Professional Documents
Culture Documents
CCCCCCCCCCCCCCC C C CC C C C C CCCCC C CCCCCCCCC C: C C CCC C
CCCCCCCCCCCCCCC C C CC C C C C CCCCC C CCCCCCCCC C: C C CCC C
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.
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 their scholarly 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 support extended 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.
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 of EMPLOYEE ENGAGEMENT SURVEY 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.
TABLE OF CONTENTS
CHAPTER 1 INTRODUCTION OBJECTIVE SCOPE RESEARCH METHODOLOGY SAMPLING PROCESS DATA COLLECTION METHODOLOGY CHAPTER 2 CHAPTER 3 CHAPTER 4 CHAPTER 5 CHAPTER 6 CHAPTER 7 CHAPTER 8 FINDINGS & RECOMMENDATION INFERENCE COMPANY PROFILE LITERATURE REVIEW CONCEPT OF EMPLOYEE ENGAGEMENT IN TRL DATA ANALYSIS & INTERPRETATION
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 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 or not. To suggest measures for improvement.
SCOPE
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 and products 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 he was 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 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 Likert scale 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 sample size of 500 respondents were chosen out of 945 workmen. The sampling type was a probability sampling 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
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 the employees were below expectation. 4. The lack of cooperation by the departmental heads to which the responsibility of handling 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 work because the requisite help, motivation and guidance were always absent.
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 of 245,600 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 and some 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.
It remains to be an ongoing work. The future shows an aggressive growth path, taking forward the Tata Group's aspirations to think bold, think big and to innovate being a climate friendly organization.
ORGANISATION CULTURE
Consistent with Tata Group's philosophy, TRL has developed a unique culture, which is articulated in its vision, mission and values.
VISION
A Global Refractories Company
MISSION
Tata Refractories shall be high performance and technology driven organization committed to create value for all its stakeholders
VALUES
Customer 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-Werke AG 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
1993 - Established leading market position 1994 - Commissioned 30,000MTPA Dolomite plant 1999 - 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) Installed capacity-30,000MT/annum Products - High alumina, silica, monolithic Karuppur Operation (Tamilnadu) Installed capacity-15,000MT/annum Products - Basic, monolithic
INORGANIC GROWTH
Domestic TRL Gujarat operation 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 2007-08
Installed capacity - 380,000MTPA Production - 230,300MTPA Sales - 270,000MTPA Revenue - INR764cr/US $152 million
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) Scope of TRM Design and material selection Refractory inventory management and installation Regular maintenance Co-development Benefits to customer Stable specific refractory cost Free from the hassle of day to day refractory problems Free to concentrate only on core business processes Scope of TRS 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
IT FACILITIES
State 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 Bricks Basic monolithic Slide plates Dolomit Werke ,Germany Dolomite refractories Stopinc, Switzerland L.S system for slidegate Monocon, U.K Basic spraying mass Lichtenberg, Germany Coke oven repair materials A.P Green, U.S.A Castables
PRODUCTION FACILITIES
Longest Silica tunnel kiln in Asia-180mt long High 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
R & D FACILITIES
X Ray Diffractometer X RF Creep testing machines High temperature furnaces upto (1850degC) Hot MOR Hot stage microscope Thermal conductivity(DIN) Climate chamber
CAPTIVE MINES
Mineral Lease area Lease period Reserve CHHUIINPALLI MINES quartzite 102hects 20 yrs from now 1995 716 million MT TALBASTA MINES fire clay 171hects 20yrs from 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 environment Management 2006 IMS certification covering QMS,EMS & OSHA 2007 Golden Peacock innovation award for products
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's employees 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 global Refractories companies.
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 industrial organization 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.
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.
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 is necessary 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
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 primarily from 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 distinct employee 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.
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.
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 desired expectations 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 the goals 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.
3. ACTIVELY DISENGAGED - The actively disengaged employees are the cave dwellers. They are consistently against virtually everything. They are not just unhappy at work they are busy acting out their unhappiness. They sow seeds of negativity at every opportunity. Everyday actively disengaged workers undermine what their engaged coworkers accomplish. The problems and tensions that are fostered by actively disengaged workers can cause great damage to an organizations functioning.
It is the synergy that comes from people working together and gathering creative ideas that leads to long term organizational wealth creation. That synergy and above and beyond behavior is evidence of employee engagement.
Einsteins theory was based on the formulae that is E=MR2 ENGAGEMENT= MEANINGFUL RELEVANT RECOGNITION
K-A-B MODEL
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.
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
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.
7. Control: Employees value control over the flow and pace of their jobs and leaders can Create opportunities for employees to exercise this control A feeling of being in on things, and of being given opportunities to participate in decision making often reduces stress; it also creates trust and a culture where people 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.
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,
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.
4. Image - How much the employees are prepared to endorse the products and services which 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.
5. Equal opportunity and fair treatment - The employee engagement levels would be high if their superiors provide equal opportunities for growth and advancement to all the employees. 6. Re- inforcement of people focused policies - Continuous re-inforcement exists when senior management provides staff with budgets and resources to accomplish their work and empowers them. 7. Communication - The company should follow the open door policy. There should be both 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. Quality of working relationships with peers,superiors & subordinates - If employees relationship 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. Perception of the ethos and values of the organization -inspiration and values are the most 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 important criterion 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 the employees 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 the employees 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. Family friendliness - A persons family life influences his work life. When an employee realizes that the organization is considering his familys benefits also, he will have an emotional attachment with the organization which leads to engagement.
15. Co-operation- If the entire organization works together by helping each other i.e., all the employees as well as superiors co-ordinate well then the employees will be engaged.
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.
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.
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.
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
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 to achieve 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 to provide 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.
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, long performance 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.
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.
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.
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 the way 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 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 have to 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.
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
Determination of workforce engagement and satisfaction Determination of key factors for employee engagement and satisfaction starts with classifying employees into appropriate groups based on hierarchical, functional levels etc. and capturing 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 are Creating 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. (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.
CO-OPERATION
The 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.
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. 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 and innovation schemes, with appropriate reward and recognition.
WORK ENVIRONMENT
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.
HEALTH INITIATIVES
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.
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-wise B. Department-wise A. Grade-wise analysis:There are four different grades of workmen in TRL. They are: Unskilled Semi-skilled Skilled Highly skilled SW-1, 2(Attendant, Sr. Attendant) SW-3, 4(Jr. Technician) SW-5, 6(Assistant Technician) 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.
% Avg. Unskilled
% AVG.
Company Trust Fairness & Equity Benefits Employee Care Personality Development Recognition Leadership Communication Work Environment Job Goals 46.87 60.15 60.93 55.46 57.81 60.93 56.25
71.09
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 the same time are dissatisfied with the benefit plans of the Company that does not commensurate with the output.
CHART-2
% Avg. Semiskilled
% AVG.
Company Trust Fairness & Equity Benefits Employee Care Personality Development Recognition Leadership Communication Work Environment Job Goals 65.83 64.16 56.66 64.16 64.16 66.66 64.16 65 62.05 61.66 69.16
80
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.
CHART-3
% Avg. Skilled
% AVG.
62.75 64.79
58.67 56.63
62.24 60.71
56.63
60.71 62.24
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.
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%.
CHART-1
%Avg. Goals
%AVG
7.5 75
7.5
6 60.75
62.5 65
72.22 65
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.
CHART-2
% Avg.Job
Job
80
77.75
83.92
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 resources they get to help perform their work.
CHART-3
% Avg.Work Environment
Work Environment 87.5 86 76.78 70
72.5
73.33 68.75
55.25 46.25
From the above Chart it can be clearly inferred that the Medical as well as Basic Department 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.
CHART-4
% Avg.Communication
Communication 100 88.75 76.66 65 57.5 51.75 50 65 78.57
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.
CHART-5
% Avg.Leadership
Leadership 87.5 82.14 75 70.25 57.5 52.5 42.75 45 68.33
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%.
CHART-6
% Avg.Recognition
Recognition 68.75 61.75 54.5 57.5 60 55 58.25 69.64
39.25
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 of Medical do not get due recognition by management for their work & suggestion.
CHART-7
% Avg.Personality Development
Personality Development
80.35
46.25
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 Medical Department are not completely satisfied with the Training & Development programme of the company.
CHART-8
% Avg.Employee Care
Employee Care 77.75 72.5 68.75 63.33 58.5 56.25 60 69.64
42.75
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 Care attribute.
CHART-9
% Avg.Benefits
Benefits
58.5
61.25
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.
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%.
CHART-11
% Avg.Trust
Trust
81 72.5 64.5 60 55 75 75
77.75
78.57
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.
CHART-12
% Avg.Company
Company 100 94.25 87.5 76.5 68 80 78.33 89.25 75
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.
CHAPTER 6- OBSERVATION
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 subheading. 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)
A succinct elaboration of the roles and the function of the various employees will be a welcome step here.
FINDINGS
I. The data analysis shows that greater dissatisfaction prevailed regarding the existing financial rewards or benefit plans in terms of employee engagement as expressed by the employees of the organization. Significant differences were observed in terms of recognition among different grades of employees. Differences prevailed in the existing reward systems as perceived by the employees of different departments. Findings also revealed the emphasis given by the employees to fairness and equity in the job. Department-wise analysis of data shows that medical department has rated almost all the attributes to low extent which is an area of great concern. The mean scores obtained by the different grades of workers and workers of different department relatively indicate that employees are quite optimistic regarding the future of the company.
RECOMMENDATION
i. The suggestion box programs can be sophisticatedly changed to employee involvement association (EIA) because it is the keystone of organizational development, nurturing the engagement & empowerment of people. Employees have diverse needs so this diversity requires flexible and individually directed support. The priority must be to offer a customizable program that can be tailored to the specific needs of each individual. Benefit plans like cash balance plan which is a defined contribution plan specify the amount of contribution made by the employer towards an employees retirement account can be implemented. Health savings plan, HSAs paired with high deductible health plans, HDHPs help employers cope with rising health care premiums can be implemented. Incentive awards must be designed to reward employees ideas, suggestions and solutions that results in cost savings and generate revenue. Cash awards or gift certificates can be awarded as per the policy and procedures governing recognition/incentive programs. Examples of behavior to recognize-customer service, team support/team building, quality control, leadership, problem solving etc. On the spot citation awards may be granted for specific behaviours. Examples include:a. Catching an error that potentially may have caused spoilage or a delay in meeting customer deadlines. b. voluntarily shouldering an extra or emergency assignment while maintaining own workload. c. using personal initiative and creativity to solve an unusual or a difficult problem. d. Producing a work product of high quality under tight deadlines taking a calculated risk in the face of obstacles, successfully or unsuccessfully. Awards may be in the form of a gift card with a monetary value. Rewards and recognition should be fair, transparent, inclusive, timely and varied. The form of recognition should be appropriate to the contribution that was made. Recognition should be meaningful and reflect the preferences of the recipient.
ii.
iii.
iv. v. vi.
vii.
xviii.
xix.
xx.
Recognition or rewarding activities should be respectful of workplace diversity. Employees at all levels should be involved in the development, implementation and review of recognition programs and practices. When recognition is the result of a group or team effort, all contributing members of the team should be recognized. Employees must be given stimulating and worthwhile jobs to feel part f a successful organization and for their work to bottom-line. Let the employees or the top performers know that they are identified as high potential so that they will become invested in remaining in the organization. Make available to the immediate supervisors small gifts of gratitude to be handed out on the spot to reward and reinforce great efforts. For e g -free movie ticket, free meal ticket etc. Workforce management technique such as automated scheduling can help ensure that employee resources are optimized. Even better is to implement employee self service options so that shift bidding is handled fairly while accommodating employee preferences. Conduct companywide contests for ideas on how to improve operational efficiency. Winners can receive monetary rewards equal to a percentage of the savings/benefits generated. Complete transparency is difficult, however keeping the lines of communication open about what is happening in the market and what the organization is doing to respond is critical to keeping employees engaged and productive because in the absence of information, employees assume the worst case scenario.
CHAPTER 6- INFERENCE
INFERENCE
What I infer from the feedback of the employees is that the employees are genuinely nursing their grudges against the bank for some reasons or the other .Others again are genuinely complimenting the performance of the bank because they are quite satisfied as they are getting the needful facilities and support. But some employees were found to be passive and when they were interrogated they, very often than not, equivocated. I found myself at a loss in making any logic head or tail out of the response such employee gave. There were few employee who although faced no problems but responded like a visionary; in other words their reply was prompted by their whims and fancy and was replete with imaginations which practically looked decent and noticeable in black and white. In a nutshell I can say that the conclusion which I have drawn once and again about the employee engagement are purely empirical and are not influenced in the least by the vagaries of my perception.
ANNEXURE
BIBLIOGRAPHY
www.tataref.com www.irmaindia.org www.bharatrefractories.com www.tatasteel.com www.wikipedia.com Annual Report (20003-04 to 2007-08) Magazines (Published By TATA Group and TRL) Business Statistic by: Digambar Patri