tata hr project

8/13/2019 Tata Hr Project

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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 maintain their affiliation

with the organization.

The ob!ective of this pro!ect is to find out how much the emploees are satisfied and

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 emploees 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 das 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.


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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 emploer and emploee relation e2isting in the

organization.

To know the facilities provided to the emploees 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 stle.

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 emploer emploee 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 saing, practice makes a man perfect and the

knowledge. This does not deal with the practical application, is said to be unscientific and

unsstematic. More over the branch of management, which deals with the most critical and

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important factor of production, re"uires not onl theoretic background but also some practical

e2perience to have some knowledge on da1to1da problem solving.

COMPANY PROFILE

TISCO, Tata Iron and Steel Coman! 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 compan0s steel works,

located in !amshedpur is *sian first and countr0s 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.


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Ind"an Hotel# Coman! (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 alwas ventured into path breaking territor and pioneered

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 intointernational business has been recognised b various bodies and institutions. rand


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

followings.

VISIONS

(e a#"re to )e t*e +lo)al #teel "nd$#tr! )en%*mar -or

Val$e Creat"on and Cororate 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 developing leading edge solutions in technolog,

processes and products.

'ur conduct, b providing a safe working place, respecting the environment, caring

for our communities and demonstrating high ethical standards.

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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 sstems and process through innovation, involving all our emploees.

This polic shall form the basis of establishing and reviewing the Iualit 'b!ectives

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

business direction and to compl with all the re"uirements of the Iualit Management

#tandard.

HUMAN RESOURCE POLICY

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

%t is committed to e"ual emploment 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

emploees, develop their potential and ma2imize their productivit.

%t will aim at ensuring transparenc, fairness and e"uit in all its dealing with its

emploees.

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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 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

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 =%$$ and #%$$ buildup among emploeesK contractor partners to

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

'H performance.

+. =e are committed to continual improvement in our # J 'H performance.

=e will set ob!ectives > targets, develop, implement and maintain managementstandards and sstems, and go beond compliance of the relevant industr standards,legal and other re"uirements.

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SAFETY PRINCIPLE

#afet is line management responsibilit.

*ll in!uries can be prevented.


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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 energL reducing and

preventing pollutionL promoting waste avoidance and reccling 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 in the areas of our

operations.

=ell will enhance awareness, skill and competence of our emploee and contactors so

as to enable them to demonstrate their involvement, responsibilit and accountabilit

for sound environmental performance.

+. =e are committed to continual improvement in our environmental performance.

=e will set ob!ectives targets, develop, implement and maintain management

standards and sstem, and go beond compliance of the relevant industr standards

legal and other re"uirements.

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@. =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 #trong brand e"uit

5roup Revenue F @. illion

Total #ales @.+G of %ndia0s 54A

%nternational %ncome @EG of 5roup revenue

%ndia0s largest emploer 'ver +E9,C emploees 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 Materials

nerg /hemicals

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/onsumer products #ervices

/ommunication and %nformation #stem

Tata Motors $eading *uto /ompan in %ndia in terms of revenues.

Tata Tea $argest integrated tea compan in %ndia.

Tata Aower $argest power generating supplier in the private sector in

%ndia.

Tata /hemicals 'ne of the worlds largest producers of snthetic

soda ash.

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.

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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 emploment 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 emploees, develop their potentials and ma2imize

their productivit. %t also aims at ensuring transparenc , fairness and e"uit

in all its dealing with its emploees.

T#$ has been in pioneer in its HR polic over the ears with the

basic underling principle of sharing and caring and a sense of belongingamongst all emploees 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 before such a

sstem was implemented b law even in most western countries.


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Arofit sharing bonus was granted for the first time in %ndia b Tata steel as earl

as in 89@; (enforced b law in 89?C).

* scheme of retiring gratuit was introduced b Tata steel in 89@: (enforced b

law in89:+).

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

recognition to emploees for e2emplar behavior.

#ome of these initiatives which were introduced wa before enforced are tabulated

below.

%nitiatives T#$ 5overnment

E hour working da.


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Human resources are the most valuable and uni"ue assets of an organization. The

successful management of an organizationDs human resources is an e2citing, dnamic 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 emploees for the benefit of the organization.

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

suggests possible was 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 $ife, Methods to %mprove I=$,


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realizing the importance of relationships and is tring 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!oing 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, dnamic 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 emploees for the benefit of the organization.

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

suggests possible was of leveraging and managing human resources. /hanging trends in

human resource management have been e2plained using contemporar e2amples from %ndiancompanies.

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mploees /ounseling3 ack in the earl thirties, when Hawthorn e2perimented with

=estern lectric /ompan, it was found that emploees harbored irrational feelings that

were interfering with the rational operation of the factor. Therefore, counseling was used as

means of letting the emploees 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 pschological 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 emploees, had found out that that their satisfaction is

derived from a !ob related0 factors that are directl influencing their feelings (E8G) and onl

(?9G) of their !ob dissatisfaction is caused b !ob conte2t0 factors such as the stle of

management, policies and procedures, the workplace, and the members of the team.

S$) Deartment H$man Re#o$r%e# Pol"%! Re%r$"tment/

/ampus recruitment

Tata steel management trainee program

'ne ear development program

mploee surve

Leader#*" De&eloment/


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Tra"n"n+ and De&eloment/

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

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

competenc assessment sstem.

(#ir 4orab Tata)

%$? formed in +E

'nl one recognized &nion > %7T&/

*ffiliation of emploees 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 das ,social events ,contents for children, education

opportunities ,celebrating festivals together.

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mploee #atisfaction3

mploee satisfaction is a measure of how happ workers are with their !ob and

working environment. eeping morale high among workers can be of tremendous benefit to

an compan, as happ workers will be more likel to produce more, take fewer das off,

and sta loal to the compan. There are man factors in improving or maintaining high

emploee satisfaction, which wise emploers would do well to implement.

To measure emploee satisfaction, man companies will have mandator surves or

face1to1face meetings with emploees to gain information. oth of these tactics have pros and

con and should be chosen carefull. #urves are often anonmous, 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. #urves and meetings can trul get to

the center of the data surrounding emploee satisfaction, and can be great tools to identif

specific problems leading to lowered morale.

Man e2perts believe that one of the best was to maintain emploee 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 emploees in a non1work related setting. /amping trips, backpacking wars

and guide backpacking trips are versions of this tpe of team1building strateg, with which

man emploers have found success.

'f course, few workers will not e2perience a boost in morale after receiving more

mone. Raises and bonuses can seriousl affect emploee 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. eep

facilities such as bathrooms clean and stocked with supplies. =hile an air of professionalism

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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 emploee satisfaction, as workers will feel well cared

for b their emploers.

The backbone of emploee satisfaction is respect for workers and the !ob the

perform. %n ever interaction with management, emploees should be treated with courtes

and interest. *n eas avenue for emploees to discuss problems with upper management

should be maintained and carefull monitored. ven if management cannot meet all the

demands of emploees, showing workers that the are being heard and putting honest

dedication into compromising will often help to improve morale.

mploee satisfaction surves help emploers measure and understand their

emploeesD attitude, opinions, motivation, and satisfaction. mploee satisfaction is the

terminolog used to describe whether emploees are happ and contented and fulfilling their

desires and needs at work. mploee satisfaction is often measured b anonmous surves

administered periodicall that gauge emploee satisfaction in areas such as management and

teamwork.

Human resources are on major factors of production. It is human asset, hich

con!ert the !arious resources in to the production resources. It has immense potentia"ities

and it on"# human resources, hich appreciate ith time hereas a"" other resources

under$o the process of depreciation. %uccess of an or$ani&ation main"# depends on the

'ua"it# of manpoer and its performance. In ear"# da#s human resource as not ta(en as an

important factor of production. Human )e$in as simp"e treated as "o$ in the mo!ement

increasin$ emphasis has )een $i!en to the or(er as a ho"e man. *he need of !ast

manpoer 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 poer forced some en.

Marital status, age, income, education, total tenure ears of emploment and tenure

with current emploer 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 emploment and tenure with the current emploer also indicate the increase in

the level of I=$. *ccordingl, the number of children correlates negativel with total tenure

ears of emploment, career satisfaction, career achievement, organizational climate and

I=$. This means that as age increases, together with the total tenure ears of emploment

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and with the current emploer, 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;,;8. %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@8. *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 careerbalance. 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 ([email protected]) 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++. 2ecutives who value their career "uite highl will find that it affects

the amount of time the can devote to the famil Q;8. Rapoport and Rapoport Q@ supported

this b showing that the familDs 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 $ifeS =hat does it denote =hat parametersKattributes can be

used to measure I'$ 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 happiness re"uirements0 are met > that is those re"uirements which are a

necessar (although not sufficient) condition of anoneDs happiness 1 those Dwithout which no

member of the human race can be happ.D

=hat is I'$ 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!os 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!oment has two components3 the e2perience of satisfaction and the possession or

achievement of some characteristic.

Meaningful and satisfing 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 plas 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 satisfing 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

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reward structures in the workplace which consider innovative was of rewarding emploee

input into the work process such as gainsharing, etc Q8+. %n the 89Es, emphasis was

increasingl placed on emploee1centered productivit programs. %n the mid 899s till toda

faced with challenges of downsizing and corporate restructuring, I=$ is reemerging where

emploees are seeking out more meaning where rising educational levels and occupational

aspirations in todaDs 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, emploees 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 emploees 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 Malasia 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=$.

e words3 Iualit of work life (I=$), career, organizational climate

Iualit of =ork $ife (I=$) is a philosoph, a set of principles, which holds thatpeople 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 Q8. The elements that are relevant to an individualDs "ualit of work life

include the task, the phsical work environment, social environment within the organization,

administrative sstem and relationship between life on and off the !ob Q+. I=$ consists of

opportunities for active involvement in group working arrangements or problem solving that

are of mutual benefit to emploees or emploers, based on labor1management cooperation.

Aeople also conceive of I=$ as a set of methods, such as autonomous work groups, !ob

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enrichment, high1involvement aimed at boosting the satisfaction and productivit of workers

Q@. %t re"uires emploee commitment to the organization and an environment in which this

commitment can flourish Q;. 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 QC.

*ccordingl, the rising number of two1income households is heightening the concern

for emploeesD "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? and workplace wellness is crucial in promoting healthier working environments Q:.

%n fact, MalasiaDs industrial growth has created a high demand for labor in the

manufacturing sector. MalasiaDs electrical and electronics ( J ) industr is the largest

contributor to the countrDs manufacturing output, emploment and e2ports. The J

industr continues to be MalasiaDs largest e2port earner at ?C.CG during the first si2 months

of the ear +@ QE. Hence, the J industr creates the largest number of !ob

opportunities, totaling +,;9@ in ++ in the manufacturing pro!ects out of the total of ?E,C:C

Q9. 4ue to the importance of this industr, it is a necessit to evaluate the working

environment of the e2ecutives in this sector that re"uire medium to high skills. Moreover, the

Malasian 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.

%ndeed, it is difficult to best conceptualize the "ualit of work life elements Q8@.

=alton Q; 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.

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#everal published works have addressed the constructs that make up the I=$ domain

and ke elements of I=$ programs Q81C,8;. 'thers such as Aelsma et al. Q8C and Hart Q8?

found that pschological 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: 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 hgiene, water,

electrification, plaground and communit centre.

@. Tree plantation in the rehabilitation colon.

;.


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Relat"on Bet'een Emlo!ee Sat"#-a%t"on and

Mot"&at"on4

Satisfaction leads to motivation. *his statement cou"d easi"# understand )# the

fo""oin$ 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 emploees. %n

this regard, *braham Maslow developed a model in which basic, low1level needs such as

phsiological 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#

Ahsiological needs are those re"uired to sustain life, such as3

air

water

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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 phsiological needs are met, oneDs attention turns to safet and securit in order to

be free from the threat of phsical and emotional harm. #uch needs might be fulfilled b3

$iving in a safe area

Medical insurance

6ob securit


31/34


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Iml"%at"on# -or Mana+ement

%f MaslowDs theor holds, there are some important implications for management.

There are opportunities to motivate emploees through management stle, !ob design,

compan events, and compensation packages, some e2amples of which follow3

Ahsiological 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 emploees feel appreciated and

valued. 'ffer !ob titles that conve the importance of the position.

#elf1*ctualization3 Arovide emploees 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 emploee. To motivate an emploee, the manager must be able to recognize

the needs level at which the emploee is operating, and use those needs as levers of

motivation.

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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 emploees are ver much satisfied, who

are working for T#$. *ll the emploees are motivated and work together to achieve

compan0s goal. ecause of high motivated emploees T#$, 6oda division increases its

production this ear from the emploees 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 emploee wouldn0t able to give time to hisKher famil, then heKshe must be disturbed

at the working duration. %f the emploee 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

89

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