Final Project Report - Yogita (M9125)

THREE MANDATORY PROJECT REPORTS ON
GENERAL MANAGEMENT, SPECIALIZATION & SOCIAL RELEVANCE
Submitted in partial fulfillment for the award of the degree of

MASTER OF MANAGEMENT STUDIES
UNIVERSITY OF MUMBAI
Submitted by Ms. Yogita Devram Kamble

ROLL NO. M9125
2018-2020
Under The Guidance of

Dr. Kasturi Naik
DES’s NAVINCHANDRA MEHTA INSTITUTE OF TECHNOLOGY AND

DEVELOPMENT, MUMBAI – 400 028
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(Inner Cover Page)
THREE MANDATORY PROJECT REPORTS ON
GENERAL MANAGEMENT , SPECIALIZATION & SOCIAL RELEVANCE
Submitted in partial fulfillment for the award of the degree of

MASTER OF MANAGEMENT STUDIES
UNIVERSITY OF MUMBAI
Submitted by Ms. Yogita Devram Kamble

ROLL NO. M9125
2018-2020
Under The Guidance of

Dr. Kasturi Naik
DES’s NAVINCHANDRA MEHTA INSTITUTE OF TECHNOLOGY AND

DEVELOPMENT, MUMBAI – 400 028
2
CERTIFICATE
This is to certify that the project titled “title of General Management Project”,
“Specialization project title” and “Social Relevance Project title” is successfully
completed by Ms. Yogita Devram Kamble during the IV Semester, in partial
fulfillment of the Master’s Degree in Management Studies recognized by the
University of Mumbai for the academic year 2018 – 2020. This project work is
original and not submitted earlier for the award of any degree, diploma or
associateship of any other University / Institution.
Date :
__________________ _______________
Dr. Samadhan Khamkar Name of the Guide
DIRECTOR (PROJECT GUIDE)
_______________
External Examiner
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Company Certificate
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DECLARATION
I hereby declare that this project report submitted by me to the partial fulfillment of
the requirement for the award of MASTER OF MANAGEMENT STUDIES
(MMS) of the University of Mumbai is a bonafide work undertaken by me and it is
not submitted to any other University or Institution for the award of any degree,
diploma/ certificate or published any time before.
Name:
Roll No. M9125 Signature of the student
(Yogita Devram Kamble)
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ACKNOWLEDGEMENT
This project has been a great learning experience for me. I take this opportunity to
thank Dr. Kasturi Naik, my internal project guide whose valuable guidance &
suggestions made this project possible. I am extremely thankful to him/her for her
support. She has encouraged me and channelized my enthusiasm effectively.
I express my heart-felt gratitude towards my parents Devram Kamble & Radha

Kamble, siblings and all those friends who have willingly and with utmost
commitment helped me during the course of my project work.
I also express my profound gratitude to Dr. Samadhan Khamkar, Director of

DES’s Navinchandra Mehta Institute of Technology and Development for giving me
the opportunity to work on the project and broaden my knowledge and experience.
I would like to thank all the professors and the staff of DES’s NMITD especially the
Library staff who were very helpful in providing books and articles I needed for my
project.
Last but not the least, I am thankful to all those who indirectly extended their co-
operation and invaluable support to me.
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GENERAL MANAGEMENT PROJECT
“CORPORATE SOCIAL RESPONSIBILTIY”
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EXECUTIVE SUMMARY
Corporate social responsibility (CSR) is seen as an integral part of corporate strategy. The
primary purpose of the study is to analyze the corporate social responsibility (CSR)
activities carried by TATA Group and to study policies and programs of CSR. The study is
based on secondary data and information is collected from the annual reports of TATA. The
study adopts a descriptive and analytical research design.
In India, the concept of CSR is controlled by clause 135 of the Companies Act, 2013 which
encourages companies to spend at least 2% of their average net profit in the previous three
years on CSR activities. CSR is viewed as a vital tool for improving their competitive edge
over their opponents.
Ethics can be considered as a management discipline especially since the birth of the
corporate social responsibility movement in the 1960s in that decade social awareness
movements raised expectations of businesses to use their huge financial and social
problems.
The topic of corporate social responsibility is more suitable for the TATA group and
companies. The TATA group leads in the name of leadership with quality. TATA
successfully leads the business, as well as good ethics, is maintained in and around the
concern.
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Contents of General Management Project
Chapter No. Description Page No.

I INTRODUCTION P.1 – P.9
General Introduction to the study
Statement of the Problem
Objectives
Scope of the Study
Formulation of the hypothesis(if any)
Limitations of the Study
(any other background history of the study)
II REVIEW OF LITERATURE P.10 – P.12
III METHODOLOGY P.13 – P.14
Research Design
Data collection Methods
Tools of questionnaire design
Sampling Design
Statistical tools used
IV DATA ANALYSIS(RESULTS OF THE STUDY) P.15 – P.29
V FINDINGS(DISCUSSION) P.30
VI CONCLUSION P.31-P.32
REFERENCES
APPENDICES
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CHAPTER 1- INTRODUCTION
Corporate social responsibility (CSR) is a form of organization/business self-regulation to comprise

social and environmental concerns. It represents a business model that adheres to ethical standards,
laws and international norms.
As part of the business model, businesses have to consider the impact of their activities on the
environment, employees, communities, stakeholders, and society. CSR represents the deliberate
participation of the public interest in a business decision making to make sure a triple bottom line
that considers the planet, people, and profits.
In general, CSR entails some kind of standardized reporting that allows the business to collect
information on how it is making progress on different fronts. Businesses that engage in CSR
basically focus on the below following:
Environment: This requires a focus on the environmental impacts of products and services, as well
as what the business does outside the company to improve the environment.
Employees: It’s important to make sure that all employees have cared adequately in the
organization. Businesses mainly focus on workplace conditions, benefits, living wages, and
training which will improve the quality of work & make them feel happy or enthusiastic to work.
Communities: Engaging the surrounding communities is an important part, not for creating good
human capital that can serve the business, but also securing an image that can further establish the
business.
Regulations: Respecting regulations to the fullest and often exceeding them is part of being socially
responsible.
Crisis Preparedness: Being ready to address business crises and ensure safety for the employees and
the surrounding communities. Having plans ready in ensuring minimal losses during times of crisis.
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1.1.1 MEANING AND DEFINITION
CSR is about how companies are managing the business processes to produce and crest an overall
positive impact on society.
Take the following illustration:
Companies need to answer the two aspects of their operations.

1. The quality of their management - both in terms of people and processes (the inner circle).
2. The nature and quantity of their impact on society in various areas.
Outside stakeholders are taking an interest in the activity of the company. Most look to the outer
circle - what the company has done, good or bad, in terms of its products & services, in terms of its
impact on the environment & local communities, or how it treats and develops its workforce. Out
of the various stakeholders, it is financial analysts who are mostly focused - as well as past
financial performance - on quality of management as an indicator of likely future performance.
Other definitions
The World Business Council for Sustainable Development in its publication "Making Good
Business Sense" by Lord Holme and Richard Watts, used the following definition. "Corporate
Social Responsibility is the commitment by a business to behave ethically and contribute to the
economic development while improving the quality of life of the workforce and their families, local
community and society at large"
The same report gave some evidence of the different perceptions from several different societies
across the world. Definitions as different as "CSR is about building capacity for sustainable
livelihoods. It respects the cultural differences and finds the business opportunities in building the
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skills of employees, the community and the government" from Ghana, through to "CSR is all about
business giving back or paying back to society" from the Philippines.
The European Commission hedges its bets with two definitions wrapped into one: "It is a concept
whereby companies decide voluntarily to contribute to the betterment of the society and a cleaner
environment. A concept whereby companies integrate social and environmental concerns in their
business operations and their interaction with their stakeholders voluntarily".
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1.2 THE TATA GROUP
The Tata group was founded by Mr. Jamsetji Tata in 1868;

the Tata group is a global enterprise, headquartered in India,
comprising 30 companies across ten verticals. The group
operates in more than 100 countries across six continents,
with a mission 'to improve the quality of life of the
communities we serve globally, through long-term
stakeholder value creation based on Leadership with Trust’.
Tata Sons is the principal investment holding company and promoter of Tata companies. Sixty-six
percent of the equity share capital of Tata Sons is held by philanthropic trusts, which support
education, health, livelihood generation and art and culture.
In 2017-18, the revenue of Tata companies, taken together, was $110.7 billion. These companies
collectively employ over 700,000 people.
Each Tata company or enterprise operates independently under the guidance and supervision of its
own board of directors. There are 28 publicly-listed Tata enterprises with a combined market
capitalization of about INR 1,111,414 crore (as on March 31, 2019).
Companies include Tata Consultancy Services, Tata Motors, Tata Steel, Tata Chemicals, Tata
Global Beverages, Titan, Tata Capital, Tata Power, Tata Advanced Systems, Indian Hotels and
Tata Communications.
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1.2.1 MILESTONE/ BRANDS
1874
The Central India Spinning, Weaving and Manufacturing Company are set up, marking the Group's
entry into textiles.
1902 1907 1910 1917

The Tata Steel Company was The first of the three Tata The Tata’s enter the consumer
The IHCL is incorporated to
goods industry, with the Tata
set up the Taj Mahal Palace, Established 1912, to set up Electric Companies, the Tata Oil Mills Company being
India's first Iron and steel plant Hydro-Electric Power Supply established to make soaps,
India's first luxury hotel,
detergents and cooking oils.
which opened in 1903. in Jamshedpur. Company, is set up.
1932 1939 1962 1968

Tata Airlines, a division Tata Chemicals, now the Tata Finlay one of the largest tea Tata Consultancy Services
largest producer of soda producers, is established.
of Tata Sons, is (TCS),
ash in the country, is Today the company, renamed Tata
established, opening up International, is one of the leading India's first software services
the aviation sector in established export houses in India. company, is established as a
India. division of Tata Sons.
2005 2006
TCS acquires leading BPO firm
Comicrom in Chile. Tatas join hands with Indigene
Pharmaceuticals to build a global
The Indian Hotels Company biopharmaceutical company
acquires hotel run by Starwood,
Sydney.
Tata Sky satellite television service
Tata Steel acquires Millennium launched across the country
Steel, Thailand.
Tata Steel begins construction of
Tata Chemicals acquires
controlling stake in Brunner Mond R670 million Ferrochrome plant in
1694 1991 Group, UK. South Africa
A joint venture with UK Tata Motors rolls out its
based James Finlay and millionth vehicle. (The two- Tata launched gold plus, a new Tata Group acquires 30-per cent
Company to develop value- million mark was reached in jewellery range.
stake in Glacéau VSNL rebrands
added tea; Tata Global 1998 and the third million in SNO as Neotel in South Africa
Beverages has now product 2003.)
and brand presence in 50
countries.
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1.2.2 TATA GROUP VALUES
Integrity
We will be fair, honest, transparent and ethical in our conduct;

everything we do must stand the test of public scrutiny.
Responsibility
We will integrate environmental and social principles in our

businesses, ensuring that what comes from the people goes
back to the people many times over.
Excellence
We will be passionate about achieving the highest standards of

quality, always promoting meritocracy.
Pioneering
We will be bold and agile, courageously taking on challenges,

using deep customer insight to develop innovative solutions.
Unity
We will invest in our people and partners, enable continuous

learning, and build caring and collaborative relationships based
on trust and mutual respect.
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1.2.3 GROUP HOLDING STRUCTURE
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1.3 OBJECTIVES
To understand the concept of CSR
To study the CSR activities of Tata groups and company
To identify the factor influencing CSR.
To know the social values & business ethics
To get the importance of CSR from an organization’s point of view.
1.4 SCOPE OF STUDY

CSR is the continuing commitment by business to behave ethically and contribute towards
economic development while improving the quality of life of the workforce and their families as
well as of the local community and society at large'.
1.5 LIMITATIONS OF THE STUDY
1 The study covers only CSR activities of TATA group of companies.
2 The area of study is restricted to India.
3 Only secondary data’s has been used
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CHAPTER 2- LITERATURE REVIEW
Davis & Kieth in 1960 concluded CSR as, “Execution of the business policies shall not be
restricted to the firm's corporate interests only rather it should also cater for the socio-legal aspects
as well.
Davis in 1973 concluded corporate social responsibility is the firm's response to, issues beyond the
narrow economic, technical, and legal requirements of the firm.
Archie Carroll, 1979 defined social responsibility is a set of economic, legal, ethical, and
discretionary expectations of society towards the business organizations operating within its
premises. By seeing the history & past trend of CSR, Caroll’s model analysis in a global context,
indicate the three emerging alternatives of corporate social responsibility: conception of
responsibility, global corporate citizenship, stakeholder management practices.
Bradshaw, 1981 defined the overriding role of corporate management is to meet people’s needs
with professional skills, continue to respond to the market place, produce quality goods at the
lowest possible cost by efficient and sustainable use of resources.
Kilcullen & Kolstra, 1999) have told corporate social responsibility indicates a degree of moral
obligation that may be ascribed to corporations beyond simple obedience to the laws of the state.
Hick, 2000 conceptualizes, corporate social responsibility revolves around the relationship between
the business and the society it indicates the responsibilities and determines the business behavior
towards its stakeholders.
Kok et al, 2001) have told the business is ethically and morally obliged to benefit its society. To
achieve this, the business besides capitalizing on its economic goals, it shall commit its resources
for the well-being of the society and its people.
Nigel Sarbutts (2003), the paper explored the pattern of performing CSR by small and medium-
sized companies his research depicted that a structured approach to managing corporate reputation
and profit maximization of SME’s through CSR. The societal activities of small and medium-sized
companies are based on their cost & Benefit Analysis. Small Corporations struggle for more
reputation and minimization of risk, for them, CSR comes as a ray of hope. Large companies have
so many resources for implementing CSR activities but theses have fewer resources. It can be a
barrier for them to stay in the market. So, in that situation by imparting much information, proper
utilization of resources, doing well for businesses, SME’s & small units can minim11111ize their
risk and manage CSR.
Mr. Fredrick Ma, secretary of financial services 2004, in his speech he explored the concept of
CSR on the basis of a survey of 1500 business leaders attending the world economic forum below.
In which 5% leaders said that CSR is important for the success of the business, while 24% said
CSR is not important but the shareholder’s interest is most important for the businesses, but for
him, CSR and corporate governance are complementary to each other.
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Moon (2004), the paper examined the role of government in driving corporate social responsibility
among the corporate. The study explained that the drivers of CSR are related to business and
society, his study cleared that government is the driver of CSR by making true & clear relationship,
properly formulating policies and regulations. The study also highlighted the other country’s
situation & how their government entered into businesses for driving CSR.
David Vogel, 2005 examined corporate social responsibility is a very important dimension of
corporate strategy and not a precondition for business success. The businesses must find a viable
course of action between what is socially and ethically rights and what is economically profitable”.
Samuel O. Idowu (2007), with their study of twenty companies in the U.K., propounded that the
U.K. companies have now become ethical in the context of social responsibility. Here companies
disclose it’s CSR with a view of public benefits, government requests, and issue information to
every stakeholder by considering people in the twenty-first century are better educated than past.
Vaaland, Heide (2008), paper based on a case study is the best example to handle the CSR critical
incidents and utilize its experience in enforcing the CSR policies. The study concluded that CSR
should be managed by handling unexpected incidents, by reducing the gap between stakeholders
and their expectations and company performance and finally maintaining a relationship with
society through the interplay between actors, resources, and activities. In his research work Mikael
Holmqvist in 2009 he argued that over the last few decades corporations are paying special
attention to their social responsibility of workers' health and they're well beings. The strategy has
two-fold advantages including; ensuring better health and wellbeing for employees at the
workplace and, sustaining responsible organizations in the socio- competitive environment. He
viewed corporate social responsibility as corporate social control.
Shah, Bhaskar (2010), in his case study of public sector undertaking, Bharat Petroleum Corporation
Ltd. has discussed that there is a broad relationship between the organization and society. The
organization has its existence only with society. The organization used the resources of the society.
In reverse, the organization provides services to the society. This case study of BPCL has explored
that the company has taken a lot of initiatives in order to serve society.
Hartman (2011), article “Corporate social responsibility in the food sector” in European Review of
Agriculture Economics journal, analyzed the importance of CSR in the food sector, particularly
those companies which have high brand image CSR is an important part of these companies but
SME’s are less capable in discharging their obligation towards society. Further, the research found
that the food sector always tries to improve the controlling and discharging of its services towards
consumers & society. Consumers also prefer those brands which give preference to CSR activities
and provide good product and services.
An article published in The Economic Times named “CSR: A cloak for crooks” on 21 Oct. 2012
explored that there are so many companies that have engaged in Corporate Social Responsibility
yet they are suffering from the financial crisis, fraud, and other unsocial causes. In this article, an
example has been taken about the company Satyam Computer Services. The company has won
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several awards in the area of CSR which includes rural communities’ commitment and services like
healthcare, education, and water.
Bibhu Parshed (2012), the article presented that CSR is the face of industry face of doing trade.
Bibhu said that today, corporate houses took CSR as a medium for the fulfillment of profit greed,
further the article explored that today companies are investing in different areas like child labor,
groundwater, food, education, employment, etc. but nobody is aware of the essential need of
world’s poor. The article suggested that profit earning is a natural fact of companies but CSR is
beyond the natural and statutory obligation of the companies.
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CHAPTER 3- RESEARCH METHODOLOGY
3.1 Research Methodology

The research methodology is the specific procedures or techniques used to identify, select, process,
and analyse information about a topic. To define any research problem and give a suitable solution
for any research, a sound research plan is inevitable. Research methodology underlines the various
steps involved by the researcher in systematically solving the problem with the objectives of
determining various facts.
3.2 Methodology of the Study

The project is a systematic presentation of consisting enunciated issues, formulated hypothesis,
collected facts of information, analysed facts and projected conclusion in the form of
recommendations.
Quantitative research:
Quantitative research is designed to collect cold, hard facts, numbers. Quantitative data is
structured and statistical. It provides support when you want to draw general conclusions of your
research.
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Qualitative research
Qualitative research collects information that seeks to describe a topic more than measure it. Think
of impressions, opinions, and views. A qualitative survey is not like quantitative it is less
structured: It seeks to delve deep into the topic to gain information about people’s motivations,
thinking, and attitudes.
3.3 Collection of data through primary and secondary sources.
3.3.1 Primary data:

Primary data was collected through a survey by distributing a questionnaire to employees. The
questionnaires were carefully designed by taking into consideration the parameters of my study.
3.3.2 Secondary data:

Secondary data means data that is available i.e. they refer to the data which have already been
collected and analysed by someone else. The secondary data involved in this project has been
gathered from websites, books, journals, articles and research papers.
3.3.3 Sample Design:

A complete interaction and enumeration of all the employees were not possible so a sample was
chosen that consisted of 20 employees. The research was taken by the necessary steps to avoid any
biased while collecting the data. The convenience sampling method is used for the study.
3.3.4 Tools of analysis:

The data collected from both sources are analysed and interpreted in a systematic manner with the
help of a statistical tool like a percentage.
3.4 Research Design

Research work will be successful, only with sound design. The design of research for the purpose
of the study is analytical in nature. The major purpose of analytical research includes surveys and
in-depth analysis of variables. The research plan calls for collecting primary and secondary data.
The sampling method adopted for the present study is the random sampling method.
What is the study about?
What is the study being made?
What type of data required
What will be the sample design?
Techniques of data collection?
How will the data analysis?
Summary
This chapter is all about the research methodology (Quantitative & qualitative) which use in this
project. Study of primary and secondary data. Primary data is collected through observation and
questionnaires & secondary through books, journals & websites. The insights and findings of this
chapter will be explained in the next chapter. Research methodology underlines the various steps
involved by the researcher in systematically solving the problem with the objectives of determining
various facts.
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CHAPTER 3.5 - DATA ANALYSIS & INTERPRETATION
3.5.1 CORPORATE SOCIAL RESPONSIBILITY
“We think we started on sound and straight forward business principles,

considering the interests of the shareholders our own and the health and welfare of
the employees, the sure foundations of our success” – Jamsetji N Tata, Founder
“I do believe that we in the (TATA) Group have held a view and held a sense of
purpose that our companies are not in existence just to run our business and to make
profit and that we are responsible and good corporate citizens over and above our
normal operations. By that, I mean, that we play a part in the community and we
shoulder community responsibility are not to be confused with the employees
welfare,(because) they go beyond our own employees and in fact concentrate on
contribution to the community and to the nation. “- Ratan N. Tata
TATA Group companies have always displayed a keen interest in the welfare of the communities in
which they operate. As pioneers in the area of CSR, TATA has played an important role in nation
building and socio-economic development since the early 1900s.
A survey conducted by the website indianngos revealed that Tata’s spent Rs. 1.5 billion on community
Development and social services during the fiscal 2001-02 - the highest by any corporate house in
India.
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3.5.2 APPROACH
Jamshed Irani, Director, Tata Sons Ltd, says, "The Tata credo is that 'give back to the people what you
have earned from them'. So from the very inception, Jamshetji Tata and his family have been
following this principle." Moreover he says that for any business to sustain in the long run they have
to look beyond business.
The organization believes that India is far away from reaching that phase of economic development
where government is solely responsible for the basic needs of the public. We don't have a social
security, adequate health and education services. So till then corporate houses should fill the gaps.
The group's policy is to provide livelihood instead of giving money.
Tata group has instituted the Tata Council for Community Initiatives – TCCI, a central body that acts
as a facilitator for the entire group’s social initiatives
Formation of the TCCI has given a common direction to the Tata group’s CSR activities
To achieve its aim, the TCCI planned to draw up a set of guidelines that would form the basic
framework within which individual companies who worked closely with TCCI contributed their core
competencies for the betterment of the community.
TCCI has brought about a more structured approach to the CSR activities at the Tata group. CSR is
implemented through the P-D-C-A Model – a management system.
The common approach to community development ensures that every activity or project is checked
out on certain important aspects of development and values the group collectively agrees upon.
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3.5.3 IMPLEMENTATION OF CSR
TATA Trusts
The Sir Dorabji Tata supports different kinds of NGOs — some do social work, some research,
while others are community based — usually for a period of three to five years. It also works with
international agencies such as the United Nations, mostly in times of natural disasters. From time to
time the Sir Dorabji Tata Trust also initiates the process for establishing institutes of national
importance.
CSR activities taken by Sir Dorabji Tata trust can be categorized in various groups and described
as under:
Endowment grants: TATA Trust has promoted, and continued to support, several institutions of
learning, research and culture in India. These include the Tata Institute of Social Sciences, Mumbai,
the Tata Memorial Centre for Cancer Research and Treatment, Mumbai, the Tata Institute of
Fundamental Research, Mumbai, the Tata Agricultural and Rural Training Centre for the Blind,
Phansa, and the National Centre for the Performing Arts, Mumbai.
The Trust has also helped in establishing the Sir Dorabji Tata Trust Centre for Research in Tropical
Diseases at the Indian Institute of Science, Bangalore, the JRD Tata Ecotechnology Centre,
Chennai, and the National Institute of Advanced Studies, Bangalore.
NGO grants: The Trust makes grants to NGOs in five social development sectors:
1. Management of natural resources: The Trust supports projects related to water and water
resources, land degradation and better methods of cultivating and harvesting crops.
2. Livelihoods: The Trust has backed several projects in this sector, covering unorganized
laborers, capacity building of grassroots groups, and business development of a variety of
people-based organizations.
3. Education: The Trust has supported initiatives in the field of education, focusing on children,
adolescents and adults (within and outside the formal education system).
4. Health: The Trust has made contributions in creating and upgrading medical infrastructure and
healthcare facilities across India, while focusing on training community health workers. The
Trust also supports research studies in alternative systems of medicine such as ayurveda.
5. Social development initiatives: These cover many areas, including community development,
human rights, family welfare, civil society, art and culture, and relief work.
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Individual grants: The Trust gives merit and need-based educational and medical grants to
individuals.
1. Medical: Financial help is extended to individuals for the treatment of diseases and to solve
other health problems.
2. Education: The Trust offers scholarships for higher education and travel grants for studying
abroad and for attending conferences, as well as for sports activities.
3. The Allied Trusts under Sir Dorabji Tata trust are, primarily, smaller trusts; while some
have a specific mandate, the rest are broad-based in their approach to grant-making. The Sir
Dorabji Tata Trust administers the Allied Trusts.
JN Tata Endowment: The first of the Tata trusts, it was established by group founder Jamsetji
Tata, in 1892 to provide scholarship loans to individuals for the pursuit of higher studies abroad.
Over 120 students are selected every year from across India as JN Tata scholars.
Lady Tata Memorial Trust: Established by Sir Dorabji Tata in 1932 in memory of his wife, Lady
Meherbai, who died of leukaemia in 1930, the Trust spends four-fifths of its income on
international research in leukaemia. The Trust also supports institutional research carried out by
recognised Indian institutions, with the emphasis on leukaemia research.
Lady Meherbai Tata Education Trust: Set up in 1932, the Trust grants scholarships to young
Indian women graduates of recognized Indian universities to pursue higher studies abroad in the
fields of social work and public health.
Additionally, and also coming under the umbrella of the Allied Trusts, are the Tata Social Welfare
Trust, the RD Tata Trust, the Tata Education Trust, the JRD Tata Trust, and the JRD Tata and
Thelma Tata Trust, all of which focus on women and children. The Jamsetji Tata Trust
concentrates on overall developmental issues.
Sir Ratan Tata Trust was established in 1919 in accordance with the will of Sir Ratan Tata, the
younger son of group founder Jamsetji Tata, the trust is a grant-bestowing public foundation. The
trust seeks to be a catalyst in development through giving grants to institutions in various areas. It
focuses its grants towards organizations that it can partner to undertake innovative and sustained
initiatives with the potential to make a visible difference. It also provides grants for endowments,
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has a separate programme for small grants and gives grants to individuals for education and
medical relief.
Rural livelihoods and communities: The trust focuses on the following key initiatives within the
broad areas of land and water development and microfinance:
1. Central India Initiative (CInI): CInI involves a series of livelihood projects across the central
India region, addressing core issues aimed at alleviating poverty among tribal communities in a
sustainable manner.
2. Himmothan Pariyojana: The initiative addresses some of the key rural development issues
confronting the inhabitants of the Himalayas, on a systematic basis.
3. Kharash Vistarotthan Yojana (KVY): This initiative tackles issues related to seawater
ingress on the Gujarat coastline through field projects and coordination with the state
government.
4. Drought proofing in West Rajasthan: The objective is to develop replicable models for
drought proofing in the desert regions of Rajasthan.
5. Reviving the Green Revolution: The initiative involves a series of interventions encouraging
crop diversification in Punjab and Tamil Nadu to tackle the negative impact of the rice-wheat
cropping system.
6. Sakh Se Vikas: The initiative consolidates and expands community-based micro-finance in
Rajasthan by strengthening livelihoods and reducing vulnerabilities. While strengthening
linkages between micro-finance and development, the trust is also supporting a large
community-based microfinance programme in South India.
7. Sukhi Baliraja Initiative: The initiative addresses the recurrent issue of farmers’ suicides in
six distress districts located in Vidharbha region of Maharashtra through promoting sustainable,
improved agricultural practices, microfinance, development of market linkages, soil and water
conservation and alternative livelihood options.
8. North East Initiative: The initiative addresses livelihood issues of the North-eastern states
comprising Arunachal Pradesh, Assam, Manipur, Meghalaya, Mizoram, Nagaland, Sikkim and
Tripura.
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3.5.4 INITIATIVES
TATA CONSULTANCY SERVICES (TCS)

TCS is committed to reducing the environmental impact of its operations through appropriate on-going
Material management.
1. Reduction of waste at source

2. Reuse of material wherever possible
3. Recycling
4. Purchasing of products with recycled content
TATA MOTORS
The Company is engaged in community and social initiatives on labor and Environment.
1. Reducing Pollution
2. Restoring Ecological Balance
3. End of Life Vehicle Treatment and Recycling
TATA CHEMICALS SOCIETY FOR RURAL DEVELOPMENT

(TCSRD)Tata Chemicals set up TCSRD in 1980 to promote social uplift projects for communities
in and around Mithapur (Gujarat), Babrala (U.P.) and Haldia (West Bengal).
The initiatives that TCSRD is involved in include:
1. Agricultural development
2. Education
3. Women's programmes
4. Animal husbandry
5. Rural energy
6. Watershed development
7. Relief work
Through TCSRD, Tata Chemicals works to improve the quality of life of the people and
communities around its operations, and to support sustainable development, a theme that is central
to the company's corporate philosophy. Tata Chemicals employees endorse this philosophy by
helping empower rural communities chart their own developmental course.
TATA STEEL
1912 - 8 hour workday
1916 - Social Welfare Scheme launched for employees
1920 - Leave with pay
1934 - Profit Sharing bonus
1934 - Tata Steel responded to earthquake in its Bihar province with relief supplies
1951 - Planned family norms promoted at community level
1970 – Included Corporate Social Responsibility in its Articles of Association
1958 - 225 acre Jubilee park created for the citizens of Jamshedpur
1979 - Launched concerted rural development initiatives.
20
Conserving Nature for Future Generations (Environment)
All production units certified to ISO 14001

Town Services certified to ISO 14001
Planted -”thousand trees for thousand days” - as a millennium gift for future generations. The
eventual count was 1.6 million
20% reduction in consumption of raw materials in the past five years
100% treatment of waste water, discharged upstream from point of collection
Employee relations
1915- Free Medical Aid to all employees and dependent family members
1917 -Welfare Department set up
1956 -Joint Consultation instituted with Union Management Agreement
1990- Incentive for Higher Technical Education
2001- Family Benefit Scheme
2003- R D Tata Technical Education Centre
2003 -Initiated process for SA 8000 certification
2004 -Completed 75 years of Industrial Harmony
2004- Inserted clause against Sexual Harassment in the Works Standing Order
Continuously augmenting Town infrastructure to promote business growth
Tata Steel and its subsidiaries provide business opportunities to ancillary units
Institutions such as National Institute of Technology, R.D.Tata Technical Education Center, and
Savak Nanavati Technical Institute provides technical and job oriented training
Promoting rural economy through natural resource management, micro financing and credit, and
training for gainful employment
Tate Steel caters to over 600 villages and several company towns, in the provinces of Orissa and
Jharkhand.
Creating a ripple effect across towns and villages
Health
1. Health care facilities open to employees and non-employees
2. 850-bed hospital, two super dispensaries and nine dispensaries in Jamshedpur
3. Mobile medical units reach out to rural and semi urban areas
4. Health Centres based in villages and communities. Supports alternative remedies such as
Ayurveda, naturopathy, homeopathy, etc.
21
5. Supports Blood Bank, specialty hospitals for tuberculosis, eye care services, cancer, etc.
6. Taken “Lifeline Express” seven times to remote parts of rural India
7. Partner for Child Survival, Smile Train, Polio and Water and Sanitation projects
Education
1. Jamshedpur is a centre for excellence in education
2. Three primary schools, six high schools and one college run by the company
3. 312 private schools and 171 “balwadi” schools assisted by Tata Steel
4. Jamshedpur has among the highest literacy rates in the country
5. Instituted Dr J J Irani Education Excellence Award
22
3.6 IMPORTANCE OF CSR
CSR plays a major role in developing the economy of a country. It can be defined as the way in
which a company manages various business entities to produce an impact on the society.
Companies with high CSR standards are able to demonstrate their responsibilities to the stock
holders, employees, customers, and the general public. Business organizations that have high
corporate social responsibility standards can attract staff thereby reducing employee turnover and
cost of recruitment. What is the importance of corporate social responsibility? Anyone can give a
clear answer to this question. Companies voluntarily contribute a large sum of money to make a
better society and a clean environment.
Corporate social responsibility is a process in which all companies come together as one and take
part in the welfare of the society. Many organizations conduct campaigns to create awareness
among corporate, civic bodies, and government bodies about the importance of corporate social
responsibility. Many national and multinational firms are booming in various developing countries.
But at the same time, these countries suffer social challenges such as poverty, corruption,
population growth, etc. Therefore, it is important for all companies to strive together and adapt
corporate social responsibility standards to make the society better than before. An organization can
exhibit a better image in the society if it cares for its employees and involve them in social
activities.
The responsibilities of an organization may range from providing small donations to executing
bigger projects for the welfare of the society. Many business houses around the world show their
commitment to corporate social responsibility. What is the importance of corporate social
responsibility? The answer lies in two things:
1) Organizations understanding their role in developing a society and
2) Awareness among business houses, corporate bodies, and the people. Versatile, profitable, and
dynamic businesses are the driving forces that build the economy of the country. We must
remember that the growth of a country purely depends on the growth of the society and the people
in the society.
3.7 BENEFITS OF CSR
Organizations of all sizes are rapidly discovering that Corporate Social Responsibility (CSR) and
sustainable business practices can foster improved green programs and overall environmental
stewardship. Today, we are seeing increased awareness and active participation by business
professionals in the development of CSR policies. Organizations are increasingly more involved in
green initiatives by adopting sustainable processes and practices, adapting products and services to
the low-carbon economy and innovating in all areas their business. The net positive on reducing
waste, designing green buildings, implementing green operations and maintenance plans all have
continually proven to yield a positive return on investment (ROI).CSR has come to rely on a more
complex set of factors than corporate governance alone, and likewise also depends on sustainable
development, environmental impact and supply chain management. The development of the new
carbon trading markets, verified emission educations (VERs), also known as carbon offsets, and
renewable energy credits.
23
Innovative organizations understood the value of CSR work to build a corporate culture where each
employee is committed with the responsibility to improve the environment. According to raster
research, effective CSR and sustainability practices within a large business are shown to contribute
to a profit increase of up to 35%.
What’s Your ROI?
There are proven methodologies that demonstrate ROI to the CSR. A partial summary of such
strategies has been outlined below to reflects better practices within the implementation of CSR
programs, which is meant to operate the operational performance and net positive ROI.
Improving Operational Efficiency

The best-documented argument for engaging employees in environmental practices is that the
connection between CSR involvement and increased operational efficiency. Front-line employees
are in the best position to identify inefficiencies and propose improvements. Educating employees
on CSR will improve profitability by supporting greater efficiency by less waste, water, and energy
usage.
Innovation
Employee education is also a source of innovation and savings resulting from the development of
new product and service lines as well as new technologies, materials, or processes that reduce
water, energy usage, or harmful materials.
Supply Chain Management

Educating employees on sustainability practices throughout the availability chain can cause greater
efficiencies and it'll help build collaboration to satisfy sustainability, quality, and other
organizational goals. It also strengthens the relationships between a company and its suppliers by
aligning the organizational values and objectives.
Financial Responsibility
We are seeing an unprecedented level of state programs and initiatives which are designed to drive
corporate decision-making within markets which include manufacturing, construction, to take a
position in implementing practical and measurable green building design, construction, operations,
& maintenance solutions. In many cases, the great news is that implementation of sustainable
operations can increased efficiency through reductions in energy consumption, implementation of
building maintenance methodologies that are cost neutral, and decreasing the cost of work spaces
by use of recycled furniture while changing too low use lighting, to name a few. Government
subsidies and incentives often further complement and reward efforts to develop and implement
successful sustainable operations and maintenance programs. Nearly all of the points needed for
LEED Certification are often achieved through the energy and atmosphere category. It is far and
away from the most important category within the scoring system and emphasizes the mixture of
energy performance and renewable energy, which has shown can lower costs by up to 50% in the
first year alone.
24
It is widely accepted that green building occupants are healthier and far more productive in their
work. With a mean of 90% of USA citizens spending more of their time indoors, green buildings
often have better indoor air quality and lighting, among other key advantages Measuring the impact
of CSR in achieving social and environmental goals are often difficult but is becoming more
common if not expected within corporations, often as an element of CSR. Typically in business,
what gets measured gets managed, and as long because the right metrics system is made and data is
tracked accurately, almost any environmental CSR initiative can yield positive results.
There seems to be an immediate correlation between the implementation of effective green

programs and the style of green buildings to improved office worker productivity and employee
morale while driving efficiencies and reduced consumption. Innovative, forward-thinking
companies have learned that they need to be fully committed to strategic initiatives that are directly
tied to their business core competencies.
The advantages of doing so through an efficient CSR program, like building brand recognition,
realizing increased sales and fostering trust with employees and community, are often achieved as a
win-win in almost all situations. With committed leadership and a strategic approach, most
companies can find a considerable ROI benefit in CSR.
25
3.8 CSR IN INDIA
CSR in India has traditionally been seen as a philanthropic activity. And keep with the Indian
tradition, it had been an activity that was performed but not deliberated. As a result, there's limited
documentation of specific activities associated with this idea. However, what was clearly evident
that much of this had a national character encapsulated within it, whether it had been endowing
institutions to actively participating in India’s freedom movement, and embedded within the idea of
trusteeship. As some observers have acknowledged, the practice of CSR in India still remains
within the philanthropic space but has moved from an institutional building (educational, research,
and cultural) to community development through various projects. Also, with global influences and
with communities becoming more active and demanding, there appears to be a discernible trend,
that while CSR remains largely restricted to community development, it's getting more strategic in
nature than philanthropic, and an outsized number of companies are reporting the activities they're
undertaking during this space in their official websites, annual reports, sustainability reports and
even publishing CSR reports.
The companies act, 2013 has introduced the thought of CSR to the forefront and through its
disclose-or-explain mandate, is promoting greater transparency and disclosure. Schedule VII of the
Act, which lists out the CSR activities, suggests communities be the focus. On the opposite hand,
by discussing a company’s relationship with its stakeholders and integrating CSR into its core
operations, the draft rules suggest that CSR must transcend communities and beyond the concept of
philanthropy. It’ll be interesting to watch the ways during which this may translate into action at
the bottom level, and the way the understanding of CSR is about to undergo a change.
CSR AND SUSTAINABILITY
Sustainability (corporate sustainability) springs from the concept of sustainable development which
is defined by the Brundtland Commission as “development that meets the requirements of this
without compromising the power of future generations to satisfy their own needs.” Corporate
sustainability essentially refers to the role that companies can play in meeting the agenda of
sustainable development and entails a balanced approach to economic progress, social progress,
and environmental stewardship. CSR in India tends to specialize in what's through with profits after
they're made. On the opposite hand, sustainability is about factoring the social and environmental
impacts of conducting business, that is, how profits are made. Hence, much of the Indian practice
of CSR is a crucial component of sustainability or responsible business, which may be a larger idea,
an incontrovertible fact that is clear from various sustainability frameworks. a stimulating case in
point is that the NVGs for social, environmental and economic responsibilities of business issued
by the Ministry of Corporate Affairs in June 2011.
Principle eight concerning inclusive development encompasses most of the aspects covered by the
CSR clause of the companies Act, 2013. However, the remaining eight principles relate to other
aspects of the business. The UN Global Compact, a widely used sustainability framework has 10
principles covering social, environmental, human rights, and governance issues, and what's
described as CSR is implicit instead of explicit in these principles.
26
Globally, the notion of CSR and sustainability seem to be converging, as is clear from the varied
definitions of CSR put forth by global organizations. The genesis of this convergence is often
observed from the preamble to the recently released draft rules concerning the CSR clause within
the companies Act, 2013 which talks about stakeholders and integrating it with the social,
environmental and economic objectives, all of which constitute the thought of a triple bottom line
approach.
27
3.8 CLAUSE 135, COMPANIES ACT, 2013
In India, the concept of CSR is governed by clause 135 of the companies Act, 2013, which was
gone by both Houses of the Parliament and had received the assent of the President of India on 29
August 2013. The CSR provisions within the Act is applicable to companies with an annual
turnover of 1,000cr. INR and more, or a net worth of 500 core INR and more, or a net income of
5cr. INR and more. The new rules, which can be applied from the financial year 2014-15 onwards,
also require companies to set-up a CSR committee consisting of their board members, including a
minimum of one independent director.
The Act encourages companies to spend a minimum of 2% of their average net income within
the previous three years on CSR activities. The ministry’s draft rules that are put up for public
comment define net income because the profit before tax as per the books of accounts,
excluding profits arising from branches outside India The Act lists out a group of activities
eligible under CSR. Companies may implement these activities taking under consideration the
local conditions after seeking board
approval.
Gender equity
& women The indicative activities which may be
empowerment
Eradication undertaken by a corporation under CSR are
of extreme
hunger and specified under Schedule VII of the Act.
poverty Reducing child The draft rules (as of September 2013)
mortality and
improving provide a variety of clarifications and while
maternal health
Employment these are awaiting public comment before
And such other enhancing
matters as may vocational notification, some the highlights are as
be prescribed skills
Contribution to
Combating Prime Minister’s follows:
HIV-AIDS, relief fund and
Social other such state
business
malaria and
and
1. Surplus arising out of CSR activities will
other
projects central funds
diseases need to be reinvested into CSR initiatives,
Environmental
Promotion ofsustainability and this may be over and above the 2%
education
figure
28
2. The corporate can implement its CSR activities through the subsequent methods:
 Directly on its own
 Through its own non-profit foundation set- up so on facilitate this initiative
 Through independently registered non-profit organizations that have a record of a minimum
of three years in similar such related activities
 Collaborating or pooling their resources with other companies
3. Only CSR activities undertaken in India are going to be taken into consideration
4. Activities meant exclusively for workers and their families won't qualify
5. A format for the board report on CSR has been provided which incorporates amongst others,
activity-wise, reasons for spends under 2% of the average net profits of the previous three years and
a responsibility statement that the CSR policy, implementation and monitoring process is in
compliance with the CSR objectives, in letter and in spirit. This has got to be signed by either the
CEO or the MD or a director of the corporate
Clause 135 of the Act lays down the rules to be followed by companies while developing their CSR
program. The CSR committee is going to be liable for preparing an in-depth plan on CSR activities,
including the expenditure, the sort of activities, roles and responsibilities of varied stakeholders,
and a monitoring mechanism for such activities. The CSR committee also can make sure that all the
sorts of income accrued to the corporate by way of CSR activities should be credited back to the
community or CSR corpus.
The new Act requires that the board of the corporation shall, after taking into account the
recommendations made by the CSR Committee, approve the CSR policy for the corporate and
disclose its contents in their report and also publish the details on the company’s official website, if
any, in such manner as could also be prescribed. If the corporation fails to spend the prescribed
amount, the board, in its report, shall specify the explanations.
29
CHAPTER 4 - FINDINGS
As business is an integral part of the social system it has

to care for varied needs of the society.
Business which is resourceful has a special responsibility

to the society.
Social involvement of business would enhance a

harmonious and healthy relationship between the society
and business seeking mutual benefit for the both.
Social involvement may create a better public image and goodwill for the company which further
becomes instrumental in attracting customers, efficient personnel and investors.
They are the pioneers in implementing various CSR activities.
TATA group has its own Ethical values and Core of Contact which requires relationship with other
industries.
They are trying their best through various development processes in societal upliftment. There are
multiple beneficiaries benefited by Tata group. As mentioned earlier there must be more public
private partnership (ppp) is societal development.
The great corporates like Tata group are being a role model for various corporates around the
globe.
This study highlights various societal development activities done by TATA group of companies,
also it will be a model for other corporates to implement and follow their own Ethics and CSR
activities.
4.2 RECOMMENDATION
1. The TATA groups are the pioneers in India for implementing ethical business and societal
responsibility. It is suggested to continue as such.
2. The Tata group has tremendous capacity in implementing new concepts; they can also take
measures in implementing by creating awareness programmes for clean India.
3. TATA group can also help other corporates by suggesting them to actively involved in CSR
activities.
4. TATA group can help NGO’s by participating in various societal development activities.
30
CHAPTER 5 - IMPLICATION
5.1 LIMITATIONS STUDY
1. Time Duration is very less for the study

2. Limited to TATA Group
3. The study is based on the annual report of the company & the data provided by the company, so
the limitation is equally applicable.
1.2 SCOPE OF FUTURE STUDY
1. A comparative study of Corporate Social Responsibility practices of different countries across

the globe could be undertaken.
2. Corporate Social Responsibility is a relatively dynamic area of research in modern
management; hence there is vast scope for validation and standardization of tools relating to
Corporate Social Responsibility Practices of various companies.
3. Further study may focus on identifying and comparing the perception of line managers, staff
managers and employees on Corporate Social Responsibility practices of the company.
4. Based on earlier research conducted relating to CSR, companies can be advice to device their
policies about CSR regularly.
5.3 CONCLUSION
Corporate Social Responsibility is a difficult and elusive topic for companies to deal with. It can
often be very costly and yield benefits that are hard to quantify. Perhaps this is one reason why
companies, according to the survey, have put so much focus on the internal improvements that can
be made, such as improving corporate governance and transparency. This could also explain why
the most important stakeholders, after customers, are the traditionally important employees and
shareholders.
There’s also the issue of just what standard of corporate social responsibility should companies use
and how far companies should go to perform their responsibilities beyond what the laws call for.
The issue of what is the “responsibility” of a corporation is far from being settled, and there is an
unresolved argument over what corporate social responsibility means. Companies face a plethora of
options among the various standards, guidelines, benchmarks and other proposed measures of
corporate social responsibility.
31
One point that all can agree on is that corporate social responsibility is not a neutral topic. There is
a persistent debate about whether the corporate social responsibility “movement” represents an
unjustified intrusion into corporate affairs, and whether companies should invest profits in their
own corporate social responsibility projects or return the money to shareholders to let them invest
as they see fit. But there is no denying that corporate social responsibility has become an important
issue facing the global business community and one that promises to grow in importance in the
coming years.
32
33
REFERENCE
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Aalekh publications.
Jagdish (2004). Social Welfare in the Twenty-First Century : Issues , Critique and Relevance. New
Delhi: Akansha.
Sharma, Shashi Prabha (2004). Basic Principles of Education. New Delhi: kanishka.
Saeen, Sandeeep(2001). Ethics Management. New Delhi: Sarup.
Corporate Social Responsibility in India - An Empirical Research By Bernadette Dsilva

CSR could prove to be a valuable asset in an age of M&As, as it helps firms spread their brand
name - Maitreyee Handique
Ackerman, R.W. & Bauer, R.A., Corporate Social Responsivenessess., Reston, V.A, Reston. 1976.
Amit Kumar, Gayathri Negi, Vipul Mishra, Shraddha Pandey, Corporate Social Responsibility: A
case Study of Tata group, IOSR Journal of Business and Management, ISSN: 2278-487x, Vol.3,
Issue 5, Sep-oct 2012, pp 17-27.
Andrews, Kenneth R, The concept of corporate Strategy, Homewood, IL : Dow Jones-Irwin, 1971.
Bowen, H. R, Social Responsibilities of the businessman, New York: Harper & Row, 1953.
Burk Lee and Jeanne M. Logsdon, Corporate Social Responsibility Pays Off, Long Range
Planning, Vol.29, Issue 4, August 1996, pp. 437-596.
Davis, Keith, Can Business Afford to Ignore Social Responsibilities?, California Management
Review, spring, 1960.
Frederick, W.c., The Growing concern over Business Responsibility, California Management
Review, Vol.2, 1960, pp. 54-61.
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MA,1984.
Halal, W.E., Corporate Community: A Theory of the firm uniting profitability & responsibility,
Strategy & leadership., vol 28. No.2, 2000, pp.10-16.
Mark Godyer, Redefining CSR: From the Rhetoric of Accountability to the Reality of Earning
Trust, Tomorrow’s Company, 2003.
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World Business Council for Sustainable Development 1991, pp. 66-73.
1
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winter, vol.59, issue. 1, pp 73-100. [13] An article prepared on wise work ethics by: Welsh, Shone.
HR professional, vol.21, issue2, pp.6-16, Apr/May.2004
https://shodhganga.inflibnet.ac.in/bitstream/10603/40661/12/12_chapter%206.pdf
https://shodhganga.inflibnet.ac.in/bitstream/10603/4480/15/15_chapter%207.pdf
https://www.ijser.org/researchpaper/Corporate-Social-Responsibility-A-study-of-Tata-and-Aditya-
Birla-Groups.pdf
https://www.krishisanskriti.org/vol_image/21Jul201504073034%20%20%20%20%20%20V%20A
%20%20MANIKANDAN%20%20%20%20%20%20%20%20%20%20%20908-913.pdf
https://www.academia.edu/8136103/Internship_report_on_Corporate_Social_Responsibility_CSR_
by_Gias_Uddin_Rudon_SUKHA_Comilla_University
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ONSIBILITY_ON_AMUL_SUBMITTED_TO
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UDY_OF_TATA_GROUP
https://www.researchgate.net/publication/319036439_Corporate_Social_Responsibility_A_Literatu
re_Review
Corporate social responsibility report by TCS.
2
SPECIALIZATION PROJECT
“TRAINING & DEVELOPMENT”
3
EXECUTIVE SUMMARY OF SPECIALIZATION PROJECT
Every organization needs to have well trained and experienced people to perform the activities that
have to be done. If the current or potential job occupants can meet this requirement, training is not
important. When this is not the case, it is necessary to raise the skill level and increase the
versatility and adaptability of employees.
The entire project is talking about the training & development programs. The primary purpose of
the study is to have a thorough understanding of training and development. In this study, I have
used primary data (questionnaire) to collect the data. After collecting the data I have come to know
that Taj wellington mews provides classroom, on the job and external training to their employees.
They are providing the following training programs i.e behavioural training, Mandatory training,
and Safety training.
I conclude that all the training and development programs of the company are highly effective and
beneficial to the employees in giving their best contribution to their personal growth &
development as well to meet the organizational objectives.
4
Contents of General Management Project
I INTRODUCTION P.1– P.9
Objectives
Scope of the Study
II REVIEW OF LITERATURE P.10 – P.11
III METHODOLOGY P.12– P.13
Research Design
Sampling Design
IV DATA ANALYSIS(RESULTS OF THE STUDY) P.14 – P.19
VI CONCLUSION P.21
REFERENCES
APPENDICES
5
CHAPTER 1 – INTRODUCTION
1.1 TRAINING & DEVELOPMENT
CHART 1.1
Human Resource Management (HRM), a comparatively new term, that emerged during the 1930s.
Many people used to refer to it before by its traditional titles, as Personnel Administration or
Personnel Management. But now, the trend is changed. It is now known as Human Resource
Management (HRM). A function that helps an organization select, recruits, train, and develops its
employees.
All the activities of an employee, from the time of his entry into an organization until he leaves,
come under the horizon of HRM. It includes functions such as recruitment, payroll, performance
management, training & development, retention, industrial relation, etc. Out of these functions, one
such important function is training and development.
Training & Development is a subsystem of a corporation. It ensures that randomness is reduced and
learning or behavioral change takes place during a structured format.
1.1.2 TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVELOPMENT
Traditional Approach - Most of the organizations before never believed in training &
development. They were holding the normal view that managers are born and not made. There
were also some views that training may be a very costly affair and not worth it. Organizations used
to believe more in executive pinching. But now the scenario seems to be changing.
1
The Modern approach to training and development is that Indian Organizations have realized the
importance of corporate training. Training is now considered as a retention tool than a cost. The
training system in Indian Industry has been changed to make a better workforce.
1.1.3 Training and Development
Employee training and development implies a program in which specific knowledge, skills, and
abilities are imparted to the employees, with the aim of raising their performance level, in their
existing roles, as well as providing them learning opportunities, to further their growth.
Training implies a process of upgrading an individual’s knowledge, skills, and competencies

(KSA). When an employee joins the organization, he/she is given job-related training to ensure
their satisfactory performance of the tasks and duties which is assigned to them, so that the
employee can contribute more to the organization.
Training is an activity leading to skilled behavior.
1. It’s not what you want in life, but it knows how to reach it
2. It’s not where you want to go, but it knows how to get there
3. It’s not how high you would like to rise, but it knows the way to take off
4. It may not be quite the result you were aiming for, but it'll be an outcome
5. It’s not what you dream of doing, but it’s having the knowledge to do it
6. It's not a set of goals, but it’s more like a vision
7. It’s not the goal you set, but it’s what you would like to realize it
DEVELOPMENT: Employee Development Programs are designed to meet specific objectives,

which contribute to both employee and organizational effectiveness. There are several steps in the
process of management development. These include reviewing organizational objectives,
evaluating the organization’s current management resources, determining individual needs,
designing and implementing development programs and evaluating the effectiveness of these
programs, and measuring the impact of training on participants' quality of work life. In a simple
way, it can be denoted as per the following formula.
Employee Development = Employee Education+Employee+Skills+Training Effectiveness +

Employee Quality of work-life
On the other hand, development has a long-term view. It is all about preparing the employee for the
current as well as future jobs, by providing them with learning opportunities to increase their
capacities, to undertake more challenging and complex tasks.
2
1.1.4 Methods of training (Chart 1.2)
On the Job Training Off the job training

(OTJ)
Coaching/Mentoring The lecture/Seminar
Group discussion & Tutorials Role play/Games
Apprenticeship training/ Internship Film/Video/case study

Internship
Job rotation Technology based training
STAGES OF TRAINING AND DEVELOPMENT PROGRAMS:
Training should be conducted in a systematic order so as to derive expected benefits from it. The
training system involves four stages, namely:
1. Assessment of training and development program’s needs.
2. Designing the training and development programs.
3. Implementation of the training program
4. Evaluation of the training program
STAGES OF TRAINING PROGRAM (Chart 1.3)
STAGE 1 STAGE 2 STAGE 3 STAGE 4
Assessment of training Designing of training Implementation of Evaluation of training

needs program training program programs
Organizational Instructional On-the-job methods Reaction

analysis
Objective Off-the-job methods Learning
Departmental analysis
Learning, teaching & Characteristics of the Job behavior
Job analysis training principles instructor conducting
the program Organization
Employee analysis Content design
Ultimate value
3
1.1.5 Flow Chart of Training Procedure
Identifying training needs (TNA/TNI)
Analyze the Need
Set the objectives
Identify employees for training program
Design Training Program
Prepare training calendar
Implementation of training program
Evaluation of the training program
Feedback of training program
Follow up and action on feedback
Update employees training record
4
1.2 COMPANIES PROFILE
1.2.1 Taj Willington Mews
Taj Wellington Mews, Mumbai is a prestigious

high-end Luxury Residences situated along the
beautiful western sea coast of India with 80
apartments (240 rooms). The property is enclosed
in landscape gardens. The sea coast has special
significance in terms of the marine environment
established in 2004.
1.2.2 Jiva Spa opens in January 2005
The word ‘Jiva’ stands for the vital inner force that
every living being is imbued with. An inner force that
is essential for strength, vitality, and happiness.
At the Taj Jiva Spa, we recognize the interdependency

between the body, the spirit, and the mind. Our
specialized treatments curated for individual needs,
combine India’s ancient traditional system of healing
and the understanding afforded by modern progress to provide an experience like no other.
1.3.3 Mews Café

Open all day, this delicatessen serves scrumptious
pizzas, pastas and light Indian fare, in an enchanting,
informal ambience. A mini-mart stocks ready-to-cook
meals, groceries, vegetables, meats and cheeses. The
verandah offers the opportunity to soak in the calm and
beautiful atmosphere, thanks to the surrounding foliage.
5
1.2.4 Indian Hotel Company Limited
Incorporated in 1899, Indian Hotels Company Limited
founded its first hotel The Taj Mahal Palace Mumbai
that transformed the face of Bombay and took India to
the world. Jamsetji Tata’s efforts were never for
himself but to show India what lies beyond the seas. He
made India’s dream his own. His vision of being the
best of the best continues to drive us today even as we
ready ourselves for the bright prospects and disruptive challenges of tomorrow.
IHCL is South Asia’s largest hospitality-focused enterprise with true Indian origins. Backed by a
115-year plus legacy across consumers and businesses, it was originally incorporated by the
founder of the Tata Group, Jamsetji Tata, in 1902. The company opened its first hotel, The Taj
Mahal Palace, in Bombay (now Mumbai) on 16th December 1903. Perhaps the grandest and most
recognized of Jamsetji Tata’s tributes to his beloved city remains to be the hallmark of Indian
hospitality, even today.
1.2.5 Our Brands

The Indian Hotels Company Limited is South Asia’s largest hospitality-focused enterprise with
Indian origins, relentlessly redefining opportunities in the best interest of all its stakeholders. With
businesses ranging from iconic luxury to upscale and budget stopovers as well as in-flight catering;
IHCL’s pioneering leadership is backed by a rich 115-year legacy. IHCL’s emerging initiatives in
urban leisure, service retail, and concept travel are a part of its evolution, one that is continuously
redrafted for future generations. IHCL through all its vivid brands
IHCL Brands
Luxury SeleQtions Vivanta Ginger Expression TajSAT

Taj s S
6
1.2.6TATA GROUP VALUES
Integrity
We will be fair, honest, transparent and ethical in our conduct;

everything we do must stand the test of public scrutiny.
Responsibility
We will integrate environmental and social principles in our

businesses, ensuring that what comes from the people goes back
to the people many times over.
Excellence
We will be passionate about achieving the highest standards of

quality, always promoting meritocracy.
Pioneering
We will be bold and agile, courageously taking on challenges,

using deep customer insight to develop innovative solutions.
Unity
We will invest in our people and partners, enable continuous

learning, and build caring and collaborative relationships based
on trust and mutual respect.
7
1.2.7 TAJ VALUES
TRUST JOY
AWEARNES
ASPIRATION 2022 S
Aspiration 2022 is based on the three-pronged strategy, of re-structuring, re-engineering and re-
imagining. the Company’s portfolio. The strategy is aimed at margin enhancement and growth to
fulfill our aspiration of becoming the most, iconic and profitable hospitality company in South
Asia. Therefore, it will focus on exploring new markets, expanding existing properties, monetizing
non-core assets, optimizing costs and, simplifying the group structure to grow the bottom line. The
five-year program will also include leveraging the digital channel to strengthen the brand and
generate more revenue.
8
1.3 Objectives
The objectives of Training & Development in Taj Willington Mews are to study the impact of
training on overall skill development of employees and workers. The specifics objectives of the
study are:
To know the process of Training & Development at Taj Willington Mews.
To study how training & development programs are undertaken in the organization.
To know the challenges faced by the origination in Training & Development
To recognize and identifying the training needs and effective training methods in order to meet the
goal of hospitality industry.
To study the effectiveness of Training & Development in the organization.
1.4 SCOPE OF STUDY

This research provides me with an opportunity to explore in the field of Human Resources. This
research also provides the feedback of people involved in the Training and development process
Apart from that it would provide me a great deal of exposure to interact with the high profile
managers of the company.
1.5 LIMITATIONS
In view of the limited time available for the study, only the Training and Development process
could be studied.
The sample size is too small to reflect the opinion of the whole organization.
The answers given by the respondents have to be believed and have to be taken for granted as truly
reflecting their perception.
9
CHAPTER 2 - LITERATURE REVIEW
2.1 Introduction
This chapter deals with the assessment of literature which relates to the topic of Training &
Development practices in the organization. Several works of literature would be selected and
relevant areas would be reviewed and evaluated. This chapter provides information about the
previous study which has been done before by different researchers their view and analysis on this
topic.
According to Michel Armstrong, “Training is a systematic development of the knowledge, skills,

and abilities which is required by an individual to perform a given task or job adequately”. (Source:
A Handbook of Human Resource Management Practice, Kogan Page, 8th Ed.,2001).
According to Edwin B Flippo, “Training is the act of enlarging the knowledge, abilities, and skills
of an employee for performing a specific job.” (Source: Personnel Management, McGraw Hill; 6th
Edition, 1984).
The term ‘training’ indicates the process of improving the skills, aptitudes, knowledge, and abilities
of an employee to perform a specific job. Training helps to update old talent and developed new
ones. ‘Efficient candidates placed on the jobs need the training to perform their duties effectively’.
(Source: Aswathappa, K. Human Resource, and Personnel Management, New Delhi: Tata
McGraw-Hill Publishing Company Limited, 2000, p.189)
The objective of training is to make sure the availability of a skilled and willing workforce to the
organization. In addition to that, there are four other objectives: Individual, Organizational,
Functional, and Social.
Training improves a person’s skill. Training helps in intellectually, mentally and socially
developing an employee, which is very important in facilitating not only the level of productivity
but also the development of personnel in any organization. {Oatey (1970)}
Training is a sequence of experiences and opportunities designed to modify the behavior to attain a
stated objective. {Hesseling (1971)}
Employee & staff training and development are a work activity that can make a very significant
contribution to the overall effectiveness and profitability of an organization. {Adeniyi (1995)}
Training and development aim to develop competencies such as technical, human, conceptual and
managerial for the individual and organization growth.{Oribabor (2000)}
Training and development is a continuous process. It is a venue to acquire new knowledge and
develop further skills and techniques to function effectively. {Isyaku (2000)}
10
Training objectives helps the trainee to identify that what is expected out of him at the end of the
training.{Karthik R (2012)}
2.2 Summary
Most of the employers acknowledge the fact that their employees are their greatest assets and now
they are investing more on enhancing their skills, knowledge, and abilities through different
training and development programs which will increase individual productivity as well as
organizational productivity. Many training and development program helps to achieve the
individual as well as organization goals.
Identifying the training need for the organization is the most important step in training procedure,
once it is identified then it is the responsibility of the manager to provide such a training program
which helps the organization to achieve their training goal and enhance the skills of their
employees.
11

The research methodology is the specific procedures or techniques used to identify, select, process,
and analyse information about a topic. To define any research problem and give a suitable solution
for any research, a sound research plan is inevitable. Research methodology underlines the various
steps involved by the researcher in systematically solving the problem with the objectives of
determining various facts.

recommendations.
research.
12
3.3.1 Primary data:




3.4 Research Design

Summary
various facts.
13
3.4 DATA ANALYSIS & INTERPRETATION
The analysis of data is as per the questionnaires/survey finding. The data represented through
graphs with percentage. The percentage of people opinion were analysed and express in the form of
a chart.
Interpretation:
According to the above data 64% employees consider training as to improve & learn & reaming
20% employees consider training as to enhance new skills
Interpretation:
According to the above data 64% employees consider training as a part of firm’s strategy, 20%
employees responded for may be & remaining 4% responded for no.
14
Interpretation:
According to the above data 72% responded for all of the above, 24% of employees are given
training & remaining 4% of HODs are given training.
Interpretation:
This analysis indicates that most of the executives i.e. 68% responded for Yes , 28% responded for
No & remaining 4% responded for Maybe.
15
Interpretation:
It was found that 42% responded for all of the above, 32% responded for on the job training, 8%
responded for classroom & technology based learning & remaining 4% responded for role plays
games & coaching.
Interpretation:
This analysis indicates that most of the executives i.e. 80% responded for Yes, 4% responded for
16
Interpretation:
It was found that 72% respondent agree, 20% respondent strongly agrees% & remaining 8%
respondent disagree.
Interpretation:
17
Interpretation:
Interpretation:
18
Interpretation:
19
4. FINDINGS & DISCUSSIONS
1. Training helps to increase productivity and achieve the goals of the organization
2. Training programs are well planned in the organization.
3. The training given in organization is not of sufficient duration.
4. The training programs are not evaluated periodically.
5. The training programs strongly focus on technical and managerial capabilities.
6. The training programs are not given adequate importance due to the work pressure in the
organization.
7. Employees’ attitude towards the training programs is casual/informal.
8. There is no involvement of employees in determining the training need analysis.
9. The quality of training programs in the organization is excellent
10. The training programs are well designed and widely shared in the organization.
11. More priority is given for on the job trainings than the value addition programs like
motivation, stress management, group dynamics.
4.1 RECOMMENDATION
1. Training more on communication & motivational skills. Sensitivity training
2. Ask employees whether they understood properly or repeat training again
3. On the job training by industry experts, or training with games and activity
4. Organization can give training to help each other at work place to achieve organizational &
personal goals. As well behavioral training is needed.
5. You can keep different types of training more activities
6. Activity based training on job will give more exposure to employees about the work they
are going to do after training.
7. Ask your employees to tell you which skills they need (or want) to learn, and which courses
they believe will have a significant impact on their productivity
8. It will be more effective if they use video visuals.
20
5.1 IMPLICATIONS
5.1 Limitations of the study
1. Limited to Hotel Industry only
2. The study is based on the data provided by the company, so the limitation of the company
equally applicable.
3. Some respondent suggested that the time period of the training programmes were very less
and thus need to be increased.
4. Training is considered as a positive step towards augmentation of the knowledge by the by

the respondents.
5. 4 months is too short to give shape to a new idea.
5.2 Conclusion
According to the study conducted we can conclude that the overall satisfaction level of employees
in relation to the training programs is moderate.
The employees agree that the training programs help to increase productivity and achieve the
organizational goal.
The employees said that the training programs in the organization are well planned but they are not
satisfied with the duration of the training program.
The training programs in the organization strongly focus on the technical and managerial
capabilities but these programs are not given adequate importance sometimes because of the work
pressure.
The employees do not take the training programs seriously, as there are no strict rules and
regulations to attend the training programs.
The employees are not involved in determining the training need analysis. The training programs
are fixed by the top management.
The quality of the training programs is excellent but the employees are not making the best use of
it.
Therefore we can conclude that the training programs in the organization are excellent but they
have been not utilized properly by the employees as the training programs are not made
compulsory to all the departments. There is a broader scope to develop and improve its training
programs in future in order to meet the organizational goal.
21
REFERENCES
Bhatacharya D.K. (2009), “ Human Resource Development”, First Edition 2009, Published by
Himalaya Publishing House.
Biswajeet Pattanayak (1998) , “Human Resource Management”, First Edition 1998, published by
S.Chand & Company Ltd, pp 1-6.
Biswajeet Pattanayak(1997), “ Human Resource Training - Study on Training need assessment of

Indian Industries”, First Edition 1998, Published by S.Chand & Company Ltd, pp 51-62.
Biswajeet Pattanayak (1997), “ Human Resource Training - Study on Training Evaluation of Indian
Industries”, First Edition 1998, Published by S.Chand & Company Ltd, pp 99- 114.
Goldstein and Ford (2007), “ Training in Organization”, Fourth Edition 2007, published by
Thomason Learning, pp34-83.
Goldstein & Ford (2007), “ Training in Organization”, Fourth Edition 2007, Thomson Learning,
pp22-32
Ian Beardwell & Len Holden (1994), “ Human Resource Management”, first edition 1994,
published by MacMillan India Ltd, pp342-344
Ishwar Dayal ( 1993), “ Designing HRD Systems”,First Edition,Concept Publishing company, pp

89-90.
Jack Phillip(2004), “ Handbook of Training Evaluation and measurement methods”, First edition
2004 , published by Jaico Publishing House.
John P. Wilson(1999), “ Human Resource Development”, second edition 2005, published by

Kogan Page Limited.
K.C.Gupta and Tej Singh(2005), “Human Resource Development in Financial Sector”, First
Edition 2005 ,Published by RBSA publisher, PP 318-331. 293
K.Aswathappa(2002), “Human Resource and Personnel Management”, Third Edition 2002,

published by Tata Mcgraw Hill, pp 171-199.
P.Nick Blanchard & James W. Thacker(2004), “ Effective Training”, Second edition 2006,
published by Pearson Education.
P. Subba Rao (2000), “ Personnel and Human Resource Management”, sixth edition 2006,
published by Himalaya Publishing House
P.C. Tripathi(1997), “ Human Resource Development”, Third Edition 2001, published by Sultan
Chand & Sons.
1
Anil Kumar Singh (2005), “HRD Practices and Philosophy of Management in Indian
Organizations” Vikalpa, volume 30, No2, April-June 2005, pp 71-79.
Singh Anil Kumar ( 2009), “HRD Practices & Organization Culture in India”, The Indian Journal
of Industrial Relations, Vol. 45, No. 2, Oct. 2009.
Agarwal, Manish; Nayak, Tapan Kumar ; Gupta, V.P.(2008) , “Employees perception towards
training in IT sector”, Asia-Pacific Business Review, April 1, 2008.
Bhawani Shankar Subedi ( 2004), “Emerging Trends of Research on Transfer of Learning”,

International Education Journal Vol 5, No 4, 2004, pp591-599
B.Sripirabaa,K.Sridevi(2010), “An investigation of the training practices in a Garment

Manufacturing Unit”, 8M , Volume 15, No.1, Jan- March , 2010, pp 4-14.
https://www.slideshare.net/akshay4789/project-on-training-and-development-by-karan-k-kamdi-2
https://www.ihcltata.com/?gclid=Cj0KCQiAgebwBRDnARIsAE3eZjQI_W5DZNPSQWUW48v71
JtAZk8PQLhgxcFrSnbkeSlrpGsmIo0qLsaAhBrEALw_wcB
http://www.researchersworld.com/vol4/issue2/Paper_20.pdf
http://www.researchersworld.com/vol4/issue2/Paper_20.pdf
https://www.slideshare.net/akshay4789/project-on-training-and-development-by-karan-k-kamdi-2
http://www.allprojectreports.com/MBA-Projects/HR-Project-Report/Project-Employee-Training-
Development/Project-Report-Employees-Training-Development.pdf
2
SOCIAL RELEVANCE PROJECT
“EMPLOYEE ENGAGMENT”
3
EXECUTIVE SUMMARY OF SOCIAL RELEVANCE PROJECT
Employee engagement, also called work engagement or worker engagement, is a business

management concept. An "engaged employee “is one who is fully involved in, and enthusiastic
about, his or her work, and thus will act in a way that furthers their organizations interests.
Employee Engagement is a measureable degree of an employee’s positive or negative emotional

attachment to their job, colleagues and organization which profoundly influences their willingness
to learn & perform at work. Thus engagement is distinctively different from satisfaction,
motivation, culture, climate and opinion and very difficult to measure.
The entire project is talks about the Employee engagement programs. The primary purpose of the
study is to have a thorough understanding about the employee engagement. In this study I have
used secondary data to collect the data.
Study is also focuses on analyzing how these initiatives help and make employees feel as an
important part of the organization. These are a few of the initiatives taken by Human Resource
department of NAB to accomplish their long term goal of employee engagement. Through such
activities employees can achieve recognition in the organization.
I conclude that employee engagement is the level of commitment and involvement an employee has
towards their organization and its values. An engaged employee is aware of business context, and
works with colleagues to improve performance within the job for the benefit of the organization.
4
Contents of Social Relevance Project
I INTRODUCTION P. 1 – P.9
Objectives
Scope of the Study
II REVIEW OF LITERATURE P. 10– P.11
III METHODOLOGY P. 12 – P.13
Research Design
Sampling Design
IV DATA ANALYSIS(RESULTS OF THE STUDY) P.14– P.18
VI CONCLUSION P.20
REFERENCES
APPENDICES
5
6
1. INTRODUCTION
Employee engagement has emerged as a popular organizational concept in recent years. It is the
level of commitment and involvement of an employee towards the organization and its value. An
engaged employee is aware of business context, and its work with colleagues to improve
performance within the job for the benefits of the organization. Employee’s engagement develops
positive attitude among the employees towards the organization.
Employee engagement is a complex equation that reflects each individual’s unique, personal
relationship with work. The term means different things to different organizations. Some equate it
with job satisfaction, some by gauging employee’s emotional commitment to their organization but
a conclusive nature and definition of the same cannot be obtained.
This engagement is achieved when people consider their organization respects their work, their
work contributes to the organization goals and more importantly their personal aspirations of
growth, rewards and pay are met. The Hay Group defines engaged performance as “a result that is
achieved by stimulating employees’ enthusiasm for their work and directing it toward organization
success. This result can only be achieved when employers offer an implicit contract to their
employees that elicit specific positive behaviors aligned with organization’s goals.
Process of Employee Engagement

Since the mantra of success of any organization is the higher involvement, engagement and
dedication of employees towards their jobs and their continuous performance to attain more, it is
necessary to keep their spirits high, motivate them to perform their best always and generate a
breed of satisfied and dedicated employees.
Employee Engagement is not a onetime process that can quickly bring results; rather it is an ending
process that will go on till the existence of an organization. As it is an established fact that there is a
clear link between organizational performance and employee engagement, every organization
seeking sustenance and growth in the ever changing world of work quickly respond to the needs of
employees along with designing and implementing a customized process to increase the levels of
employee engagement.
The following are a few basic steps in this process based on the best industry practices.
2. Prepare and Design: The first step in the process is about discovering the specific
requirements of your organization and deciding the priorities. After that a customized
design of carrying the whole process can be designed. It is recommended to seek advice of
expert management consultant in order to increase the chances of getting it done right at the
first attempt.
3. Employee Engagement Survey: Design the questions of the employee engagement survey
and deploy it with the help of an appropriate media. It can be either in printed form or set
online depending upon the comfort level of the employees and your questionnaire
evaluation process.
1
4. Result Analysis: It is the most important step in the entire process. It is time when reports
are to be analysed to find out what exactly motivates employees to perform their best and
what actually disengages them and finally compels them to leave the organization. The
results and information can then be delivered through presentations.
5. Action Planning: ‘How to turn the results of the survey in to an action’ is a challenging
question that organizations need to deal with the utmost care. Coaching of line managers as
well as HR professionals is very important in order to tell them how to take appropriate
actions to engage employees. They should also be told about dos and don’ts so that they can
successfully implement the changes.
6. Action Follow-up: Action follow up is necessary in order to find out if the action has been
taken in the right direction or not and if it is producing the desired results.
2
NATIONAL ASSOCIATION FOR BLIND
History
The National Association for the Blind (NAB) is an NGO that is involved in
the Socio-economic rehabilitation of the visually challenged, through
education, training and employment. They are also an advocacy group
providing anti-discrimination and legal services to those in need.
Saturday, January 19, 1952, saw the flowering of the seed sown way back in
1947, by Mr. Mangulal Jethalal Shah. Mr. B. G. Kher, the then Premier of
Bombay Province moved a resolution at the First All India Conference for
the Blind held in Mumbai (formerly Bombay), which led to the founding of the National
Association for the Blind (India). Six weeks later, with an Executive Council of just 19 members
and the support of workers and sympathizers of the blind, Barrister Rustom Merwanji
Alpaiwalla was appointed the first President of NAB (India). These determined people then began
the mission to establish NAB (India), as an icon of boundless services for the blind.
Milestones
Since its inception, each year has been a forward leap in NAB (India)’s reach in promoting the
interests of people with vision loss in India.
To understand and appreciate NAB (India), it is essential to view the organization's
accomplishments since January 19, 1952, till date.
1952-1960
Adopted Serve the Blind as its motto; the Triangular Logo – symbolically indicating close
association between the State, voluntary agencies and the blind; and the Sanskrit phrase Tamaso
Ma Jyotirgamaya on the logo – meaning “Lead me from Darkness to Light” – which has emerged
as a guiding principle in formulating every activity of the Association.
Pioneered Employment and Placement Service for the blind in India.
Dr. Miss Helen Keller laid the foundation stone of the NAB Workshop for the Blind.
Introduced the White Cane in India.
Established Finance Raising Committee, to raise funds for its growing activities.
Established the M. N. Banaji Industrial Home for the Blind at Jogeshwari, Mumbai,on the property
donated by Bai Serenbai Muncherjee Nowrojee Banajee.
Initiated Integrated Education for the first time in India.
Started the first ever Braille Production unit in India.
Released the first issue of magazine “Blind Welfare” – NAB (India)’s official publication.
3
Established the National Society for Prevention of Blindness (NSPB). NSPB was eventually
conferred autonomous status.
Set up the Tata Agricultural and Rural Training Centre for the Blind at Phansa in Gujarat, with
financial support received from Sir Dorabjee Tata Trust.
Established its first Branch – NAB Tamil Nadu State Branch – in Chennai (formerly Madras).
Established the National Academy of Teachers of the Blind at Palayamkottai in Tamil Nadu, in
association with the National Christian Council of India.
In collaboration with Lions Club NAB (India) started the NAB Lions Blind Welfare Library.
1961-1970
Set up the first Home-Teaching Service for adults and children.
Established the first ever Talking Book Centre in India for production and distribution of
educational and recreational literature for the blind.
Started a Rehabilitation Centre for the Blind at Mt. Abu, Rajasthan, to address the comprehensive
rehabilitation training needs of newly blind adults.
Launched a Nursery for the Blind – the first of its kind service in India – catering to pre-school
blind children.
Started a Home for Aging Blind at Khandala, Maharashtra.
1971-1980
Established NAB-Hadley Service together with Hadley School, USA, which offered distance
education courses to blind Indian students.
Initiated Orientation & Mobility Training in schools and institutions for the blind.
Established a Research Centre exclusively dedicated to research in the field of blindness and visual
impairment.
Established Department of Rehabilitation to train blind individuals for their socio-economic
rehabilitation, and develop human resource for training and providing rehabilitation services to the
visually challenged.
Established Department of Education to promote education of the blind throughout India in special
schools and in the Integrated Education set up, award scholarships and channelize sponsorship
programs.
1981-2000
Constituted Women’s Committee to promote socio-economic growth of blind women.
Initiated Community Based Rehabilitation for the rural blind population.
4
To impart training in light engineering to the blind, established with the support of Industrial
Development Bank of India, a Polytechnic at Ambernath in Thane District, Maharashtra.
Established Client Service Department to provide timely help in resolving personal and other day-
to-day issues of blind persons.
Initiated Home-based Program for Visually Impaired Children with Additional Disabilities.
Started Training Centre for Teachers of the Visually Handicapped.
2001-2012
Collaborated with Microsoft Corporation USA to set up in Mumbai the first ever Cyber Cafe for
the Blind.
Established a Centre for Blind Women, in New Delhi.
Established a Research & Rehabilitation Centre for the Visually Challenged, in Nashik,
Maharashtra. Started a Hostel for Blind Women in Mumbai. Established in collaboration with Tata
Indicom, the first ever Call Centre totally managed by blind individuals. Established a Sports and
Cultural Centre for the Blind.
5
VISION
Empowered and well-informed visually challenged

population of our country, thus enabling them to
lead a life of dignity and productivity.
MISSION
Prevention of preventable and cure of curable visual

impairment.
Socio-economic rehabilitation of the visually challenged in

mainstream, through education, training and employment.
To take up advocacy against all types of individual and

structural discrimination and ensure full legal capacity.
Assure accessibility to the world of information.
6
NAB ACTIVITIES
1. Locate & identify the visually handicapped.
2. Provide ID Cards and medical certificates.
3. Provide education support
4. Facilitate self-employments
5. Assist in bank loans,
subsidies, schemes,
WHAT NAB DOES FOR THE

BLINDS?
1. Education
2. Vocational training sports
3. Theatre
4. Rehabilitation
5. Employment
6. Computer training.
7
NAB EMPLOYEES ENGAMENT ACTIVITIES
Celebrating all the cultural

Women’s day celebration Annual day celebration at
programs and festival at NAB with staff and
at NAB with John
workplace with students and student
Abraham mother.
staff.
Yoga & Meditation for Medical Checkup every One day picnic for all
staff year. staff
Celebrating sport day with Training & development

Canteen Facilities for
staff and employees sessions for employees
employees
8
OBJECTIVES
To know the workplace involvement of employees.
To analyze the employee engagement practices in NAB
To know the satisfaction level of employees which leads to employee retention?
SCOPE OF THE STUDY
As we have seen that employee engagement is nothing but emotionally and positively attached of
an employee towards the organization, so with the help of this project we will be able to know the
degree of engagement of the employees in Infinite skills and we can study the methods to increase
the engagement level in the organization which will definitely be helpful to employer as well as
employees.
LIMITATIONS
In every project work there is some kind of limitations which affect the accuracy of work. Same in
this project work some of the limitations are faced which are as following:
1. The time period is restricted.
2. Timings for collecting the information from the employees were very limited.
3. Employees were always busy with their work which did not allowed me to talk with them
and collect the information.
9
LITERATURE REVIEW
The present chapter is based upon review of literature on the subject matter of ‘employee
engagement’ from various aspects within the constraints of limited data and research materials.
This chapter provides a conceptual understanding of employee engagement, its importance and
impact on organizational performance.
Saks (2006) has suggested that organizations that wish to increase the level of employee
engagement should focus on employee’s perceptions of the support they receive from their
supervisor as well as organization.
Garber (2007) has aptly said that engagement is just like a muscle that continuously requires
exercise to grow and develop. Engaging the employees will keep them motivated and skilled in
their work. If the organizations do not make their employees engaged their skills will be
underutilized
Ariani (2013) said that employee engagement helps employers to improve or maintain their
competitive advantage because engaged employee experience a high level of connectivity with
their organization.
According to Corporate Leadership Council (2004) engaged employees are less likely to feel
exhausted towards the organization. They are assets that make the organization a success in this
competitive era. Organizations that wish to increase the level of employee engagement should
focus on employees’ perceptions of the support they receive from their supervisor as well as
organization.
Robertson (2012) has highlighted that employee engagement is a technique that helps to develop
positive attitudes among employees towards their works and organization. It is an umbrella term
that captures number of factors including job satisfaction, commitment and involvement but it is
important to recognize that different factors lead to different outcomes for an organization.
Robinson (2006) has pointed out that engagement of the human resource is effective for smooth
running of the organizations. Those organizations that fail to manage their employees, cannot
survive for a longer period of time. I
Lawler (n.d.) has stated that employee engagement increases when employees understand their
organization’s strategy and understand how their work contributes to success of the organization.
Engaged employees make greater contributions to financial goals and guest satisfaction for any
organization
Rasheed, Khan, and Ramzan (2013) have highlighted that organizations should provide their
employees more monetary and non-monetary incentives so that employee engagement level
becomes high.
10
Irshad (2011) has rightly emphasized that the high salary and designation are not enough for
engagement and retention of the employees. The other factors which help in engagement and
retention of the employees are career development, leave policy of the organization, leadership
style, work environment, remuneration and rewards.
Aswathappa (2005) said that engagement is a way through which employees working together are
helped and motivated to achieve and develop their technical, managerial and behavioural
knowledge, skills and abilities in achieving the organizational objectives and goals.
Konard (2006) has found that engagement is reflected when employees express themselves
physically, cognitively and emotionally with their work and organization.
Dicke, Holwerda, and Kontakos (2007) have highlighted that employee engagement is a way
through which an organization Review of Literature 24 increases commitment and efficiency of its
employees to achieve the organizational goals.
Oliver and Rothmann, (2007) have found that engagement of the employee is a situation in which
the employee is dedicated to his or her best possible performance at work and is confident of his or
her effectiveness.
Vazirani (2007) has discussed that employee engagement is concerned with the involvement and
motivation of the employees towards the organization. A well-motivated employee will perform
his/her duty in a proper manner and complete his/her work timely.
Bakkar and Scheufeli, (2008) have defined the term employee engagement that “it is a
psychological state where employees feel a vested interest in the organization’s success and
perform to a high standard that may exceed the stated requirements of the job.”
Wilson (2009) has written that the employee engagement is a new term and is ‘more than’ simple
job satisfaction and high retention rate. An engaged employee is one who is fully energetic,
emotionally connected with the organization in achieving its goals and objectives.
11

The research methodology is the specific process or techniques which are used to identify, select,
process, and analyse information about a topic or research. To define any research problem and
give a suitable solution for any research, a sound research plan is inevitable. Research methodology
underlines the various steps involved by the researcher in systematically solving the problem with
the objectives of determining various facts.

recommendations.
research.
12
3.3.1 Primary data:




3.4 Research Design

Summary
various facts.
13
EMPLOYEE ENGAGEMENT
Is the art and science of engaging people in authentic and recognized connections to strategy, roles,
performance, organization, community, relationship, customers, development, energy, and well-
being as we leverage, sustain, and transform our work connections into results?
Employee engagement model:
The zinger Employee Engagement Model
Achieve results. Employee Engagement is directed towards achieving results. The first key of the
above model is on the far right-hand side which begins with the results the organization,
department, team, or individual wants to achieve. The key question for this part of the model is:
What do you want to achieve and how will you know when you have to achieve it?
Craft strategy: From the far right-hand side of the model, we proceed back through the model to
the far left-hand side of the model. To achieve the results we need to craft a strategy to get there.
How will we get those results & does everyone is aware of the organization’s intentions and plans?
Is our organization strategy engaging and we have high enough employee engagement to attain the
strategy?
Connect: A central key to employee engagement is connection. In some ways, the connection is
synonymous with engagement. How well employees are connected with the other elements of
engagement ranging from their organization to genuine happiness? Connect starts with the central
keys of CARE which is embedded in the employee engagement model.
Authentic: A is for Authenticity. Employee engagement needs to be authentic. Employees and

customers can spot phony from a mile away or even in a moment of time. We must beat superficial
14
relationships, community, or happiness towards engagement that is heartfelt. Powerful engagement
is real and robust.
Recognition: The R is for recognition. Strong employee engagement requires powerful

recognition. Talking about a lot more than long service awards or pens. Are employees fully seen
and acknowledged for their work? Do employees know the importance of what they are doing and
how their work connects with the results?
Engage: E is for engaging. We mostly talk about “engagement” and substitute the verb of working
(engage) for a static noun (engagement). Engage focuses on the actions of engagement.
Engagement is not a one-time survey or a steady state. To engage is to fully experience &
contribute to the dynamic elements of work.
Enliven work roles: We have various roles that we must fulfill to fully engage. A role is a set of
behaviors, rights, and obligations at work. We must guard against too many roles or role overload
while also fully being in the roles that contribute to results, relationships, and engagement.
Sometimes leaders and managers are almost impervious to their role as an employee too.
Excel at the performance: Engagement for results can contribute to effective performance
management. The performance demonstrates our engagement while engagement can help us excel
at the performance. Good employee engagement should foster star performers. We want to help
each employee become a star performer to benefit customers, the organization, and themselves.
Esteem organization: How aligned is the employee with the organization? Do employees feel that
they are a part of the organization? Are they proud to work for their organization and equally proud
to recommend their organization and be the constant ambassadors for the organization?
Foster community: A strong key to employee engagement is a connection to relationships &

community. These relationships and community can be personal and social. Do we build
relationships and results? The essence of work is relationships and community. Organizations that
do not transform themselves into communities are in danger of becoming obsolete.
Serve customers: We want employees to serve the organization’s customers and share a very
strong relationship with the customer. Does the employee feel served by the organization and
management so much so that they in return offer the same level of service to the external and
internal customers?
Develop career: Work should offer benefits to employees. Employees should experience both
personal and professional development through work differs from courses and learns to develop
their own strengths, value, visibility, and engagement. We spend more time at work and work
should help us become all we are capable of becoming.
Leverage energies: The raw material of engagement is not but the energy. Do we have the energy
to fully engagement? Do we offer our organization energy to gain or do we deplete the energy of
our peers? Powerful engagement includes mastery of physical, mental, emotional, spiritual, and
organizational energy. Energy, not time is a vital resource for engaged working.
15
Experience Well-Being: Ultimately work should contribute to employee well-being. Employees
need to engage in and experience healthy well-being. The organization’s results are dependent on
the health and productivity of individual employees.
Benefits of Employee Engagement
Effect on work - The disengaged employee tries to avoid work, struggles to meet deadlines, and is
unwilling to accept additional responsibility.
Effect on co-workers - Disengaged employees negativity, demonstrated either through shout and
complaints or complete withdrawal from participation, which affects team morale. After all, who
has not heard of the proverb - one bad apple can spoil the whole bunch of apple.
Effect on customers - Every employee is an ambassador of the organization. And a disengaged

employee either actively de-sell the organization or complete apathy towards their work, product,
process, and such an organization creates disengaged customers.
Effects on productivity - Disengaged employees rarely push themselves to meet organizational

goals let alone contribute to innovative practices at the workplace. Since they do not believe that
their work contributes to the organization; they avoid completing tasks thereby it affect team
productivity.
Effect on company performance - In the corporate world, time is money, and organizations must
innovate to stay connected. A disengaged workforce by virtue of delayed completion of tasks and
inability to improvise and innovate cost the company dollars which ultimately affects the bottom
line.
Effect on personal life of employee - A disengaged employee is not able to shake off the lethargy
and perform in the current organization preferences. This leads to frustration which may ultimately
affect his personal and family life.
Benefits of an engaged workforce: An engaged workforce form an emotional connect with the
organization which helps them
1. Go the Extra Mile to Achieve Individual and Company Success

2. Innovate at Workplace
3. Attract customers and employees
4. Become Evangelists of the company, its product and processes
5. Infuse energy and positivity at workplace.
16
Elements of Employee Engagement
Four things are very important when we talk about employee engagement they are: commitment,
motivation, loyalty and trust. Their level determines the quality of engagement of an employee in
the organization.
Commitment: Commitment means the degree to which individuals associate themselves with the
job, responsibilities and organizational objectives. Engaged employees are those who are fascinated
by their work and committed to face all challenge to achieve their goals. They are dependable and
highly productive and therefore, are accountable for what they do.
Motivation: Till now it was believed that the biggest motivation for employees is achievement.
The reverse is true, which means achievement results in more motivation. If employees put in their
100% efforts to take their organization to the next level, this attained status motivates them more
than anything else. Proper rewards and recognitions can further motivate them to achieve more for
their organization. Motivation and achievement go hand in hand & act as the burning fuels for the
success & progress of the organization.
Loyalty: Employees who are actively engaged in their work, which show more loyalty towards the
organization. The best part is that they need less focus and attention of managers to perform their
tasks as they themselves feel accountable for their job responsibilities and results attained.
However, it won’t take much time for actively engaged employees to change into disengaged
employees if the organization is not loyal.
Trust: High levels of employee engagement can be encouraged only when trust prevails in the
organization from both sides. As they share a strong emotional bond with the organization, the later
should also show trust in their abilities. Employees must be given independence to perform their
tasks their way. They should not be restricted to specific rules and regulations and therefore, they
should be motivated to experiment to perform their task in a different and innovative manner.
17
All these elements play an important role in determining the fate of an organization. Besides this,
two-way communication is to discuss the challenges; potential consequences, vision and values,
and the organization’s future should be established.
18
FINDINGS
Organization cannot force, beg and buy the workforce to perform to succeed. Many companies
NGOs and business struggles to boost the return on their human capital. Now in every organization
employee engagement is become the top most priority to retain their employees.
A positive attitude employee always works towards the organization and its value. An engaged
employee works with the ownership to improve their performance within the job the benefits of the
organization. The organization must work to develop and nurture.
The benefits to the organization

1. Employee engagement develops passion, commitment and alignment with the
organization’s strategies and goals.
2. Attracts more people like existing employee: increase trust amongst employees in the
organization.
3. It create a sense of trust & loyalty
4. Lowers attrition rate
5. Increase productivity and improves morale
6. Provides a high – energy working environment
7. Improves overall organizational effectiveness
8. Boost orgnizational gowth
9. Makes the employees brand ambassadors of the for the company.
Our talented human capital is our biggest asste and libility and we need to measure how well its is
adding value.
Engagement is an increasingly important human capital metric because.
1. Engagement levels correlate with business performance

2. Measuring engagement tell us how well we are doing in the competition for talent.
3. Driving engagement level higher improves our ability to attract, motivate and retain talent
and so generates values form our human capital investment.
RECOMMENDATION
1. Culture of the organization
2. Career advancement activities/effective career planning
3. Succession planning
4. Job rotation
5. Recognition
19
IMPLICATIONS
LIMITATIONS OF THE STUDY

A research is a never-ending process and research work in any field of knowledge makes the
ground for more researches. Therefore all studies have their own limitations. It is needless to say
that while working on this project I faced many difficulties, which becomes the limitation of this
project.
The major limitations are:
1. Time constraints.
2. Though every precaution has been taken while analysing the data yet a few errors are bound
to appear.
CONCLUSION
Every organization wants to be ahead in this competitive market and the same organization needs
to have well-engaged employees. The engagement of employees depends on the different aspects as
I have studied in this research. There is no doubt that well-engaged employees are a valuable asset
to the company and thereby the growth chances of the organization increases simultaneously.
With this effect, every organization should understand the importance of engaged employees and
they should implement the different policies for effective employee engagement in the
organization. With the help of this study, I found that “NAB” has an effectively engaged employee
staff which will defiantly help the NGO to grow and support all blinds to whom they're waiting to
help and support to be an independent individual.
20
REFERENCES
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engagement’, European Journal of Work and Organizational Psychology, vol. 20, no. 1, pp. 4−28.
Bakker, A. B. and Demerouti, E. (2008) ‘Towards a model of work engagement’, Career

Development International, vol. 13, no. 3, pp. 209−223.
Bijlsma, K. and Koopman, P. (2003) ‘Introduction: trust within organisations’, Personnel Review,
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Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K. and Espevik, R. (2014) ‘Daily
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Essex, Pearson Education.
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https://www.slideshare.net/VidhuArora2/summer-internship-report-employee-engagement
https://www.slideshare.net/supabuoy/0601009-employee-engagement-survey-32669890
https://www.slideshare.net/Sripriya181229/employee-engagement-report
https://www.slideshare.net/shankysharma37/hr-newspapers-ht-employee-engagement-activities-in-
hindustan-times
https://www.slideshare.net/mahadevrana1/project-report-employee-engement
https://www.slideshare.net/AdyaAiswaryaChand/employee-engagement-project-66155966
http://www.nabindia.org/
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THREE MANDATORY PROJECT REPORTS ON

GENERAL MANAGEMENT, SPECIALIZATION & SOCIAL RELEVANCE

Submitted in partial fulfillment for the award of the degree of

Submitted by Ms. Yogita Devram Kamble

Under The Guidance of

DES’s NAVINCHANDRA MEHTA INSTITUTE OF TECHNOLOGY AND

GENERAL MANAGEMENT , SPECIALIZATION & SOCIAL RELEVANCE

Submitted in partial fulfillment for the award of the degree of

Submitted by Ms. Yogita Devram Kamble

Under The Guidance of

DES’s NAVINCHANDRA MEHTA INSTITUTE OF TECHNOLOGY AND

Roll No. M9125 Signature of the student

(Yogita Devram Kamble)

I express my heart-felt gratitude towards my parents Devram Kamble & Radha

I also express my profound gratitude to Dr. Samadhan Khamkar, Director of

Chapter No. Description Page No.

General Introduction to the study

Statement of the Problem

Scope of the Study

Formulation of the hypothesis(if any)

Limitations of the Study

(any other background history of the study)

II REVIEW OF LITERATURE P.10 – P.12

III METHODOLOGY P.13 – P.14

Data collection Methods

Tools of questionnaire design

Statistical tools used

IV DATA ANALYSIS(RESULTS OF THE STUDY) P.15 – P.29

Corporate social responsibility (CSR) is a form of organization/business self-regulation to comprise

Take the following illustration:

Companies need to answer the two aspects of their operations.

The Tata group was founded by Mr. Jamsetji Tata in 1868;

1902 1907 1910 1917

1932 1939 1962 1968

We will be fair, honest, transparent and ethical in our conduct;

We will integrate environmental and social principles in our

We will be passionate about achieving the highest standards of

We will be bold and agile, courageously taking on challenges,

We will invest in our people and partners, enable continuous

To understand the concept of CSR

To study the CSR activities of Tata groups and company

To identify the factor influencing CSR.

To know the social values & business ethics

To get the importance of CSR from an organization’s point of view.

1.4 SCOPE OF STUDY

1.5 LIMITATIONS OF THE STUDY

1 The study covers only CSR activities of TATA group of companies.

2 The area of study is restricted to India.

3 Only secondary data’s has been used

3.1 Research Methodology

3.2 Methodology of the Study

3.3 Collection of data through primary and secondary sources.

3.3.1 Primary data:

3.3.2 Secondary data:

3.3.3 Sample Design:

3.3.4 Tools of analysis:

3.4 Research Design

3.5.1 CORPORATE SOCIAL RESPONSIBILITY

“We think we started on sound and straight forward business principles,

The group's policy is to provide livelihood instead of giving money.

TATA CONSULTANCY SERVICES (TCS)

1. Reduction of waste at source

TATA CHEMICALS SOCIETY FOR RURAL DEVELOPMENT