Tata steel summer internship projeect

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A PROJECT REPORT ON
‘’STUDY OF HRM IN CONTENTS OF TATA STEEL LTD’’
TATA STEEL LTD -JAMSHEDPUR‖
[Submitted in partial fulfillment]
[M.BA Third Semester]
Summer Internship Program
As a part of the Curriculum of
MASTER OF BUSINESS ADMINISTRATION [MBA]

From,
KOLHAN UNIVEERSITY –CHAIBASA (Jharkhand)
Project submitted by
Premchand Kumar jouriyar
University registration No- KU1601327
University Roll No- 170709596978
Master of Business Administration, M.B.A (HR), 2016-18.

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ACKNOWLEDGEMENT
At the prime outset, we owe are sincere gratitude to the management and allied discipline of TATA
STEEL (Jamshedpur), for giving an opportunity to undergo the summer training. The project report
is inspired from the annual reports of the company, market survey and information provided by the
employees in required fields. Whom I should certainly acknowledge, as without their contribution,
this report would not have been appropriate.
I also sincerely acknowledge the full co-operation and owe my enriching experience and the entire
learning process to my project guides Mr.Amit Kr. Mehata, Mr. Sandeep Kr. Jaiswal and Mr.
Vivek Kr. Singh, and special thanks to Dr. B.N.Prasad (Principal) Jamshedpur worker’s college
–Jamshedpur without their help and guidance is would not have been possible to complete the
project successfully. His constant guidance and help made my project work easier.
We specially thank Mrs. Kolka Dutta Manager (HR&IR), Lime Plant Dept. Tata Steel Ltd. for his
valuable guidance. We should appreciate and sincerely acknowledge suggestions fromMR.Rajeev
Malhotra ,Chief Lime plant Dept. Tata steel Ltd, Mr. Avijit Bose, Head, Lime Plant Dept. Tata
Steel, who has always been my source of incessant motivation and has always extended his
unstinted support in the making of this project. We also thank Mr. Ajay Kumar Singh, personnel,
TMDC for his kind attention to all our problems and queries during the Study period.
Finally, I would like to thank my family for their lifelong love and support. I especially owe my
sincere gratitude much to my parents and also the other faculty members of our college for offering
their invaluable experience to help me. Without them, this work could not have been computed.

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PREFACE

We want to express our gratitude to Tata Steel (Jamshedpur), for the experience and Practical
knowledge. It was the first time when we went to the market not to do anything but to do a survey
to know the Market Potential and HR &IR practices. The main requirement was to interact with
Worker and know the management functions.
The project consists of company details, market research, data collection method, and
questionnaire and data analysis. We hope that our findings and recommendations would help the
company, to analyses its strategy in comparison to its competitors.
We are obliged to work in such an esteemed organization and have tried our best to align our
objective with the company’s goal.

EXECUTIVE SUMMARY

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TATA Steel is the leading Steel producer of HR sheet, CR sheet, structural steel, construction
steel, commercial Tubes and many more product in the market with a well-established national and
international network. It delivers quality and enjoys enormous brand equity. It faces threat from
competitors who try to turn the market to their side by scoring over the points where TATA STEEL
product falls short. Therefore, we, HR student, as management trainees in TATA STEEL, have
undertaken a project, to find out how to increase the potential, productivity and efficiency of an
employee.
TATA STEEL-Jamshedpur: - Our main objectives are:
(1) To find out and compare the Work environment at major companies in steel Producer.
(2) To measure the threat of substitution from another segment.
(3) To find out the critical factors that might result in loss of market share and brand equity.
The sole purpose of our research work is to benefit the TATA STEEL, in following ways:
(i) Critical factors of HR, once identified, can be worked upon so as to eradicate the risk of losing
Company HR policies.
(2) Working on the problematic areas would also save its reputation in the market.
(3) Knowledge about strengths and weaknesses of the competitors from the same segment, would
help the company build its HR strategies accordingly so as to maintain or increase its Goal and
company policies.
(4) Realizing opportunities, as, new working environment development substitution from the
segment. This report is precise and purely specific to its purpose, targeted to enable Managers to
take relevant decisions.

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TABLE OF CONTENTS
Chapter No. Particulars Page
No.

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1.0 Human Resource Management 7
1.1 Meaning of Human Resource Management 8-9
1.2 Characteristics of Human Resource Management 10-12
1.3 Need and Importance of Human Resource
Management.
13-16

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2.0 Human Resource Management in Tata Steel Ltd.
( Overview Of Tata Steel Ltd)
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2.1History, vision and Mission Of Tata Steel Ltd. 18
2.2 Business Divisions Of The Tata Steel Ltd. 19-28
2.3 HRM Background and Practices. 29-31
2.4 HR Practices and Methods. 31-32

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3.0 Job analysis, Job Design and Job Evolution. 33
3.1 Job analysis 33-39
3.2 Job Design 40-48
3.3 Job Evolution. 49-50

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4.0 Human Resource Planning 51
4.1. Recruitment: 52
4.2 Selection 52
4.3Placement 53
4.4 Induction & orientation 53

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5.0 Human Resource Development 54-56
5.1 Management Development: 56
5.2. Career Planning & Development: 57-59
5.3. Organizational Development: 59

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6.0 Compensations Management 60
6.1. Compensation 61-62
6.2. Compensations and Benefits 63-64
7 7.0 Human Relations 65-66

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8.0 Human Resource Management in Steel Industries. 67
8.1. HRM in small private steel industries 68

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8.2. HRM in Public Sector steel industries 69

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9.1. Role of Human Resource Management 70-71
9.2. Responsibilities of Human Resource Management: 72
10 10.0 Employee Relations In Tata steel. 73-74
11 11.0 Current HR Challenges Faced by Tata Steel Ltd. 75-77
12 12.0 HR Development in Tata Steel Ltd. 78
12.1 79-82
12.2 83-84
12.3 85-90
13 13.0 HRM Issue in Tata Steel Ltd. 91

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14.0 Leave and Support Scheme Run by HRM Tata Steel
Ltd.
92
14.1 Types of Leaves. 92-95
14.2 Support Scheme Organise By Tata Steel Ltd. 95-105

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15.0 Organizational Profile of Tata Steel Ltd. 106-108
15.1 Ownership Structure (Tata Steel) 109
15.2 Leadership Structure 110
15.3 Key performance indicators (Tata Steel India) 111-112

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16.0 Training and Development Function in Tata Steel Ltd.(
Analysis Of Secondary Data)

113
17 17.0 Risk matrix of Tata steel Ltd-Jamshedpur. 114-115
18 18.1 BCG Matrix Analysis Of Tata Steel Ltd 116-117
18.2 BCG Matrix Analysis Of Tata Group 118
18.3 SWOT Analysis Of Tata steel Ltd.

119
19 19.0 Key Finding. 120
19.1 Suggestion and Recommendations. 121
19.2 Limitation Of the Study. 122
19.3 Conclusion. 123

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CHAPTER-1
1.0 Human Resource Management
Human Resource Management or Personnel management is the activity of Managing personnel,
usually employees.
In any organization, managing personnel is the process of making sure the employees (not the
customers) are as productive as they can be. This can include hiring, firing, or transferring people
to/from jobs they can do most productively.
Why name 'Human Resource Management'?
Human: Refers to the skilled workforce in the organisation.
Resource: Refers to limited availability or scarceness.
Management: Refers how to optimize and make best use of such limited and a scarce resource
so as to meet the ordination goals and objectives.
Altogether, human resource management is the process of proper and maximise utilisation of
available limited skilled workforce. The core purpose of the human resource management is to
make efficient use of existing human resource in the organisation. The Best example at present
situation is, construction industry has been facing serious shortage of skilled workforce. It is
expected to triple in the next decade from the present 30 per cent, will negatively impact the
overall productivity of the sector, warn industry experts.

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1.1 Meaning of Human Resource Management:-
A business unit needs employees to look after different activities. This is Called manpower or
Human resource. Such human resource needs to be developed fully so that it will make positive
Contribution for the progress and prosperity of a business unit. For this Systematic development
and management of human resources is necessary. Human Resource Management (HRM) deals
with.
(a) Training
(b) Self-development
(c) Promotions
(d) Performance appraisal of manpower recruited in an organization.

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HRM is an organized learning experience aimed at matching the organizational need for career
growth and development. It is a process involving series of learning activities designed to acquire
desired level of competence among employees. HRM is a continuous process and it needs money.
Such investment creates a team of efficient, skilled and trained manpower which brings success
and stability to a business unit. HRM programmers offer long term benefits to an organization.
Every organisations' desire is to have skilled and competent people to make their organisation
more effective than their competitors. Humans are very important assets for the organisation rather
than land and buildings, without employees (humans) no activity in the organisation can be done.
Machines are meant to to produce more goods with good quality but they should get operated by
the human only.
Definitions:
Many great scholars had defined human resource management in different ways and with different
words, but the core meaning of the human resource management deals with how to manage
people or employees in the organisation.
Edwin Flippo defines- HRM as “planning, organizing, directing, controlling of procurement,
development, compensation, integration, maintenance and separation of human resources to the
end that individual, organizational and social objectives are achieved.”
The National Institute of Personal Management (NIPM) of India has defined human
resources – personal management as “that part of management which is concerned with people at
work and with their relationship within an enterprise. Its aim is to bring together and develop into
an effective organization of the men and women who make up enterprise and having regard for the
well – being of the individuals and of working groups, to enable them to make their best
contribution to its success”.

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According to Decenzo and Robbins, “HRM is concerned with the people dimension” in
management. Since every organization is made up of people, acquiring their services, developing
their skills, motivating them to higher levels of performance and ensuring that they continue to
maintain their commitment to the organization is essential to achieve organsational objectives. This
is true, regardless of the type of organization – government, business, education, health or social
action”.

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1.2 Characteristics of Human Resource Management:
i. Upgrading Manpower:-
HRM is basically concerned with the upgrading of manpower working in an Organization. This
leads to improvement in the individual performance of an employee and also corresponding
Improvement in the organizational performance.
ii. Stress on Training:
HRM includes various schemes arranged for providing education, guidance, Training and
Opportunities to learn and develop employees of all categories and working in different
Departments. There is an integrated use of sub-systems (training, career developments,
Organizational development) in the HRM programme.
iii. Attention to learning and career development:-
Learning, self-development, career developments are possible through HRM Programs. These are
the core areas of HRM. Career development is possible through joining Training courses, Reading
books and periodicals. Learning and career development raise the capacity of Employees to work
at highest levels. They are given higher positions with monetary benefits.
IV. Organizational Development:-
HRM includes organizational development, which includes effective Communication within the
Organization, coordination of different activities elimination of Conflicts of different types and
Creation of orderly atmosphere in the whole organization.

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V. Team Spirit:-
HRM is basically for developing team spirit in the whole organization. For this, departments and
levels of management are properly integrated. Team spirit facilitates Orderly growth of the
Organization in the right direction.
VI. Huge Money spending by Management:-
All companies invest huge money on HRM activities but such expenditure is absolutely essential
for survival in the present competitive business world. HRM programs Create matured, skilled and
efficient manpower, which is a valuable asset of a business unit.
VII. Termination of Employment:-
Termination is an unpleasant part of any manager‘s job. Employees Occasionally must be
terminated for breaking rules of failing to perform adequately.
VIII. Continuous Activity:-
HRM is rightly treated as a continuous activity due to new developments taking place regularly in
the business world. For this, on the job and off the job training Programs are introduced from time-
to-time.
IX. Wide Scope:-
The scope of HRM programs is very vast. It is multi-disciplinary in character. Training and
guidance are given on different aspects of business management to enable managers to deal with
complex managerial problems and challenges.

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1.3 Need and Importance of Human Resource Management:-
A good HR department is critical to an employee-oriented, productive workplace in which
employees are energized and engaged. Here are the reasons why.
 HR monitors the culture. Some organizations say that HR owns the culture, but as in all
other employee relations matters, I recommend that the ownership is spread across all
employees.
 HR owns the overall talent management processes. In conjunction with other managers, HR
leads the way in management development, performance management, succession
planning, career paths, and other aspects of talent management. HR can't do it alone
and relies heavily on managers and executive staff to help plan and execute the strategies.
However, HR has to bring new ideas and effective practices into the organization.
 HR is responsible for the overall recruiting of a superior workforce. Once again, HR cannot
do it alone but must provide support to hiring managers who are also responsible for
recruiting a superior workforce. HR must provide leadership, training, scheduling
assistance, a systematic hiring process, recruitment planning processes, interview
expertise, selection monitoring, and more.
 HR recommends market-based salaries and develops an overall strategic compensation
plan. HR provides guidance to managers as they determine the salary ranges within their
organizations.
 HR researches, recommends and implements employee benefits programs that attract and
retain your best employees. HR is also responsible for controlling costs and considering
various options before recommending adoption.
 HR is responsible for recommending and instituting strategies for people and the
organization that further the attainment of the organization's strategic goals. If your

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organization is changing direction, developing new products, changing mission, vision, or
goals, HR must lead the way with employee programs and processes.
 HR makes sure that workplace activities, events, celebrations, ceremonies, field trips, and
team building opportunities are occurring. Other employees plan and implement the
activities with or without HR's help, but the HR leader is generally responsible for monitoring
the budget and providing committee oversight.
 HR advocates for employees who have issues or conflict with management and coaches
managers and executives who seek a more effective approach to working with particular
employees. Not everyone loves each other but they need to develop effective working
relationships for contributions and productivity. HR can help by knowing the players and
taking on the necessary role of advocate, coach and/or mediator.
The importance of HR is easily overlooked in the busy day-to-day in the workplace, but without
contributions in each of these areas, the organization would be less successful.

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i. To create stable labor force:-
HRM programmes are needed in order to create stable, efficient, skilled and matured manpower
required by an enterprise for the present and future period.
ii. To update the quality of manpower:-
HRM activities are needed for updating the quality of manpower as per the growing and changing
needs of an enterprise. This avoids managerial obsolescence. Even the Vacancies at higher levels
can be filled in internally due to HRM programmes as they provide training and opportunities of
self-development to employees working at lower levels.
iii. To develop strength for survival:-
HRM programmes are necessary for survival in the present competitive Marketing environment. An
enterprise can face market competition only by improving quality, reducing costs and avoiding
wastages. All this is possible through HRM.
iv. To face challenges of technological changes:-
Technological changes are taking place rapidly in every area of business. HRM programmes are
needed in order to absorb technological changes taking place with Speed. In fact, introduction of
new technology, computers, automation, etc. will not be possible unless training is provided to the
manpower.
v. To satisfy the demand of self-development of employees:-
HRM is needed to meet the needs of employees in regard to self-development and career
development aspirations. Employees demand, training facilities, refresher courses, Promotions and

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transfers, career guidance, etc. for their self-development. HRM programmes are needed to fulfill
self-development and career development of employees.
vi. To meet future manpower needs:-
HRM is needed to meet the future manpower needs of the organization. Executives, managers,
supervisors leave the job or retire due to age factor. Competent juniors must take their positions.
HRM is needed in order to keep ready a team of competent managers as a second line of
defence.
vii. To facilitate expansion and diversification:-
HRM activities are needed to meet the manpower requirements resulting from expansion and
diversification programmes undertaken at the enterprise level. Attention should be given to HRM
much before the introduction of expansion programme.
viii. To utilize production capacity fully: -
HRM is needed in order to use the available production capacity to the optimum level. It provides
skilled manpower for this purpose.

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CHAPTER-2
2.0 HUMAN RESOURCE MANAGEMENT IN TATA STEEL LTD.
OVERVIEW OF TATA STEEL LTD.
Tata Steel Limited (formerly Tata Iron and Steel Company Limited (TISCO)) is an Indian
multinational steel-making company headquartered in Mumbai, Maharashtra, India, and a
subsidiary of the Tata Group.
It is one of the top steel producing companies globally with annual crude Steel deliveries of 23.88
million tons (in FY17), and the second largest steel company in India (Measured by domestic
production) with an annual capacity of 13 million tons after SAIL.
Tata Steel has been ranked 2nd in 2017 Responsible Business Rankings developed by IIM
Udaipur. Tata Steel has manufacturing operations in 26 countries, including Australia, China, India,
the Netherlands, Singapore, Thailand and the United Kingdom, and employs around 80,500
people. Its largest plant located in Jamshedpur, Jharkhand. In 2007 Tata Steel acquired the UK-
based steel maker Company Corus. Tata Steel was ranked 486th in the 2014 Fortune Global 500
ranking of the World’s biggest corporations. It was the seventh most valuable Indian brand of 2013
as per Brand Finance.

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2.1 HISTORY,VISION and MISSION OF TATA STEEL LTD.
Established in 1907, Tata Steel, the flagship company of the Tata group is the first integrated steel
plant in Asia and is now the world`s second most geographically diversified Steel producer and a
Fortune 500 Company. Backed by 100 glorious years of experience in Steel making, Tata Steel is
the world’s 6th largest steel company with an existing annual crude Steel production capacity of 30
Million Tons Per Annum (MTPA). Tata Steel has a balanced global presence in over 50 developed
European and fast growing Asian markets, with manufacturing units in 26 countries.
It was the vision of the founder; Jamsetji Nusserwanji Tata, that on February 27, 1908, the first
stake was driven into the soil of Sakchi. His vision helped Tata Steel Overcome several periods of
adversity and strive to improve against all odds.
VISION OF TATA STEEL LTD
We aspire to be the global steel industry benchmark for Value Creation and Corporate Citizenship.
MISSION OF TATA STEEL LTD
Consistent with the vision and values of the founder Jamsetji Tata, Tata Steel strives to strengthen
India’s industrial base through effective utilization of staff and materials. The means envisaged to
achieve this are best technology and high productivity, consistent with modern management
practices.
Tata Steel recognizes that while honesty and integrity are essential ingredients of a strong and
stable enterprise, profitability provides the main spark for economic activity.
Overall, the Company seeks to scale the heights of excellence in all it does in an atmosphere free
from fear, and thereby reaffirms its faith in democratic values.

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2.2 Business divisions of the company:-
(a) Bearings Division
Ever since the start of operations at the Kharagpur Facility, Tata Bearings has been constantly
implementing new technology, and improving systems and processes through innovations in the
field to deliver greater value to customers. In the initial stages the technology was obtained from
M/s Societe Nouvelle de Roulements (SNR) - France, through a technical collaboration but
presently all developments are carried out in-house. The Division has state-of-the-art IT hardware
with ASP as the ERP platform for an online information system. Manufactures ball bearings, double
row self–aligning bearings, Magneto bearings, clutch release bearings and tapered roller bearings
for two wheelers, fans, Water pumps, etc.
The Bearings Division manufactures the following range of bearings under the brand name of Tata
Bearings:
 Ball Bearings
 Taper Roller Bearings
 Magneto Bearings
 Double Row Angular Contact Bearings
 Clutch Release Bearings
 Double Row Self Aligning Ball Bearings
 Hub Unit Bearings

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(b) Ferro Alloys and Minerals Division
The Ferro Alloys and Minerals Division, commonly known as FAMD, is the largest non-steel
business unit of Tata Steel. With chrome and manganese ore reserves in the mineral rich state of
Odisha, FAMD has set up an integrated value chain, commencing with mining, beneficiation,
production and sales of Ferro alloys. It is also the leading manganese alloy producer in India and
is a leading supplier of dolomite and pyroxenite
Operates chrome mines and has units for Making Ferro chrome and Ferro manganese. It is one of
the largest players in the global Ferro Chrome Market.
(c) Agrico Division
Tata Agrico, the oldest brand of Tata Steel, is a pioneer in superior quality agricultural implements.
Since 1925, it has been the leading manufacturer of handheld implements like hoes, shovels,
sickles, crowbars, pickaxes and hammers. These implements cater to the needs of agriculture,
infrastructure as well as mining sectors. This traditional product range has now become even richer
with the addition of garden tools like secateurs, cultivators, trowels, bill hooks, cane choppers,
hedge shears and garden rake. All Tata Agrico implements are guaranteed against manufacturing
defects and are distributed all over the country through a network of consignment agents and
distributors. Tata Agrico is the first organized manufacturer in India of hand tools and implements
for application in agriculture.

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(d)Tata Growth Shop (TGS)
Tata Steel Growth Shop (TGS) is a division of Tata Steel Ltd. TGS is one of the largest designer
and manufacturer of Plants and Equipment’s in India. The ISO: 9001 and ISO: 14001 certified
massive plant has general engineering, manufacturing, fabrication, machining, heat treatment and
NDT facilities. TGS designs, manufactures and supplies high precision equipment for various
industrial sectors.
Has designed, developed, manufactured, erected and commissioned thousands of tonnes of
equipment ranging from overhead cranes to high Precision components, including a rocket launch
pad for the Indian Space and Research Organization.
(e) Tubes Division
Tata Pipes has played an important role in this transformation in India. Tata Tues is the first
manufacturers of plumbing pipes in India leading to the modernization of the country. The
increasing population, scarcity of land and resources and people moving from individual houses to
multistory buildings has made Tata Pipes even more important in our lives as they are the true
carriers of life.
Tata Pipes for the conveyance applications are mainly used for carrying liquids and low pressure
gases. The biggest steel tube manufacturer with the largest market share in India, it aspires to
strengthen its market presence by expanding and modernizing its Commercial and precision tube
manufacturing capacity.

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(f) Wire Division:
Producer of Prestressed Concrete strands used in construction of bridges, high-rise buildings, LNG
tanks, nuclear reactors, metro rail projects etc.We have had the opportunity to supply wires for
many iconic structures across the world, including Bandra Worli Sea Link (India), Suvarnabhumi
Airport (Thailand), Changi Airport Terminal 3 (Singapore), Delhi Metro Rail (India), Dubai Ski
Dome (UAE), Darwin LNG Tanks (Australia), Melbourne Cricket Ground (Australia), Cross Sea
Bridge (Japan), Cross Ring Expressway (Macau) and Shenzheng Bay Great Bridge (China).
Product Range
Tata Steel Global Wires manufactures a wide range of wires catering to the needs of various
industry segments such as automobile, infrastructure, power, and general engineering. Our
products are well established across the markets of Europe, USA, Middle East Asia, Australasia,
South Asia and Asia - Far East.
In India, Tata Wiron has world-class manufacturing facilities at Tarapur (Mumbai, Maharashtra),
Pithampur (Indore, Madhya Pradesh) and Jamshedpur. A pioneer in the manufacture of steel wires
in India, it produces coated and uncoated wires, branded as Tata Wiron. The division also operates
a wholly owned subsidiary in Sri Lanka.

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Tata steel Subsidy Unit:-
1. Jamshedpur Utility & service company Limited (JUSCO)-
Holding Type – Subsidiary Holding %- 100%
Town Services Division of Tata Steel, JUSCO is a wholly-owned subsidiary of Tata Steel with
expertise in integrated town management, power distribution, engineering procurement
construction, real estate, and operations and maintenance. JUSCO focuses on enhancing the
quality of life of the residents of Jamshedpur through sustained capital investment and public-
private partnership for infrastructure development. Jamshedpur today has among the highest per
capita incomes in the country and is rated among the best cities to live in by its residents.
2. Tata Pigments Ltd
Holding Type – Subsidiary Holding %- 100%
Tata Pigments Ltd is one of the largest producers of synthetic iron oxide pigments in India and the
only Indian manufacturer of this product with BIS certification. TPL is the preferred supplier of
pigments to leading companies in industries such as paints, building materials, plastics, rubber
goods, paper and ink. It is also the leading brand in India for flooring colours.
3. Tata Steel alloys Ltd
Holding Type – Subsidiary Holding %- 100%
TS Alloys has set up a ferro alloys plant at Anantapur, Odisha, with a capacity of 59,400 MT per
annum. Presently, the plant has two 16.5 submerged electric arc furnaces that commenced
commercial production in 2007. The plant is located on 143.5 acres of land.

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4. Tata Steel Processing & Distribution Ltd (TSPDL)
Holding Type – Subsidiary Holding %- 100%
Recognizing the tremendous business potential offered by the vast gap between steel producers’
offerings and the actual requirements of steel users, Tata Steel formed a 50:50 joint venture in
1997 with Ryerson Inc., USA, (North America’s largest metal processor and distributor), to
promote a steel service company, named Tata Ryerson Limited. The Company firmly established
itself as the dominant steel service company in India. It became a wholly-owned subsidiary of Tata
Steel in 2009 and acquired a new name, Tata Steel Processing & Distribution Ltd from January
2010.
5 Adityapur Toll Bridge Co Ltd (ATBCL)
Holding Type – Subsidiary Holding %- 88.50%
Adityapur Toll Bridge Co Ltd (ATBCL) is a Special Purpose Company promoted under PPP model
by Government of Jharkhand and Tata Steel Ltd. It is a public company incorporated on March 19,
1996. It is classified as Indian Non-government Company and is registered at Registrar of
Companies, Jharkhand. Its authorised share capital is (Rupee sign) 21.00 crores and its paid up
capital is (Rupee sign) 20.38 crores, Tata Steel being the major shareholder with 75% shares.
6. The Tinplate Company of India Limited (TCIL)
Holding Type – Subsidiary Holding %- 74.96 %
The Tinplate Company of India Limited (TCIL), a subsidiary of Tata Steel Limited (TSL), was
incorporated in 1920 and started its commercial production in 1922. These are among the most
versatile packaging substrates used for packaging edible and non-edible products, and are used

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for its eco-friendly and superior properties vis-à-vis other packaging substrates such as glass,
paper, plastics, aluminum, etc.
7. Tayo Rolls Limited
Holding Type – Subsidiary Holding %- 54.91 %
Tayo Rolls Limited, a Tata Enterprise and a subsidiary of Tata Steel since 2008, was promoted in
1968 by Tata Steel Limited and Yodogawa Steel Works Limited, Japan and Nissho Iwai
Corporation (now Sojitz Corporation), Japan. Tayo Rolls Limited is a leading Roll manufacturer,
headquartered in Jamshedpur, India.
8. Tata Sponge Iron Limited (TSIL)
Holding Type – Subsidiary Holding %- 54.50 %
Tata Sponge Iron Limited (TSIL) was conceptualised to put India’s first indigenous technology for
sponge iron manufacture on a commercial platform. TSIL is considered a benchmark among the
coal-based sponge iron plants. It is arguably the only debt-free, dividend-paying sponge iron
company in India for the last 23 years. It is also known for its exemplary environmental standards
in an industry otherwise infamous for pollution. It was the first company to receive the integrated
certification of ISO-9001, ISO 14001 & OHSAS 18001. It is also the first DRI plant in the world to
achieve TPM certification in 2012. It has received a number of state and national awards from the
government and industrial confederations and institutions in the fields of environment, productivity,
safety, quality, HR, corporate governance, etc.

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9. Jamshedpur Continues Annealing And Processing Company PVT Ltd (CAPCPL)
Holding Type – Subsidiary Holding %- 51.00 %
CAPCPL is a joint venture between Tata Steel Limited (51%) and Nippon Steel & Sumitomo Metal
Corporation (NSSMC, 49%). Its state-of-the-art technology caters exclusively to India’s growing
demand for cold rolled steels in the automotive segment. It thus enables automotive OEMs to
address their strategic objective of increased localisation. Located within Tata Steel’s Jamshedpur
Works, the company has an installed capacity of 600,000 TPA.
10. TM International Logistics Limited
Holding Type – Subsidiary Holding %- 51.00 %
TM International Logistics Limited was incorporated as a joint venture company between Tata
Steel and IQ Mar trade of Germany to provide cost-efficient port-related services. With the vision
of being a reliable logistics service provider characterized by operational excellence, TMILL’s wide
range of logistics services comprises port operations, shipping, freight forwarding, customs house
agency, inland logistics, warehousing, ship agency services and marine services.
11. Tata Metaliks Ltd (TML)
Holding Type – Subsidiary Holding %- 50.09 %
Tata Metaliks Ltd (TML) is a listed company and subsidiary of Tata Steel (holding 50.09%).
Seventy percent of its production is converted into foundry-grade pig iron while the remainder is
transformed into molten metal for value addition and converting into ductile iron pipes by its 100%
subsidiary, TMDIPL. Both plants are located at Kharagpur, West Bengal. TML holds a leadership
position in the foundry grade pig iron market.

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12. Mjunction Services Limited
Holding Type – joint venture Holding %- 50.00 %
Kolkata-based m-junction Services Limited was incorporated in 2001 as a 50:50 joint venture
between Tata Steel and SAIL. Today, m-junction is not only the world’s largest e-marketplace for
steel, it also exists on a wide spectrum of B2B e-commerce services comprising e-selling, e-
procurement, e-finance, e-retail, loyalty solutions and knowledge services across diverse industry
verticals.
13. S&T Mining Company Private Limited
Holding Type – Joint venture Holding %- 50.00 %
A 50:50 joint venture of SAIL and Tata Steel, S&T Mining's main objective is to work in the coking
coal and mineral space domestically and internationally. The other objectives of the Company
include beneficiation of coal and minerals, acquisition of international mining assets, mining of
other minerals related to raw materials of steel and building on a competency, to provide
consultancy services.
14. Tata BlueScope Steel Ltd
Holding Type – Joint venture Holding %- 50.00 %
Tata BlueScope Steel Ltd is an equal joint venture between Tata Steel and BlueScope Steel. The
joint venture was established in November 2005 to operate in the SAARC region (South Asian
Association for Regional Cooperation). The company has facilities in Chennai, Jamshedpur, Pune
and Bhiwadi. Its Coated Steel Business Division and Building Products Division have developed
multiple brands that are leaders in their segments.

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15. Tata NYK Shipping Pvt. Ltd
Holding Type – Joint venture Holding %- 50.00 %
Tata NYK Shipping Pvt. Ltd is a 50:50 joint venture of Tata Steel and NYK Line – one of the
largest shipping companies in the world. Tata NYK offers solutions that help its customers manage
their supply chain effectively.
Tata NYK has several diversified, high-performance, environment-friendly Japanese-built vessels.
Its ability to trade worldwide in a multitude of trade routes, carrying a wide range of cargoes for a
varied set of customers, gives it a competitive edge. Tata NYK has attained ISO 9001:2008 and
ISO 14001:2004 certifications.
16. JAMIPOL Ltd
Holding Type – Associate company Holding %- 39.78 %
JAMIPOL Ltd. is a joint venture between Tata Steel (42%), SKW Stahl-Metallurgy, Germany
(30%) and TAI Industries and associates (27%). With a key purpose of improving the quality of
life through leadership in sectors of national economic significance, JAMIPOL’s products are
certified to Integrated Management System (IMS) for three major international standards – ISO
9001:2008, ISO 14001: 2004 and OHSAS 18001: 2007. The company has facilities in
Kalinganagar and Jamshedpur.

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2.3 HRM Background and Practices:
The Steel industries has become a complex activity within the Steel market Linked directly and
indirectly with an over-all national growth and its impact as an integral part of regional segment of
a global environment. Almost every Steel industries are involved various Functions in a day's job
and as bell as long term strategically planning. Thus requires a highly Effective team and
appropriate Manpower to run the organization. Corporate goals are translated into viable realities
and profits only with human element that plays their due role in achieving the desired results. Thus
even the high automation would require proper man behind the machine to make things happen.
This idea has been realized by top management in progressive corporate industries. Many other
organized sectors Like, banking, chemical, oil and gas requires multi-layer manpower for its
various requirements of professionals and support staff. The range may require reasonably
educated security guards on the one end and a highly educated and trained professional as head
of corporate finance , production process, marketing, sales quality and the other related work.
With liberalization of activities within the steel sector, for example, produce the new product in
market for modern township project product for defense, product with global environmental
condition and so many consumable projects. Steel industries has turned itself into a more market-
based business where industries have expanded their reach more to customers' door steps in a
big way making business more practical. This has further highlighted the need for proper
deployment of man-power to run industries more efficiently. For many years, HRM Tata steel like
other institutions has been handling this sensitive activity through respective personnel
departments. Personnel departments were primarily engaged in approval of leaves, handling of
staff loans, issuance of show cause, conducting disciplinary enquiries and termination from service.

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Recruitment was a routine function and was done in a mechanical way to hire people with specific
educational background irrespective of their real value to the institution. Success stories of Tata
steel have been evident of the fact that HRM is quite different from management of physical
assets. Human brain has its own peculiar chemistry. Its strong sensory and decision-making
capacity has to be greatly emphasized by the employers. The work force constituting all levels of
employees is constantly thinking in many dimensions. On the one hand it is the assigned duty and
task they are to perform and for which they are paid by their employer, on the other they think of
their long run goals and objectives. By no means, their brains can be controlled to think beyond the
current situation of employment. Managing this educated, skillful and trustworthy work force is not
an easy job. A few of the current challenges faced by the steel industry in terms of human
resource management may be the following:
 To make the entire System stronger, efficient and low-cost, the creation of Fundamentals
must include in the steel operations, strategies and processes: strengthening the Quality
norms and market discipline; adoption of international benchmarks; management of
Organizational change and consolidation within the financial system; upgrading the
technological infrastructure of the production system; and human resource development as
the catalyst of the Transformation.
 The Human Resource field in the steel Industry is considered as one of the process of
discovery and transformation. The field of Human Resource can be described as emergent
and dynamic within the cultural business aspect in a steel Industry. The success of today‘s
steel business will sparsely depends on the human resources of the organization, in which
plays a crucial role in providing the services needed.
 The evolution of steel production in India affected the human resource practices, recruitment
and selection practices, and training system. It is very important that the details of human

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resource are discussed along with the employees, to build their own career planning,
perceptions and development.
 The primary strength of the industry is the human resource that is why the efforts to develop
the skills and management are the main subject placed before the human resource. A major
challenge for many steel industries will be to develop the special competencies and skills for
quality production, sells development, marketing and risk management. Putting the
information technology is a key contributed in human resource development. Therefore, the
HR model of the future will require professionals to be both driving and anticipating change,
Understanding the complexities of the new business environment and forces to shaping it.

2.4 HR Practices and Methods
A key focus of the human resource management is highlighted in the role of Staffing, performance
management, training and development, and compensation that plays Indifferent types of business
strategies. With the acquisition and preparation of human resources, including planning,recruitment,
selection, and training can affect the whole organizational performance. The HR planning, the start
of the strategy, illustrates the process of developing human resource plan. The strengths and
weaknesses of staffing options such as outsourcing, use of contingent workers, and downsizing are
involved in practices. The recruitment process is done strategically to determine the talented
employee fit for the position. The selection process emphasizes the ways in minimizing errors in
employee selection and placement to improve the company‘s competitive position. The selection
method standards such as validity and reliability are utilized.
An effective training systems of the manager‘s role in determining employees readiness for
Training, creating a positive learning environment, and ensuring the training is used on the job.

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Beyond the human resource strategies are the rewarding and compensating that can strengthen or
weaken the employee effectiveness. In order to give recognition and increase motivational levels.
Amongst the employees, Tata steel linked with the individual performance in an incentive scheme
– or for some rewards that may come into any form like sabashi award, Suggestion management
scheme, kaizen coupon, and other direct or indirect benefit .In Summary, all of the HRM strategies
and function should be aligned to help the company meet Its objectives – as well as focusing on
their customers. The best practice approach assert that certain HR practices are found to
consistently lead to higher organizational performance, independent of an organization‘s stated
Strategy. The high performance HR practices foster innovation through the development of
Innovation values, Encouraging of information sharing, goal setting and appropriate training and
development

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CHAPTER-3
3.0 Job analysis, Job design and Job evaluation
A job is defined as a collection of duties and responsibilities which are given together to an
Individual employee. Job analysis is the process of studying and collecting information relating to
operations and responsibilities of a specific job. It can be explained with the help of the following
diagram.
3.1. Job analysis
Job Analysis is a process to identify and determine in detail the particular job duties and
requirements and the relative importance of these duties for a given job. Job Analysis is a process
where judgments are made about data collected on a job.
Job analysis contains a simple term called "analysis", which means detailed study or examination
of something (job) in order to understand more about it (job). Therefore job analysis is to
understand more about a specific job in order to optimize it. Job analysis is a systematic process
of collecting complete information pertaining to a job. Job analysis is done by job analyst who is an
officer have been trained for it.
Job analysis is a procedure through which you determine the duties and responsibilities, nature of
the jobs and finally to decide qualifications, skills and knowledge to be required for an employee to
perform particular job. Job analysis helps to understand what tasks are important and how they are
carried on. Job analysis forms basis for later HR activities such as developing effective training
program, selection of employees, setting up of performance standards and assessment of
employees ( performance appraisal)and employee remuneration system or compensation plan.

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The intention behind job analysis is to answer questions such as:
 What is the need of the job to exist?
 What physical and mental activities does the worker undertake?
 When is the job to be performed?
 Where is the job to be performed?
 How does the job performed by an employee?
 What qualities and qualifications are required to perform the job?
 Job description Job specification.
 Job title/ name of the job Qualification.
 Working hours Qualities.
 Duties and responsibilities Experience.
 Working conditions Family background.
 Salary and incentives Training.
 Machines to be handled on the job Interpersonal skills.
As mentioned in the above table job analysis is divided into 2 parts
a) Job Description
Job Description is a broad and written statement of a specific job in the organisation, based on
the findings of a job analysis. Job Description generally includes duties, purpose, responsibilities,
scope, and working conditions of a job along with the title of the job, and the name or designation
of the person to whom the employee will report. Job description usually forms the basis of job
specification.

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(b) Job specification
Job specification is a statement in which we explain the qualities required by people applying for
the job.
 Job specification as a statement of minimum qualification that person must possess to
perform a given job successfully --- Stephen. P. Robbins & Marry Coutler.
 Job specification is a statement of employee characteristics and qualifications required for
satisfactory performance of defined duties and tasks comprising a specific job or function.
Job specification is derived from job analysis.
While the job description describes activities to be done, it is job specifications that list the
knowledge, skills, and abilities an individual needs to perform a job satisfactorily. Knowledge, skills,
and abilities (KSAs) include education, experience, work skill requirements, personal abilities, and
mental and physical requirements. Job specifications for a data entry operator might include a
required educational level, a certain number of months of experience, a typing ability of 60 words
per minute, a high degree of visual concentration, and ability to work under time pressure. It is
important to note that accurate job specifications identify what KSAs a person needs to do the job,
not necessarily what qualifications the current employee possesses.
The following are the benefits of job analysis.
1. Organizational structure and design:-
Job analysis helps the organization to make suitable changes in the organizational structure, so
that it matches the needs and requirements of the organization. Duties are either added or deleted
from the job.

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2. Recruitment and selection:-
Job analysis helps to plan for the future human resource. It helps to recruit and select the right
kind of people. It provides information necessary to select the right person.
The recruitment and selection process is important for new and established businesses alike.
human resources department has the support and expertise of employment specialists who assist
hiring managers with the procedures to ensure the company's leaders are making wise hiring
decisions. There are several pieces to the recruitment and selection process: sourcing candidates,
reviewing and tracking applicants, conducting interviews and selection for employment.
3. Performance appraisal and training/development:-
Based on the job requirements identified in the job analysis, the company /individual department
decides a training program. Training is given in those areas which will help to improve the
performance on the job. Similarly when appraisal is conducted we check whether the employee is
able to work in a manner in which we require him to do the job.
4. Job evaluation:-
Job evaluation refers to studying in detail the job performance by all individual. The difficulty levels,
skills required and on that basis the salary is fixed. Information regarding qualities required, skilled
levels, difficulty levels is obtained from job analysis.
5. Promotions and transfer:-
When Tata steel give a promotion to an employee company need to promote him on the basis of
the skill and talent required for the future job. Similarly when company transfers an employee to
another department or unit the job must be very similar to what he has done before. To take these
decisions company collect Information from job analysis.

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6. Career path planning:-
Many companies have not taken up career planning for their employees. This is done to prevent
the employee from leaving the company. When company plans the future career of the employee,
information will be collected from job analysis. Hence job analysis becomes important or
advantageous for company as bell as employee.
7. Labour relations:-
When companies plan to add extra duties or delete certain duties from a job, they require the help
of job analysis, when this activity is systematically done using job analysis the number of problems
comes on the account of management, discuss with Tata worker union members to reduce the
labour problem and improve the labour relations.
8. Health and safety:-
Tata steel prepares their own health and safety, plans and programs based on job analysis and
under guidance of factory act 1948 with Bihar factory rule. From the job Analysis Tata steel
identifies the risk factor on the job and based on the risk factor.
Company provide the safety equipment’s, safety appliances and safety training to improve the
safety condition and safe work place for employee as bell as visitor or contractor labor. Tata steel
is one of the steel companies who follow DuPont safety stander in its work place for its aim to zero
accident policy.
9. Acceptance of job offer:-
When a person is given an offer/appointment letter the duties to be performed by him are clearly
mentioned in it, this information is collected from job analysis, which is why job analysis becomes
important.

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Methods of job analysis
Def: - A job is defined as a collection of duties and responsibilities which are given together to an
individual employee. Job analysis is the process of studying and collecting information relating to
operations and responsibilities of a specific job.
There are different methods used by Tata steel to collect information and conduct the job analysis.
These methods are
1.Personal observation:-
In this method the observer actually observes the concerned worker. He makes a list of all the
duties performed by the worker and the qualities required to perform those duties based on the
information collected, job analysis is prepare.
2. Actual performance of the job:-
In this method the observer who is in charge of preparing the job analysis actually does the work
himself. This gives him an idea of the skill required, the difficulty level of the job, the efforts
required etc.
3. Interview method:-
In this method an interview of the employee is conducted. A group of experts conduct the
interview. They ask questions about the job, skilled levels, and difficulty levels. They question and
cross question and collect information and based on this information job analysis is prepared.

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4. Critical incident method:-
In this method the employee is asked to write one or more critical incident that has taken place on
the job. The incident will give an idea about the problem, how it was handled, qualities required
and difficulty levels etc. critical incident method gives an idea about the job and its importance. (A
critical means important and incident means anything which takes place in the job)
5. Questioner method: -
In this method a questioner is provided to the employee and they are asked to answer the
Questions in it. The questions may be multiple choice questions or open ended questions. The
Questions decide how exactly the job analysis will be done. The method is effective because
People would think twice before putting anything in writing.
6. Log records:-
Companies can ask employees to maintain log records and job analysis can be done on the basis
of information collected from the log record. A log record is a book in which employee‘s record /
writes all the activities performed by them on the job. The records are extensive as well as
exhausted in nature and provide a fair idea about the duties and responsibilities in any job.
7. HRD records: -
Records of every employee are maintained by HR department. The record contain details about
Educational qualification, name of the job, number of years of experience, duties handled, any
Mistakes committed in the past and actions taken, number of promotions received, area of work,
core competency area, etc. based on these records job analysis can be done.

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3.2 .Job design
Definitions: - Job design is the process of formation of structure to work activities. This is a
systematic process of organizing specific job. It is thus, the logical sequence of job analysis which
provides the job related data and skill requirement of the incumbent.
It is the management function of organizing tasks, duties and responsibilities into a unit of work. It
helps to set the purpose, fix and task characteristics and duties. Job design is another words, can
be defined as the integration of job content and the method of doing the job. This combines the
qualification, skills and experience required for the job intrinsic and extrinsic rewards associated
with job, and the basic relationship between organizational needs and employee needs.
Job design is the process of
a) Deciding the contents of the job.
b) Deciding methods to carry out the job.
c) Deciding the relationship which exists in the organization.
Job analysis helps to develop job design and job design matches the requirements of the job with
the human qualities required to do the job.
Factors affecting job design: - There are various factors which affect job design in the
company. Factors affecting job design
1. Organizational factors
2. Environmental factors
3. Behavioral factors

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1. Organizational factors:-
Organizational factors to refer to factors inside the organization which affect job design they are
a) Task characteristics:-
Task characteristics refer to features of the job that is depending on the type of job and the duties
involved in it the organization will decide, how the job design must be done. In case the company
is not in a position to appoint many people; a single job may have many duties and vice versa.
b) The process or flow of work in the organization:-
There is a certain order in which jobs are performed in the company. In case the company wishes
it could combine similar job and give it to one person this can be done if all the jobs come one
after the other in a sequence.
c) Ergonomics:-
Ergonomics refers to matching the job with physical ability and characteristics of the individual
band in providing an office environment which will help the person to complete the jobs faster and
in a comfortable manner.
d) Work practices:-
Every organization has different work practices. Although the job may be the same the method of
doing the job differs from company to company. This is called work practice and it affects job
design.

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2. Environmental factors:-
Environmental factors which affect job design are as follows
a) Employee availability and ability:-
Certain countries face the problem of lack of skilled labour. They are not able to get employees
with specific education levels for jobs and have to depend on other countries due to this job design
gets affected.
b) Social and cultural expectations:-
The social and cultural conditions of every country is different so when an MNC appoints an Indian
it has to take into account like festivals, auspicious time, inauspicious time, etc. to suit the Indian
conditions. This applies to every country and therefore job design will change accordingly.
3. Behavioral factors:-
Job design is affected by behavioral factors also. These factors are
a) Feedback: -
Job design is normally prepared on the basis of job analysis and job analysis requires employee
feedback based on this employee feedback all other activities take place. Many employees are
however not interested in providing a true feedback because of fear and Insecurity. This in turn
affects job deign.
c) Autonomy :-
Every worker desires a certain level of freedom to his job effectively. This is called
autonomy. Thus when we prepare a job design we must see to it that certain amount of
autonomy is provided to the worker so that he carries his job effectively.

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c) Variety:-
When the same job is repeated again and again it leads to burden and monotony. This leads to
lack of interest and carelessness on the job. Therefore, while preparing job design certain amount
of variety must be provided to keep the person interested in the job.
Methods of job design
There are various methods in which job design can be carried out. These methods help to analysis
the job, to design the contents of the and to decide how the job must be carried out.
These methods are as follows: -
I. Job rotation
II. Job enlargement
III. Job enrichment
1. Job Rotation: -
Job rotation involves shifting a person from one job to another, so that he is able to understand
and learn what each job involves. The company tracks his performance on every job and decides
whether he can perform the job in an ideal manner. Based on this he is finally given a particular
posting. Job rotation is done to decide the final posting for the employee e.g. Mr. A is assigned to
the marketing department whole he learns all the jobs to be performed for marketing at his level in
the organization .after this he is shifted to the sales department and to the finance department and
so on. He is finally placed in the department in which he shows the best performance Job rotation
gives an idea about the jobs to be performed at every level. Once a person is able to understand
this he is in a better understanding of the working of organization

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Advantages of job rotation
i. Avoids monopoly:-Job rotation helps to avoid monopoly of job and enable the
employee to learn new things and therefore enjoy his job
ii. Provides an opportunity to broaden one’s knowledge:-Due to job rotation the
person is able to learn different job in the organization this broadens his knowledge
iii. Avoiding fraudulent practice:-In an organization like bank jobs rotation is
undertaken to prevent employees from doing any kind of fraud i.e. if a person is
handling a particular job for a very long time he will be able to find loopholes in the
system and use them for his benefit and indulge (participate) in fraudulent practices job
rotation avoids this.
Disadvantages of Job Rotation
i. Frequent interruption:- Job rotation result in frequent interruption of work .A
person who is doing a particular job and gets it comfortable suddenly finds himself
shifted to another job or department .this interrupts the work in both the departments
ii. Reduces uniformity in quality :- Quality of work done by a trained worker is
different from that of a new worker .when a new worker I shifted or rotated in the
department, he takes time to learn the new job, makes mistakes in the process and
affects the quality of the job.
Misunderstanding with the union member: - Sometimes job rotation may lead
to misunderstanding with members of the union. The union might think that employees
are being harassed and more work is being taken from them. In reality this is not the
case.

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2. Job enlargement: -
Job enlargement is another method of job design when any organization wishes to adopt proper
job design it can opt for job enlargement. Job enlargement involves combining various activities at
the same level in the organization and adding them to the existing job. It increases the scope of
the job. It is also called the horizontal expansion of job activities.
Jon enlargement can be explained with the help of the following example - If Mr. A is working as
an executive with a company and is currently performing 3 activities on his job after job
enlargement or through job enlargement we add 4 more activities to the existing job so now Mr. A
performs 7 activities on the job. It must be noted that the new activities which have been added
should belong to the same Hierarchy level in the organization. By job enlargement we provide a
greater variety of activities to the individual so that we are in a position to increase the interest of
the job and make maximum use of employee‘s skill. Job enlargement is also essential when
policies like VRS are implemented in the company.
Advantages of job enlargement
i. Variety of skills: - Job enlargement helps the organization to improve and increase the skills
of the employee due to organization as well as the individual benefit.
ii. Improves earning capacity:- Due to job enlargement the person learns many new
activities. When such people apply for jobs to other companies they can bargain for more salary.
iii. Wide range of activities:-Job enlargement provides wide range of activities for employees.
Since a single employee handles multiple activities the company can try and reduce the number of
employee‘s. This reduces the salary bill for the company.

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Disadvantages of job enlargement
i. Increases work burden:- Job enlargement increases the work of the employee and not
every company provides incentives and extra salary for extra work. Therefore the efforts of the
individual may remain unrecognized.
ii. Increasing frustration of the employee: - In many cases employees end up being
frustrated because increased activities do not result in increased salaries.
iii. Problem with union members:- Many union members may misunderstand job
enlargement as exploitation of worker and may take objection to it.
3. Job enrichment: -
Job enrichment is a term given by Fredric Herzberg. According to him a few motivators are added
to a job to make it more rewarding, challenging and interesting. According to Hertzberg the
motivating factors enrich the job and improve performance. In other words we can say that job
enrichment is a method of adding some motivating factors to an existing job to make it more
interesting.
The motivating factors can be
a. Giving more freedom.
b. Encouraging participation.
c. Giving employees the freedom to select the method of working.
d. Allowing employees to select the place at which they would like to work.
e. Allowing workers to select the tools that they require on the job.

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f. Allowing workers to decide the layout of plant or office.
Job enrichment gives lot of freedom to the employee but at the same time increases the
responsibility. Some workers are power and responsibility hungry. Job enrichment satisfies the
needs of the employees.
Advantages of job enrichment
i. Interesting and challenging job: - When a certain amount of power is given to employees
it makes the job more challenging for them, we can say that job enrichment is a method of
employee empowerment.
ii. Improves decision making: - Through job enrichment we can improve the decision making
ability of the employee by asking him to decide on factory layout, method and style of working.
iii. Identifies future managerial caliber: -When we provide decision making opportunities to
employees, we can identify which Employee is better that other in decision making and mark
employees for future promotion.
iv. Identifies higher order needs of employees:- This method identifies higher order
needs of the employee. Abraham Maslow‘s theory of motivation speaks of these higher order
needs e.g. ego and esteemed needs, self-actualization etc. These needs can be achieved through
job enrichment.
v. Reduces work load of superiors:- Job enrichment reduces the work load of senior staff.
When decisions are taken by juniors the seniors work load is reduced.

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Disadvantages of job enrichment
i. Job enrichment is based on the assumptions that workers have complete knowledge to take
Decisions and they have the right attitude. In reality this might not be the case due to which there
can be problems in working.
ii. Job enrichment has negative implications i.e. Along with usual work decision making work is
also given to the employees and not many may be comfortable with this.
iii. Superiors may feel that power is being taken away from them and given to the junior‘s. This
Might lead to ego problems.
iv. This method will only work in certain situations. Some Responsibility; this method will not work
for such jobs.jobs already give a lot of freedom and
v. Some people are internally dissatisfied with the organization. For such people no amount of job
enrichment can solve the problem.

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3.3 Job Evaluation
Job evaluation is a process of determining the relative worth of a job. It is a process which is
helpful even for framing compensation plans by the personnel manager. Job evaluation as a
process is advantageous to a company in many ways:
I. Reduction in inequalities in salary structure – It is found that people and their
motivation is dependent upon how well they are being paid. Therefore the main objective of job
evaluation is to have external and internal consistency in salary structure so that inequalities in
salaries are reduced.
ii.Specialization – Because of division of labour and thereby specialization, a large number of
enterprises have got hundred jobs and many employees to perform them. Therefore, an attempt
should be made to define a job and thereby fix salaries for it. This is possible only through job
evaluation.
Iii. Helps in selection of employees – The job evaluation information can be helpful at the
time of selection of candidates. The factors that are determined for job evaluation can be taken into
account while selecting the employees.
iV. Harmonious relationship between employees and manager - Through job
evaluation, harmonious and congenial relations can be maintained between employees and
management, so that all kinds of salaries controversies can be minimized.
V. Standardization - The process of determining the salary differentials for different jobs
become standardized through job evaluation. This helps in bringing uniformity into salary structure.

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Vi.Relevance of new jobs - Through job evaluation, one can understand the relative value of
new jobs in a concern.
According to Kimball and Kimball,“ Job evaluation represents an effort to determine the relative
value of every job in a plant and to determine what the fair basic wage for such a job should be.”
Thus, job evaluation is different from performance appraisal. In job evaluation, worth of a job is
calculated while in performance appraisal, the worth of employee is rated.

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CHAPTER-4
4.0 Human Resource Planning
This is the process which assures the organization that it will have adequate number of qualified
persons, at requisite times, performing in a way to satisfy the needs of the organization & also
provide satisfaction to the individual employee, so employed.
The process involves:
a) Estimating the present & future requirements of human resources based on objectives & long
range plans of the organization.
b) Calculation of net human resource requirements based on the present availability of human
resources.
c) Taking suitable steps to identify, mould, change & develop the strength of existing employees
so as to meet the future requirements.
d) Preparation of action plans to acquire the balance human resources from outside the
organization & to develop the existing employees.

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4.1. Recruitment:
It is the process of searching for future employees (requirement) & ensuring they apply for jobs
in the organization. It involves:
a) Identification of existing sources of candidates & developing them.
b) Seeking out & identifying new sources of applicants.
c) Motivating the right type of candidates to apply for jobs in the organization.
d) Ensuring a healthy balance between internal & external sources.
4.2. Selection:
It is the process of ascertaining the qualifications, experience, skill, Knowledge, etc. of an applicant
to ascertain his/her suitability for the job applied.This includes:
a) Developing application blanks.
b) Creating & developing valid & reliable testing techniques.
c) Formulating interviewing techniques.
d) Checking of references.
e) Setting up for medical examination policy & procedure.
f) Line Managers to be involved in the decision making.
g) Sending letters of appointment.
h) Employing the selected candidates, when he reports for duty.

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4.3. Placement:
It is a process of allotting to the selected candidate the most suitable job, as per the job
requirements & employee specifications.
This function includes:
a) Counseling the concerned managers regarding the placements.
a) Overseeing the follow-up studies, employee performance appraisal to monitor
employee adjustment to the job, in the coming days.
b) Correcting wrong/misjudged placements, if any.
4.4. Induction & Orientation:
These are procedures by which a new employee is rehabilitated in the new surroundings &
introduced to the practices, procedures, policies, people, etc. of the organization. It includes:
a) Familiarizing the employee with company philosophy, objectives, policies, career planning &
development, company product, market share, history, culture, etc.
b) Introduce new employee to the people—his colleagues, supervisors & subordinates.
c) Mould the employees by orientation methods to the new working conditions

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CHAPTER-5
5.0 Human Resource Development
This process involves improving, molding, & developing the skills, knowledge, creativity, attitude,
aptitude, values, commitment, etc. based on the present & future job & company Requirements.
Human Resource Development (HRD) is the framework for helping employees develop their
personal and organizational skills, knowledge, and abilities.
HRD is one of the most significant opportunities that employees seek when they consider you as
an employer. The ability, and encouragement, to continue to develop their skills help you to retain
and motivate employees.
Human Resource Development includes such opportunities as employee training, employee career
development, performance management and development, coaching, mentoring, succession
planning, key employee identification, tuition assistance, and organization development.
The focus of all aspects of Human Resource Development is on developing the most superior
workforce so that the organization and individual employees can accomplish their work goals in
service to customers. Organizations have many opportunities for human resources or employee
development, both within and outside of the workplace.
Human Resource Development can be formal such as in classroom training, a college course, or
an organizational planned change effort. These are the options that you have for developing your
employees. Formal training can add value in your workplace.

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Or, Human Resource Development can be informal as in employee coaching by a manager or
internal training and development classes taught by internal staff or a consultant. Mentoring by
more experienced employees is also recommended for employee development.
It is especially useful as employees become more senior within organization. Traditionally,
executive leaders and senior managers are resistant to training classes and conference
educational sessions. Healthy organizations believe in Human Resource Development and cover
all of these bases. One option that is recommended, in preference to many other ways in which
organizations develop employees, is to provide internal training either with internal staff or a paid
facilitator or consultant.

1. Performance Appraisal:
It is the continuous & systematic evaluation of individual employees with respect to their
performance & their potential for future development.
It includes:
a) Enunciating policies, procedures & techniques.
b) Assisting functional managers.
c) Reviewing & summarizing reports.
d) Evaluating the effectiveness of various programmes.

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2. Training:
It is the process of transmitting the employees the technical & operating skills and knowledge. It
includes
a) Identification of training needs of the individuals & for the organization.
b) Developing appropriate training programmers.
c) Assisting & advising the management in the conduct of training programmes.
d) Transmitting requisite job skills & job knowledge to the employees.
e) Asses the effectiveness of the training programmes.

5.1 Management Development:
It is the process of designing & conducting appropriate executive development programmes so as
to develop the managerial & human relations skills of the employees. It includes:
i. Identification of the areas in which management development is needed.
Ii.conducting development programmers.
Iii Motivating executives/managers.
iv. Designing special development programmers/ assessment procedures for promotions.
V Utilizing the services of specialists-both internal & external for development &/or Institutional
(external) development programmes.
vi Evaluating the effectiveness of executive development programmes.

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5.2. Career Planning & Development:
Effective HRM encompasses career planning, career development and succession planning. An
organization without career planning and career development initiatives is likely to encounter the
highest rate of attrition, causing much harm to their plans and programmes. Similarly without
succession planning managing of vacancies, particularly at higher levels, become difficult. There
are examples of many organizations that had to suffer for not being able to find a right successor
for their key positions. With the increase scope for job mobility and corporate race for global
headhunting of good performers, it is now a well-established fact that normal employment span for
key performers remains awfully short.
The term career planning and career developments are used interchangeably in most of the
organizations. It is the planning of one‘s career & implementation of career plans by means of
education, training, job search & acquiring of work experience. It includes:
i. Internal and External mobility :-
The lateral or vertical movement (promotion, transfer, demotion or separation) of an employee
within an organization is called ´internal mobility.
‡Some employees leave the organization for reasons such as better prospects, retirement,
termination, etc. such movements are known as external mobilityµ
Vertical, horizontal transfers, promotions and demotion is the part of internal mobility.

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NEED FOR INTERNAL MOBILITY - The internal mobility is needed for the following reasons -
 Changes in technology, mechanisation etc. resulting in enhancement of job demands.
 Expansion and diversification of production/operations.
 Adding different lines of auxiliary and supportive activities in the organisation.
 Taking up of geographical expansion and diversification.
 Introduction of creative and innovative ideas in all the areas of management resulting in-
increased job demands.
 Changes in employee skill, knowledge, abilities aptitude, values etc
 Changing demands of trade unions regarding protecting the interests of their members.
 Changing government role in human resource management.
 Economic and business trends and their impact on job design and demands.
ii. Transfer:-
Process of placing employees in the same level jobs where they can be utilized more effectively as
per the needs of the organization. This also means developing transfer policies, offering assistance
& guidance to employees under transfer orders & evaluating transfer policy periodically.
iii. Promotion:-
It deals with the upward assignment of employees to occupy higher positions (with better status &
pay) in consonance with resources of employees & job requirement. The department must ensure
that.
 Equitable, fair & consistent promotions are formulated & administered.
 Managers & employees are given assistance & guidance on the subject of promotion.
 Executions of promotional policies are as per policies & procedures.

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iv. Demotion: -
it is the downward assignment of an employee in an organization. The department must ensure
that:
 Equitable, fair & consistent demotion policies are drawn up.
 Assisting & advising employees regarding demotions.
 Ensure fair implementation of demotion Policies & Procedures.
5.3. Organizational Development:
The planned process drawn up to improve organizational effectiveness through changes in
individual & group behavior, culture & systems of the organization—drawing models from applied
behavioral science.
Theory and practice of planned, systematic change in the attitudes, beliefs, and values of the
employees through creation and reinforcement of long-term training programs. OD is action
oriented. It starts with a careful organization-wide analysis of the current situation and of the future
requirements, and employs techniques of behavioral sciences such as behavior modeling,
sensitivity training, and transactional analysis. Its objective is to enable the organization in
adopting-better to the fast-changing external environment of new markets, regulations, and
technologies.

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CHAPTER-6
6.0 Compensations Management
The Definition of Compensation Management:
In simple terms, compensation is everything that a company offers its employees in return for their
talent and time. When organized the right way, compensation can be strategically leveraged to
reduce turnover, boost employee engagement and attract top talent. The purpose of compensation
management is to make the most of company pay in rupees in a way that rewards employees for
their work.
Why is Compensation Management so important?
Compensation management makes a company vigilant. It drives managers to be on the look out
for star performers who must be given rewards for their efforts, which ultimately decreases the risk
of losing a valuable employee.
It is positive reinforcement. Yes, money doesn’t make the world go round and if line managers are
not friendly, helpful and supportive retention is difficult. But cash prizes and consistent monetary
perks in conjunction with a great work environment allow companies to grow by leaps and bounds
through motivated, hardworking employees.
Compensation management enhances the company’s reputation. When workers are satisfied with
their monetary and intangible rewards, they attract better prospects for vacant positions, bringing
new, fresh talent to the organization.

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6.1. Compensation
Compensation includes all the extrinsic rewards that an employee receives during and after the
course of his sob. For his contributions to the organization. The principles of compensation
payment are that it has to be adequate, equitable and fair to the employees. Compensation
encompasses base salary, incentives, bonus and benefits and is based on job evaluation.
Job evaluation-
It is a systematic determination of the value of each job in relation to other jobs in the organization,
in the industry and in the market. In other words, job evaluation involves classifying a job based on
its importance and its contribution to the organization and its requirements.
It involves
 Identifying/designing suitable job evaluation techniques;
 Evaluating various jobs;
 Ascertaining the relative worth of jobs in various categories.
Wage and salary administration –
The process of formulating and operating a suitable wage and salary program is known as wage
and salary administration.
It includes:
 Conducting wage and salary survey in the market and in the industry;
 Determining wage and salary rates on the basis of various factors like law, equity, fairness
and performance;
 Implementing wage and salary administration programs;

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i. Incentives-
Incentives are the rewards an employee earns in addition to regular wages or salary based on the
performance of the individual, the team or the organization.
Ii Bonus
Bonus is primarily a share in the surplus or bounty and is directly related to the organization‘s
performance. In India, the payment of bonus is a very popular means of rewarding employees and
is governed by The Payment of Bonus Act 1965. Fringe benefits — Fringe benefits are those
monetary and non-monetary benefits given to employees during their employment, and sometimes,
in the post-employment period also. These benefits are connected to employment with the
organization and are not related to the employee‘s performance.
These benefits provide a sense of security to the employee and keep them committed to the
organization. Some of the marginal benefits include;
 Disablement benefits
 Housing facilities
 Canteen facilities
 Conveyance facilities
 Educational facilities for employees and their children
 Credit facilities
 Recreational facilities
 Medical and welfare facilities
 Post-retirement benefits
 Company stores
 Legal aid

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6.2. Compensations and Benefits:
Compensation and benefits is a sub-discipline of human resources, focused on employee
compensation and benefits policy-making. While compensation and benefits are tangible, there are
intangible rewards such as recognition, work-life and development. Combined, these are referred
to as total rewards. The term "compensation and benefits" refers to the discipline as well as the
rewards themselves.
Employee compensation and benefits are divided into four basic categories:
1. Guaranteed pay – a fixed monetary (cash) reward paid by an employer to an employee. The
most common form of guaranteed pay is base salary. Guaranteed pay also includes cash
allowances (housing allowance, transport allowance, etc.), differentials (shift differentials, holiday
differentials) and premiums (overtime, night shift, etc.)
2. Variable pay – a non-fixed monetary (cash) reward paid by an employer to an employee that is
contingent on discretion, performance, or results achieved. The most common forms of variable
pay are bonuses and incentives.
3. Benefits – programs an employer uses to supplement employees’ compensation, such as paid
time off, medical insurance, company car, and more.
4. Equity-based compensation – stock or pseudo stock programs an employer uses to provide
actual or perceived ownership in the company which ties an employee's compensation to the long-
term success of the company. The most common examples are stock options.
Tata steel provide compensations to its employees in shape of Cost of any medical Treatment in
Tata main hospital (TMH) Jamshedpur and tie up with India most trusted hospital like CMC
Vellore , Medanta Gurugram etc.

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Cancelled Holidays fees, Repair of vehicle, any injury while doing job tasks and some other.
Employees can claim their compensation if any above case occurs. Benefits which are provided By
Tata steel are Paid time off, Retirement, Disability Insurance, Education and training programs. In
Paid time off benefits the employee is paid for the time he don‘t worked duo to vacation, holiday
pay and sick pay.
Retirement benefits are in shape of pension, gratuity, provident fund and superannuation fund. In
disability Tata steel provide financial support when an employee becomes injured or ill and is
unable to do his/her job and in education & training programs Tata steel provide different
education & training to their employees to furbish their skill. Tata Steel benefits and perks,
including insurance benefits, retirement benefits, and vacation policy.
Compensation managers are responsible for researching, establishing, and maintaining a
company's pay system. In performing this important function, the compensation manager has to
research and understand the current and upcoming competitive markets for employee pay and
benefits. They must find ways to ensure that pay rates are fair and equitable to retain and recruit
employees.
The compensation manager may specialize, in larger organizations, in specific areas such as job
classification or market pay studies.
Compensation managers meet with line managers to help develop promotion and retention
strategies for existing employees.
They may be responsible for annual increase programs since companies often tie annual salary
increases to performance. Thus, a compensation manager can find herself working closely with
individual managers as well as HR business partners, HRIS experts and the payroll department to
ensure that raises are done correctly and fairly.

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CHAPTER-7
7.0 Human Relations
Human relations in the workplace are a major part of what makes a business work. Employees
must frequently work together on projects, communicate ideas and provide motivation to get things
done. Without a stable and inviting workplace culture, difficult challenges can arise both in the
logistics of managing employees and in the bottom line. Businesses with engaging workplaces and
a well-trained workforce are more likely to retain and attract qualified employees, foster loyalty with
customers and more quickly adapt to meet the needs of a changing marketplace.
Administering various human resources policies like employment development &compensation &
interactions among the employees on one hand & employees & the management on the other,
create a sense of working relationships between workers & management & trade unions. Basically
they are all interactions between human beings. Human relations, is therefore, is an important area
in management which integrates people into work situations in a way that motivates people to work
together with economic, psychological & social satisfaction thereby increasing their productivity.
Hence Human Resources Management functions will center on.
1. Understanding perception, personality, learning, intra & inter personal relations, inter & intra
group relations.
2. Motivating all employees.
3. Promoting employee morale.
4. Developing communication skills.
5. Developing leadership skills.

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6. Redressing satisfactorily through a well-defined grievance procedure.
7. Handling disciplinary cases by established disciplinary procedures & in all fairness.
8. Providing adequate counseling to solve employees ‘personal, work & family problems, thereby
releasing their stress & strain.
The main aim of Human relations in the workplace is.
Improving Retention
The quality of workplace relations is critical to employee retention. Employee retention may seem
trivial, especially in a workplace that is used to a high turnover, but managers must remember that
turnover is financially very costly. Every new employee requires a substantial investment of time
and energy in their recruitment and training. In addition, severing ties with old employees can
sometimes be challenging, especially if the circumstances are not particularly amicable. Making
sure quality employees remain interested and engaged in the business requires patience,
compassion and flexibility, but can actually make the business more financially sound.
Motivation and Productivity
Workplace relationships provide a source of employee motivation, which is important to maintaining
productivity. Employees who are interested in their work and in the well-being of other employees
tend to be more productive than those who are not. This productivity pays obvious financial
dividends to the company, as it can get more done in less time with fewer costs.
Fostering Creativity
The modern business environment often rewards businesses that are able to quickly develop
products that meet changing consumer needs.

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CHAPTER-8
8.0 HUMAN RESOURCE MANAGEMENT IN STEEL INDUSTRIES
The classification of the Steel industries into broad groups such as public sector, old private sector,
new private sector, on the basis of ownership pattern. It is also well known that the business mix,
delivery channels & IT strategies of these organizations vary substantially. What is little known but
of greater importance is that each of these industries follows very distinct HR practices which have
contributed, substantially, to the business processes.
Personnel management in a steel plant is concerned with obtaining, organizing, utilizing and
motivating the human resources needed by the steel plant. It develops requisite organizational
climate and management styles to promote effective effort of cooperation and trust amongst all the
employees of the steel plant. It aims at getting effective results by organizing and directing the co-
operative efforts of human beings. This also helps the organization in meeting its legal obligations
and social responsibilities.
Personnel management is an extension of the general management in the organization. It is
concerned with promoting and stimulating competent work force so that they can make their fullest
contribution to the organization for the achievement of its objectives and goals

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8.1. HRM IN SMALL PRIVATE STEEL INDUSTRIES
It is sad that the HR policies of private steel industries are totally dominated by the Registrar of
Company. This is, perhaps, one reason why the cooperatives are unable to improve themselves.
The HR function as practiced by private is effectively involved in the identification of specific skills
that each job warrants & recruiting suitable staff by every way possible. Recruitment is a
continuous process with a strong focus on getting the right person for the right job by offering
appropriate compensation, incentives & designations. There is a great energy spent in keeping the
turnover low & offering appropriate training inputs. Possibly there are as many pay structures as
there are employees. More importantly, HRM has a role in monitoring & mentoring the employee.
There are no routine transfers. Rather people are recruited in different geographical locations &
different levels. Technology has helped in centralizing the back office & other functions such that
service can be provided from a distance.
These institutions adopt a proactive performance appraisal system but still short of 360 Degree
appraisals. Their training process is concerned with both skills building & motivating. It should,
however be said that the demand for professionals on account of growth of Indian Business is such
that the efforts of HRM have not helped it from completely staving off staff turnover in the ranks.

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8.2. HRM IN PUBLIC SECTOR STEEL INDUSTRIES
The concepts of the phenomenon of change enunciated in the preceding chapter and different
viewpoints forwarded therein provide valuable insights into this area of management which has
assumed critical importance for the survival and growth of business organization in the present
context. It will also help in understanding the process of growth of public sector and steel industry
in India. The study of the growth of steel industry per se and the mariner in which the company
under study reacted to it would further lead to important understanding of the management of
change practiced by the company under study.
In the recent times, the contours of HR function in public sector steel industries are slowly but
definitely changing. One could say that these sectors are discovering the HR function & it is hoped
that these industries will fast catch up with others. It may be recalled that, in a controlled
environment & to meet with the rapid expansion project.
HRM practices similar to that of Government departments. Here in HRM did not have a direct role
in business development but was more concerned with centralized recruitment to staff & providing
them across the country.

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CHAPTER-9
9.0 Role and Responsibilities of the Human Resource Management in
Tata steel ltd.
While the impact of the global economic crisis has been felt in varied degrees across all the
geographies in which the Tata Steel Group (TSG) operates, keeping the employees cheerful and
motivated in these trying times has remained the focus of the Human Resources department. The
Group realises that its employees are the most valuable human capital and that they play a major
role in building the competitive advantage of the Company’s business across the globe.
As the economic crisis hit the world, Tata Steel Europe (TSE) employees contributed to the
‘Weathering the Storm’ initiatives to reduce costs and increase value, in the second half of the
financial year. The company, the employees and the trade unions demonstrated the strength of
their relationships by working together in the difficult times. Despite the present economic crisis,
TSE has been able to maintain its position as an employer of choice through the following
initiatives:
 By demonstrating its commitment to health and safety.
 By maintaining a level of apprentice and graduate recruitment.
 By demonstrating the value of its culture of innovation and improvement by delivering value
creation and cost reductions.
 By building and maintaining positive employee relations by agreeing to innovative
partnership deals with employee representatives and trade unions to reduce employment
costs and minimise redundancies.

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 By taking the highest moral approach in its management of redundancies and their impact
on the communities in which they occur.
 By working with governments and other agencies in support not only of its own workforce
but those of its customers and manufacturing as a whole. This is done to support the
industry and demonstrate its central role to society and the countries in which the Group
operates in Tata steel ltd
9.1. Role of Human Resource Management:
The role of the Human Resource Department is to create the climate & conditions in which
management throughout the industries will be enabled to optimize the individual & collective
contribution of all employees to the short & long-term success in Tata steel ltd. The main role of
Human Resource management department in Tata steel is
 Recruitment
 Training
 Professional Development
 Maintaining Work Culture
 Resolving Conflicts
 Employee Relations
 Rewards and Incentives
 Legal Knowledge
 Payroll Management
 Organization
 Management

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9.2. Responsibilities of Human Resource Management:
A human resource manager has two basic functions: overseeing department functions and
managing employees. For this reason, a human resources manager must be well-versed in each
of the human resources disciplines – compensation and benefits, training and development,
employee relations, and recruitment and selection. Core competencies HR managers have are
solid communication skills and decision-making capabilities based on analytical skills and critical
thought processes.
 To be the principal sponsor & ―guardian of HR policies in Tata steel.
 To propose & obtain agreement on changes to these policies from time to time & to
ensure that policies which have been agreed are being implemented throughout the
company.
 To contribute fully to the task of meeting the business challenges within company has to
face by supporting departmental, divisional Managers in continuously developing the
potential of employees & in creating conditions in which all the employees are motivated to
meet the objectives of the company.
 To continuously monitor the company strategies to ensure that HR policies are appropriate
& that employee numbers & skills are fully supportive of such strategies.
 To deliver a full range of personnel services in support of line management. These services
include manpower planning, recruitment/transfer, remuneration, and training & employee
welfare.
 To support line management in their day-to-day management of the workforce by providing
advice & consultancy on personnel & performance management issues.

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CHAPTER-10
10.0 EMPLOYEE RELATIONS IN TATA STEEL.
“Employee Relation” is a function of many variables. Some of the contributing factors are
participative management, grievance settlement machinery, wage determination etc. Tata Steel is
the largest steel manufacturer in India with an annual capacity of 23.5 MT and employees
approximately 80,000. Tata Steel workers in a century-old history have not gone on a strike at
Jamshedpur, where its Indian manufacturing operations are largely based.
The functioning and model of Tata Steel in many ways can be perceived as ideal and other unions
across the country can adopt similar practices. Growth of the trade union is a response to the
challenge thrown by the modern industry. Viewed in this background, the origin of trade union
movement in Tata Steel were due to the same reason as elsewhere in Europe and America. Since
1907 dissatisfaction was increasing in the working class in Tata Steel. However, it was only in
1920 that labour organization was born after great struggle with the management.
The genesis of trade union Tata Steel can be traced back to 1920. Over the years the workers’
union has evolved under the capable leadership of stalwarts such as Mahatma Gandhi, Rajendra
Prasad and Subhas Chandra Bose to name a few.
At Tata Steel the prime focus in terms of HR practices is on people development and growth, and
employee relations, which is imbibed in the culture of caring for people. Tata Steel has always held
the view that people are its greatest asset. It has adopted the best standards for employee well-
being and quality of life, strongly promoting workforce rights. The other focal point is upholding the
Tata values through transparency and fairness in HR practices and policies.

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Employee engagement practices, facilities and benefits are aligned towards ensuring retention of
employees. Our engagement survey results are constantly acted upon to maintain competitive
compensation, productive work environment, employee involvement in improvement initiatives,
opportunities for learning and growth, performance-based rewards and recognition, high standards
of amenities and facilities (housing, medical, education, recreation, social support), and two-way
communication, to name a few.
The change in the business scenario across the world has been center stage at the Tata Steel
group. While meeting the current business challenge has been the focus, there is a clear mandate
to be continually resolved to not only weather the current economic storm, but to prepare and
equip the group for a healthy future as a leading global steel organisation.
Further, the business environment is swiftly changing, bringing in its own set of opportunities and
challenges; at the same time, the group is rapidly evolving and expanding its reach strategically,
geographically and culturally. The new geographies and the shifting environments of the
businesses demand that we prepare our leaders (current and future) to face and overcome such
adversities. Hence, for a sustainable future, leadership development at all levels is the focus
across the Tata Steel organisation.
Business growth has posed a challenge, of a kind never experienced by the company in the past,
resulting in a 45-percent increase in demand for leadership positions over FY10. Further, 17
percent of our senior leaders are retiring in the next three years. This has compounded the
challenge of meeting the increased demand in an already constrained supply situation. The
executive committee, headed by the managing director, owns the development and succession
plans for the top positions and reviews availability of talent across all functions during talent
reviews and succession planning meetings.

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CHAPTER-11
11.0 CURRENT CHALLENGES FACED BY TATA STEEl HRM
Effective work force:
A time-consuming & hectic job is to hunt the right talent. Higher the professional value of the
vacancy, tougher is the search. Identifying the right stuff followed by negotiation is the element
which makes the job tough for the employer. Tata steel is keenly interested to fill up two types of
breeds of professionals. Ones who are outstanding professionals with high job hopping attitude—
these are those who come in-work for some tome & then leave for better prospects. Others are
those who are keenly picked-up, trained & are somehow retained to be developed as future
management within the Tata Steel.
Management trainees are a growing popular phenomenon where freshly qualified business
graduates, Engineering graduate are engaged by Tata steel & a certain percentage of these well-
equipped professionals stay back within the organization to grow into the footsteps of senior
managers.
Tata steel jobs being apparently lucrative for many attract a large number of candidates against
advertised vacancies in media creating a large database management problem. This has been
facilitated by specialized hiring agencies who may take up the job of hiring in case of large number
of vacancies.

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Right People:-
The most difficult agenda of HRM across the steel sector is to retain the right people. Sudden
growth of steel sector & other services has put pressure on HR Managers in Tata steel to engage
more professionals with in shorter span of time thereby attracting manpower in other sector on
attractive packages has made the job market very competing. A steel industry in a normal course
invests time & money to hire & train the appropriate workforce for its own operations. This
readymade force is often identified & subsequently picked-up on better terms by others.
Compensation:-
How much to pay the right employee & how much to the outstanding performer. Tata steel have
traditionally followed pay scales with predetermined increments, salary slabs, bonuses & time
based fringe benefits like car & house advance, gratuity, pensions, etc. The situation is not the
same anymore. An increment of Rs.500-800 per annum or 3 (three) percent per annum is no
more a source of attraction for a professional anymore. A basic pay with traditional formulas of
linkage with medical & other facilities has no soothing today.
A promise of future growth, learning culture & corporate loyalty is out of dictionary & does not
mean anything to this energetic & competent performer today. A waiting period of 3-4 years in
each grade haunts the incumbents who strongly believe in immediate compensation.
A freshly hired professional requires a brand new car or car loan an resuming office quite contrary
to his previous breed of Tata steel who would wait for the job seniority to qualify for a car loan.

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Job Satisfaction:-
Everybody in the company wants to work in the preferential department, preferential location &
boss of his liking. An administrative deviation from any of these results in lowered job satisfaction.
Although hiring is normally based on regional requirement matching the area of activity with that of
employee‘s nativity yet other elements like appointment in the department of choice & preference
makes the job of HR manager quite challenge.
What the HR manager cannot afford is the dissatisfied employee who not only disrupts the smooth
working him, but also spreads the negativity to others by his de-motivated attitude, Morale
Boosting.
What has long been overlooked is the morale boosting of the employees by the organizations.
Human beings even if satisfied of material wellbeing need to be appraised & encouraged
constantly.
Tata steel have realized this need & have taken steps to keep their work force motivated through
proper encouragement like man of the mouth awards, repeat get-togethers, conferences, sports
events, dinners, company sponsored travel, reunions, etc. This is the way employees create a
feeling of belongingness.

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CHAPTER-12
12.0 HR DEVELOPMENT IN TATA STEEL
The Tata Steel must emphasis on human resource development as one of the critical areas of its
operations. It should redraw its training & development schedules to suit the requirements of the
current emerging scenario. Requisite training should be imparted to various Department and
divisional level functionaries as also administrative staff. Besides in-house training the reputed
external agencies and expert should be utilized for human resource development with a view to
updating their knowledge & to keep them abreast of the current business scenario for meeting the
challenges ahead. The concept of segment specialization may be resorted to in respect of the
personnel selected therefore. It is now thought expedient to plan & strengthen the squad of skilled
officers in various segments as Engineering, Operation, Maintenance, IT, Marketing, Management,
Risk management, Risk based supervisors, Law, security, etc. The lead must play an effective role
in improving the work environment & pursuing staff welfare measures in the form of whole range of
financial assistance with reference to various loans of sorts.
Human resource skills are other areas of challenge. Because of modernization & technological
advancement rigorous training & man power planning are required. In the market scenario
characterized by heightened competition, growing customer needs & technological up gradation,
Tata steel fine tunes its HR policy to meet its corporate objectives. New training systems have
been developed to impart competencies & a broad range of skills among the employees to deliver
faster & superior service that can delight the customers. The Industrial Relations in the company
have been harmonious & cordial.

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12.1 TRAINING & DEVELOPMENT
Meaning & Definition: Training
Organization & individual should develop & progress simultaneously for their survival & attainment
of mutual goals. So every modern management has to develop the organization through human
resource development. Employee training is the important sub system of human resource
management. Employee training is a specialized function & is one of the fundamental operative
functions for human resources management.
After an employee is selected, placed & introduced he or she must be provided with training
facilities. Training is the act of increasing the knowledge & skill of an employee for doing a
particular job. Dale S. Beach defines the training as ―the organized procedure by which people
learn knowledge & skill for a definite purpose. The training system in the Tata Steel has a
strong structural base. However, in the past the training activities have been more ritualistic due to
absence of a strategic link between training & human resources development. Today, it is
important that the training function is made an effective organizational intervention by establishing
a clear policy of training & development within the framework of total human resource
development. The training establishments need to be actively involved in the total training process
starting from the identification of the training needs, evaluation of training effectiveness & the
benefits of training to the end users. The need for training & development is determined by the
employee‘s performance deficiency, computed as follows.
Training & Development Need = Standard Performance – Actual Performance.

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We can make a distinction among training, education & development. Training, as was started
earlier, refers to the process of imparting specific skills. Education, on the other hand, is confined
to theoretical learning in the classrooms.
Training & Education Differentiated:
During the FY-16-17, Tata steel provided both classroom and web module training to people who
work at its sites. Training was provided on POSH1, COI2 and TCOC3
 3,281 Officers
 14,430 Non-Officers
 22,069 Contractors' Employees'
 1,085 Vocational Trainees
Training & Education Differentiated:
TRAINING

EDUCATION

Application oriented

Job experience

Specific tasks

Narrow perspective

Theoretical oriented

Classroom learning

General concepts

Broad perspective

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Development:
“Give a man a fish, & you give him meal. Teach man to fish, &
you give him a livelihood.”
This ancient Chinese proverb seems to describe the underlying rational of all raining &
development programs. No banking organization can long ignore the training & development needs
of its employees without seriously inhabiting the performance. Even the most careful selection does
not eliminate the needs for training, since people are not molded to specifications & rarely meet
the demands of their jobs adequately.
This HRM function deals with the overall development of the employees. This includes their
professional & well as their personal development. It is a part of HRM function to identify
opportunities for enhancing the skills of the resources. Promotion is regarded as one of the ways of
recognizing development undertaken by an employee. Development is also largely dependent on
training. Generally people think that training & development are one & the same, but there are
many differences between them.

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TRAINING & DEVELOPMENT LINE DIAGRAM

 JOB PROFILE
 MANUAL
 NEW
INITIATIVES
 CHANGE IN
TECHENOLOGY
TNS
GAP MATRIX
ANALYSIS
TNI
OVER ALL PLAN
DEPARTMENTAL PLAN INDIVIDUAL PLAN
TOTAL COMPLIANCE
EFFECTIVENESS
TNS
RADAR
DIAGRAM
TNI MATRIX
PLAN
ATTENDANCE
1. FEEDBACK FROM
FIELD.
2. TEST REPORT

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12.2. RECRUITMENTS
Meaning and definition:
The human resources are the most important assets of an organization. The success or failure of
an organization is largely dependent on the caliber of the people working therein. Without positive
and creative contributions from people, organizations cannot progress and prosper. In order to
achieve the goals or the activities of an organization, therefore, they need to recruit people with
requisite skills, qualifications and experience. While doing so, they have to keep the present as
well as future requirements of the organization in mind. Once the required number and kind of
human resources are determined, the management has to find places where the required human
resources are/will be available and also find means of attracting them towards the organization
before selecting suitable candidates for jobs. Recruitment is defined as, ― A process to discover
the sources of man power to meet the requirements of the staffing schedule and to employ
effective measures for attracting that man power in adequate numbers to facilitate effective
selection of an efficient work force.
Objectives of recruitment
Some of the objectives of recruitment are:
 To attract people with multi-dimensional skills and experiences that suits the present and
future organizational strategies.
 To induct outsiders with a new perspective to lead the company.
 To infuse fresh blood at all levels of the organization.
 To devise methodologies for assessing psychological traits.

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Process of Recruitment:
Recruitment refers the process of identifying and attracting job seekers so as to build a pool of
qualifies applicants. This process comprises of five interrelated stages, viz,
 Planning
 Strategy development
 Searching
 Evaluation and control
The ideal recruitment process is the one which attracts relatively larger number of qualified
applicants who will survive the screening process and accept positions with the organization, when
offered to approach the ideal people, individuals responsible for recruitment process must know
how many types of employees are needed, where and how to look for individuals with appropriate
qualifications and interests, what inducements to use for various types of applicants group, how to
distinguish applicants who are unqualified from those who have a reasonable chance of success,
and how to evaluate their work.

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12.3. SELECTION
Definition
Selection is defined as the process of differentiating applicants in order to identify and hire those
with a greater likelihood of success in a job. The objective of selection decision is basically picking
an applicant from a pool of applicants who has the appropriate qualifications and competency to do
the job. The selection procedure cannot be effective until and unless
 Requirements of the job to be filled have been clearly specified.
 Employee specifications (physical, mental, social, behavioral etc) have been clearly
specified.
 Candidates for screening have been attracted. Selection process is preferable because:
 It is easier for applicant as they can send their applications to a single centralized
department/agency.
 It facilitates contacts with applicants because issues pertaining to employment can be
cleared through one central location.
 It helps operating managers to concentrate on their operating responsibilities. This is
helpful during peak operating period.
 It can provide for better selection because hiring is done by specialist trained in staffing
techniques.
 The applicant is better assured of consideration for a greater variety of jobs.
 Hiring cost may be cut because duplication of efforts is minimized.

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Selection Process:
The selection process consists of the following steps:
1. Application form: Many companies formulate their own style of application form depending
upon the size and nature of business carried on, type and level of the job etc. Information is
generally required on the following items in the form: personal background, educational
attainments, work experience references etc.
2. Written test : Written test is conducted for the qualified candidates after they are screened on
the basis of application form to measure the candidates ability towards the job, his aptitude
reasoning, knowledge in various disciplines, English language etc.
3. Preliminary Interview: The next step that tag along the selection procedure is a preliminary
interview wherein the applications are scrutinized so as to eliminate unqualified applications.
Preliminary Interviews are short. This interview thus provides information about the candidate
related to the job or personal specifications.
4. Selection Test: After passing through the interview the next stage that applicant has to prove
himself on are the selection tests. There are different types of selection tests for different levels of
the organization and that too is further differentiated within different types of organizations.
Some of the most common and well-known tests that an applicant has to go through are;
a) Aptitude test: - An aptitude test is a systematic means of testing a job candidate's abilities to
perform specific tasks and react to a range of different situations. The tests each have a
standardised method of administration and scoring, with the results quantified and compared with
all other test takers.

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b) Personality tests: This is common mostly for the higher levels of management are given to
measure a prospective employee‘s motivation to function in a particular working environment.
c) Internal test: To measure an individual‘s activity preferences.
d) Graphology Test: is an art wherein the individual‘s handwriting is seen and accordingly his
personality traits are derived by the way he writes.
e) Polygraph Test: Are designed to ensure accuracy of the information given in the applications.
f) Medical Tests: Reveal physical fitness of the candidate.
g) Drug test: Help to ensure the presence of illegal or Performance- affecting drugs.
1. References and background checks: Many employer request names, address, and
telephone numbers or references for the purpose of verifying information and, perhaps, gaining
additional background information on an applicant.
2. Selection Decision: After collecting data from all the preceding steps, this is the most
crucial step in the entire selection process. The main difference between the preceding stages and
this is that former is used to short list the number of candidates and later one is to make a final
decision from the pool of individuals who pass the tests, interviews and reference checks. The view
of line manager will be generally considered in the final selection because it is he/she who is
responsible for the performance of the new employee. The HR manager plays a crucial role in the
final decision.

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3. Physical Examination: After the selection decision and before the job offer is made, the
candidate is required to undergo a physical fitness test. The result of the medical fitness test is
recorded in a statement and is preserved in the personal records. The main objectives of this test
are as follows:
 To detect if the individual carries any infectious diseases.
 To determine whether an applicant is physically fit to perform the work.
 It helps to determine if there are any physical capabilities which differentiate successful and
less successful employees.
 Medical checkup protects applicants with health defects from undertaking work that could
be detrimental to them or might otherwise endanger the employer‘s property.
 Last, but not the least such examination will protect the employer from workers
compensation claims that are not valid because the injuries or illness was present when the
employee was hired.
1. Job offer: The next step is selection process is Job offer for those applicants who had
passed the previous stage. Job offer is made through a letter of appointment. Such a letter usually
contains the date by which the appointee must report on duty.
Appointee must be given a reasonable time for reporting because it may be quite possible that the
appointee is employed in some other company or must be residing in some other city and for such
other reasons. Company may also want the appointee to delay in joining the job because the job
may require undergoing some training program.

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2. Contract of employment: After the job offer is made and the candidates accept the
offer, certain documents need to be executed by the employer and the candidate. One such
document is Attestation form. This form contains vital details about the candidate, which are
authenticated and attested by him/her, which could be used for future reference. Another
document is contract of employment. This document contains the terms and conditions of
employment like designation, perks, term of job and so on. The information written in the contract
may vary according to the level of the job. The main drawback of the contract is that it is difficult to
enforce them.
3. Concluding the selection process: The selection process will not end with executing
the employment contract. The step is reassuring the candidates who have not been selected. Such
candidates must be told that they were not selected, not because of any serious deficiencies in
their personalities, but because their profiles did not match the requirements of the organization.
4. Evaluation of selection process: The broad test if the effectiveness of the selection
process is the quality of the personnel is hired. An organization must have competent and
committed personnel. The selection process, if properly done, will ensure availability of such
employees. Audit must be conducted by the people who work independent of the HR department.

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New methods of selection:
1. 360 degree selection or participative selection:
Normally supervisors administer the selection test and interview. They judge the fit between the job
and the candidate. But the employee skills, knowledge and performance affect not only superiors
but also subordinates and the employees of the same level. Hence the organization started
involving the subordinates and the employees of the same level in administrating the employment
tests and interviews. This type of selection program is called 360 degree program.
2. Employee leasing:
The client company leases employees from a third party, not on temporary basis but on a full time
basis and for long help. An interesting feature is that the client company need not perform
personnel activities such as hiring compensation or record keeping. Employees working elsewhere
are leased. They are not directly employed by the company where they are working. Employees
not recruited by one client are sent to another.
3. Selection by invitation:
Management observes the performance of the key executives of competitors. If the performance of
the key executives is excellent or the key executives are the change agents, the management
invites them to join the organization by offering attractive salary and benefits. Thus, the significant
performance of the executives forms basis for selecting them by invitation

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CHAPTER-13
13.0 HRM ISSUES IN TATA STEEL LTD
Background:
Among the services classified under the Tata son’s services definition, Tata steel ltd is one of the
major and reputed parts of Tata group. Tata steel industry ltd in India is one of the most diversified
and heterogeneous in terms of ownership; co-existence of private and public sector is one of the
best examples of peaceful co-existence of two entirely different cultural systems in the services
sector. Coupled with that, the country has a large number of steel industries with altogether a
different work culture and climate. The simultaneous existence of so many types of work ethos,
systems and processes are truly symbolic of the great Indian unity amongst diversity.
Notwithstanding the fact that lots of efforts have gone into bringing technological & process
congruence, it is really unfortunate that very little has been done on the human resource front in
this regard. Unfortunately, Tata steel has been the biggest victim, being governed by outdated &
prohibitive sets of government guidelines. The Management often complains lack of adequate
power and flexibility; the Trade Unions often look at any directional change with a sense of
suspicion; majority of the workforce remains in dream-world of the pre-liberalized scenario of work
security. The result is that Tata steel is least concerned about human resource management and
reforms there to and consequently remains under-productive. Though renaming of Personnel
departments to HR departments took place quite a few years ago in Tata steel Ltd, the work
processes & culture in many of them till today remain outdated and are not in a position to meet
changing expectations of the human talent within. The scope of this is limited to address some of
the fundamental issues in areas of human resource management front in the public sector steel
industries in India.

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CHAPTER-14
14.0 LEAVE AND SUPPORT SCHEME RUN BY THE HRM TATA
STEEL LTD -JAMSHEDPUR
14.1 Types of Leaves:
1. Privilege Leave
2. Sick Leave
3. Casual Leave/Festival Leave
4. Paid Holidays
5. Relocation Leave for New Hires
6. Convocation Leave
7. Additional Privilege Leave
8. Maternity Leave
9. Paternity Leave
10. Adoption Leave
11. Special Leave
12. Leave without Pay

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1. Privilege Leave:-
All officers will be given 2.5 days of PL for every completed month of service. Officers joining on or
before the 15th of a month will be given 2.5 days of PL and others will be given 1.25 days of PL.
Features:
 PL can be combined with any other type of leave except self-certified Sick Leave
 Advance PL is not available. PL will be given only after an officer has worked for a month
 PL will not be accrued for period of leave without pay (LWOP)
2. Sick Leave:-
Sick leave (or paid sick days or sick pay) is time off from work that workers can use to stay home
to address their health and safety needs without losing pay. Paid sick leave is a statutory
requirement in many nations.
All officers will be given 10 days of SL on full pay every year. This will be given at the beginning of
every year, in advance, for the year. Officers joining in the middle of the year will be given
proportionate SL.
Features:
 SL can be availed on production of appropriate medical certificates from company doctor. In
case of locations where company doctors are not available medical certificates have to be
certified by registered medical practitioner
 SL can be self-certified for a maximum period of 2 continuous days up to 3 times a year
 Officers availing self-certified SL must keep their departmental heads informed of their
absence
 Self-certified SL cannot be combined with any other type of leave (other than SL)

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 Self-certified SL can be availed only if the officer is in his location of posting
 Weekly off-days and paid holidays falling within the leave period will be counted as leaves
Accumulation:
 Accumulation limit for SL to be carried forward to the next year is 90 days on full pay. SLs
in excess of 90 days will lapse at the end of the year
3. Casual Leave/Festival Leave:-
Casual leave is provided to to take care of urgent and unseen matters like child has fallen down in
school and you get call from school. Casual Leave (CL) is granted for certain unforeseen situation
or were you are requiring to go for one or two days leaves to attend to personal matters and not
for vacation. In case of casual leave normally company’s strict maximum to 3 days in a month. In
such cases the person has to take the permission in advance.
All officers will be given a total of 10 days each year under CL&FL together. This will be given at
the beginning of every year as an advance. Officers joining in the middle of the year will be given
proportionate CL/FL.
4. Paid Holidays
Paid holidays, paid vacation, and paid sick leave are determined by the employer, or in a
represented workplace, by the employee's representative, often a union, in negotiation with an
employer.
Paid holidays may also be negotiated by employees who have a contract with employers; these
are often senior level employees.
All officers are entitled to a holiday with pay on the National holidays and certain other pre-decided
days provided their services can be spared.

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5. Relocation Leave for New Hires :-
All new hires will be given 7 continuous days of Relocation Leave at the time of joining. This leave
is to be utilized for the purpose of supporting relocation, for example- transfer of household goods
from one location to another.
Features:
 Relocation Leave is valid for one year from the date of joining Tata Steel Limited
 It cannot be grouped with any other type of leave
 Weekly off-days and paid holidays falling within the leave period will be counted as leaves
6. Convocation Leave:-
Campus recruits are eligible for 3 continuous days of Convocation Leave in the first year of
service. This leave is to be utilized for the purpose of attending convocation.
Features:
 Convocation Leave is valid for one year from the date of joining Tata Steel Limited
 Intimation from the campus needs to be presented for availing Convocation Leave
 Convocation Leave cannot be accumulated. It will lapse if not availed within one year from
the date of joining
7. Additional Privilege Leave (APL)
Lady Officers with children of 5 years of age or below are entitled to APL of 15 days on full pay
every year. This will be given at the beginning of every year, in advance, for the year. Officers
joining in the middle of the year will be given proportionate APL. APL is to be utilized if the child is
sick and needs full time attention of his/her mother.

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8. Maternity Leave
Eligible lady officers are entitled to Maternity leave with full pay for a total period of 18 weeks. All
lady officers who have been employed with Tata Steel Limited for a minimum of 80 days will be
eligible for this leave
Features:
 Leave of maximum period of one month, in addition to 18 weeks maternity leave, will be
allowed for illness certified by a registered medical practitioner, arising out of pregnancy,
delivery, premature birth of child or miscarriage. This will be treated as Maternity Leave.
 In case of miscarriage, officers will be granted 6 weeks of leave from the date of
miscarriage
 Paid holidays and weekly-off days falling within the leave period will be counted as leave
 Maternity Leave will be forfeited if the officer accepts employment during the period of this
leave
 In addition to the 18 weeks, up to a maximum of four months leave will be granted on
medical certificate to the officer who is unable to resume duty on the expiry of maternity
leave. This leave will be deducted from the officer’s leave balance (CL/PL) and on
exhaustion of the leave balance, it will be considered as Leave Without Pay (LWOP)
9. Paternity Leave
Eligible male officers are entitled to Paternity leave with full pay up to a maximum of 10 continuous
days. All permanent male officers who have been employed with Tata Steel Limited for a minimum
of 30 days will be eligible for this leave. It can be availed in the following cases:
 New born babies (Within 6 months from the date of birth of the child)

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 Adoption cases up to the child being 5 years of age (Within 6 months from the
commencement of foster care period).
Features:
 Paternity leave can be combined with any other type of leave
 It can be availed up to a maximum of two times during the officer’s services with Tata Steel
Limited
 In case legal adoption of the child is not granted by court, paternity leave already granted to
the male officers will be forfeited. It will be adjusted against the officer’s own leave
(PL/LWOP)

10. Adoption Leave
Eligible lady officers are entitled to Adoption leave with full pay up to a maximum of 12 weeks on
adoption of a child up to 5 years of age. All permanent lady officers who have been employed with
Tata Steel Limited for a minimum of 80 days will be eligible for this leave. All lady officers,
irrespective of their marital status, are eligible for this leave.
Features:
 Officer can avail adoption leave up to a maximum of 2 times during her services with Tata
Steel Limited
 It has to be availed in one instance without any break
 Paid holidays and weekly off-days falling within the leave period will be counted as leave

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 It will be admissible only upon receipt of pre-adoption foster care affidavit along with
application for adoption leave subject to submission of the legal adoption deed / decree
subsequently
 It will commence from the date of start of foster care period as mentioned in the said
affidavit
 In case the consent of legal child adoption is not granted by the court, adoption leave
already granted to the officer will be forfeited. It will be adjusted against the officer’s own
leave (PL and LWOP)
11. Special Leave
All officers are eligible for Special Leave. This leave will be granted at the discretion of the
management for the following reasons:
 Professional and Academic Meetings and Conferences- Extending to the President and the
Secretary of Executive Committee or Sub-Committee of all Indian, Asian or International
bodies for attending the official meetings within India
 Blood Donation- One day’s special leave is granted for donating blood only at company
approved hospitals and Blood Banks. Normally, officers who are on duty are not permitted
to go to donate blood, but in exceptional circumstances they may be allowed to go for blood
donation while on duty. In such cases they are not required to come for the balance of their
shift/day, and are granted special leave for the following day also
 Civil Defense- To undergo Civil Defense Training provided his attendance is certified by the
Civil Defense authorities.

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12. Leave Without Pay (LWOP)
In addition to all the leaves that the officers are entitled to, they may be granted leave without pay,
subject to the discretion of the management, in the following cases:
General
 Up to a maximum of two weeks after completion of one year of service
 Up to a maximum of four weeks after completion of two years of service
 Up to a maximum of six weeks after completion of three years of service
Medical
 Up to a maximum of eighteen months to officers suffering from leprosy or tuberculosis or
cancer
 Up to a maximum of one year in other case.
14.2 SUPPORT SCHEME ORGANISE BY TATA STEEL LTD.
There are No of support scheme run by Tata steel for officer and an employee. Because Tata steel
recognize that its people are the primary source of its competitiveness. It will pursue management
practices design to enrich the quality of life of its employees, develop there potential and maximize
their productivity.

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FAMILY SUPPORT SCHEME
(A). OBJECTIVE:
To take care of the bereaved family maintain the standard of living in the event of death of an
employee arising out of accident leading to I.O.W / I.O.D or death during treatment at hospital
arising out of accident leading to I.O.W/ I.O.D while on duty and provide a feeling of assurance to
the employee that even in his/her absence due to aforementioned unfortunate happening, the
Company will support his/her family.
(B). SCOPE:
The scheme will cover all permanent employees at respective location wherever this scheme is
extended.
(C). ELIGIBILITY:
Employment to the family members (Spouse / Nominee) of the employee who die while in service
arising out of accident leading to Injury on Work (I.O.W) / Injury on Duty (I.O.D) or death during
treatment at hospital arising out of accident leading to I.O.W/ I.O.D while on duty.
Dual Career Path for Specialists (R&D, Technology Groups, Automation)
Purpose
To provide an option of Dual Career Path for Officers in specialist positions.

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Objective
To provide options to specialists to choose their ideal career path in ‘R Series’ & ‘IL Series’ based
on their personal preference and capacities; (b) to provide movement opportunities between the
two ladders of ‘IL (Managerial)’ and ‘R (Expert) Series’.
Directed Learning (Study Leave)
Purpose
Create Learning opportunities which will assist in:
a) Improving the capabilities of our officers and employees to do their job better and
b) Create Subject Matter Experts (in line with current and future needs) to help the organization
attain Technological Leadership
Experienced Professional
This External Recruitment and Selection Policy contain the policy of conduct observed by Tata
Steel India in the recruitment and selection process. The purpose of the policy is to provide a
standard for the recruitment and selection procedure. The policy is set up chronologically, from the
time of seeking approval for external recruitment to rolling out the appointment letter.

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EMPLOYEES’ FAMILY BENEFIT SCHEM
OBJECTIVE
To provide monetary benefit to family members of an employee who dies while in service and to
the employees in case of their permanent total disablement/permanent medical unfitness
(including IOW/IOD cases) and to those who are found unfit for their original job as certified by
the medical authorities of the Company. The objective of the policy is to outline a process to
ensure the external recruitment & selection of qualified and experienced personnel in effective and
efficient way, thereby achieving the goal of becoming “Employer of Choice”.
SCOPE
The scheme will cover all permanent employees who have completed minimum of one year’s
permanent service.
1. CONTINUATION OF SALARY FOR NEXT SIX MONTHS:
a) Payment of salary including allowances for next six months to the spouse/ nominee in whose
favor the claim has been established, from the next date after the date of expiry of the employee.
Benefit of annual increments and revision in Dearness Allowance, if any, will be given as if the
employee was on duty for the next six months period. If the employee was allotted a quarter then
the spouse/ nominee will continue to retain the quarter and applicable rent and electricity tariff will
be charged at employee rate.

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EMPLOYMENT TO FAMILY MEMBERS (SPOUSE / NOMINEE)
The employment to family members of the employee (spouse / nominee) who die while in service
arising out of accident leading to I.O.W / I.O.D will be in a grade/ level in commensuration with
the qualification and experience of the spouse or nominee. The grade / level in which the spouse
or nominee will be appointed will be decided by a panel of Management Team appointed by VP
(HRM) who would interview the candidate and their decision will be final.
PENSION:
After being paid normal salary including allowances for first six months after the date of expiry if
the employee as per point D.1 (a) above, the spouse/ nominee will be eligible for a monthly
pension, after six months from the month the employee expired. The Pension amount to the
spouse or nominee (in case of no spouse) will be equivalent to the last Basic + DA of the
deceased employee paid to the spouse/ nominee as per point D.1 (a) above which will be paid till
the spouse/ nominee attains 60 (sixty) years age. In case the nominee is made beneficiary to
receive the monthly pension and if the spouse of the employee does not exist then the nominee
will get full amount of pension. However, in case the spouse of the employee is existing then the
Pension amount to the nominee will be equivalent to 75% of the last Basic + DA of the deceased
employee paid to the spouse/ nominee as per point D.1 (a) above which will be paid till the
nominee attains 60 (sixty) years age and the Pension amount to the spouse will be equivalent to
25% of the last Basic + DA of the deceased employee paid to the spouse/ nominee as per point
D.1 (a) above which will be paid till the spouse attains 60 (sixty) years age.

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PENSION CUM EMPLOYMENT
In case the children of employee are young or even above 18 years of age and below 25 years
of age and are presently studying and the spouse/ nominee of the employee desires them to
continue with their studies and opts for employment of eldest son/ eldest daughter before they
complete 25 years of age then, in the interim till employment of the eldest son/ eldest daughter
(in case of no son), the deceased employee’s spouse or nominee (in case of no spouse) will be
given pension under FSS. The pension amount will be equivalent to the last Basic + DA of the
deceased employee paid to the spouse/ nominee as per point D.1 (a) above which will be paid till
the spouse/ nominee opts for employment of eldest son/ eldest daughter before they complete
25 years of age.

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CHAPTER-15
15.0 ORGANIZATIONAL PROFILE OF TATA STEEL LTD
COMPANY OVERVIEW
Established in Jamshedpur in 1907, Tata Steel, a Company that took shape from the vision of
Jamsetji N. Tata, is today a global business enterprise having products and services in over 150
countries. Being the world’s second-most geographically diversified steel producer, Tata steel
operate in 26 countries, have commercial presence in over 50 countries and have employees
spread across five continents. Tata Steel is among the top global steel companies with an annual
crude steel capacity of 27.5 MnTPA. The Tata Steel Group recorded a consolidated turnover of
`1,17,420 crore in FY2017.
Tata Steel India has an end-to-end value chain that extends from mining to finished steel goods,
catering to an array of market segments. The Jamshedpur facility has an annual crude steel
capacity of 10 MnTPA and the Kalinganagar plant has a capacity of 3 MnTPA.
Tata steel embrace different skills celebrate diversity and strive for constant innovation, while
continuing to act responsibly in the use of natural resources. Above all, Tata steel commitment to
give back to the society helps us make Tata steel vision of sustainable growth a reality.

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VISION
Tata Steel aspire to be the global steel industry benchmark for ‘Value Creation' and 'Corporate
Citizenship’.
MISSION
Consistent with the vision and values of the Founder, Jamsetji Tata, Tata Steel strives to
strengthen India’s industrial base through the effective utilisation of staff and materials. The means
envisaged to achieve this are high technology and productivity, consistent with modern
management practices.
Tata Steel recognises that while honesty and integrity are the essential ingredients of a strong and
stable enterprise, profitability provides the main spark for economic activity.
Overall, the Company seeks to scale the heights of excellence in all that it does in an atmosphere
free from fear and, thereby, reaffirms its faith in democratic values.
THE CORE VALUES OF TATA STEEL
INTEGRITY
We must conduct our business fairly, with honesty and transparency. Everything we do must stand
the test of public scrutiny.
EXCELLENCE
We must constantly strive to achieve the highest possible standards in our day-to-day work and in
the quality of the goods and services we provide.

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UNITY
We must work cohesively with our colleagues across the group and with our customers and
partners, to build strong relationships based on tolerance, understanding and mutual cooperation.
RESPONSIBILITY
We must be responsible and responsive to the countries, communities and environments in which
we work, always ensuring that what comes from the people goes back to the people many times
over.
PIONEERING
We will be bold and agile, courageously taking on challenges, using deep customer insight to
develop innovativeness.

109
15.1 Ownership Structure (Tata Steel)
Tata Steel is headquartered in Mumbai, India. Tata Steel ownership (as of March 31, 2017) is
diversely held as depicted.
 INSTITUTIONS-49%
 PROMOTERS-31%
 RETAIL SHAREHOLDERS-20%

Highlights of FY2017
DELIVERIES - 23.88 MnT REVENUE-`1, 17,420 Cr.
EBITDA-`17,025 Cr. EMPLOYEES-70,000+
NEW PRODUCTS LAUNCHED-51
NUMBER OF LIVES IMPACTED THROUGH CSR-1.1 Mn+

110
15.2 Leadership Structure
Tata steel have a well-defined operating structure to ensure that the Company is on track to
achieve its vision and strategic objectives. Tata steel executive management rests with Mr. T. V.
Narendran, CEO and Managing Director for Tata steel Indian and South-East Asian operations and
Mr. Koushik Chatterjee, Group Executive Director (Finance, Corporate & Europe) Mr. Narendran
and Mr. Chatterjee, operationally and administratively report to Tata Sons (Tata Group) Chairman,
Mr. N. Chandrasekaran and functionally report to the Board of Directors.The executive team
responsible for operations such as Raw Materials, Steel Making, Sales and Marketing among
others reports to the Managing Director. Corporate functions such as Finance and Accounts, Legal,
Secretarial, Communications and Regulatory Affairs, among others, report to the Group Executive
Director (Finance, Corporate and Europe). We have a strong, diverse, highly qualified and richly
experienced leadership team with a track record of excellence and passion for performance.

111
15.3 KEY PERFORMANCE INDICATORS (Tata Steel India)
PERCENTAGE OF SKILLED MANPOWER (%)
FY17 - 99.99 FY16 - 93.90
FY15 - 91.10 FY14 -69.60
FY13 - NA*
EMPLOYEES TRAINING (MAN-DAYS)
FY17 - 3,34,050 FY16 - 2,63,050
FY15 - 2,31,177 FY14 - 1,77,656
FY13 - 1,74,505
TRAINING PER EMPLOYEE (MAN-DAYS)
FY17 - 2.19 FY16- 5.70
FY15- 6.20 FY14- 8.39
FY13 9.50
INVESTMENT IN EMPLOYEE TRAINING AND DEVELOPMENT (` CRORE)
FY17 - 52.55 FY16 - 43.07
FY15 - 42.99 FY14 - 41.51
FY13 - 41.34

112
EMPLOYEES INVOLVED IN IMPROVEMENT ACTIVITIES (%)
FY17 92.50 FY16 85.30
FY15 89.40 FY14 82.00
FY13 79.00
EMPLOYEE PRODUCTIVITY - TSJ (TCS/ EMPLOYEE/ YEAR)
FY17 - 720 FY16 - 701
FY15 - 623 FY14 - 597
FY13 - 513
15.4 AWARDS AND RECOGNITION
 Prime Minister’s Trophy for the ‘Best Performing Integrated Steel Plant’ in the country for the
performance year 2013-14 .
 Safety and Health Excellence recognition 2016 in 'Leadership' category by World Steel
Association.
 ‘Best Companies to Work for’ 2016 award in the core sector by Business Today.
 ‘Best Risk Management Practice’ Award in the category of Metals & Mining at the 3rd India
Risk Management Awards 2017.
 ‘World’s Most Ethical Company Award‘2017 (Human Capital) - Recognised for the fifth
time by Ethisphere.
 Conferred the ‘Tata Affirmative Action Programme’ (TAAP) Jury’s Award (Social &
Relationship Capital) – 2016 for the fourth year in succession.

113
CHAPTER-16
16.0 ANALYSIS OF SECONDARY DATA:-
Training and Development Function in Tata Steel Ltd.

Department Chief/Head
• TNI
• Training calendar
• Training budget
• Training feedback
• Training manuals
• Approvals/concept paper
1. IT support
2. Project/Summer
training
3. Induction
manual/ppt
4.Training feedback or
evaluation
5. Admin task
6. Database
management
7. MIS-T&D
1. Training initiative
.Internal
External
2. Concept
Development
3. Write-ups& Briefing
4. Training Evaluation
5. PD e-manual
6. Project/summer
training
1. Library mgmt.
Books
Journal
Newspaper
2.Dak (In/out)
database
3. Record
Maintenance
4. Admin follows up
5. Bulletin/Board
Management
1. Module design
2. Module
development
3. Internal TNI
4. External TNI
5. Product/Process
Training
6. Project/Summer
Training
7. HRIS support

114
CHAPTER-17
17.0 Risk Matrix of Tata steel Jamshedpur.

115

116
CHAPTER-18
18.1 BCG Matrix Analysis of Tata Steel Ltd.
BCG Matrix Analysis of Tata Steel Ltd: BCG Growth matrix analysis is developed by Boston
Consulting Group of USA and universally known as BCG Matrix takes a two dimensional views.
Those are industry growth rate and relative market share. Tata companies are significantly involved
in other segments like: Tata Steel, Tata Motors, Tata Power, Tata Global Beverages, Titan, Tata
Chemicals, Tata Consultancy Services, Tata Teleservices, Tata Communications and Indian Hotel
Companies.
STAR CATEGORY:-
The Ferro alloys and minerals division in TATA in the TATA STEEL LTD would fall into the
category of stars of the BCG Matrix. The production in this division is 1.302millions tones and the
overall sales has exceeded to 1.508 million tones. Infrastructural investment in Asia resulted in
improvement in the demand for stainless steel. Chrome Alloys exports (including charge chrome
from TATA Steel KZN PTE LTD) touched an all-time high and the division recorded its highest
ever global market share of 6% inFY10. The first oversees hub of TSL was established in South
Korea. In India our Ferro Alloys and minerals division is the market leader in Ferro Chrome
Business with a market share of around 27%. Manganese Alloys sales recorded an all-time high in
the financial year 2009-2010 and TATA Steel attained the status of being the largest producer of
Manganese Alloys in India.

117
CASH COW CATEGORY:-
The steel division of the company falls into the category of cash cow of the BCG Matrix. The
production is 6.439 million tones but the overall sales are 6.170 million tones. Despite sales being
lower than the production in the FY 10. The overall sales grew by18% over last year (5.232 million
tones in the FY09).
QUESTION MARK CATEGORY:-
The bearing division and the tubes division fall into the category of question mark in the BCG
Matrix. They are growing rapidly but have low market product share. They have the potential to
gain market share and become a star. It can also become cash cow when the market growth
slows.
DOG CATEGORY:-
None of the divisions of the TATA Steel can be classified into dogs. All of them have good market
share and good market growth

118
18.2. BCG MATRIX OF TATA GROUP

119
18.3 SWOT ANALYSIS OF TATA STEEL

120
CHAPTER-19
19.0 KEY FINDINGS
 Mostly all the Tata steel Employees are well aware of the role and importance of the
training They are self-motivated to attend such training program as it will result in their skill
enhancement & improving their interpersonal skill.
 Corporate HR, Tata Steel Ltd, time to time training is provided to all the Employees and it is
continuous process.
 Two types of training are provided to the Employees by Tata Steel Ltd -induction training
and soft skill development training.
 Questionnaire is the most popular mean of evaluating the training program in Tata Steel
Ltd.
 Most of the Employees feel that interview is the most appropriate method of evaluating the
training program.
 Post training evaluation focus on result rather than on the effort expended in conducting the
training and it worth the time, money and effort.
 Most of the participants are benefitted by giving feedback after attended the training. It
motivated them to do better, helped them to increase their job performance and is an aid to
future planning.
 In Tata Steel Ltd , post training evaluation is used to identify the effectiveness and valuation
of training program, to identify the ROI(return on investment), to identify the need of
retraining and to provide the points to improve the training.

121
19.1 SUGGESTIONS AND RECOMMENDATIONS
 The management must commit itself to allocate major resources and adequate time to
training.
 Ensure that training contribute to competitive strategies of the firm. Different strategies need
different HR skill for implementation. Let training help employees at all levels acquire the
needed skill.
 Ensure that a comprehensive and systematic approach to training exists, and training and
retraining are done at all levels on a continuous and on-going basis.
 Ensure that there is proper linkage among organizational, operational and individual training
needs.
 Skill based training (product/process training) should also be provided.
 Besides questionnaire other methods of post training evaluation should also be used like
interviews, self-diaries, observation and supplement test.
 The evaluation procedure must be implemented concerning trainer, trainee and subject.
 Post training feedback has to be continuous and should also be taken from line
manager/superior & from peers to find out the effectiveness and valuation of training.

122
19.2 LIMITATION OF THE STUDY
 The study is limited to the Tata steel Ltd –Jamshedpur, Lime plant department. So the
study is subject to the limitation of area.
 The time period of the study was only Eight weeks which may provide a deceptive picture in
comparison of the study based on long run.
 Sampling size was of 80, because only these people had attended soft skill development
training and skill based development training in lime plant department.
 Tata steel Ltd -Jamshedpur provides soft skill development training, and skill based
(product/process) training. So we can evaluate the basis of skill based training, product
process training and soft skill based trainings.
 The study is based only on secondary & primary data so lack of keen observations and
interactions were also the limiting factors in the proper conclusion of the study.

123
19.3 CONCLUSION
Today, Tata steel focus on designing programs and process and services to attract, develop and
retain top talent. Utilizing the latest technologies HR team has launched sophisticated online
systems that provide the employees with details on benefits, compensation, special programs and
internal job opportunities. As a global employee population continues to grow, these cutting edge
activities are increasingly important to the deliver world-class HR solution.
The core function of HRD in the Tata steel industry is to facilitate performance improvement,
measured not only in terms of financial indicators of operational efficiency, but also in terms of the
quality of Product, Processes services provided. Factors like skills, attitudes and knowledge of the
human capital play a crucial role in determining the competitiveness of the steel sector. The quality
of human resources indicates the ability of Tata steel to deliver value to customers. Capital and
technology are replicable but not the human capital which needs to be valued as a highly valuable
resource for achieving that competitive edge. The primary emphasis needs to be on integrating
human resource management strategies with the business strategy. HRM strategies include
managing change, creating commitment, achieving flexibility and improving teamwork. The other
processes representing the overt aspects of HRM are recruitment, placement and performance
Management.

124
BIBLIOGRAPHY
BOOKS
 PERSONNAL MANAGEMENT/HRM - BHATIA S.K.
 HRM: Contemporary Prospective – BREADWELL, IAN, HOLDEN, LEN
 HRM & INDUSTIAL RELATIONS – SUBBA RAO
 CASE AND EXERCIES IN HRM – GEORGE, STEVENS
 PERSONNEL MANAGEMENT – MAMORIA, C.B.
WEBSITE
 www.Tatasteel.com
 www.google.co.in
 www.personnel.online.com
 www.articlebase.com
 www.humanmatrics.com
 www.bussinessweak.com
SPEECIAL THANKS
Mrs. Kolka Dutta (Manager HR) Tata steel, Lime plant
Mr. Avijit Bose (Head) Tata steel ,Lime plant
Mr.Rajiv Malhotra (Chief) Tata steel, Lime plant

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