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 efficiency,
and providing mechanisms to ensure that they maintain their affiliation with the
organization.

The objective of this project is to find out how much the employees are satisfied and what is
their quality of life. How the Tata steel company (TSL) applies the human resource functions
in the organization and out the organization. In this project I make the survey on the
employees of various departments of Tata steel, joda east.

The project report is divided in various sections like introduction of the company, topic introduction,
survey report and conclusion

Human resources are on major factors of production. It is human asset, which convert
the various resources in to the production resources. It has immense potentialities and it only
human resources, which appreciate with time whereas all other resources undergo the process
of depreciation. Success of an organization mainly depends on the quality of manpower and
its performance.

In early days 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
by some of the progressive entrepreneurs. The emergence of Trade Union and their gradual
collective power forced some entrepreneurs to give some district feature of human side by
production. The first among the entrepreneurs who had contributed in the development of
human side of production was Robert Owen, and English Humanist. He took a genuine
interest in the welfare of the workers. But this magnetite was not supported by a major chunk
of entrepreneurs.

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 A number of social scientist advocated their valuable theories towards the
beginning of the 20th century. Abraham Maslow gave his “Hierarchy of needs” theory. Mc
Clelland’s Afflation- Achievement theory is well accepted too. Christ Argyris theory of “four
system of Management” is also a milestone in the development of human factor in the
production process.

But the most important in this field was that of Elton Mayo’s Human Relation
Approach. The great “Hawthorne Study “by Elton Mayo’s and colleagues, revealed that the
effectiveness of any organization depends upon the quality of the relationship among the
personnel and social needs of employees are very important and that concentration by
management exclusively on productivity, material and environmental issue will to be a self-
defecting aim.

Hence the management must give more emphasis on the human side and their proper
utilization. This then remains the cardinal objective of the human relations function to
discover newer ways of understanding man and to motive him to higher standard of
workmanship. Many new experiments such as study of his state university of Michigan etc
have developed the branch of Management beyond margin.

Today an organization having a good inventory of human resources and a dynamic

personnel department is prospective one. So the technique and functions of personnel
management have now come closely integrated with the overall organization strategies n
search of excellence.

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 QUALITY OF WORK LIFE

Quality is generally defined as “Conformance to requirements”. Quality is “as fitness

for purpose”. The concept of quality is not apply to all goods and services created by human
beings, but also for workplace where the employees were employed.

Quality in the workplace comes from understanding and then fully meeting, the needs
of all your internal and external customers, now and into the future and doing so with
continual improvement in efficiency and effectiveness.

Quality of work life refers to the favourableness or un – favourableness of a total job

environment of the people. The basic purpose is to develop jobs and working conditions that
are excellent for people as well as for the economic health of the organization. Quality of
work life provides a more humanized work environment. It attempts to serve the higher –
order needs of workers as well as their more basic needs. It seeks to employ the higher skills
of workers and to provide an environment that encourages improving their skills.

Q - Quest for excellence

U - Understanding

A - Action

L - Leadership

I - Involvement of the people

T - Team spirit

Y - Yardstick to measure progress

The above said are very essential things to improve the work life of employees in the
organization.

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DEFINITION

Quality of work life means “the degree to which members of a work organization are
able to satisfy important personal needs through their experience in the organization”

Quality of work life could be defined as “the Quality of the relationship between the
man and task.

MEANING

Quality of work life has gained deserved prominence in the Organizational Behavior
as an indicator of the overall of human experience in the work place. It expresses a special
way of thinking about people their work, and the organizational in which careers are fulfilled.

Quality of work life refers to the relationship between a worker and his environment,
adding the human dimension to the technical and economic dimensions within which the
work is normally viewed and designed. Quality of work life focus on the problem of creating
a human working environment where employees work co – operatively and achieve results
collectively. It also includes.

 The programme seeks to promote human dignity and growth

 Employees work collaboratively They determine work change participate
 The programmes assume compatibility of people and organization
Quality of work life refers to the level of satisfaction, motivation, involvement and
commitment individuals experience with respect to their line at work Quality of work life is
the degree of excellence brought about work and working conditions which contribute to the
overall satisfaction and performance primarily at the individual level but finally at the
organizational level.

CONCEPT

Quality of work life is a prescriptive concept, it attempts to design work environments

so as to maximize concern for human welfare. Quality of work life acts in two dimensions.

 Goal

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  Process

Quality of work life acts as goal by

 Creation of more involving

 satisfying and effective jobs
 Work environment for people at all levels of the organization

Quality of work life acts as process by

 Make efforts to realize this goal through active participation

The whole essence of Quality of work life may be stated thus, the Quality of work life
is co – operative rather than authoritarian; evolutionary and open rather static and rigid;
informal rather than mechanistic; mutual respect and trust than hatred against each other.

Objectives of QUALITY OF WORK LIFE

The major three main objectives for the Quality of work life are

 Improve employees satisfaction strengthen workplace learning, and

 Better manage on – going chance and transition

MAJOR FACTORS AFFECTING THE QUALITY OF WORK LIFE

Quality of work life means having good supervision, good working conditions, good
pay and benefits an interesting and challenging, and a rewarding job. The major factors that
effect the Quality of work life may be stated thus.

Pay

Quality of work life is basically built around the concept of equitable pay. In the days
ahead, employees may want to participate in the profits of the firm as will. Employees must
be paid their due share in the progress and prosperity of the firm.

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Benefits

Workers throughout the globe have raises their expectations over the years and now
feel entitled to benefits that were once considered a part of the bargaining process.

Job Security

Employees want stability of employment. They do not like to be the victims of

whimsical personal policies and stay at the mercy of employers.

Alternative Work Schedules

Employees demand more freedom at the workplace, especially in scheduling their

work. Among the alternative work schedules capable of enhancing the Quality of work lifefor
some employees are:

i. Flexi time: A system of flexible working hours,

ii. Staggered hours: Here groups of employees begin and end work at different intervals.
iii. Compressed workweek: It involves more hours of work per day for fever days, per
week.
iv. Job enrichment: It attempts to increase a person's level of output by providing that
persons with exciting, interesting, stimulating or challenging work.
v. Autonomous work groups (AWGs): Here a group of workers will be given some
control of decision-making and have responsibility for a task area without day-to-day
supervision, and with authority to influence and control both group members and their
behavior.
Occupational Stress

Occupational mental-health programmes dealing with stress are beginning to emerge

as a new and important aspect of Quality of work life programmes. Obviously, and individual
suffering from an uncomfortable amount of job-related stress cannot enjoy a high quality of
work life. '

Worker Participation

Employees have a genuine hunger for participation in organizational issues affecting

their lives. Naturally they demand far more participation in the decision making process at
the workplace.

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Social Integration

The work environment should provide opportunities for preserving an employee's

personal identify and self-esteem through freedom from prejudice, a sense of community,
interpersonal openness and the absence of stratification in the organization.

Work and total life space

A person's work should not overbalance his life. Ideally speaking, work schedules,
career demands and other job requirements should not take up too much of a person's leisure
time and family life.

WAYS TO CREATE HIGH QUALITY OF WORK LIFE

Quality of work life deals with the relationship between every employee and his or
her work organization. This relationship is formal in sometimes less formal. This contract is
psychological; contract. "Psychological contract is the set of expectations held be the
individual specifying what the individual and the organization expect to give and receive
from each other in the course of their working relationship". This contract represents the
expected exchange of values that encourages the individual to work for the organization and
motivates the organization to employ that person, (i.e.) Contribution and Inducements.

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A healthy psychological contract means that inducements and contributions are balance.

INDUCEMENTS = CONTRIBUTIONS

(Organization to employees) = (employee to organization)

This is the way for organization to create healthy psychological contract and Jobs
satisfaction for their members is to provide them with High Quality of work life environment.

ASPECTS OF HIGH QUALITY OF WORK LIFE

Quality of work life is highlighted by the following Benchmarks of managerial

excellence.

Participation:- Involving people from all levels of responsibility in decision-making

Trust:- Reside signing jobs systems and structures to give people more
freedom at work.

Reinforcement:- Creating reward systems that are fair, relevant and contingent on work
performance

Responsiveness:- Making the work setting more pleasant and able to serve individual
Needs.

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 QUALITY OF WORK LIFE PROGRAMMES

Quality of work life programmes concentrate on creating a working environment that

is Conductive to the satisfaction of worker needs. This program assumes that a job and the
work environment should be structured to meet as many of the workers needs as possible.

Richard Walton has organized into eight categories. These should be integrated,
coordinated and properly managed.

These programmes are helped to avoid some pitfalls like

 Quality of work life program must be implemented with the co-operation of

management and labour.
 Action plans must be carried to completion.
 Care must be taken to concentrate the focus on the joint objectives of improving the
Quality of work life.

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RESULTS OF HIGH QUALITY OF WORK LIFE

 High Productivity
 Increase organizational effectiveness
 High employee satisfaction
 High morale.
 Reduce the absenteeism and labour turn over
 Increase the quality of life of employees
 High employee involvement
 Peaceful industrial relation

MEASUREMENT:

A recent statistical analysis of a new measure, the Work-Related Quality of Life

scale (WRQoWL), indicates that this assessment device should prove to be a useful
instrument. The WRQoWL measure uses six core factors to explain most of the variation in
an individuals quality of working life:

 Job and Career Satisfaction;

 Working Conditions;
 General Well-Being;
 Home-Work Interface;
 Stress at Work and
 Control at Work.

The Job & Career Satisfaction (JCS) scale of the Work-Related Quality of Life
scale (WRQoWL) is said to reflect an employee’s feelings about, or evaluation of, their
satisfaction or contentment with their job and career and the training they receive to do it.
Within the WRQoWL measure, Job &Career Satisfaction scale is reflected by questions
asking how satisfied people feel about their work. It has been proposed that this Positive Job
Satisfaction factor is influenced by various issues including clarity of goals and role
ambiguity, appraisal, recognition and reward, personal development career benefits and
enhancement and training needs.

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 The General well-being (GWB) scale of the Work-Related Quality of Life scale
(WRQoWL), aims to assess the extent to which an individual feels good or content in
themselves, in a way which may be independent of their work situation. It is suggested that
general well-being both influences, and is influenced by work. Mental health problems,
predominantly depression and anxiety disorders, are common, and may have a major impact
on the general well-being of the population. The WRQoWL General Well Being factor
assesses issues of mood, depression and anxiety, life satisfaction, general quality of life,
optimism and happiness.

The WRQoL Stress at Work sub-scale (SAW) reflects the extent to which an
individual perceives they have excessive pressures, and feel stressed at work. The WRQoWL
Stress At Work factor is assessed through items dealing with demand and perception of stress
and actual demand overload. Whilst it is possible to be pressured at work and not be stressed
at work, in general, high stress is associated with high pressure.

The Control at Work (CAW) subscale of the WRQoWL scale addresses how
much employees feel they can control their work through the freedom to express their
opinions and being involved in decisions at work. Perceived control at work as measured by
the Work-Related Quality of Life scale (WRQoWL) is recognized as a central concept in the
understanding of relationships between stressful experiences, behaviour and health. Control
at work, within the theoretical model underpinning the WRQoWL, is influenced by issues of
communication at work, decision making and decision control.

The WRQoWL Home-Work Interface scale (HWI) measures the extent to

which an employer is perceived to support the family and home life of employees. This factor
explores the interrelationship between home and work life domains. Issues that appear to
influence employee Home-Work Interface include adequate facilities at work, flexible
working hours and the understanding of managers.

The Working Conditions scale of the WRQoWL assesses the extent to which
the employee is satisfied with the fundamental resources, working conditions and security
necessary to do their job effectively. Physical working conditions influence employee health
and safety and thus employee Quality of working life. This scale also taps into satisfaction
with the resources provided to help people do their jobs.

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QUALITY OF WORK LIFE THROUGH EMPLOYEE INVOLVEMENT:

One of the most common methods used to create QWL is employee involvement.
Employee involvement (EI) consists of a variety of systematic methods that empower
employees to participate in the decisions that affect them and their relationship with the
organization. Through (Employee Involvement), employees feel a sense of responsibility,
even “ownership” of decisions in which they participate. To be successful, however, EI must
be more than just a systematic approach; it must become part of the organization’s culture by
being part of management’s philosophy. Some companies have had this philosophy ingrained
in their corporate structure for decades; Hewlett-Packard, IBM, General Motors, Ford, etc.

QUALITY OF WORK LIFE AS HR STARTEGY – AN ANALYSIS

Today’s workforce consists of literate workers who expect more than just money from
their work.

In the modern scenario, QWL as a strategy of Human Resource Management is being

recognized as the ultimate key for development among all the work systems, not merely as a
concession. This is integral to any organization towards its wholesome growth. This is
attempted on par with strategies of Customer Relation Management.

Strategy and Tactics

Over the years, since industrial revolution, much experimentation has gone into exploiting
potential of human capital in work areas either explicitly or implicitly. Thanks to the
revolution in advanced technology, the imperative need to look into QWL in a new
perspective is felt and deliberated upon. Major companies are tirelessly implementing this
paradigm in Human Resources Development. Globalisation has lowered national boundaries,
creating a knowledge-based economy that spins and spans the world. Major economies are
converging technologically and economically, and are highly connected at present moment.
The new global workplace demands certain prerequisites such as higher order of thinking
skills like abstraction system thinking and experimental inquiry, problem solving and team
work. The needs are greater in the new systems, which are participative ventures involving
workers managed by so-called fictional proprietors.

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Money Matters:

For good QWL, cash is not the only answer. Today, the workers are aware of the job
requirements of job as also the fact that the performance of the same is measured against the
basic goals and objectives of the organization and more importantly, wages are paid
according to the larger picture specific to the industry and the employer’s place in the same.
The increased share of workers in wages and benefits through legislation as well as
competitive interplay of superior managements in various fields of industry and business on
extensive levels has reshaped the worker’s idea of quality of work life. Moreover, other
things being equal, the employers are increasingly vying with their rivals in providing better
working conditions and emoluments. Doubtlessly, the increased tendency of recruiting
knowledge bases is giving the modern managements payoffs in myriad ways. Some of them
are intended potentials for product innovations and cost cuttings. Talking of product, it may
appear far-fetched to some that product is being assessed in the market for its quality and
price by the environment created in the areas where workers and customers are dealt and
transact, like ambience in facilities / amenities as also the company’s pay scales. This goes to
prove that Quality of Work Life of manufacturer / service provider is synonymous with the
quality of product.

Non economic – ‘Job Security’:

The changing workforce consists of literate workers who expect more than
just money from their work life. Their idea of salvation lies in the respect they obtain in the
work environment, like how they are individually dealt and communicated with by other
members in the team as well as the employer, what kind of work he is entrusted with, etc.
Some of these non-economic aspect are: Self respect, satisfaction, recognition, merit
compensation in job allocation, incompatibility of work conditions affecting health, bullying
by older peers and boss, physical constraints like distance to work, lack of flexible working
hours, work-life imbalances, invasion of privacy in case of certain cultural groups and gender
discrimination and drug addiction. One or more of the problems like above can cast a ‘job-
insecurity’ question, for no direct and visible fault of the employer.

Yet, the employer has to identify the source of workers problems and try to
mitigate the conditions and take supportive steps in the organisation so that the workers will

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be easily retained and motivated and earn ROI. The loss of man hours to the national income
due to the above factors is simply overwhelming. Employer should instill in the worker the
feeling of trust and confidence by creating appropriate channels and systems to alleviate the
above shortcomings so that the workers use their best mental faculties on the achievement of
goals and objectives of the employer.

To cite some examples, employers in certain software companies have

provided infrastructure to train the children of workers in vocational activities including
computer education, so that the workers need not engage their attention on this aspect.
Employee care initiatives taken by certain companies include creation of Hobby clubs, Fun
and Leisure Clubs for the physical and psychological well-beingness of workers and their
families. After all, the workers are inexorably linked to the welfare of their families, as it is
their primary concern. Dual income workers, meaning both spouses working are the order of
the day. The work life balance differs in this category and greater understanding and
flexibility are required with respect to leave, compensation and working hours in the larger
framework.

Teamwork:

Teamwork is the new mantra of modern day people’s excellence strategy. Today’s
teams are self-propelled ones. The modern manager has to strive at the group coherence for
common cause of the project. The ideal team has wider discretion and sense of responsibility
than before as how best to go about with its business. Here, each member can find a new
sense of belonging to each other in the unit and concentrate on the group’s new responsibility
towards employer’s goals. This will boost the coziness and morale of members in the positive
environment created by each other’s trust. Positive energies, free of workplace anxiety, will
garner better working results. Involvement in teamwork deters deserters and employer need
not bother himself over the detention exercises and save money on motivation and
campaigns.

All said and one, the workers are considered as the invisible branch ambassadors
and internal customers in certain industries. It is evident that most of the managements are
increasingly realizing that quality alone stands to gain in the ultimate analysis. Restructuring

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the industrial relations in work area is the key for improving the quality of product and the
price of the stock. Without creating supportive environment in restructured environment,
higher quality of work cannot be extracted.

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 INDUSTRIAL RELATION

“Industrial Relations” poses one of the most delicate and complex problems to modern
industrial society. With growing prosperity and rising wages, workers have achieved a higher
standard of living .They have acquired, education, sophistication and greater, mobility career
patterns have changed., for larger section of the people have been hanged., for higher section
of people have been constrained to leave their firms to become wage earners and salary
earners in urban areas under trying conditions of work. Ignorant and drenched in poverty,
vast masses of men, women and children have migrated to few urban Areas. The organization
in which they are employed have ceased to be individually owned and have become corporate
enterprises. At the same time however, progressive status dominated secondly group-oriented
aspirant and sophisticated class of workers has come in being, who have own trade unions
and who have thus gained a bargaining power which enables them to give a taught fight to
their employers to establish their rights in growing industrial society. As a result the
Government has stepped in and plays an important role in establishing harmonious industrial
relations, partly because it has itself become employer of millions of industrial worker but
mainly because it has enacted a vast body of legislation to ensure that the rights of industrial
workers in private enterprise are suitable safe guarded. Besides rapid changes have taken
place in techniques and method of production. Long established jobs have disappeared and
new employment opportunities have been created which call for different patterns of
experience and technical education. Labour employer relations have therefore become more
complex than they were in past, and have been a sharp edge because of widespread labour
unrest.

It is obvious from these facts that industrial relations don’t function in vacuum but are
multidimensional in nature; they are conditioned by two sets of determinants industrial
factors and economic factors. Under institutional factors Dr.V.B.Singh includes such matters
as state policy, labour legislation, labourers and employers organizations and social
institution, attitudes to work, systems of the power and status motivation and influence, the
system of Industrial Relations etc.

Under economic factors are included economic organizations, capital structure,

including technology, the nature and composition of the labour force and the sources of
supply and demand in the labour market.

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OBJECTIVES OF INDUSTRIAL RELATION

The primary objectives of bringing about good and healthy relations between employers and
employees, industrial relation are designed:

 To safeguard the interests of labour and management by securing the highest level of
mutual understanding and goodwill among those sections in the industry which
participate in the process of production.

 To avoid industrial conflict or strike and develop harmonious relations, which are
essential factor in the productivity of workers and the industrial progress of a country.

 To raise productivity to a higher level in an area of full employment by lessening the

tendency to high turn over and frequent absenteeism.

 To establish the growth of an industrial Democracy based on labour partnership in the

sharing of profits and of managerial decision.

 To eliminate, as far as possible and practicable, strikes, lockouts and gheraos by

providing reasonable wages, improved living and working conditions.

 To establish Government control of plants and units as are running at a loss or in

which production has to be regulated in the public interest.

In other words, the objectives of industrial relations are to facilitate production, to

safeguard the rights and interests of both labour and management by enlisting the co-
operation of both to achieve a sound, harmonious and mutually beneficial relationship
between employer and employees.

Technical Innovations

Tata Steel feels that self-reliance in technology is a pre-requisite for growth, especially in the
context of globalisation and expanding operations. The Group's advanced Research and
Development centers are competent enough to meet emerging challenges and ensure that the
Company always stays ahead of all competition. Over the years, Tata Steel has placed a
continuous emphasis on improving processes, with a view to consistently enhancing
efficiencies, improving quality and thereby achieving better performance benchmarks in all

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areas of operations. The Research Department established by Tata Steel way back in 1935,
was the first of its kind in India, and stands as a testimony to the foresight of the early
pioneers and the vision of the founder of the Company. With globalisation and an increasing
scale of operations, the Company feels that self-reliance in technology has become a virtual
pre-requisite to innovation and growth. To stay ahead of competitors, the group maintains its
own research centres; its strength in research and development helping it consistently to meet
the challenges of growth and changes over the years.

Currently, the Tata Steel Group has four research centres with over 1000 people
involving themselves in R&D activities:

 Tata Steel Limited’s (TSL) laboratories in Jamshedpur

 Tata Steel Europe’s (TSE) technology centres in IJmuiden, The Netherlands and
Rotherham and Teesside, United Kingdom.

The Group’s research programme is split between programmes funded by the separate
business units (which make up the major part of the work done in the European research
centres) and work on a number of identified thrust areas that receive corporate funding. The
thrust areas also incorporate the projects that were previously a part of Corus’ strategic
programme.

Anticipating the need to become self-reliant in technology, Tata Steel took three steps during
2000-2005 that would help establish it as a leader in chosen technologies. The Company:

1. Formalised the continuous improvement and innovation process under the powerful
programme of ASPIRE.
2. Identified the key thrust areas of strategic technology development.
3. Established a sound mechanism for capturing new developments and filing them as
intellectual property.

Marketing Innovations

Assurance, reliability and superior brand experience in every segment has always been the
key focus for Tata Steel's brand building endeavours. In addition, the realigned operating
strategy takes into account current realities of the marketplace, enhancement of customer

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satisfaction and relationships with existing clients. In the domain of brand building, the
“Tata” name has always been able to stay ahead of competition and sustain its position of
supremacy even in the face of erratic market changes. Accomplishment of the Tata Brands is
all the more significant as consumers have become more and more discerning over the years
and rival companies too have been alert to changing demands.

In recent times, the Tata Steel Group has been concentrating on the geographies that are
logistically favourable to its plants in Europe and Asia, in response to current realities of the
marketplace. Tata Steel has been working to enhance customer satisfaction and relationships
with existing clients. As opposed to competitors who split and diversify, Tata Steel is
focusing on positive markets by applying its resources to the core business where they are
most needed.

The Steel Division had undertaken several new initiatives to ‘weather the storm’ in FY 09.
The automotive segment maintained its market leadership winning several accolades from
renowned Automobile companies. In the construction segment too, Tata Tiscon increased its
share of business through innovative contracting and better availability of material. In order
to spread the customer base and get maximum leverage from the economic packages, special
initiatives were devoted to Government funded projects and the Railways.

The Singapore operations of NatSteel and the Xiamen operations engaged in efforts to align
the price-cost cycle to mitigate risks of price fluctuations. The Singapore operations reduced
the long-term sales contract from one and a half years to three months.

A focus area for Tata Steel European operations have been the continuous enhancement of
customer support in the automotive market. Strip products division continued its focus on
further development of steel grades with high strength coated steels with sophisticated
coating properties.

Research and Development

A collaborative approach, cross-fertilisation of better practices and technology

absorption through integration of processes have led to measurable results in the Tata Steel
Group’s performance in the direction of continuous improvement.

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Technology Advancements

With globalisation and an increasing scale of operations, technological self-reliance has

become a necessity. Tata Steel with its plans for modernisation has ensured that it deploys the
best technologies to facilitate quality, cost-efficiency and environment-friendly processes.
Apart from its continuous endeavour to improve the quality and quantity of the steel
produced, Tata Steel has, over the years, undertaken extensive research in making the process
of steelmaking more energy efficient, economically viable and environmentally sustainable.

The goal is to foster a technology mindset amongst a cross-section of employees. The

ASPIRE T 3 Knowledge Management Programme provides the required platform as more
and more employees have been engaged in the process of knowledge creation and
dissemination.

The Tata Steel Group’s programme of RD&T in Europe is funded by separate business units,
with breakthrough projects receiving direct corporate funding. Several such initiatives have
successfully added value to customers leading to enhanced profitability as a consequence.

In the last few years, Tata Steel has taken a number of initiatives that would consolidate its
position as a leader in select technologies. These include:

 Formalising the continuous improvement process under ASPIRE.

 Identifying key thrust areas of strategic technology development.
 A focus on the Intellectual Property Rights in Tata Steel.

A number of individual projects have been taken up in each of the thrust areas and definite
benefits have ensued in many significant ways, some of which include:

 8% ash in coal without reduction in yield.

 Complete beneficiation of iron ore.
 Improving blast furnace productivity.
 Development of advanced coatings.
 Evolving the next generation high strength steels.
 Lowering phosphorus in steel making.

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 Research and Development is carried out in the areas of raw materials, blast furnace
productivity, steel making, product development, process improvement etc, keeping these
operations in readiness for any challenge.

Human Resource Management

Tata steel recognizes that its people are the primary source of its
competitiveness and is committed to equal employment opportunities for attracting the
best available talent and ensuring a cosmopolitan workforce.

TSL aims to pursue management practices designed to enrich the quality of life
of its employees, develop their potentials and maximize their productivity. It also aims
at ensuring transparency , fairness and equity in all its dealing with its employees.

TSL has been in pioneer in its HR policy over the years with the basic
underlying principle of sharing and caring and a sense of belonging amongst all
employees who are considered to be a part of TSL family.

 The company has been known as a leader in introducing various HR practices

and setting benchmarks in the global as well as Indian industry .Some of these
initiatives include.

 1920 Tata steel introduced initiatives like leave with pay 1952. And Workman’s
Accident Compensation Scheme (enforced by law in 1924).

 Tata steel introduced eight(8) hour working time in 1912, much before such a
system was implemented by law even in most western countries.

 Free medical aid was introduced in 1915 (enforced by law in 1948).

 Maternity benefits were introduced by Tata steel in 1928 (implemented by law

in 1946)

 Profit sharing bonus was granted for the first time in India by Tata steel as
early as in 1934 (enforced by law in 1965).

 A scheme of retiring gratuity was introduced by Tata steel in 1937 (enforced by

law in1972).

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  Tejaswini, launched in 2003, is a woman empowerment program– the first of its
kind – that trains woman to take up unconventional jobs in the steel works.

 Shabash - A weekly scheme launched in 2002 – offers instant rewards and

recognition to employees for exemplary behavior.

Some of these initiatives which were introduced way before enforced are tabulated
below.

Initiatives TSL Government

8 hour working day. 1912 Not known(but not

implemented even in
western countries at that
time).
1915
Free Medical Aid. 1948
1920
Leave With Pay. 1948
1920
Workers Provident Fund 1952
Scheme.
1920
Workman’s Accident 1924
Compensation.
1928
Maternity benefits. 1946
1934
Profit Sharing Bonus. 1965
1937
Retiring Gratuity. 1972

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 Human resources are the most valuable and unique assets of an organization. The
successful management of an organization's human resources is an exciting, dynamic and
challenging task, especially at a time when the world has become a global village and
economies are in a state of flux. The scarcity of talented resources and the growing
expectations of the modern day worker have further increased the complexity of the human
resource function. Even though specific human resource functions/activities are the
responsibility of the human resource department, the actual management of human resources
is the responsibility of all the managers in an organization.

It is therefore necessary 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. It
examines the various HR processes that are concerned with attracting, managing, motivating
and developing employees for the benefit of the organization.

The book discusses the issues in human resource management in a changing environment and
suggests possible ways of leveraging and managing human resources. Changing trends in
human resource management have been explained using contemporary examples from Indian
companies

Definition and concept of Quality of Work Life, Methods to Improve QWL, Flextime,
Flexiplace, Alternative Work Schedules, Part-time Employment, Compressed Work Week,
Job Enrichment, Job Rotation, Job Enlargement, Autonomous Work Groups / Self-managed
Teams, Socio-Technical Systems, Benefits of QWL Programs, Challenges in Implementing
QWL Programs.

Quality of work life (QWL) is viewed as an alternative to the control approach of managing
people. The QWL approach considers people as an ‘asset'to the organization rather than as
‘costs'. It believes that people perform better when they are allowed to participate in
managing their work and make decisions.

This approach motivates people by satisfying not only their economic needs but also their
social and psychological ones. To satisfy the new generation workforce, organizations need
to concentrate on job designs and organization of work. Further, today's workforce is
realizing the importance of relationships and is trying to strike a balance between career and
personal lives.

23
Successful organizations support and provide facilities to their people to help them to balance
the scales. In this process, organizations are coming up with new and innovative ideas to
improve the quality of work and quality of work life of every individual in the organization.
Various programs like flex time, alternative work schedules, compressed work weeks,
telecommuting etc., are being adopted by these organizations.

Technological advances further help organizations to implement these programs successfully.

Organizations are enjoying the fruits of implementing QWL programs in the form of
increased productivity, and an efficient, satisfied, and committed workforce which aims to
achieve organizational objectives. The future work world will also have more women
entrepreneurs and they will encourage and adopt QWL programs.

Human resources are the most valuable and unique assets of an organization. The successful
management of an organization's human resources is an exciting, dynamic and challenging
task, especially at a time when the world has become a global village and economies are in a
state of flux. The scarcity of talented resources and the growing expectations of the modern
day worker have further increased the complexity of the human resource function. Even
though specific human resource functions/activities are the responsibility of the human
resource department, the actual management of human resources is the responsibility of all
the managers in an organization.

It is therefore necessary 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. It
examines the various HR processes that are concerned with attracting, managing, motivating
and developing employees for the benefit of the organization.

The book discusses the issues in human resource management in a changing environment and
suggests possible ways of leveraging and managing human resources. Changing trends in
human resource management have been explained using contemporary examples from Indian
companies.

Employees Counseling: Back in the early thirties, when Hawthorn experimented with
Western Electric Company, it was found that employees harbored irrational feelings that

24
were interfering with the rational operation of the factory. Therefore, counseling was used as
means of letting the employees unburden themselves by talking to someone about their
problems. Traditional techniques since then have improved tremendously and the prime
responsibility of direct supervisors rather than outside counselors, except when there are
major psychological problems that requires specialized professional expert help.

To conclude, Herzberg when conducting a research on job satisfaction and job

dissatisfaction on a sample of 1,685 employees, had found out that that their satisfaction is
derived from ‘a job related’ factors that are directly influencing their feelings (81%) and only
(69%) of their job dissatisfaction is caused by ‘job context’ factors such as the style of
management, policies and procedures, the workplace, and the members of the team.

Sub Department Human Resources Policy Recruitment:

Campus recruitment

Tata steel management trainee program

One year development program

Employee survey

Leadership Development:

 Formal programs, coaching and on the job training.

 Leadership appreciation process and subsequently conduct ‘Development Centers’.

 IL2, IL3

Training and Development:

 e-learning facilities available on the companies internet which facilitated by

computer literacy training.

 Computer based training packages and multimedia training materials.

 Safety training received special attention based on the DuPont guidelines

identification of skill gaps ,there is a plan in place to introduce a technical
competency assessment system.

25
  Faculty support.

 Up skilling employees through process based ,on the job training and diploma
courses through premium engineering institutes.

 Direct learning strengthening the leadership pipeline coupled with emerging

needs of growth projects across geographies.

Industrial Relations:

The welfare of the laboring class must be one of the first cares of the
employer. – (Sir Dorab Tata)

 IL6 formed in 2008

 Only one recognized Union – INTUC

 Affiliation of employees to these unions has been on a constant decline over

the years and stood at……………..in the year 2008.

 A market based benchmarking of compensation is undertaken.

 Inclusive growth – sports days ,social events ,contents for children, education
opportunities ,celebrating festivals together.

Employee Satisfaction:

Employee satisfaction is a measure of how happy workers are with their job and
working environment. Keeping morale high among workers can be of tremendous benefit to
any company, as happy workers will be more likely to produce more, take fewer days off,
and stay loyal to the company. There are many factors in improving or maintaining high
employee satisfaction, which wise employers would do well to implement.

To measure employee satisfaction, many companies will have mandatory surveys or

face-to-face meetings with employees to gain information. Both of these tactics have pros and
con and should be chosen carefully. Surveys are often anonymous, allowing workers more

26
freedom to be honest without fear of repercussion. Interviews with company management can
feel intimidating, but if done correctly can let the worker know that their voice has been
heard and their concerns addressed by those in charge. Surveys and meetings can truly get to
the center of the data surrounding employee satisfaction, and can be great tools to identify
specific problems leading to lowered morale.

Many experts believe that one of the best ways to maintain employee satisfaction is to
make workers feel like part of a family or team. Holding office events, such as parties or
group outings, can help build close bonds among workers. Many companies also participate
in team-building retreats that are designed to have found success. Strengthen the working
relationship of the employees in a non-work related setting. Camping trips, backpacking wars
and guide backpacking trips are versions of this type of team-building strategy, with which
many employers have found success.

Of course, few workers will not experience a boost in morale after receiving more
money. Raises and bonuses can seriously affect employee satisfaction, and should be given
when possible. Yet money cannot solve all morale issues, and if a company with widespread
problems for workers cannot improve their overall environment, a bonus may be quickly
forgotten as the daily stress of an unpleasant job continues to mount.

If possible, provide amenities to your workers to improve morale. Make certain they
have a comfortable, clean break room with basic necessities such as running water. Keep
facilities such as bathrooms clean and stocked with supplies. While an air of professionalism
is necessary for most businesses, allowing workers to keep family photos or small trinkets on
their desk can make them feel more comfortable and nested at their workstation. Basic
considerations like these can improve employee satisfaction, as workers will feel well cared
for by their employers.

The backbone of employee satisfaction is respect for workers and the job they
perform. In every interaction with management, employees should be treated with courtesy
and interest. An easy avenue for employees to discuss problems with upper management
should be maintained and carefully monitored. Even if management cannot meet all the
demands of employees, showing workers that they are being heard and putting honest
dedication into compromising will often help to improve morale.

27
 Employee satisfaction surveys help employers measure and understand their
employees' attitude, opinions, motivation, and satisfaction. Employee satisfaction is the
terminology used to describe whether employees are happy and contented and fulfilling their
desires and needs at work. Employee satisfaction is often measured by anonymous surveys
administered periodically that gauge employee satisfaction in areas such as management and
teamwork.
Human resources are on major factors of production. It is human asset, which convert
the various resources in to the production resources. It has immense potentialities and it only
human resources, which appreciate with time whereas all other resources undergo the process
of depreciation. Success of an organization mainly depends on the quality of manpower and
its performance. In early days 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 by some of the progressive entrepreneurs. The emergence of Trade Union and
their gradual collective power forced some en+.

Marital status, age, income, education, total tenure years of employment and tenure
with current employer correlate positively with QWL. In this sample, this indicates that as
age increases, so does the level of career achievement. Similarly with the increase of the total
tenure years of employment and tenure with the current employer also indicate the increase in
the level of QWL. Accordingly, the number of children correlates negatively with total tenure
years of employment, career satisfaction, career achievement, organizational climate and
QWL. This means that as age increases, together with the total tenure years of employment
and with the current employer, the number of children decreased. In turn, this will increase
the level of career satisfaction, career achievement and QWL. This is consistent with the
literature that age positively predicts success presumably because extrinsic outcomes accrue
over time [40,41]. It also indicates that older respondents had been long in their career and
had achieved more promotions in their careers than had younger executives [31]. Also, the
respondents who worked in MNCs were reported to have a slightly higher level of QWL as
compared to those in SMIs. The higher the income obtained by the respondents, the higher
the level of QWL.

28
 However, the respondents did not express the level of satisfaction with their career
balance. This is in line with the literature standpoint and expressed in the conflict between
work and family life. The results show that the respondents are satisfied with their
achievement (63.8%) in their career progress but not in terms of career balance (36.6%).
Participation in the work (family) role is made more difficult by virtue of participation in the
family (work) role [22]. Executives who value their career quite highly will find that it affects
the amount of time they can devote to the family [41]. Rapoport and Rapoport [30] supported
this by showing that the family's morale support and the diversion that it entails make it an
important factor affecting QWL.

Quality of Life

What is "Quality of Life"? What does it denote? What parameters/attributes can be

used to measure QOL? QOL is increasingly referred to in evaluating urban and rural areas,
and in several other situations. Some definitions, models and more...

The best way of approaching quality of life measurement is to measure the extent to
which people's ‘happiness requirements’ are met – that is those requirements which are a
necessary (although not sufficient) condition of anyone's happiness - those 'without which no
member of the human race can be happy.'

What is QOL? QOL may be defined as subjective well-being. Recognizing the

subjectivity of QOL is a key to understanding this construct. QOL reflects the difference, the
gap, between the hopes and expectations of a person and their present experience. Human
adaptation is such that life expectations are usually adjusted 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 QOL.

Our definition of quality of life is: The degree to which a person enjoys the important
possibilities of his/her life. Possibilities result from the opportunities and limitations each
person has in his/her life and reflect the interaction of personal and environmental factors.
Enjoyment has two components: the experience of satisfaction and the possession or
achievement of some characteristic.

Meaningful and satisfying work is said to include: (1) an opportunity to exercise one's
talents and capacities, to face challenges and situations that require independent initiative and

29
self-direction (and which therefore is not boring and repetitive work); (2) in an activity
thought to be of worth by the individual involved; (3) in which one understands the role one's
activity plays in the achievement of some overall goal; and (4) take pride in what one is doing
and in doing it well. This issue of meaningful and satisfying work is often merged with
discussions of job satisfaction, however, the author believed this favorable estimate to QWL
instead.

There are three distinctive elements of QWL related interventions: (1) a concern about
the effect of work on people as well as organizational effectiveness, (2) the idea of worker
participation in organizational problem solving and decision making and (3) the creation of
reward structures in the workplace which consider innovative ways of rewarding employee
input into the work process such as gainsharing, etc [12]. In the 1980s, emphasis was
increasingly placed on employee-centered productivity programs. In the mid 1990s till today
faced with challenges of downsizing and corporate restructuring, QWL is reemerging where
employees are seeking out more meaning where rising educational levels and occupational
aspirations in today's slow economic growth and reduced opportunities for advancement,
naturally, there are rising concerns for QWL and for career and personal life planning.

Most people want to improve their performance on the job, to receive constructive
suggestions regarding areas they need to work on and to be commended on their job well
done. Thus, employees during their career will like to experience growth and development, a
sense of where one is going in one's work life. QWL encompasses the career development
practices used within the organization such as placing clear expectations on employees on
their expectations and succession plans. QWL is linked to career development and career is
evolving from such interaction of individuals within the organizations.

Literature on QWL is limited and several studies commonly correlates with job
satisfaction but no study on QWL has associated with career related factors. This empirical
study was done to predict QWL in relation to career-related dimensions. The sample consists
of 475 managers from the free trade zones in Malaysia for both the multinational corporations
(MNCs) and the small-medium industries (SMIs). The result indicates that three exogenous
variables are significant: career satisfaction, career achievement and career balance, with
63% of the variance in QWL.

Key words: Quality of work life (QWL), career, organizational climate

30
 Quality of Work Life (QWL) is a philosophy, a set of principles, which holds that
people are the most important resource in the organization as they are trustworthy,
responsible and capable of making valuable contribution and they should be treated with
dignity and respect [1]. The elements that are relevant to an individual's quality of work life
Hinclude the task, the physical work environment, social environment within the
organization, administrative system and relationship between life on and off the job [2].
QWL consists of opportunities for active involvement in group working arrangements or
problem solving that are of mutual benefit to employees or employers, based on labor-
management cooperation. People also conceive of QWL as a set of methods, such as
autonomous work groups, job enrichment, high-involvement aimed at boosting the
satisfaction and productivity of workers [3]. It requires employee commitment to the
organization and an environment in which this commitment can flourish [4]. Thus, QWL is a
comprehensive construct that includes an individual's job related well-being and the extent to
which work experiences are rewarding, fulfilling and devoid of stress and other negative
personal consequences [5].

Accordingly, the rising number of two-income households is heightening the concern

for employees' quality of work life. Given that female participation at work is increasing, it is
apparent that males and females independently will need to take care of both work and home.
Therefore, quality of work experience rather than work per se became the focus of attention
[6] and workplace wellness is crucial in promoting healthier working environments [7].

In fact, Malaysia's industrial growth has created a high demand for labor in the
manufacturing sector. Malaysia's electrical and electronics (E & E) industry is the largest
contributor to the country's manufacturing output, employment and exports. The E & E
industry continues to be Malaysia's largest export earner at 65.5% during the first six months
of the year 2003 [8]. Hence, the E & E industry creates the largest number of job
opportunities, totaling 20,493 in 2002 in the manufacturing projects out of the total of 68,575
[9]. Due to the importance of this industry, it is a necessity to evaluate the working
environment of the executives in this sector that require medium to high skills. Moreover, the
Malaysian government is particularly keen to seek investment projects which will contribute
substantially to technology 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 considerably over the

31
past few years. If this trend continues, this sector will become even more competitive in the
years to come [10].

Indeed, it is difficult to best conceptualize the quality of work life elements [13].
Walton [4] proposed eight major conceptual categories relating to QWL as (1) adequate and
fair compensation, (2) safe and healthy working conditions, (3) immediate opportunity to use
and develop human capacities, (4) opportunity for continued growth and security, (5) social
integration in the work organization, (6) constitutionalism in the work organization, (7) work
and total life space and (8) social relevance of work life.

Several published works have addressed the constructs that make up the QWL domain
and key elements of QWL programs [1-5,14]. Others such as Pelsma et al. [15] and Hart [16]
found that psychological distress and morale contributed equally to teachers' QWL. They
determined that in the work climate of an occupation, QWL can be assessed by combining
the amount and the degree of stress and the degree of satisfaction experienced by the
individual within his/her occupational role. Winter et al. [17] viewed QWL for academicians
as an attitudinal response to the prevailing work environment and posited five work
environment domains that include role stress, job characteristics, supervisory, structural and
sectoral characteristics to directly and indirectly shape academicians' experiences, attitudes
and behavior.

Quality of Life from the view point of TSL

Improvement in QOL

1. Development of a model traditional rehabilitation colony in consultation with villagers.

2. Rehabilitation colony will have facilities for education, health and hygiene, water,
electrification, playground and community centre.

3. Tree plantation in the rehabilitation colony.

4. Facilitation of construction of temporary shelter within the allowance.

5. Facilitation of construction of the permanent house with the house building assistance.

32
 Building a better Quality of life has always been the purpose of TSL enterprise.

Tata steel believes that the primary purpose of a business is to improve the quality of
life of people.

Tata steel will volunteer its resources, to the extent it can reasonably afford, to sustain
and improve a healthy and prosperous environment and to improve the quality of life of the
people in the areas in which it operates.

33
 COMPANY PROFILE

TISCO, Tata Iron and Steel Company Limited, also called Tata Steel was envisioned
by the great patriot, Jamshedji Nusserwanji Tata, and founded in 1907.

Tata Steel has play a pioneering role in integrating professional business practices
with exemplary corporate citizenship programmes in India. The company’s steel works,
located in jamshedpur is Asian first and country’s largest integrated private sector steel plant.
Set up with the initial capacity of two 200-tonne blast furnace, four 4-tonne steam driven
blooming mils and a rail and structural mill, it is now a state-of-art plant with a rated capacity
of three million tones per annum of crude steel.

At present it produces steel mainly in the form of flats, wire rods and bars. In addition
to steel, the company is in the business of diverse products, such as bearings, steel plant
capital equipment and spares, cement, tubes, etc. Captive mines and collieries, located mainly
in Bihar and Orissa, supply the finest grades of feedstock to the steel plant. The process of
customer satisfaction at Tata Steel, which begins with raw materials preparation, is
meticulously inter-linked by a quality and value chain at every stage of its operations.

For a company fully mindful of its social responsibilities, the universe of stakeholders
extends beyond the realm of customers, shareholders, and employees. In tune with the vision
of its founder, Tata Steel a role model in fulfilling corporate social responsibilities. Tata Steel
is also committed to Sustinable Development and recognizes the need to pursue progressive
environmental management policies to preserve the ecological balance and biodiversity in
areas in the vicinity of its operations.

Tata steel begins its journey from the small own jamshedpur in Jharkhand. Where
every child grows up to a dream and to a reality both leading to one organization .An
organization which defined the lives of the people of this small township .One power ,one
force –The dream of one man which shapes the realities of millions world over today .Tata
steel is one of the oldest and most successful organization and celebrates the true spirit of
steel with Tata steel limited.

34
 Backed by 100 glorious years of experience in steel making ,Tata Steel is the
world’s 6th largest steel company with an existing annual crude steel production capacity of
30 Million Tones Per Annum (MTPA). Established in 1907, it is the first integrated steel
plant in Asia and is now the world`s second most geographically diversified steel producer
and a Fortune 500 Company.

Managing a global workforce and setting global benchmarks is primarily about

managing diversity. In a process of inclusive growth, every person contributes to the blueprint
of the future and is truly committed to the stated objectives. And one of the key requisites for
successful diversity management is a shared vision.

The Tata Steel Group has always believed that mutual benefit of countries,
corporations and communities is the most effective route to growth. Tata Steel has not limited
its operations and businesses within India but has built an imposing presence around the
globe as well. With the acquisition of Corus in 2007 leading to commencement of Tata
Steel's European operations, the Company today, is among the top ten steel producers in the
world with an existing annual crude steel production capacity of around 30 million tonnes per
annum and employee strength of above 80,000 across five continents. The Group recorded a
turnover of Rs.147,329 Crores (US$ 28,962 million) in 2008 - 2009. The Company has
always had significant impact on the economic development in India and now seeks to
strengthen its position of pre-eminence in international domain by continuing to lead by
example of responsibility and trust.

Tata Steel’s overseas ventures and investments in global companies have helped the
Company create a manufacturing and marketing network in Europe, South East Asia and the
Pacific-rim countries. The Group’s South East Asian operations comprise Tata Steel
Thailand, in which it has 67.1% equity and Nat Steel Holdings, which is one of the largest
steel producers in the Asia Pacific with presence across seven countries.

The Tata Group of Companies has always believed strongly in the concept of
collaborative growth, and this vision has seen it emerge as one of India's and the world's most
respected and successful business conglomerates. The Tata Group has traced a route of

35
growth that spans through six continents and embraces diverse cultures. The combined
market capitalisation of 27 listed companies, being around $40.84 billion, the Group’s
present shareholder base is 3.2 million. In the face of trying economic challenges in recent
times, the Tata Group has steered India’s ascent in the global map through its unwavering
focus on sustainable development. Over 350,000 people worldwide are currently employed in
the seven business sectors in which the Tata Group Companies operate. It is the largest
employer in India in the Private Sector and continues to lead with the same commitment
towards social and community responsibilities that it has shown in the past.

The Tata Group of Companies has business operations (114 companies and
subsidiaries) in seven defined sectors – Materials, Engineering, Information Technology and
Communications, Energy, Services, Consumer Products and Chemicals. Tata Steel with its
acquisition of Corus has secured a place among the top ten steel manufacturers in the world
and it is the Tata Group’s flagship Company. Other Group Companies in the different sectors
are – Tata Motors, Tata Consultancy Services (TCS), Tata Communications, Tata Power,
Indian Hotels, Tata Tea and Tata Chemicals.

Tata Motors is India’s largest automobile company by revenue and is among the top five
commercial vehicle manufacturers in the world. Jaguar and Landrover are now part of Tata
Motor’s portfolio.

Tata Consultancy Services (TCS) is an integrated software solutions provider with delivery
centres in more than 18 countries. It is currently ranked at no. 11 in the global market in
terms of revenue and aspires to be in the top 10 by 2010.

Tata Power has pioneered hydro-power generation in India and is the largest power
generator (production capacity of 2300 MW) in India in the private sector.

36
Indian Hotels Company (Taj Hotels, resorts and palaces) happens to be the leading chain of
hotels in India and one of the largest hospitality groups in Asia. It has a presence in 12
countries in 5 continents.

Tata Tea, with its major acquisitions like Tetley and Good Earth is at present the second
largest global branded tea operation.

When Jamsetji Tata gave shape to his vision of nation building by forming what was
to become the Tata Group in 1868, he had envisaged India as an independent strength –
politically, economically and socially. In order to become a force that the world has to reckon
with, the Tata Group has always ventured into path breaking territory and pioneered
developments in industries of national importance.

Through the years, the Tata Group has been amongst the most prestigious corporate
presences in the world governed by its principles of business ethics. Its foray into
international business has been recognised by various bodies and institutions. Brand Finance,
a UK based consultancy firm after a recent valuation of the Tata brand at $9.92 billion has
ranked it 51st among the world’s top 100 brands. In Business Week magazine’s list of the 25
most innovative companies the Tata name appears 13th and The Reputation Institute, USA
has evaluated the Tata Group as the 11th in a global study of the most reputed companies.

In the road ahead, the Tata Group is focusing on integration of new technologies in its
operations and breaking new grounds in product development. The Eka supercomputer had
been ranked the world’s fourth fastest in 2008 and the launch of the Nano has been a
benchmark for the auto industry specifically and the economy in general.

With a holistic approach in all its business operations, a loyal and dedicated
workforce and its rooted belief in value creation and corporate citizenship, the Tata Group is
always ready to realise its vision and objectives. The challenges of the future will only help to
enhance the Group’s performance and transform newer dreams to reality.

The company has its own visions ,values and own policies and those are the
followings.

37
VISIONS

We aspire to be the global steel industry benchmark for Value Creation and Corporate
Citizenship.

We make the difference through:

 Our people, by fostering team work, nurturing talent, enhancing leadership

capability and acting with pace, pride and passion.
 Our offer, by becoming the supplier of choice, delivering premium products and
services, and creating value with our customers.
 Our innovative approach, by developing leading edge solutions in technology,
processes and products.
 Our conduct, by providing a safe working place, respecting the environment, caring
for our communities and demonstrating high ethical standards.


MISSION

Consistent with the vision and values of the founder Jamshedji Tata, Tata Steel strives
to strengthen India’s industrial base through the effective utilization of staff and materials.
The means envisaged to achieve this are high technology and productivity, consistent with
modern management practices.

Tata Steel recognizes that while honesty and integrity are the essential ingredients of a
strong and stable enterprise, profitability provides the main spark for economic activity.

Overall, the Company seeks to scale the heights of excellence in all that it does in an
atmosphere free from fear, and thereby reaffirms its faith in democratic values.

VALUES

 Trust Ship
 Integrity
 Respect for the individual
 Credibility

38
  Excellence

Some policies:

QUALITY POLICY

Consistent with the group purpose, Tata Steel shall constantly strive to improve the
quality of life of the communities it serves through excellence in all facets of its activities.

We are committed to create value for all our stakeholders by continually improving
our systems and process through innovation, involving all our employees.

This policy shall form the basis of establishing and reviewing the Quality Objectives
and shall be communicated across the organization. This policy will be reviewed to align with
business direction and to comply with all the requirements of the Quality Management
Standard.

HUMAN RESOURCE POLICY

 Tata Steel recognizes that its people are the primary source of its
competitiveness.
 It is committed to equal employment opportunities for attracting the best
available talent and ensuring a cosmopolitan workforce.
 It will pursue management practices designed to enrich the quality of life of its
employees, develop their potential and maximize their productivity.
 It will aim at ensuring transparency, fairness and equity in all its dealing with
its employees.
 Tata Steel will strive continuously to foster a climate of openness, mutual trust
and teamwork.

39
SAFETY & OCCUPATIONAL HEATH (S & OH) POLICY

Tata Steel’s safety and occupational health responsibilities and driven by our
commitment to ensure zero harm to people we work with and society at large and integral to
the way we do business.

1. Our fundamentals belief is that all injuries can be prevented. This responsibility starts
with each one of us.

We will identify, assess and manage our S&O Hazard/risks.

We will regularly monitor, review the progress and report.

We will ensure WILL and SKILL buildup among employees/ contractor partners to
demonstrate their involvement, responsibility and accountability to achieve sound S &
OH performance.

2. We are committed to continual improvement in our S & OH performance.

We will set objectives – targets, develop, implement and maintain management

standards and systems, and go beyond compliance of the relevant industry standards,
legal and other requirements.

SAFETY PRINCIPLE

 Safety is line management responsibility.

 All injuries can be prevented.
 Felt concern and care for the employee on “24 hours safety” shall be
demonstrated by leaders.
 Employees shall be trained to work safely.
 Working safely shall be condition of employment.

40
 Every job shall be assessed for the risk involved and shall be carried
out as per authorized procedures/ checklist/ necessary work permit and using
necessary personal protective equipment.

ENVIRONMENTAL POLICY

1. Tata Steel environmental responsibilities are driven by our commitment to

preservation the environment and are integral to the way we do business.

 We are committed to the efficient use of natural resources and energy;

reducing and preventing pollution; promoting waste avoidance and recycling
measures and product stewardship.
 We will identify, assess and mange our environmental impact...

 We will regularly monitor review and report publicity our environmental

performance.
 We shall develop & rehabilitates abandoned sites through a forestation and
landscaping and shall protect & preserve the biodiversity in the areas of our
operations.
 Well will enhance awareness, skill and competence of our employee and
contactors so as to enable them to demonstrate their involvement,
responsibility and accountability for sound environmental performance.

2. We are committed to continual improvement in our environmental performance.

 We will set objectives targets, develop, implement and maintain management

standards and system, and go beyond compliance of the relevant industry
standards legal and other requirements.

3. We will truly succeed when we sustain our environmental achievement and are valued
by the communities in which we work.

41
 CONCLUSION

Tata steel limited is one of the best company of India as well as of world. TSL knows
for its best TQM and HR policies in the world. The employees are very much satisfied, who
are working for TSL. All the employees are motivated and work together to achieve
company’s goal. Because of high motivated employees TSL, Joda division increases its
production this year from the employees are very lucky, who are working and who will work
for TSL. The company should provide all those facilities, which it provides at other offices in
India excluding Joda division. Earning of more and more money is not enough for live the
life, if an employee wouldn’t able to give time to his/her family, then he/she must be disturbed
at the working duration. If the employee gives his/her best effort to the company, then the
next responsibility is of the company to provide a better quality of life in return.

TSL’s management fulfills the needs and wants of the employees, company provides a
standard quality of life to all employees. But there are some places where the company
should have to make a few rectifications.

1. The repair and maintenance work of the houses which are provided to the TSL,
Joda employees.

2. Company should provide a better schooling facility for Joda division . And school
bus for school going children. English medium and minimum upto 10th or 12th
class , just like, DPS (Delhi Public School), DAV, etc. This is an off the job
facility.

3. The health care facility could be more standardized.

4. The training and development program is not good at Joda, the company should
work more on that and should make it a continues process. Company should
provide higher studies facilities for interested employees.

5. TSL could provide more better quality of life at Joda division. Tata steel should
provide city living life for employees of joda, which are provided at Jamshedpur,
BBSR branch, and others. The working environment is good, but it could be
better by renovating the internal infrastructure of the offices of Joda.

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 BIBLIOGRAPHY

www.tatasteel.com

www.docstoc.com › Education › MBA

www.tatacommunications.com

www.tatasteel.co.in

www.google.co.in

http://globeandmail.com

www.citehr.hr.edu

www.sribd.com

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