Sanuj Project

8/6/2019 Sanuj Project

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A PROJECT REPORT ON

EMPLOYEE ENGAGEMENT

AT

TATA REFRACTORIES LIMITED

UNDER GUIDANCE OFSUBMITTED BY

MR. K.VISWAMBHARANSANUJ.P

MBA [2009-11]

REGD. NO: -

COLLEGE OF ENGINEERING

TRIVANDRUM


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Corporate Guide Certificate

This is to certify that this project report entitled EMPLOYEE

ENGAGEMENTembodies the result of training work carried out by MR

SANUJ.P student of M.B.A from COLLEGE OF ENGINEERING

TRIVANDRUM under Kerala University.He has undergone vocational training

from 14/02/11 to 14/04/11 at DHANLAXMI BANK.

No part of this report has been submitted for any other degree or published

in any other form.

MS. KALYANI VAIDYA

GENERAL MANAGER

HRM & ADMN.


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Faculty Guide Certificate

It is certified that the project report entitled EMPLOYEE

ENGAGEMENT SURVEY is a piece of summer internship programme

prepared by MISS SONIA SINGH, student of MBA, under my guidance &

supervision for partial fulfillment of MBA Curriculum of REGIONAL

COLLEGE OF MANAGEMENT under Biju Patnaik University of Technology.

Her research work was found to be very valuable to our organization.

We wish all the success in her future endeavors.

Mr. AMRESH CHANDRA NAYAK

SR. LECTURER (HR)

RCM


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DECLARATION

I do hereby declare that this project report entitled EMPLOYEE

ENGAGEMENT SURVEY carried out at TATA REFRACTORIES LIMITED has been

prepared by me and is being submitted to Department of Business Administration

at REGIONAL COLLEGE OF MANAGEMENT, Bhubaneswar under the esteemed

guidance of Mr. Shivram Sahu in the partial fulfillment of requirement of the

award of M.B.A.

All the particulars furnished in the project are true to the best of my

knowledge and belief. It has not been submitted by me in part or in full to any

other University/Institute.

SONIA SINGH

REG. NO.-0806247034

RCM, BBSR


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ACKNOWLEDGEMENT

It is my proud privilege to express my deepest gratitude to a number of

helping hands for their indefatigable cooperation that enabled me to shape my

study. Indeed this page of acknowledgement shall never be able to touch the

horizon of generosity of those, who rendered help to me.

Its my utmost pleasure to extend my sincere gratitude to TRL for offering

me an opportunity to undergo summer internship programme in this esteemed

organization.

I offer my sober and earnest regards to MR.D.BEHERA, GM (PR&HRD),

MR.SIBARAM SAHU, GM (HRM) & MR. K.V.R.RAO, my corporate guide for theirscholarly guidance& kind cooperation. Their keen interest and encouraging words

at every step were a source of inspiration that enabled me to broaden my sphere

of domain knowledge.

I am extremely grateful to MS. MOUSUMI PANDA & MR. AMRESH

CHANDRA NAYAK, Senior Faculty and Guide whose timely guidance and

illuminating suggestion inspired me in shaping the report in its existing form.

I acknowledge special thanks to all the employees and staff members of

different departments in TRL for their ready to help attitude and supportextended during the course of programme.

I am also grateful to my family and friends for their continuous

encouragement and appreciation which helped me in the successful completion

of this project.

This report is a reflection of the knowledge acquired by me during the

internship period.

SONIA SINGH

REG NO.0806247034

RCM, BHUBANESWAR


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ABSTRACT

It will be appropriate to apprise to the reader that the cardinal objective of my

project is to carry out an extensive survey which will not only reinforce and

magnify the awareness level ofEMPLOYEE ENGAGEMENT S in TRL but also help

the Company to improve its overall efficacy of business. From the day on which

TRL witnessed my presence , till date I ceaselessly yet relentlessly kept on

imbibing and garnering the basics of employee engagement in different

departments of TRL like Basic, Dolomite , Finance, High Alumina, HRM , HRD etc.

Owing to the fact that before one sets out for the survey he/she should have a

thorough knowledge of the topic he/ she is assigned with , I as a survey person

spent my considerable time in knowing about the TRLs Employee engagement

survey previously conducted by the company and company policies,vision,mission

etc. After being reasonably conversant with the employee name and departments

I slowly started the task of setting the ball of employee interaction rolling.

Employees interaction was in the shape of Questionnaire. I distributed the

questionnaire to each department and after three days I started collecting them.

Data analysis & interpretation was followed by Findings & Recommendations.


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TABLE OF CONTENTS

CHAPTER 1 INTRODUCTION

OBJECTIVE SCOPE RESEARCH METHODOLOGY

SAMPLING PROCESS DATA COLLECTION METHODOLOGY

CHAPTER 2 COMPANY PROFILE

CHAPTER 3 LITERATURE REVIEW

CHAPTER 4 CONCEPT OF EMPLOYEE ENGAGEMENT IN TRL

CHAPTER 5 DATA ANALYSIS & INTERPRETATION

CHAPTER 6

CHAPTER 7 FINDINGS & RECOMMENDATION

CHAPTER 8 INFERENCE

ANNEXURE

BIBLIOGRAPHY

QUESTIONNAIRE


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CHAPTER 1- INTRODUCTION

INTRODUCTION

Human resource executives in India continue to struggle with talent management

issues, particularly retention. The quest to find the best way to retain employees has taken HR

pundits through concepts such as employee review, employee satisfaction and employee

delight. The latest idea is Employee Engagement, a concept that holds, that, it is the degree

to which an employee is emotionally bonded to his organization and passionate about his work

that really matters.

Engagement is about motivating employees to do their best. An engaged employee

gives his company his hundred percent. The quality of output and competitive advantage of a

company depends upon the quality of its people.

It has been proved that there is an intrinsic link between employee engagement,

customer loyalty and profitability.

When employees are effectively and positively engaged with their organization they

form an emotional connection with the company. This impacts their attitude towards the

companys clients, and thereby improves customer satisfaction and service levels.

Most organizations realize today that a satisfied employee is not necessarily the best

employee in terms of loyalty and productivity. It is only an engaged employee who is

intellectually and emotionally bound with the organization, feels passionately about its goals


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and is committed towards its values who can be termed thus. He goes the extra mile beyond

the basic job responsibility and is associated with the actions that drive the business. Moreover,

in times of diminishing loyalty, employee engagement is a powerful retention strategy. The fact

that it has a strong impact on the bottomline adds to its significance.

A successful employee engagement helps create a community at the workplace and not just a workforce. As organizations globalise and become more dependent on technology in a

virtual working environment, there is a greater need to connect and engage with employees to

provide them with an organizational identity. Especially in Indian culture this becomes more

relevant given the community feeling which organization provide in our society.

There are a lot of HR things. They are called fads. Those are the bandwagons upon

which we hop. Perhaps its time to evaluate whether employee engagement is a fad or a new

knowledge domain for which HR executives can help make their companies a better place to

work.

OBJECTIVES

To examine the strategies adopted and practices followed in TRL regarding employee

engagement system

To examine the importance given by employees to their work & the level of their

satisfaction.

To find out whether the changes in technology in TRL have been properly matched by

training & development of its manpower.

To study the effectiveness of free flow of information between the management and

the employees.

To examine the effects of work culture/environment and ethos in TRL on employees .

To find out whether the employees are being adequately compensated for their service

and labour.

To examine the quality of work-life of the employees in TRL.

To examine whether the welfare measures provided truly reflect the managements

philosophy and policy.

To check whether the employee engagement survey outcome is being implemented ornot.

To suggest measures for improvement.

SCOPE


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Embarking upon the scope of the project assigned to me I was first briefed by the (GM

HR) Mr. Shiv Ram Sahu on the day one and during that session a well planned agenda

was formulated.

It suggested that first I ought to observe every minute activity going in the TRL.

Following the above was the task to be aware about the structure, functioning andproducts of the TRL.

After that I undertook the job of employee interaction- the most important part of

my project.

Employee interaction was in the form of questionnaire fill up.

Report generation was the ultimate ramification of the questionnaire administration

in the survey.

RESEARCH METHODOLOGY

SOURCE

Mr. Shivram Sahu my respected external guide ,was the sole source of everything

which was important for my easier-said-than-done project to materialize .He guided my

footsteps whenever and wherever I stumbled on the way to my objective and not only this hewas also my torchbearer and gave me all the moral and material support.

Available with me was the employees database which was a reliable and authentic

source of employees address. And from those documents maintained by HR department I used

to distribute the questionnaire to the employees.

Primary data

It consisted of the first hand source of data collected through the questionnaires from the

respondents.

Secondary data


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The theoretical foundation of the study is based on various secondary sources such as:

Annual Reports (2003-04 to 2007-08)

Magazines and Journals of TRL

Internet Books from the KNOWLEDGE CENTRE of TRL

METHODS

SURVEY as we know jolly well, is the keyword around which the whole magic of my

project revolves hence, this calls for the urgency of following the below mentioned steps

which can be considered as the methods I have followed in doing the survey.

The first and foremost thing that I did was the task of formulating a well framed

questionnaire which could aptly help me in eliciting the essential information from the

respondents.

The questionnaire was designed on a four point Likertscale where 1 represented low

extent and 4 represented very high extent.

Now I was equipped with the required weapon in the form of questionnaire and the

next step was to circulate the questionnaire to the employees which I did.

A samplesize of 500 respondents were chosen out of 945 workmen.

The sampling type was a probabilitysampling based on systematic random sampling.

Altogether 500 questionnaires were distributed out of which 410 were usable.

The scores of individual items are summated to produce a total score for the

respondent. The higher the respondents score, the more favourable is the attitude.

After recollecting the questionnaire which was a very tough job to carry out I

interpreted it and jotted down the queries and complaints welling up in my mind.

customer

LIMITATIONS


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As far as the LIMITATION of the project is concerned, I faced many a problem and

adversities in course of my project duration.

1. Because of the size of the organization, the population of employee was large.Therefore it was very tough on my part to conduct the survey by going to them

personally.2. The distance and the departments are more in number which took much of the time

and energy to visit each department which was the bottleneck of my project.

3. It was also very disappointing for me at times when the feedback given by theemployees were below expectation.

4. The lack of cooperation by the departmental heads to which the responsibility ofhandling the questionnaire was given was one of the most important factor which

leaded to de motivation and exhortation.

5. Remaining away from the college was an agonizing limitation of my project workbecause the requisite help, motivation and guidance were always absent.


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CHAPTER 2- COMPANY PROFILE


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COMPANY PROFILE

ORGANISATION DESCRIPTION:

The development of the Refractories industries in India and other parts of the globe is

inextricably linked with the growth of steel industries and Tata Refractories Limited (TRL)

played a vital role in it. To achieve the twin objectives of self reliance and development of

backward areas, TRL was setup in 1958 by Tata Steel and Didier-Werke AG at Belpahar in

Orissa.

With an annual capacity of245,600 MT the company has also equity participation from

SAIL, the largest public sector steel producer of India. Its main Works is strategically located at

Belpahar, Jharsuguda dist. Orissa, which is nearer to major steel plants andsome raw material

sources. TRL has also plants and operations in Jamshedpur (Jharkhand) and Karuppur (Salem,

Tamilnadu)and captive mines in Chhuinpali and Talbasta in Orissa. A new green field plant has

been setup in China to manufacture Magnesite based bricks. Also a new operation has come up

in Gujarat to manufacture High Alumina Castables and bauxite.

Refractories are used in all high temperature processes to protect the reactors and

personnel from the influence of heat and hot materials when processed. Thus Refractories are

critical consumables in metallurgical, other industries and industries where pyro processes are

involved.

TRL has today grown into the leading Refractories manufacturer in India meeting the

demands of sophisticated Refractories for the steel, glass, non- ferrous and petro- chemical

Industries both in India and abroad. TRL today, is the largest Refractories maker in India. It has

pioneered Refractories making in the country and is the number one Refractories company in

India with around 22% of the market share. TBEM has been adopted as the key change driver

since last 12 years, one of the first Tata Steel group company to go for it

TRL strives rapidly towards becoming a Global Refractories company. With a clear

strategic direction of achieving Rs.2000 crore turn over by 2012-13 under 'Mission 2000'

programme, TRL is working out all the possibilities on strategic front for achieving this goal. It

becomes more imperative for going ahead in this journey as the global competition is very

challenging. TRL is working with all options for securing itself on raw materials which is about

45% of its cost. Today TRL has overcome the critical situation faced in late nineties, gathered

itself up, transformed itself and poised to grasp every opportunity that can catapult it as a

globally competitive and dominant player. It must be appreciated that this is an ever present

requirement and therefore we cannot truly say that this programme is now completed.


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It remains to be an ongoing work. The future shows an aggressive growth path, takingforward the Tata Group's aspirations to think bold, think big and to innovate being a climate

friendly organization.

ORGANISATION CULTUREConsistent with Tata Group's philosophy, TRL has developed a unique culture, which is

articulated in its vision, mission and values.

VISIONA Global Refractories Company

MISSIONTata Refractories shall be high performance and technology driven organization

committed to create value for all its stakeholders

VALUESCustomer delight

Leadership by example

Integrity and transparency

Fairness

Furthering excellence

TRL firmly believes that the purpose of an industrial enterprise is to improve the quality

of life of the people and community it serves. Towards this, it creates economic, social and

environmental values. The vision, strategic goals, objectives and the behavior it demonstrates

are guided by this philosophy. TRL is an equal opportunity employer and promotes high ethical

values, improvement orientation, innovation, agility with respect to manpower, technology and

products, learning and sharing and equal opportunity to all.

HISTORY

1958 - Promoted jointly by Tata Steel and Didier-WerkeAG of Germany- Belpahar Refractories Ltd

1959 - Production of Basic, High Alumina and Silica

Refractories

1971 - R & D facility established

1986 - Re-christened as Tata Refractories Limited


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1993 - Established leading market position

1994 - Commissioned 30,000MTPA Dolomite plant1999 - ISO9002 certification for the whole plant

2006 - Integrated Management System certification

(QMS, OEMS, OSHA)

MANUFACTURING PLANTS

Belpahar(Orissa):Main Works

Installed capacity-246,000MT/annum

Products - Basic, dolomite, silica, high alumina, flow control products, monolithic, Refractories

binder.

Jamshedpur Operation (Jharkhand)


Products - High alumina, silica, monolithic

Karuppur Operation (Tamilnadu)


Products - Basic, monolithic

INORGANIC GROWTHDomestic

TRL Gujaratoperation

Products - Bauxite, based high alumina bricks, monolithic-36,000MTA

Operation started from Jan 2006

Abroad

TRL China operation

Magnesia-carbon& direct bonded, Mg-chrome refractories-60,000MTA

Operation started from Jan 2007

HIGHLIGHTS 2007-08Installed capacity - 380,000MTPA

Production - 230,300MTPA

Sales - 270,000MTPA

Revenue - INR764cr/US $152 million


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PRODUCT RANGE

(Shaped and unshaped Refractories)One stop shop for all Refractories

Basic Refractories

Dolomite Refractories

High alumina Refractories

Flow control products

Monolithics

Silica Refractories

TRS & TRM

SERVICE PROFILE

In order to free the customers from the challenges of refractory technological issues, TRL has

taken up the responsibility of Total Refractories Management(TRM) &Total Refractories

Solution(TRS)

ScopeofTRM

Design and material selection

Refractory inventory management and installation

Regular maintenance

Co-development

Benefitstocustomer

Stable specific refractory cost

Free from the hassle of day to day refractory problems

Free to concentrate only on core business processes

ScopeofTRS

Lining design and development

Furnace design and construction

Heat flow and Thermo-mechanical stress studies of refractory linings

Turnkey jobs

Consultancy and Expert Supervision services

Lining installation and maintenance


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IT FACILITIESState of Art facilities exist with:LAN of 100 MBPS (optical fibre networking) with unlimited 512KBPS Internet VPN connectivity

Outside locations (KOL, JSR, SALEM) are connected through VPN communication

ERP BaaN) In all areas including China and Gujarat. Internet connection to Home PCs

Knowledge Management through Internet.

COLLABORATORS

Krosaki, Japan

MgC BricksBasic monolithic

Slide plates

Dolomit Werke ,Germany

Dolomite refractories

Stopinc, Switzerland

L.S system for slidegate

Monocon, U.KBasic spraying mass

Lichtenberg, Germany

Coke oven repair materials

A.P Green, U.S.A

Castables

PRODUCTION FACILITIES

Longest Silica tunnel kiln in Asia-180mt longHigh temperature kiln(+1850deg)

Fully automated and state-of-art Monolithic plant

7 nos of high capacity microprocessor controlled SACMI presses

High capacity inclined mixer machines

2 n0s of 100 TPD rotary kiln

FIFO system aided by latest logistics for smooth and speedy dispatch


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R & D FACILITIESX Ray Diffractometer

X RF

Creep testing machines

High temperature furnaces upto (1850degC)

Hot MOR

Hot stage microscope

Thermal conductivity(DIN)

Climate chamber

CAPTIVE MINESCHHUIINPALLI MINES TALBASTA MINES

Mineral quartzite fire clay

Lease area 102hects 171hects

Lease period 20 yrs from now 20yrs from

1995

Reserve 716 million MT 0.8 millionMT

AWARDS

Every year no.of national and state level Quality Circle awards

Productivity award from IMRA

CAPEXIL award for exporter consecutive last 12yrs

State safety award for occupational health care from govt of Orissa in 95-96,96-97,99-00

1996 ISO9001 certification for total product range

2002 PCRA award for fuel conservation

2002 - Golden Peacock award for best EMS(Environment

Management System)

2005 - award for active promotion of Tata Business

Excellence Model(TBEM)

2006 Green Tech Silver award for environmentManagement

2006 IMS certification covering QMS,EMS & OSHA

2007 Golden Peacock innovation award for products


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IN 2008-09

Installed capacity 3,80,000 MT/yr

Production 000MT 230.000

Sales 000MT 270.000

Revenue Rs.764 crores

Export Rs.102.00 crores

Profit (PBT) Rs.54 crores

EMPLOYEE PROFILE

TRL has achieved significant improvements by building a competent work force. TRL'semployees are in two broad categories of officers and workmen. The workmen have formed

Tata Refractories Shramik Sangh - the only bargaining unit. TRL injects fresh talents from

campus interviews from reputed engineering colleges, Institutes and lateral recruitments.

Contract workers are employed in areas having a fluctuating and non-permanent nature of

work (such as cleaning, sorting & packing) or in such areas where the specialized agencies can

provide better services (e.g. security, gardening packaging etc.). Marketing personnel are

located across the country and abroad near the clusters of customers to provide prompt

service. TRL's employees are from diverse back ground represented by female employees and

employees from other states.TRL has the highest percentage of professional and well-trained

staff for any Refractories company in India and compares favorably even with the globalRefractories companies.

ORGANISATIONAL CHALLENGES

COMPETITIVE ENVIRONMENTThe global Refractories industry has a size of around Rs 70,000 Crores and about 20

Million Tonnes in volume. The domestic industry has a size of approx. Rs 3600 Crore and

approx. 1.25 Million tonne in volume. With Tata Steel's acquisition of Corus, it has opened us a

new market of about Rs 1000 Crore . This has prompted TRL to have a foothold in Corus.Domestic Refractories industry is a fragmented one having a total of about 150 companies out

of which 22 companies are in large/medium scale and rest are in small scale. TRL has highest

market share (22% )in India.


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Global challenges: Large refractory manufacturers such as RHI have now targeted Indian

Refractories market.

Business challenge: Existence of large number of small Refractories in the unorganized

sectors operating at 40-50% capacity utilization.

Customers: customers of Refractories product generally belongs to large industrialorganization therefore have strong negotiating position.

Suppliers: In highly competitive environment & ever increasing customer expectations. Key

challenge is to meet the need of continuous cost reduction demand through efficient supply

chain management.

COMPETITORS OF TRL

As other fields have competitors, the Refractories market also has a competition. Here we are

discussing about the main competitors of TRL.

ODISHA CEMENT- It has the turnover of 200 crores & export worth Rs.25 crore.

Presently they are trying to establish the production & quality of ladle tundish shrouds.

OCL is capturing order of the mini steel plant for well blocks in LCC 90 quality &

feedback report from mini steel is very good.

BHARAT REFRACTORIES- BRL as around 125 M.T of specialty product per month as INDO

FLOGATES is presently taking from OAL, the slide plates. They are approaching MSP &

TISCO for supply specialty product.ACC CEMENT- It has turnover for the year was 179 crores. Along with other competitors,

acc is also making his presence in domestic market.

IFGL REFACTORIES

VISHUVYAS REFRACTORIES.

TRL's approach is to optimize the price performance balance and offer value for money.

PRINCIPAL FACTORS OF SUCCESS


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Brand image Product consistency and performance Timely delivery Large volume and multiproduct capabilities Design and application solution. Opportunities for innovation

In 2002~03, a strategic initiative named Fortune 500 was initiated which crafted the

growth story of TRL. Fortune 500 program meant Rs. 500 Crore revenue with Rs. 50 Crore profit

within 5 years, i.e. by 2007~08.However the land mark of crossing Rs 500 Crore turnover has

been achieved in 2006~07, one year before the schedule. Under this program, apart from major

expansions and modernization program at Belpahar, TRL has established a green field project in

China in 2007 to take advantage of best quality magnesite (a critical raw material) in JV and

enhancing our core competencies. Another joint venture (MAPL) plant has been established in

Gujarat for bauxite based products for taking advantage of proximity to raw material source

and also to address the cement sector. Fortune 500 has made TRL a Young TRL. After the

success of Fortune 500, TRL has initiated another program called Mission 2000 which will take

the company to a revenue of Rs 2000 Crore within in next 5 years time.


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CHAPTER 3- LITERATURE REVIEW


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LITERATURE REVIEW

EMPLOYEE ENGAGEMENT

An organizations productivity is measured not in terms of employee satisfaction but in

terms of employee engagement. Employees are said to be engaged when they show a positive

attitude towards the organization and express a commitment to remain with the organization.

It is the level of commitment and involvement an employee has towards the organization and

its values. An engaged employee is aware of the business context and works with colleagues to

improve performance within the job for the benefit of the organization.

Engagement at work was conceptualized by Kahn (1990)as the harnessing of

organizational members selves to their work roles. In engagement people employ and express

themselves physically, cognitively and emotionally during role performances.

The second related construct to engagement in organizational behavior is the notion of

flow advanced by Csikszentmihalyi (1975).He defines Flow as the holistic sensation that people

feel when they act with total involvement .Flow is the state in which there is little distinction

between the self and environment. When individuals are in flow state little conscious control isnecessary for their actions. Employee engagement is thus the level of commitment and

involvement an employee has towards their organization and its value. The organization must

work to develop and nuture engagement which requires a two way relationship between

employer and employee. Thus employee engagement a barometer that determines the

association of a person with the organization.

Engagement is most closely associated with the existing construction of Job

Involvement, Brown(1996).Job Involvement is defined as the degree to which the job situation

is central to the person and his/her identity. Kanungo(1982)maintained that job involvement is

thought to depend on need saliency and the potential of a job to satisfy these needs. Thus job

involvement results from a cognitive judgement about the need satisfying abilities of the job.

Jobs in this view are tied to ones self image. Furthermore engagement entails the active use of

emotions. Finally engagement may be thought of as an antecedent to job involvement in that


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individuals who experience deep engagement in their roles should come to identify with their

jobs. When Khan talked about employee engagement he gave importance to all three aspects,physical, cognitive and emotional. Whereas in job satisfaction importance has been more given

to cognitive side.

According to the study of WatsonWyatt, the profit chain establishes relationship

between profitability, customer loyalty and employee satisfaction, loyalty and productivity.

The links in the chain (which should be regarded as propositions) are as follows; profit

and growth are stimulated primarily by customer loyalty. Loyalty is a direct result of customers

satisfaction. Satisfaction is largely influenced by the services provided to customers. Satisfied,

loyal and productive employee create value. Employee satisfaction in turn results primarilyfrom high quality support services and policies that enable employees to deliver results to

customers.

HR practioners believe that the engagement challenge has a lot to do with how

employee feels about the work experience and how he/she is treated in the organization. It has

a lot to do with emotions which are fundamentally related to drive bottom line success in a

company.

Employee engagement represents an alignment of maximum job satisfaction with

maximum job contribution. By plotting a given population against these two axes, five distinctemployee segments are identified-fully engaged, almost engaged, honeymooners & hamsters,

crash & burn and disengaged.

According to BW-HR global survey 34% of the employees in India are fully engaged and

13% disengaged. As many as 29% are almost engaged.

FOCUS ON EMPLOYEE ENGAGEMENT

Engagement by industry - With the exception of government sector which has relatively low

engagement levels some high tech industries (pharma, biotech)score low whereas some service

focused industries(retail, consumer products)score high.

Engagement by level - Studies show that people higher up in the organization experience

higher engagement. However there is a drop in engagement past the vice-president level.


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Engagement by gender - the survey reveals a larger disparity between men and women.

Men count 8%more fully engaged and 6%less disengaged than women.

Taking global figures into account, it can be said that Indian workers are among the most

focused and satisfied in the world.

BASIC ASPECTS OF EMPLOYEE ENGAGEMENT

There are three basic aspects of employee engagement:

The employees and their own unique psychological makeup and experience.

The employers and their ability to create the conditions that promote employee

engagement.

Interactions between employees at all levels.

Thus employee engagement is a partnership between a company and its employee where

everyone works together to achieve the business objectives of the company and fulfill their

personal aspirations. It is therefore largely the organizations responsibility to create an

environment and culture conducive to this partnership and a win-win equation.

CATEGORIES OF EMPLOYEES

There are three different types of employees. They are engaged, not engaged, actively

disengaged.

1. ENGAGED - Engaged employees are builders. They want to know the desiredexpectations for their role so that they can meet and exceed them. They are naturally

curious about their company and their place in it. They perform at consistently high

levels. They want to use their talents and strengths at work everyday. They work with

passion and they drive innovation and move their organization forward.

2. NOT ENGAGED - Not engaged employees tend to concentrate in tasks rather than thegoals and outcomes they are expected to accomplish. They want to be told what to do

just so that they can do it and say they have finished. They focus on accomplishing tasks

vs achieving an outcome. Employees who are not engaged tend to feel their

contributions are being overlooked and their potential is not being tapped. They often

feel this way because they dont have productive relationships with their managers or

with their co-workers.


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3. ACTIVELY DISENGAGED - The actively disengaged employees are the cave dwellers.They are consistently against virtually everything. They are not just unhappy at workthey are busy acting out their unhappiness. They sow seeds of negativity at every

opportunity. Everyday actively disengaged workers undermine what their engaged co-

workers accomplish. The problems and tensions that are fostered by actively disengaged

workers can cause great damage to an organizations functioning.

THE ROLE THEORY

Employee engagement can be defined in terms of what people do at work, something

called the role theory. Role theory reviews different roles that people engage in at work, and it

explains reasons why people engage in certain roles and not in others.

Thefive work related roles that exist in any company are:

Job holder role - Employees come to work and do the job that is listed in their job

description

Team member role- Employees go above and beyond to help members of their team

work towards common goals.

Entrepreneur role - Employees come up with new ideas and processes and try to get

those ideas implemented.

Career role - Employees do things to enhance their career in the organization;

they learn, they adapt new skills, and more.

Organization member role - Employees do things that promote and help the company

even if its not part of their jobs or their teams duties

In general we find that most employees have a sense of fairness and even if their

employer treats them poorly most will show up to work and do the job role. But having

employee show up at work simply doing their jobs gets an employer nowhere in terms of long

term competitiveness.

If all your employees show up and only do their jobs, then you are not building

organizational strength and long term competitiveness through people because anyone can

hire those same employees and duplicate what you are doing.


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According to K-A-B MODEL for the success of employee engagement, the company must follow

three steps i.e.

Knowledge

Attitude

Behaviour

KNOWLEDGE:- Stakeholder must be aware of what is happening ,what the change or

engagement effort is, and what they will see happening across the organization, to and

by whom ,over what time period .this is the launch part of engagement programmes,

and is also where much of the effort is focused-often to the detriment of the

subsequent stages.

ATTITUDE:- Once the stakeholders have internalized the knowledge, they need to form

an attitude about what they know .generally this means that they must see tangible,

positive evidence that the organization is serious about and committed to the

programme .Evidence of behaviour change emerges in key leaders, managers and

employees as, for example, process begin to evolve and changes are made.

BEHAVIOUR:- Once stakeholders have internalized the information and formed an

attitude about the change and what it means to them, it is essential that they are given

the tools, guidance and support needed to change their behaviours and must be visibly

intolerant of behaviours that do not align with achieving the objectives behind the

overall engagement efforts.

THE TEN CS OF EMPLOYEE ENGAGEMENT

How can leaders engage employees heads, hearts, and hands? The literature offers several

avenues for action; we summarize these as the Ten Cs of employee engagement.

1. Connect: Leaders must show that they value employees. Employee-focused initiatives such

as profit sharing and implementing worklife balance initiatives are important.

However, if employees relationship with their managers is fractured, then no amount

of perks will persuade employees to perform at top levels. Employee engagement is a direct

reflection of how employees feel about their relationship with the boss. Employees look at


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whether organizations and their leader walk the talk when they proclaim that, Our employees

are our most valuable asset.

2. Career: Leaders should provide challenging and meaningful work with opportunities for

career advancement. Most people want to do new things in their job. For example, do

organizations provide job rotation for their top talent? Are people assigned stretch goals?

Do leaders hold people accountable for progress? Are jobs enriched in duties and

responsibilities? Good leaders challenge employees; but at the same time, they must instill the

confidence that the challenges can be met.

3. Clarity: Leaders must communicate a clear vision. People want to understand the vision that

senior leadership has for the organization, and the goals that leaders or departmental heads

have for the division, unit, or team. Success in life and organizations is, to a great extent,

determined by how clear individuals are about their goals and what they really want to achieve.

4. Convey: Leaders clarify their expectations about employees and provide feedback on their

functioning in the organization. Good leaders establish processes and procedures that help

people master important tasks and facilitate goal achievement. Good leaders work daily to

improve the skills of their people and create small wins that help the team, unit, or

Organization performs at its best.

5.Congratulate: Business leaders can learn a great deal from Woo dens approach. Surveys

show that, over and over, employees feel that they receive immediate feedback when their

performance is poor, or below expectations. These same employees also report that praise and

recognition for strong performance is much less common. Exceptional leaders give recognition,

and they do so a lot; they coach and convey.

6. Contribute: People want to know that their input matters and that they are contributing to

the organizations success in a meaningful way. First, an employee understands of the

connection between her work as operational zed by specific job-relevant behaviors and the

strategic objectives of the company had a positive impact on job performance. Second, an

employees attitude towards the job and the company had the greatest impact on loyalty and

customer service than all the other employee factors combined. Third, improvements in

employee attitude led to improvements in job-relevant behavior; this, in turn, increased

customer satisfaction and an improvement in revenue growth. In sum, good leaders help

people see and feel how they are contributing to the organizations success and future.


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7. Control: Employees value control over the flow and pace of their jobs and leaders can Create

opportunities for employees to exercise this controlA feeling of being in on things, and of

being givenopportunities to participate in decision making oftenreduces stress; it also creates

trust and a culture wherepeople want to take ownership of problems and their Solutions.

8. Collaborate: Studies show that, when employees work in teams and have the trust and

cooperation of their team members, they outperform individuals and teams which lack good

relationships. Great leaders are team builders; they create an environment that fosters trust

and collaboration. Surveys indicate that being cared about by colleagues is a strong predictor of

employee engagement. Thus, a continuous challenge for leaders is to rally individuals to

collaborate on organizational, departmental, and group goals, while excluding individuals

pursuing their self-interest.

9. Credibility: Leaders should strive to maintain a companys reputation and demonstrate high

ethical standards. People want to be proud of their jobs, their performance, and their

10. Confidence: Good leaders help create confidence in a company by being exemplars of high

ethical and performance standards. Practitioners and academics have argued that Competitive

advantage can be gained by creating an engaged workforce.

Leaders should actively try to identify the level of engagement in their organization, find

the reasons behind the lack of full engagement, strive to eliminate those reasons, and

implement behavioral strategies that will facilitate full engagement. These efforts should be

ongoing. Employee Engagement is hard to achieve and if not sustained by leaders it can wither

with relative ease.

THE LOYALTY FACTOR

The key to employee engagement is creating greater motivation for their work and

commitment to their organization. It is not possible to retain professionals only by paying high

salaries and offering attractive benefits. We need to create enthusiasm for their roles, their

work and the organization and ensure they are well integrated.

Employee engagement relates to the employees commitment to the organizations success.

Engaged employees who are inspired and guided by the leadership equipped with the right

tools and managed by the right systems and process deliver superior performance. Employee

engagement today encompasses training, development, work environment, leadership,


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performance management, work- life balance, communication, compensation, benefits,

commitment, fun and social activities.

The quality of output and competitive advantage of a company depends on the quality of

people. Employees want to work for an organization that is-successful, legal, provides

opportunities to grow, has managers who help employees and is socially responsible.

FACTORS LEADING TO EMPLOYEE ENGAGEMENT

The critical factors which lead to employee engagement are;

1. Career developmentOpportunities forpersonal development- Organizations with high levels of engagement provide

employees with opportunities to develop their abilities, learn new skills, acquire new

knowledge and realize their potential. When companies plan for the career paths of theiremployees and invest in them, then they prove to be the assets of the organization.

Effective managementof talent - Career development influences engagement for employee

and retaining the most talented employees and providing opportunity for personal

development.

2. LeadershipClarity of company values - Employees need to feel that the core values for which their

company stands are unambiguous and clear.

Respectful treatmentofemployees - Successful organizations show respect for each employees

qualities and contribution regardless of their job level.

3. Empowerment - Employees want to be involved in decisions that affect their work. Theleaders of high engagement work places create a trustful and challenging environment

in which employees are encouraged to dissent from the prevailing orthodoxy and to

input and innovate to move the organization forward.

4. Image - How much the employees are prepared to endorse the products and serviceswhich their company provides its customers depends largely on their perception of the

quality of those goods and services. High levels of employee engagement and are

inextricably linked with high levels of customer engagement.


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5. Equal opportunity andfair treatment - The employee engagement levels would be highif their superiors provide equal opportunities for growth and advancement to all the

employees.

6. Re- inforcementofpeople focusedpolicies - Continuous re-inforcement exists whensenior management provides staff with budgets and resources to accomplish their workand empowers them.

7. Communication - The company should follow the open door policy. There should beboth upward and downward communication with the use of appropriate

communication channels in the organization. If the employee is given a say in the

decision making and has the right to be heard by his boss then the engagement levels

are likely to be high

8. Qualityofworking relationships with peers,superiors & subordinates - If employeesrelationship with their managers is fractured, then no amount of perks will persuade the

employees to perform at top levels. Employee engagement is a direct reflection of how

employees feel about their relationship with the boss.

9. Perceptionoftheethos and valuesoftheorganization -inspiration and values are themost important factors that influence engagement. Inspirational leadership is the

ultimate perk. In its absence it is unlikely to engage employees.

10.Performance appraisal - Fair evaluation of an employees performance is an importantcriterion for determining the level of employee engagement. The company which

follows an appropriate performance appraisal technique (which is transparent and not

biased)will have high levels of employee engagement.

11.Pay and benefits - The company should have a proper pay system so that theemployees are motivated to work in the organization. In order to boost his engagement

levels the employee should also be provided with certain benefits and compensation.

12.Health and safety - Research indicates that the engagement levels are low if theemployees do not feel secure while working. Therefore every organization should adopt

appropriate methods and systems for the health and safety of their employees.

13.Job satisfaction - Only a satisfied employee can become an engaged employee.Therefore it is very essential for an organization to see to it that the job given to the

employee matches his career goals which will make him enjoy his work and he would

ultimately be satisfied with his job.

14.Familyfriendliness - A persons family life influences his work life. When an employeerealizes that the organization is considering his familys benefits also, he will have an

emotional attachment with the organization which leads to engagement.


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15.Co-operation- If the entire organization works together by helping each other i.e., allthe employees as well as superiors co-ordinate well then the employees will be

engaged.

DOES ENGAGEMENT REALLY MAKES A DIFFERENCE?

Should executives be concerned about these findings? Perhaps a more interesting

question to executives is: Is there a strong relationship between, say, high scores on employee

engagement indices and organizational performance? It seems obvious that engaged

employees are more productive than their disengaged counterparts. For example, a recent

meta-analysis published in the Journal of Applied Psychology concluded that, employee

Satisfaction and engagement are related to meaningful business outcomes at a magnitude that

is important to many organizations. A compelling question is this: How much more productive

is an engaged workforce compared to a non-engaged workforce? Several case studies shine

some light on the practical significance of an engaged workforce. For example, New CenturyFinancial Corporation, a U.S. specialty mortgage banking company, found that account

executives in the wholesale division who were actively disengaged produced 28 percent less

revenue than their colleagues who were engaged. Furthermore, those not engaged generated

23 percent less revenue than their engaged counterparts. Engaged employees also

outperformed the not engaged and actively disengaged employees in other divisions. New

Century Financial Corporation statistics also showed that employee engagement does not

merely correlate with bottom line results it drivesresults.

BENEFITS TO THE ORGANISATION

Employee engagement builds passion, commitment and alignment with the

organizations strategies and goals.

Attracts more people like existing employee.

Increases employees trust in organization.

Creates a sense of loyalty in a competitive environment.

Lowers attrition rate.

Increases productivity and improves morale.

Provides a high energy working environment.

Improves overall organizational effectiveness.

Boosts business growth.

Makes the employee effective brand ambassadors for the company.


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EMPLOYEE ENGAGEMENT IN VIRTUAL ENVIRONMENT

Keeping remote employees engaged is a critical challenge for managers. Employees

need to be engaged through various forums and interactions to build excitement and passion

through various communication channels and events.

For example, at Sun Microsystems, employees are treated with utmost importance. The

senior management team interacts with the employees through the intranet where the

employees are engaged in active dialogue on corporate goals and directions and also solicits

their feedback. Management members engages with the employees on technological directions

through personal blog.(holding six town halls with employees every year).The company also

reaches out the employees family by inviting and involving them in some events. The internal

website of the company is updated daily, thus keeping employees abreast of the happenings

and developments in their organization.

MEASURING EMPLOYEE ENGAGEMENT

Employee engagement can be measured from twodimensions;

How employees feel(their emotions towards the company, the leadership, the work

environment etc).

How they intendto act inthefuture(will they stay, give extra effort etc).

Employee engagement can be revealed in several ways, including pulse to annualsurveys, tracking changes in the attrition rate, increase in the number of employee

referrals and growth in productivity and business.

In many organizations the age old employee satisfaction surveys were

considered the most popular method for measuring how happy an employee was in the

organization. This is slowly being replaced by surveys that can effectively measure

employee engagement. For example, employee opinion survey.

The analysed results help us gauge the level of employee engagement within the

company. It also helps to identify the weak areas. After each survey Action Planning

Group is formed within the organization that comprises a cross-section of people from

across the company; all departments and all levels are fairly represented. This group

then works on different projects leveraging the strengths identified by the survey.


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Conducting a survey without planning how to handle the results can lead employees to

disengage. It is therefore to feel the pulse, the action plan is just as essential.

Employee engagement should be measured at regular intervals in order to track its

contribution to the success of the organization.

HOW TO MEASURE EMPLOYEE ENGAGEMENT

Step 1- Listen

The employer must listen to his employees and remember that this is a continuous

process. The information employees supply will provide direction. This is the only way to

identify their specific concerns. When leaders listen, employees respond by becoming more

engaged. This results in increased productivity and employee retention. Engaged employees are

much more likely to be satisfied in their positions, remain with the company, be promoted andstrive for higher levels of performance.

Step2- Measurecurrent level ofemployeeengagement

Employee engagement survey let us know what level of engagement the employees are

operating. Customizable employee survey will provide with a starting point towards the efforts

to optimize employee engagement. This kind of survey is a diagnostic tool of choice in the

battle for the hearts of employees.

Step3- Identifytheproblem areas

Identifying the problem areas helps to see which are the exact areas, which lead to

disengaged employees.

Step4- Taking actionto improveemployeeengagementby acting upontheproblem areas

Nothing is more discouraging to employees than to be asked for their feedback and see

no movement toward resolution of their issues. Even the smallest actions taken to address

concerns will let the staff know how their input is valued. Feeling valued will boost morale,

motivate and encourage future input. Taking action starts with listening to employees

feedback and a definitive action plan will need to be put in place finally.

IMPORTANCE OF ENGAGEMENT


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Engagement is important for managers to cultivate, given that disengagement or

alienation is central to the problem of workers lack of commitment and motivation.

Meaningless work is often associated with apathy and detachment from ones works(Thomas&

Velthouse ).In such conditions, individuals are thought to be estranged from their selves. An

organizations capacity to manage employee engagement is closely related to its ability toachieve high performance levels and superior business results.

In the workplace research on employee engagement(Harter,Schmidt&Hayes,2002)have

repeatedly asked employee whether they have the opportunity to do what they do best

everyday. While one in five employees strongly agree with this statement. These work units

scoring higher on this perception have substantially higher performance. Thus, employee

engagement is critical to any organization that seeks to retain valued employees.

As organizations globalize and become more dependent on technology in a virtual

working environment, there is a greater need to connect and engage with employees toprovide them with an organizational identity.

Engaged employees are more likely to stay and be an advocate of the companys

product and services. They contribute to the overall success of the organization. A greater

number of loyal employees ensure low recruitment and training costs, in effect enhancing the

productivity of the organization. They are also more willing to put in extra effort when the

organization needs it. Their impact on the working environment is also significant as they are

more focused on organizational benefit than personal goals. This consequently reduces feelings

of acrimony and internal rivalries. They also project a positive image to new recruits and this

motivates the latter to perform better and assimilate themselves in the office culture. Research

also shows that engaged employees in customer-facing roles are more likely to treat customers

in ways that positively influences customer satisfaction.

ORGANISATIONAL INITIATIVES

Most organizations have a range of programmes to improve the engagement level of

their employee. It should start right at the selection stage.

Choosing the right fit and giving a realistic job preview.


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Strong induction and orientation programme.

Rigorous training and development from technical to soft skills to leadership

development programme.

To keep up the morale of people and drive them towards excellent performance,

incentives can be given such as recognition letters, profit sharing schemes, longperformance awards, ESOPs, building assets like own home.

Regular feedback to all people.

Communication forums like the in-house magazine and regular surveys and

conferences.

To maintain the quality of work-life and a balance between personal/professional lives,

there are recreational activities like festivities, get-togethers, sports etc.

An open and transparent culture to empower its people and develop entrepreneurs.

INCREASING EMPLOYEE ENGAGEMENT

Provide Variety - Tedious, repetitive tasks can cause burn out and boredom over time.

If the job requires repetitive tasks, look for the ways to introduce variety by rotating

duties, areas of responsibility, delivery of service etc.

Conduct periodic meetings with employees to communicate good news, challenges and

easy-to-understand companys financial information. Managers and supervisors should

be comfortable communicating their staff and able to give and receive constructive

feedback.

Indulge in employee deployment if he feels he is not on the right job .Provides an open

environment.

Communicate openly and clearly about whats expected of employee at every level-your

vision, priorities, success measures etc.

Get to know employee interests, goals, stressors etc. Show an interest in their well

being and do what it enables them to feel more fulfilled and better balanced in work

life.

Celebrate individual, team and organizational success. Catch employee doing something

right and say, Thank-You.

Be consistent in your support for engagement initiatives. If you start one and then drop

it, your efforts may backfire. Theres a strong connection between employees

commitment to an initiative and managements commitment to supporting it.

REAL EMPLOYEE ENGAGEMENT RULES


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We often think that super important corporate initiatives will transform our

organization into places where everyone will come to work and want to be more engaged.

Corporate initiatives cant make the magic. Employee engagement happens only when you

remove barriers to work and these barriers are unique to every work group. The people who

deliver the corporate initiatives have to make engagement happen, i.e., the managers.

HOW TO MOVE OWNERSHIP TO MANAGERS AND EMPLOYEES

In order to move the employee engagement process from ownership by corporate HR to

ownership by and employees, several things must happen-

1. Measurement of employee engagement must be done more than once in a year. Weneed multiple ways to assess engagement , the engagement metrics must include

performance measures.

2. You cant have engaged employees without super engaged managers.Engagement improving efforts must start at top and work their way down. The

most senior executive must be assured that they are engaging their senior team and

that team has to work on creating a high engagement environment for its direct

reports & so on.

Engagement must be done by leadership through example. This process of top

down engagement is owned by each level of management. Each manager himself

benefits from the process, and then they share the benefits with their own

employees. In this learning process managers own employee engagement.

3. Engagement is about getting rid of things that block productivity.We bring people to work, then put lots of obstacles in the way of their

being able to succeed. Creating an engaged workforce means getting barriers out of theway for your employees to be effective. We cannot create a magic set of 20, 40, 80

survey questions that will assess the things that are getting in the way of productivity

and performance. These things can be lumped into categories but they differ from

company to company, department to department and employee to employee. These

productivity blockers and de motivators are not taught in a basic introduction to

management book. They are not going to disappear with the purchase of some new


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technology or from hiring the latest management guru. Engagement will happen when

each individual manager learns whats getting in the way of his/her employees

performance and each manager chooses to take action.

4. The process of engagement is a process , you cant get it right at the year end. You haveto create a continuous learning, continuous improvement, continuous measurement

and continuous action process to maximize productivity.

CONCLUSION

Employee engagement is the buzz word term for employee communication. It is a

positive attitude held by the employees towards the organization and its values. It is rapidly

gaining popularity, use and importance in the workplace and impacts organization in many

ways. Employee engagement emphasizes the importance of communication on the success

of business. An organization should thus recognize employees more than any other

variable, as powerful contributors to a companys competitive position. Therefore

employee engagement should be a continuous process of learning, improvement,

measurement and action. Research studies have thus made a contribution in adding an

additional P to the 4Ps of marketing i.e., Product, Price, Place, Promotion and now People

to the mix.


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CHAPTER-4

CONCEPT OF EMPLOYEE ENGAGEMENT

IN TATA REFRACTORIES LTD.


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CONCEPT OF EMPLOYEE ENGAGEMENT IN TRL

The people are the most important assets and through their capabilities and use of their

knowledge, TRL has been able to maintain the leadership position in the market.

Tata Refractories limited belongs to Tata steel group of companies and it is leader in Indian

refractory industries. The human resource department of TRL experiments and conducts

surveys to develop new concepts relating to employee well being, satisfaction and

organizational Behaviors for the development of the employees in the organization.

Engagement of an employee is an important factor of consideration for every

organization for the prosperity and integrity of the organization. Satisfied knowledgeable

workforce is therefore instrumental in achieving organizational success. If an employee is not

satisfied in any of the factors which are basic ,prior and unavoidable like good and secured job,

working environment ,salary, proper and effective interpersonal communication among all the

level of the organization, scope of development ,recruitment policy, reward and appraisal

system ,organizations discipline, training facility, recreation facility, complete understanding of

the work, goals and values, decisions making policies then they will feel de motivated to work

and the organization will not get the desired output even from the best employee working

within it. In other words, job dissatisfaction leads to psychological withdrawal, dispensary visits,

poor mental health, poor performance, lower attractiveness of the job and absenteeism. they

will find opportunities elsewhere, where they can avail a better job that can satisfy all their

needs. This will in fact lead to the increase in the level of absenteeism.

Hence the human resource management conducts a survey on the employee

satisfaction, every year, to find out the various factors of sin whish employee feels satisfied.

This survey also helps them to find out in which an employee feels satisfied. survey also helps

them to find out new factors apart from the standardize factors that are usually being

prescribed as factors of satisfaction. Therefore these factors eventually help the department

and the management to take proper action in future for the well being, motivation, satisfaction

and development of the employees working within it from the human relations and

organizational behavior point of view.

Employee training & development, competency mapping through HRRA, career

progression, succession planning is given utmost attention by top management for developing a

world class workforce. HR programs are tailored to meet these objectives.


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WORKFORCE FOCUS

In alignment with the company's vision, mission and values, TRL's workforce focus aims

at creating a flexible, knowledgeable & satisfied workforce. The company achieves high

performance by creating agile & flexible organization design, understanding workforce needs

through various listening and learning posts, promoting innovation and creativity through Cross

Functional Teams, motivating employees through performance management and professional

development and providing a safe and supportive environment.

WORKFORCE ENGAGEMENT

Determinationofworkforceengagement andsatisfaction

Determination of key factors for employee engagement and satisfaction starts with

classifying employees into appropriate groups based on hierarchical, functional levels etc. andcapturing workforce needs through different listening and learning posts. The identified factors

for workforce satisfaction and engagement are validated through reviews in the HR Council

meetings correlating the same with the organizational results.

High performance work culture

This objective is achieved through the following factors:

MOTIVATION

Senior leaders use many formal and informal means to motivate workforce through out

the company. Some of the steps taken by senior leaders in this regard areCreating an environment of achievement by setting challenging targets for the

subordinates,

Giving adequate resources for enabling people to succeed,

Personal involvement and

Reward and recognition based on consideration on meritorious performance.

EMPOWERMENT

An environment of empowerment is built through:

(a) Enabling workforce through training and development to take decisions closest to the front

line.

(b) Delegations of authority with trust & support, to take actions and make decisions, to satisfy

the customers at first contact. General Managers and Chief Managers have been given both

financial powers to reward workforce under them.


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(c) Providing easy access to the senior leadership (through open house, e-mail and freedom

to meet informally).

(d) De-layering for more freedom to act, job enrichment through task forces to work for special

projects.

REWARDANDRECOGNITION

Reward and recognition system is one of the most important elements of a high

performance work culture at TRL. Important R & R schemes are CPI, PPI, Bonus, Sabash awards,

Gunwant Karmachari award etc. In addition to this, senior leaders take active part in rewarding

people in annual JDC meetings, Safety week, productivity week and innovation week

celebration and quality nite etc. MD is personally present in the annual functions of rewarding

the winners. This encourages workforce to take part in improvement groups such as QCs, VE

and other innovation projects in most of the forums in India. Contract workmen are also

rewarded during the Safety week celebration by the Senior leaders.

CO-OPERATIONThe change in the organization design from functional orientation to SBU-wise structure has

resulted in improved cooperation and communication amongst production, marketing,

technology and support services since these have become part of the individual

SBUs. This has resulted in improved productivity and business results. The company's vision and

strategic plan (Mission-2000) has been communicated across the organization; thus providing

a clear big picture to the entire workforce about company's objectives and growth plans.

INFORMATIONFLOWANDTWOWAYCOMMUNICATION

Communication across the work units, jobs and locations is achieved through

a) Documentation of all work procedures and instructions (in IMS) and theircommunication to all employees through training

b) Availability of these on in the intranet and as hard copies, which can be accessed by all,c) Through positional training where a highly skilled worker/officer trains a group assigned

to him on-the-job as per the needs of his colleagues

d) Knowledge Management system (KM site) where the knowledge champions and expertsgather and place knowledge pieces including all successful CIPs on the K.M. site,

e) Departmental meetings for knowledge sharing.f) Logbooks maintained by departments,g) Job rotation.

INDIVIDUALGOAL SHARING & INNOVATION

The CBSC is cascaded to Divisional/Departmental Goal Sheets and to individual KRAs,

which help in aligning and integrating the performance targets; thus taking out any ambiguity

and providing clear and specific goals for individuals. The workmen are trained and developed

through Millwright, and other training programs to empower them for self-supervised working.


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This enhances their agility and they work seamlessly on all machines of all units of the

department. Involvement of employees across all levels in various CIP teams, such as VE, WS

and WCs have not only created a culture of collaboration but also fosters an environment for

high performance. These interventions also help in skill and knowledge sharing & innovation.

The associated rewards and recognition practices with these interventions motivate and engage

the workforce across the organization. Innovation Is also encouraged through suggestion andinnovation schemes, with appropriate reward and recognition.

SAFETYAND SECURITY

TRL's work climate is governed by HR Policy, IMS(Integrated Management System)

consisting of ISO 9001:2000,ISO14001:2004,OHSAS 18001:2007,Tata code of Conduct, Sexual

Harassment (Prevention Policy) and Whistle Blower Policy and is improved by reviewing the

current practices and implementation of improvement initiatives.

Central Safety Committee is the apex committee which decides the strategy for safety

and its successful implementations. Safety initiatives in the company include hazardidentification & risk analysis (HIRA), preparation of job safety analysis, housekeeping and safety

surveys, mock drills, reporting and analysis of near miss incidents/accidents etc. Employee's

involvement in improving the safety standard is ensured through their participation in the

departmental safety committees, plant safety committee and other forums.

WORKENVIRONMENT

TRL is the first Refractories company in India to establish a full-fledged environment

protection department. The system for air and water pollution monitoring, measurement,

corrective, preventive action & periodic review are in place.

HEALTHINITIATIVES

Considering the nature of operations, system has been established to prevent

occurrence of silicosis, a major health hazard by ensuring effective dust control systems, use of

dust masks, job rotation and conducting health awareness classes regularly. PMC are conducted

for all employees & contract labour as E&I. Replacing old producers by modern ones and

replacing coal with petcoke has minimized toxic gas pollution in Gas Producers area, and gas

monitoring is done regularly to check gas levels. TRL also proactively encourages its employees

to preventing problems related to health by exposing them to knowledge on different aspects

of health under the Work Life Balance and program which is conducted by doctors of JG

Hospital. Special programmes on 'meditation' are also conducted by Bramhakumaris from time

to time to improve physical, mental & spiritual health of employees.

THE ASSESSMENT OF WORKFORCE ENGAGEMENT AND

SATISFACTION


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This is done by an annual survey called EES (Employee Engagement Survey). The findings

are analyzed and actions are initiated in low score areas to improve them. The absenteeism

rate of 2.0% is a benchmark in Refractories industry. Method of measurement of employee

well-being and satisfaction/dissatisfaction are: absenteeism, b) grievances) loss due to strikes

(zero since last 20 years).

The assessment method takes care of segmentation of the workforce such as employees

at different levels, women employees, employees located at different locations. For workmen

there is a separate survey which is administered in Oriya language.

THE EES FINDINGS AND ANALYSIS

These are presented in the BEC meeting to the senior leaders along with their

correlation to the business results e.g. CBSC and AOP targets. Recognition was an area of

concern in the last ESS. Hence a new set of recognition measures were designed for theemployees and executed e.g. best housekeeping competition, Shabash award for Gunwant

Karmchari. The improvements brought about based on the employee satisfaction survey and

their correlation with the key business results are given in needs are identified during annual

strategy planning process. Based on the 5 year business plan which gives projections of

different business, VP (HR) in consultation with SBU Heads / GM's of production, maintenance

and project departments make HR plan which take into account capability & capacity needs.

The HR strategy focuses on three HR elements (i) Attract (ii) Retain and (iii)Develop of Strategy

Planning Process. The recruitment process addresses (i) additional manpower requirement for

business growth (ii) to fill up vacancies arising out of attrition.

CHAPTER-5

DATA ANALYSIS & INTERPRETATION


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DATA ANALYSIS

As stated earlier, this study is based on a survey conducted in different departments of Tata

Refractories Limited. An overall sample of 500 employees was taken from nine different

departments.

BASES ON WHICH DATA WAS ANALYZED:-

A. Grade-wiseB. Department-wise

A. Grade-wise analysis:-

There are four different grades of workmen in TRL. They are:-

Unskilled - SW-1, 2(Attendant, Sr. Attendant) Semi-skilled - SW-3, 4(Jr. Technician) Skilled SW-5, 6(Assistant Technician) Highly skilled - SW-7, 8(Technician, Sr. Technician)

B. Department-wise analysis:-

Respondents of about nine different departments have been taken into consideration. They

are;

Basic Silica Dolomite Flow Control Product Finance Medical Order Security Technology.


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ANALYSIS OF ATTRIBUTES GRADE WISE

CHART-1

The Percentage Average in the grade of unskilled Workmen i.e. SW-1 & SW-2 indicates

that the Company attribute has been rated to 71% which is the highest & the benefit attribute

to a lowest of 46%. This shows that the employees are proud to be associated with TRL. But at

Goals

Job

Work Environment

Communication

Leadership

Recognition

Personality Development

Employee Care

Benefits

Fairness & Equity

Trust

Company

60.15

58.59

64.84

70.31

57.81

55.46

60.93

60.15

46.87

56.25

60.93

71.09

% Avg. Unskilled

% AVG.


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the same time are dissatisfied with the benefit plans of the Company that does not

commensurate with the output.

CHART-2

The above Chart depicts that the Semi-Skilled Grade of workmen have rated company

attribute to a highest of 80% whereas descended on the job attribute to a lowest of 61%. This

clearly indicates that the employees are not satisfied with the job assignment & delay in the

procurement of resources to perform their work on time.

Goals

Job

Work Environment

Communication

Leadership

Recognition


Employee Care

Benefits

Fairness & Equity

Trust

Company

69.16

61.66

62.05

65

64.16

66.66

64.16

64.16

56.66

64.16

65.83

80

% Avg. Semiskilled

% AVG.


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CHART-3

From the above Chart it can be clearly inferred that the skilled grade of workmen have

relatively rated Company attribute to a highest of 82% but are dissatisfied with the Benefit

Plans & Recognition system of the Company & So rated it to the lowest of 56%.This suggests

that the credit for the work done well on time & their suggestions are not given due recognition

by the management satisfactorily.

67.85 65.81

62.7564.79

58.67 56.6362.24 60.71

56.6360.71 62.24

82.14

% Avg. Skilled

% AVG.


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CHART-4

It seems that the grade of Highly Skilled workmen are satisfied with the support they

receive from their Supervisors & the basic amenities they get at the workplace. So theyve rated

the Job & Work Environment at about 78% but are again dissatisfied on the same attribute as

the other Grades i.e. benefit Plans of the Company & So rated it below 55%.

7578.57 78.57 76.78

67.85 66.07

76.78

62.05

53.57

66.07 66.07

76.78

% Avg. Highly Skilled

% AVG.


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ANALYSIS OF ATTRIBUTES DEPARTMENTWISE

CHART-1

The department-wise analysis of the chart shows that the employees of Finance &Technology Department have rated goals attribute to the highest of 87% whereas Basic &

Dolomite Departments have rated Goals below 65%. This suggests that the employees are not

clear about the result expected from them & are not aware of the Departmental & Company

Goals.

60.75

68

62.565

87.5

75

65

72.22

87.5

%Avg. Goals

%AVG


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CHART-2

The above Chart clearly depicts that Medical & Basic Departments have rated the job

attribute below 55% whereas Technology has rated the job at above 83%. This indicated that

the employees of Basic & Medical are not satisfied with the job assignment & the resourcesthey get to help perform their work.

53.7563.5 66.25

70

81.25

53.5

80 77.7583.92

% Avg.Job

Job


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CHART-3

From the above Chart it can be clearly inferred that the Medical as well as BasicDepartment have rated low on the Work- Environment attribute i.e. below 56% whereas

Finance has topped with 87%. This indicates that employees of Medical & Basic do not get the

required support to succeed from the superiors as well as the basic amenities in the work place.

55.25

72.568.75

73.33

87.5

46.25

70

86

76.78

% Avg.Work Environment

Work Environment


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CHART-4

On communication ground, Departments like Medical & Silica have rated below 60%. It

seems that Finance Department id completely satisfied with the communication level of the

senior management & so rated it at 100%. This suggests that employees of Medical & Silica do

not receive appropriate work instruction & feedback from the Supervisors.

57.5

51.75

65

76.66

100

50

65

88.75

78.57

% Avg.Communication

Communication


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CHART-5

It seems that the Employees of Medical & Order Department are not interested with the

authority to make necessary decisions & so rated the Leadership attribute below 50% whereas

Finance & Technology Department have rated Leadership above 80%.

57.5

70.25

52.5

68.33

87.5

42.7545

75

82.14

% Avg.Leadership

Leadership


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CHART-6

It can be clearly interpreted from the chart that among all Departments, Medical has

rated Recognition attribute below 40% & Technology at 69%. This suggests that employees ofMedical do not get due recognition by management for their work & suggestion.

61.75

54.557.5

60

68.75

39.25

5558.25

69.64

% Avg.Recognition

Recognition


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CHART-7

On personality Development attribute Medical has again rated low with 46% whereas

Finance Department has rated high at 81%. It indicates that the employees of MedicalDepartment are not completely satisfied with the Training & Development programme of the

company.

61.25

75

60

73.33

81.25

46.25

60

66.5

80.35

% Avg.Personality Development



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CHART-8

The Chart above depicts that the Medical Department is unable cope up with the job

stress & is not satisfied with the welfare amenities provided by the Company, so has rated

Employee Care at 42%. Here Security Department is leading with 77% in Employee Careattribute.

58.5

72.5

56.25

63.33

68.75

42.75

60

77.75

69.64

% Avg.Employee Care

Employee Care


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CHART-9

Benefit Plans is definitely an area of great concern because none of the Departments

have rated it above 64%. It indicates that the Benefit Plans of the company are not

commensurate with the output or the productivity of the labour.

58.561.25

41.25

63.33

50

39.25

45

52.75

57.14

% Avg.Benefits

Benefits


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CHART-10

The fair distribution of assignments & accountability of team members has not received

sufficient attention by the Supervisors in Medical & Dolomite Department and so rated below

50%. Here Silica Department is leading with 86%.

65

86.25

48.75

60

68.75

46.25

75

66.5 66.07

% Avg.Fairness & Equity

Fairness & Equity


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CHART-11

On Trust factor Dolomite Department has rated it lowest to 55% whereas Medical has

rated it highest at 81%. Here a reverse attitude is seen among the employees of Medical

Department which has rated almost all the attributes very low.

64.5

72.5

55

60

75

81

7577.75 78.57

% Avg.Trust

Trust


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CHART-12

Company attribute has been rated at an all time high between 75-100%. By almost all

the Departments, It can be clearly inferred that the employees of TRL are very optimistic about

the future of the company & are proud to be associated with the company.

76.5

68

80 78.33

87.5 89.25

75

94.25

100

% Avg.Company

Company


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CHAPTER 6- OBSERVATION


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OBSERVATION

This place under this heading is the most appropriate place for me to pour my heart and

acknowledge my observation with due integrity and earnestness. Here I have made up my mind

to discuss my survey work including Employee Engagement, Employee Suggestion, their opinion

and problems at length .I have segregated the different aspects of the survey into different sub-

heading. I commence with the discussion above.

OBSERVATION OF TRL

I first went through the structure and a function of the TRL whose over all ambience was

aesthetically maintained. In the process I came to know the rationale behind the tag line of TRL

always satisfying

After observing all the departments meticulously. I tried to elicit the information as to which

part or the aspect of the activity is taken care of by whom. I gradually got the information of the

roles and duties of each head of the departments.(Refer chart below)

OBSERVATION OF CUSTOMER FEEDBACK

Prominent observation is made in connection to the feedback which I received from the

employees. We know jolly well that no five fingers are same, similarly the opinions,

comprehension and thoughts process of the various employees are also diverse and many.


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A succinct elaboration of the roles and the function of the various employees will be a welcome

step here.


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OBSERVATION OF EMPLOYEES ATTITUDE

I had a remarkable and flabbergasting experience when I approached the employees andpersonally asked them about their suggestion, comments, compliments or grudges, if any,

which they have for their job in TRL.I deem it appropriate and prudent to make a mention of a

fact tha

Sanuj Project

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