“ENHANCING EMPLOYEE PRODUCTIVITY THROUGH HR INTERVENTION.docx

8/18/2019 “ENHANCING EMPLOYEE PRODUCTIVITY THROUGH HR INTERVENTION.docx

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SUMMER TRAINING PROJECT REPORT

ON

“ENHANCING EMPLOYEE PRODUCTIVITY THROUGH HR INTERVENTION

IN

TATA DOCOMO”

UNDER THE GUIDANCE OF: UNDER THE SUPERVISION OF:

Ms. Smriti Srivastava Ms. Shruti Mehta

(HR Assistant manager)TTL,LKO.

SUBMITTED BY:

AREEJ SHOEB

130567001

!01!"1#

BBDNIIT


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2


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PREFACE

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MBA program is one of the most professional corses in the fiel! of management. This corse

incl!es "oth theor# an! application content of crriclm.

$ro%ect &or' is an integral part of MBA program at “BBDU” each st!ent is reire! to !o

pro%ect an! has to prepare an! s"mit report on the &or' con!ct "# the st!ent.

This report is the contination of a"oe tra!ition. The topic of the pro%ect &or' &as

*ENHANCING EMPLOYEE PRODUCTIVITY THROUGH HR INTERVENTION IN

TATA DOCOMO”$

AC%NO&LEDGEMENT

+


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To complete the project is not a easy thing, you have to take the help of others. I would like to

add a few heartfelt words for the people who are the part of this project in numerous ways

people who gave unending support right from the stage the project data was conceived

My special thanks to ______________ (!"# $% T! #!&"'TM!T) that provides

gentle encouragement and constant support.

I am e*tremely thankful to MS S'+TI M!T"(r assistant manager at TT) for

providing me with sense of direction in -uilding this methodical approach in this report,

continuous source of inspiration throughout the project.

I sincerely thank them for the constant cooperation, guidance and incessant

inspiration and their guidance without which this project would have -een like a rudderless

-oat. ell to put in a nutshell, without their guidance and support this project would have

-een futile.

M$B$A

TABLE OF CONTENTS


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T-TL $A/ 0O.

• 1ertificate from the 1ollege

• Training 1ertificate

. $reface2. Ac'no&le!gement3. Ta"le of contents+. ectie 4mmar#a) -ntro!ction to the topic

") 1ompan#5s profilec) Research Metho!olog#!) 6ate -nterpretation 7 Anal#sise) 8in!ingsf) 1onclsiong) 4ggestion 7 Recommen!ationh) Limitationi) Bi"liograph#

• Annere

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E'ECUTIVE SUMMARY

4mmer training $rogram is a ehicle, &hich intro!ces an! eposes a management st!ent to

the real life sitation in a process of learning &hich &ol! or!inaril# hae not "een possi"le in

the class.

TATA 6O1OMO gae me this opportnit# to face the real life sitation an! learn essentials of

&or'ing in an organi:ation. M# pro%ect &as enhancing emplo#ee pro!ctiit# throgh hr

interention in TATA DOCOMO. - !i! a sre# of ; emplo#ee .8or the first month -

concentrate! on the recritment of the emplo#ee n!er the gi!ance manger an! m# gi!e Ms

4hrti Mehta &hose &or!s of encoragement an! reglar instrctions an! fee!"ac' helpe! me in

giing m# "est performance.

The sre# helpe! me in n!erstan!ing the motiational nee!s of the emplo#ees. The sre#

&as also an enriching eperience as - got to 'no& the nee!s an! the epectations of the

emplo#ees &ho are apparentl# the "ac' "one of the telecom in!str#. Most of the emplo#ees

&or'ing here are motiate! "# the 'in! of mone# the# can ma'e in the "siness proi!e! the#

&or' har!. The# reali:e that &ith some spport from their management an! their har! &or' the#

&ill "e a"le to earn goo! mone#, an! also loo's for a great career opportnit# here.

Althogh the# hae a fe& isses &hich might nee! some attention for eample the

reirement of soft s'ill an! telephone etiette !eelopment classes in the training mo!le an!

a more spontaneos an! cooperatie spport from the camp shop. B# an! large the satisfaction

leel of the emplo#ee is high an! a ma%orit# of them are happ# &ith their personal gro&th.


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-ntro!ction

To

The Topic

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INTRODUCTION

EMPLOYEE PRODUCTIVITY

P()*+,-./.- is a measre of otpt from a pro!ction process, per nit of inpt. 8or eample,

la"or pro!ctiit# is t#picall# measre! as a ratio of otpt per la"or>hor, an inpt. $ro!ctiit#

ma# "e conceie! of as a metric of the technical or engineering efficienc# of pro!ction. As

sch, the emphasis is on antitatie metrics of inpt, an! sometimes otpt. $ro!ctiit# is

!istinct from metrics of allocatie efficienc#, &hich ta'e into accont "oth the monetar# ale

(price) of &hat is pro!ce! an! the cost of inpts se!, an! also !istinct from metrics of

profita"ilit#, &hich a!!ress the !ifference "et&een the reenes o"taine! from otpt an! the

epense associate! &ith consmption of inpts.

mplo#ee pro!ctiit# is the ratio of (the real ale of) otpt to the inpt of mplo#ee. ?here

possi"le, hors &or'e!, rather than the nm"ers of emplo#ees, is se! as the measre of

mplo#ee inpt. ?ith an increase in part>time emplo#ment, hors &or'e! proi!es the more

accrate measre of mplo#ee inpt. mplo#ee pro!ctiit# shol! "e interprete! er# carefll#

if se! as a measre of efficienc#. -n particlar, it reflects more than %st the efficienc# or

pro!ctiit# of mplo#ees. mplo#ee pro!ctiit# is the ratio of otpt to mplo#ee inpt@ an!

otpt is inflence! "# man# factors that are otsi!e of mplo#ees inflence, incl!ing the

natre an! amont of capital eipment that is aaila"le, the intro!ction of ne& technologies,

an! management practices.

http://en.wikipedia.org/wiki/Labor_productivityhttp://en.wikipedia.org/wiki/Allocative_efficiencyhttp://en.wikipedia.org/wiki/Allocative_efficiencyhttp://en.wikipedia.org/wiki/Profit_(economics)http://en.wikipedia.org/wiki/Labour_productivityhttp://en.wikipedia.org/wiki/Allocative_efficiencyhttp://en.wikipedia.org/wiki/Profit_(economics)http://en.wikipedia.org/wiki/Labour_productivityhttp://en.wikipedia.org/wiki/Labor_productivity


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MEANING OF EMPLOYEES PRODUCTIVITY:"

mplo#ee pro!ctiit# is generall# spea'ing hel! to "e the same as the Caerage pro!ct of

la"orC (aerage otpt per mplo#ee or per mplo#ee>hor, an otpt &hich col! "e measre!in ph#sical terms or in price terms). -t is not the same as the marginal pro!ct of la"or, &hich

refers to the increase in otpt that reslt from a correspon!ing increase in la"or inpt. The

alitatie aspects of la"or pro!ctiit# sch as creatiit#, innoation, team&or', improe!

alit# of &or' an! the effects on other areas in a compan# are more !ifficlt to measre.

EMPLOYEE PRODUCTIVITY

mplo#ee pro!ctiit# leels in rope.O16, 2;2

mplo#ee pro!ctiit# D4, Eapan,-n!ia

E24) ()*+,-./.- is the amont of goo!s an! serices that a &or'er pro!ces in a gien amont of time.

-t is one of seeral t#pes of pro!ctiit# that economists measre. mplo#ee pro!ctiit# can "e measre! for

a firm, a process, an in!str#, or a contr#. -t is often referre! to as E24) ()*+,-./.-.

;

http://en.wikipedia.org/wiki/Marginal_producthttp://en.wikipedia.org/wiki/Labour_economicshttp://en.wikipedia.org/wiki/Labour_economicshttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/OECDhttp://en.wikipedia.org/wiki/OECDhttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Good_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Workerhttp://en.wikipedia.org/wiki/Workerhttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Productivity#Labor_productivityhttp://en.wikipedia.org/wiki/Productivity#Labor_productivityhttp://en.wikipedia.org/wiki/Productivity#Labor_productivityhttp://en.wikipedia.org/wiki/Marginal_producthttp://en.wikipedia.org/wiki/Labour_economicshttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/OECDhttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Good_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Workerhttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Productivity#Labor_productivity


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The O16 !efines it as Cthe ratio of a olme measre of otpt to a olme measre of inptC. FG olme

measres of otpt are normall# gross !omestic pro!ct (/6$) or gross ale a!!e! (/A), epresse! at

constant prices i.e. a!%ste! for inflation. The three most commonl# se! measres of inpt areI

. hors &or'e!@

2. mplo#ee %o"s@ an!

3. nm"er of people in emplo#ment.

M+(28-

mplo#ee pro!ctiit# can "e measre! in 2 &a#s, in ph#sical terms or in price terms.

• the intensit# of mplo#ee>effort, an! the alit# of mplo#ee effort generall#.

• the creatie actiit# inole! in pro!cing technical innoations.

• the relatie efficienc# gains reslting from !ifferent s#stems of management, organi:ation, co>

or!ination or engineering.

• the pro!ctie effects of some forms of mplo#ee on other forms of mplo#ee.

These aspects of pro!ctiit# refer to the qualitative !imensions of mplo#ee inpt. -f an organi:ation is sing

mplo#ee mch more intensel#, one can assme its !e to greater mplo#ee pro!ctiit#, since the otpt per

mplo#ee>effort ma# "e the same. This insight "ecomes particlarl# important &hen a large part of &hat is

pro!ce! in an econom# consists of serices. Management ma# "e er# preoccpie! &ith the pro!ctiit# of

emplo#ees, "t the pro!ctiit# gains of management itself is er# !ifficlt to proe. ?hile mplo#ee

pro!ctiit# gro&th has "een seen as a sefl "arometer of the D.4. econom#5s performance, recent research

has eamine! &h# D.4. mplo#ee pro!ctiit# rose !ring the recent !o&ntrn of 2;;=J2;;, &hen D.4.

gross !omestic pro!ct plmmete!.F2G

The ali!it# of international comparisons of mplo#ee pro!ctiit# can "e limite! "# a nm"er of

measrement isses. The compara"ilit# of otpt measres can "e negatiel# affecte! "# the se of !ifferent

alations, &hich !efine the inclsion of taes, margins, an! costs, or !ifferent !eflation in!ees, &hich trn

crrent otpt into constant otpt.F3G mplo#ee inpt can "e "iase! "# !ifferent metho!s se! to estimate

aerage horsF+G or !ifferent metho!ologies se! to estimate emplo#e! persons.FG -n a!!ition, for leel

comparisons of mplo#ee pro!ctiit#, otpt nee!s to "e conerte! into a common crrenc#. The preferre!

conersion factors are $rchasing $o&er $arities, "t their accrac# can "e negatiel# inflence! "# the

http://en.wikipedia.org/wiki/OECDhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-1http://en.wikipedia.org/wiki/Gross_domestic_producthttp://en.wikipedia.org/wiki/Gross_domestic_producthttp://en.wikipedia.org/wiki/Gross_domestic_producthttp://en.wikipedia.org/wiki/Gross_value_addedhttp://en.wikipedia.org/wiki/Inflationhttp://en.wikipedia.org/wiki/Inflationhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-2http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-3http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-4http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-4http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-5http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-5http://en.wikipedia.org/wiki/Purchasing_Power_Parityhttp://en.wikipedia.org/wiki/OECDhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-1http://en.wikipedia.org/wiki/Gross_domestic_producthttp://en.wikipedia.org/wiki/Gross_value_addedhttp://en.wikipedia.org/wiki/Inflationhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-2http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-3http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-4http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-5http://en.wikipedia.org/wiki/Purchasing_Power_Parity


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limite! representatieness of the goo!s an! serices compare! an! !ifferent aggregation metho!s.F9G To

facilitate international comparisons of mplo#ee pro!ctiit#, a nm"er of organi:ations, sch as the O16,

the /roningen /ro&th 1entre, -nternational mplo#ee 1omparisons $rogram, an! The 1onference Boar!,

prepare pro!ctiit# !ata a!%ste! specificall# to enhance the !ata5s international compara"ilit#.

F,-)( 99,-.8 E24) ()*+,-./.-

D.4. pro!ctiit# an! aerage real earnings, +


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P,;)4).,4 9,-)( )9 9*

"eing an emplo#ee has &ithin a &or'place setting.FG $roen to hae a !irect effect on pro!ctiit#, it is one of

the corner stones of "siness.

H.-)(

3

http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-8http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-8http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-8http://en.wikipedia.org/wiki/Industrial-organizational_psychologyhttp://en.wikipedia.org/wiki/Industrial-organizational_psychologyhttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-9http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-10http://en.wikipedia.org/wiki/Corrective_feedbackhttp://en.wikipedia.org/wiki/Corrective_feedbackhttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-11http://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Well-beinghttp://en.wikipedia.org/wiki/Well-beinghttp://en.wikipedia.org/wiki/Well-beinghttp://en.wikipedia.org/wiki/Well-beinghttp://en.wikipedia.org/wiki/Employee#Employeehttp://en.wikipedia.org/wiki/Employee#Employeehttp://en.wikipedia.org/wiki/Employee#Employeehttp://en.wikipedia.org/wiki/Workplacehttp://en.wikipedia.org/wiki/Workplacehttp://en.wikipedia.org/wiki/Employee_morale#cite_note-1http://en.wikipedia.org/wiki/Employee_morale#cite_note-1http://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-8http://en.wikipedia.org/wiki/Industrial-organizational_psychologyhttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-9http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-10http://en.wikipedia.org/wiki/Corrective_feedbackhttp://en.wikipedia.org/wiki/Corrective_feedbackhttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-11http://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Well-beinghttp://en.wikipedia.org/wiki/Well-beinghttp://en.wikipedia.org/wiki/Employee#Employeehttp://en.wikipedia.org/wiki/Workplacehttp://en.wikipedia.org/wiki/Employee_morale#cite_note-1http://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Business


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The happier the emplo#ee or &or'er, the higher the pro!ctiit#. One of the corner stones of "siness an!

recogni:e! "# emplo#ers to "e as important as the "siness itself, emplo#ee morale pla#s a !ecisie part in an#

"siness.F2G Bsiness o&ners hae al&a#s "een a&are of a !irect correlation "et&een the attit!e, %o"

satisfaction an! oerall feeling of their emplo#ees an! the pro!ctiit# of the "siness. F3G

I2)(-8, 8* 99,-

Recogni:e! as one of the ma%or factors affecting pro!ctiit# an! oerall financial sta"ilit# of an# "siness,

lo& morale ma# lea! to re!ce! concentration, &hich in trn can case mista'es, poor cstomer serice an!

misse! !ea!lines. -t also can contri"te to a high trnoer rate an! a"senteeism. mplo#ee morale proes to "e

!etrimental to the "siness in these respects. Morale can !rie anorgani:ation for&ar! or can lea! to emplo#ee

!iscontent, poor %o" performance, an! a"senteeism (&ton, 2;;


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M-;)* )9 (..8

mplo#ees ten! to lac' motiation to perform their %o"s &hen morale is lo&. A lac' of motiation can also "e

circlar in natre. Management an! emplo#ees can help increase morale in the &or'place "#I FG

. Recogni:e emplo#eesF9G

2. Be a respectfl manager Fon>one meetings &ith emplo#ees

+. -nest in #or emplo#ees

. /et to 'no& #or emplo#ees

?hile there are man# more metho!s than &hat is liste! a"oe, each metho! is !epen!ent on the&or'place.

O/(44 E24) E99,-./8

O/(44 E24) E99,-./8 >OLE? is a 'e# performance in!icator (K$-) that measres the tili:ation,

performance, an! alit# of the mplo#ee an! its impact on pro!ctiit#.

4imilar to Oerall ipment ffectieness (O), OL measres aaila"ilit#, performance, an! alit#.

• Aaila"ilit# J the percentage of time emplo#ees spen! ma'ing effectie contri"tions

• $erformance J the amont of pro!ct !eliere!

• alit# J the percentage of perfect or salea"le pro!ct pro!ce!

OL allo&s manfactrers to ma'e operational !ecisions "# giing them the a"ilit# to anal#:e the cmlatie

effect of these three mplo#ee factors on pro!ctie otpt, &hile consi!ering the impact of "oth !irect an!

in!irect mplo#ee.

OL spports Lean an! 4i 4igma metho!ologies an! applies them to mplo#ee processes, allo&ing

manfactrers to ma'e mplo#ee>relate! actiities more efficient, repeata"le an! impactfl. FG

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There are man# factors that inflence mplo#ee aaila"ilit# an! therefore the potential otpt of eipment

an! the manfactring plant. OL can help manfactrers "e sre that the# hae the person &ith the right

s'ills aaila"le at the right time "# ena"ling manfactrers to locate areas &here proi!ing an! sche!ling the

right mi of emplo#ees can increase the nm"er of pro!ctie hors. OL also acconts for mplo#ee

tili:ation. Dn!erstan!ing &here !o&ntime losses are coming from an! the impact the# hae on pro!ctioncan reeal root cases N &hich can incl!e machine !o&ntime, material !ela#s, or a"senteeism N that !ela# a

line startp.

1alclationI Aaila"ilit# Time operators are &or'ing pro!ctiel# P Time sche!le!

ampleI

T&o emplo#ees (mplo#ee) are sche!le! to &or' = hor (+=; mintes) shifts.

The normal shift incl!es a sche!le! 3; minte "rea'.

The emplo#ees eperiences 9; mintes of nsche!le! !o&ntime.

4che!le! Time 9; min J 9; min "rea' ;; Min

Aaila"le Time ;; min 4che!le! J 2; min Dnsche!le! 6o&ntime


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A nm"er of !riers contri"te to alit#, "t the effort to improe alit# can reslt in a lo&ering of

mplo#ee performance. ?hen ma'ing the correlation "et&een the mplo#ee an! alit# it is important to

consi!er factors sch as the training an! s'ills of emplo#ees, &hether the# hae access to the right tools to

follo& proce!res, an! their n!erstan!ing of ho& their roles !rie an! impact alit#. OL can help

manfactrers anal#:e shift pro!ctiit# !o&n to a single>shift leel, an! !etermine &hich in!ii!al &or'ersare most pro!ctie, an! then i!entif# correctie actions to "ring operations p to stan!ar!s.

1alclationI alit# 4alea"le parts P Total parts pro!ce!

ampleI

T&o emplo#ees (mplo#ee) pro!ce 9


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C-)(

Aaila"ilit#

Aaila"ilit# is the ratio of time the operators are

&or'ing pro!ctiel# !ii!e! "# the amont of

time the operators &ere sche!le!.

Brea'!o&n

1hangeoer

Lac' of training an!

eperience

Dnplanne! a"senteeism

Maintenance mechanics

!ela#e!

$oorl# sche!le! "rea's an!

lnches

Material han!lers stare! the

machine

4et>p personnel shortages

or !ela#s

Lac' of training, s'ills an!

eperience

$erformance

$erformance is the ratio of the actal otpt of

the operators !ii!e! "# the epecte! otpt (or

mplo#ee stan!ar!).

Re!ce!

4pee!

4mall stops

Operator inefficienc# !e to

lac' of s'ills, eperience or

training

$oor operator technie !e

to lac' of s'ills, eperience

or taining

alit#

alit# has man# !efinitions, "t a common one

is the ratio of salea"le parts !ii!e! "# the total

parts pro!ce!.

4crap or

re&or'

Operator error

4et>p team error

Maintenance mechanic error

4et>p team error

=


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Siel! or start>

p losses

Maintenance mechanic error

Operator error

$ro!ctiit# !eals &ith the &a#s that people "ehae. Managers &ant mplo#ees to &or'

efficientl# an! effectiel#, "t the same natre of the &or' ma# "e sch that mplo#ees !on5t

&ant to !o at all.

$ro!ctiit# ma# "e !efine! as those forces that case in!ii!als to "ehae in a particlar

&a#s. $ro!ctiit# encompasses all those pressres an! inflences that trigger, channel an!

sstain hman "ehaior. Managers, "# !efinitions, are reire! to &or' &ith an! throgh

people, so the# mst acire at least some n!erstan!ing to the forces that &ill motiate the

people the# are to manage. mplo#ees are comple, an! the# are niel# !ifferent.

Assming that a manager5s primar# tas' is to motiate others to perform the tas' of the

emplo#ing organi:ation at high leels, the managers mst fin! the pro!ctiit# factors that &ill

get s"or!inates to come to &or' reglarl# an! on time, to &or' har!, an! to ma'e positie

contri"tions to&ar! the effectie an! efficient achieement of organi:ational o"%ecties. room

has propose! that &or' performance !epen!s on pro!ctiit# as &ell as mplo#ee a"ilit# an!

enironmental con!itions.


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OBJECTIVE OF PRODUCTIVITY

• To "ring technological change• fficienc#

• 1ost 4aing

• -mproing process

• Liing stan!ar!

2;


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L e

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sO f

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m p

a

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s

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r

#

1

o

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r

#

METHODS FOR IMPROVING PRODUCTIVITY

Throgh operations an! management-mproe technolog# an! facilities-ncrease training-ncrease research an! !eelopment 4pen!ing-ncrease emplo#ee participation

A!opt atomate! an! ro"otic s#stems-mproe re&ar! s#stemsnhance spee!nhance flei"ilit#

2


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NEED FOR STUDYING EMPLOYEES PRODUCTIVITY

. 8or gro&th of the compan#.2. Ma'e a "alance "et&een emplo#ee an! mplo#ees.3. To earn profits.+. mplo#ee &elfare. nhance pro!ctiit#9. $ersonnel !eelopment

22


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COMPANY PROFILE

8on!e! "# JAMSET JI TATA in 16THE TATA GROUP is GLOBAL "siness grop

?ith pro!cts an! serices in oer 150 contriesOer 5#0000 emplo#ees an! operations

-n oer 100 contries/rop reene of 6$


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BUSINESS SECTORS OF TATA

INFORMATION TECHNOLOGY AND COMMUNICATION

CONSUMER PRODUCTS

ENGINEERING PRODUCTS AND SERVICES

MATERIALS

SERVICES

2


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ENERGY

CHEMICALS

FORMER CHAIRMEN$rofiles of the men &ho hae le! the Tata grop in the last ;;>pls#ears

J2- J. T-I The 8on!er of the Tata grop "egan &ith a tetilemill in central -n!ia in the =


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R-8 N T- (1hairman, Tata 4onsI J 2;2)I Ratan 0 Tata &as the 1hairman of Tata

4ons, the promoter hol!ing compan# of the Tata grop, from to2;2.

1#rs $ Mistr#, +, is the sith /rop 1hairman. He &as appointe! as the 1hairman of the Tata4ons "oar! in 6ecem"er 2;2 an! has "een a !irector of the compan# since 2;;9.

-n a!!ition to "eing the /rop 1hairman, Mr Mistr# is also the chairman of ma%or Tatacompanies incl!ing Tata 4teel, Tata Motors, Tata 1onsltanc# 4erices, Tata $o&er, -n!ianHotels 1ompan#, Tata /lo"al Beerages an! Tata 1hemicals

Mr Mistr# gra!ate! &ith a !egree in ciil engineering from -mperial 1ollege Lon!on, DK, in;. -n


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TATA GROUP IN COMMUNICATION

1ommnication is among the Tata /rop5s larger inestments, &ith oer to>en! telecommnications soltions for

"siness an! resi!ential cstomers across the nation an! internationall#. The /rop5s

commnications actiities are crrentl# sprea! primaril# oer for companies> Tata Teleserices

Limite!, its associate Tata Teleserices (Maharashtra) limite!, Tata 1ommnications (erst&hile

40L) an! Tata 4'#. Together, these companies coer the fll range of commnications

serices, incl!ingI

• T4;)8 S(/.,: 8ie! an! Mo"ile

• M*. E8-(-.828- S(/.,: 4atellite T

• D- S(/.,: Lease! Lines, Manage! 6ata 0et&or's, -$PM$L4 $0, 6ial>p -nternet,

?i>8i an! Broa!"an!

• V4+"*** S(/.,: Mo"ile an! Broa!"an! 1ontentPApplications, 1alling 1ar!s, 0et

Telephon# an! Manage! 4erices

• I89(-(+,-+( S(/.,: 4"marine 1a"le Ban!&i!th, Terrestrial 8i"er 0et&or' an!

4atellite arth 4tations an! 4AT 1onnectiit#

TATA TELESERVICES LIMITED PROFILE

Tata Teleserices Limite! spearhea!s the Tata /rop5s presence in the telecom sector. The Tata

/rop incl!es oer ;; companies, oer +;,;;; emplo#ees &orl!&i!e an! more 3.= million

sharehol!ers. -ncorporate! in 9, Tata Teleserices Limite! &as the pioneer of the 16MA

technolog# platform in -n!ia, em"ar'ing on a gro&th path after the acisition of Hghes

Tele.com (-n!ia) Lt! Frename! Tata Teleserices (Maharashtra) Limite!G "# the Tata /rop in

2;;2. Oer the last fe& #ears, the compan# has lanche! significant serices 16MA mo"ile

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operations in Eanar# 2;; n!er the "ran! name Tata -n!icom, mar'et>!efining &ireless mo"ile

"roa!"an! serices n!er the "ran! name Tata $hoton in 2;;= an! 2/ /4M serices n!er the

name TATA 6O1OMO in 2;;=.

Tata Teleserices Limite! also has a significant presence in the 2/ /4M space, throgh its %oint

entre &ith 0TT 6O1OMO of Eapan, an! offers !ifferentiate! pro!cts an! serices. TATA

6O1OMO &as "orn after the Tata /rop5s strategic alliance &ith Eapenese telecom ma%or 0TT

6O1OMO in 0oem"er 2;;=. TATA 6O1OMO receie! a pan> -n!ia license to operate /4M

serices in all the = telecom 1ircles &here it receie! spectrm from the /oernment of -n!ia

in the ic' span of %st oer a #ear.

One of the 'e# milestones in Octo"er 2; &as the "ran! integration eercise at TT4L, &hich

sa& the 1ompan#5s man# "ran!s "eing consoli!ate! n!er its single flagship "ran!, TATTA

6O1OMO. This helpe! TT4L leerage the "enefits of "ran! s#ngeries an! capitali:e on its ast

retail an! !istri"tion net&or', &hich is the largest amongst all priate telecom operators in the

contr#.

TATA 6O1OMO mar's a significant milestone in the -n!ian telecom lan!scape, an! has alrea!#

re!efine! the er# face of telecoms in -n!ia, "eing the first to pioneer the per>secon! tariff option

part of its *$a# for ?hat So Dse pricing para!igm.

Tata Teleserices Limite! also "ecame the first -n!ian priate telecom operator to lanch 3/

serices in -n!ia n!er &ith the lanch of serices in 0oem"er 2;; in all nine telecom 1ircles

&here the compan# "agge! the 3/ license. -n association &ith its partner 0TT 6O1OMO, the

1ompan# fin!s itself faora"l# positione! to leerage the first>moer a!antage. ?ith 3/, TATA

6O1OMO has "egn to re!efine the er# face of telecoms in -n!ia. To'#o>"ase! 0TT

6O1OMO is one of the &orl!5s lea!ing mo"ile operators in Eapan, the compan# is the clear

mar'et lea!er, se! "# nearl# per cent of the contr#5s mo"ile phone sers.

TT4L entere! into a strategic partnership agreement &ith -n!ian retail giant 8tre /rop to

offer mo"ile telephon# serices n!er a ne& "ran! name T2+, on the /4M platform. Tata

Teleserices also has a strategic tie p &ith irgin Mo"ile that primaril# caters to #oth segment

offering mo"ilit# serices on "oth 16MA an! /4M platform.

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Tata Teleserices is the n!ispte! mar'et lea!er in the fie! &ireless telephon# mar'et amongst

priate operators. -n the &ireless mo"ilit# space, the compan# in the past has "een rate! as the

*Least 1ongeste! 0et&or' in -n!ia for eight consectie arters "# the Telecom Reglator#

Athorit# of -n!ia throgh in!epen!ent sre#s.

To!a#, Tata Teleserices, along &ith Tata Teleserices (Maharashtra) Limite!, has a reach in

more than +;,;;; to&ns an! illage across the contr#, &ith a "oet of telephon# serices

encompassing Mo"ile 4erices, ?ireless 6es'top $hones, $"lic Booth Telephon# an! ?ireless

serices.

-n 6ecem"er 2;;=, Tata Teleserices annonce! a nie reerse eit# s&ap strategic

agreement "et&een its telecom to&er s"si!iar#, ?ireless TT -nfo>4erices Limite! an! ippo

Telecom -nfrastrctre Limite! &ith the com"ine! entit# 'ic'ing off operations &ith =,;;;

to&ers, there"# "ecoming the largest in!epen!ent entit# in this space an! &ith the highest

tenanc# ratios in the in!str#. To!a#, the com"ine! entit# &hich has "een re>christene! as -OM

0et&or's has a portfolio of nearl# 9;,;;; to&ers.

The compan# in the recent past has &on man# a&ar!s. TT4L &as name! The Best merging

Mar'ets 1arrier "# Telecom Asia an! receie! = a&ar!s at the ?orl! HR6 1onference,

incl!ing

th

Best mplo#er in -n!ia. The 1ompan# has also receie! 3 a&ar!s at the TelecomOperator A&ar!s 2;; from Tele.net@ Best 1ompan#, 1O of the Sear an! Best alit# of

4erice, an! Bsiness 4tan!ar! a&ar! for *Most -nnoatie Bran! of the Sear. TATA

6O1OMO &as recentl# recogni:e! as the "est *Dtilit# A4 4erice $roi!er an! *Best Mo"ile

Broa!"an! 4erice $roi!er for the #ear 2;2 "# 8rost 7 4llian.

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PROJECT OPTIMUS

?ith the increasing penetration of telecom in rral areas an! the &ea' tilit# po&er sitation in

the hinterlan!, a clear !eman!>sppl# gap for po&er eists in most of these locations an! states.

/oing for&ar!, the !epen!ence on alternate sorces of po&er &ill onl# increase>ths raising "oth

the cost of po&er, as also the atten!ant emissions, particlarl# if conentional "ac'>p soltions

of sing !iesel>po&ere! generators are emplo#es. At TT4L, &e are er# concerne! of the

pro"lem of po&er@ in!str# is facing an! therefore the nee! of it to "e attac'e! on !ifferent

fronts. $romoting the se of alternatie resorces of energ# an! re!cing the se of fel is one of

the important areas of &or' for conseration of energ# an! promoting the responsi"le se of

resorces.

There are limite! options that an# operator can trn to, "t as a compan# 'no&n for its

innoation an! enironment>consciosness, Tata Teleserices Limite! has a alrea!# i!entifie!

initiaties that are re!cing or emission cont an! helping s !eelop an! implement cleaner

an! greener technologies. To comprehensiel# a!!ress the isse of energ#. TT4L forme! an

*Applie! Research team &ith a man!ate to o"tain goo! alit# continos po&er in!epen!ent

of gri! relia"ilit# an! ths "ecoming the lo&est cost telecom operator.

The name of the pro%ect &as christene! as *$ro%ect Optims. This !epartment &as responsi"le

for !eeloping cstomi:e! soltions &or'ing closel# &ith en!ors, carr#ing ot proof of concept

implementations (protot#pe an! pilot pro%ect) an! !eeloping mo!els for rollots an! monitoring

implementation.

I8*))( -) )+-*))( C)8/(.)8:

TT4L technolog# team initiate! a special pro%ect for optimi:ing nerg# 1osts calle! $ro%ect

Optims an! a"oe sai! arios soltions !epen!ing on site categor# an! feasi"ilit# &ere

implemente!. One of the ma%or initiatie> *Ot!oor 1apsle for -n!oor Base 4tation starte!

fetching goo! amont of saings. Also, at these sites TT4L eecte! the complete !eplo#ment of

Ot!oor 1a"inet incl!ing platformPciil &or's for fon!ation to install the Ot!oor ca"inet.

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TT4L has a fie! cost po&er an! fel tariff mo!el &ith the -nfrastrctre proi!er an! ot!oor

tariff is 2;Q less than in!oor tariff car!. The to&er site of mo"ile telephone net&or' consists of

Base station eipment (electronics), to&er to install the antennae an! 6iesel generator &ith

po&er interface ni# incl!ing "atter# "ac'p for stan!"# "ac'p po&er. The to&er sites are of

in!oor an! ot!oor categor# &here in in!oor Base station is installe! insi!e the shelter &ith air

con!ition eipment to maintain the temperatre p to !eg 1. the Base station (in!oor an!

ot!oor t#pe) are capa"le to &ithstan! higher temperatres till !eg 1 an! hence in!oor Base

station can "e hose! in Ot!oor ca"inet &hich is eippe! &ith Heat echangePnatral cooling

s#stems an! are installe! otsi!e the shelter &ithot air>con!itioning reirements. Also, in case

of po&er failre, the 6/ starting can "e !ela#e! till the "atter# "ac'p can sstain po&er to the

Base station cm heat echanger. The Ot!oor 1a"inet is "een se! to hose the -n!oor Base

station &hich are -$ P -$ 2< in the enironment &ith heat echangerPnatral cooling s#stems

there"# eliminating the reirement of air>con!itioning.

?ith implementing Ot!oor ca"inet, eisting -n!oor Base station gets conerte! to Ot!oor

Base station eliminating the air con!itioning reirement &hich "enefits the enironmental in

t&o &a#sI

6e to the re!ce! 1O2e emissions "# lesser energ# consmption for the same Base

station on a accont of re!ction of po&er consmption as &ell as 6iesel 1onsmption.

liminationPre!ction of o:one !epleting refrigeration gases "# re!ction of Air

con!itioners in operation

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BOARD OF DIRECTOR

Mr. Cyrus P. Mistry

D.8-.)8: 1hairman

Mr. Srinath Narasimhan

D.8-.)8: Managing 6irector

Mr. N. Chandrasekaran

D.8-.)8: 6irector

Mr. Hajime Kii

D.8-.)8: 6irector

Mr. Kazuto Tsubouchi

D.8-.)8: 6irector

Mr. Kishor Chaukar

D.8-.)8: 6irector

Mr. Ishaat Hussain Mr. Ravi ambah

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D.8-.)8: 6irector

D.8-.)8: 6irector

CAREERS @ TTSL

To actualize the organizational Vision of “Providing Trusted Service to Our

Customers”, acquiring and retaining high-quality talent is the ey to the

organization!s success" #ith this in mind, Tata Teleservices $imited o%ers

high-cali&er 'eo'le the o''ortunity to &uild a career in one of the (orld!s

most challenging and fast-moving &usiness environments" T' &e a 'art of

Team TTS$, one needs to &e a&le to im&i&e and live &y T)T) values and

ethical standards, and have the sills and motivation to 'lay a ma*or role in

TTS$!s *ourney to success" )t TTS$, (e consider 'eo'le to &e our greatest

asset" Professional, self-motivated individuals in every 'art of the

organization are the ey to achieving e+cellent customer service and

continued gro(th of our organization" TTS$ taes care of your carrer (hile

you give your &est to the organization through a (ell-structured career

'rogression scheme" esides 'roviding immense o''ortunities to learn and

develo', th organization taes care that you 'rogress at a desired 'ace in

your career" Carrer 'aths have &een designed in order to hel' em'loyees

understand the requirements of u'(ard mo&ility and gro(th in the

organization" )t TTS$" #e use com'etency evaluation and 'erformance as a

criteria for gro(th" )dequate cross-functional e+'osure and develo'mental

o''ortunities are 'rovided to all em'loyees, (hich over a 'eriod of time,

enhance individual ca'a&ility"

T"T" #$/$M$

Tata 6O1OMO is Tata Teleserices Limite!s telecom serice on the /4M platformNarising ot

of the Tata /rops strategic alliance &ith Eapanese telecom ma%or 0TT 6O1OMO in 0oem"er

2;;=. Tata Teleserices has receie! a license to operate /4M telecom serices in of -n!ias

22 telecom 1irclesNan! has also "een allotte! spectrm in = telecom 1ircles. Of these, it has

3+


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alrea!# rolle! ot serices in all the = 1ircles that it receie! spectrm in from the /oernment

of -n!iaNTamil 0a!, Kerala, Orissa, Karnata'a, An!hra $ra!esh, Maharashtra, Mm"ai,

Ma!h#a $ra!esh>1hhattisgarh, Har#ana>$n%a", Kol'ata, Rest of ?est Bengal, Ehar'han!, Bihar,

D$ (ast), D$ (?est), /%arat, Himachal $ra!esh an! Ra%asthan.

Tata 6O1OMO has also "ecome the first -n!ian priate operator to lanch 3/ serices in -n!ia,

&ith its recent lanch in all the nine telecom 1ircles &here it "agge! the 3/ license. -n

association &ith its partner 0TT 6O1OMO, the 1ompan# fin!s itself sita"l# positione! to

leerage this first>moer a!antage. ?ith 3/, Tata 6O1OMO stan!s to re!efine the er# face of

telecoms in -n!ia. To'#o>"ase! 0TT 6O1OMO is one of the &orl!s lea!ing mo"ile operatorsN

in Eapan, the compan# is the clear mar'et lea!er, se! "# nearl# per cent of the contr#s

mo"ile phone sers.

0TT 6O1OMO has pla#e! a ma%or role in the eoltion of mo"ile telecommnications throgh

its !eelopment of ctting>e!ge technologies an! serices. Oer the #ears, technologists at

6O1OMO hae !efine! in!str# "enchmar's li'e 3/ technolog#, as also pro!cts an! serices

li'e i>Mo!e, e>&allet an! a plethora of lifest#le>enhancing applications. Last #ear itself, &hile

most of the rest of the in!str# &as onl# "eginning to tal' of +/ technolog# an! its possi"le

applications, 6O1OMO ha! alrea!# concl!e! con!cting +/ trials in ph#sical geographies, not

%st insi!e la"oratoriesU

6O1OMO is a glo"al lea!er in the A4 space, "oth in terms of serices an! han!set !esigns,

particlarl# integrating serices at the platform stage. The Tata /rop>0TT 6O1OMO

partnership &ill see offerings sch as these "eing intro!ce! in the -n!ian mar'et throgh the

Tata 6O1OMO "ran!.

Tata 6O1OMO has also set p a Bsiness an! Technolog# 1oor!ination 1oncil, comprising of

senior personnel from "oth companies. The concil is responsi"le for the i!entification of 'e#

areas &here the t&o companies &ill &or' together. 6O1OMO, the &orl!s lea!ing mo"ile

operator, &ill &or' closel# &ith the Tata Teleserices Limite! management an! proi!e 'no&>

ho& to help the compan# !eelop its /4M "siness.

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On the 16MA platform, !espite "eing the latest entrant, Tata -n!icom has alrea!# esta"lishe! its

presence an! is the fastest>gro&ing pan>-n!ia operator. -ncorporate! in 9, Tata Teleserices is

the pioneer of the 16MA technolog# platform in -n!ia. To!a#, Tata Teleserices Lt!, along

&ith Tata Teleserices (Maharashtra) Lt!, seres oer =+ million cstomers in more than +;,;;;

to&ns an! illages across the contr#, &ith a "oet of telephon# serices encompassing

Mo"ile 4erices, ?ireless 6es'top $hones, $"lic Booth Telephon# an! ?ireline 4erices.

OBJECTIVE OF THE REPORT

To 'no& the area, that helps in enhancement of pro!ctiit#.

To familiar &ith the fn!amentals of pro!ctiit#.

Dn!erstan! the Time 7 Motion 4t!# an! Ha&thorne eperiment.

To n!erstan! the impact of mplo#ee5s pro!ctiit# in TATA 6O1OMO.

To learn the gron! realit# of mplo#ee5s pro!ctiit# in TATA 6O1OMO.

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SCOPE OF THE REPORT

. nhancement of pro!ctiit# of TATA 6O1OMO5s mplo#ees.2. sta"lishment of ne& &a#s to increase mplo#ee5s pro!ctiit#.3. $rofit 7 &ealth maimi:ation.+. alit# improement process of mplo#ees.. $erformance Appraisal.

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PRODUCTIVITY IS THE %EY TO PERFORMANCE

IMPROVEMENT

There is an ol! sa#ing #o can ta'e a horse to the &ater "t #o cannot force it to !rin'@ it &ill

!rin' onl# if its thirst# > so &ith people. The# &ill !o &hat the# &ant to !o or other&ise

motiate! to !o. ?hether it is to ecel on the &or'shop floor or in the ior# to&er the# mst "e

motiate! or !rien to it, either "# themseles or throgh eternal stimls. Are the# "orn &ith

the self>pro!ctiit# or !rieV Ses an! no. -f no, the# can "e motiate!, for pro!ctiit# is a s'ill

&hich can an! mst "e learnt. This is essential for an# "siness to srie an! sccee!.

P(9)(28, . ,)8.*(* -)


39/85

• 4atisf#ing emplo#ees nee!s

• 4etting &or' relate! goals

• Restrctring %o"s

• Base re&ar!s on %o" performance

These are the "asic strategies, thogh the mi in the final recipe &ill ar# from &or'place

sitation to sitation. ssentiall#, there is a gap "et&een an in!ii!al5s actal state an! some

!esire! state an! the manager tries to re!ce this gap.

$ro!ctiit# is, in effect, a means to re!ce an! maniplate this gap. -t is in!cing others in a

specific &a# to&ar!s goals specificall# state! "# the motiator. 0atrall#, these goals as also the

pro!ctiit# s#stem mst conform to the corporate polic# of the organi:ation. The pro!ctiit#al

s#stem mst "e tailore! to the sitation an! to the organi:ation.

-n one of the most ela"orate st!ies on emplo#ee pro!ctiit#, inoling 3,;;; men an! 3,;;;

&omen, the Minneapolis /as 1ompan# soght to !etermine &hat their potential emplo#ee5s

!esire most from a %o". This st!# &as carrie! ot !ring a 2; #ear perio! from + to 9

an! &as ite reealing. The ratings for the arios factors !iffere! onl# slightl# "et&een men

an! &omen, "t "oth grops consi!ere! secrit# as the highest rate! factor.

The net three factors &ere@

• a!ancement

• t#pe of &or'

3

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• compan# > pro! to &or' for

4rprisingl#, factors sch as pa#, "enefits an! &or'ing con!itions &ere gien a lo& rating "#

"oth grops. 4o after all, an! contrar# to common "elief, mone# is not the prime motiator.

(Thogh this shol! not "e regar!e! as a signal to re&ar! emplo#ees poorl# or nfairl#.)

EMPLOYEE PRODUCTIVITY: A CRITICAL E'AMINATION

4ince the age of the -n!strial Reoltion, ps#chologist an! social scientists hae "een tr#ing to

!eco!e this etremel# complicate! specimen calle! the emplo#ee. ?hat ma'es the emplo#ee

motiate! to &or' har!V -s it mone#V -s it social statsV Till to!a#, there is no clear consenss on

&hat motiates emplo#ees. This s"%ect contines to "affle anal#sts as more an! more !ata is

generate! on emplo#ee pro!ctiit#.

There hae "een seeral st!ies !one to n!erstan! pro!ctiit#. 4ome of the lea!ing

pro!ctiit# theories focs on emplo#ees as a social "eing &ith a comple set of nee!s. 4ome of

these nee!s are tangi"le material nee!s. Bt most other nee!s are intangi"le, a"stract, or

illsionar#. 6oes that mean &e can ignore the intangi"les an! focs onl# on material "enefitsV

• Role of Mone# -n emplo#ee $ro!ctiit#

-t is sai! that mone# ma'es the mare go. 4ome researchers "eliee that mone# soles most

emplo#ee nee!s as it meets tangi"le an! intangi"le reirements.

Mone# meets "asic ph#siological nee!s an! other nee!s sch as social stats, recognition, po&er,

an! lifest#le. The fatter the pa#chec', the higher are the leels of pro!ctiit#

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Other eperts !en# the inflence of mone# on pro!ctiit# leels. After a certain leel, mone#

an! all material "enefits fail to motiate in!ii!als. mplo#ees see' %o" satisfaction, personal

gro&th, self &orth, recognition, an! ecellence, in a!!ition to mone#.

?hat &e nee! to n!erstan! is the n!erl#ing principle "ehin! emplo#ee pro!ctiit#. -t is clear

from the pro!ctiit# theories that intrinsicall# the emplo#ee is capa"le of competent &or'.

$eople ma# hae generic nee!s or specific nee!s, "t the# !efinitel# hae nee!s. ?hile the "asic

emplo#ee nee!s remain the same in eer# organi:ation, specific emplo#ee nee!s ar# from

compan# to compan#. -t is therefore important for organi:ations to recogni:e the natre of

emplo#ee nee!s in their organi:ation an! &or' to&ar!s flfillment of these nee!s.

• M$LOS $RO6D1T--TS -0 TH ?ORK$LA1

The %o" of a manager in the &or'place is to get things !one throgh emplo#ees. To !o this the

manager shol! "e a"le to motiate emplo#ees. Bt thats easier sai! than !oneU $ro!ctiit#

practice an! theor# are !ifficlt s"%ects, toching on seeral !isciplines.

-n spite of enormos research, "asic as &ell as applie!, the s"%ect of pro!ctiit# is not clearl#

n!erstoo! an! more often than not poorly practiced . To n!erstan! pro!ctiit# one mst

n!erstan! hman natre itself. An! there lies the pro"lemU

$RO6D1T--TSAL THOR-4

• Douglas McGregor

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Theor# W an! Theor# S

6oglas Mc/regor in his "oo', CThe Hman 4i!e of nterpriseC p"lishe! in 9; has

eamine! theories on "ehaior of in!ii!als at &or', an! he has formlate! t&o mo!els &hich

he calls Theor# W an! Theor# S.

Theor# W Assmptions

• The aerage hman "eing has an inherent !isli'e of &or' an! &ill aoi! it if he can.

• Becase of their !isli'e for &or', most people mst "e controlle! an! threatene! "efore

the# &ill &or' har! enogh.

• The aerage hman prefers to "e !irecte!, !isli'es responsi"ilit#, is nam"igos, an!

!esires secrit# a"oe eer#thing.

• These assmptions lie "ehin! most organi:ational principles to!a#, an! gie rise "oth to

CtoghC management &ith pnishments an! tight controls, an! CsoftC management &hich

aims at harmon# at &or'.

• Both these are C&rongC "ecase man nee!s more than financial re&ar!s at &or'@ he also

nee!s some !eeper higher or!er pro!ctiit# > the opportnit# to flfill himself.

• Theor# W managers !o not gie their staff this opportnit# so that the emplo#ees "ehae

in the epecte! fashion.

Theor# S Assmptions

• The epen!itre of ph#sical an! mental effort in &or' is as natral as pla# or rest.

• 1ontrol an! pnishment are not the onl# &a#s to ma'e people &or', man &ill !irect himself if

he is committe! to the aims of the organi:ation.

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• -f a %o" is satisf#ing, then the reslt &ill "e commitment to the organi:ation.

• The aerage man learns, n!er proper con!itions, not onl# to accept "t to see' responsi"ilit#.

• -magination, creatiit#, an! ingenit# can "e se! to sole &or' pro"lems "# a large nm"er of

emplo#ees.

• Dn!er the con!itions of mo!ern in!strial life, the intellectal potentialities of the aerage man

are onl# partiall# tili:e!.

1omments on Theor# W an! Theor# S Assmptions

These assmptions are "ase! on social science research &hich has "een carrie! ot, an!

!emonstrate the potential &hich is present in man an! &hich organi:ations shol! recogni:e in

or!er to "ecome more effectie. Mc/regor sees these t&o theories as t&o ite separate

attit!es. Theor# S is !ifficlt to pt into practice on the shop floor in large mass pro!ction

operations, "t it can "e se! initiall# in the managing of managers an! professionals.

-n CThe Hman 4i!e of nterpriseC Mc/regor sho&s ho& Theor# S affects the management of

promotions an! salaries an! the !eelopment of effectie managers. Mc/regor also sees Theor#

S as con!cie to participatie pro"lem soling.

-t is part of the managers %o" to eercise athorit#, an! there are cases in &hich this is the onl#

metho! of achieing the !esire! reslts "ecase s"or!inates !o not agree that the en!s are

!esira"le.

Ho&eer, in sitations &here it is possi"le to o"tain commitment to o"%ecties, it is "etter to

eplain the matter fll# so that emplo#ees grasp the prpose of an action. The# &ill then eert

self>!irection an! control to !o "etter &or' > ite

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possi"l# "# "etter metho!s > than if the# ha! simpl# "een carr#ing ot an or!er &hich the # !i!

not fll# n!erstan!.

The sitation in &hich emplo#ees can "e conslte! is one &here the in!ii!als are emotionall#

matre, an! positiel# motiate! to&ar!s their &or'@ &here the &or' is sfficientl# responsi"le

to allo& for flei"ilit# an! &here the emplo#ee can see his o&n position in the management

hierarch#. -f these con!itions are present, managers &ill fin! that the participatie approach to

pro"lem soling lea!s to mch improe! reslts compare! &ith the alternatie approach of

han!ing ot athoritarian or!ers.

Once management "ecomes persa!e! that it is n!er estimating the potential of its hman

resorces, an! accepts the 'no&le!ge gien "# social science researchers an! !ispla#e! in

Theor# S assmptions, then it can inest time, mone# an! effort in !eeloping improe!

applications of the theor#.

One of the man# interesting things Maslo& notice! &hile he &or'e! &ith mon'e#s earl# in his

career &as that some nee!s ta'e prece!ence oer others. 8or eample, if #o are hngr# an!

thirst#, #o &ill ten! to tr# to ta'e care of the thirst first. After all, #o can !o &ithot foo! for

&ee's, "t #o can onl# !o &ithot &ater for a cople of !a#sU Thirst is a *stronger nee! than

hnger. Li'e&ise, if #o are er# thirst#, "t someone has pt a cho'e hol! on #o an! #o can5t

"reathe, &hich is more importantV The nee! to "reathe, of corse. On the other han!, se is less

po&erfl than an# of these. Let5s face it@ #o &on5t !ie if #o !on5t get itU

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Maslo& too' this i!ea an! create! his no& famos hierarch# of nee!s. Be#on! the !etails of air,

&ater, foo!, an! se, he lai! ot fie "roa!er la#ersI the ph#siological nee!s, the nee!s for safet#

an! secrit#, the nee!s for loe an! "elonging, the nee!s for esteem, an! the nee! to actali:e the

self, in that or!er.

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. The ph#siological nee!s.

These incl!e the nee!s &e hae for o#gen, &ater, protein, salt, sgar, calcim, an! other

minerals an! itamins. The# also incl!e the nee! to maintain a pH "alance (getting too aci!ic

or "ase &ill 'ill #o) an! temperatre (=.9 or near to it). Also, there5s the nee!s to "e actie, to

rest, to sleep, to get ri! of &astes (1O2, s&eat, rine, an! feces), to aoi! pain, an! to hae se.

ite a collectionU

Maslo& "eliee!, an! research spports him, that these are in fact in!ii!al nee!s, an! that a

lac' of, sa#, itamin 1, &ill lea! to a er# specific hnger for things &hich hae in the past

proi!e! that itamin 1 >> e.g. orange %ice. - gess the craings that some pregnant &omen

hae, an! the &a# in &hich "a"ies eat the most fol tasting "a"# foo!, spport the i!ea

anec!otall#.

2. The safet# an! secrit# nee!s.

?hen the ph#siological nee!s are largel# ta'en care of, this secon! la#er of nee!s comes into

pla#. So &ill "ecome increasingl# intereste! in fin!ing safe circmstances, sta"ilit#, an!

protection. So might !eelop a nee! for strctre, for or!er, some limits.

Loo'ing at it negatiel#, #o "ecome concerne!, not &ith nee!s li'e hnger an! thirst, "t &ith

#or fears an! anieties. -n the or!inar# American a!lt, this set of nee!s manifest themseles in

the form of or rges to hae a home in a safe neigh"orhoo!, a little %o" secrit# an! a nest egg,

a goo! retirement plan an! a "it of insrance, an! so on.

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3. The loe an! "elonging nee!s.

?hen ph#siological nee!s an! safet# nee!s are, "# an! large, ta'en care of, a thir! la#er starts to

sho& p. So "egin to feel the nee! for frien!s, a s&eetheart, chil!ren@ affectionate relationships

in general, een a sense of commnit#. Loo'e! at negatiel#, #o "ecome increasing sscepti"le

to loneliness an! social anieties.

-n or !a#>to>!a# life, &e ehi"it these nee!s in or !esires to marr#, hae a famil#, "e a part of a

commnit#, a mem"er of a chrch, a "rother in the fraternit#, a part of a gang or a "o&ling cl".

-t is also a part of &hat &e loo' for in a career.

+. The esteem nee!s> 0et, &e "egin to loo' for a little self>esteem. Maslo& note! t&o ersions

of esteem nee!s, a lo&er one an! a higher one. The lo&er one is the nee! for the respect of

others, the nee! for stats, fame, glor#, recognition, attention, reptation, appreciation, !ignit#,

een !ominance. The higher form inoles the nee! for self>respect, incl!ing sch feelings as

confi!ence, competence, achieement, master#, in!epen!ence, an! free!om. 0ote that this is the

*higher form "ecase, nli'e the respect of others, once #o hae self>respect, it5s a lot har!er

to loseU

The negatie ersion of these nee!s is lo& self>esteem an! inferiorit# complees. Maslo& felt

that A!ler &as reall# onto something &hen he propose! that these &ere at the roots of man#, if

not most, of or ps#chological pro"lems. -n mo!ern contries, most of s hae &hat &e nee! in

regar! to or ph#siological an! safet# nee!s. ?e, more often than not, hae ite a "it of loe

an! "elonging, too. -t5s a little respect that often seems so er# har! to getU

All of the prece!ing for leels he calls !eficit nee!s, or 6>nee!s. -f #o !on5t hae enogh of

something >> i.e. #o hae a !eficit >> #o feel the nee!. Bt if #o get all #o nee!, #o feel

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nothing at allU -n other &or!s, the# cease to "e motiating. As the ol! "les song goes, *#o

!on5t miss #or &ater till #or &ell rns !r#U

He also tal's a"ot these leels in terms of homeostasis. Homeostasis is the principle "# &hich

#or frnace thermostat operatesI ?hen it gets too col!, it s&itches the heat on@ &hen it gets too

hot, it s&itches the heat off. -n the same &a#, #or "o!#, &hen it lac's a certain s"stance,

!eelops a hnger for it@ &hen it gets enogh of it, then the hnger stops. Maslo& simpl#

eten!s the homeostatic principle to nee!s, sch as safet#, "elonging, an! esteem, &hich &e

!on5t or!inaril# thin' of in these terms.

Maslo& sees all these nee!s as essentiall# srial nee!s. en loe an! esteem are nee!e! for

the maintenance of health. He sa#s &e all hae these nee!s "ilt in to s geneticall#, li'e

instincts. -n fact, he calls them instinctal >> instinct>li'e >> nee!s.

-n terms of oerall !eelopment, &e moe throgh these leels a "it li'e stages. As ne&"orns,

or focs (if not or entire set of nee!s) is on the ph#siological. 4oon, &e "egin to recogni:e

that &e nee! to "e safe. 4oon after that, &e crae attention an! affection. A "it later, &e loo' for

self>esteem. Min! #o, this is in the first cople of #earsU

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Dn!er stressfl con!itions, or &hen srial is threatene!, &e can *regress to a lo&er nee!

leel. ?hen #o great career falls flat, #o might see' ot a little attention. ?hen #or famil#

ps an! leaes #o, it seems that loe is again all #o eer &ante!. ?hen #o face chapter

eleen after a long an! happ# life, #o s!!enl# can5t thin' of an#thing ecept mone#.

These things can occr on a societ#>&i!e "asis as &ellI ?hen societ# s!!enl# flon!ers,

people start clamoring for a strong lea!er to ta'e oer an! ma'e things right. ?hen the "om"s

start falling, the# loo' for safet#. ?hen the foo! stops coming into the stores, their nee!s

"ecome een more "asic.

Maslo& sggeste! that &e can as' people for their *philosoph# of the ftre >> &hat &ol! their

i!eal life or &orl! "e li'e >> an! get significant information as to &hat nee!s the# !o or !o not

hae coere!.

-f #o hae significant pro"lems along #or !eelopment >> a perio! of etreme insecrit# or

hnger as a chil!, or the loss of a famil# mem"er throgh !eath or !iorce, or significant neglect

or a"se >> #o ma# *fiate on that set of nee!s for the rest of #or life.

This is Mallo&5s n!erstan!ing of nerosis. $erhaps #o &ent throgh a &ar as a 'i!. 0o& #o

hae eer#thing #or heart nee!s >> #et #o still fin! #orself o"sessing oer haing enogh

mone# an! 'eeping the pantr# &ell>stoc'e!. Or perhaps #or parents !iorce! &hen #o &ere

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#ong. 0o& #o hae a &on!erfl spose >> #et #o get insanel# %ealos or &orr# constantl#

that the# are going to leae #o "ecase #o are not *goo! enogh for them. So get the

pictre.

. 4elf>actali:ation

The last leel is a "it !ifferent. Maslo& has se! a ariet# of terms to refer to this leelI He has

calle! it gro&th pro!ctiit# (in contrast to !eficit pro!ctiit#), "eing nee!s (or B>nee!s, in

contrast to 6>nee!s), an! self>actali:ation.

These are nee!s that !o not inole "alance or homeostasis. Once engage!, the# contine to "e

felt. -n fact, the# are li'el# to "ecome stronger as &e *fee! themU The# inole the continos

!esire to flfill potentials, to *"e all that #o can "e. The# are a matter of "ecoming the most

complete, the fllest, *#o >> hence the term, self>actali:ation.

0o&, in 'eeping &ith his theor# p to this point, if #o &ant to "e trl# self>actali:ing, #o

nee! to hae #or lo&er nee!s ta'en care of, at least to a consi!era"le etent. This ma'es senseI

-f #o are hngr#, #o are scram"ling to get foo!@ -f #o are nsafe, #o hae to "e continosl#

on gar!@ -f #o are isolate! an! nloe!, #o hae to satisf# that nee!@ -f #o hae a lo& sense

of self>esteem, #o hae to "e !efensie or compensate. ?hen lo&er nee!s are nmet, #o can5t

fll# !eote #orself to flfilling #or potentials.

-t isn5t srprising, then, the &orl! "eing as !ifficlt as it is, that onl# a small percentage of the

&orl!5s poplation is trl#, pre!ominantl#, self>actali:ing. Maslo& at one point sggeste! onl#

a"ot t&o percentU

The estion "ecomes, of corse, &hat eactl# Maslo& means "# self>actali:ation. To ans&er

that, &e nee! to loo' at the 'in! of people he calle! self>actali:ers. 8ortnatel#, he !i! this for

s, sing a alitatie metho! calle! "iographical anal#sis.

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He "egan "# pic'ing ot a grop of people, some historical figres, some people he 'ne&, &hom

he felt clearl# met the stan!ar! of self>actali:ation. -ncl!e! in this agst grop &ere

A"raham Lincoln, Thomas Eefferson, Al"ert instein, leanor Rooseelt, Eane A!ams, ?illiam

Eames, Al"ert 4ch&eit:er, Bene!ict 4pino:a, an! Al!os Hle#, pls 2 nname! people &ho

&ere alie at the time Maslo& !i! his research. He then loo'e! at their "iographies, &ritings, the

acts an! &or!s of those he 'ne& personall#, an! so on. 8rom these sorces, he !eelope! a list

of alities that seeme! characteristic of these people, as oppose! to the great mass of s.

These people &ere realit#>centere!, &hich means the# col! !ifferentiate &hat is fa'e an!

!ishonest from &hat is real an! genine. The# &ere pro"lem>centere!, meaning the# treate!

life5s !ifficlties as pro"lems !eman!ing soltions, not as personal tro"les to "e raile! at or

srren!ere! to. An! the# ha! a !ifferent perception of means an! en!s. The# felt that the en!s

!on5t necessaril# %stif# the means, that the means col! "e en!s themseles, an! that the means

>> the %orne# >> &as often more important than the en!s.

The self>actali:ers also ha! a !ifferent &a# of relating to others. 8irst, the# en%o#e! solit!e,

an! &ere comforta"le "eing alone. An! the# en%o#e! !eeper personal relations &ith a fe& close

frien!s an! famil# mem"ers, rather than more shallo& relationships &ith man# people.

The# en%o#e! atonom#, a relatie in!epen!ence from ph#sical an! social nee!s. An! the#

resiste! encltration, that is, the# &ere not sscepti"le to social pressre to "e C&ell a!%ste!C or

to Cfit inC >> the# &ere, in fact, nonconformists in the "est sense.

The# ha! an nchastel# sense of hmor >> preferring to %o'e at their o&n epense, or at the

hman con!ition, an! neer !irecting their hmor at others. The# ha! a alit# he calle!

acceptance of self an! others, "# &hich he meant that these people &ol! "e more li'el# to ta'e


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#o as #o are than tr# to change #o into &hat the# thoght #o shol! "e. This same

acceptance applie! to their attit!es to&ar!s themselesI -f some alit# of theirs &asn5t

harmfl, the# let it "e, een en%o#ing it as a personal ir'. On the other han!, the# &ere often

strongl# motiate! to change negatie alities in themseles that col! "e change!. Along &ith

this comes spontaneit# an! simplicit#I The# preferre! "eing themseles rather than "eing

pretentios or artificial. -n fact, for all their nonconformit#, he fon! that the# ten!e! to "e

conentional on the srface, %st &here less self>actali:ing nonconformists ten! to "e the most

!ramatic.

8rther, the# ha! a sense of hmilit# an! respect to&ar!s others >> something Maslo& also calle!

!emocratic ales >> meaning that the# &ere open to ethnic an! in!ii!al ariet#, een

treasring it. The# ha! a alit# Maslo& calle! hman 'inship or Gemeinschaftsgefühl -- social

interest, compassion, hmanit#. An! this &as accompanie! "# a strong ethics, &hich &as

spirital "t sel!om conentionall# religios in natre.

An! these people ha! a certain freshness of appreciation, an a"ilit# to see things, een or!inar#

things, &ith &on!er. Along &ith this comes their a"ilit# to "e creatie, inentie, an! original.

An!, finall#, these people ten!e! to hae more

pea' eperiences than the aerage person. A pea' eperience is one that ta'es #o ot of

#orself, that ma'es #o feel er# tin#, or er# large, to some etent one &ith life or natre or

/o!. -t gies #o a feeling of "eing a part of the infinite an! the eternal. These eperiences ten!

to leae their mar' on a person, change them for the "etter, an! man# people actiel# see' them

ot. The# are also calle! m#stical eperiences, an! are an important part of man# religios an!

philosophical tra!itions.

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Maslo& !oesn5t thin' that self>actali:ers are perfect, of corse. There &ere seeral fla&s or

imperfections he !iscoere! along the &a# as &ellI 8irst, the# often sffere! consi!era"le

aniet# an! gilt >> "t realistic aniet# an! gilt, rather than misplace! or nerotic ersions.

4ome of them &ere a"sentmin!e! an! oerl# 'in!. An! finall#, some of them ha! nepecte!

moments of rthlessness, srgical col!ness, an! loss of hmor.

T&o other points he ma'es a"ot these self>actali:ersI Their ales &ere CnatralC an! seeme!

to flo& effortlessl# from their personalities. An! the# appeare! to transcen! man# of the

!ichotomies others accept as "eing n!enia"le, sch as the !ifferences "et&een the spirital an!

the ph#sical, the selfish an! the nselfish, an! the mascline an! the feminine

Supervisor’s Role and Productivityal Models

4perisor an! management for that prpose hae the responsi"ilit# to assess the moties an!

nee!s of the mplo#ees to !eci!e that ho& "est the# can "e flfille!. ach in!ii!al mst "e

anal#:e! separatel# to !iscoer his moties. O"seration, &ritten attit!e, interie&s, assessment

of preios goals an! other possi"le sorces of nee! information ma# "e reie&e!. Ho&eer, it

is er# !ifficlt to ans&er the estion *?hat motiate peopleV Man# factors ma# "e liste! li'e

mone#, goo! &or'ing enironment, challenging &or', responsi"ilit#, praise for goo! &or', the

commnication s#stem an! an opportnit# for gro&th 7 a!ancement. There ma# "e seeral

other factors "t pro"a"l# the means for meeting these nee!s can "e se! to motiate the

emplo#ees. Ho&eer, pro!ctiit# ma# "e &ea' or strong !epen!ing pon the incentie offere!

"# the emplo#er, &hich releases mplo#ees a"ilit# an! potential in relation to his nee!s.

Rles for Dsing $ositie Reinforcement

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To effectiel# se $R on the %o" certain rles or proce!re mst "e follo&e!. Dsing re&ar! to

mo!if# the "ehaior of the people &ol! seem to follo& the logic of common sense.

0eertheless, it is a speciali:e! proce!re reiring s#stematic approach. T#picall#, a "ehaioral

consltant is calle! to !esign a "ehaior mo! program an! train sperisor on ho& to !o the

program. 6espite these proce!re statements if #o hae a genine interest in the &elfare of the

$eople #o can learn to ma'e a pro!ctie se of $R from the stan!point of the person "eing

motiate!.

. An Appropriate Re&ar! Mst "e Dse!

Most pro!ctiit#al theor# point to the i!ea, that the &a# to motiate the people is to se

a re&ar! that is meaningfl to each particlar person. -f #o &ere a stats hngr#

technician #o might &or' har! %st for the opportnit# to hae a par'ing space %st near

the engineering chief5s par'ing space. $eople !ispla# in!ii!al !ifference &ith respect

to &hich re&ar! &ill satisf# &hich "asic nee!. 8or eample mone# ma# not "e a right

re&ar! for the person &ith a large famil# inheritance. 6espite this in!ii!al !ifference, a

cople of illstratie general statements are in or!er. The nee! for self>flfillment or self>

actali:ation receiing a faora"le performance appraisal challenging &or' assignment

or promotion.

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+. So 4hol! /et So Re&ar! ic'l# After 6oing The Right Thing

Assming that mone# motiate! #o, #o &ol! "e more li'el# to &or' har! if har!

&or' le! to ic' cash. -f &ere selling financial inestments #o &ol! ten! to 'eep on

prospecting mch more rea!il# if #o receie #or commission eer# month rather than

after eer# si months.

. So Hae To Kno& ?hat Has To Be 6one To /et Re&ar!e!

So nee! some 'in! of fee!"ac' !eice in #or &or' to set. So 'ne& &hen #o hae

!one a goo! %o". -f #o &ere a goo! alit# control technician, it &ol! "e helpfl for

#or "oss to tell #o * - &ill see to it that are promote! to senior technician proi!e!

#o !ecrease cstomer retrns on a pro!ct sa# W "# percent oer the net for

months. One of the man# reason that a "as'et"all game so pro!ctiit#al is that the path

to a re&ar! is clear>ct. A pla#er can rea!il# see that pitting the "all throgh the hoop, a

re&ar! &ill "e forthcoming. 8ee!"ac' is imme!iate in these circmstances.

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FACILITIES FOR EMPLOYEES

The compan# has proi!e! for its mplo#ees arios facilities for their &elfareI>

1$ C8-8 F,.4.-.

The compan# has its o&n canteen, sitate! near the entrance gate. The canteen is opene! for 2+

hors. The mplo#ees in their "rea' time ta'e their meal in the canteen an! are ite satisfie!

&ith the canteen facilities.

!$ D.8( F.(-".* ,8-(

The compan# has the facilities of giing ic' first ai! an! it also rns a small !ispensar#.mplo#ees aail this facilit# !ring the time of an# in%r# or seasonal sic'ness. The me!icines

gien to the mplo#ees here are free of cost.

3$ T(8)(- 9,.4.-. 9)( 4),4 -99

The mplo#ees are gien the facilit# of transport &ho are liing in near"# area. ?or' force

especiall# of night shift is gien "s facilit# an! scooters are also aaila"le for them.

#$ S-99 @+(-(

The staff mem"ers &ho are liing ot of station, the compan# has gien them arters to lie

&ith the famil#. The# are proi!e! electricit# facilit# at free of cost in the staff arters. At the

compan# resi!ential area the compan# has also proi!e! a "a!minton cort for the recreation of

their &or'

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THE CONCEPT OF EMPLOYEE PRODUCTIVITY

The concept of emplo#ee pro!ctiit# is not at all a ne& i!ea. -t has "een aron!

as long as there hae "een emplo#ees an! emplo#ers. ?hile the concept itself is not ne&, ne&

research an! a&areness hae ma!e ne& aspects of emplo#ee pro!ctiit# not onl# a possi"ilit#,

"t a realit# in the &orl! to!a#.

-t &as not at all ncommon in the past for an emplo#er to offer some s#stem of re&ar!s an!

priileges as a means of emplo#ee pro!ctiit#. Recent thin'ing ho&eer has gien &a# to the

fact that this process ma# actall# alienate other mplo#ees &ho, for &hateer reason, ma# not

"e as capa"le in a particlar fiel! or en!eaor. Dltimatel#, the "elief &as that this &as actall#

contrar# to effectie emplo#ee pro!ctiit# an! in realit#, !ecrease! emplo#ee pro!ctiit#.

4ince the main i!ea "ehin! emplo#ee pro!ctiit# is to increase mplo#ee pro!ctiit#, this &as

seen as er# limite! in scope an! !etrimental in the long rn regar!ing emplo#er>emplo#ee

relations.

Recent "eliefs an! i!eas hae intro!ce! ne& concepts to the fiel! of emplo#ee pro!ctiit#.

One of the most common *ne& areas of gro&th in the area of emplo#ee pro!ctiit# is throgh

the se of &or' teams.

This concept of emplo#ee pro!ctiit# ha! its ma%or start in the aerospace in!str#. -t allo&e! a

grop of !e!icate! emplo#ees to focs together as a team on an# gien pro%ect. This i!ea of

emplo#ee pro!ctiit# &or'e! especiall# &ell since it

allo&e! for creatie inpt from a nm"er of emplo#ees &ithot restricting the thoght of an#

single person or alienating an# one emplo#ee in particlar. ?hen the pro%ects &ent &ell, the


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emplo#ees &ere cele"rate! as a grop or as a team, offering emplo#ee pro!ctiit# to the &hole

grop instea! of to an# one in!ii!al.

This concept of emplo#ee pro!ctiit# has since eole! an! "ecome common in man# fiel!s of

st!#. There are a nm"er of seminars offere! &hich are specificall# !esigne! an! promote! as a

means to offer not onl# emplo#ee pro!ctiit#, "t to create an atmosphere of team &or' that is

srprisingl# "eneficial to mplo#ee pro!ctiit#.

9;


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RESEARCH METHODOLOGY

RESEARCH PROBLEM

• The main limitation of the st!# is the collection of information.

• 1ompan# is not haing an# official &e"site so all the information is gathere! throgh

$o&er point presentations, 6ocments etc.

Most of the information &as confi!ential, so the# !on5t &ant to !isclose them.

&HY IS THIS PROBLEM SIGNIFICANT NEED FOR THE STUDY

!$3$ RESEARCH METHODOLOGY

R(,; D.8:To 'no& &hether the emplo#ee are satisfie! in the %o" of TATA TL1OM 4R-14 LT6.

S24 T,;8.@+:

4ampling Technie se! for this research is estionnaire

P)+4-.)8:

4ampler are the onl# emplo#ee of TATA TL1OM 4R-14 LT6.

S24 A(:

Office of TATA TL1OM 4R-14 LT6.

A$ T )9 R(,;:

To st!# the mplo#ee Retention process, the !escriptie research t#pe is a!opte!.

B$ D- S)+(,:

I$ P(.2( D-IThe primar# !ata &as collecte! from the !ifferent !epartments of emplo#ees of TATA 6O1OMO

throgh strctre! estionnaires follo&e! "# personal interie&.

II$ S,)8*( D-:

9


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#$P84 R(,;:Longit!inal st!ies are "ase! on panel !ata metho!s. A panel is a sample of respon!ents

&ho are interie&e! an! then reinter ie&e! from time to time. /enerall#, panel !ata relate

to the repeate! measrements of the same aria"les. ach famil# incl!e! in the panel,

recor!s its prchases of a nm"er of pro!cts at reglar interals, sa#, &ee'l#, or arterl#.

Oer a perio! of time, sch !ata &ill reflect change in the "#ing "ehaior of families.

R(,; I8-(+28-:

The !ata collecte! from estionnaire is tili:e! for haing interaction &ith the respon!ents.

The free interaction &hich too' >2; min &ith eer# respon!ent facilitate! a "etter

n!erstan!ing of the isses an! also helps erif# the responses "# the respon!ents.

G$ +-.)88.(:

The !ata &as collecte! &ith the help of a estionnaire &hich contains 2; estions. The time

gien for filling the estionnaire is approimatel# ;> mintes$

1$ TOOLS TECHNIUES TO BE USED FOR DATA ANALYSIS

I$ T))4 )9 A84.:

4imple percentage metho!I $ercentage metho! is se! to calclate the opinions of the

respon!ents on mplo#ee Retention process.

NUMBER OF RESPONDENTS

FORMULA K 100

TOTAL NO$ OF RESPONDENTS

93


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DATA ANALYSIS INTERPRETATION

STAFF PROFILES

6ata of 0m"er of mplo#ees of !ifferent ages

4r.0o. Age of mplo#ee 7 4taff 0o. of mplo#ees 7 4taff

=>23 =3

2 2+>2 +=

3 3;>3 ;

+ 39>+ 9

+2>+<

9 +=>3 2<

< 3 an! a"oe =

Total +;

SHIFT"&ISE &OR% FORCE

9+


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The 1ompan# pro!ction is continos for 2+ hors therefore the &or' force has "een !ii!e! in

to three shifts. ach shift 1onsists of = horsI>

4r.0o. 4hift Time 0m"er of staff

A am> pm +;

2 B pm> pm <

3 1 pm> am 3

EMPLOYEES EDUCATION

The e!cation categor# of the mplo#ees has "een categori:e! in to three partsI>

9


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Ses 0o

2< 23

.

/

/.

0

0.

1

I8-((--.)8:"

Ot of ; respon!ents 2< people sai! that there is training programme to promote pro!ctiit#

an! rest 23 people sai! that there is no programme to promote pro!ctiit# in this compan#.

2.6o #o satisfie! &ith #or o&n performanceV

.

4atisfie! 6issatisfie!

9=


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3= 2

Satis2ed 3issatis2ed

.

/

/.

0

0.

1

1.4

15

/0

I8-((--.)8:"

?hen - as' estion to &or'ers of TATA 6O1OMO that the# are satisfie! &ith their

performance, then 3= people sai! that the# &ere satisfie! &ith their o&n performance an! 2

people sai! that the# &ere not satisfie! &ith their o&n performance.

3.6oes the a&ar! s#stem &hich is practice! "# TATA 6O1OMO is "eneficial for

the &or'er5s pro!ctiit#V

Ses 0o

23 2<

9


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.

/

/.

0

0.

1

I8-((--.)8:"

ot of ; peoples 2< people sai! that there is no a&ar! s#stem for "etter pro!ctiit# an! 23

people sai! that there is a&ar! s#stem for "etter pro!ctiit#.

+.-s there an# non>pro!ctie person in this compan#V

Ses 0o

3


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16

76

I8-((--.)8:"

Ot of ; people people sai! that there are some non>pro!ctie persons in this compan# an!

3 people sai! that there are no non>pro!ctie persons in this compan#.

.6o #o satisfie! &ith the tas' (%o" post) &hich has assigne! to #oV

Ses 0o

+2 =


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.

/

/.

0

0.

1

1.

4

4.

I8-((--.)8:"

Ot of ; people +2 &ere satisfie! &ith gien post an! = people &ere not satisfie! &ith the gien

post.

9.6o #o hae infrastrctre facilities ( Laptop, 4eating arrangements etc.)V.

Ses 0o

2= 22


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05

00 8es

9o

I8-((--.)8:"

Ot of ; people 2= &ere satisfie! &ith infrastrctre facilities an! 22 people &ere not satisfie!

infrastrctre facilities.

&or'er 7 cross fnctional teamV.

Ses 0o

2< 23


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8es 9o

0/

00

01

04

0.

0:

07

05

I8-((--.)8:"

Ot of ; people 2< &ere satisfie! &ith spport from #or co>&or'er 7 cross fnctional team

an! 23 people &ere not satisfie! spport from #or co>&or'er 7 cross fnctional team.

=.Are #or comforta"le &ith crrent assigne! locationV.

Ses 0o

3


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8es

9o

. / /. 0 0. 1 1.

I8-((--.)8:"

Ot of ; people 3 &ere satisfie! &ith crrent assigne! location an! people &ere not

satisfie! &ith the crrent assigne! location.

.Are #o open &ith #or colleages ( 4eniors 7 %niors)V.

Ses 0o

+; ;


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4

/

8es

9o

I8-((--.)8:"

Ot of ; people +; &ere free interacting &ith 4eniors 7 %niors an! ; people &ere not

interacting &ith the 4eniors 7 %niors.

;.4tate 3 areas of improement 7 the spport #o nee! from the rgani:atio,

. 4taff ?elfare 3

2.1ommnication ;3.Appraisal 4#stem


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.

/

/.

0

0.

1

1.

I8-((--.)8:"

Ot of ; people 3 sggeste! for improement in staff &elfare, ; for commnication 7 onl#

for appraisal s#stem.

FINDINGS

8irst ta"le sho&s ot of ; respon!ents 2< people sai! that there is training programme to

promote pro!ctiit# an! rest 23 people sai! that there is no programme to promote pro!ctiit#

in this compan#.


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4econ! ta"le sho&s &hen - as' estion to &or'ers of TATA 6O1OMO that the# are satisfie!

&ith their performance, then 3= people sai! that the# &ere satisfie! &ith their o&n performance

an! 2 people sai! that the# &ere not satisfie! &ith their o&n performance.

Thir! ta"le sho&s ot of ; peoples 2< people sai! that there is no a&ar! s#stem for "etter

pro!ctiit# an! 23 people sai! that there is a&ar! s#stem for "etter pro!ctiit#.

8orth ta"le sho&s ot of ; people people sai! that there are some non>pro!ctie persons

in this compan# an! 3 people sai! that there are no non>pro!ctie persons in this compan#.

8ifth ta"le sho&s ot of ; people +2 &ere satisfie! &ith gien post an! = people &ere not

satisfie! &ith the gien post.

4ith ta"le sho&s ot of ; people 2= &ere satisfie! &ith infrastrctre facilities an! 22 people

&ere not satisfie! infrastrctre fac

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