction is a measure of how happ workers are with their !ob and working environment. Heeping morale high among workers can be of tremendous benefit to an compan , as happ workers will be more likel to produce more, take fewer da s off, and sta lo al to the compan . There are man factors in improving or maintaining high emplo ee satisfaction, which wise emplo ers would do well to implement. To measure emplo ee satisfaction, man companies will have mandator surve s or face1to1face meetings with emplo ees to gain information. )oth of these tactics have pros and con and should be chosen carefull . #urve s are often anon mous, allowing workers more freedom to be honest without fear of repercussion. %nterviews with compan management can feel intimidating, but if done correctl can let the worker know that their voice has been heard and their concerns addressed b those in charge. #urve s and meetings can trul get to the center of the data surrounding emplo ee satisfaction, and can be great tools to identif specific problems leading to lowered morale. Man e2perts believe that one of the best wa s to maintain emplo ee satisfaction is to make workers feel like part of a famil or team. Holding office events, such as parties or group outings, can help build close bonds among workers. Man companies also participate in team1building retreats that are designed to have found success. #trengthen the working relationship of the emplo ees in a non1work related setting. /amping trips, backpacking wars and guide backpacking trips are versions of this t pe of team1building strateg , with which man emplo ers have found success. 'f course, few workers will not e2perience a boost in morale after receiving more mone . Raises and bonuses can seriousl affect emplo ee satisfaction, and should be given when possible. Pet mone cannot solve all morale issues, and if a compan with widespread problems for workers cannot improve their overall environment, a bonus ma be "uickl forgotten as the dail stress of an unpleasant !ob continues to mount. %f possible, provide amenities to our workers to improve morale. Make certain the have a comfortable, clean break room with basic necessities such as running water. Heep facilities such as bathrooms clean and stocked with supplies. =hile an air of professionalism

22

is necessar for most businesses, allowing workers to keep famil photos or small trinkets on their desk can make them feel more comfortable and nested at their workstation. )asic considerations like these can improve emplo ee satisfaction, as workers will feel well cared for b their emplo ers. The backbone of emplo ee satisfaction is respect for workers and the !ob the perform. %n ever interaction with management, emplo ees should be treated with courtes and interest. *n eas avenue for emplo ees to discuss problems with upper management should be maintained and carefull monitored. (ven if management cannot meet all the demands of emplo ees, showing workers that the are being heard and putting honest dedication into compromising will often help to improve morale. (mplo ee satisfaction surve s help emplo ers measure and understand their emplo eesD attitude, opinions, motivation, and satisfaction. (mplo ee satisfaction is the terminolog used to describe whether emplo ees are happ and contented and fulfilling their desires and needs at work. (mplo ee satisfaction is often measured b anon mous surve s administered periodicall that gauge emplo ee satisfaction in areas such as management and teamwork.
Human resources are on major factors of production. It is human asset, and it on"# human resources, hich appreciate ith time hich con!ert the !arious resources in to the production resources. It has immense potentia"ities hereas a"" other resources under$o the process of depreciation. %uccess of an or$ani&ation main"# depends on the 'ua"it# of manpo er and its performance. In ear"# da#s human resource as not ta(en as an important factor of production. Human )e$in increasin$ emphasis has )een $i!en to the as simp"e treated as "o$ in the mo!ement or(er as a ho"e man. *he need of !ast

manpo er and their importance as rea"i&ed )# some of the pro$ressi!e entrepreneurs. *he emer$ence of *rade +nion and their $radua" co""ecti!e po er forced some en,.

Marital status, age, income, education, total tenure ears of emplo ment and tenure with current emplo er correlate positivel with I=$. %n this sample, this indicates that as age increases, so does the level of career achievement. #imilarl with the increase of the total tenure ears of emplo ment and tenure with the current emplo er also indicate the increase in the level of I=$. *ccordingl , the number of children correlates negativel with total tenure ears of emplo ment, career satisfaction, career achievement, organizational climate and I=$. This means that as age increases, together with the total tenure ears of emplo ment

23

and with the current emplo er, the number of children decreased. %n turn, this will increase the level of career satisfaction, career achievement and I=$. This is consistent with the literature that age positivel predicts success presumabl because e2trinsic outcomes accrue over time Q;,,;8R. %t also indicates that older respondents had been long in their career and had achieved more promotions in their careers than had ounger e2ecutives Q@8R. *lso, the respondents who worked in M7/s were reported to have a slightl higher level of I=$ as compared to those in #M%s. The higher the income obtained b the respondents, the higher the level of I=$.

However, the respondents did not e2press the level of satisfaction with their career balance. This is in line with the literature standpoint and e2pressed in the conflict between work and famil life. The results show that the respondents are satisfied with their achievement (?@.EG) in their career progress but not in terms of career balance (@?.?G). Aarticipation in the work (famil ) role is made more difficult b virtue of participation in the famil (work) role Q++R. (2ecutives who value their career "uite highl will find that it affects the amount of time the can devote to the famil Q;8R. Rapoport and Rapoport Q@,R supported this b showing that the famil Ds morale support and the diversion that it entails make it an important factor affecting I=$.

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Quality of Life
=hat is SIualit of $ifeST =hat does it denoteT =hat parametersKattributes can be used to measure I'$T I'$ is increasingl referred to in evaluating urban and rural areas, and in several other situations. #ome definitions, models and more... The best wa of approaching "ualit of life measurement is to measure the e2tent to which peopleDs Mhappiness re"uirements0 are met > that is those re"uirements which are a necessar (although not sufficient) condition of an oneDs happiness 1 those Dwithout which no member of the human race can be happ .D =hat is I'$T I'$ ma be defined as sub!ective well1being. Recognizing the

sub!ectivit of I'$ is a ke to understanding this construct. I'$ reflects the difference, the gap, between the hopes and e2pectations of a person and their present e2perience. Human adaptation is such that life e2pectations are usuall ad!usted so as to lie within the realm of what the individual perceives to be possible. This enables people who have difficult life circumstances to maintain a reasonable I'$. 'ur definition of "ualit of life is3 The degree to which a person en!o s the important possibilities of hisKher life. Aossibilities result from the opportunities and limitations each person has in hisKher life and reflect the interaction of personal and environmental factors. (n!o ment has two components3 the e2perience of satisfaction and the possession or achievement of some characteristic. Meaningful and satisf ing work is said to include3 (8) an opportunit to e2ercise oneDs talents and capacities, to face challenges and situations that re"uire independent initiative and self1direction (and which therefore is not boring and repetitive work)L (+) in an activit thought to be of worth b the individual involvedL (@) in which one understands the role oneDs activit pla s in the achievement of some overall goalL and (;) take pride in what one is doing and in doing it well. This issue of meaningful and satisf ing work is often merged with discussions of !ob satisfaction, however, the author believed this favorable estimate to I=$ instead. There are three distinctive elements of I=$ related interventions3 (8) a concern about the effect of work on people as well as organizational effectiveness, (+) the idea of worker participation in organizational problem solving and decision making and (@) the creation of

25

reward structures in the workplace which consider innovative wa s of rewarding emplo ee input into the work process such as gainsharing, etc Q8+R. %n the 89E,s, emphasis was increasingl placed on emplo ee1centered productivit programs. %n the mid 899,s till toda faced with challenges of downsizing and corporate restructuring, I=$ is reemerging where emplo ees are seeking out more meaning where rising educational levels and occupational aspirations in toda Ds slow economic growth and reduced opportunities for advancement, naturall , there are rising concerns for I=$ and for career and personal life planning. Most people want to improve their performance on the !ob, to receive constructive suggestions regarding areas the need to work on and to be commended on their !ob well done. Thus, emplo ees during their career will like to e2perience growth and development, a sense of where one is going in oneDs work life. I=$ encompasses the career development practices used within the organization such as placing clear e2pectations on emplo ees on their e2pectations and succession plans. I=$ is linked to career development and career is evolving from such interaction of individuals within the organizations. $iterature on I=$ is limited and several studies commonl correlates with !ob

satisfaction but no stud on I=$ has associated with career related factors. This empirical stud was done to predict I=$ in relation to career1related dimensions. The sample consists of ;:C managers from the free trade zones in Mala sia for both the multinational corporations (M7/s) and the small1medium industries (#M%s). The result indicates that three e2ogenous variables are significant3 career satisfaction, career achievement and career balance, with ?@G of the variance in I=$. He words3 Iualit of work life (I=$), career, organizational climate Iualit of =ork $ife (I=$) is a philosoph , a set of principles, which holds that people are the most important resource in the organization as the are trustworth , responsible and capable of making valuable contribution and the should be treated with dignit and respect Q8R. The elements that are relevant to an individualDs "ualit of work life include the task, the ph sical work environment, social environment within the organization, administrative s stem and relationship between life on and off the !ob Q+R. I=$ consists of opportunities for active involvement in group working arrangements or problem solving that are of mutual benefit to emplo ees or emplo ers, based on labor1management cooperation. Aeople also conceive of I=$ as a set of methods, such as autonomous work groups, !ob

26

enrichment, high1involvement aimed at boosting the satisfaction and productivit of workers Q@R. %t re"uires emplo ee commitment to the organization and an environment in which this commitment can flourish Q;R. Thus, I=$ is a comprehensive construct that includes an individualDs !ob related well1being and the e2tent to which work e2periences are rewarding, fulfilling and devoid of stress and other negative personal conse"uences QCR. *ccordingl , the rising number of two1income households is heightening the concern for emplo eesD "ualit of work life. 5iven that female participation at work is increasing, it is apparent that males and females independentl will need to take care of both work and home. Therefore, "ualit of work e2perience rather than work per se became the focus of attention Q?R and workplace wellness is crucial in promoting healthier working environments Q:R. %n fact, Mala siaDs industrial growth has created a high demand for labor in the manufacturing sector. Mala siaDs electrical and electronics (( J () industr is the largest contributor to the countr Ds manufacturing output, emplo ment and e2ports. The ( J ( industr continues to be Mala siaDs largest e2port earner at ?C.CG during the first si2 months of the ear +,,@ QER. Hence, the ( J ( industr creates the largest number of !ob to evaluate the working opportunities, totaling +,,;9@ in +,,+ in the manufacturing pro!ects out of the total of ?E,C:C Q9R. 4ue to the importance of this industr , it is a necessit environment of the e2ecutives in this sector that re"uire medium to high skills. Moreover, the Mala sian government is particularl keen to seek investment pro!ects which will contribute substantiall to technolog advancement in areas of automation, digitalization, multimedia applications, consumer and industrial electronics. This is consistent with the finding that competition in world markets for products in electronics has increased considerabl over the past few ears. %f this trend continues, this sector will become even more competitive in the ears to come Q8,R. %ndeed, it is difficult to best conceptualize the "ualit of work life elements Q8@R. =alton Q;R proposed eight ma!or conceptual categories relating to I=$ as (8) ade"uate and fair compensation, (+) safe and health working conditions, (@) immediate opportunit to use and develop human capacities, (;) opportunit for continued growth and securit , (C) social integration in the work organization, (?) constitutionalism in the work organization, (:) work and total life space and (E) social relevance of work life.

27

#everal published works have addressed the constructs that make up the I=$ domain and ke elements of I=$ programs Q81C,8;R. 'thers such as Aelsma et al. Q8CR and Hart Q8?R found that ps chological distress and morale contributed e"uall to teachersD I=$. The determined that in the work climate of an occupation, I=$ can be assessed b combining the amount and the degree of stress and the degree of satisfaction e2perienced b the individual within hisKher occupational role. =inter et al. Q8:R viewed I=$ for academicians as an attitudinal response to the prevailing work environment and posited five work environment domains that include role stress, !ob characteristics, supervisor , structural and sectoral characteristics to directl and indirectl shape academiciansD e2periences, attitudes and behavior.

0$al"t! o- L"-e -rom t*e &"e' o"nt o- TSL

%mprovement in I'$

8. 4evelopment of a model traditional rehabilitation colon in consultation with villagers. +. Rehabilitation colon will have facilities for education, health and h giene, water,

electrification, pla ground and communit centre. @. Tree plantation in the rehabilitation colon . ;. <acilitation of construction of temporar shelter within the allowance. C. <acilitation of construction of the permanent house with the house building assistance.

)uilding a better Iualit of life has alwa s been the purpose of T#$ enterprise. Tata steel believes that the primar purpose of a business is to improve the "ualit of life of people. Tata steel will volunteer its resources, to the e2tent it can reasonabl afford, to sustain and improve a health and prosperous environment and to improve the "ualit of life of the people in the areas in which it operates.

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Relat"on Bet'een Em lo!ee Sat"#-a%t"on and Mot"&at"on4

Satisfaction leads to motivation. *his statement cou"d easi"# understand )# the fo""o in$ theor# of Abraham Maslow.

Ma#lo'5# H"erar%*! o- Need#

%f motivation is driven b the e2istence of unsatisfied needs, then it is worthwhile for a manager to understand which needs are the more important for individual emplo ees. %n this regard, *braham Maslow developed a model in which basic, low1level needs such as ph siological re"uirements and safet must be satisfied before higher1level needs such as self1fulfillment are pursued. %n this hierarchical model, when a need is mostl satisfied it no longer motivates and the ne2t higher need takes its place. MaslowDs hierarch of needs is shown in the following diagram3 Ma#lo'5# H"erar%*! o- Need# Sel-6A%t$al".at"on

E#teem Need#

So%"al Need#

Sa-et! Need#

P*!#"olo+"%al Need#

P*!#"olo+"%al Need# Ah siological needs are those re"uired to sustain life, such as3

air water

29

nourishment sleep *ccording to MaslowDs theor , if such needs are not satisfied then oneDs motivation

will arise from the "uest to satisf them. Higher needs such as social needs and esteem are not felt until one has met the needs basic to oneDs bodil functioning. Sa-et! 'nce ph siological needs are met, oneDs attention turns to safet and securit in order to be free from the threat of ph sical and emotional harm. #uch needs might be fulfilled b 3

$iving in a safe area Medical insurance 6ob securit <inancial reserves *ccording to MaslowDs hierarch , if a person feels that he or she is in harmDs wa ,

higher needs will not receive much attention. So%"al Need# 'nce a person has met the lower level ph siological and safet needs, higher level needs become important, the first of which are social needs. #ocial needs are those related to interaction with other people and ma include3

7eed for friends 7eed for belonging 7eed to give and receive love

E#teem
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'nce a person feels a sense of SbelongingS, the need to feel important arises. (steem needs ma be classified as internal or e2ternal. %nternal esteem needs are those related to self1 esteem such as self respect and achievement. (2ternal esteem needs are those such as social status and recognition. #ome esteem needs are3

#elf1respect *chievement *ttention Recognition Reputation

Maslow later refined his model to include a level between esteem needs and self1 actualization3 the need for knowledge and aesthetics. Sel-6A%t$al".at"on #elf1actualization is the summit of MaslowDs hierarch of needs. %t is the "uest of reaching oneDs full potential as a person. &nlike lower level needs, this need is never full satisfiedL as one grows ps chologicall there are alwa s new opportunities to continue to grow. #elf1actualized people tend to have needs such as3

Truth 6ustice =isdom

-eanin$

#elf1actualized persons have fre"uent occurrences of peak experiences, which are energized moments of profound happiness and harmon . *ccording to Maslow, onl a small percentage of the population reaches the level of self1actualization.

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Im l"%at"on# -or Mana+ement

%f MaslowDs theor holds, there are some important implications for management. There are opportunities to motivate emplo ees through management st le, !ob design, compan events, and compensation packages, some e2amples of which follow3

Ah siological needs3 Arovide lunch breaks, rest breaks, and wages that are sufficient to purchase the essentials of life. #afet 7eeds3 Arovide a safe working environment, retirement benefits, and !ob

securit .

#ocial 7eeds3 /reate a sense of communit via team1based pro!ects and social events. (steem 7eeds3 Recognize achievements to make emplo ees feel appreciated and valued. 'ffer !ob titles that conve the importance of the position.

#elf1*ctualization3 Arovide emplo ees a challenge and the opportunit to reach their full career potential. However, not all people are driven b the same needs 1 at an time different people

ma be motivated b entirel different factors. %t is important to understand the needs being pursued b each emplo ee. To motivate an emplo ee, the manager must be able to recognize the needs level at which the emplo ee is operating, and use those needs as levers of motivation.

32

CONCLUSION

Tata steel limited is one of the best compan of %ndia as well as of world. T#$ knows for its best TIM and HR policies in the world. The emplo ees are ver much satisfied, who are working for T#$. *ll the emplo ees are motivated and work together to achieve compan 0s goal. )ecause of high motivated emplo ees T#$, 6oda division increases its production this ear from the emplo ees are ver luck , who are working and who will work for T#$. The compan should provide all those facilities, which it provides at other offices in %ndia e2cluding 6oda division. (arning of more and more mone is not enough for live the life, if an emplo ee wouldn0t able to give time to hisKher famil , then heKshe must be disturbed at the working duration. %f the emplo ee gives hisKher best effort to the compan , then the ne2t responsibilit is of the compan to provide a better "ualit of life in return.

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BIBLIO7RAPHY

<ordham, M. $. (+,,@). Autting first things first3 The "ualit learning organization. SSM, 9(@), 891+8. <rost, A. (+,,@, <ebruar C). Environmental issues that affect workplace. globeandmail.com. *vailable3 http3KKglobeandmail.com. %ngersoll, 5. $., 'lsan, T., 4rew1/ates, 6., 4eNinne , ). /., J 4avies, 6. (+,,+). 6ob #atisfaction, 'rganizational /ommitment and /areer %ntent. JONA, @+(C), +C,1+?8. U a b 5regor , 4erekL 6ohnston, RonL Aratt, 5eraldine et al., eds (6une +,,9). SIualit of $ifeS. ictionar! of "uman #eo$raph! (Cth ed.). '2ford3 =ile 1)lackwell. %#)7 9:E181 ;,C81@+E:19. 8 /ostanza, R. et. al. (+,,E) -*n %ntegrative *pproach to Iualit of $ife Measurement, Research, and Aolic .. S.A.%.&.EN.S. 9 (8) 8 "appiness' (essons from a New Science. $ondon3 Aenguin. ? *pril +,,?. %#)7 9:E1 ,8;8,8?9,,. 8 Morris, Morris 4avid (6anuar 89E,), SThe Ah sical Iualit of $ife %nde2 (AI$%)S, evelopment i$est 93 9C>8,9 8 SIualit of $ife3 How 5ood is $ife for PouTS. &niversit of Toronto Iualit of $ife Research &nit. http3KKwww.utoronto.caK"olK. Retrieved 'ctober 8;, +,,9.

www.tatasteel.com www.docstoc.com V (ducation V M)* www.tatacommunications.com www.tata#teel.co.in www.google.co.in http3KKglobeandmail.com

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