Tripti 2803354 Final Summer

A PROJECT REPORT

ON

INDUSTRIAL RELATIONS IN BHILAI STEEL PLANT, SAIL

SUBMITTED TO

MAEER’s MIT SCHOOL OF BUSINESS

BY

TRIPTI PATHAK

2803354

28TH BATCH

IN PARTIAL FULFILLMENT OF

POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM)

Human Resource

September, 2011-12

MAEER’s MIT SCHOOL OF BUSINESS

PUNE

Table of Contents

Chapter No. Title Page No.

Declaration from student iii

Certificate from Company/Organization iv

Certificate from Guide v

Acknowledgement vi

List of Tables vii

List of Graphs viii

List of Charts ix

List if Abbreviations x

Executive Summary xi

I Introduction

1.1 Company profile 2-13

1.2 Objectives of the study 14

1.3 Limitations of Study 14

II Research Methodology

2.1 Primary data 16

2.2 Secondary data 16

2.3 Sample design 16

2.4 Population 16

2.5 Sample size 16

2.6 Sampling method 16

2.7 Method of data collection 17

2.8 Instrument for data collection 17

III Theoretical Background 19-23

IV Data Processing and Analysis 25-42

V Management Lessons 44-47

VI Findings 49

VII Recommendations 51-52

VIII Conclusions 54

Bibliography 55

Appendices / Annexure 56

DECLARATION

I the undersigned solemnly declare that the report of the thesis work entitled “INDUSTRIAL

RELATIONS” is based on my own work carried out during the course of my study under the

supervision of “Dr.S.K.SHUKLA”.

I assert that the statements made and conclusions drawn are an outcome of my

research work. I further declare that to the best of my knowledge and belief the report does

not contain any part of any work which has been submitted for the award of MBA degree

certificate in this University or any other University of India or abroad.

NAME: TRIPTI PATHAK

Place: Bhilai

M.B.A Date:

Regd. No.

STEEL AUTHORITY OF INDIA LIMITED

BHILAI STEEL PLANT

CERTIFICATE

This is to certify that the project entitled “INDUSTRIAL RELATIONS” being submitted

by TRIPTI PATHAK

” for the partial fulfillment of MBA as a student from the “MIT SCHOOL

OF BUSINESS” I for the session 2010-2011 is a bonafide presentation under my

guidance and supervision.

I wish her best of luck for a bright future.

P.P.VERMA

DGM(P-NW/MPS/RECTT.)

Bhilai Steel Plant (C.G.)

CERTIFICATE

This is to certify that Ms. Tripti Pathak of MAEER’s MIT School of Business has

successfully completed the project work titled INDUSTRIAL RELATION IN BHILAI

STEEL PLANT under the guidance of Prof. Dhrupa Bhatia for partial fulfillment of

requirement for the completion of PGDM course as prescribed by the MAEER’s MIT

School of Business.

This project report is the record of authentic work carried out by her during the period

from 02-05-2011 to 25-06-2011 (8 weeks).

She has worked under my guidance.

Prof. Dhrupa Bhatia

Project Guide (Internal)

Date:

Prof. (Gp. Capt.) D. P. Apte

Director

Date:

ACKNOWLEDGEMENT

Guidance, help and encouragement are the essential requirements for

successful completion of any project. I owe my gratitude to all those who have helped me

in the preparation of this project report.

I express my deepest gratitude to my project guide P.P.VERMA, DGM (P-

NW/MPS/Rectt.) for his valuable guidance and help in completion of this project.

I express my sincere thanks to Mrs. ANURADHA SINGH, Senior Manager

(P-RECTT.) and the non-works department for their valuable inputs.

I feel obliged to my internal guide Prof. Dhrupa Bhatia for her generous help

and support.

I express my thanks to Dr. S K Shukla (Sr. Research Coordinator) for

coordinating my project work in Bhilai Steel Plant.

I also feel obliged to all the respondents, friends and others who have shared

their valuable time and opinion, for making significant contribution directly or indirectly

in the project.

Executive Summary

Objective:

To conduct a satisfaction survey of the employees on the Industrial Relation activities

in the company.

To provide suggestions, if any, for enhancement of Industrial Relations in the

company

Research Methodology:

Primary Data:

To know the opinion about the Industrial Relation system in Bhilai Steel Plant (SAIL),

questionnaires has been made separately for workers and executives. The investigator took

interviews of the executives and workers based upon Industrial Relations of B.S.P.

Secondary Data:

The secondary source of getting facts related to project work has been collected from the

following:

o Statistical statement

o Journals

o Internet

o BSP Panorama

Population: the total strength of BSP is 50,000 employees approx. Mostly the labor

workforce

Sample Size: I took a sample of 200 workers in different departments and 30 executives

Method of data collection: Questionnaire

Data processing and analysis:

Separate data was recorded for the floor level employees and executives with the

help of questionnaires and personal interactions.

After filling of questionnaires the information collected was put together in form of

tables.

For analyzing the data, pie charts and bar diagrams were constructed

We made use of charts and diagrams as the pictorial representation data is much more

understandable

CHAPTER – I

INTRODUCTION

The relationship between Employer and employee or trade workers is called Industrial

Relation. Harmonious relationship is necessary for both employers and employees to

safeguard the interests of the both the parties of the production. In order to maintain good

relationship with the employees, the main functions of every organization should avoid any

dispute with them or settle it as early as possible so as to ensure industrial peace and higher

productivity. Personnel management is mainly concerned with the human relation in industry

because the main theme of personnel management is to get the work done by the human

power and it fails in its objectives if good industrial relation is maintained. In other words

good Industrial Relation means industrial peace which is necessary for better and higher

productions.

A man working in a healthy atmosphere can produce more. Within an industry there is a

hierarchy among the people. From the very beginning there is always a gap between have

and have-nots. In order to bring harmonious relation between the management, workers and

workers for the sake of industry as well as for the nation, positive relation within an industry

is expected. Therefore the term "INDUSTRIAL RELATION” came into limelight.

Industrial Relation is a major force which influences the social, political and economic

development of a country .Managing industrial relations is a challenging task because it

deals with a highly complex, fast developing, ever changing and expanding field. There are

certain factors such as composition of working class, work environment, socio-economic

status of the workers and their attitude to work, management's ideology, role of the state,

thinking of the community etc which have a considerable bearing on the state of relationship

between labor and management. Different labor enactments and judicial decisions play a

major role in regulating the employer -employee relationship. It creates an atmosphere in

which the human system will operate harmoniously in a coordinated way. Keeping in view

the different aspects of industrial relations, an attempt has been made in this project to

provide a multi dimensional approach to the subject.

1.1 Company profile

STEEL AUTHORITY OF INDIA LIMITED (SAIL)

Formation of Hindustan Steel Limited

When the Government of India decided to enter into the field of iron and steel production, it

broadly envisaged not to run the firm as a departmental undertaking. Although initially steel

project administration was directly under a Ministry of the Central Government, Hindustan

Steel was formed as a Limited Company, with President of India owing the shares on behalf

of the people of India. Thus Hindustan Steel Limited was set up on January 19, 1954.

Formation of Steel Authority of India Limited (SAIL)

The Committee of public Undertaking of the 5th lok Sabha was the 1st parliamentary

Committee to undertake a significant review of the question of setting up a holding Company

for steel. It was 1st considered in the Department of steel in 1971 with the following 2

objectives:

Rapid growth of the industrial sector, of the state as a leading agent of the growth

process; and

Ability of the Government to divert investment into areas which are strategic from

the point of view of future development.

In this context, it was recognized that the public sector had to be made more efficient in

order that it might be able to contribute far more than it had to the common pool of investible

surplus in the economy. Further such a holding company could perform a number other

important functions like coordination and control of constituent units, planning long term

program, introduction of necessary technological changes, setting up of an R & D

organization and training of managerial personnel for the public sector as a whole.

Based on the above consideration, the proposals to set up a holding company for steel and

associated input industry was approved by the Government in January 1972. Accordingly,

the formation of steel authority of India Limited was approved by the Government in

December, 1972. The company was incorporated in January 24, 1973 with an authorized

capital of Rs 2 thousand crore. In 1978 SAIL was restructured as an operating company.

BRIEF HISTORY OF BHILAI STEEL PLANT

Bhilai steel plant – a symbol of Indo –soviet techno –economic collaboration ,is one of the

first three integrated steel plant set up by Government of India to build up a sound base for

the industrial growth of the country, The agreement for setting up the plant with a capacity

setting up the plant with a capacity of 1MT of Ingot steel was signed between the govt. of

erstwhile U.S.S.R and India on 2nd feb,1955,and after a short period of 4yrs,India entered the

main stream of the steel producer with the commissioning of its 1st blast furnace on 4th feb

1959 by the then President of India Dr Rajendra Prasad. Commissioning of all the units of

1MT stage was completed by 1961. In the initial phase the plant had to face many teething

problems , mostly unknown to the work force at the time, But by meticulous efforts and team

spirit ,these problem where surmounted and the rated capacity production was achieved only

within a yr of integrated operation of the plant.

Thereafter, the plant was expanded to 2.5MT capacity per yr, and than to 4 MT of crude steel

per yr, Bhilai expended its production capacity in two phases 1st to 2.5MT which was

completed on sept. 1, 1967 and the 4 MT Stage, which was completed in the yr 1988.All the

units of the plant have been laid out in sequential formation according to technological

interrelation ship so as to ensure uninterrupted flow of in process material like coke, sinter,

molten iron, hot ingot, as well as disposal of metallurgical wastages and slag etc, minimizing

the length of various inter plant communications, utilities & services Bhilai has its own

captive mines spread over 10929.80 acres. Iron ore from dalli-rajhara group of mines, 85 km

south west of bhilai .Lime stone requirements are mate by nandini mines, 20 kms north of

bhilai & dolomite comes from hirri in bilaspur district, 135 kms north east of the plant. To

meet the future requirements of iron ore, another mining site rowghat, situated about 100

kms south of rajhara, is proposed to be developed as the ore reserve as at rajhara are

depleting the plant now consist of 10 coke oven batteries. Six of them are 4.4 MTS tall. The

7 meters tall fully automated batteries NO 9&10 are among the most modern in India. Of

Bhilai’s 7 blast furnaces, there are of 1033 cu.meters capacity each, 3 of 1719 cu.metres and

1 is 2000 cu.metres capacity each, 3 of 1719 cu.metres 1 is 2000 cu.metres capacity. Most of

them have been modernized incorporating state-of-the-art technology.

The plant’s Quality Assurance System has been awarded ISO 9001:2000 certification. Not

content with the Quality Assurance system for production processes, Bhilai has obtained

ISO 14001 certification for its Environment Management System and for its Dalli

Mines. Besides environment-friendly technology like Coal Dust Injection System in the

Blast Furnaces, de-dusting units and electrostatic precipitators in other units, BSP has

continued a vigorous a forestation drive, planting trees each year averaging an impressive

1000 trees per day in the steel township and mines. A leader in terms of profitability,

productivity and energy conservation, BSP has maintained growth despite recent difficult

market conditions. A significant reason for BSP’s performance is adherence to quality

management systems in different fields.: Bhilai has become the first public sector

organization to have been awarded all the four certifications of ISO 9001 for quality,

ISO 14001 for environmental management system for plant and mines, OHSAS 18000

for safety and health and SA 8000 for social accountability.

Rail and Structural Mill:-

Rail and Structural Mill of Bhilai Steel Plant, SAIL is the world’s largest Producer of rails

with an installed capacity to produce 500 000 tons of rails and250 000 tons of structurals.

Bhilai is also the sole supplier of the country’s longest rail tracks of 260 metres. The length

of rails produced so far since inception is sufficient to encircle the globe more than 8 times.

The major profiles produced in the mill are:-

Merchant Mill:-

The "350 mm" Merchant mill is a semi continuous high capacity mill designed to roll

500,000 tones of finished products per year as per present market demand. Main products are

:Rounds Bars 28,32,36,40,50,53,56,60,63 & 67 mm dia; TMT bars of 28, 32,36, 40 and 45

mm are also being rolled. Angles 50x50, 65x65, 75x75, 80x80 and 90x90 mm leg lengths

and thickness ranging from 5 to 10 mm.Channels 100x50, 75x40 mm.

Plate Mill:-

The modern plate mill rolls out heavy and medium plates, as well as those for the pipe

manufacturers. Plates of wide varity in any required size, and strength, chemical and physical

properties can be produced here. It has capacity to produced high pressure, boiler quality and

high tensile steel. Ship building creates, conforming to Lloyds specifications, and pressures

vessals boiler plates, conforming to various ASTM, ASME, standards, have with stood the

challenges of nature and time. Some of the unique features of the mill are on line finishing

facilities and off line normalizing facilities. BHILAI has the widest plate mill in the country

and it uses continuously caste slabs as input. Liquid steel produces under control conditions

in the LD converters is rinsed with argon gas to homogenize the composition as well as to

remove non-metallic inclusion before continuous casting so as to ensure the production of

high quality feed stock for the plate mill.

BSP ORGANISATIONAL OBJECTIVES:

To encage customer satisfaction through:-

Improvement in productivity and product quality.

Skill enhancement of our people by competence commitment and culture-

building.

Production as per customer requirements.

Achieving continual improvement in productivity, quality and salability of our

products.

PRODUCT PROFILE:

Bhilai Steel Plant (BSP) has mainly three types of products:-

1. Semis Product

2. Long Products

3. Flat Products

BSP is one of the major producers of long steel products in India. The current product mix of

BSP comprises Plates, Rails, Heavy Structurals, beams, channels, merchant products, bars,

rods and light structurals, wire rods and semis, like blooms and billets. Presently, the long

products constitute about 74% and flat products about 26% of the saleable steel produced at

BSP.

PRODUCT MIX OF BSP:Rail & Structural Mill (Capacity - 7,50,000 T )

Products

Rails

channels

Angles

beams

Crossing Sleeper.

Bhilai is the sole supplier of the country's longest rail tracks of 260 meters.

Bhilai Rails

Largest producer and leading rail maker of the world.

Four and a half decades of experience in rail making.

Produced over 15 million tones of rails; 2.7 lakh km in length.

Indian Railways- World’s second largest rail company moves exclusively on Bhilai rails.

Bhilai rails are subjected to world’s highest traffic density and axle loads.

Rails exported to 10 countries with exports to South Korea, New Zealand, Argentina,

Turkey, Iran, Egypt, Ghana, Bangladesh and Malaysia.

Technological Superiority

Capability to produce as rolled lengths of 80 meter and welded panels up to 260 meters

High degree of Straightness due to world’s most advanced and Laser straightness

measurement based end straightening machine.

World class tested rails; Laser straightness measurement, Ultrasonic and eddy current

testing machines

Computerized Rail Tracking system for collection and storage of all process and testing

related data of each rail.

Table 1.01

Table 1.02

Table 1.03

HIGHLIGHTS: 2010-11

1. Production of main items:

- The capacity utilisation for Hot Metal, Crude Steel and Saleable Steel production

was 121.4 %, 135.8% and 144.8% respectively.

Unit: Million T

Item 2009-10 2010-11 % Rated Capacity

Hot Metal 5.37 5.71 121.4 #

Crude Steel 5.11 5.33 135.8

Saleable Steel 4.37 4.57 144.8

Table 1.04

- Record production of 5.71 million tonnes of Hot Metal, exceeding previous best

of 5.39 million tonnes in 2008-09 and registering a growth of 6.3% over the

previous year.

2006-07 2007-08 2008-09 2009-10 2010-114500

4800

5100

5400

5700

4816.8

5267.75387.2

5370.0

5707.9

Production of Hot Metal ('000 T)

Graph 1.01

- Record production of 5.33 million tonnes of Total Crude Steel, surpassing the

previous best of 5.18 million tonnes in 2008-09 and registering a growth of 4.3 %

over the previous year.

2006-07 2007-08 2008-09 2009-10 2010-114000

4350

4700

5050

5400

4798.5

5054.6

5183.5

5109.1

5328.6

Production of Total Crude Steel ('000 T)

Graph 1.02

- Record production of 4.57 MT of Saleable Steel, surpassing the previous best of

4.49 T achieved in ‘08-09 and registering a growth of 4.5 % over previous year.

Graph 1.03

Achieved:

- Highest ever Labour Productivity at 326.0 T/Man/Year against the previous

best of 309.1 T/Man/Year in ‘09-10.

2006-07 2007-08 2008-09 2009-10 2010-11

240

270

300

330

268

289

301

309

326

Labour Productivity (T/Man/year)

Chart 1.01

2006-07 2007-08 2008-09 2009-10 2010-113600

3850

4100

4350

4600

4222.9

4428.9 4491.6

4370.4

4565.5

Production of Saleable Steel ('000 T)

2. New Products developed :

To meet the customers’ demand and to increase the market share, BSP has fulfilled its

plan to develop one product each month. A total of 12 new products were developed

in the financial year 2010-11

Chart 1.02

Chart 1.03

1.2 OBJECTIVE:-

To conduct a satisfaction survey of the employees on the Industrial Relation activities

in the company.

To provide suggestions, if any, for enhancement of Industrial Relations in the

company.

1.3 LIMITATIONS OF THE STUDY:-

The shop floor workers were reluctant to spend time for filling the questionnaires due

to their work schedules.

Interaction with executives consumed lot of time as they couldn’t spare long hours

from their busy schedules.

Questionnaires had to be read out and explained to the employees thus the number of

respondents had to be limited.

CHAPTER – II

RESEARCH METHODOLOGY

2.1 Primary Data:

To know the opinion about the Industrial Relation system in Bhilai Steel Plant (SAIL),

questionnaires has been made separately for workers and executives. The investigator took

interviews of the executives and workers based upon Industrial Relations of B.S.P.

2.2 Secondary Data:

The secondary source of getting facts related to project work has been collected from the

following:

o Statistical statement

o Journals

o Internet

o BSP Panorama

2.3 Sample Design:

The sample consists of only BSP employees both shop floor employees and executives.

2.4 Population:

The total strength of BSP is 50,000 employees approx. Mostly the labor workforce

2.5 Sample Size:

I took a sample of 200 workers in different departments and 30 executives

2.6 Sampling Method:

The sampling method followed is random. The population consisted of BSP employees only.

2.7 Method of data collection:

Personal visit to the respondents in their work area

.2.8 Instrument of data collection:

Questionnaire is used for collecting data. Separate questionnaire were used to collect dat

from shop floor employees and from executives.

Chapter – III

Theoretical Background

According to TEAD and METCALFE:-

"Industrial Relation are the composite result of the attitudes approaches of employers and

employees towards each other with regard to planning, supervision, direction and

coordination of the activities of an organization with a minimum of human efforts and

frictions with an animating spirit of cooperation and with proper regard for the genuine well

being of all members of the organization.

According to DALE YODER:-

"Industrial Relation is a whole field of relationship that exists because of the necessary

collaboration of employees in the employment process of an industry ."

According to ALLAN FLANDER:-

"The subject of industrial relations deals with certain regulated or institutionalized

relationships in industry ."

According to Professor CLEGG:-

"Industrial Relations are the rules governing employment together with the ways in which

the rules are made and changed and their interpretation and administration."

From the above definitions we find Industrial Relations as:-

i) The term stood for manpower of the enterprise i.e. the employee – employer

relationship in an industry .

ii) Later on the relations get created at different levels of the organization by the diverse,

complex composite needs, aspirations, attitudes and approaches among the

participants.

iii) The parties actively associated with any industrial relation are the workers, the

management, the organizations of workers and managements, and the State.

iv) It denotes all types of inter - group and intra -group relations within industry, both

formal as well as informal.

OBJECTIVES OF INDUSTRIAL RELATION :-

Apart from the primary objective of bringing about sound and healthy relations between

employers and employees, Industrial Relation aims at:-

A. To safeguard the interest of labor and management by securing the highest level of

mutual understanding and good-will among all those sections in the industry which

participate in the process of production.

B. To avoid industrial conflict or strife and develop harmonious relations, which are an

essential factor in the productivity of workers and the industrial progress of a country.

C. To raise productivity to a higher level in an era of full employment by lessening the

tendency to high turnover and frequency absenteeism.

D. To establish and nurse the growth of an Industrial Democracy based on labor

partnership in the sharing of profits and of managerial decisions, so that ban

individuals personality may grow its full stature for the benefit of the industry and of

the country as well.

E. To eliminate, as far as is possible and practicable, strikes, lockouts and gheraos by

providing reasonable wages, improved living and working conditions, said fringe

benefits.

F. To establish government control of such plants and units as are running at a loss or in

which productions has to be regulated in the public interest.

G. Improvements in the economic conditions of workers in the existing state of

industrial managements and political government.

H. Control exercised by the state over industrial undertaking with a view to regulating

production and promoting harmonious industrial relations.

I. Socializations or rationalization of industries by making he state itself a major

employer

J. Vesting of a proprietary interest of the workers in the industries in which they are

employed.

COMPONENTS OF INDUSTRIAL SYSTEM:-

I) PARTICIPANTS: The participants in the industrial relations sphere are composed

of duly recognized representatives of the parties interacting in several roles within the

system. It includes -

a. Employee Relation - It includes the complex relationship among the

employees.

b. Labour Relation - It includes the relationship between management and

Trade Workers.

c. Public Relation - It includes the relationship of industry with the entire

community as a whole.

2) ISSUES: The power interactions of the participants in a workplace create industrial

relation issues. These issues and the consequences of power interactions find their

expression in a web of rules governing the behaviour of the parties at a workplace. :

3) STRUCTURE: The structure consists of all forms of institutionalised behaviour in a

system. The structure may include collective procedures, grievance settlement

practices etc. legal enactments relevant to power interactions may also be considered

to be a part of the structure.

4) BOUNDARIES: In systems analysis, it is possible to find an issue which one

participant is totally indifferent to resolving while, at the same time, the other

participant is highly concerned about resolution of the same. These issues may serve

to delimit systems boundaries.

ASPECTS OF INDUSTRIAL RELATION

The main aspects of Industrial Relations are:-

i. Labor Relations, i.e. relations between workers and management.

ii. Employer-employees relations, i.e. relations between management and employees.

iii. Group relations, i.e. relations between various groups of workmen.

iv. Community or Public relations, i.e. relations between industry and society.

v. Promotions and development of healthy labor-managements relations.

vi. Maintenance of industrial peace and avoidance of industrial strife

vii. Development of true industrial democracy.

FEATURES OF INDUSTRIAL RELATION

A few notable features pertaining to Industrial Relations are as under:

1. Industrial Relation do not emerge in vacuum they are born of employment

relationship in an industrial setting. Without the existence of the two parties, i.e. labor

and management, this relationship cannot exist. It is the industry, which provides the

environment for industrial relations.

2. Industrial Relation are characterized by both conflict and co-operations. This is the

basis of adverse relationship. So the focus of Industrial Relations in on the study of

the attitudes, relationships, practices and procedure developed by the contending

parties to resolve or at least minimize conflicts.

3. As the labor and management do not operate in isolations but are parts of large

system, so the study of Industrial Relation also includes vital environment issues like

technology of the workplace, country's socio-economic and political environment,

nation's labor policy, attitude of trade workerss workers and employers.

4. Industrial Relation also involve the study of conditions conductive to the labor,

managements co-operations as well as the practices and procedures required to elicit

the desired co-operation from both the parties.

5. Industrial Relations also study the laws, rules regulations agreements, awards of

courts, customs and traditions, as well as policy framework laid down by the

governments for eliciting co-operations between labor and management. Besides this,

it makes an in-depth analysis of the interference patterns of the executive and

judiciary in the regulations of labor-managements relations

CHAPTER - IV

DATA PROCESSING AND ANALYSIS

QUESTIONNAIRE FOR SHOP FLOOR WORKERS

1.How is your relation with the management?

Question Good Bad

Number of Respondents 32 18

Percentage 64 36

Table 4.01

Good Bad0

5

10

15

20

25

30

35 32

18

Employee's Relation With the Management

Number of RespondentsSeries2

Graph 4.01

Interpretation

While major part of the workers believes that relations with management are cordial, certain

part of the workers doesn’t believe in the same. This highlights the area of concern.

2. Are you satisfied with your salary?

Question Yes No


Percentage 84 16

Table 4.02

Yes No0

5

10

15

20

25

30

35

40

4542

8

Employee's Satisfaction with Salary


Graph 4.02

Interpretation

As is evident that mostly the workers feel that they are receiving adequate compensation

from the organization, but there is a small part which feels that they are not getting well paid.

3. Are you aware of E-SAHYOG and SAMADHAN in BSP?

Question Yes No


Percentage 70 30

Table 4.03

Yes No0

5

10

15

20

25

30

35

35

15

Awareness About E-Sahyog & Samadhan


Graph 4.03

Interpretation

Although the employees are aware of the facilities but it can be seen that the awareness is not

up to the mark. Still there is a section that is unaware of the facilities started for their own

benefits. When employees don’t utilize the facilities then it totally misses the point.

4. Are you satisfied with medical and health facilities provided b y B.S.P?

Question Very

good

Good Average Bad

Number of Respondents 32 12 4 2

Percentage 26 36 34 4

Table 4.04

Very Good Good Average Bad

0

5

10

15

20

25

30

35 32

12

42

Employee's Satisfaction With Health & Medical Facility

Number of Respondents

Graph 4.04

Interpretation

The medical and health facility provided by BSP to the employees and their families is well

appreciated by the employees. They reap full benefits of this facility. This non-monetary

incentive not only ensures that the employees remain healthy but also lessens their burden.

5. Are you satisfied with training provided by the safety departments?

Question Yes No


Percentage 78 22

Table 4.05

Yes No0

5

10

15

20

25

30

35

40

4543

7

Satisfaction With Safety Training Program


Graph 4.05

Interpretation

In a steel plant safety is major issue and as is evident that the management of BSP takes

safety in BSP seriously. Employees feel that the training which they received from the safety

department was good and helped them in their work to avoid accidents. There have been no

major accidents in BSP from over a decade.

6. Do you feel workers participation in management is a healthy provision for bringing

harmonious relationship in the industry?

Question To Great Extent To some Extent Not at all

Number of Respondents 13 18 17

Percentage 26 36 34

Table 4.06

To Great Extent To some

extent Not at all

02468

1012141618

13

1817

Worker's Participation Vs Harmonious Relation With Management


Graph 4.06

Interpretation

The data shows that the respondents felt that their say in managerial decisions is not going to

bring any serious change in their relation with the management. There is significant section

in the employees who think so and this should be a priority for the management to handle

this issue.

7. Do you feel having good relationship with the management increases the efficiency

of worker?



Percentage 26 36 34

Table 4.07


extent Not at all

02468

1012141618

13

1817

Relation with Management Vs Efficiency


Graph 4.07

Interpretation

The previous question highlighted that the employees were reluctant to participate in

decisions by management. This question further supports my interpretation. Most of the

employees in BSP don’t think their efficiency is going to be effected by the extent of their

relation with the management. This indicates that the employees are unhappy with the

management and they don’t feel connected with them. This feeling amongst employees can

one day lead to major trouble for the upper level executives thus must definitely look into the

matter.

8. How is the incentive bonus scheme working in the plant?

Question Very Good Good Average Poor



Table 4.08

Very good Good Average Poor

0

5

10

15

20

25

30

35

Incentive Bonus Scheme


Graph 4.08

Interpretation

BSP comes under the umbrella organization SAIL which is good at giving their employees

both monetary as well as non-monetary benefits. And is evident the employees are happy

with the incentives they are receiving. But the management can still improve their incentive

policy bit more.

9. How do you feel about the existing grievance handling system?

Question Very Good Good Average Poor



Table 4.09

Very good Good Average Poor

0

5

10

15

20

25

30

20

26

31

Grievance Handling System


Graph 4.09

Interpretation

Grievance handling is a crucial aspect for any organization and BSP is well aware of it. The

employees are happy with the way their problems both professional as well as personal are

solved. Employees feel that they are heard and taken seriously which induces a sense of

belonging in them.

QUESTIONNAIRE FOR MANAGEMENT

1. Do you feel good relationship exist amongst the employees in BSP?

Question Yes No


Percentage 86 14

Table 4.10

Yes No0

5

10

15

20

25

30

35

40

4543

7

Relationship Among BSP Employees


Graph 4.10

Interpretation

Executives feel that employees in BSP share harmonious relation amongst them. There have

been no major conflicts in the organization recently. Management should strive to maintain

this peace.

2. Does good relations affect the performance of the organization?

Question Yes No


Percentage 84 16

Table 4.11

No. of Respondents0

5

10

15

20

25

30

35

40

45 42

8

Relations Vs Performance of Org.

YesNo

Graph 4.11

Interpretation

Relations within the organization play an important role in the productivity of the employees

which in turn affects the efficiency of the organization. Management of BSP believes in this.

3.Do you feel by good relationship the efficiency of worker is increased?

Question Yes No


Percentage 86 14

Table 4.12

Yes No0

5

10

15

20

25

30

35

40

4543

7

Employee Relations Vs Efficiency


Graph 4.12

Interpretation

As the above indicates that the management believes that the relations play a pivotal in

productivity of employee, this question further supports my interpretation. The executives

feel that an individual’s performance is affected due to the relations

4. According to you, how is the relationship between workers and management in BSP?

Question Good Average Poor


Percentage 66 28 6

Table 4.13

GoodAverage

Bad

0

5

10

15

20

25

30

35 33

14

3

Relationship between Workers & Management


Graph 4.13

Interpretation

Since the management thinks that relations affect the employees and organization as a whole

therefore they strive to have good relations with their employees. The executives feel that

their relations with the employees are good but I think that there is lot of scope for

improvement

5. Is the management able to satisfy the workers in BSP?

Question Almost To some Extent Not at all


Percentage 36 58 6

Table 4.14

AlmostTo some extent Not at all

0

5

10

15

20

25

30

18

29

3

Management's Ability to Satisfy Workers


Graph 4.14

Interpretation

Employees are the internal customers of every organization and meeting the needs and

demands of the customer is purpose of every business. HR executives try to satisfy their

employees but even they feel that they are not able to satisfy them fully.

6. Are you getting satisfaction out of your job?



Percentage 74 22 4

Table 4.15


extent Not at all

0

5

10

15

20

25

30

35

40 37

11

2

Job Satisfaction


Graph 4.15

Interpretation

I believe that one can satisfy others only when one is satisfied in one’s own life. Thus I

purposely put this question to find out whether the executives in BSP are happy with their

jobs. Most of the employees are satisfied with the jobs they are in but there remains a section

who feels that something is lacking in their job. The HR department should try to handle this

problem .

7. Do you think there is over employment in BSP?



Percentage 4 16 80

Table 4.16


extent Not at all

0

5

10

15

20

25

30

35

40

Over Employement


Graph 4.16

Interpretation

Government organization are generally faced with the problem of over employment i.e.

redundancy. And as can be interpreted from the data collected that BSP is no different. The

executives agree that over employment is an issue in their organization and they need to

tackle it.

8. Do you feel workers participation in management is a healthy provision for bringing

harmonious relationship within Industry?

Question Yes No


Percentage 92 8

Table 4.17

Yes No05

101520253035404550 46

4

Worker's Participation Vs Harmonious Relation With Management


Graph 4.17

Interpretation

I had put similar question in front of employees. The executives believe that participation of

workers in management activities will strengthen the relations between management and

workers. But the difference in opinion of employees and executives highlights a key area.

9. Do you discuss with the workers and take their suggestions to solve the problems and

other matters?

Question Yes Sometimes No


Percentage 68 28 4

Table 4.18

YesSometimes

No

0

5

10

15

20

25

30

3534

14

2

Involvement Of workers in Management


Graph 4.18

Interpretation

From the above question we interpret that executives think that workers should participate

with the management over certain issues. But to find out how many of them actually do it I

have put this question. We can see that mostly the executives think that workers should be

asked for suggestions and their view should be held important but there are executives who

don’t follow it.

CHAPTER - V

MANAGEMENT LESSONS

1. Before assigning the task make sure that your message has been

conveyed well to avoid problems further. In my case the people were

communicated about the survey which we are doing to design the

training program and deduce the training needs.

2. Punctuality is very important. In case of BSP we have seen that the

people with maximum needs for training are the ones who have lots of

absenteeism. Regular employees have better performance than the others.

3. Listen carefully to every instruction given to you by your superior. The

subordinates are successful if they give heed to the words of their seniors

and ensure that their instructions are carried on properly.

4. Being always calm and cool in the organizations also an aspect of one’s

behavior which has to be taught in order to ensure that the employees

have maximum productivity

5. To survive in the organization improve your patience level as one needs

to listen to others and then decide on the basis of the options derived for

which patience is very essential.

6. Believe in smart working as we have very limited time and resources for

which we need optimum utilization of resources. Apart from that

everyone is equally qualified the only way we can create a difference is

by smart work.

7. For not losing any opportunity you need to be well updated about your

job. This is our main focus i.e. To bring in awareness among the

employees to ensure that the employees cope up with the changes in the

external environment.

8. For carrying out survey I need to interact with the every genre of

employees out there in order r to ensure the training effectiveness is the

maximum.

9. Came to know there present competency and what new competencies are

required in them. The training need analysis form can be a base ti

determine the above and can be used for future reference as well.

10.First one need to be well informed about his knowledge before imparting

it in someone else otherwise all would be messed up.

11.If you are not on time it would trouble you only. Which can be seen on

the basis of the grater training needs among the employees who have

been absent from their work at regular interval.

12.Don’t trust blindly on any one regarding personal issues in your work

place.

13.Work place should be pleasant and not stressful to get maximum output.

14.Don’t be in any kind of argument unnecessarily. I realized that getting

involved in unnecessary talk or actions only creates problem, so

concentrate on your work

15.Have a look on both short term goal as well as long term goal. The work

we do today is just a part of our effort towards our ultimate goals which

we want to achieve in our life.

16.Give more important to short term goal than to long term goal. The

priority list is determined and we should not ignore the short term goals

for the long term goals.

17.Always let your boss/senior to say first on any task as they are the ones

who are answerable for the job to be done perfectly.

18.Consult your supervisor before making any decision because they are

also going to be affected by the decisions taken hence their willingness to

accept the decision would be directly proportional to their participation

to the decisions making process.

19.It’s not that someone helps you always cares for you. We need to avoid

fall prey of unnecessary politics which is a part of every organization.

20.At the time of carrying out survey we kept in mind the timing slot and

their work so that it doesn’t disturb anyone and their work.

21.Always make and decision based on complete information not that

present to you.

22.Do not micromanage your employees it would hamper only.

23.Trust your employees’ one you have assigned them a task and wait for

end result.

24.Provide them opportunity and incentives to keep them motivated.

25.People requiring training the primarily the ones who have external locus

of control.

26.CSR activities are very essential to ensure that the company is socially

acceptable.

27.Hygiene factors which include proper food and working conditions.

28.Family get together and recreational activities enhance the efficiency and

install sense belongingness.

29.The trainings needs are generally required for the ones who have

extrinsic motivational factors.

30.The attitude and personality of an employee depends largely on the

culture of the organization.

CHAPTER - VI

FINDINGS

People have good terms with the management but still there is part which doesn’t

believe so which is an area of concern

E-SAHYOG and SAMADHAN are there to assist the employees therefore it’s crucial

that employees are aware of it. But still there are many who didn’t about them

The employees are satisfied with medical and health facilities but the satisfaction

level varies a lot. Many employees find the facilities just above average but not very

good.

Most of the employees believed that they were satisfied with the Safety training held

by the safety department which is very crucial in Steel Plants

As can be seen that the responses to worker participation in management and effect

of relation with management on employee efficiency is more or less the same, which

highlights great area of concern

The incentive policy of the organization is well appreciated by the employees.

The employees are highly satisfied with the Grievance handling system in B.S.P

FINDINGS FROM INTERACTION WITH MANAGEMENT:

Due to surplus of manpower in Bhilai Steel Plant labor productivity could not be

achieved at the desired level which creates some problems in Industrial Relation

situation of BSP.

A good number of employees had been recruited earlier are not fit for that posts in

which they are in now so they are unable to understand the practical scenario, which

become an obstacle in Industrial Relation of BSP .

CHAPTER - VII

RECOMMENDATIONS

I found out that there exists a section of workers who believe that their terms with the

management is not good and management should try and identify that section and

find out what the cause because for an organization with no labor unions it is very

important that they have good terms with the employees

E_SAHYOG AND SAMADHAN are great initiatives taken by B.S.P to help

employees in areas which directly or indirectly affect the performance of employees.

Also one can view their personal records and other such things. As these are there to

help employees so management must make sure that all the employees are aware of it

so that they can benefit from such facilities.

Although employees are satisfied with medical and health facilities provided by the

B.S.P but the level of satisfaction varies considerably, which can be due to the

occasional mishaps. Management should look in to the matter as it concerns not only

the employees but their families too.

Workers of B.S.P are satisfied by the safety training provided to them, the

management understands the importance of safety measures in an organization like

B.S.P and employees also take keen interest in the training thus reducing the number

of mishaps drastically.

The people who have good terms with the management are the ones who believe that

their efficiency will get affected by the relationship they share with the management

and they are the ones who believe that worker should actively participate in the

management. The management must try to remove this tendency and take measures

that all the employees should feel belongingness towards the organization and take

keen interest in management decisions by voicing their opinions and giving

suggestions.

A VIEW FROM WORKERS AND MANAGEMENT

Workers suggest that:

There should be awareness programmes to be organized by the management in respect of the

benefits of good relationship and better future.

Management suggests that:

There should be proper co-operation between management and workers. Workers should

help the management in decision making process so that the Industrial Relation situation and

productivity of Bhilai Steel Plant is better possible.

CHAPTER - VIII

CONCLUSION

In the project I have studies the INDUSTRIAL RELATIONS prevailing in Bhilai Steel

Plant- SAIL, Bhilai. In the above project the 30 management staffs (HODs) and 200 shop

floor workers have been taken as the sample.

The data focused on various aspects of industrial relations in the company. The data was

collected by personal interaction with the HOD’s of every department and questionnaires

filled by them and by shop floor workers. On the basis of the collected information an excel

sheet was prepared which summarized the overall scenario. Additional findings and

recommendations through observation were listed down.

The analysis resulted in highlighting some key areas which will help the management of BSP

in taking pro-active measures.

This project gave me the industry exposure every fresher wants.

BIBLIOGRAPHY

During my summer training period I have collected the required information’s from the

following people and website:

1. Mr. Amulya Priyadshi , Senior Manager, Personnel- Industrial Relations

2. Mrs- A.A Lal, Senior Manager,Personnel- Non-Works

3. Mr. S. K. Shrivastava, Manager, Personnel- MPS

4. www.sail.org

5. www.google.com

ANNEXURE

http://www.google.com/

http://www.sail.org/

List of Table

Table No. Title Page No.

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Tripti 2803354 Final Summer

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