project report employee engagement (by ) mahadev rana

A CASE STUDY OF “EMPLOYEE ENGAGEMENT”
IN TATA STEEL, WEST BOKARO DIVISION.
DEPARTMENT- Q-ACD & CENTRAL GARAGE

PREPARED BY
MAHADEV RANA
PGDM (HR) GNITCM
Gr. Noida (up)

A Case study on “Employee Engagement” in TATA STEEL, West Bokaro Division, at Q-ACD & Central
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ACKNOWLEDGEMENT
I commence with the holy name of almighty GOD benevolence and
beneficence who enabled me to complete this project. I express my deep
sense of gratitude and indebtedness to Mr N.K. Pandey Sr MANAGER
(HR/IR) who was very kind to provide me an opportunity to work under his
supervision.
I also feel very grateful to Mr Sujeet Mishra Sr MANAGER (HR/IR) Q-ACD
and Mr. Bara Sir of Central Garage who has been very kind to me in
getting me in his department as a HR/IR student. Despite his excessive
academic engagement he spared his precious moments whenever I
needed. He has been very kind and helped me to prepare my
questionnaire.
I am also thankful to Mr SANJAY RAJOR IA GM of TISCO West Bokaro
Division for permitting me to undertake project work in his esteemed
organization.
Last but not the least I am thankful to all the employees of TISCO West
Bokaro Division who have extended their kind co-operation.

PREFACE
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It gives me great pleasure in presenting the project on,
“Employee Engagement in TATA STEEL West Bokaro Division at QACD& CENTRAL GARAGE Department”.
This project is basically based on the engagement of employees towards
their job in this organization.
My objectives are to present status of the employee‘s mind towards the
organization that they are satisfied with the company policies, aware of
their role as well as company‘s role, managers, superiors, colleagues
relationship etc.
Another objective of the project is to provide the execution with the
framework for analysis of problems, related to employee engagement
towards their job. The matter of this project is prepared scientifically and
analytically. Every best effort has been made to include the information
used in decision making.
Not only I hope but believe that it would provide great help to the
organization. Finally all research is cumulative. I have( as a trainee), tried
to call out priorities interpret and finally put down my analysis.

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DECLARATION
I declare that the project report titled A case study on
―Employee Engagement‖ West Bokaro Division of TATA
STEEL in Q-ACD & Central Garage at west bokaro
division has been prepared by me under the guidance of
Mr. N.K PANDEY(Senior Manager (HR/IR).I further
declare that this is my original work, as part of our
academic course.

PLACE:-

SIGNATURE

DATE :-

Mahadev Rana

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CERTIFICATE
This is certify that Mr. MAHADEV RANA a student of PGDM(HR)
from GNIT College of Management, Greater Noida has
undergone project work on ―Employee Engagement‖ at West
Bokaro Division of TATA STEEL under the supervision and
guidance of Mr. N K PANDEY(HR/IR) 0F WEST BOKARO
DIVISION.
The details of training are as follows.
The period of training:
No of days present:
Conduct:
Certificate issued on:

Mr N K Pandey
(Sr. Manager HR/IR)

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Contents
Particulars
Chapter-1
1.1)
1.2)
1.3)
1.4)
1.5)

TATA STEEL Introduction.
Introduction to West Bokaro Division.
West Bokaro Operation.
Policies of TATA STEEL.
Awards, HR function & process of West Bokaro Division

Chapter2
2.1) Introduction to the Employee Engagement.
2.2) Aspects of Employee Engagement.
2.3) Categories of Employee Engagement.
2.4) Factors leading to Employee Engagement.
2.5) Importance of Employee Engagement.
2.6) How to measure Employee Engagement.
2.7) 10c‘s of Employee Engagement.
2.8) Employee Engagement of West Bokaro Division.
2.9) TQM, SGA, DM, PM, QC, TOC.
2.10) Scope and limitations of study.

Chapter3
3.1) Research Methodology.
3.2) Universe.
3.3) Sample of the Study.
3.4) Method and Tools of Data Collection.
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Chapter4
4.1) Process of Data Analysis

Chapter5
5.1) Findings.
5.2) Conclusion.
5.3) Suggestions and Recommendations.

Chapter6
Appendix
6.1) Bibliography.
6.2) Questionnaire.

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Chapter-1

Tata Steel-An Introduction

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BACKGROUND OF TATA STEEL.







Established in 1907.
TATA STEEL is the world‘s 6th largest steel company.
Existing annual crude steel capacity of 28 million tones.
Asia‘s 1st integrated steel plant.
India‘s largest integrated private sector steel company.
TATA STEEL world‘s 2nd most geographically diversified steel
producer.
 TATA STEEL have operations in 24 countries and commercial
presence in over 50 countries.
 TATA STEEL completed 100 glorious years of existence on
august 26, 2007.
 TATA STEEL following the ideals and philosophy laid down by
its founder, Jamsetji Nusserwanji Tata.

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BUSINESS of TATA STEEL IN ABROAD.
Investment in COROUS, which manufactured 18.3 MT of steel
in 2006.
COROUS have operations in the UK, NETHERLANDS,
GERMANY, FRANCE, NORWAY and BELGIUM.
Millennium Steel (renamed TATA STEEL Thailand)
And NATSTEEL ASIA, SINGAPORE, the TATA STEEL
manufacturing and marketing network in
EUROPE
SOUTH EAST ASIA.
THE PACIFIC RIM COUNTRIES.

CURRENT STATUS OF TATA STEEL
 Building & nurturing long term relationship with community .
 Only company in private sector in India maintaining a township.
 Large employee base (35,000 employees) and respect for people
(many, for many generations)
 Pioneer in Industrial harmony: 83 years without any labor unrest
 Sustaining cost leadership by innovation and technology.
 Reference site selected by United Nations (Global Compact) for
Corporate Social Responsibility.
 TATA STEEL relentless quest for excellence through initiatives like
aspire which combines.
TOP – Total Operational Performance.
SM - Suggestion Management.
QC – Quality Circle.
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JOURNEY TILL DATE

2006
1994
1982
1972
Moderniza
1947
Becomes tion Pahse
a division II,
The
of Tata
produces
year
Steel.
0.9 mtpa
West
Moderniz clean coal
Bokaro
at 17.5%
Came ation
Phase I, ash
into
being Produces
0.4 mtpa
clean coal
at 18%
ash

Moderniza
tion Phase
III,
produces
1.4 mtpa
clean coal
at 17% ash

Produces
1.9 mtpa
clean coal
at 13%
ash

2012 : Produces 2.2 mtpa clean coal

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INTRODUCTION TO WEST BOKARO DIVISION
LOCATION OF WEST BOKARO DIVISION

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 In 1947,the West Bokaro Division of TATA STEEL was registered
and leased out for the working of the coal mine for 999 years.
 West Bokaro had the distinction of commissioning india‘s 1ST
WASHERY in 1951.Addition to this washery to treat VII seam coal
was completed in 1973.
 The entire production of ―Medium coking coal‖ of West Bokaro was
supplied to Jamshedpur in 1956,the management of West Bokaro
was taken over by a newly formed company m/s-west bokaro pvt.
Ltd,a wholly owned subsidiary of TATA STEEL.
 In 1976 it become one of its two collieries divisions, the other being
the jharia group.
 In 1970 open cast mining was introduced with small mechanization
under (phase-1) expansion at West Bokaro.
 In 1990 ,an expansion project under phase-111 having a capacity
outlay of Rs-260 corer was launched at West Bokaro to meet the
additional requirement of clean coal for the steel plant at
Jamshedpur, under expansion phase-111 a new mine at pundi was
opened together with a new state of the art washery having at 2.1
MTPA through put capacity.
 All the washed product like clean coal and muddiness are being
transported to the chainpur railway siding 4.5 km by rope way from
where the same are loaded into wagons loader and dispatched to
Jamshedpur steel works.

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WEST BOKARO OPERATION
OVERBURDEN
REMOVAL

Drilling

Shovelling

Blasting

Coal mining &beneficiation
Coal Loading

LLLOADIN
G
Despatch

Coal
beneficiation

DUMPING

Environmental
Measure

Earth Filling

Coal Crushing

Afforestation

KEY ACTIVITY OF WEST BOKARO DIVISION
The main operation in west bokaro is mining operation. The mining
operation mainly comprised of drilling of large blast-holes (150mm) in to the
over burden rock and it blasting for dislodging the over burden.

The fragmented over burden material is removed by means of 50T rear
dumper, which are loaded by shovel/excavators of 5 to 6.5m3 capacity.
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The coal which is exposed after removed of overburden is also blasted and
transported the primary crushing to 100mm size for transportation to
washery-II by aerial tramway for beneficiation.
The washed product or clean coal and meddling from the both washeries
are transported to the rail head at chainpur by ropeways these product are
then loaded into the wagons loader the only one of its kind in the Indian
coal industry for onward transportation to Jamshedpur works on an
average we dispatched M.T.P.A of meddliness.

Objective of HR/IR IN WEST BOKARO DIVISION
To extend timely and appropriate support to the operating departments for
achieving ABP targets of Production at the desired quality and cost.

VALUES






Trusteeship.
Integrity.
Respect for the Individual.
Credibility.
Excellence

o
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o TATA STEEL POLICIES and AWARDS.
TATA STEEL Follows Certain Policies.
1)
2)
3)
4)
5)
6)
7)

HR POLICY
Research Policy
Environmental Policy
Quality Policy
Corporate Social Responsibility
Affirmative Action Policy
Safety Principles and Occupational Health Policy.

Following are the two policies which I can discuss:HR POLICY
 TATA STEEL is a equal opportunity employer.
 TATA STEEL recognizes that its people are the primary source
of its competitiveness.
 It will pursue management practices designed to enrich the
quality of life of its employees, develop their potential and
maximize their productivity.
 It will aim at ensuring transparency, fairness and equality in all
its dealings with its employees.
 TATA STEEL shall strive continuously to faster a climate of
openness, mutual trust and team work.
 In the process TATA STEEL shall strive to be the employer of
choice by attracting the best available talent and ensuring a
cosmopolitan workforce.

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RESEARCH POLICY
 TATA STEEL believes that research provides the foundation for
sustained, long term, stake holders delight.
 TATA STEEL shall nurture and encourage innovative research
in a creative ambience to assure that the competive advantage
in its overall business is retained.
 The company commits itself to providing all necessary
resources and facilities for use by motivated researchers of the
highest caliber.
 Research in TATA STEEL shall be aligned to the technological
initiative necessary to evolve and fulfill the overall business
objective of the company.

ENVIRONMENTAL POLICY
1) TATA STEEL environmental responsibilities are drawn by
our commitment to preserve the environment and are
integral to the way we do business.
 We are committed to deal proactively with climate change
issue by efficient use of natural resources and energy;
reducing and preventing pollution; promoting waste
avoidance and recycling measures; and product
stewardship.
 We shall identify, access and manage our environment
impact.
 We regularly monitor reviews and report publicly our
environmental performance.
 We shall develop and rehabilitate a bonded sites through
forestation and landscaping and shall protect and
preserve the biodiversity in the areas of our operations.

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 We shall enhance awareness, skill and competence of
our employees and contractors so as to enable them to
demonstrate their involvement, responsibility and
accountability for sound environmental performance.
2) We are committed to continual improvement in our
environmental performance.
 We shall set objectives, targets , develop, implement
and maintain management standards and systems,
and go beyond compliance of the relevant industry
standards, legal and other requirements.
3) We will truly succeed when we sustain our environmental
achievement and are valued by the communities in which we
work.

MANAGING DIRECTOR
Mr HM NILUKAR

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AWARDS AND RECOGNITION:
 World Steel Dynamic has ranked Tata Steel as the world‘s best
steel maker for two (consecutive years) in its annual listing in
February 2006.
 Tata Steel has been conferred the Prime Minister of India‘s Trophy
for the Best Integrated steel plants five times.
 It has been awarded Asia‘s Most Admired Knowledge Enterprise
awards five times in 2003, 2004, 2006, 2007 and 2008.
 Conferred the prestigious Global Business Coalition Award for
business Excellence in the Community in recognition of its
pioneering work in the field of HIV/AIDS awareness
 Tata Steel works has been conferred the prestigious social
accountability (SA) 8000 certification by social .Accountability
international (SAI), USA. It is the first steel company in the world to
receive this certificate.
 Corporate sustainability report of Tata Steel hailed by United
Nations environment program (UNEP) and standard and the poor
as strongest, submitted by any corporate house from emerging
economies.
 Best governed company Award 2006 for setting high standards in
government practices

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 Tata Steel conferred Mother Teresa Award for corporate Citizen
 Tata Steel won ―award for corporate social responsibility in Public
Health‖ by US-Indian Business Council (USIBC), Population
Service International (PSI) and the centre for Strategic and
International Studies (CSIS) in 2007.
 Tata Steel India awarded the Deming Grand Application Prize 2008
for excellence in Total Quality Management. It is the first integrated
steel company in the world, outside Japan to get this award.

 Deming grand price 2012

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Function and Process of HR in WEST BOKARO
DIVISION.

HR Functions in WEST BOKARO DIVISION
1. SKILL

2.

ACQUISATION

DEVELOPMENT

HR Functions in WEST
BOKARO DIVISION

4.

.

3.
MOTIVATION

MAINTENANCE

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SKILL ACQUISATION
 Skill Manpower Analysis.
 Recruitment.
 Engagement through Service Providers.

DEVELOPMENT








Knowledge Management.
4- Q Based Training.
E-Learning.
Training on Wheel.
Total Quality Management.
Suggestion Management.
Women Empowerment.
 Art camp.

MOTIVATION
 Sabash.
 Incentive.
 School BUS Facility.
 Reimbursement of school fees
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MAINTENANCE







Wage Agreement.
Discipline in the industry.
Safety.
Canteen Facility.
House Allotment.
Long Service Award.
 Farewell Function.

Human Resource Processes in TATA STEEL,
West Bokaro Division.






Organization design and Manpower planning.
Talent Sourcing.
Career planning and planned job rotations.
Succession planning and Leadership Development.
People learning and Development.
 Employee Morale and Satisfaction Enhancement.

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Human Resources
&
Industrial Relations

Tata Steel Limited
West Bokaro Division
HR/IR, West Bokaro Division

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Background of HR/IR Division – The many firsts….
Welfare Measure

Tata Steel Enforced Legal Measures
Introduction by Law

Eight hour working day

1912

Establishment of welfare department

1917

Leave with pay

1920

Formation of Works Committee for handling Grievances

1948

Factories Act

1919

1947

Industrial Disputes
Act

Workmen’s Accident Compensation Scheme

1920

1924

Workmen’s
Compensation Act

Worker’s provident fund scheme

1920

1952

EPF Act

Pension scheme in addition to statutory scheme

1989

1995

EPS

Free medical aid

1915

1948

ESI Act

Profit sharing bonus

1934

1965

Bonus Act

Retiring gratuity

1937

1972

Payment of Gratuity
Act

Technical training institute for Apprentices

1921

1961

Apprentices Act

Maternity Benefits

1928

1946

Maternity Benefit Act

Policy on prevention of Sexual Harassment at workplace

2003

2004

Supreme Court
directive

HR/IR, West Bokaro Division

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Chapter2
Abstract
Employee engagement is the level of commitment and involvement an
employee has towards their organization and its values. An engaged
employee is aware context, and works with colleagues to improve
performance within the job for the benefit of the organization.
It is a positive attitude held by the employees towards the
Organization and its values. The paper focuses on how employee
engagement is an antecedent of job involvement and what should company
do to make the employees engaged. The paper also looks at the Gallup 12
point questionnaire, twelve-question survey that identifies strong feelings of
employee engagement and the steps which shows how to drive an
engaged employee.

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Introduction
Employee engagement called worker engagement, is a business
management concept.
An "engaged employee" is one who is fully involved in, and enthusiastic
about their work, and thus will act in a way that furthers their organization's
interests.
According to Scarlett Surveys, "Employee Engagement is a measurable
degree of an employee's positive or negative emotional attachment to their
job, colleagues and organization which profoundly influences their
willingness to learn and perform at work".
Thus engagement is distinctively different from employee satisfaction,
motivation and organizational culture
Engagement at work was conceptualized by Kahn, (1990) as the
‗harnessing of organizational members‘ selves to their work roles. In
engagement, people employ and express themselves physically,
cognitively, and emotionally during role performances.
The second related construct to engagement in organizational behavior is
the notion of flow advanced by Csikszentmihalyi (1975, 1990).
Csikzentmihalyi (1975) defines flow as the ‗holistic sensation‘ that, people
feel when they act with total involvement. Flow is the state in which there is
little distinction between the self and environment. When individuals are in
Flow State little conscious control is necessary for their actions.
Employee engagement is the thus 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. The organization must work to develop
and nurture engagement, which requires a two-way relationship between
employer and employee.‘ Thus Employee engagement is a barometer that
determines the association of a person with the organization.
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Engagement is most closely associated with the existing construction of job
involvement (Brown 1996) and flow (Csikszentmihalyi, 1990). Job
involvement is defined as ‗the degree to which the job situation is central to
the person and his or her identity (Lawler & Hall, 1970). Kanungo (1982)
maintained that job involvement is a ‗Cognitive or belief state of
Psychological identification. Job involvement is thought to depend on both
need saliency and the potential of a job to satisfy these needs. Thus job
involvement results form a cognitive judgment about the needs satisfying
abilities of the job. Jobs in this view are tied to one‘s self image.
Engagement differs from job in as it is concerned more with
how the individual employees his/her self during the performance of his /
her job. Furthermore engagement entails the active use of emotions.
Finally engagement may be thought of as an antecedent to job involvement
in that individuals who experience deep engagement in their roles should
come to identify with their jobs. When Kahn talked about employee
engagement he has given important to all three aspects physically,
cognitively and emotionally. Whereas in job satisfaction importance
has been more given to cognitive side.
HR practitioners believe that the engagement challenge has a lot to do with
how employee feels about the about work experience and how he or she is
treated in the organization. It has a lot to do with emotions which are
fundamentally related to drive bottom line success in a company. There will
always be people who never give their best efforts no matter how hard HR
and line managers try to engage them. ―But for the most part employees
want to commit to companies because doing so satisfies a powerful and a
basic need in connect with and contribute to something significant‖.

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Aspects of Employee Engagement
Three basic aspects of employee engagement according to the global
studies are: The employees and their own unique psychological makeup and
experience
 The employers and their ability to create the conditions that promote
employee
 engagement
 Interaction between employees at all levels.
 Thus it is largely the organization‘s responsibility to create an
environment and culture
 conducive to this partnership, and a win-win equation.

Categories of Employee Engagement
According to the Gallup the Consulting organization there are there are
different types of people:-

Engaged--"Engaged" employees are builders. They want to know the
desired expectations for their role so they can meet and exceed them.
They're naturally curious about their company and their place in it. They
perform at consistently high levels. They want to use their talents and
strengths at work every day. They work with passion and they drive
innovation and move their organization forward.

Not Engaged- Not-engaged employees tend to concentrate on tasks
rather than the goals and outcomes they are expected to accomplish. They
want to be told what to do just so they can do it and say they have finished.
They focus on accomplishing tasks vs. achieving an outcome. Employees
who are not-engaged tend to feel their contributions are being overlooked,
and their potential is not being tapped. They often feel this way because
they don't have productive relationships with their managers or with their
coworkers.

Actively Disengaged-The "actively disengaged" employees are the
"cave dwellers." They're "Consistently against Virtually Everything." They're
not just unhappy at work; they're busy acting out their unhappiness .They
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sow seeds of negativity at every opportunity. Every day, actively
disengaged workers undermine what their engaged coworkers accomplish.
As workers increasingly rely on each other to generate products and
services, the problems and tensions that are fostered by actively
disengaged workers can cause great damage to an organization's
functioning .

Factors Leading to Employee EngagementStudies have shown that there are some critical factors which lead to
Employee
engagement. Some of them identified are
Career DevelopmentOpportunities
for personal development
Career Development – Effective
Management of talent

Leadership- Clarity of company
values
Leadership – Respectful
treatment
of employees

Leadership – Company‘s
standards
of ethical behavior

E
N
FEELING
VALUED
AND
INVOLVED

G
A
G

Empowerment

E

Image

M

Equal opportunities & fair
treatment

E
Performance Appraisal
Pay & benefits

N
COMMUNICATION
T

Health & Safety

FAMILY FRIENDLINESS

Job satisfaction

CO-OPERATION

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Career Development- Opportunities for Personal
Development
Organizations with high levels of engagement provide employees with
opportunities to develop their abilities, learn new skills, acquire new
knowledge and realize their potential. When companies plan for the career
paths of their employees and invest in them in this way their people invest
in them.

Career Development – Effective Management of Talent
Career development influences engagement for employees and retaining
the most talented employees and providing opportunities for personal
development.

Leadership- Clarity of Company Values
Employees need to feel that the core values for which their companies
stand are unambiguous and clear.

Leadership – Respectful Treatment of Employees
Successful organizations show respect for each employee’s qualities and
contribution – regardless of their job level.

Leadership – Company’s Standards of Ethical Behaviors
A company‘s ethical stand ards also lead to engagement of an individual

Empowerment
Employees want to be involved in decisions that affect their work. The
leaders of high engagement workplaces create a trustful and challenging
environment, in which employees are encouraged to dissent from the
prevailing orthodoxy and to input and innovate to move the organization
forward.

Image

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How much employees are prepared to endorse the products and services
which their company provides its customers depends largely on their
perceptions of the quality of those goods and services. High levels of
employee engagement are inextricably linked with high levels of customer
engagement.

Other factors
Equal Opportunities and Fair Treatment
The employee engagement levels would be high if their bosses (superiors)
provide equal opportunities for growth and advancement to all the
employees.

Performance appraisal
Fair evaluation of an employee‘s performance is an important criterion for
determining the level of employee engagement. The company which
follows an appropriate performance appraisal technique (which is
transparent and not biased) will have high levels of employee engagement.

Pay and Benefits
The company should have a proper pay system so that the employees are
motivated to work in the organization. In order to boost his engagement
levels the employees should also be provided with certain benefits and
compensations.

Health and Safety
Research indicates that the engagement levels are low if the employee
does not feel secure while working. Therefore every organization should
adopt appropriate methods and systems for the health and safety of their
employees.

Job Satisfaction
Only a satisfied employee can become an engaged employee. Therefore it
is very essential for an organization to see to it that the job given to the
employee matches his career goals which will make him enjoy his work and
he would ultimately be satisfied with his job.
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Communication
The company should follow the open door policy. There should be both
upward and downward communication with the use of appropriate
communication channels in the organization. If the employee is given a say
in the decision making and has the right to be heard by his boss than the
engagement levels are likely to be high.

Family Friendliness
A person‘s family life influences his wok life. When an employee realizes
that the organization is considering his family‘s benefits also, he will have
an emotional attachment with the organization which leads to engagement.

Co-operation
If the entire organization works together by helping each other i.e. all the
employees as well as the supervisors co-ordinate well than the employees
will be engaged.

Importance of Employee Engagement
Engagement is important for managers to cultivate given that
disengagement or alienation is central to the problem of workers‘ lack of
commitment and motivation (Aktouf). Meaningless work is often associated
with apathy and detachment from ones works (Thomas and Velthouse). In
such conditions, individuals are thought to be estranged from their selves
(Seeman, 1972) .Other Research using a different resource of engagement
(involvement and enthusiasm) has linked it to such variables as employee
turnover, customer satisfaction – loyalty, safety and to a lesser degree,
productivity and profitability criteria (Harter, Schnidt & Hayes, 2002).
An organization‘s capacity to manage employee engagement is closely
related to its ability to achieve high performance levels and superior
business results. Some of the advantages of Engaged employees are
Engaged employees will stay with the company, be an advocate of the
company and its products and services, and contribute to bottom line
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business success. They will normally perform better and are more
motivated. There is a significant link between employee engagement and
profitability. They form an emotional connection with the company. This
impacts their attitude towards the company‘s clients, and thereby improves
customer satisfaction and service levels. It builds passion, commitment and
alignment with the organization‘s strategies and goals Increases
employees‘ trust in the organization. Creates a sense of loyalty in a
competitive environment

Provides a high-energy working environment
Boosts business growth makes the employees effective brand
ambassadors for the company. A highly engaged employee will
consistently deliver beyond expectations. In the workplace research
on employee engagement (Harter, Schmidt & Hayes, 2002) have
repeatedly asked employees ‗whether they have the opportunity to do
what they do best everyday‘. While one in five employees strongly
agree with this statement. Those work units scoring higher on this
perception have substantially higher performance.
Thus employee engagement is critical to any organization that seeks
to retain valued employees. The Watson Wyatt consulting companies
has been proved that there is an intrinsic link between employee
engagement, customer loyalty, and profitability. As organizations
globalize and become more dependent on technology in a virtual
working environment, there is a greater need to connect and engage
with employees to provide them with an organizational ‗identity.‘

How to measure Employee Engagement?
Gallup research consistently confirms that engaged work places compared
with least engaged are much more likely to have lower employee turnover,
higher than average customer loyalty, above average productivity and
earnings. These are all good things that prove that engaging and involving
employees make good business sense and building shareholder value.
Negative workplace relationships may be a big part of why so many
employees are not engaged with their jobs.
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Step I: Listen
The employer must listen to his employees and remember that this is a
continuous process. The information employee‘s supply will provide
direction . This is the only way to identify their specific concerns. When
leaders listen, employees respond by becoming more engaged. This
results in increased productivity and employee retention. Engaged
employees are much more likely to be satisfied in their positions, remain
with the company, be promoted, and strive for higher levels of
performance.

Step II: Measure current level of employee engagement
Employee engagement needs to be measured at regular intervals in order
to track its contribution to the success of the organization.
But measuring the engagement (feedback through surveys) without
planning how to handle the result can lead employees to disengage. It is
therefore not enough to feel the pulse—the action plan is just as essential.

Knowing the Degree in which Employees Are Engaged?
Employee engagement satisfaction surveys determine the current level of
employee engagement. A well-administered satisfaction survey will let us
know at what level of engagement the employees are operating.
Customizable employee surveys will provide with a starting point towards
the efforts to optimize employee engagement. The key to successful
employee satisfaction surveys is to pay close attention to the
feedback from the staff. It is important that employee engagement is not
viewed as a one time action. Employee engagement should be a
continuous process of measuring, analyzing, defining and implementing.
The employee survey is a diagnostic tool of choice in the battle for the
hearts of employees.
Studies of Gallup, Mercer, Hewitt and Watson Wyatt (consulting
companies) asked workers number of questions relating to their job
satisfaction. Gallup being one of oldest the consulting organization {in
conducting engagement survey} creates a feedback system for employers
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that would identify and measure elements of worker engagement most tide
to the bottom line. Things such as sales, growth, productivity and customer
loyalty are all accessed. After Hundreds of focus group and thousands of
interviews with employees in a variety of industries, Gallup came up with Q.
12, a twelve-question survey that identifies strong feelings of employee
engagement. They have identified 12 questions that most effectively
measure the links (the Gallup Q12).
1. Do you know what is expected of you at work?
2. Do you have the materials and equipment you need to do your work
right?
3. At work, do you have the opportunity to do what you do best every day?
4. In the last seven days, have you received recognition or praise for doing
good work?
5. Does your supervisor, or someone at work, seems to care about you as
a person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job is
important?
9. Are your associates (fellow employees) committed to doing quality
work?
10. Do you have a best friend at work?
11. In the last six months, has someone at work talked to you about your
progress?
12. In the last year, have you had opportunities at work to learn and grow?
Some of the discussions which come from Gallup‘s questions are: Know what is expected of me at work- employees should know exactly
what is expected of them. If expectations are unclear, employees will
inevitably face frustration, and will be open for other opportunities where
they do know what's expected of them, and where their contributions are
measured and recognized. Materials and equipment- Employees need the
right tools and equipment to support their skills, experience and talents &
perform their jobs at an optimum level.

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Do what I do best every day - Are your employees cast in the right roles?
Knowing the critical demands for every role is a key to ensuring that talents
fit those demands.
Supervisor/Someone at work cares -Managers must spend most of their
time with their most productive talent. Many managers give their greatest
degree of attention to employees who are falling behind. Talented,
productive people crave time and attention from their managers, and will
leave your company if they have a weak relationship (or no
Relation ship) with their manager or supervisor. Co-workers committed to
quality.-Many companies arbitrarily put teams together without considering
that employees only psychologically commit to teams if they perceive their
team members will support their high level of commitment and
performance. Talented employees set high standards and depend upon
those around them to support their growth toward excellence.
Opportunities to learn and grow- The Company should create an
environment that encourages employees to drive towards innovation or to
create better systems for more productive results. Great managers always
ask what skills and knowledge need to accompany talent to result in the
greatest outcome for each As discussed the Gallup study Q12 is based on
positive Psychology and emotions.
Having a best friend at work or receiving recognition every week makes
you feel cared for and proud respectively. If you want to keep recreating
those positive emotions, then you keep coming back to work.
So the Q. 12 measures engagement, and engagement is a positive
emotional connection to the work. Thus the mechanism of the broadenand – build theories and the action tendencies of positive emotions help in
understanding why the Q. 12 has been so powerful for Gallup in terms of
predicting outcomes. Borden – and Build theory is about evolutionary
significance of positive emotions. Positive emotions are better observed
over the long haul. Their effects accumulate and compound overtime and
the adaptive benefits are evident from later, when people face new
challenges.

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The Gallup research has thus made a contribution in adding an additional
‗P‘ to the 4 P‘s of marketing i.e.
product, price, and promotion place and now people to the mix. In the
combination of engaged employees, Gallup brings engaged customers to
form the concept of human sigma. These include customer engagement,
loyalty and emotional attachment. Customer engagement hierarchy,
customer engagement scores and developing the culture of engagement
and customer focus. The Gallup Organization decided to initiate a multiyear research project to try and define a great workplace - a great
workplace was one where employees were satisfied with their jobs and this
thus helps to produce positive business outcomes.
According to the study of Watson Wyatt, the service – profit chain
establishes relationship between profitability, customer loyalty and
employee satisfaction, loyalty and productivity. The links in the chain (which
should be regarded as propositions) are as follows:
profit and growth are stimulated primarily by customer loyalty. Loyalty is a
direct result of customer‘s satisfaction. Satisfaction is largely influenced by
the services provided to customers. Satisfied, loyal and productive
employees create value. Employee‘s satisfaction inturn results primary
from high quality support services and policies that enable employees to
deliver results to customers. While many organizations are beginning to
measure relationship between individual links in the service only a few
have related the links in the meaningful ways that can lead to
comprehensive strategies for achieving lasting competitive advantage of
building employee engagement. In a study of its seven telephone customer
service centers (MCI found that there is a clear relationship between
employee‘s perceptions of the quality of services and employee
engagement.

Step III: - Identify the problem areas
Identify the problem areas to see which are the exact areas, which lead to
disengaged Employees.

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Step IV: Taking action to improve employee engagement by acting
upon the
problem areas
Nothing is more discouraging to employees than to be asked for their
feedback and see
no movement toward resolution of their issues. Even the smallest actions
taken to address concerns will let the staff know how their input is valued.
Feeling valued will boost morale, motivate and encourage future input.
Taking action starts with listening to employee feedback and a definitive
action plan will need to be put in place finally.

Conclusion
Employee Engagement is the buzz word term for employee
communication. It is a positive attitude held by the employees towards the
organization and its values. It is rapidly gaining popularity, use and
importance in the workplace and impacts organizations in many ways.
Employee engagement emphasizes the importance of employee
communication on the success of a business. An organization should thus
recognize employees, more than any other variable, as powerful
contributors to a company's competitive position. Therefore
employee engagement should be a continuous process of learning,
improvement, measurement and action.
We would hence conclude that raising and maintaining employee
engagement lies in the
hands of an organization and requires a perfect blend of time, effort,
commitment and
investment to craft a successful endeavor.

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THE 10 C’S OF EMPLOYEE ENGAGEMENT
How can leaders engage employees‘ heads, hearts, and hands? the
literature offers several avenues for action; we summarize these as ten c‘s
of employee engagement, which are supposed to be essential for
employee engagement.

1.CONNECT:
Leaders must show that they value employees. employee engagement is a
direct reflection of how employees feel about their relationship with the
boss. employees look at whether organization and their leader walk the talk
when they proclaim that,‖ our employees are most valuable asset.‖

2.CAREER:
Leader should provide challenging and meaningful work with opportunities‘
for career advancement. Most of the people want to do new thing in their
job. Good leader challenge employee; but at the same time, they must
instill the confidence that the challenge can be made.

3.CLARITY:
Leader must communicate a clear vision. people want to understand the
vision that senior leadership has for the organization, and the goals that
leaders or department heads have for the division, unit, or team. success in
life and organizations, to a great extent, determined by how clear
individuals are about their goals and what they really want to achieve.

4.CONVEY
Leaders clarify their expectations about employees and provide feedback
on their functioning in the organization .Good leaders establish processes
and procedures that help people master important tasks and facilitate goal
achievement.

5.CONGRATULATE
Survey show that, over and over, employees feel that they receive
immediate feedback when their performance is poor, or below
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expectations. these same employees also report that praise and
recognition for strong performance is much less common. exceptional
leaders give recognition, they do so a lot; they coach and convey.

6.CONTRIBUTE
People want to know that their input matters and that they are contributing
to the organization‘s success in a meaningful way. in sum, good leaders
help people see and feel how they are contributing to the organization‘s
success and future.

7.CONTROL
Employees value control over the flow and pace of their jobs and leaders
can create opportunities for employees to exercise this control. a feeling of
―being in on thing‖ and of being given opportunities to participate in
decision making often reduces stress; it also create trust and culture where
people want to take ownership of problem and their solution.

8.COLLABORATE
Studies show that, when employees work in teams and have the trust and
cooperation of their team members, they outperform individuals and teams
which lack good relationships. great leader are team builders; they create
an environment that fosters trust and collaboration. surveys indicate that
being cared about by colleagues is a strong predictor of employee
engagement. thus, a continuous challenge for leaders is to rally individuals
to collaborate on organizational, departmental, and group goals , while
excluding individuals pursuing their self-interest.

9.CREDIBILITY
Leaders should strive to maintain a company‘s reputation and demonstrate
high ethical standards. People want to be proud of their jobs, their
performance, and their organization.

10.CONFIDENCE
Good leaders help create confidence in a company by being exemplars of
high ethical and performance standards. Leaders should actively try to
identify the level of engagement in their organization. Find the reason
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behind the lack of full engagement, strive to eliminate those reasons, and
implement behavioral strategies that will facilitate full engagement.

According to West Bokaro Division Employee
Engagement are as :1. Total Quality Management (TQM).
2. Small Group Activities (SGA).
3. Daily Management (DM).
4. Policy Management (PM).
5. Quality Circle (QC).
6. Theory of Constraints. (TOC).

Definition of TQM
TQM is Total Quality Management.
It is defined as : A set of systematic activities.
 Carried out by the entire organization.
 To effectively and efficiently achieve company objectives.
So as to provide products and services with a level of quality that
satisfies customers at the appropriate time and price

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What is “TOTAL QUALITY MANAGEMENT‖

CUSTOMER
FOCUS

LEADERSHIP
CONTINUOUS
IMPROVEMENT

AND

TOTAL
EMPLOYEE
PARTICIPATION

COMMUNICA
TION

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TQM – A System Approach

Objective
Effectiveness (fitness
for objectives)

Input

SYSTEM

Output

Efficiency= output/input

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In TQM three levels of quality as competitive
advantage.
1st LEVEL is :- conformance to customer‘s basic requirements

Customer‘s basic
requirements

Quality control – 1950’s
2nd LEVEL is :- customers satisfaction with customer‘s expressed
requirements.

Customer‘s
expressed
requirements

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Quality management :- 1970‘s
3rd LEVEL is :- customer delight with unexpected new quality achieved
by meeting customer‘s latent requirements

Customer‘s latent
requirements

Attractive quality creation Today and Tomorrow.
“Small Group Activities”
Team work : all employees participate in activities to achieve the
organization goal.





Place of learning for members.
Place of self – actualization.
Place of communication.
Place of workplace problem-solving.

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SGA System at TATA STEEL.
 It follows calendar year(January-december).

 Competition, reward and recognition system is same for all SGA
teams.
 All SGA teams are registered on quiks at intranet.

SGA team composition.







3 to 8 members
1 facilitator, 1 leader and other as members.
Facilitator can be of any level (officer or non- officer).
Leaders &members should be non officers only.
A person should be a leaser/member of only one team.
Facilitator can be member of more than one SGA team, if required.

“ DAILY MANAGEMENT”
Daily Management is defined as all the activities that must be carried out to
efficiently achieve the business objectives of each department is
responsible for.

“DAILY MANAGEMENT” include:







Hourly job.
Daily job.
Weekly job.
Monthly job.
Seasonal job.
Yearly job.

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Management for routine jobs at all levels
Jobs in front line operation.
Supervisors job.
Section managers job.
Department to Top Managers Job.

DAILY MANAGEMENT is about.
What?
Why?
How?

What include.
 Management of regular/ routine/ transactional activity es.

Why include.
 Maintain current levels of performance.
 Gradual improvement.

How include.
 Stable and predictable operations.

Basic steps of DAILY MANAGEMENT.
 Identify your jobs (roles and objectives) and the related key
performance indicators.
 Develop standard operating procedures.
 Monitor the KPIs against target/plan
 Identify and document abnormalities (deviations from target) with
reasons.
 Rotate PDCA on abnormalities (corrective actions).
 Revise standard operating procedures.
 Horizontal deployment of the learning.
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DAILY MANAGEMENT EFFECTS
1.
2.
3.
4.
5.

Clarity in roles and objectives up to shop floor levels.
Empowerment: decision making at lower levels.
Enhancement in internal customer focus.
Understanding about maintenance – stability of processes.
Improve team work, involvement and enthusiasm of a large group of
employees in improvement activities.

“POLICY

MANAGEMENT”

―Activities that are conducted, with the co-operation of the entire company,
to establish and efficiently achieve mid- and long term business plans and
short term business policies based on fundamental management policies.

Principles of POLICY MANAGEMENT.

PDCA
Plan , Do, Check, Act

A

P

PLAN
 Set up objective/target
Do
 Implement process.

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Check.
 Check whether target achieved or not.
Act
 Conduct immediate remedy

PDCA is an important management concept and
methodology at TATA STEEL.
What is a POLICY?
A policy usually contains:
-Direct to which an enterprise is going, target (goal, level) to
be attained in future, strategies on how to realize it and
delivery.
A policy refers to:
Strategic matters and not daily operational matters.
POLICY MANAGEMENT Process.
PDCA
PLAN:

policy setting
Policy deployment.
DO:
policy implementation.
CHECK: evaluation of implementation
ACT :
act and feed forward the learning to next cycle.

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QUALITY CIRCLE
A quality circle is
 A small group of people
 From the same workplace
 Who perform quality control activities.
 On their own initiative.
All members of the quality circle participate in self-development, using QC
tools to manage and improve their workplace continuously, as an integral
part of company wide quality management activities.

How Quality Circles Work?
1.
2.
3.
4.
5.
6.
7.

Meet in company time+ own time.
Fix a name.
Elect their leader.
Supervisors facilitate or participate.
Encouraged by management.
Use QC story methodology and tools.
Submit reports and make presentations.

MANAGERS’ ROLE.
a. Train
b. Encourage
c. Recognize.

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What is 5’s?
Seiri

– Sorting

Seition

– Systematizing.

Seiso

– Shining.

Skiketsu

– Standardising.

Shitsuke

– Self- Discipline.

1) Sorting – Organization: clearly distinguish between necessary and
unnecessary. Get rid of unnecessary.
2) Systematizing- Orderliness: keep needed items at a specified place
for easy access when needed.
3) Shining- Cleanliness: keep the work place and items clean and
shining.
4) Standardizing- Standardize: make standards for making and
maintaining everything clean nd in place.
5) Self-discipline – Self-Discipline : make a habit of maintaining
established standards and procedure.

 ―5s‖ is a systematic approach using 5 simple steps to create
a conducive work environment.
 It creates sound foundation for continous improvement and
manufacturing excellence.
 It can be gainfully adopted by every individual at his/her
workplace, office or home to make improvement.

Benefits of implementating 5s
 Workplace becomes clean and better organized.
 Shop floor and office operations become easier and safer.
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




Time lost due to unnecessary searching are minimized.
Consumables and material wastage are minimized.
Results are visible to everyone- the insider and outsider.
Enhancement of company/department image and employee
morale.
 People develop self- discipline and positive attitude.
 Quality of life at work place and home becomes better and
better…..

THEORY OF CONSTRAINTS.





TOC helps in focusing on the goal.
It tells us to focus on the weakest link.
It is a thinking process- which helps us think across the system.
It is a process of ongoing improvement of the complete system
Theory of Constraints provides a set of holistic processes and rules,
all based on a systematic approach that exploits the inherent
simplicity within complex systems.
Through focusing on the few physical and logical leverage points. As
a way to synchronize the parts to achieve on going and step change
improvement in the performance of the system as a whole.

Dr Eliyahu Goldratt suggests how to act when such constraint exists in a
system. This is known as
“5 focusing steps of Theory of Constraints”

Step1: Identify the “constraint”
A constraint of a system is the resource/process on which the demand is
higher than the capacity of the resource/process.
The 1st focus should be on the resource/process where this gap is the
highest (the weakest link).
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Step2: Exploit the “constraint”
It means we need to identify strategies to extract maximum output from the
constraint unit with the existing facility and no capital investment.

Step3: Subordinate the “constraint”
Ensure the bottleneck gets priority of resources in case of outage.
Ensure that the bottleneck does not suffer for required resources like
power, raw materials, evacuation for it‘s output products etc.

Step4: Elevate the “constraint
If we have completely exploited the constraint and are still not meeting the
goal, then there is need to elevate the constraint (usually through capital
investment).

Step5: Go back to step1.
If the initially identified constraint is now not a constraint, identify the next
constraint…

TOC Implementation at TATA STEEL.
To facilitate the TOC implementation there are three key focus areas:
 Marketing and Sales- Focusing on identifying needs of customer and
implementing solutions for satisfying their needs through services.
 Supply Chain and Operations – Strengthen the internal capabilities to
meet the needs of the customers as identified.
 Project Management- Critical chain project management implementation
for exploiting our important resources.

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SCOPE AND LIMITATIONS OF THE STUDY
The time that we got for completing the project was only 40days and in this
short period of time we could not do as much as we would like to do. The
time constraint also did not allow us to go through the other HR practices of
Tata Steel, West Bokaro.
Like any other research, this study also suffers from few limitations, while
conducting this survey, are listed as bellow: Considering the sort time duration for the survey, the sample had to be
restricted to 100 respondents only.
 This study may be the subject to personal biases of the respondents
while answering the questionnaires.

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Chapter3
RESEARCH METHODOLOGY
 Research methodology refers to the body of methods or techniques
used in the study. The term method means an appropriate way of doing
something. Every case of study requires a suitable method of
investigation. There are various important methods, but questionnaire
and interview are worthy to note.

UNIVERSE
 The universe comprises of Tata Steel, West Bokaro Division. This
includes total of 3700 of different Employees and different positions/
designations.

SAMPLE OF THE STUDY.
The sample size refers to the number of items to be selected from the
universe to constitute a sample. The sample size used for the study
includes 100 employees from Q-ACD &Central Garage department, of
different skill, qualification, designation.

METHOD OF DATA COLLECTION.
The questions were distributed among the eligible participant and were to
be filled by them. The research explained the questions to the participant
who were unable to the implications of the given questions and helped in

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filling up the questionnaire. In Q-ACD department, the researchers met
each and every participant personally in the shop floor.

TOOLS FOR DATA COLLECTION
We have used both primary and secondary data for this project.

PRIMARY DATA: Primary data are those data which are collected for
the first time and thus happens to be original in nature. In this study primary
data were collected through a questionnaire.

QUESTIONNAIRE SURVEY: In this study a questionnaire was
prepared. The questionnaire consists of a set of questions that was
circulated among the employees. The questionnaire utilized for the purpose
of research was a semi-qualitative one. The questionnaire dealt with
different aspect of the organization like, ―aware of employees and
company‘s role‖, ―opportunity of growing employees and company‖,
―managers, supervisors and colleagues are helpful or not‖, ―likes and
dislikes in TATA STEEL‖ etc. Altogether the questionnaire contains 32
questions, which were helpful in measuring the level of employee
engagement.

EMPLOYEE ENGAEMENT SURVEYS (ESS): Employee
engagement is broadly evaluated on two dimensions: how employees feel
(their emotions towards the company, leadership, the work environment,
etc) and/or how they intend to act in the future (will they stay, give extra
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effort, etc). The survey can be conducted regularly through a questionnaire
and can be measured on various parameters pre-defined by the HR team.
Employee Engagement needs to be measured at regular intervals in order
to track its contribution to the success of the organization.
In order to express the data into concise and logical form, the data
collected was transformed into the form of charts.
Employees of Tata Steel were chosen randomly from different skill, age
group, designation ,qualification.

SECONDARY DATA: It refers to the data that has been already
collected. The secondary data, which has been used to carry out this study,
are as follows:
 The records for the employee engagement events that were organized
in the last years.
 Company‘s website (http://www.tatasteel.com)
 Other relevant study materials and websites.

INTERVIEW: It refers to a meeting during which somebody is

asked a

question or a series of questions by the researchers. As the questionnaire
utilized for research was a semi quantative questionnaire it involved
interviewing the employees for their responses and comments.

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Chapter4
“PROCESS OF DATA ANALYSIS”
An analysis of a feedback obtained from 100 respondents of different
age group, qualification, skill, designation of the Q- ACD & Central Garage
department in Tata Steel, at West Bokaro Division was done through
tabulation and pie-chart. Each question of the questionnaire, used for
survey, was translated into separate pie chart with percentage break-up.
The questionnaire utilized for the purpose of the research was a semiquantative one.
The questionnaire dealt with different issues, which are considered to be
critical factors of employee engagement. Few of the questions were like,
―involvement of the employees in decision making‖, ―employee moral‖,
―honest and two way communication between the managers and workers‖,
―commitment to the assigned job‖, etc.
However to reduce the level of the biasness in the research, the
questionnaire didn‘t include the personal details like name and designation
of the employees, but other details like age group, education qualification,
skill set etc. were included in it. These details were helpful in knowing the
attitude and the level of commitment of the employees towards the
organization.

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A detailed analysis of all the aspects affecting employees engagement in
Q-ACD& Central Garage at West Bokaro Division of TATA Steel reveled
the following facts and figures.

A Case Study on Employee Engagement in Q- ACD & Central
Garage Department of TATA STEEL in West Bokaro Division.
Employee Profile.
1.

Age group

No:of respondent

2.

Qualification
No:of respondent

3.

Designation

25-35

36-45

20

46-55

35

non- metric
35

operator

metric
35

56-above
30

15

intermediate graduate
25

15

auto-electrician overman/

general

Supervisor

majdoor/
Explosive
Carrier
Greaser
Helper

No:of respondent
4.

Year of service
No:of respondent

35
Less than 15
20

10
15-25
25

25

30

25-35

35-45

35

20

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QUESTIONS

Sr.no

Strongly

Disagree

neither agree

Disagree
1.

Are you clearly aware of your role in this organization?

2.

strongly

nor disagree

agree

Does the mission/purpose of your company make you
feel that your job is important?

0

agree

0

0

11

89

0

0

0

15

85

0

3.

Do you feel the organization‘s problem as your own?

0

4.

Do you feel your organization will grow in future?

0

5.

Do you have opportunities at work to learn and grow?

0

6.

Do you feel company treat equally to all employees?

0

5

7.

Do you feel that your colleagues are supportive?

0

0

8.

Doyou feel that your managers are helpful?

0

5

9.

Do you feel that your supervisors guide you when you
needed?

0

10

10.

Are you member of small group activities (SGA)?

0

11.

Do u feel that rewards/recognition given in SGA are fair to
all SGA‘s groups?

12.

0

100

20

5

80

20

70

5

0

95

5

10

80

10

30

0

0

0

0

97

0

0

3

20

20

0
50

30

20

80
0

30

How many improvements is contributed by you
yearly?

4 to 6 kaizens

13.

Do you think KAIZEN is a part of employee involvement?

60

14.

Do you think quality circle tools are problem solving tools?

0

15.

Do you feel company really take initiatives regarding

16.

Do you feel that KAIZEN is necessary for the growth of the
KAIZEN?

20
0

0

10
0

17.

5

0

5

5

15

0

10
10

5

10
80

80
85

Do you feel that S.G.A encourages towards new
ideas?

18.

Do you feel that your ideas are implemented in your organization ?

0

20

0

70

10

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Questions

Sr no.

strongly

disagree

Disagree
19.

strongly
agree

Do you feel that your participation appreciated/recognized

?

11

0

5

0

85
Do you feel that there is sufficient arrangement in an
orgnazition for dealing with employees problem

80

?

0

20

0

0

2. 21.

Do you feel, managers or supervisiors think that

employees problem as their own?
22.

agree

nor disagree

by company

20.

neither agree

0

40

0

50

10

0

5

90

0

18

82

5

95

Do you feel that new ideas and initiatives improve your
product and services?

0

23.

Do you feel about your positional responsibility?

0

24.

Do you feel that your jobs are challenging and exciting?

0

0

25

Do you feel proud to work for TATA STEEL?

0

0

26.

If you are offered high salaried job and facilities in another
90

5

0

15

0

15

organization, will you accept it?
27.

0
5

5

90

0

5

0

5

70

10

70

10

Do you feel your manager gives you formal
feedback on your performance?

29.

0

Do you feel your managers provide you proper training
according to your job?

28.

5

Do you feel your manager regularly coaches you on
improving your performance?

5

5
15

0

15

65

15

5

65

15

0

0

5

95

30.

Do you understand what company expected from you and

31.

Garage Department.
Do you feel that there are promotion in right time?
0
10
0
75

32.

Do you aware of promotion policy?

your work?

0

0

40

0

15

Page 64

60

0

“TABULATION and INTERPRETATION”

Employee Profile.

15%

20%

25-35 years
36-45 years
46-55 years
56-above

30%

35%

% of respondent.

About 20% of employees comes under 25-35 years of age
group, Where as 35% comes under 36-45 years of category,
30% under 46-55 years category,& 15% comes under 56 &
above.
Garage Department.
Page 65

Qualification
5%

35%

25%

non metric
metric
intermediate
graduate

35%

In this 35% of employees are non- metric, 35% have done
only metric, where as 25% are intermediate, and only 15 %
are graduate ..

Garage Department.
Page 66

Designation

operator

30%
35%

auto- electrician
overman/supervisor
explosive carrier/general
majdoor/greaser helper
25%

10%

30% of employees are operator, where as only 10% are auto
electrician, 25% are over man and supervisor and 35%
includes explosive carrier, general majdoor, and greaser
helper.

Garage Department.
Page 67

Year of Service

20%

20%

less than 15
16-25 years
26-35 years
36-45 years
25%
35%

As far as year of service is considered about 20%
comes under less than 15 years, 25% comes under

Garage Department.
Page 68

16-25 years, 35% comes under 26-35 years, 20%
comes under 36-45 years.

QUESTIONNAIRE
1) Are you clearly aware of your role in this organization?
0%
0%
11% 0%
Strongly disagree
Disagree
neither agree nor disagree
Agree
Strongly agree
89%

About = 100% of employees aware of their role in TATA STEEL. It means every employees of TATA
STEEL aware about their job what they have to do actually.

Garage Department.
Page 69

2 .Does the mission/purpose of your company make you feel that
your job is important?
0% 0% 0%
18%
strongly disagree
disagree
neithe agree nor disagree
agree
strongly agree
82%

About = 100% of employees feel that according to mission
and purpose of the company, their job is important for the
company as well as for themselves.

Garage Department.
Page 70

3) Do you feel the organization‘s problem as your own?

Garage Department.
Page 71

3%
0%

0%

0%

strongly disagree
disagree
neither agree nor
disagree
agree

97%

strongly agree

About=100% of employees feel that organization‘s problem as
their own. This shows that every employees of this organization is
fully dedicated and loyal to the company.

Garage Department.
Page 72

4) Do you feel your organization will grow in future?

strongly disagree
disagree
neither agree nor
disagree
agree
strongly agree

About 100% of employees feel that organization will grow
in future. It means every employees work without any
tension.

Garage Department.
Page 73

5) Do you have opportunities at work to learn and grow?
0%

0% 0%
strongly disagree

20%

disagree
neither agree nor
disagree
agree
strongly agree

80%

About= 100% of employees think that they have
opportunities at work to learn and grow. It means
company help their employees to learn and grow in future
for self development.
6) Do you feel company treat equally to all employees?
0%

strongly disagree
20%

disagree
5%
5%

70%

neither agree nor
disagree
agree
strongly agree

Garage Department.
Page 74

About= 70% of employees feel that company treat equally
to all employees.
where as = 20% of employees feel that company do
biasness among skilled and non skilled employees. And
treat good to those employees who are concern with
union.

7) Do you feel that your colleagues are supportive?
0%
0%

5%

0%

strongly disagree
disagree
neither agree nor
disagree
agree

95%

strongly agree

About 95% of employees feel that their colleagues are
supportive and 5% are neither agree nor disagree.

Garage Department.
Page 75

8) Do you feel that your managers are helpful?

0%
5%

strongly disagree

5%
10%

disagree
neither agree nor
disagree
agree

80%
strongly agree

About = 80% of employees feel that managers are helpful
and 10% of employees feel that managers are not helpful.
It means maximum employees have healthy relationship
with managers.

Garage Department.
Page 76

9) Do you feel that your supervisors guide you when
you needed?
0%
strongly disagree

10%
10%

0%

disagree
neither agree nor
disagree
agree

80%
strongly agree

About 80% of employees feel that their supervisors or superiors
guide them when they needed. And 10% of employees feel that
they are not good guide. They can work with their own mind. They
don‘t need any help from supervisors and superiors.

Garage Department.
Page 77

10)

Are you member of small group activities (SGA)?
0% 0%
strongly disagree
30%
50%

disagree
neither agree nor
disagree
agree

20%
strongly agree

About 50% of employees are member of Small Group
Activity (SGA) whereas 30% are disagree and 20% are
neither agree nor disagree. It means 50% of employees
do not know about small group activity.

11) Do u feel that rewards/recognition given in SGA
are fair to all SGA‘s groups?

Garage Department.
Page 78

0%

30%

strongly disagree
20%

disagree
neither agree nor
disagree

30%
20%

agree
strongly agree

About 30% of employees feel that rewards/recognition
given in SGA are fair to all SGA‘s group. Remaining
70% of employees are not aware about this activity
according to (q.no 10), so they are disagree or neither
agree nor disagree.
12) How many improvements(KAIZEN) is contributed
by you yearly?

Garage Department.
Page 79

5%
10%
2

30%

4
6-Jan
25%

8
more than these

5%

nil
25%

5% of employees give 2 suggestions yearly. 10% gives
4, 25% gives 6,again 25% gives 8, 5% gives more than
these. and 30% gives no idea. It means 70%of
employees are of creative mind and rest 30% are busy
in their job not any extra activity.

13) Do you think KAIZEN is a part of employee
involvement?

Garage Department.
Page 80

10%
5%
strongly disagree

5%

disagree
20%

60%

agree
strongly agree

About 60% of employees don‘t think that Kaizen is a
part of involvement. And 20% think it is the part of
involvement. It means 80% of employees give
importance to Kaizen where as rest 20% think it is
unnecessary thing.

Garage Department.
Page 81

14) Do you think quality circle tools are problem
solving tools?
0% 0%
5%

strongly disagree
15%
disagree
neither agree nor
disagree
agree

80%

strongly agree

About 80% of employees think quality circle tools are
problem solving tools where as 5% of employees
neither agree nor disagree. 85% wants their workplace
good.

Garage Department.
Page 82

15) Do you feel company really take initiatives
regarding KAIZEN?
0%
10%

0%

10%

strongly disagree
disagree
neither agree nor
disagree
agree

80%

strongly agree

About 80% of employees feel company really take
initiatives regarding Kaizen. Where as 10% of
employees are disagree with this statement. It means
their suggestions are not so good but employees don‘t
feel so.

Garage Department.
Page 83

16) Do you feel that KAIZEN is necessary for the
growth of the organization?
0%
strongly disagree
20%
0%
10%

70%

disagree
neither agree nor
disagree
agree
strongly agree

About 70% of employees feel that Kaizen is necessary
for the growth of the organization. Where as 20% of
employees feel that it is not necessary. It means
employee involvement is necessary for the growth of
the organization.

Garage Department.
Page 84

17) Do you feel that S.G.A encourages towards new
ideas?
0%
5%

strongly disagree
25%

40%

disagree
neither agree nor
disagree
agree

30%

strongly agree

About 70% of employees feel that SGA encourages
new ideas and rest 30% are disagree or neither agree
nor disagree. It means 30% of employees believe that
ideas are repeated after some interval.

Garage Department.
Page 85

18) Do you feel that your ideas are implemented in
your organization?
0%
10%
20%
0%

strongly disagree
disagree
agree
strongly agree

70%

About 80% of employees feel that their ideas are
implemented in the organization. Whereas 20% of
employees disagree with this statement. It means their
ideas are not worth or make any changes in the
company.

Garage Department.
Page 86

19) Do you feel that your participation
appreciated/recognized by company?
0%

0%

5%
10%
strongly disagree
disagree
agree
strongly agree
85%

About 85% of employees feel that their participation
appreciated/recognized by company and rest 10% of
employees are disagree with this statement. It means
5% think that they need more appreciation/recognition
according to their work.

Garage Department.
Page 87

20) Do you feel that there is sufficient arrangement in
an organization for dealing with employees
problem?
0, 0%

0, 0%
20, 20%

0, 0%

80, 80%

strongly disagree

disagree


agree

stronglyagree

About 80% of employees feel that there is sufficient
arrangement in an organization for dealing with
employees problem. Whereas 30% are disagree.
Because 20% of
employees expect from the company that company
should deal with employees family problem also.

Garage Department.
Page 88

21) Do you feel, managers or supervisors think that
employees problem as their own?
0%
strongly disagree

10%

disagree
40%
neither agree nor
disagree
agree
50%
strongly agree
0%

About 50% of employees feel managers or
supervisors think that their problem as their own.
Whereas 40% of employees disagree with this
statement. Because 10% think that own problem is
own. Employees must know how to tackle with those
problems.

Garage Department.
Page 89

22) Do you feel that new ideas and initiatives improve
your product and services?
0%

0%
5%

5%
strongly disagree
disagree
neither agree neither
disagree
agree

90%

strongly agree

About 90% feel that new ideas and initiatives
improve product and service. Whereas 5% of
employees disagree with this statement. Because
5% of employees don‘t know about changes occur in
the company.

Garage Department.
Page 90

23) Do you feel about your positional responsibility?
0% 0% 0%
10%

strongly disagree
disagree
neither agree nor
disagree
agree

90%

strongly agree

About 100% of employees feel about their positional
responsibility. They believe that their responsibility is
to work with honest for the company. And work
without any damage or loss for the company.
Garage Department.
Page 91

24) Do you feel that your jobs are challenging and
exciting?
0%

0%
5%

0%
strongly disagree
disagree
neither agree nor
disagree
agree

95%

strongly agree

About 100% of employees feel that their jobs are
challenging and exciting. Because maximum
Garage Department.
Page 92

employees deal with heavy earth moving machines(
HEMM).

25) Do you feel proud to work for TATA STEEL?
0% 0%
5%

5%

strongly disagree
disagree
neither agree nor
disagree
agree

90%

strongly agree

Garage Department.
Page 93

About 95% of employees feel proud to work for TATA
STEEL. And rest 5% of employees neither agree nor
disagree. Because age group who is less than 15
years expect more facilities from company.

26) If you are offered high salaried job and facilities in
another organization, will you accept it?
0%
5%

0%
5%
strongly disagree
disagree
agree
strongly agree
90%

Garage Department.
Page 94

About 95% of employees disagree if they are offered
high salaried job and facilities in other organization,
they will not accept it. Only 5% agree, they will
accept it because they are not satisfied with their
salary and facilities. May be brand name doesn‘t
matter for those 5% employees. Salary matters them
more.

27) Do you feel your managers provide you proper
training according to your job?
0%
10%

strongly disagree

15%
5%

disagree
neither agree nor
disagree
agree

70%

strongly agree

Garage Department.
Page 95

About (70%+10%) =80% of employees feel that
managers provide proper training according to their
job. Whereas (15%+5%) =20% of employees
disagree with this statement. Because some of the
jobs can be done without training also according to
managers. But according to employees training
should be imparted to them.

28) Do you feel your manager gives you formal
feedback on your performance?
0%
10%

strongly disagree

15%
5%

disagree
neither agree nor
disagree
agree
strongly agree

70%

About 80%of employees feel manager gives formal
feedback on their performance. And 15% disagree,
5% neither agree nor disagree. It means 20% did not
get formal feedback, they think that managers are
busy with their own work.
Garage Department.
Page 96

29) Do you feel your manager regularly coaches you
on improving your performance?
0%
15%

strongly disagree

15%
5%

disagree
neither agree nor
disagree
agree

65%

strongly agree

About 80% of employees agree that managers
regularly coaches you on improving their
performance. Whereas 15% disagree and 5% neither
agree nor disagree. It means 20% of employees are
disagree with this statement. Because these 20%
Garage Department.
Page 97

wants that manager come to them and meet
personally or coach them.
30) Do you understand what company expected from
you and your work?
0%
0%

5%
0%

strongly disagree
disagree
neuther agree nor
disagree
agree

95%

strongly agree

About (5%+95%) =100% of employees understand
what company expected from them and their work.
100% of employees answer is company wants
production, work on time and Maintain discipline at
workplace.

31) Do you feel that there are promotion in right time?

Garage Department.
Page 98

0%
strongly disagree
15%

10%
0%

disagree
neither agree nor
disagree
agree

75%

strongly agree

About 90% of employees feel that there are
promotion in right time. Whereas10% disagree with
this statement. Because they feel that promotion
takes place very rare and need some source to take
promotion.
32)

Do you aware of promotion policy?

Garage Department.
Page 99

0%
strongly disaree
disagree
40%
neither agree nor
disagree
agree

60%

strongly agree
0%

0%

About 60% of employees aware of promotion policy,
whereas 40% of employees are not aware of
promotion policy.

Garage Department.
Page 100

a. Do you feel that you come under extra standard
force (SURPLUS)?
0%
0%

0%
2%
strongly disagree
disagree
neither agree nor
disagree
agree
strongly agree
98%

About 98% of employees strongly disagree that they come
under extra standard force. Only 2% of employees agree
they come under extra standard force.

Garage Department.
Page 101

33) What is that you like in TATA STEEL?
 Service.
 Discipline.
 System of work.
 Company Code of Conduct.
 Administration.
 Rule and Regulation.
 Cleaning at workplace.
 Salary.
 Goodwill.
 Policy.
 Growth of the company.

34) What is that you don‘t like in TATA STEEL?
 Higher rank officer don‘t listen their problems.
 Medical facility.
 Medicine quality.
 Pressure of work.
 After entering to the department, lock in main
gate.
 Attendance stop.
 Canteen water.
 No bathroom facility in the canteen.
Garage Department.
Page 102

 Wage policy towards the unionized category
workmen.
 Local disturbance.

FINDINGS and CONCLUSION
On the basis of study, it can be concluded that the level of
―Employee Engagement‖ is considerably high in the Q-ACD &
central garage department of TATA STEEL in West Bokaro
Division.

Garage Department.
Page 103

The degree of Employee Engagement in Q-ACD & Central
Garage can be clearly understood by the help of following piehighly disengaged
10%

disengaged
15%
neither engaged
nor disengaged
5%

highly engaged
55%
engaged
15%

chart
To conclude, the data highlight certain strength and weakness of
the Employee Engagement at Q-ACD & Central Garage
Department of TATA STEEL in West Bokaro Division.
Almost everyone is feel proud to be associated with TATA STEEL
and employees are aware of their role and well known about their
responsibilities.
However there is a need to make little bit more efforts to those
employees who are not engaged. This can be possible by
keeping them involving in varios activities apart from their routine
work.

Garage Department.
Page 104

SUGGESTIONS AND RECOMMENDATIONS.
 Supervisors and Managers should meet at regular intervals
with the employees to discuss about the improvement in the
company, at work place and in their living of standard, family
problems etc.
 Gap between managers and the employees should be
reduced by raising the level of engagement. For example: by
conducting extra co-curricular activities like social and
cultural programs.
 Very least employees feel that their ideas or work can‘t be
recognized/ appreciated. So encourage them by making
them feel that their ideas as well as they are important for
the company.
 Create good and healthy environment at work place and
increase the environment.
 Some of the employees find their job boring and
monotonous. Encourage them to take part in extra co
curricular activities.
Many of the employees want this changes to large
extent:
 Surrounding village must be grow.
Garage Department.
Page 105

 Any type of death case occurs, dependent service
should be provided.
 Employees who got job on land basis, if any type of
death occurs, service should be provided to the
dependent.

BIBLIOGRAPHY
 Websites:
1. http:/www.tatasteel.com/
2. http:/www.tata.in/
3. www.google.co.in

 Books
1. C.R Kothari- Research Methodology.
2. Stephin Robbins- Organizational Behaviour.

Garage Department.
Page 106

 Magazines:
Annual report of TATA STEEL
JRD Training Centre- library& information centre.

Garage Department.
Page 107

project report employee engagement (by ) mahadev rana

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