Bhilai Project

A PROJECT REPORT
FOR THE PARTIAL FULFILLMENT OF

M.B.A.
ON
JOB SATISFACTION ANALYSIS
And its practice to
RETENTION & MOTIVATION
MANAGEMENT
A study in
BHILAI STEEL PLANT

AT BHILAI
Guided By: Submitted By:
Mrs. Nisha Soni Arun Kumar Shukla
AGM (P-NW) M.B.A. 3rd Semester
ROLL NO. 0701170027
United Institute of Management

Affiliated to
UP Technical University, Lucknow
Page 1 of 77
TABLE OF C O N T E N T S
Chapter No. Title Page No.
Declaration from student 03
Certificate from organization 04
Acknowledgement 05
Preface 06
I Introduction 07-24
1.1 Company profile of SAIL 08-10
1.2 Vision of SAIL 11
1.3 Company profile of BSP 12-19
1.4 Corporate Plan 2012 20-23
1.5 Awards & Accolades 24
II Research report 25-36
2.1 Abstract 26-27
2.2 Research Methodology 27-31
2.3 Questionnaire 32-35
2.4 Objective of study 36
III Graphical representation 36-54

&Analysis
IV Findings 55-56
V Recommendations 57-60
VI Conclusion. 61-62
Appendix 63-66
Bibliography & Annexure 67-71
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Declaration
I Arun Kumar Shukla hereby declare that the project report

entitled “JOB SATISFACTION ANALYSIS AND IT’S
PRACTICE FOR RETENTION & MOTIVATION
MANAGEMENT” has been written by me on the basis of my
summer training at Bhilai Steel Plant (an integrated plant of
SAIL), Bhilai during 9th June to 2nd August and has not
submitted anywhere in any manner.
It is a report which is based on various interviews, surveys

that’s conducted by me during my summer training period in
Bhilai as a student of Master of Business Administration from
United Institute of Management, Allahabad affiliated by U.P.T.U.
Luck now.
Arun
Kumar Shukla
M.B.
A. 3rd semester
Roll
No.-0701170027
UI
M, Allahabad
Page 3 of 77
CERTIFICATE
This is to certify that Mr. ARUN KUMAR SHUKLA of United Institute Of

Management, NAINI, ALLAHABAD has successfully completed the project
work titled “JOB SATISFACTION ANALYSIS AND IT’S
PRACTICE FOR RETENTION & MOTIVATION
MANAGEMENT” in partial fulfillment of requirement for the completion
of MBA course as prescribed by the UPTU Technical University.
This project report is the record of authentic work carried out by him
during the period from o9th June 2008 to 02nd August 2008 (8-weeks).
He has worked under my guidance.
Signature ……………….
Name – M/S NISHA SONI
AGM (P-NW)
BHILAI STEEL PLANT
Page 4 of 77
ACKNOWLEDGEMENT
I would like to pay my sincere gratitude to those people who guided me

during this project. The last 60 days with SAIL (Bhilai Steel Plant) has been
full of learning and sense of contribution towards the organization. It is well
known that success of any project needs some guidelines and cooperation.
Firstly, I would like to express my gratitude to Mrs.Nisha Soni,

Assistant General Manager (P-NW) & Mr.Jacob Kurian, Assistant General
Manager (HRIS) Bhilai Technical Institute, BSP for his valuable guidance and
constructive approach to understand the HR principle and to fulfill my
project report timely. He always motivated me to get more than expectation
and taught me, how to get together with people. I have a special regard to
him for sharing his most valuable time with me. I also like to give special
thanks to Mr. P.K.Tiwari Assistant General Manager (HRD) & Mr. Manas
Shukla Assistant General Manager (HRD) who help me in guiding & select.ing
an appropriate fields for research work.
Let me now thank Mr. Namdeo Barange, training coordinator for his
valuable guidance.
I am also thankful to my Faculty guide Mrs. Parminder Narula at UIM,

Alld. for her invaluable guidance and suggestions during my training.
Finally, I am thankful to all my team members, all employees,

executives of BSP & others who helped me directly or indirectly towards the
completion of my work.
Arun Kumar Shukla

UIM
, Allahabad
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Preface
The importance of Human Resource retention as a discipline has evolved
significantly in the last three decades due to understand employee a
valuable resource. The word has entered an era of unprecedented
internationalization and globalization activity.
The focus of this research is on retention management and its
practice to employee motivation and it provide a perspective analysis it.
The research report is prepared by me for completion of my M.B.A.
course as per the rule of U.P.T.U. Luck now.
Plan of the report:

The report has been organized around two part;
Part 1 - of the report included about the organization profile of BHILAI
STEEL PLANT(SAIL), BHILAI. This deals with brief history, its structure,
products/services, future, organization chart etc.
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Part 2- of the report contained study & the analysis of the Job satisfaction
level among executives and its practice to Retention Management &
Employee motivation.
Page 7 of 77
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COMPANY PROFILE
Steel Authority of India Limited (SAIL) is the

leading steel-making company in India. It is a
fully integrated iron and steel maker,
producing both basic and special steels for
domestic construction, engineering, power,
railway, automotive and defense industries
and for sale in export markets.
Ranked amongst the top ten public sector companies in India in

terms of turnover, SAIL manufactures and sells a broad range of
steel products, including hot and cold rolled sheets and coils,
galvanized sheets, electrical sheets, structural’s, railway
products, plates, bars and rods, stainless steel and other alloy
steels. SAIL produces iron and steel at four integrated plants
and three special steel plants, located principally in the eastern
and central regions of India and situated close to domestic
sources of raw materials, including the Company's iron ore,
limestone and dolomite mines.
SAIL's wide ranges of long and flat steel products are much in demand in the
domestic as well as the international market. This vital responsibility is carried out
by SAIL's own Central Marketing Organization (CMO) and the International Trade
Division. CMO encompasses a wide network of 38 branch offices and 47 stockyards
located in major cities and towns throughout India.With technical and managerial
expertise and know-how in steel making gained over four decades, SAIL's
Consultancy Division (SAILCON) at New Delhi offers services and consultancy to
clients world-wide.
SAIL has a well-equipped Research and Development Centre for Iron and Steel
(RDCIS) at Ranchi which helps to produce quality steel and develop new
technologies for the steel industry. Besides, SAIL has its own in-house Centre for
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Engineering and Technology (CET), Management Training Institute (MTI) and Safety
Organization at Ranchi. Our captive mines are under the control of the Raw
Materials Division in Calcutta. The Environment Management Division and Growth
Division of SAIL operate from their headquarters in Calcutta. Almost all our plants
and major units are ISO Certified.
MAJOR UNITS
Integrated Steel Plants
1) Bhilai Steel Plant (BSP) in Chhattisgarh
2) Durgapur Steel Plant (DSP) in West Bengal
3) Rourkela Steel Plant (RSP) in Orissa
4) Bokaro Steel Plant (BSL) in Jharkhand
Special Steel Plants
1) Alloy Steels Plants (ASP) in West Bengal
2) Salem Steel Plant (SSP) in Tamil Nadu
3) Visvesvaraya Iron and Steel Plant (VISL) in Karnataka
Subsidiaries
1) Indian Iron and Steel Company (IISCO) in West Bengal
2) Maharashtra Elektrosmelt Limited (MEL) in Maharashtra
3) Bhilai Oxygen Limited (BOL) in New Delhi
Joint Venture
SAIL has promoted joint ventures in different areas ranging from power plants
to e-commerce.
NTPC SAIL Power Company Pvt. Ltd

Set up in March 2001, this 50:50 joint venture between SAIL and the National
Thermal Power Corporation (NTPC) operates and manages the Captive Power Plants-
II of the Durgapur and Rourkela Steel Plants which have a combined capacity of 240
MW.
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Bokaro Power Supply Company Pvt. Limited
This 50:50 joint venture between SAIL and the Damodar Valley Corporation formed
in January 2002 is managing the 302-MW power generation and 1880 tonnes per
hour steam generation facilities at Bokaro Steel Plant.
Bhilai Electric Supply Company Pvt. Limited

Another SAIL-NTPC joint venture on 50:50 basis formed in March 2002 manages the
74 MW Power Plant-II of Bhilai Steel Plant which has additional capacity of producing
150 tonnes of steam per hour.
UEC SAIL Information Technology Limited

This 40:60 joint venture between SAIL and USX Engineers & Consultants, a
subsidiary of the US Steel Corporation, promotes information technology in the steel
sector.
Metaljunction.com Private Limited

A joint venture between SAIL and Tata Steel on 50:50 basis, this company promotes
e-commerce activities in steel and related areas.
SAIL-Bansal Service Center Pvt. Ltd.

SAIL has formed a joint venture with BMW industries Ltd. on 40:60 basis to promote
a service centre at Bokaro with the objective of adding value to steel.
North Bengal Dolomite Limited

A joint venture between SAIL and West Bengal Mineral Development Corporation ltd
on 50:50 basis was formed for development of Jayanti Dolomite Deposit, Jalpaiguri
for supply of Dolomite to DSP and other plants.
Romelt-SAIL (India) Ltd

A joint venture between SAIL, National Mineral Development Corporation (NMDC)
and Russian promoters for marketing Romelt Technology developed by Russia for
reducing of iron bearing materials, which is carried out with carbon in single stage
reactor with the use of oxygen.
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To be a respected world class corporation and the leader in
Indian steel business in
qualit PRODUCTIVITY, PROFITABILITY and CUSTOMER
SATISFACTION.
SEVEN C’s OF “SAIL”
 Consistent quality
 Committed delivery
 Customized products
 Contemporary products
 Competitive price
 Complaint settlement
 Culture of customer service
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HISTORY
Bhilai steel plant (BSP) is a unit of the steel authority of India limited (SAIL).
Bhilai Steel Plant is a pulsating giant in the glorious industrial context of India. It
came into existence on 10th June 1957.when concreting of the foundation of 1st
Blast Furnace, but its original story started on 2nd February 1955 when the
agreement with USSR government prove the possibility of dreams come true. BSP
the functionary of SAIL is a symbol of Indo-Soviet Techno economic collaboration, is
one of the 1st three integrated steel plant setup by the government of India to build
up a sound base for industrial growth of the country. The agreement was signed on
2nd Feb, 1955 for 1 MT production capacity of crude steel, which rose to then 2.5
MT (1967), & then to 4 MT in 1988.
On 4th February 1959, president, Dr. Rajendra Prasad dedicated Bhilai to the
nation, by inaugurating the Blast Furnace no. 1 for production. Since then Bhilai has
never looked back an has steadily grown and modernized day by day. Bhilai has all
along been giving special attention to the employment to the weaker section.
THE PEOPLE
Bhilai Steel Plant has consistently endeavored to be a model employer. It has

striven to give social benefits to its employees in a good measure. In its role as an
employer, BSP has performed to fulfill certain statutory obligations, such as
contribution to the compulsory provident fund .beyond this BSP provides social
benefits could be, and have been evaluated in memory terms, the more important
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aspects is the attitude of the management towards its employees, which is more
important. Bhilai has maintained a friendly approach tinged with human touch. This
human element has been responsible, for creating and sustaining over many years,
a cordial atmosphere between the management and the employees of Bhilai
collectively. This has resulted in an environment of peaceful and healthy industrial
relations, leading to, creating a peaceful atmosphere.
HOUSING FACILITIES
Bhilai has well laid out township with demarcated 16 sectors with broad avenues.
There are mainly 18 major types of quarters in different architectural designs. A
central library on BTI, museum with industrial and other model, jayanti and
panth stadium for staging sports and games events and several community
centers with ispat club, Bhilai offers excellent medical and health services. A main
hospital named Jawahar lal Nehru Hospital & Research Centre, with 12
health centers in various sectors. A National Occupational and Medical Health
Centre, in BSP, for casualty in plant, also exist.
EDUCATIONAL FACILITIES
There are 80 schools, 7 colleges in Bhilai which cater to the basic education
to young people at different levels. Pre-employment training is given by the Bhilai
Technical Institute for training operatives, trade apprentice and graduate engineers.
Post operative training is also given.
PROFILE
Seven time winner of Prime Ministers Trophy for best integrated Steel Plant
in the country, BSP is India’s sole producer of Rails and Heavy steel plates and
major producer of Structural designs. With an annual production capacity of 3,153
MT of saleable steel, the plant also specializes in other products such as wire rod
and merchant products. All saleable products of BSP are under the ISO umbrella as
per BSP’s accrediting ion with ISO 9001:2000 the Quality management System
Standard. The plant’s plate mill, Dalli mechanized Mines and Rail mill have also
received ISO : 14001certification for their environment management system.
CURRENT STATUS
Bhilai Steel Plant is a flag ship unit of Steel Authority of India Limited.
SAIL, a fully integrated iron and steel maker, produces both basic and special steels
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for domestic construction, engineering, power, railway, automotive and defense
industries and for sale in export markets. In terms of annual production SAIL is the
18th largest steel producer in the world. SAIL created perhaps the biggest
turnaround in the corporate history of India, led of course by BSP, which contributed
to 60% of its profits.
Living up to the description by Jawaharlal Nehru as significant

symbol of a new age in India, Bhilai Steel Plant has been performing consistently
despite many odds and has achieved profits for the 18th consecutive year. It broke
its own record of highest ever profit of Rs 1932 crore by any steel plant in 2003-04
and registered a profit of Rs 4042 crores in 2004-05. In the year 2005-06 also it
earned a handsome profit of Rs. 2781 Crores despite input price escalation. The true
testimony to BSP’s status of a world class steel plant is that BSP’s EBITDA margin of
33% is quiet comparable to many International steel players like POSCO (30%),
NIPPON (19%), MITTAL STEEL (16%0, ARCELOR (16%), etc. Its Gross Margin to
average capital employed at 182% is a Global
Benchmark. This is on account of strong internal response to raise the production

levels to unprecedented heights and increase in value added production without
any significant investment so as to seize the opportunities offered by the rising steel
demand.
Maintaining the track record, BSP continued to operate above the rated capacity in
production of the three main items viz. Hot Metal, Crude Steel and Saleable Steel.
BSP is the first steel plant in India to have crossed the annual production of 5MT
crude steel in the year 2005-06.
In order to meet the challenges of Corporate Plan 2012 and to maintain the
leadership position of BSP in Indian steel industry, the leadership has taken bold
steps to make significant investments for breakthrough improvements in efficiency,
resource management, knowledge and skill by deploying world class tools. This year
is a milestone in BSP journey when new tools have been introduced viz. ERP,
Knowledge Management, Six Sigma, Multi-skilling etc.
BHILAI STEEL PLANT
PERFORMANCE HIGHLIGHTS : 2007 - 08
During 2007-08, the year of Golden Jubilee, Bhilai Steel Plant continued to forge
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ahead in the areas of production, productivity and techno-economics. With
expansion activities picking up pace for enhancement of production capacities, BSP
took up various projects and chalked out an ambitious road map (production plan).
Special emphasis was also given to the production of Special Steel/ Value added
products.
With depleting Iron Ore reserves & constraints in Coal supplies throughout the year,
Coke Oven pushing had to be regulated resulting in reduced production of Hot
Metal. For optimally utilizing the available Hot Metal, production at SMS-2 was
maximized to sustain higher production of Rails & Plates. The semis component in
Saleable Steel was restricted in order to sustain production in finishing mills.
Against all odds, the Plant continued to operate well above the rated capacity in all
major areas of production and achieved a capacity utilization of 112.4 % in Hot
Metal, 129.1 % in Crude Steel and 140.8 % in Saleable Steel. This has resulted in a
growth of 9.4%, 5.3% and 4.9% respectively over the last year. In response to
increasing market demand all the four finishing mills viz. RSM, MM, WRM & PM
operated well above the rated capacity and achieved best ever yearly
production for the first time since inception. As regard of Saleable Steel at,
the plant operated above the rated capacity for the fifteenth year in succession
and notched a production of 4.43 MT.
The upward trend in production was maintained throughout and several new
records were established. Bhilai Steel Plant registered substantial growth and
achieved best yearly production of Sinter from Sintering Plant-3, Total Sinter, Hot
Metal, Cast Steel at SMS-2, Cast Slabs, Cast Blooms, Total Crude Steel, Rails, Total
Rails & Structural’s, Merchant Products, Wire rods, Plates, Total Finished Steel and
Total Saleable Steel. Growth was also registered in the areas of production of
Limestone from Nandini, Iron Ore from Rajhara, BF Coke, Sinter from Sintering Plant
2, Ingot Steel at SMS-1, Ingots rolled at BBM and Billets from CBM.
Several Strategies were adopted & new initiatives were taken up for enhancing
performance and to provide a cutting edge to the organization during the year,
which paved the path for continuous growth and helped in maximizing our share in
the domestic steel market. Some of the initiatives were:
 Optimum utilization of available resources like operating all seven Blast Furnaces
and three Converters with 3 Casters simultaneously with the fourth Caster being
operated on overlapping sequence.
 Maintaining average pushing level at 718 equivalent ovens per day throughout .
 Higher Finished Steel component in Saleable Steel at 81.4 % registering a growth
of 6.3 % over last year.
 Greater thrust on value addition of products like gradual switch over to higher
grade, i.e. Fe-500 for both TMT Bars & Rods.
 Enhancing customer satisfaction by on-line invoicing of deliveries by road.
 Rolling of different TMT profiles simultaneously from different strands at WRM.
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 Charging of Nut Coke with Iron Ore lumps in BF 3 & 4.
 Use of Chiller in ASU-3 of OP-2 to increase Oxygen Production.
 Maximize Utilization of Grinding facilities for increasing CDI injection in BF’s.
 100 % Utilization of LD slag.
 Rolling of 100 % TMT in Fe500 grade in Merchant Mill.
 Restarting of Tar Injection in Blast Furnace.
- Record production of 7.23 MT of Total Sinter, surpassing the previous best

of 6.93 MT in ‘05-06 and registering a growth of 8.8 % over previous year.
Best ever Techno-economic parameters achieved:
− Highest ever Labour Productivity at 289.1 T/Man/Year against the

previous best of 285 T/Man/Year in ‘05-06.
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B. CAPITAL EXPENDITURE :-
The highest Capital Expenditure made during the current financial year 07-08
has exceeded Rs. 535 Crs. (Up to Feb.’08). This is the highest Capital
Expenditure incurred by BSP since inception.
C. CONTRACTS AWARDED:-
This year as many as 18 nos. Turnkey Contracts have been signed
amounting to Rs. 531 crs. Major contracts pertain to Replacement of existing MG
Set for Roughing & Finishing Stand drive motors of Plate Mill by digital Thyristor
converter, Installation of MSDS-V, MSDS-VI, 700 TPD – ASU-IV, Electromagnetic
Stirrer in Bloom Caster, End Forging Plant for Thick web rails, 2 Nos 5 T CNC Lathe
and Package IV-B, Package-V of COB-6.
Total 43 Nos. of Works Contracts (24 nos Capital Schemes – Rs 50 Crs & 19
Nos Revenue schemes- 4 Crs) have been awarded amounting to Rs. 54 Crs. This
includes Enabling / Preliminary works for 7 MT modernization and expansion of
BSP ,Civil & Strl. Works for installation of 700 TPD ASU-IV at OP-II, Replacement of
6.6 KV Substation No. 1 of CO&CCD – Extension of Civil Building, Illumination &
Auxiliary power supply, Extension of perimeter wall from water tower No. 6 to
NSPCL boundary wall (1.8 Km), etc.
1. Exports:
Besides catering to the increased demand of domestic market, BSP exported
about 1.96 Lakh tonnes of saleable steel to various countries.
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Unit: Tonnes
2007-08
(Lo
Products Countries
adi
ng)
Billets 45,514 Nepal, Sri Lanka, Vietnam and

Philippines.
Merchant 1,644 Sudan

Products
Wire Rods 23,672 Nepal and Sudan.
Plates 1,25,536 Switzerland, Belgium, Germany,

Nepal, Sudan, Portugal, Holland,
Netherlands, UK and France.
Total 1,96,366
“4” CORE VALUES OF BSP
 Customer satisfaction
 Concern for people
 Consistent profitability
 Commitment of excellence
NAME AND PRODUCTION OF DIFFERENT DEPARTMENT
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Unit Capacity ‘000T
Coke Ovens 3303
SP-2 3137
SP-3 3197
Blast Furnaces 4080
SMS-I 2500
SMS-II 1425
Blooming Mill 2149
Billet Mill 1501
R& S Mill 750
Merchant Mill 500
Wire Rod Mill 420
Plate Mill 950
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ORGANIZATIONAL SET UP
The plant is headed by Managing Director, who is a member of

Board of Directors and reports to Chairman, SAIL. At plant level
the top management comprises of MD and his DROs at ED / GM
level who are functional heads. The senior level is made up of the
Zonal Heads/ HODs who are DROs to the functional heads, mostly
GMs / DGMs. The Middle level is of sectional heads at DGM / AGM
level, and the front line executives consist of Senior Managers
down to Junior Managers. Non-Executive employees are
categorized into four levels i.e. unskilled, skilled, highly skilled &
supervisory. Manpower of Bhilai Steel Plant including mines is
35,633 as on 31.03.2006.
NON WORKS (PERSONNEL) DEPARTMENT
 General Establishment Section
 Rules Section
 Law section
 MPS & Recruitment Section
 Executive Cell
 H.R.I.S
 FSS & SEWA
 SEWA
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 Counseling Section
 IR Section
 Grievance Section
 Contract Labor Cell
 Canteen Cell
Corporate Plan 2012
As the largest steel producer in the country, Steel Authority of India Limited
(SAIL) has always believed in structured planning for achieving
organizational growth. This has also contributed significantly to national
interests, given the steel sector’s strong backward and forward linkages.
Changes in business environment call for periodical review of long-term
plans. In the backdrop of the upheavals faced by the global steel business
in the recent past, the general perception that the current phase of
buoyancy in the market will last for a longer time-span, and market growth
projections of around 8%, SAIL felt it necessary to prepare a long-term
perspective plan for itself, superseding the last such plan drawn up in 1992.
‘Corporate Plan-2012’, which has been drawn up as a consequence,
provides a blueprint for the company’s growth in the coming years, in
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tandem with a growing market.
By 2012, the consumption of steel in India is expected to reach around 55
to 60 million tonnes (MT), nearly double the current level. Given its
available infrastructure and skill base, SAIL has the comparative advantage
to supply additional volumes at the most competitive cost to the nation.
Besides, the Centre for Policy Research, in its November 2002 report
dealing with perspectives up to 2025, indicates that the Construction, Cold-
reducing and Oil & Gas Transportation segments are poised for major
growth in India. TMT Bars & Rods, Structural’s, HR/CR Coils, Plates and
Pipes have been identified as the key growth products for the domestic
steel industry. For SAIL, which is an established and significant player in
these product segments, the scenario holds a huge potential for growth.
Corporate Plan-2012 envisages enhancement in SAIL’s domestic market

share from the current level of around 26% (it is estimated that in 2003-04
steel consumption in the country crossed 30 MT) to around 27% (of the
projected 55-60 MT) through a mix of measures, including stepped-up
production, further intensification of market-orientation, and improved cost
and quality competitiveness, supported by rational investment and multiple
managerial interventions to optimize resource utilization. For realistic
achievement, the plan has been split into two stages – Stage-1 pertaining
to the period up to 2006-07 and Stage-2 up to 2011-12.
PRODUCTION
As part of the plan, SAIL will increase hot metal production from its plants
to a level of about 20 million tonnes per annum (MTPA) by 2012 against the
current level of 13 MT. Plant-wise break-up of hot metal production is as
follows:
Current level (2003- Projected level (2011-

Integrated Steel Plant
04) 12)
Bhilai Steel Plant (BSP) 4.9 7
Durgapur Steel Plant

1.98 3.2
(DSP)
Rourkela Steel Plant (RSP) 1.73 3
Bokaro Steel Plant (BSL) 4.1 6.5

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Total 12.71 19.7
Based on the above, crude steel production by SAIL is planned to reach a

level of 18.7 MTPA by 2012 from the current level of 11.83 MT (achieved in
2003-04), leading to saleable steel production of 17.38 MTPA against the
current level of 10.73 MT.
In view of emerging market requirements, SAIL has also planned to raise its
output of finished steel to 16.6 MTPA by 2011-12 from the current level of
8.6 MT, and reduce generation of semi-finished steel from 20% of saleable
steel to 4%. This will enable inclusion of more value-added products in the
company’s product basket.
INVESTMENT
SAIL has estimated that the measures to be taken to achieve the targeted
levels of growth and sustain higher levels of cost and quality
competitiveness will require investment in the region of Rs. 25,000 crore by
2011-12. The immediate priority schemes, to be taken/completed by 2006-
07, have been estimated to be around Rs. 4,300 crore
The capital expenditure envisaged will be financed mainly through internal
accruals, and will be supplemented by market borrowing if the need arises.
Care will be taken to ensure that the company’s debt-equity ratio attains,
and is maintained at, a level of 1:1.
The plan for capital expenditure covers up gradation/modernization of
some existing assets as well as installation of some new facilities. The
areas broadly identified for investment pertain to:
• Development of iron ore mines

• Rebuilding Coke Oven Batteries at BSP, DSP
• Revamping of iron & steel making facilities at BSP, DSP and BSL
• Installation of one blast furnace at RSP
• Installation of auxiliary fuel injection systems in all blast furnaces in a
phased manner
• Installation of new finishing mills
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Among new finishing mills planned to be set up are:
BSP: Thin slab casting/inline Hot Strip Mill (1.1 MT), Bar & Rod Mill (1 MT),
Pipe Plant (0.2 MT)
DSP: Bar & Rod Mill (1.4 MT), Structural Mill (0.4 MT)
RSP: Plate Mill (0.7 MT), CRNO Mill (0.075 MT)
BSL: Hot Strip Mill (2.5 MT), CRM Line (0.6 MT)
While the Corporate Plan identifies the specific areas for development, it is
entirely directional in nature, and implementation will depend on the
results of rigorous techno-economic evaluation and merit of each case.
Improved Cost & Quality Competitiveness

Strengthening of competitiveness in cost and quality has been designated
as a key strategic factor for the success of SAIL’s growth plan. Following
interventions have been planned in this direction:
Cost competitiveness:
(a) Reduction in fixed cost through volume growth, reduction in manpower
cost and financial charges; (b) reduction in variable cost through
technological interventions like elimination of ingot steel route, 100% Basic
Oxygen Furnace and Continuous Casting, coke rate reduction via
CDI/auxiliary fuel injection, and higher levels of process control
computerization/automation, leading to enhancement of operating
efficiency; and (c) by business process improvements such as streamlining
of supplies of key inputs of steel making through higher utilization of e-
commerce, centralized procurement for select items, etc.
Quality competitiveness:
Technology & input quality improvement across value chain; thrust on
special quality steel and new products; improvement in process
consistency and metal treatment; advanced online testing and quality
control facilities; standardization/automation/process control & IT.
Corporate Plan-2012 has considered the market growth projections
assuming overall steel consumption at about 8% per annum. However, the
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growth trends and macro-economic indicators could lead to higher growth
potential. Therefore, depending on the market growth, strategies of
competitors, global economic scenario, government policies and resource
availability, SAIL’s plans may be revised from time to time, and further
growth in terms of volume, products, etc., may be aimed through
Greenfield investments, acquisitions/mergers etc.
The current plan provides the broad direction for

SAIL to move forward and would be reviewed
periodically.
AWARDS AND ACCOLADES

Glimpse of some of the awards and accolades bagged by Bhilai Steel
Plant and its employees :
 Bhilai Steel Plant bagged the most prestigious “Prime minister’s

Trophy Award 2004-05” for becoming the best among integrated steel
plant. Out of 13 PM’s Trophy awarded so far Bhilai Steel Plant has
bagged it 7 times.
 5 Employees from Rail & Structural Mill bagged Prime Minister’s

Shram Ratna – The highest Shram award. Out of total 15 awarded so
far in the country, 13 awardees are from Bhilai Steel Plant.
 3 Employees from Bhilai Steel Plant bagged PM’s Shram Veer award,
and 5 Shram Shree in 2004.
 10 Employees were honored with the Rashtriya Vishwakarma award -

a total of 262 BSP employees have been awarded since inception.
 Bhilai Steel Plant has won “Corporate Sustainability prize” instituted

by CII-ITC Centre of Excellence for the year 2006 in the “Independent
Unit category” for exemplary performance in environmental economic
and social dimensions of sustainable development.
 Bhilai Steel Plant bagged the prestigious Indira Gandhi Memorial

National Award - 2004 of Excellent Pollution Control Implementation
Page 26 of 77
Gold Award for Excellence in Indian Industries, sponsored by the
International Greenland Society, Hyderabad.
 BSP, a Winner of Gold Award in Metal Sector for outstanding

achievement in Environment Management for the year 2004-05,
sponsored by the Greentech Foundation, New Delhi.
 Golden Peacock Eco-innovation award 2006 has also been bagged by

Bhilai Steel Plant.
Bhilai Steel Plant received IIM National Quality Award 2005 in the
category of Integrated Steel Plant.
 Golden Peacock Award for the most innovative product was awarded
to Bhilai Steel Plant in the 16th World congress on Total Quality (WCTQ
2006) .
 Bhilai Steel Plant was declared winner for HR Excellence Award by CII,
Chhattisgarh
Job - satisfaction
analysis report
Page 27 of 77
Abstract:
India has arrived on the global stage from America to the far East
everyone wants to do business with us. But in today’s competitive World,
to remain in business one needs to keep its employee motivated and
satisfied, and also keep sharpening eye to make talent stay;
corporate are trying newer and newer approaches to retain talent.
Job satisfaction describes how content an individual is with his or her job. It is
a relatively recent term since in previous centuries the jobs available to a
particular person were often predetermined by the occupation of that
person's parent. There are a variety of factors that can influence a person's
level of job satisfaction; some of these factors include the level of pay and
benefits, the perceived fairness of the promotion system within a company,
the quality of the working conditions, leadership and social relationships. the
job itself (the variety of tasks involved, the interest and challenge the job
generates, and the clarity of the job description/requirements).
In the contemporary workplace of today, leaders are empowering

employees, flattening organizations, encouraging staff participation in
decision-making, enhancing productivity and shifting from 9-5 to 24/7.All this
with only one objective of attaining high performance outcomes for the
organization. Many leaders in their quest for organization success often
overlook one very valuable motivational tool in their arsenal—job
satisfaction.
JOB SATIAFACTION analysis and then its study for means & measures
which help in retention & motivation management of employees and
Page 28 of 77
executives, where retention refers to policies and practices companies use
to prevent valuable employee from leaving their jobs. How to retain
valuable employees is one of the biggest problem that plague
companies in the competitive market place. Now-a -days businesses
often find that they spend considerable time, effort and money to train
an employee only to have them develop into a valuable com-oddity and
live the comp. for greener pastures. In order to create a successful
company employers should consider as many options as possible when
it comes to retaining employees. The Harvard Business Review states
that 5% increase in retention will result In a 10% decrease in costs
and a 25% to 65% increase in productivity.
Keeping this in view I have studied the level of job satisfaction at

Executive level i.e. (E=1 to E-9, DGM, AGM & GM) and its practice to retain
Executives and to motivate executives and vis a vis employee in an
organization like Bhilai Steel Plant, Bhilai. The case study cover various
aspect of measures of job satisfaction in an Executive, Work Load they feel
over themselves and finally what could be the reason behind (in the case), if
they leave the job and its use & practice as retention management, also its
practice in various aspect of motivational level of executive. The
objective of this study was to examine the level of job satisfaction in
Executives of BSP, so that it can further provide an insight to study the
factors behind dissatisfaction in an executive and what measure steps are
required to improve this level , to motivate them and finally how to retain
the executives in organization i.e. Retention Management. Importance of job
satisfaction, retention and its contribution to behavior in executive &
employees work, motivation and performance and make the
management of BSP aware how to use this knowledge to create an
innovative, productive and profitable enterprise based on the result
Page 29 of 77
various conclusions have been drawn and motivational techniques that
can be employed by the organization have been recommended for
proper job satisfaction level & retention management of employee and
highly productive work reducing boredom and monotony at work place
.Also providing an opportunity of personal growth of Executives with growing
BSP, and matching goals of Executives with that of organization.
RESEARCH DESIGN, METHODOLOGY AND RESPONDENT PROFILE

Primary as well as secondary sources of data collection have
been used In the research. The primary data was collected with the
help of a Descriptive survey method including survey interviews, and
observation From various Department of BSP, Bhilai. For the primary
data Collection arranged interviews and questionnaires have been used
as the Research instrument. From a review of literature, a survey
questionnaire was developed. Data was collected through questionnaire &
Interviews.
The questionnaire was mixed format, comprising of close-ended as

well as open - ended questions. There were 27 questions and a special
question was asked to get an insight that what could be done in future to
retain Executives in the BSP and to study their satisfaction level. As a
result of this pilot testing, minor changes in word selection and
sentence formation were made to the questionnaire.
The target population of this study include executives of the BSP,

BHILAI from various department. The executives include people from
Page 30 of 77
various levels In the organization- managers, personnel officers, technical
executives supervisors, engineers, AGM, DGM & GM.
The sample size was fixed arbitrarily ; about 90-100 % of total

population was selected for the sample. The sampling procedure
adopted was non – probability sampling, where in convenience played a
part.
Personal interviews (arranged interviews) and questionnaires were the

main method of collecting the data for my research. The questionnaire
were hand-delivered to the participants. Mostly, questionnaires were
filled out by participants on their own and then collected back. The
secondary data sources were primarily external, such as books, reports,
articles from the generals and internet.
PRIMARY DATA COLLECTION
FIELD OF STUDY
This study has been carried out in BSP and the area of study was selected as
per the topics and objectives of the study. BSP is very large and its technical
functions are wide spread in no. of departments, sections, and zones on
production, services maintenance parameter.
SAMPLE SIZE
BSP is very large integrated steel plant comprising about 35,000 regular
employees & 10,000 contract employees (executive and non-executive) with
different age mix, grade mix and experience mix, group of people which
have indifferent behavior, emotion and attitude for the organization. The
production process continuous around the clock and the employees are
working in A, B and C shifts. In the most hazard places and unsafe place to
perform the production process therefore I have opted for a sizeable no. of
Page 31 of 77
respondents i.e. 300 for the study. It is understood that the objectives of the
study would be fulfilled with this no. of respondent.
ADMINISTRATION OF THE QUESTIONNAIRE
The questionnaire was personally taken to the respondents at their

workplaces and it was tried to contact them when they could spare one time
to interact with the researcher. For this process the HOD’s, shift in charge of
the departments/ sections were taken into confidence & they were explained
about the purpose of the study. After having understood the objective of this
research the executives have extended full cooperation and have their
participation was extremely positive on the various problem and situation
which were related to their day to day problems.
PREPARATION OF QUESTIONNAIRE
It is imperative to conduct a good study that an effective

questionnaire should be prepared. The questions were limited in no. (i.e. 27
& an extended & interesting Question also) & were designed so that they
could be within the reach of their understanding. In this approach an honest
and holistic approach was done that the significance of the study is
maintained to fulfill the study purpose.
STATISTICAL SCALE FOR THE QUESTIONNAIRE
The study was under taken with objectives to ascertain mainly the
satisfaction level of Executives with their job so that proper condition and
environment can be provided to motivate them and barriers if any can be
removed, also a proper plan & policy can be chalked out for Retaining these
Executives. Hence the scaling for the questionnaire was made very simple so
that the respondents can respond their perception very clearly on the
subject matter. In this regard 6 scale rating was selected by me, where Pt. 6
Page 32 of 77
denotes the high satisfaction level in executives and goes on decreasing
with descending order i.e. (6 to 1) and pt.1 denotes low satisfaction level( In
some cases i.e. Q23&24 it denotes Too high to Too low workload level) , so
that spontaneous and quick reply on the question asked could be decided by
the respondents and authenticity of his will could be maintained.
Points Denotes
6 Extremely satisfied with job / too much workload
5 Highly satisfied with job / high workload
4 Satisfied with job / Average workload
3 Dissatisfied with job / low workload
2 Highly Dissatisfied with job / very low workload
1 Extremely Dissatisfied with job / Too low workload
SAMPLING METHOD
Though it was a tough job to get Questionnaire filled up by

Executives because most of time they were busy in meetings, plant visits
and with their most tough technical jobs of Monitoring and controlling each
activities with perfection. So firstly we have taken a list of no. of executives
working in different departments, and then taken a fraction of executives
from each department so that each and every department and divisions can
be covered and proper distribution can be made of respondents, so for
better results we followed Stratified Sampling Method of Sampling, which
Page 33 of 77
helped us in providing much accurate result and clear situation and level of
satisfaction in Executives.
SECONDRY DATA COLLECTION
It is necessary to obtain maximum information about the

organization if we want to study the subject very deeply and thoroughly. It is
also necessary that the brief information of the functioning of the
organization should be understood to make the study effective. The field of
our study is widely spread trough out the plant. Therefore comprehensive
information of the plant functioning have been obtained to make the study
more effective.
The data / information collection about the human profile,

production performance and raw material etc. were collected from the
various publications which are published by BSP. These publications were
available in central library of BSP and remaining was collected from various
formal and informal resources. These data’s were quite helpful to analyze
the study on various HR activities, Training & Development and
organizational Development programs.
THE BHILAI STEEL PLANT

JOB SATISFACTION QUESTIONNAIRE
Page 34 of 77
Dear Participant,
This survey is being conducted to assess the satisfaction level of our

executives. Based on the results of the survey, certain interventions to
enhance the quality of Life of our employees are planned. Kindly give your
free and frank opinion; to that end, we have not asked for your name.
Participant Details:-
Department:- Grade:-
Years Of Service in BSP:- Age:-
Qualification:-
Your answer is to be given on a 6 point scale where 6 points show High

satisfaction and 1 shows Low satisfaction.
6 5 4 3 2 1
High satisfaction ○○○ ○○○ Low satisfaction
Page 35 of 77
HS 6
5 4 3 2 1 LS
Q1 Communication and Information flow in

your organization
(a) With Superiors ○○○ ○○

○
(b) With Peers & Colleagues ○○○ ○○

○
(c) With Juniors ○○○ ○○

○
Q2 Inter-personal relationships (Relationships

based on trust, openness and mutual
support)
(a) With Superiors ○○○ ○

○○
(b) With Peers & Colleagues ○○○ ○

○○
(c) With Juniors ○○○ ○

○○
Q3 Feelings about the manner in which your

efforts are valued by your:
(a) With Superiors ○○○ ○

○○
(b) With Peers & Colleagues ○○○ ○

○○
(c) With Juniors ○○○ ○

○○
Q4 Utilization of your basic qualification in the ○○○ ○
Page 36 of 77
job assigned to you: ○○
Q5 Utilization of your potential in the job ○○○ ○

assigned to you ○○
Q6 Degree of motivation as far as the job is ○○○ ○

concerned: ○○
Q7 Current career opportunities: ○○○ ○

○○
Q8 The level of Job Security: ○○○ ○

○○
Q9 Extent of your involvement and ○○○ ○

identification with the organization’s Goals ○○
& Image:
Q1 The nature of Supervision( Supervision ○○○ ○

0 implies the way your superior monitors ○○
your Work)
Q1 The methodology by which ○○○ ○

1 change/innovation is implemented in the ○○
organization:
Q1 The types of tasks you are asked to ○○○ ○

2 perform in addition to your core ○○
assignment:
Q1 The extent to which personal growth and ○○○ ○

3 development is possible in this ○○
Organization:
Q1 The way interpersonal conflicts are ○○○ ○

4 resolved in your department: ○○
Q1 The way Technical disagreements are ○○○ ○

5 resolved in your Department: ○○
Q1 The Scope your job offers for you to realize ○○○ ○

6 your aspirations and ambitions ○○
Page 37 of 77
Q1 The extent of your Participation in ○○○ ○
7 Important decisions: ○○
Q1 The degree to which your Skills are ○○○ ○

8 Utilized: ○○
Q1 Flexibility & Independence allowed to you ○○○ ○

9 in carrying out your assignments: ○○
Q2 The Degree of enjoyment that you feel in ○○○ ○

0 your present Organizational climate: ○○
Q2 Your level of salary with reference to your ○○○ ○

1 experience and present workload: ○○
Q2 Your Satisfaction with the Organizational ○○○ ○

2 reporting structure: ○○
Q2 The quantity of work expected from / ○○○ ○

3 allotted to you ( Too High – Too Low ) ○○
Q2 The degree to Which you feel extended in ○○○ ○

4 your Job ( Too High – Too Low ) ○○
Q2 Recognitions of your Official status in ○○○ ○

5 Society: ○○
Q2 Facilities provided to you in the work place ○○○ ○

6 as per your designation: ○○
Q2 Support of service functions in helping you ○○○ ○

7 to concentrate on your assignment during ○○
work hours:
Q28. If ever I decide to leave BSP it would be for (Please tick only
one):
i. More Salary and Perks
ii. Better working environment

Page 38 of 77
iii. Better Status ( higher designation )
iv. Better Growth prospects
v. Freedom to work
@ THANKING YOU
Objectives:
• To study and analyze the job satisfaction level in Executives

at BSP.
• To find the employees level of satisfaction with the current
practice and policies adopted by the organization.
• To measure retention effectiveness and motivational level of
Employee and recommend for further improving the system.
• To identify what motivates people to exit.
• To identify the most powerful motivators .
• To identify those factors which are causing dissatisfaction, so that

to improve and mend that before situation become worse.
Analysis and Graphical presentation of Data
Page 39 of 77
DATA TABULATION
Most of the tabulated data is represented on the basis of

various dimensions of job satisfaction for an Executive. The information
below describes how to read the research results:-
 Percentage of Responses refers to the percentage of actual

Participants who responded to the questions. Due to rounding
and non responses the total of these percentages may be
Slightly above or below 70 % .
GRAPHICAL PRESENTATION OF FINDINGS SSSSS

Q1:- Communication and information flow in your organization:-
(a) With Superiors

Pie-chart clearly shows that 41% of
Executives are highly / extremely
satisfied with the level of information
sharing & communication within
Organization, rest 35% are also
somewhat satisfied with their superiors.
Only 7% are extremely or highly

dissatisfied and rest 17% are somewhat
dissatisfied with their superiors.
Pie-chart
INFERENCE:clearly shows that 54%
- Communication & of
Executives
Informationare highly
sharing is /very
extremely
healthy
between sub-ordinates & Superiors, and
sharing
there are& few
communication within which
bottleneck existing
Organization,
can be removed 31% byare also somewhat
enhancing healthy
AVERAGE SCORE :- 4.21 satisfied within their group .
relationship.
(b) With Peers & Colleagues:- Only 3% are extremely or highly
dissatisfied within their peer group.
INFERENCE: - Communication &

Page 40 of 77
Information sharing is very healthy
among their peer group & colleagues in
Executives which clearly indicates a
strong bond and integration among
AVERAGE SCORE:- 4.43
(c) With Juniors :-

sharing & communication within
Organization, 29% are also somewhat
satisfied with the way they share
information and communicate with their
juniors .

dissatisfied with their juniors
INFERENCE: - Communication &

Information sharing is very healthy
between juniors & seniors and it
AVERAGE SCORE:- 4.47 indicates a strong bond and integration
among themselves, but a little more
Q2:- Inter-personal relationships (Relationships based on trust,

openness and mutual support):-
(a) With Superiors Pie-chart clearly shows that 52% of

satisfied with the level of relationship,
trust and strong bond among them &
superiors.

dissatisfied and have less belief in their
superiors.
INFERENCE: - Though level of trust &

mutual support is at high level in BSP
between Superiors and sub-ordinates but
21% dissatisfied executives is a cautious
situation for Organization & trust
Page 41 of 77
between them should be entrusted
through various means of motivation to
(b) With Peers & Colleagues:-

Executives are either highly / extremely
satisfied with the level of trust & belief
exist among them while 30% are also
somewhat satisfied within their group .

dissatisfied within their peer group.
INFERENCE: - Therefore the executives

share a healthy relationship & have trust
on each other & also have good
understanding. Since this ability of
making & developing relationship is
AVERAGE SCORE:- 4.40 individual inner quality so nothing much
can be done for rest 18% of Executives.
c) With Juniors :-
satisfied with the level of trust & belief
&relation of mutual understanding exist
among them & their juniors while 24%
are also somewhat satisfied with their
relationship with juniors.

dissatisfied with their juniors.
INFERENCE: - Therefore the executives

share a healthy relationship & have trust
on each other & also have good
understanding with their juniors. Since
this ability of making & developing
AVERAGE SCORE:- 4.47 relationship is individual inner quality so
Page 42 of 77
Q3:- Feelings about the manner in which your efforts are valued by
your:-
(a) With Superiors

satisfied with the manner in which their
efforts are valued by their seniors , while
34% are only just satisfied with their
superiors.
9% are extremely or highly dissatisfied

and rest 15% are somewhat dissatisfied
with the manner in which their efforts
are valued by their seniors.
INFERENCE: - This clearly indicates that

work is not appreciated by the superiors
in 25% of cases and in 34% cases
situation is somewhat same, so serious
efforts are needed on this factor so that
executives’ remains motivated and
(b) With Peers & Colleagues:-

efforts are valued by their peer group &
colleagues, while 30% are only just
satisfied within their groups.

dissatisfied within their peer group with
the manner they value their efforts.
INFERENCE: - This clearly indicates that

work & efforts are not appreciated &
valued within the peer group in around
50% of cases, so it is an alarming
situation where serious steps are needed
to be taken to avoid any conflict in
Page 43 of 77
c) With Juniors :- Pie-chart clearly shows that 58% of
efforts are valued by their juniors, while
26% are only just satisfied with the way
their juniors valued their effort.

dissatisfied with the way their juniors
valued their efforts.
INFERENCE: - This is a contrast

situation existing within executives of
that of previous , so a proper study is
required on this matter in the
organization to get a deep insight that
what is the real problem as on one side
AVERAGE SCORE:- 4.56 there exist problem with Superiors &
Q4:- Utilization of your basic Qualification in the job assigned to

you:-
Page 44 of 77
satisfied with the way their basic
qualification are utilized by the
organization, while 29% are satisfied.
But 15% are extremely or highly

dissatisfied with the way their basic
qualification are utilized while assigning
them a job.
INFERENCE: - Since 30% of executives

feels that their qualification are not
properly utilized by Organization, out of
which 15% lies n highly to extremely
dissatisfied. So proper Knowledge
Management is required in the
Organization so that Right man can be
Q5:- Utilization of your potential in the job assigned to you:-

satisfied with the way their potential &
ability are utilized by the organization,
while 29% are satisfied with the job
assigned to them as per their ability.

dissatisfied with the way their potential
are utilized while assigning them a job.

feels that their potential & ability are
AVERAGE SCORE:- 4.36 wasted by not properly assigning them
job of their caliber, a little more efforts in
the organization can remove & reduce
this problem to a minimal level thus full
utilization of their ability can be made
Page 45 of 77
Q6:- Degree of motivation as far as the job is concerned:-
Pie-chart shows that 43% of Executives
are either highly / extremely motivated
as far as their job is concerned, while
31% are satisfied with the degree of
motivation from their job.
But 11% executives feels extremely or

highly de-motivated and rest 15% are
somewhat dissatisfied with the
motivational level at their job.

feels de-motivated and next 31% are
just satisfied with the motivational level
from their job. So Organization required
studying closely the means by which
they can motivate Executives & increase
their satisfaction level.
Q7:- Current Career opportunities:-

Pie-chart shows that only 34% of
satisfied with the current career
opportunities available at BSP, while
next 30% are somewhat satisfied with
the career opportunities in this
organization.

and rests 22% are somewhat dissatisfied
with the career opportunities available in
this organization.
INFERENCE: - A large no. that is 36%

(14% highly/extremely zone) of
Executives are not happy with the
Career Opportunities currently in BSP,
AVERAGE SCORE:- 3.87 and next 30% are just satisfied, so it is
an alarming situation for Organization
Page 46 of 77
Q8:- The level of Job Security:-
Pie-chart clearly shows that large no. i.e.
68% of Executives are either highly /
extremely satisfied with the job security
level in the Organization, and 20% are in
satisfied zone when job security is
concerned.

dissatisfied and rest 8% are lie in
dissatisfied zone when job security is
concerned.
INFERENCE: - Being a PSU, Job security

is not a big issue in executives and in
88% cases they feel highly secure about
their job which is a big plus point for this
Q9:- Extent of your involvement & identification with the

Organization’s Goals & Image:-
satisfied and identify their own goals
with the Organizations goals & remain
fully involve in Organization work, while
29% are satisfied with this feel attached
in all activities of organization.

dissatisfied and rest
Pie-chart clearly shows12% are54%
that somewhat
of
dissatisfied and fails to identify & involve
in Organization work.
satisfied with the nature of supervision
in the organization, while 25% are
INFERENCE: - When around 85%
satisfied with the way their superiors
executive’s personal goal matches with
monitors their work.
that of Organization & they feel proud of
being
6% areanextremely
employeeorofhighly
BSP, itdissatisfied
is always a
good sign for an organization. A little
and rest 15% is somewhat dissatisfied
more improvement
with the in policies
way their superiors can thrust
monitors
their work.
Q10:- The nature of supervision (Supervision implies the way your
superior monitors your work):- INFERENCE: - Around 80% of
executives are in the satisfaction zone
Page 47 of 77
when nature of supervision is concerned,
it clearly indicates superiors are
performing their duty of supervision
rightly and without any bias, but rest
Q11:- The methodology by which change / innovation is

implemented in the Organization:-
Pie-chart shows that only 1/3rd of
satisfied with the change and innovation
is implemented in the Organization,
while next 36% are somewhat satisfied
with the methodology of change /
innovation.

and next 19% are somewhat dissatisfied
with the methodology of change /
innovation in the Organization.
Pie-chart
INFERENCE:shows that 44%
- Being a PSU,of Executives
BSP is also
are either traditional
somewhat highly / extremely satisfiedand
in its approach
with the types of additional tasks
change and innovation takes a long theytime
AVERAGE SCORE:- 3.96 areget
to asked to performAlso
implemented. , andit 32%
is notare
an
somewhat satisfied
autonomous with these
organization so every new
additional tasks.
concept passes through several routes
before being implemented.
dissatisfied and rests 14% are somewhat
Q12:- The types of tasks you are asked to perform in addition to
dissatisfied with the additional tasks
your core assignment:- asked to perform.
Page 48 of 77 INFERENCE: - When 75% 0f executives

are in satisfied zone with the types of
additional tasks apart from core
assignments it is always a good sign, a
little more care & effort while assigning
Q13:- The extent to which personal growth & development is

possible in this Organization:-
satisfied with the personal growth &
development possibilities in BSP, while
29% are satisfied with the personal
growth over here.

dissatisfied & doubtful about their
personal growth & development.
Pie-chart
INFERENCE: clearly shows
- There is that
lot of34% of
Executives aretoonly
opportunities highly
learn / extremely
& develop in the
satisfied with the way interpersonal
BSP but the need is to identify that by
conflicts areSo
executives. resolved
a proper in time
their to time
department,
counseling while
and 36% are
transfer of somewhat
satisfied with the way conflicts
responsibilities can help in overcomingare
AVERAGE SCORE:- 4.03 handled & resolved.
this situation as a large chunk i.e. 32%
A large no. i.e. 13% executives are
extremely or highly dissatisfied and rest
Q14:- The way interpersonal conflicts resolved in your department:-
17% are dissatisfied with the way
conflicts are handled & resolved in their
department.
Page 49 of 77
INFERENCE: - Since 30% Executives are
in dissatisfied zone, which indicates
there is a problem exists in resolving
conflicts within a department in the
Q15:- The way technical disagreements are resolved in your

department:-
satisfied with the way technical
disagreements are resolved in their
department, while 37% are somewhat
satisfied with the process.

dissatisfied with the way technical
disagreements are resolved in their
department .
INFERENCE: - Since 1/4th Executives are

in dissatisfied zone, and next 37% are
just satisfied which indicates that
problems are existing in resolving &
AVERAGE SCORE:- 4.06 overcoming technical disagreement. A
proper well planned method and ways
are required to resolve these conflicts,
Page 50 of 77
Q16:- The scope your job offers for you to realize your aspirations &
ambition:-
Pie-chart indicates that 37% of
satisfied with the scope their job is
offering to fulfill their aspirations &
ambitions, while 35% are just satisfied
with the scope of their job.
A large percentage i.e. 14% are

extremely or highly dissatisfied and feels
that their ambitions are curbed in this
organization & rest 14% are somewhat
dissatisfied with the scope of their job.
INFERENCE: - Since 28% executives

feels that their aspirations & ambitions
are curbed in this organization & next
35% are just satisfied so it shows that
Executives in BSP feels that scope in this
organization is not according their
Q17:- The extent of your participation in important decisions:-

Pie-chart clearly indicate that 34% of
satisfied with the way they are included
while taking an important decisions in
Organization, while 36% are somewhat
satisfied with their extent of participation
in important decisions.
Pie-chart
But 14% areindicates
extremely45% orof highly
Executives
are either highly
dissatisfied / extremely
and next 16% aresatisfied
somewhat
with the way their Skills
dissatisfied with their extentare utilized
of in
the Organization,
participation and nextdecisions.
in important 31% are
satisfied.
INFERENCE: - Since 30% of Executives
But 10%
are in of executiveszone,
Dis-satisfaction are extremely
so we canor
highly
say thatdissatisfied
executivesand arerests 14% are
not properly
somewhat dissatisfied with the
contacted or included when important degree to
AVERAGE SCORE:- 3.93 which their skills are utilized in the
decisions are considered or their views
organization.
are not properly considered. So,
INFERENCE: - Around 1/4th of
Q18:- The Degree to which your Skills are utilized:-
executives are not happy with the way
Page 51 of 77
their skills are utilized by organization,
so there is need to sit down together and
properly chalk out a plan to utilize their
skills in best possible way so that
Q19:- Flexibility & Independence allowed to you in carrying out your

assignments:-
satisfied with the flexibility &
independence provided to them in
carrying out their assignments, while
next 37% are satisfied with the freedom
given to them in performing their job.

dissatisfied and not happy with the level
of flexibility & independence allowed and
felt their hand tied while carrying out
assignment.
INFERENCE: - Lot of flexibility &

independence is provided by
Organization to Executives, so
executives’ works freely without much
Page 52 of 77
Q20:-The degree of enjoyment that you feel in your present
organizational structure:-
Pie-chart indicates that 40% of

satisfied and enjoying working in the
BSP, while 28% are somewhat satisfied
with the present organizational
structure.
14% executives are extremely or highly

dissatisfied with the present
organizational structure.

are in dissatisfaction zone, so it clearly
indicates that most of executives are not
enjoying present organizational structure
and a change is needed in the
Q21:-Your level of salary with reference to your experience and

present workload:-
Pie-chart clearly shows that only 27% of
satisfied with the level of salary they get
as per their experience & designation,
while 31% are somewhat satisfied with
their salary package.
A large chunk of 21% executives are

extremely or highly dissatisfied and rests
21% are somewhat dissatisfied with their
level of salary they get as per their
experience& present workload.
INFERENCE: - Statistics clearly indicates

that most of Executives are not satisfied
by their salary. Being a central
organization & PSU salary is decided by
Govt., so there is less scope but then
additional benefits & packages are
always there & 6th Pay commission can
Page 53 of 77
Q22:-Your satisfaction with the Organizational reporting structure:-
Pie-chart clearly shows that only 1/3rd of

satisfied with the organizational
reporting structure, while 35% are
somewhat satisfied.
15% of executives are extremely or

highly dissatisfied with the
organizational reporting structure and
rest 17% are somewhat dissatisfied.
INFERENCE: Most of executives are not

satisfied with the organizational
reporting structure (since 1/3rd exist in
dissatisfaction zone), so a proper
Organizational reporting structure is
needed to be planned again.
Q23:- The quantity of work expected from / allotted to you:-

feels that work expectation & workload
on them is too extreme/ very high, while
34% feels that it is somewhat on higher
side.
While 6% feels it is too low / very low,

and rests of 15% feels workload is at
average level.

feels that work expected from them /
allotted to them is on higher side, so
needful is to be done to shed down their
workload. Also a methodical planning of
distributing responsibility among
executives to be done to avoid too much
Page 54 of 77
Q24:- The degree to which you feel extended in your job:-
feels too extreme/ highly extended in
their job, while 29% feels that extended
is somewhat on higher side.
While 8% feels too low / very low

extended in their job, and rests of 18%
feels extension of average level.
INFERENCE: - Since 3/4th of Executives

feels extended in their job, so needful is
to be done to shed down their workload.
Also a methodical planning of
distributing responsibility among
executives to be done to avoid too much
workload overload over an individual.
Q25:- Recognition of your official status in Society:-

satisfied with their official status in the
society, while 31% are somewhat
satisfied with their recognition & status
in society.
But 10% executives are extremely or

highly dissatisfied and rests 15% are
somewhat dissatisfied with their
recognition & status in society.
INFERENCE: - most of I.e. 3 / 4th of

executives are well recognized in society
as per their official status, so it clearly
indicates that executives of BSP have
their own high position & status in the
society.
Page 55 of 77
Q26:- Facilities provided to you in the work place as per your
designation:-
Pie-chart clearly indicates that only 29%
of Executives are highly / extremely
satisfied with the facilities provided to
them in their work place as per their
designation, and next 27% are
somewhat satisfied with the facilities.
Large no. of Executives i.e. 25% are

extremely / highly dissatisfied with the
facilities at their workplace and rests of
19% are dissatisfied with the facilities
provided as per their designation.
INFERENCE: - Facilities provided at the

work place are not enough to satisfy the
executives & they are highly dissatisfied
with this factor. Executives want better
facilities as per their designation in their
AVERAGE SCORE:- 3.57 workplace. This is an important factor
Q27:- Support of service functions in helping you to concentrate on

your assignment during work hours:-
satisfied with the support of service
functions, while 34% are somewhat
satisfied.
But high no. of executives i.e. 18% are

extremely or highly dissatisfied and rest
19% is somewhat dissatisfied with the
service functions support during work
hours.

are dissatisfied & not happy with support
of service functions during work hours
which is not a good indicator in the
organization. This indicates that working
AVERAGE SCORE:- 3.73 facilities and services are not conducive
at the work place & during work hours
Page 56 of 77
Q28:- If ever I decide to leave BSP it would be for (please tick only
one):-
Page 57 of 77
Pie chart indicates that 33% of
executives if have to leave BSP will leave
for more salary & perks, next 31% will
leave BSP for better growth prospects.
16% may leave BSP for the lure of better

status, while 15% will leave BSP for
better working environment.
Only 5% will leave BSP for the Freedom

to work.
INFERENCE :- Most of executives

feels that salary & growth prospects
are on the lower side in BSP, also
Better status i.e. chance of early
promotions are not much. Though
working environment was one of the
major cause of dissatisfaction
100 More Salary & Perks
COUNT(A)
46 Better working Environment
COUNT(B)
49 Better Status (Higher
Designation)
COUNT(C)
93 Better Growth Prospects
COUNT(D)
13 Freedom to Work
COUNT(E)
FINDINGS
Page 58 of 77
The case study analysis provided some interesting insight into job
satisfaction level and reason & matters on which the executives
satisfaction level goes up & the cases in which they felt
dissatisfied, so that it can help organization about retention
management and its practice to their motivation. On the basis of
above data inferences are drawn. These are the following
reasons which are responsible for executives high & low
satisfaction with some interesting findings:-
 In comparison to superior & peer and colleagues

executives share better relationship, communication and
mutual trust with their Juniors.
 Efforts of executives are not properly valued by their
Superior & group members.
 Executives feels that their Qualification, Ability & Potential
and their Skills are not properly utilized by the

organization.
 Executives are not highly motivated as far as their job is
concerned.
 Executives felt highly secure when job security is

concerned and level of their involvement & identification
with the organization’s Goals & Image is high(85%).
Page 59 of 77
 Change & Innovation is on the lower side and executives
are not satisfied.
 Executives are highly satisfied with the nature of

supervision& the types of additional tasks they are asked
to perform.
 Executives are dissatisfied with current career

opportunities and personal growth & development in
organization. Also they feel dissatisfied with the scope job
offers to realize their aspirations & ambitions.
 Executives are also dissatisfied with the way interpersonal
conflicts & technical disagreements are resolved in their

department.
 Executives are dissatisfied with the extent of their

participation in important decisions, with organizational
reporting structure & degree of enjoyment in present
organizational structure.
 Around 75% executives feels that there is too much
workload over them and feel extended in their job.
 Executives have high level of flexibility & independence
allowed in their job and also high Recognition of their

status in society.
 Executives are extremely dissatisfied with the following 3
factors:-
Page 60 of 77
 With the level of Salary as per their experience &
workload.
 With the facilities and support service functions at

their workplace & during work hours.
 With the workload in the job.
RECOMMENDATION
Based on the analysis, findings and inference of the data collected from 301
Executives of BSP on their level of job satisfaction at BSP following
suggestions & recommendations are made for betterment & growth of this
organization. I hope these recommendation will help BSP in increasing the
satisfaction level of Executives and overcoming the bottlenecks & drawbacks
existing in the organization and help in its growth and development.
 Firstly proper facilities are to be provided to executives at

their workplace ( as per their designation) , such as a
comfortable place to sit with all facilities, a vehicle on demand
for making visits etc. .
 Secondly support of service functions during work hours to

help them in concentrating on their assignment, such as
supporting staff, additional staff during a project, proper &
Page 61 of 77
timely dispatch of information when required etc. . So that a
conducive and supportive work environment is provided to
executive which can satisfy them & their status (as 15% are
those Executives which can leave BSP in choice of better
working conditions). Thus we can increase their satisfaction
level and motivate them, and it will help in retaining
Executives.
 Thirdly involving all executives suggestions, considering their

views also while making an important decision can help
organization in improving executives trust in the organization
& superior. Also a reward system for best recommendations /
views & active participation can be started in departments to
encourage executives. Also new ideas , creative ideas which
can bring a change could be invited for being published in
monthly magazines of BSP specially, so that even if not
suggestions not implemented it can fulfill their inner soul
appetite and also lead to a high satisfaction level . But this
should be implemented with proper planning & well calculated
steps.
 Fourthly proper use of Knowledge Management ( Data mining

software & Intelligent Data software) should be implemented
while assigning Job, Responsibilities to the executives
because it should be done after carefully analyzing their basic
Qualification , their potential & abilities and their Skills so
that their qualities can be utilized to a full extent and in a
proper manner. It will help in improving the level of
Page 62 of 77
dissatisfaction in executives and Organization will get
benefitted by “ RIGHT MEN AT RIGHT PLACE “.
 A proper well planned structure is needed to be created by

sitting together to find the way and manner in which Inter-
personal conflicts & technical disagreements to be resolved
within the department.
 Also a methodical & well calculated planning is required within

the organization to shed down the extra workload on the
Executives. For this purpose a proper distribution of
responsibility & staff among Executives to be done, also a
clear cut line to be demarcated to differentiate responsibility
among executives to avoid overload of the work over an
individual. By thus the executive will feel less extended in
their job and will work with full vigor and will have high
satisfaction level.
 Re-planning & Re-designing of Organizational Reporting

Structure is required to be done by Organization by sitting
together and with considering the views & suggestions of
executives.
 There is need of improving the present organizational climate

as without fun at workplace there always exists boredom at
workplace. So recreation hall can be provided at rest place
with facilities of indoor games, light music etc to again re-
charge them.
 Time to time Executive should be remind that they are

important for organization & there are lot of scope for
Page 63 of 77
learning, personal growth & development with this
organization.
 About Salary & Perks and fast growth prospects (related to

promotion) nothing much can be done, as there are
restrictions existing with that of being a PSU. But Executives
can be remind about the benefits and additional allowances
they get and if possible all bills can be presented to them at
the end of year indicating all benefits they received.
Recommendation for retention management
Certain retention measures and scheme have been proposed to

adopted by management in order to motivate its employee and
improve the retention. The key to retention management is to know
what motivate them to quit and designing a program based on
those needs. A typical employee today is more likely to be a trained
and qualified professional. Money and promotions are typically are
low on the priority list because they tend to be well paid and they
enjoy their work. Research suggests that as employees income
increase money becomes less motivator while as employee get older
interesting work become more of a motivators. One of the major
changes taking place in organizations today is the addition of
temporary or contractual employees. They don’t have the security or
stability that permanent employees have. Then there are people who
have limited education, skills and opportunities for promotions and
Page 64 of 77
growth thus having very low wages depending upon the situation
appropriate approach would be needed to retain and motivate people
at work places. Following are some guidelines for motivating
employees which retain them in BSP, BHILAI.
1. Hiring through referrals. Happy employees will only refer

those who fit the company’s needs.
2. Being a center for learning. Providing extensive training

including using internal specialization.
3. Offering cross functional growth opportunities.
4. Always completing the feedback loop. Great workplace correct

the wrong.
5. Not leaving flanks open to talent outage. They make concrete

succession plans.
6. Building empowerment into systems. No amount of training

can ensure this.
7. Ensuring Fun, Impromptus parties, family outings etc. for

staffers create profitable company.
Page 65 of 77
Some other measures are:
 WELFARE MEASURES: the company should try to take
various welfare
Measures for employees.
 CONFLICT RESOLUTION: a proper route should be
developed for hiring
executive.
 JOINT DECISION MAKING: to make retention policy more
influence
the executive must be involved in decision making
process.
CONCLUSION
Based on the case analysis and interpretations certain conclusions have

been drawn about the relative importance of retention management &
various motivational factors to retain Executives in the organization. They
are:-
Page 66 of 77
1.- Money is the number one motivator. Remuneration is rated as the most
important factor for stay/quit from organization. This is a hygiene/extrinsic
factor which will lead to dissatisfaction.
2.-Number two motivator is a good work environment. The organization

climate is important for most of employee.
3.-Number third motivator is additional job benefits like incentives, facilities

and perks.
4.-Reward is an important motivator to stay employee. It represents

reorganization and appreciations for good performance.
5.-If recognition present it will lead to high motivation.
6.-Growth and advancement also lead to high motivation.
7.-Number seven factor is job security. This is safety dimension if it practiced

lead to job satisfaction.
8.-Good working condition, efficient administration & supervision, and work

autonomy will considerably lead motivated work force.
9.-Quality of work itself is interesting and challenging job is regarded an

important component of work.
10.-Performance based salary is viewed as means of performance appraisal

and recognition of work.
WHAT RETAINS & MOTIVATE PEOPLE
Page 67 of 77
When there are so many benefits associated with industry. When
there are so many privileges for the employee then what makes
them to change the Company / industry ? Is it only MONEY that
matters or anything else as well? The list out following reasons:
Money is not the only reason
• PERSONAL GROWTH
• COMPENSATION
• LEARNING OPPORTUNITIES
• JOB CONTENT
• WORK LIFE BALANCE
• IMMEDIATE SUPERVISOR
• TALENT FIT
• RECOGNITION
• FAMILY TASK
• CULTURE
• WORK ENVIRONMENT
• COMPANY IMAGE
• INDUSTRY GROWTH
• “ FUN” PLACE TO WORK
APPENDIX
What should a organization do to improve retention?

Page 68 of 77
Successful organizations realize employee retention and talent management
are integral to sustaining their leadership and growth in the marketplace.
Becoming an employer of choice by retaining high-caliber employees in
today’s labor market should be the highest priority.
Chart Course International helps organizations with retention programs to

recruit, manage, retain and develop the best workforce available by
providing cutting-edge strategies, assessments, consulting and training.
Greg smith helps organizations design employee retention programs to

reduce turn over and improve productivity. He is a leading authority on
employee retention and a former Examiner for the Malcolm Baldrige National
Quality Award-America’s highest award for organizational excellence.
ORGANIZATIONAL NEED FOR EMPLOYEE RETENTION
BETTER MATCHING-organization should spot and develop people who “fit”

with the job description, the company culture and the supervisor or
manager.
BETTER MANAGERS-retention training programs help insure managers learn

how to build teams, manage performance, develop individuals to their full
potential and help them achieve success on the job.
BETTER INTEGRATION-organization should design effective orientation and

“On boarding” programs to build enthusiastic employees that stay longer.
BETTER CONNECTIONS-organization should help to measure an employee’s

individual needs and help build productive relationships with their co-
workers.
BETTER CULTURE-organization should drives employees need and expect

from their job.
Page 69 of 77
BETTER ACCOUNTABILITY FOR TURNOVER-HR and line management capture
critical information such as retention plans, training needs and job
performance, and communications this information to the entire
management team for accountability.
RETENTION-a big Challenge
Fundamental changes are taking place in the work force and the workforce
that promise to radically alter the way companies relate to their employees.
Hiring and retaining good employees have becomes of nearly every
company in every industry. The fierce competition for qualified workers
results from a number of workplace trends, including:
*A robust economy
*Shift in how people view their careers
*Changes in unspoken “contract” between employer and employee
*Corporate cocooning
*A new generation of workers
*Changes in social mores
*Life balance
Concurrent with these trends, the emerging work force is developing very
different attitudes about their role the workplace. Today’s employees place a
high priority on the following:
@ Family orientation
@ Quality of life issues
@ Autonomy
Page 70 of 77
To hold your people, you have to work counter to prevailing trends the job
churning. Smart employers make it a strategic initiative to understand what
their people want and need- then give it to them.
MOTIVATING EMPLOYEES
Motivating employees to do what you want is easier than you thing. Learn
how this employee motivation program for success can increase productivity
by 20% and eliminate the costs of high staff turnover. Learn how everyone
can be a top team player in the workplace with in 72hrs.
In understanding the theories of motivation and organizational behavior, you

can learn how to easily achieve your targets and motivate your staff.
Motivating and retaining employees requires strong leadership skills and
effective management practices. Small changes can make dramatic changes
on team and master the leadership skills required to increase staff
motivation.
Employee motivation, positive employee morale, rewards and recognition

are explored in these resources. What create motivated, contributed
employee? How do you maintain high employee morale when people at work
long hours? How does your reward and recognition system contribute to or
deflate employee motivation , positive morale and retention? Answer are
here.
1.- What employee want from work
Every person has different reasons for working. The reasons for working are
as individual as the person. But we all work because we obtain something
that we need from work. The something obtained from work impacts morale,
employee motivation, and the quality of life. To create positive employee
motivation, create employees as if they matter- because employee. These
ideas will help you fulfill what from work and create employee motivation.
Page 71 of 77
2.- Motivation job Interview questions
Following sample job interview questions about motivation enable you to

assess what motivates the candidate you are interviewing. Feel free to use
these job interview questions in your own candidate’s interviews.
3.-Motivation Center
Every person is motivated. The challenge at the work is to create an

environment in which people are motivated about work priorities. Find out
how at the motivation center work.
4.-Retain your employee
Key employee retention is critical to the long term health and success of
your business. Managers are readily agree that their role is the key in
retaining your best employees to ensure business success. If managers can
cite the fact so well, why do many people behave in ways that so frequently
encourage great employee top quit their job?
5.-Inspirational quotes
Looking for an inspirational quote or a business quotation for your

newsletter, business presentation, bulletin board or inspirational posters?
These motivation quotes are very useful to help motivation and inspiration.
These quotes about employee motivation will help you create success in
business, success in management, success in life.
6.-Celebrate annual holidays
Page 72 of 77
7.-Give gift to the workers
8.-Reinforce and sustain your culture
9.-Motivation and morale resources
10.-Promote self discipline
BIBLIOGRAPHY
SAIL ANNUAL JOURNAL 2006-07, 07-08
ANNUAL REPORT: BSP 2006-07, 07-08
WEB SITE OF SAIL www.sail.co.in
WEB SITE OF BSP www.bsp.com
OTHER SITES: -
www.google.com
www.wikipedia.c
om
MAGAZINES- Training & Development - Jan-July,2008

edition
TIDS – Jan, 07- July, 08 edition
Page 73 of 77
• Cranny, C. J., Smith, P. C., and Stone, E. F. (1992). Job Satisfaction: How People Feel About
Their Jobs and How It Affects Their Performance. New York: Lexington Books
• Locke, Edwin A. (1976). "The Nature and Causes of Job Satisfaction." In M. D.

Dunnette, ed., Handbook of Industrial and Organizational Psychology. Chicago: Rand
McNally.
• Herzberg, F., Mausner, B., Peterson, R. O., and Capwell, D. F. (1957). Job Attitudes: Review of
Research and Opinion. Pittsburgh: Psychological Service of Pittsburgh
ANNEXURE
1) Study on effectivness of exicutive job satisfactiono program system is

conducted on 6 point scale. About 1104 executives list of the level E1-
TO-E7 & some Sr. executive also were contacted & discussed from the
following department .
Page 74 of 77
NO OF
EXECUTIVE
DEPARTMENT
1. BLAST FURNACE 43
2. COOK OVEN 9
3. SMS I&II 95
4. WATER SUPPLY 11
5. PROJECT 13
6. FINANCE 22
7. MEDICAL 70
8. PERSONAL MANAGEMENT 15
9. MPD/ MARKETING 6
10.VIGILENCE/AUDIT 2
11. PLATE MILL 31
12. CO CCD 51
13. MERCHANT MILL 10
14. EDUCATION/HORTICULTURE 44
15. RSM 26
16. BBM 18
17. INSPECTION 06
18. TND 20
19. TELECOM & OTHER DIPARTMENT 672
Page 75 of 77
TOTAL 1104
==
2. Tabular representation of data collected data:-
SATISFACTION
SATISFACTION LEVEL
GOOD SATISFACTION LEVEL LOW SAMPLE LEVEL
6 5 4 3 2 1
SIZE HIGH LOW
E.S. S. S.W.S. S.W.D. V.D. E.D.
1A 36 103 105 40 13 3 300 81 19
1B 37 125 95 34 7 2 300 86 14
1C 53 114 88 32 9 4 300 85 15
2A 46 113 80 39 15 7 300 80 20
2B 42 124 92 30 9 3 300 86 14
2C 48 129 79 30 10 4 300 85 15
3A 41 100 94 42 18 5 300 78 22
3B 36 126 90 29 17 2 300 84 16
3C 54 130 76 32 5 2 299 87 13
4 50 90 87 44 19 10 300 76 24
5 53 110 85 30 14 7 299 83 17
6 45 92 93 40 22 8 300 77 23
7 28 86 88 57 33 3 295 68 32
8 105 111 54 19 8 3 300 90 10
9 65 115 81 29 5 5 300 87 13
10 48 118 81 38 13 2 300 82 18
11 23 88 115 48 22 4 300 75 25
12 33 107 100 35 22 3 300 80 20
13 26 89 95 62 19 9 300 70 30
14 29 87 103 45 26 10 300 73 27
15 26 92 107 45 24 6 300 75 25
16 22 102 98 41 32 5 300 74 26
17 26 82 108 47 28 8 299 72 28
Page 76 of 77
18 45 105 87 46 18 2 303 78 22
19 44 86 108 38 18 6 300 79 21
20 39 95 77 52 26 10 299 71 29
21 25 67 98 54 34 22 300 63 37
22 28 80 104 49 28 10 299 71 29
23 39 107 101 38 11 3 299 83 17
24 26 120 92 45 14 2 299 80 20
25 37 105 95 40 19 3 299 79 21
26 29 68 79 53 40 30 299 59 41
27 24 67 115 48 32 14 300 69 31
28 106 45 48 92 9 0 300 66 34
GR.
TOTAL 1414 3378 3098 1443 640 217 10190 77 23
LIKERT SCALE RATING
E.S. EXTREMELY SATISFIED
S. SATISFIED
S.W.S. SOME WHAT SATISFIED
SOME WHAT
S.W.D. DISSATISFIED
V.D. VERY DISSATISFIED
EXTREMELY
E.D. DISSATISFIED
Page 77 of 77

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A PROJECT REPORT

FOR THE PARTIAL FULFILLMENT OF

BHILAI STEEL PLANT

United Institute of Management

Chapter No. Title Page No.

Declaration from student 03

Certificate from organization 04

1.1 Company profile of SAIL 08-10

1.2 Vision of SAIL 11

1.3 Company profile of BSP 12-19

1.4 Corporate Plan 2012 20-23

1.5 Awards & Accolades 24

II Research report 25-36

2.1 Abstract 26-27

2.2 Research Methodology 27-31

2.3 Questionnaire 32-35

2.4 Objective of study 36

III Graphical representation 36-54

Bibliography & Annexure 67-71

I Arun Kumar Shukla hereby declare that the project report

It is a report which is based on various interviews, surveys

This is to certify that Mr. ARUN KUMAR SHUKLA of United Institute Of

He has worked under my guidance.

Name – M/S NISHA SONI

BHILAI STEEL PLANT

I would like to pay my sincere gratitude to those people who guided me

Firstly, I would like to express my gratitude to Mrs.Nisha Soni,

I am also thankful to my Faculty guide Mrs. Parminder Narula at UIM,

Finally, I am thankful to all my team members, all employees,

Arun Kumar Shukla

The importance of Human Resource retention as a discipline has evolved

significantly in the last three decades due to understand employee a

valuable resource. The word has entered an era of unprecedented

internationalization and globalization activity.

The focus of this research is on retention management and its

practice to employee motivation and it provide a perspective analysis it.

The research report is prepared by me for completion of my M.B.A.

course as per the rule of U.P.T.U. Luck now.

Plan of the report:

products/services, future, organization chart etc.

level among executives and its practice to Retention Management &

Steel Authority of India Limited (SAIL) is the

Ranked amongst the top ten public sector companies in India in

Integrated Steel Plants

1) Bhilai Steel Plant (BSP) in Chhattisgarh

2) Durgapur Steel Plant (DSP) in West Bengal

3) Rourkela Steel Plant (RSP) in Orissa

4) Bokaro Steel Plant (BSL) in Jharkhand

Special Steel Plants

1) Alloy Steels Plants (ASP) in West Bengal

2) Salem Steel Plant (SSP) in Tamil Nadu

3) Visvesvaraya Iron and Steel Plant (VISL) in Karnataka

1) Indian Iron and Steel Company (IISCO) in West Bengal

2) Maharashtra Elektrosmelt Limited (MEL) in Maharashtra

3) Bhilai Oxygen Limited (BOL) in New Delhi

NTPC SAIL Power Company Pvt. Ltd

Bhilai Electric Supply Company Pvt. Limited

UEC SAIL Information Technology Limited

Metaljunction.com Private Limited

SAIL-Bansal Service Center Pvt. Ltd.

North Bengal Dolomite Limited

Romelt-SAIL (India) Ltd

SEVEN C’s OF “SAIL”