Vtu HR Project On Employee Job Satisfaction.

A Study on Employee Job Satisfaction at VSL Steels Limited
1. INDUSTRY PROFILE
INTRODUCTION TO STEEL
Steel is an alloy that consists mostly of iron and has carbon content between 0.2% and 2.1% by weight, depending on the grade. Carbon is the most common alloying material for iron, but various other alloying elements are used, such as manganese, chromium, vanadium, and tungsten. Carbon and other elements act as a hardening agent, preventing dislocations in the iron atom crystal lattice from sliding past one another. Varying the amount of alloying elements and the form of their presence in the steel (solute elements, precipitated phase) controls qualities such as the hardness, ductility, and tensile strength of the resulting steel. Steel with increased carbon content can be made harder and stronger than iron, but such steel is also less ductile than iron. Alloys with a higher than 2.1% carbon content are known as cast iron because of their lower melting point and cast ability. Steel is also distinguishable from wrought iron, which can contain a small amount of carbon, but it is included in the form of slag inclusions. Two distinguishing factors are steel's increased rust resistance and better weld ability. Though steel had been produced by various inefficient methods long before the Renaissance, its use became more common after more-efficient production methods were devised in the 17th century. With the invention of the Bessemer process in the mid-19th century, steel became an inexpensive mass-produced material. Further refinements in the process, such as basic oxygen steelmaking (BOS), lowered the cost of production while increasing the quality of the metal. Today, steel is one of the most common materials in the world, with more than 1.3 billion tons produced annually. It is a major component in buildings, infrastructure, tools, ships, automobiles, machines, appliances, and weapons. Modern steel is generally identified by various grades defined by assorted standards organizations.
HISTORY OF STEEL
The production of iron by humans began probably sometime after 2000 BC in south-west or south-central Asia, perhaps in the Caucasus region. Thus began the Iron Age, when iron replaced bronze in implements and weapons. This shift occurred because iron, when alloyed with a bit of carbon, is harder, more durable, and holds a sharper edge than bronze. For over Department of Management Studies, AIT, Bangalore Page 1
A Study on Employee Job Satisfaction at VSL Steels Limited three thousand years, until replaced by steel after 1870 BC, iron formed the material basis of human civilization in Europe, Asia, and Africa. Steel was discovered by the Chinese under the reign of Han dynasty in 202 BC till 220 AD. Prior to steel, iron was a very popular metal and it was used all over the globe. Even the time period of around 2 to 3 thousand years before Christ is termed as Iron Age as iron was vastly used in that period in each and every part of life. But, with the change in time and technology, people were able to find an even stronger and harder material than iron that was steel. Using iron had some disadvantages but this alloy of iron and carbon fulfilled all that iron couldnt do. The Chinese people invented steel as it was harder than iron and it could serve better if it is used in making weapons. One legend says that the sword of the first Han emperor was made of steel only. From China, the process of making steel from iron spread to its south and reached India. High quality steel was being produced in southern India in as early as 300 BC. Most of the steel then was exported from Asia only. Around 9th century AD, the smiths in the Middle East developed techniques to produce sharp and flexible steel blades. In the 17th century, smiths in Europe came to know about a new process of cementation to produce steel. Also, other new and improved technologies were gradually developed and steel soon became the key factor on which most of the economies of the world started depending.
INDIAN STEEL INDUSTRY

The establishment of Tata Iron and Steel Company (TISCO) in 1907 was the starting point of modern Indian steel industry. India is the fifth largest producer of steel in the world. India Steel Industry has grown by leaps and bounds, especially in recent times with Indian firms buying steel companies overseas. The scope for steel industry is huge and industry estimates indicate that the industry will continue will to grow reasonably in the coming years with huge demands for stainless steel in the construction of new airports and metro rail projects. The government is planning a massive enhancement of the steel production capacity of India with the modernization of the existing steel plants. Steel industry reforms particularly in 1991 and 1992 have led to strong and sustainable growth in Indias steel industry. In 1991, a substantial number of economic reforms were introduced by the Indian government. These reforms boosted the development process of a number of industries the steel industry in India in particular which has subsequently development quite rapidly. Department of Management Studies, AIT, Bangalore Page 2
A Study on Employee Job Satisfaction at VSL Steels Limited Industry statistics Government targets to increase the production capacity from 56 million tonnes annually to 124 MT in the first phase which will come to an end by 2011 2012. Currently with a production of 56 million tonnes India accounts for over 7% of the total steel produced globally, while it account to about 5% of global steel consumption. The steel sector in India grew by 5.3 in may 2009. Globally India is the only country to post a positive overall growth in the production of crude steel at 1.01% for the period of January March in 2009. Export About 50% of the steel produced in India is exported. Indias export of steel during of steel during April December 2008 was 64.4 MT in December 2007. In February 2009 steel export increased by 17% to 12.6 MT from 10.8 MT in the same month last year. More than 50% of steel from India is exported to china. The Governments decision to reduce export duty on iron ore lumps from 15% to 5% has given a major boost to the export of steel. Hurdles Power shortage hampers the production of steel. Use of outdate processes for production. Deficiency of raw material required by the industry. Labour productivity is low.
Strengths There are many strong points of the industry that makes it one of the leading names in the global steel industry. The rate of labor wage in India is among one of the lowest in the world thereby making large scale production feasible. The boom witnessed in the automobile industry has ensured that the demand for steel is increasing gradually and will continue to do so in the near future. There is huge manpower in India which is another reason why steel production in India is high and the industry is doing pretty well both national and international. Investments Numerous steel companies some major projects in the pipeline to invest in India steel industry. Steel companies have earmarked more than 100 million USD for the setting up of Department of Management Studies, AIT, Bangalore Page 3
A Study on Employee Job Satisfaction at VSL Steels Limited sponge iron units in Koppal and Bellary in Karnataka. As per Investment commission of India more than 30 billion USD are in the pipeline for investment over the next five years. Sector structure/Market size The steel industry in India has been moving from strength to strength and according to the year-end review by the press Information Bureau, India has emerged as the fourth largest producer of steel in the world and the second largest producer of crude steel. Significantly, state-owned steel maker, Steel Authority of India (SAIL), which reported a net profit of US$571 million in January-June 2009, has become the most profitable steel company globally, beating steel majors such as ArcelorMittal, Posco, Bao steel and Nippon in the half yearly profits. Production India continually posts phenomenal growth records in steel production. In 1991, India produced 14.33 million tonnes of finished carbon steels and 1.59 million tonnes of pig iron. Furthermore, the steel production capacity of the country has increased rapidly since 1991- in 2008, India produced nearly 46.575 million tonnes of pig iron. Steel production reached 28.49 million ton (MT) in April-September 2009. The National steel policy has a target for taking steel production up to 110 MT by 2019-20. Nonetheless, with the current rate of ongoing Greenfield and brown field projects, the Ministry of Steel has projected Indias steel capacity is expected to touch 124.06 MT by 2011-12. In fact, based on the status of Memoranda of Understanding (MU) signed by the private producers with the various state governments, Indias steel capacity is likely to be 293 MT by 2020. Consumption In 1992, the total consumption of finished steel was 14.84 million tonnes. In 2008, the total amount of domestic steel consumption was 43.925 million tonnes. With the increased demand in the national market, a huge part of the international market is also served by this industry. Today, India is in seventh position among all the crude steel producing countries. India accounts for around 5 per cent of the global steel consumption. Almost 70 per cent of the total steel use in railway coaches, wagons, airport, hotels and retail stores is growing immensely.
Department of Management Studies, AIT, Bangalore
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A Study on Employee Job Satisfaction at VSL Steels Limited Indias steel consumption rose by 6.8 per cent during April-November 2009 over the same period a year ago on account of improved demand from sectors like automobile and consumption durables. A Credit Suisse Group study states that Indias steel consumption will continue to grow by 16 per cent annually till 2012, fuelled by demand for consumption projects worth US$ 1 trillion. The scope for raising the total consumption of the steel is huge, given that per cent steel consumption is only 35 kg- compared to 150 kg across the world and 250 kg in China. Steel players like JSW steel and Essar Steel are increasing their focus on opening up more retail outlets pan India with growth in domestic demand. JSW steel currently has 50 such steel retail outlets called JSW Shoppe and is targeting to increase it to 200 by March 2010. They expect at least 10-15 per cent of their total production to be sold by their retail outlets. Essar Steel which currently has over 300 retail out lets across the country, plant to set up 5,000 outlets of various formats soon. It expects to sell 3MT of steel through the retail route in two years. Export Out of the Indias annual iron ore production of more than 200 MT, about 50 per cent is exported. Indias iron ore exports more than doubled to 9.3 million tonne in October 2009 as compared to 4.4 million tones in the same month a year ago on the back of increase in demand from Chinese steel producers, as per a joint study by a group of iron ore exporters. Iron ore is a key input in steel making. The countrys iron ore export during April- October 2009 period grew 20 per cent over the year ago period to 53 million tonnes, as per the study. Investments A host of steel companies have lined up major investment proposals. Furthermore, with an expanding consumer marketing, the Indian steel industry is likely to receive huge domestic and foreign investments. The domestic steel sector has attracted a staggering investment of about US$236 billion, according to the Minister of state. Department of Management Studies, AIT, Bangalore Page 5
World Steel Production in the 20th Century

Over the course of the 20th century, production of crude steel has risen at an astounding rate, now fast approaching a production level of 800 million tons per year. Today, it is difficult to imagine a world without steel. During the 20th century, the consumption of steel increased at an average annual rate of 3.3%. In 1900, the USA was producing 37% of the worlds steel. With post war industrial development in Asia that region now (at the turn of the 20th century) accounts for almost 40%, with Europe (including the former Soviet Union) producing 36% and North America 14.5%. Steel consumption increases when economies are growing, as governments invest in infrastructure and transport, and build new factories and houses. Economic recession meets with a dip in steel production as such investments falter. The peaks corresponding to the years of the two World Wars, followed each time by a dip, and soon after by strong climbs as the major economies recovered from the war and entered new periods of prosperity and growth, most notably in the 1950s and 1960s. The trend over the past three decades can also be seen to be in line with cyclical economic trends, with alternating periods of prosperity and recession. That was the period when the steel industry developed in Western Europe and the USA followed by the Soviet Union, Eastern Europe and Japan. However, steel consumption in the developed countries has reached a high stable level and growth has tapered off. After being in the focus in the developed world for more than a century, attention has now shifted to the developing regions. In the West, steel is referred to as a sunset industry. In the developing countries, the sun is still rising, for most it is only a dawn. Towards the end of the last century, growth of steel production was in the developing countries such as China, Brazil and India, as well as newly developed South Korea. Steel production and consumption grew steadily in China in the initial years but later it picked up momentum and the closing years of the century saw it racing ahead of the rest of the world. China produced 220.1 million tonnes in 2003, 272.2 million tonnes in 2004 and 349.36 million tonnes in 2005. That is much above the production in 2005 of Japan at 112.47 million tonnes, the USA at 93.90 million tonnes and Russia at 66.15 million tonnes.
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A Study on Employee Job Satisfaction at VSL Steels Limited Table 1.1: List of countries producing steel from 2007 to 2009, as per data by World Steel Association.
Rank 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Country/Region World People's Republic of China Japan Russia United States India South Korea Germany Ukraine Brazil Turkey Italy Taiwan Spain Mexico France Iran United Kingdom Canada South Africa Poland
2007 1,351.30 494.9 120.2 72.4 98.1 53.1 51.5 48.6 42.8 33.8 25.8 31.6 20.9 19 17.6 19.3 10.1 14.3 15.6 9.1 10.6
2008 1326.5 500.5 118.7 68.5 91.4 55.2 53.6 45.8 37.1 33.7 26.8 30.6 19.9 18.6 17.2 17.9 10 13.5 14.8 8.3 9.7
2009 1,219.70 567.8 87.5 59.9 58.1 56.6 48.6 32.7 29.8 26.5 25.3 19.7 15.7 14.3 14.2 12.8 10.9 10.1 9 7.5 7.2
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A Study on Employee Job Satisfaction at VSL Steels Limited Table 1.2: List of the largest steel-producing companies in the world as per data by World Steel Association. Millions Millions Millions of tonnes of tonnes of tonnes (2008) (2007) (2009) Company 77.5 31.3 31.1 26.5 25.8 20.5 20.5 20.1 16.7 15.3 15.2 15.1 14.2 14 13.7 13.5 12 11.3 11 11 103.3 35.4 34.7 37.5 33 23.3 24.4 16 19.2 17.7 23.2 12.2 20.4 20.4 27.7 13.7 33.3 16 14.1 15.9 116.4 28.6 31.1 35.7 34 22.9 26.5 16.2 17.3 16.2 21.5 12.9 18.6 20 20.2 13.9 31.1 17.9 13.8 17 ArcelorMittal Baosteel Group POSCO Nippon Steel JFE Jiangsu Shagang Tata Steel Ansteel Severstal Evraz United States Corporation Shougang Gerdau Nucor Corporation
Sl. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Headquarters Luxembourg China South Korea Japan Japan China India China Russia Russia Steel United States China Brazil United States
Wuhan Iron and Steel China Steel Authority of India Limited India Hebei Iron and Steel Gruppo Riva Sumitomo Metal Industries ThyssenKrupp China Italy Japan Germany
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MAJOR PLAYERS OF STEEL IN INDIA

PUBLIC SECTOR STEEL AUTHORITY OF INDIA LIMITED (SAIL) Steel Authority of India Limited (SAIL) is a company registered under the Indian Companies Act, 1956 and is an enterprise of the Government of India. RASHTRIYA ISPAT NIGAM LTD. (RINL) RINL, the corporate entity of Visakhapatnmam Steel Plant (VSP) is the first shore based integrated steel plant located at Visakhapatnam in Andhra Pradesh. MSTC LTD. MSTC Ltd. (formerly Metal Scrap Trade Corporation Ltd.) was set up on the 9th September, 1964 as a canalizing agency for the export of scrap from the country. FERRO SCRAP NIGAM LTD. (FSNL) FSNL is a wholly owned subsidiary of MSTC Ltd. with a paid up capital of Rs. 200 lakh. HINDUSTAN STEELWORKS CONSTRUCTION LTD. (HSCL) HSCL was incorporated in June 1964 with the primary objective of creating in the Public Sector an organization capable of undertaking complete construction of modern integrated Steel Plants. MECON LTD. MECON is one of the leading multi-disciplinary design, engineering, consultancy and contracting organization in the field of iron & steel, chemicals, refineries & petrochemicals, power, roads & highways, railways, water management, ports & harbors, gas & oil, pipelines, non ferrous, mining, general engineering, environmental engineering and other related/ diversified areas with extensive overseas experience.
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A Study on Employee Job Satisfaction at VSL Steels Limited PRIVATE SECTOR The private sector of the Steel Industry is currently playing an important and dominant role in production and growth of steel industry in the country. Private sector steel players have contributed nearly 67% of total steel production of 38.08 million tonnes to the country during the period April-December, 2007. The private sector units consist of both major steel producers on one hand and relatively smaller and medium units such as Sponge iron plants, Mini Blast Furnace units, Electric Arc Furnaces, Induction Furnaces, Rerolling Mills, Coldrolling Mills and Coating units on the other. They not only play an important role in production of primary and secondary steel, but also contribute substantial value addition in terms of quality, innovation and cost effective. TATA STEEL LTD. Tata Steel has an integrated steel plant, with an annual crude steel making capacity of 5 million tons per annum located at Jamshedpur, Jharkhand. In January 2007 India's Tata Steel made a successful $11.3 billion offer to buy European steel maker Corus Group PLC. ESSAR STEEL LTD. (ESL) Essar Steel Holdings Ltd. (ESHL) is a global producer of steel with a footprint covering India, Canada, USA, the Middle East and Asia. JSW STEEL LTD. JSW Steel is a 3.8 MTPA integrated steel plant, having a process route consisting broadly of Iron Ore Beneficiation Pelletisation Sintering Coke making Iron making through Blast Furnace as well as Corex process Steel making through: BOF- Continuous Casting of slabs Hot Strip Rolling Cold Rolling Mills. ISPAT INDUSTRIES LTD. (IIL) IIL has set up one of the largest integrated steel plants in the private sector in India at Dolvi in Raigad District, Maharashtra with a capacity to manufacture 3 million tones per annum of hot rolled steel coils (HRC)
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2. COMPANY PROFILE
2.a BACK GROUND AND INCEPTION OF THE COMPANY
The V S Lad group is one of the oldest and largest suppliers of iron ore from Karnataka. While the group has been in this business for more than 5 decades, they have diversified the mining business into manufacture of pig iron and various other activities. The V S Lad group has also successfully ventured into Information Technology, Real Estate, Transportation, Entertainment industry and Aviation. Their businesses include several IT firms, an Air Cargo company, Real Estate development firms, Movie and TV production companies, Online Entertainment portals and Clubs. VSL Group was started in 1956 by the late Sri Vittal Rao Shivaram Lad. VSL Steels Limited (formerly, SLR Steels Limited) is a manufacturer of high quality Pig Iron and is a flag ship company of the "VSL GROUP" owned by V S LAD & Sons. This plant (VSL Steels Limited, Paramenahally) started its operations from 01.01.2007.
2.b NATURE OF BUSINESS CARRIED

VSL Steels Ltd is one of the steel manufacturing company in India, which is engaged in producing pig iron, skull, slag which are used in foundries and cement industry.
2.c VISION, MISSION AND QUALITY POLICY

VISION To be the Indias most prolific manufacturer of Pig Iron, Steel and related product by delivering high quality metal solutions. MISSION To be synonymous with quality, commitment, value to continuously expand and upgrade operations.
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A Study on Employee Job Satisfaction at VSL Steels Limited QUALITY POLICY We, at VSL Steels Ltd., are committed to achieve Total Customer Satisfaction by supplying quality Pig Iron as per customers requirement through quality assurance processes along with effective work practices.
2.d PRODUCT PROFILE

VSL Steels produces various grades of Pig Iron which are utilized by the foundry industry to produce superior grade and high quality precision castings. They are catering to the needs of foundry industry throughout India from Tamil Nadu to Punjab. Their quality is well accepted because of the consistency of specification of the Pig Iron supplied. The products produced by VSL are almost semi-finished goods and they are as follows. PIG IRON- A product in solid (lumpy) form obtained upon solidification of Hot Metal in Pig Casting Machine. Its a pure and well-shaped form of iron which is used in foundries. SKULL- It doesnt have a well which is also used in foundries and is a form of semi-finished good. SLAG- Its a by-product of pig iron, used in cement industry. VSL Steels Limited has some standard specifications in their products. In addition to standard specifications, it can produce pig iron with chemical composition according to customer needs.
2.e AREA OF OPERATION

The plant is located at: Vani Vilas Road, Paramenahally Village Hiriyur Taluk, Chitradurga District Karnataka State India- 572143
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Nearest Town: 10 Km from Hiriyur Nearest Sea Port: 325 km at New Mangalore Nearest Air port: 170 km at Bangalore International Airport Nearest Railway Station: 55 km at Chitradurga
The plant has an annual production capacity of 1,44,000 MT of Pig Iron, which will be enhanced to 2,16,000 MT per annum by commission of new Sinter Plant. Currently, the company is operating within national localities. There are no exports from the company. It is marketing its products in Punjab, Tamilnadu, Andhra Pradesh, Maharashtra, Gujarat, Delhi and Karnataka. Dealer Network Belgaum (Karnataka) Hyderabad (Andhra Pradesh) Coimbatore, Chennai (Tamil Nadu) Kolhapur (Maharashtra) Ahmadabad, Rajkot, Baroda (Gujarat) Ludhiana, Batala (Punjab) Delhi Partial Client List Electro Steel Castings, Chennai Ennore Foundries Limited, Chennai Laxmi Machine Works, Coimbatore Indoshell Mould Limited, Coimbatore Sound Castings Pvt Limited, Kolhapur
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A Study on Employee Job Satisfaction at VSL Steels Limited Ghatge Patil Industries, Kolhapur BMM Ispat Limited, Hospet Ashok Iron Works, Belgaum Pearlite Liners Limited, Shimoga
2.f OWNERSHIP PATTERN:

The VSL Steels Ltd is completely owned by VS Lad group and their family members. No shares are issued to public. Board of Directors: Managing Director: Dr. Eknath V Lad Chairman: Santhosh S Lad Director: Vishvas Lad Executive Director: Vinay E Lad
2.g COMPETITORS INFORMATION:

Some of the competitors for VSL Steels Ltd in National market are as follows. Jindal MSPL Kirloskar Shathvahan steels
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2.h INFRASTRUCTURAL FACILITIES

RAW MATERIAL YARD Raw material yard is the space provided for the storage of raw materials- iron ore, coke and limestone. STOCK HOUSE Raw material processing like screening, weighing, stocking and charging (or feeding) of raw material to the Blast Furnace through conveyor at required time is done here. It is a temporary storage unit. BLAST FURNACE VSL Steels Limited has a mini Blast Furnace of 262 m3 capacity of MECON technology with the capacity of producing 1,44,000 MT of pig iron per annum, which will be enhanced to 2,16,000 MT per annum by commission of new sinter plant. BLOWER HOUSE Here, natural gas is absorbed and supplied to Blast Furnace stoves through induct pipes. CAPTIVE POWER PLANT(CPP) VSL Steels Ltd has installed 4MW Captive Power Plant which operates on Blast Furnace gas. This CPP meets all the energy requirements of the factory. COKE OVEN PLANT The in-house Coke Oven Plant has the capacity to produce 100 MT of coke per day. DG HOUSE In case of shut down of Captive Power Plant, power stored in DG House generators (2 no.) is utilised. QUALITY ASSURANCE LAB In order to get good quality of pig iron the raw materials received are checked here to ensure their quality by the applicable Indian Standards (IS) methods. The pig iron produced is checked for its quality by an Optical Emission Spectrometer. It helps the operation department to take immediate corrective actions. PIG IRON YARD The final product of VSLS, pig iron, collected from Pig Cast Machine (PCM) is shifted to Pig Iron Yard. Pig iron is heaped in batches according to the Heat Numbers produced. Care is taken to ensure that there is no mix-up of heaps. FLARE STACK
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A Study on Employee Job Satisfaction at VSL Steels Limited Blast Furnace gas is used as boiler fuel in CPP and for stove pre-heating. Remaining gas is discharged through Flare Stack after burning. Burning is done to convert CO contained in Blast Furnace gas to CO2 since CO is very toxic. OCCUPATIONAL HEALTH CENTER For monitoring the health of employees and to provide first aid facility to employees. CANTEEN with two floors. ADMIN BUILDING Admin Building involves various departments offices and a Conference Hall. RO PLANT At RO Plant hard water is converted into soft water by Reverse Osmosis process.
2.i ACHIEVEMENT/AWARDS
Rajiv Gandhi Shiromani Award 24th Aug 09 Indhira Gandhi Sadbhavana Award 18th Nov 09 BharathGourav Award 17 Jun 10 Indian Achiever Award 14th Mar 10
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2.j WORK FLOW MODEL

Raw material receipt Weighment at plant Weigh Bridge
Raw material yard
Tipper movement
Ground hopper Stock house conveyor Stock house day bins
Screening of raw material
Iron ore coke fines
Weighing hoppers
BFC 1 conveyor Fines bunker BFC 2 conveyor
Storage yard
Dispatch
REBO/small bell hopper Charging hopper
Air
Blower
Stoves
BF Gas Dust Catcher Venture 1&2
Hot blast
Hot metal Hot metal ladels Finished product dispatch Pig ladels casting iron Pig scrap Slag Slag granulation Storage yard skull
Moisture seperator
Figure 2.j.1: Workflow model of VSL Steels Limited Department of Management Studies, AIT, Bangalore Page 17
2.k FUTURE GROWTH AND PROSPECTS

VSL Steels has aggressive growth plans for expansion of its operation, capacity and product offerings. It has plan to become an Integrated Steel plant with production capability of 0.4 million tons of steel by in this year (2011) with an investment of INR 800 million. In phase II, it plans to further increase the capacity to 1 million tons by 2015.
The company plans to install: Additional Blast Furnace to produce more hot metal Coke Oven plant with captive power plant. Sinter plant with 1x33 m2 capacity. Steel melting shop with rolling mills, their end products will be TMT bars and special Alloy Billets.
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3. McKENSEYS 7S FRAMEWORK
The 7S Framework has first appeared in the book The Art of Japaneses Management by Richard Pascal and Anthony Authors in 1981. The two authors were looking at how Japanese industry had been so successful. At around the same time Tom Peters and Robert Waterman were exploring what made a company excellent. The 7S model was born at meeting of the four authors in 1978. It then appeared in the book In Search of Excellence by Peters and Waterman in 1982. Subsequently it was taken up as a basic tool by the Global Management Consultancy Company Mckenseys to diagnose the cause of organisational problems and to formulate programs for improvement and then on it became famous as Mckenseys 7S Model. According to this model, for an organisation to perform well, the following 7 elements need to be aligned and mutually reinforcing. These 7 elements are divided into two types: Hard (strategy, structure and system) and Soft (skill, staff, style and shared values). Hard elements are easy to identify and feasible. They can be found in strategy elements, corporate plans, organizational structures and other documentations. The soft elements are hard to describe. They are sort of intangible. Hence it is more difficult to plan or influence these elements.
STRUCTURE
STRATEGY SHARED VALUES
SYSTEM
SKILL STAFF
STYLE
Figure 3.1: McKenseys 7S framework
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1. STRUCTURE
The formal arrangement of jobs within an organization is called organizational structure. It prescribes the formal relationships among various positions and organizational members to communicate with other members, what roles members need to perform, who reports to whom and what rules and procedures exist to guide the various activities performed by members are all part of the organization structure. The organizations size affects its structure. VSL Steels Limiteds Organization Structure is a functional one.
Organization Chart of VSL Steels Limited

Chairman & Managing Director and Board of Directors Executive Director EA to ED Co-Ordinator
Joint Director (O) Manager (CPP) Dy. Manager (Instru.) Manager (Electrical) DGM (Operations) Dy. Mgr. (RM) Manager (Coke Oven)
Vice President (Maint.)
Finance Controller (A/c.)
Bangalore Office
GM (HR & A) Sr. Mgr. (Admin.) Sr. Mgr. (HR) Asst. Mgr. (Safety)
GM (Marketing)
Project Managers (Sintering Plant) Manager (Materials) Sr. Manager (Utility)
PA to CMD
Asst. Mgr.
Finance Controller
Dy. Mgr. (Mech.) Chief Chemist (QA Lab) Dy. Mgr. (Civil & Hort.)
Figure 3.2: Organization chart of VSL Steels Limited
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Structure of Human Resource Department

GM (HR & A)
Sr. Mgr. (HR)
Sr. Mgr. (Admin)
Jr. Mgr.
Receptionist
Jr. Mgr.
Canteen Supervisor
Office Assistant
Security Supervisor
Jr. Assistant
Transport Assistant
Figure 3.3: Structure of Human Resource Department
Structure of Marketing Department

GM
Asst. Mgr.
Despatch section
Jr. Officer
Jr. Officer
Weigh Bridge Operations
Yard Asst. /Helper
Figure 3.4: Structure of Marketing Department
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Structure of Blast Furnace Operations Department

JD
DGM
Dy. Mgr.
Dy. Mgr.
Dy. Mgr.
Dy. Mgr.
Engineer
Engineer
Engineer Technician n
Engineer
Engineer
Technician
Engineer
Technician n
Engineer
Technician n
Engineer
Operator
Technician
Operator
Technician
Operator
Technician
Operator
Technician
Figure 3.5: Structure of Blast Furnace Operations Department
Structure of Raw Material Handling Department

Asst. Mgr.
Engineer
Supervisor
Weigh bridge operators
Truck Tippler Operators
Sampling Operators
Day Bin Operators
Figure 3.6: Structure of Raw Material Handling Department
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2. STRATEGY
Strategies are the actions a company plans in response to or anticipation of changes in its external environment. It includes purposes, mission, objectives, goals and major action plans and policies. Pricing strategy At VSL Steels Limited, the prices for its products are fixed on the basis of raw material cost, market condition, and cost of production. Waste management strategy Sewage Treatment Plant of 32KLD has been constructed. The plant is designed on zero discharge principle. The processed water is re-circulated and make-up water is added to take care of the process losses. The hot gas generated in the blast furnace is cleaned to reduce the dust content to less than 5mg/NM3. The cleaned gas is used in generation of Power and Stove heating. Surplus gas is flared through a flare stack.
3. SYSTEM
System refers to all the rules, regulations, daily activities and procedures both formal and informal that complement the organization structure. It includes all the processes and information flow that link the organization together, consisting of training and development systems, planning and budgeting systems, performance management systems, etc. Some of the systems at VSL Steels Limited are as follows: Management Information System Management Information System at VSL Steels Limited has a well designed information network. They have fully equipped technical information department, which is called as information system group. The most essential function of this department is to make the strategic and operational level information at all times. Inventory Control System: ABC analysis will be done for stock control. FIFO method is followed for receiving and issuing materials. Computerized accounting system is used for maintaining store activities.
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A Study on Employee Job Satisfaction at VSL Steels Limited Remuneration System: Company fixes salary to employees based on their qualification and experience. Permanent employees are paid salaries. Group incentives are paid to direct workers if they achieve monthly production targets. Daily wages are paid to contract employees through contractors. Performance Appraisal System Confidential report is prepared by heads of various departments for systematic judgment of the subordinate by authority to assess the standard of work & overall performance.
4. SKILLS
Skills refer to the actual skills and competencies of the employees working for the company. The term skill includes those characteristics which are developed over a period of time. VSL Steels Limited is good at technical and human skills. There are around 130 skilled workers followed by 30 semi-skilled and 30 unskilled workers out of 300 permanent employees. On the Job Training is provided for freshers. Training programs are conducted regularly for all the employees to enhance their skills.
5. STYLE
Style refers to the style of leadership adopted- authoritative or participative, reporting relationship between the superiors and subordinates and the flow of communication between them. We can say that VSL Steels Limited is following the participative kind of leadership because its employees have their say in matters like patrolling, conducting health camps, etc.
6. STAFF
The term Staff refers to the employees and their general capabilities. Staffing is the process of acquiring human resources for the organization and assuring that they have potential to contribute to the achievement of the organizations goals. In VSL Steels Limited, there are nearly 300 workers comprising of permanent employees, trainees and probationers. There are 500 plus contract workers. The company's Manpower is
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A Study on Employee Job Satisfaction at VSL Steels Limited its real strength. VSL Steels is an equal opportunity employer. There are around 130 skilled workers followed by 30 semi-skilled and 30 unskilled workers out of 300 permanent workers.
7. SHARED VALUES
Shared values are the core values of the company that are evidenced in the corporate culture and the general work ethic. These are also called superordinate goals. Placing shared values in the middle of the model emphasizes that these values are central to the development of all the other critical elements. The original vision of the company was formed from the values of the creators. As the values change, so do all the other elements. Customer Satisfaction: Both the management and workers are committed to understand the present and the changing needs of the customers and fulfilling them for achieving total customer satisfaction. Environment Protection: Management and workers are committed to protect the environment. To control the dust, all the major roads within the plant are asphalted. The approach road from Highway to the plant is also asphalted. Water tanker, water sprinklers and rain guns have been installed to wet roads and stock yards for dust suppression. Safety: They are committed to follow safety procedures to reduce all identified operational hazards, risks to employees, contractors and visitors. Training is provided for all employees to work safely to prevent injury to themselves and others, and avoid damage to property. VSL Steels Limited strives to be a good corporate citizen. VSL Steels as a corporate entity believes in inclusive growth of all stakeholders associated with the company. They have taken a pledge to improve the living standards of people in the area of their operations. Corporate Social Responsibility: Both the management and the workers are committed to help the society by serving surrounding villages as below:
School uniforms distributed to all students of Government schools of Paramenahally, Doddaghatta, Uduvalli and Kathrikenahalli villages.
Dining Hall built for Government schools of Paramenahally villages and Mokshagundam School at Hiriyur.
Beautification and maintenance of TB Circle at Hiriyur. Department of Management Studies, AIT, Bangalore Page 25

Donation for Brahmha Ratha to Kanive Maramma Temple at Vanivilasapura. Play ground for Government school of Paramenahally and Kathrikenahalli village. Free Medical Check-up Camp held at Navodaya Viddyalaya, for the villages of Doddagatta,Uduvalli, Kathrikenahalli and Paramenahally. VSL has sponsored the treatment and also conducted operations warranted on a case to case basis.
Donation of Wheel Chairs to physically handicapped persons of Uduvalli, Paramenahally, Doddaghatta and Katrikenahalli Villages.
Mass Marriage ceremony was sponsored and arranged for over hundred couples for the last four years. Donated rupees 10 lakh to Bangalore Diabetes Hospital, Bangalore.
Contributed rupees 11.4 lakh for North Karnataka Flood Relief Fund.
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4. SWOT ANALYSIS
STRENGTHS:
1. Latest technology of production. 2. Captive power plant of 4 MW. 3. Experienced management and technical team. 4. Product quality is the strength of the company. 5. VSL has good reputation in Steel market; this is the result of long experience. 6. Good work culture. 7. Customer satisfaction. 8. Economical and skilled work force. 9. Easy access to the major ports of Mangalore.
WEAKNESSES:
1. VSL is far away from the main market. 2. It faces problems with the infrastructure. 3. Freight & Transportation costs are high as the Port and Railway Station are very far from the Plant. 4. Market realisation is weak. 5. Transportation costs are high due to non-availability of trucks and other means of transportation. 6. Financial crunch is another weakness of VSL. 7. Problems in efficient warehousing and out bound transaction. 8. Purchasing iron ore and coke for high price.
OPPORTUNITIES
1. It lies in the vicinity of large potential and unexplored market of southern India. 2. More and more infrastructural projects from State and Central Govt. are another opportunity which increases demand for its production. 3. Growing market. 4. Support from the state govt. Department of Management Studies, AIT, Bangalore Page 27
THREATS:
1. Tough Competition with SAIL, TISCO, MITTAL, JINDAL, KIRLOSKAR and other big players. 2. Price war may result due to close competition and price being the main constraint in steel marketing. 3. Dumping of metal from countries like Korea is another major threat. 4. Threats from materials like aluminum, plastic and cement.
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5. FINANCIAL STATEMENT
Table 5.1: Balance Sheets for the years 2005, 2006, 2007, 2008, and 2009.
VSL STEEL LIMITED, HIRIYUR BALANCE SHEETS Particulars As At As At As At 31.03.20 05 SOURCE OF FUNDS 1 SHARE HOLDERS' FUNDS a) share Capital b) Reserves and Surplus P & L A/c Others Reserves General Reserves 2 LOAN FUNDS a) Secured Capital Loan Loan: Working 505.68 328.09 635.93 1754.32 1732.79 231.67 351.51 351.51 52.88 532.69 532.69 71.99 1673.20 1673.20 82.66 2010.79 2010.79 463.19 2694.84 2926.51 372.27 250.30 24.08 78.86 444.19 24.08 162.90 596.74 24.08 215.60 827.09 24.08 307.91 320.66 24.08 451.69 150.00 150.00 250.00 250.00 700.00 31.03.20 06 31.03.20 07
( Rs. in Lakhs ) As At As At 31.03.20 08 31.03.20 09
Term Loan Installment Term Loan Total Term Loan b) Deposit from Directors c) Creditors on Capital GoodsLC-Pymt TOTAL APPLICATION OF FUNDS 1 FIXED ASSETS a) Gross Block 975.30 1131.58 2674.73 3232.78 143.40 1713.83 3478.21 5637.38
343.99 6871.99
4934.06
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A Study on Employee Job Satisfaction at VSL Steels Limited b) Less :Depreciation c) Net Block 2 INVESTMENT CURRENT ASSETS, 3 ADVANCES a) Inventories Raw Materials Stock in Process Finished goods Stores & Consumables b) Sundry Debtors c) Cash & Bank Balance Deposit with Banks Total Cash & Bank Balance 251.94 723.36 3.21 LOANS & 310.58 821.00 3.21 383.40 2291.33 3.21 521.87 2710.91 3.21 690.90 4243.16 3.21
210.84 20.50 98.74 32.80 324.66 24.50 0.00 24.50
246.59 21.10 58.73 38.74 534.22 3.13 5.90 9.03
497.06 29.14 100.58 42.41 508.92 4.77 4.27 9.04
685.09 47.32 179.10 226.27 1397.06 116.28 226.31 342.59
387.81 95.40 119.72 223.37 1294.35 19.33 151.16 170.49
d) Advance to Suppliers of raw materials and stores 59.78 e) Deposits with Depts/Statutory Bodies Govt. 31.32
80.00
68.89
257.17
605.12
26.59
104.50
92.00
64.08
f) Total Advance & Deposit for Supply 91.10 803.14 Less : Trade Creditors 98.86
106.59 1015.00 109.75
173.39 1360.53 161.13
349.17 3226.60 273.53
669.20 2960.34 315.24
Less : Statutory Liabilities & Provisions 17.45 Net Current Assets Preliminary written off) TOTAL expenses (Not 686.83
15.63 889.62
17.28 1182.12
30.98 2922.09
21.38 2623.72
1.54 1413.40 1713.83 3478.21
1.16 5637.38
1.90 6871.99
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Table 5.2: Profit and Loss accounts for years 2006, 2007, 2008, 2009 and 2010.
VSL STEELS LIMITED, HIRIYUR PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED Particulars Year Year Year Ended Ended Ended 31.03.2 31.03.2 31.03.2 006 007 008 A . INCOME 1 Sales & Operating Income Other Income TOTAL B . Expenses 1 Material & Stores Consumed Raw Materials Other Stores & Consumables 2 3 4 Power & Fuel Charges Direct Labour (Wages & Salaries) Other Manufacturing Expenses 1720.94 1982.75 2296.16 4132.51 5887.46 135.80 201.10 103.62 66.84 143.79 256.70 109.52 69.32 149.63 310.83 109.33 79.78 79.70 591.08 109.85 82.75 316.92 751.68 144.49 114.08 2724.61 3292.64 3440.13 5616.5 2.3 4.53 4.49 352.22 7849.45 39.92
( Rs. In Lakhs ) Year Year Ended Ended 31.03.2 31.03.2 009 010
2727.44 3297.17 3444.62 5968.72 7889.37
Administrative Expenses & Selling Expenses 178.20 Interest & Bank Charges :
244.72
107.97
206.48
267.81
Term Loan Working Capital Opening Stock Process Work in 12.38 Finished Goods 51.25 47.65
53.62
63.20
207.27
300.28
41.06
68.92
157.96
280.20
20.50
21.10
29.14
47.32
98.74
58.73
100.58
179.10 Page 31
A Study on Employee Job Satisfaction at VSL Steels Limited Closing Stock Process Work in -20.50 Finished Goods COST OF GOODS SOLD C . Profit before Depreciation (A-B) Less : Depreciation for the year D Profit before . Income Tax provisation of 295.57 297.64 235.88 359.35 -360.98 -98.74 -58.73 -100.58 -179.10 -119.72 -21.10 -29.14 -47.32 -95.40
2398.54 2940.89 3135.92 5470.90 8074.22
328.90 33.33
356.28 58.64
308.70 72.82
497.82 138.47
-184.85 176.13
Less: provisation for Income Tax & arrears 23.93 E . NET PROFIT FOR THE YEAR
19.91
30.52
36.69
1.67
271.64
277.73
205.36
322.66
-362.65
Less : Transferred to reserves (Def. Tax) 78.86 F . NET PROFIT DIVIDEND AFTER 192.78
83.93
52.81
92.31
143.78
193.80
152.55
230.35
-506.43
Add :Balance as per last year Balance Sheet 57.61 G BALANCE CARRIED . BALANCE SHEET TO 250.39
250.39
444.19
596.74
827.09
444.19
596.74
827.09
320.66
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6. LEARNING EXPERIENCE
It was a great experience doing project on Employees Job Satisfaction at VSL Steels Limited, Paramenahally. Before doing this project, I hadnt known about how things will happen in companies. During my project work, I got a chance to understand how exactly things will go in a company. I came to know that, while working we have to deal with labour laws a lot and hence they are more important than any other things we have studied in our classes. I learned how to implement the theories I studied during my academics in real life. I came to know about what knowledge and skills should I possess to become a good corporate citizen. My overall experience in the company was very pleasant. The response & support got from the management & staffs were appreciable. The atmosphere & working conditions were encouraging in the company. During the first week, it was totally a new experience entering into the organization. On the first day of the training, Mr. Arabindo Patro, Junior Manager (HR) detailed us very clearly about the company & guidelines to be followed with respect to maintaining the discipline of the organization and also informed the safety measures. Ten weeks of project training in the company helped me to know the practicalities. I learned about the policies and procedures of the company. Totally it was a highly useful training for me in the company. This has added value to my academic learning. There was good relationship between the superiors and subordinates. I understood the activities of all the departments. The success of organization is the result of Co-ordination between the management and workers.
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1.a GENERAL INTRODUCTION

This is a project report on employee job satisfaction at VSL Steels Limited, Paramenahally, conducted as a part of MBA program with the objective to know the level of employee job satisfaction at VSL Steels Limited. Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Influences on job satisfaction include the management style and culture, employee involvement, empowerment and autonomous work position. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities, the work itself and co-workers. Measures of job satisfaction are prone to subjectivity. Though job satisfaction is difficult to measure and is dependent on a number of factors, management may reduce levels of dissatisfaction and control workplace conflicts through common objectives like career development, training, appropriate rewards and improvements in the quality of working life. Factors Affecting Job Satisfaction: The quality of one's relationship with their supervisor. The quality of the physical environment in which they work. Degree of fulfilment in their work. Demographic traits (age, education level, tenure, position, marital status, years in service, and hours worked per week) of employees. Inability of the employer to select qualified workers for the job. Lack of communications. Lack of job definitions. Level of participation. Having the decision making power. Achievement and recognition at work. Management policy, Page 34
A Study on Employee Job Satisfaction at VSL Steels Limited Relations with the managers and colleagues Job security. Devotion to the job. Job prestige. Ethnic and religious orientation. The difference between the results that the individual desire and that he/she maintained will affect his/her satisfaction. Professional status and experience. The workers usually compare their working conditions with the conditions of the society, under the variable of social conditions. If the social conditions are worse than the individual's working conditions, then this will result in satisfaction of the individual, as the workers deem themselves relatively in good position. Since job satisfaction is subjective to individual experience and expectation, personality often plays an influential role. Stable personality traits could influence satisfaction or dissatisfaction at work. Type A personalities tend to be more aggressive, set high standards for themselves and therefore are more susceptible to job dissatisfaction. In contrast, Type Bs seem to be more relaxed and, this may reflect on their attitudes towards work.
THEORIES RELATING TO JOB SATISFACTION

Affect Theory Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too Department of Management Studies, AIT, Bangalore Page 35
A Study on Employee Job Satisfaction at VSL Steels Limited much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. Dispositional Theory Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Selfevaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction. Two-Factor Theory (Motivator-Hygiene Theory) Frederick Herzbergs Two-Factor Theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An employees motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. Department of Management Studies, AIT, Bangalore Page 36
A Study on Employee Job Satisfaction at VSL Steels Limited While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured. Job Characteristics Model Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM. CONTENT THEORIES Maslow (1954) outlined the most influential of content theories. He suggested a hierarchy of needs up which progress. Once individuals have satisfied one need in the hierarchy, it ceases to motivate their behaviour and they are motivated by the need at the next level up the hierarchy. 1. Physiological needs such as hunger and thirst are the first level on the hierarchy. 2. Security needs such as shelter and protection are the next level. 3. Social needs such as need for satisfactory and supportive relationships are the next level. 4. From these needs, the individual can move up the hierarchy to higher order needs. Self esteem needs for recognition and a belief in oneself is the next level. 5. Finally, the progression leads to the need to realize ones full potential, which is termed self actualization. Only a small proportion of the population achieves this level. This theory was not intended as an explanation of motivation in the workplace; however, many managerial theorists have enthusiastically adopted it. The theory suggests that employees will always tend to want more from their employers. When they have satisfied their subsistence Department of Management Studies, AIT, Bangalore Page 37
A Study on Employee Job Satisfaction at VSL Steels Limited needs, they strive to fulfil security needs. When jobs are secure they will seek ways of satisfying social needs and if successful will seek the means to the ultimate end of self actualization.
Alderfer (1972) suggests that individual needs can be divided into three groups: 1. Existence needs, which include nutritional and material requirements (at work this would include pay and conditions.) 2. Relatedness needs, which are met through relationships with family and friends and at work with colleagues. 3. Growth needs, which reflect a desire for personal psychological developments. Alderfers theory differs from Maslow in a number of important respects. Alderfer argued that it was better to think in terms of a continuum rather than a hierarchy; from concrete existence needs to least concrete growth needs and argued that you could move along this in either direction. Maslow argued that when satisfied a need becomes less important to an individual, but Alderfer argues that relatedness or growth needs become more important when satisfied. This means that team - working arrangements can continue to motivate employees and are not necessarily superseded by growth needs.
Mumford (1976) argues that workers have: 1. Knowledge needs, work that utilizes their knowledge and skills. 2. Psychological needs, such as recognition, responsibility, status and advancement. 3. Task needs, which include the need for meaningful work and some degree of autonomy. 4. Moral needs, to be treated in the way that employers would themselves wish to be treated. Mumfords assumption was that employees did not simply see their job as a means to an end by had needs which related to the nature of their work. Hertzberg (1959) presented a two factor theory, which looks at motivators and hygienes and proposed that job satisfaction and dissatisfaction appeared to be caused by two sets of different factors. The presence of motivators in the workplace caused enduring states of motivation in employees but their absence did not lead to dissatisfaction. Hygiene on the other hand produced an acceptable working environment but did not increase satisfaction their absence did however cause job dissatisfaction.
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A Study on Employee Job Satisfaction at VSL Steels Limited Motivators Responsibility Recognition Promotion Achievement Intrinsic aspects of the job Hygienes Supervision Salary Work environment Company policies Relationship with colleagues
This theory suggests how peoples jobs can be redesigned to incorporate more motivators.
Process theories What all process theories have in common is an emphasis on the cognitive processes in determining his or her level of motivation.
Equity theory Equity theory assumes that one important cognitive process involves people looking around and observing what effort other people are putting into their work and what rewards follow them. This social comparison process is driven by our concern for fairness and equity. Research by Adams (1965) and others confirms equity theory as one of the most useful frameworks for understanding work motivation.
Valence, instrumentality and expectancy (VIE) theory VIE theory had resulted from Vrooms (1964) work into motivation. His argument was that crucial to motivation at work was the perception of a link between effort and reward. Perceiving this link could be thought of as a process in which individuals calculated first whether there was a connection between effort and reward and then the probability (valences) would follow from high performance (instrumentality.) The motivational force of a job can therefore be calculated if the expectancy, instrumentality and valence values are known. The individuals abilities, traits, role perceptions and opportunities attenuate the motivational force. The main contribution of both types of process theory has been to highlight the effects of cognitive and perceptual processes on objective work conditions. It suggests that managers need to pay attention to four main aspects of their subordinates perceptions: 1. Focus on the crucial expectancy values (the link between effort and their performance.) 2. Managers should determine what outcome employee values. 3. They need to link the reward that subordinates value to their performance. 4. Managers need to ensure that wage rates are not perceived as Department of Management Studies, AIT, Bangalore Page 39
A Study on Employee Job Satisfaction at VSL Steels Limited Measuring job satisfaction There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklists, and forced choice answers. Results of job satisfaction Better Performance Less Absenteeism Reduced Turnover Low costs Reduced conflicts Better employer-employee relationships
Job satisfaction v/s Performance There is no strong acceptance among researchers, consultants, etc., that increased job satisfaction produces improve job performance. Improved job satisfaction can sometimes decrease job performance. For example, you could let workers sometime sit around all day and do nothing. That may make them more satisfied with their "work" in the short run, but their performance certainly doesn't improve. The individual's willingness to get a result, his/her endeavour and expectation of maintaining the result will push him/her to show the highest performance.
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STATEMENT OF THE PROBLEM

Performance of an organization partly depends on the job satisfaction level of employees. If the employees are content with different aspects affecting their job and life, their performance may improve leading to the progress of the organization. Any dissatisfaction can spoil the work environment and hence lead to problems like low productivity, absenteeism, conflicts among employees, turnover, etc. Hence a study has been conducted to understand level of job satisfaction and to suggest corrective measures.
OBJECTIVES OF THE STUDY

To identify the factors which influence the job satisfaction of employees. To find out the level of job satisfaction among employees at VSL Steels Limited, Paramenahally. To understand and specify the areas in which workers feel satisfied and dissatisfied at VSL Steels Limited. To come out with solutions to enhance employees job satisfaction at VSL Steels Limited, Paramenahally.
SCOPE OF THE STUDY

This study was to find out the level of employees job satisfaction at VSL Steels Limited, Paramenahally. This study covers 50 employees of almost all departments employees at VSL Steels Limited. It covers those employees at supervisory and below-supervisory level. Employees above the supervisory level are not considered for the study.
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METHODOLOGY
Type of research: Descriptive Research is conducted to describe the state of view as it is at present. It is a fact finding investigation. Definite conclusions can be arrived at using this kind of research method. Sample type: Probability sampling was used to get the required sample amongst population of 200 employees where each element has a known chance of being selected. The group of employees selected for sampling were supervisory and below-supervisory level employees. Data collection: Primary data is collected from employees at supervisory and below-supervisory level using questionnaire. The questionnaire consists of 21 closed-ended questions. Secondary data is collected from company employees, various web sites and text books. Procedure: A questionnaire with 21 closed-ended questions is prepared. It was a five-point scale questionnaire. Respondents had to tick one out of five options given Strongly Agree, Agree, Neutral, Disagree, and Strongly Disagree to all statements. This is done to make it easier for the respondents to fill up the questionnaire and hence to increase the response rate. The number of supervisory and below-supervisory level employees at VSL Steels Limited is found 200. There are 18 departments. Out of them, 10 departments where there are relatively more number of workers are working are chosen. 100 questionnaires were distributed to departmental heads and directly to employees depending on the convenience. The response rate was 57%. 7 questionnaires are randomly picked out of the sample to keep the sample size at 50. Data collected is tabulated, pie charts showing percentages of each kind of response are drawn for each statement, and the employees satisfaction levels for the issues in the given statements are analysed.
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LIMITATIONS OF THE STUDY

Since the study is conducted on sample and not on whole population, there will definitely be sampling errors. Most of the employees were worried about the confidentiality of the information given by them and hence they might not have made prompt reply to all the questions being asked. Most of the lower level employees are illiterates and hence they were unable to understand the questionnaire properly. I faced problem while getting reply from those people who know Hindi only since Im not good in Hindi. Time constraint, as only ten weeks were allotted for the study.
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1.b ANALYSIS, INTERPRETATIONS AND FINDINGS

ANALYSIS AND INTERPRETATIONS
1. I identify myself with my company and its goals.
Table 1.b.1: Number of employees identifying themselves with their company and its goals.
Sl. No. 1 2 3 4 5 Total Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Frequency Percentages (%) 28 16 6 0 0 50 56 32 12 0 0 100
Chart 1.b.1: Number of employees identifying themselves with their company and its goals.
Neutral 12%
Agree 32%
Strongly Agree 56%
Interpretation: We can see that 56% of the employees strongly agree, 32% of the employees agree and remaining 12% of the employees are neutral about the statement. Hence, we can say that majority of the employees identify themselves with their company and its goals.
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A Study on Employee Job Satisfaction at VSL Steels Limited 2. The workplace is neat and clean. Table 1.b.2: Neatness and cleanliness of the workplace in the eyes of employees.
Sl. No. 1 2 3 4 5 Total Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Frequency Percentages (%)
24 22 4 0 0
50
48 44 8 0 0
100
Chart 1.b.2: Neatness and cleanliness of the workplace in the eyes of employees.
Neutral 8%
Strongly Agree 48% Agree 44%
Interpretation: We can see that 56% of the employees strongly agree, 32% of the employees agree and remaining 12% of the employees are neutral about the statement. Hence, we can conclude that almost all the employees are satisfied with the cleanliness of the workplace.
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A Study on Employee Job Satisfaction at VSL Steels Limited 3. The workplace is safe and adheres to safety norms.
Table 1.b.3: Employees opinion about the safety in their workplace.

30 18 0 2 0
50
60 36 0 4 0
100
Chart 1.b.3: Employees opinion about the safety in their workplace.

Disagree 4%
Agree 36% Strongly Agree 60%
Interpretation: We can see that 60% of the employees strongly agree, 36% of the employees agree and remaining 4% of the employees disagree with the statement. Hence, we can say that almost all the employees think that their workplace is safe and adheres to safety norms.
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A Study on Employee Job Satisfaction at VSL Steels Limited 4. Im doing the work that I had expected to do.
Table 1.b.4: Employees responses about whether they are doing the same work that they had expected to do.
28 16 2 4 0
50
56 32 4 8 0
100
Chart 1.b.4: Employees responses about whether they are doing the same work that they had expected to do.
Disagree 8%
Neutral 4%
Agree 32%
Strongly Agree 56%
Interpretation: We can see that 56% of the employees strongly agree, 32% of the employees agree, 4% of the employees neither agree nor disagree and remaining 8% of the employees disagree with the statement. Hence, we can say that majority of the employees feel that they are doing the same work that they had expected to do.
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A Study on Employee Job Satisfaction at VSL Steels Limited 5. I feel that I have ample opportunities to learn and grow. Table 1.b.5: Employees feeling about the opportunities to learn and grow in their organization.
22 22 6 0 0
50
44 44 12 0 0
100
Chart 1.b.5: Employees feeling about the opportunities to learn and grow in their organization.
Neutral 12%
Strongly Agree 44% Agree 44%
Interpretation: We can see that 44% of the employees strongly agree, 44% of the employees agree and remaining 12% of the employees are neutral about the statement. Hence, we can say that almost all the employees agreed that they have ample opportunities to learn and grow.
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A Study on Employee Job Satisfaction at VSL Steels Limited 6. I have good relationship with my co-workers.
Table 1.b.6: Goodness of the relationship of employees with their co-workers.

38 12 0 0 0
50
76 24 0 0 0
100
Chart 1.b.6: Goodness of the relationship of employees with their co-workers.
Agree 24%
Strongly Agree 76%
Interpretation: We can see that 76% of the employees strongly agree and 24% of the employees agree with the statement. Hence, we can conclude that employees relationship with their co-workers is very good at VSL Steels Limited.
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A Study on Employee Job Satisfaction at VSL Steels Limited 7. My work is recognised by the company and co-workers. Table 1.b.7: Employees feeling about whether their work is recognised by their company and co-workers.
30 16 2 2 0
50
60 32 4 4 0
100
Chart 1.b.7: Employees feeling about whether their work is recognised by their company and co-workers.
Neutral 4% Disagree 4%
Agree 32%
Strongly Agree 60%
Interpretation: We can see that 60% of the employees strongly agree, 32% of the employees agree, 4% of the employees area neutral and remaining 4% of the employees disagree with the statement. Hence, we can say that majority of the employees feel that their work is recognised by their company and co-workers.
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A Study on Employee Job Satisfaction at VSL Steels Limited 8. I can make best use of my skills and talents in the work given to me. Table 1.b.8: Employees feeling about whether they can make best use of their skills and talents in the work given to them.
38 10 2 0 0
50
76 20 4 0 0
100
Chart 1.b.8: Employees feeling about whether they can make best use of their skills and talents in the work given to them.
Neutral 4%
Agree 20%
Strongly Agree 76%
Interpretation: We can see that 76% of the employees strongly agree, 20% of the employees agree and remaining 4% of the employees are neutral about the statement. Hence, we can conclude that almost all the employees feel that they can make best use of their skills and talents in the work given to them.
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A Study on Employee Job Satisfaction at VSL Steels Limited 9. Management involves me while making decisions which are connected to our department. Table 1.b.9: Level of involvement of employees while making decisions related to their department.
8 30 2 8 2
50
16 60 4 16 4
100
Chart 1.b.9: Level of involvement of employees while making decisions related to their department.
Strongly Disagree 4% Disagree 16% Neutral 4% Strongly Agree 16%
Agree 60%
Interpretation: We can see that 60% of the employees strongly agree, 4% of the employees agree, 16% of the employees are neutral, 4% of the employees disagree and the remaining 16% of the employees strongly disagree with the statement. Hence, we can say that majority of the employees agree that they are involved while making decisions relating to their department. Department of Management Studies, AIT, Bangalore Page 52
A Study on Employee Job Satisfaction at VSL Steels Limited 10. I am comfortable with timings of our company. Table 1.b.10: Comfort of employees with timings of their company.
34 8 6 2 0
50
68 16 12 4 0
100
Chart 1.b.10: Comfort of employees with timings of their company.

Disagree 4% Neutral 12% Agree 16% Strongly Agree 68%
Interpretation: We can see that 8% of the employees strongly agree, 16% of the employees agree, 12% of the employees are neutral and remaining 4% of the employees disagree with the statement. Hence, we can conclude that majority of employees are satisfied with the timings of the company.
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A Study on Employee Job Satisfaction at VSL Steels Limited 11. I have given the resources I need to successfully do my job. Table 1.b.11: Employees satisfaction towards the resources given to them to successfully do their jobs.
32 14 2 2 0
50
64 28 4 4 0
100
Chart 1.b.11: Employees satisfaction towards the resources given to them to successfully do their jobs.
Interpretation: We can see that 64% of the employees strongly agree, 28% of the employees agree, 4% of the employees area neutral and remaining 4% of the employees disagree with the statement. Hence, we can say that majority of the employees are satisfied with the resources given to them to successfully do their jobs.
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A Study on Employee Job Satisfaction at VSL Steels Limited 12. I have enough autonomy to take decisions at my work. Table 1.b.12: Belief in employees about the autonomy they have to take decisions at their work.
24 16 6 4 0
50
48 32 12 8 0
100
Chart 1.b.12: Belief in employees about the autonomy they have to take decisions at their work.
Disagree 8%
Neutral 12% Strongly Agree 48% Agree 32%
Interpretation: We can see that 48% of the employees strongly agree, 32% of the employees agree, 12% of the employees are neutral and remaining 8% of the employees disagree with the statement. Hence, we can say that majority of the employees feel that they have enough autonomy while taking decisions at their work.
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A Study on Employee Job Satisfaction at VSL Steels Limited 13. I am satisfied with my salary & other benefits. Table 1.b.13: Satisfaction in employees towards their salary and other benefits.
24 16 6 4 0
50
48 32 12 8 0
100
Chart 1.b.13: Satisfaction in employees towards their salary and other benefits.
Disagree 32%
Strongly Agree 12%
Agree 32% Neutral 24%
Interpretation: We can see that 32% of the employees strongly agree, 24% of the employees agree, 32% of the employees are neutral and remaining 12% of the employees are disagreed about the statement. Less than half of the employees are satisfied with their salary and other benefits given to them in their organization. A large number of employees are dissatisfied with their salary and other benefits followed by a quarter being neutral.
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A Study on Employee Job Satisfaction at VSL Steels Limited 14. I am satisfied with the transport facility of my company. Table 1.b.14: Satisfaction in employees about the transport facility of their company.
26 22 0 2 0
50
52 44 0 4 0
100
Chart 1.b.14: Satisfaction in employees about the transport facility of their company.
Disagree 4%
Agree 44%
Strongly Agree 52%
Interpretation: We can see that 52% of the employees strongly agree, 44% of the employees agree, 4% of the employees disagree with the statement. Hence, we can say that most of the employees are satisfied with the transportation facility provided by the company.
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A Study on Employee Job Satisfaction at VSL Steels Limited 15. Training and development provided in this organization is effective. Table 1.b.15: Belief in employees about the effectiveness of the training and development provided in their organization.
8 26 2 14 0
50
16 52 4 28 0
100
Chart 1.b.15: Belief in employees about the effectiveness of the training and development provided in their organization.
Disagree 28%
Strongly Agree 16%
Neutral 4%
Agree 52%
Interpretation: We can see that 16% of the employees strongly agree, 52% of the employees agree, 4% of the employees are neutral and remaining 28% of the employees disagree with the statement. Hence, we can say that many of the employees are satisfied with the training and development facilities provided by the organization. Even though, a considerable number of employees are dissatisfied with the training and development facilities provided by the organization. Department of Management Studies, AIT, Bangalore Page 58
A Study on Employee Job Satisfaction at VSL Steels Limited 16. All the employees are treated equally. Table 1.b.16: Feeling of employees about whether they are treated equally.
30 8 4 2 6
50
60 16 8 4 12
100
Chart 1.b.16: Feeling of employees about whether they are treated equally.
Disagree 4% Neutral 8%
Strongly Disagree 12%
Agree 16%
Strongly Agree 60%
Interpretation: We can see that 60% of the employees strongly agree, 16% of the employees agree, 8% of the employees are neutral, 4% of the employees disagree and the remaining 12% of the employees are strongly disagree with the statement. Even though majority of the employees are feeling that all the employees are treated equally, still a considerable number of employees are feeling that they are not treated equally.
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A Study on Employee Job Satisfaction at VSL Steels Limited 17. I find my job repetitive and boring. Table 1.b.17: Feeling of employees about whether their job is repetitive and boring.
12 18 2 10 8
50
24 36 4 20 16
100
Chart 1.b.17: Feeling of employees about whether their job is repetitive and boring.
Strongly Disagree 16%
Strongly Agree 24%
Disagree 20%
Neutral 4%
Agree 36%
Interpretation: We can see that 24% of the employees strongly agree, 36% of the employees agree, 4% of the employees are neutral, 20% of the employees disagree and the remaining 16% of the employees strongly disagree with the statement. Hence, we can conclude that more than half of the employees felt their job repetitive and boring.
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A Study on Employee Job Satisfaction at VSL Steels Limited 18. My superior encourages my development. Table 1.b.18: Level of satisfaction employees have towards their superiors encouragement for their development.
34 12 2 2 0
50
68 24 4 4 0
100
Chart 1.b.18: Level of satisfaction employees have towards their superiors encouragement for their development.
Interpretation: We can see that 68% of the employees strongly agree, 24% of the employees agree, 4% of the employees are neutral and remaining 4% of the employees disagree with the statement. Almost all the employees feel that their superiors encourage their development. Hence, we can say that supervisor-subordinate relationship is very good at VSL Steels Limited.
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A Study on Employee Job Satisfaction at VSL Steels Limited 19. I feel a sense of job security in this organization. Table 1.b.19: Level of sense of job security employees have in this organization.
18 24 6 2 0
50
36 48 12 4 0
100
Chart 1.b.19: showing the level of sense of job security employees have in this organization.
Disagree 4% Neutral 12% Strongly Agree 36%
Agree 48%
Interpretation: We can see that 36% of the employees strongly agree, 48% of the employees agree, 12% of the employees are neutral and remaining 4% of the employees are disagreed about the statement. Majority of employees feel that their job is secure at VSL Steels Limited. This helps employees in performing their duties peacefully. Still, some people are not shore whether their job is secure.
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A Study on Employee Job Satisfaction at VSL Steels Limited 20. Im satisfied with my present work. Table 1.b.20: Level of satisfaction in employees towards their work.
32 10 6 2 0
50
64 20 12 4 0
100
Chart 1.b.20: showing the level of satisfaction in employees towards their work.
Disagree, 4
Neutral, 12
Agree, 20 Strongly Agree, 64
Interpretation: We can see that 64% of the employees strongly agree, 20% of the employees agree, 12% of the employees are neutral and remaining 4% of the employees disagree with the statement. Hence, we can say that majority of the employees are satisfied with the job they are doing.
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A Study on Employee Job Satisfaction at VSL Steels Limited 21. I want to continue in this organization. Table 1.b.21: Number of employees willing to continue in their organization.
26 8 8 6 2
50
52 16 16 12 4
100
Chart 1.b.21: Number of employees willing to continue in their organization.

Strongly Disagree 4% Disagree 12% Neutral 16%
Strongly Agree 52%
Agree 16%
Interpretation: We can see that 52% of the employees strongly agree, 16% of the employees agree, 16% of the employees are neutral, 12% of the employees disagree and the remaining 4% of the employees strongly disagree with the statement. Even though the number of employees wishing to continue in the organization is more, a considerable number of employees are ready to quit if they get better opportunity. This needs to be taken care to enhance employees loyalty towards the organization and hence to reduce the cost of recruitment, training, etc.
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FINDINGS
88% of the employees identify themselves with the company and its goals. 92% of the employees agree that the workplace is neat and clean. 96% of the employees felt that the workplace is safe and adheres to safety norms. 88% of the employees are doing the work that they had expected to do and felt that they have ample opportunities to learn and grow in the organization. All the employees have good relationships with their co-workers. 92% of the employees felt that their work is recognised by their company and coworkers and they can make best use of their skills and talents in the work given to them. 76% of the employees told that management involves them while taking decisions relating to their department. 20% of the employees expressed that management does not involve them while taking decisions relating to their department. 84% of the employees are comfortable with the timings of the company. 90% of the employees felt that they have given the resources necessary to do their job. 80% of the employees felt that they have enough autonomy to take decisions at work. Only 42% of the employees are satisfied with the salary and other benefits provided by the company. 32% of the employees are dissatisfied with their salaries and other benefits. 96% of the employees are satisfied with the transportation facility of the company. 68% of the employees felt that training and development facilities provided by the company are effective. 28% of the employees felt that training and development facilities provided by the company are ineffective. 76% of the employees felt that all the employees are treated equally. 16% of the employees felt that all the employees are not treated equally. Only 36% of the employees didnt find their job repetitive and boring. 60% of the employees found their job repetitive and boring. 92% of the employees told that their superiors encourage their development. 84% of the employees felt a sense of job security in this organization. 84% of the employees are satisfied with their present work. Only 68% of the employees want to continue in this organization. 16% of the employees are very eager to quit the organization. Department of Management Studies, AIT, Bangalore Page 65
1.c CONCLUSIONS AND RECOMMENDATIONS

CONCLUSIONS
Most of the employees of VSL Steels Limited are satisfied with most of the factors mentioned in the questionnaire. This means, the level of employee job satisfaction is quite high at VSL Steels Limited. Employees are identifying themselves with the company and its goals. Almost all the employees agree that the work place is neat and clean. Employees are satisfied with the safety measures taken by the company. They think that they have ample opportunities to grow. They have really very good relationships with their co-workers. Lower level employees are also sometimes involved while taking decisions relating to their departments. Employees are satisfied with the resources provided to them to successfully do the job. Employees are encouraged by their superiors. This shows that employer-employee relationship is good at VSL Steels Limited. Most of the employees feel that their job is secure. Employees are satisfied with their present work. But, still some factors are causing dissatisfaction among employees. A big number of employees have dissatisfaction regarding their salary and other benefits provided by the employer. Many people are not happy with the training and development facilities provided by the organization. Hence, it is very essential to assess the training needs of the employees and to provide them with required training. Training the employees to make them competent enough in this dynamic world is very crucial in the long term success of the organization. Some of the employees think that they are not treated equally. Nearly half of the employees are bored by their work and felt that their job is repetitive. Hence, it is very essential to take measures to make employees feel their job non-repetitive and not boring.
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RECOMMENDATIONS
The company needs to maintain the prevailing level of satisfaction among employees towards those factors by which employees are pleased. Since most of the employees are not satisfied with their salary, company can go for salary revision. Salary surveys need to be conducted properly to ensure that the salaries paid to employees are in par with that of the industry. Since many employees are not happy with the training and development facilities provided by the organization, it is very essential to assess the training needs of the employees and to provide them with required training. Since many of the employees found their repetitive and boring, it is very essential to redesign their jobs. Many of the employees are eager to quit the organization and it needs to be taken care in order to avoid turnover and hence to avoid related losses.
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1.d ANNEXURE
Questionnaire on Employee Job Satisfaction
I am Naveen Babu D, studying MBA at Acharya Institute of Technology, Bangalore, conducting a research on Employee Job Satisfaction as part of my academics. I will be very thankful to you if you can spend few minutes of your valuable time in filling this questionnaire. Data collected will be kept confidential and used for academic purpose only. Name (optional): ___________________ Department: ___________ Designation: ___________ Experience:___________
Mark the following statements using the following keys: Strongly Agree (SA) Agree (A) Neither Agree nor Disagree (NAND) Disagree (D) Strongly Disagree (SD) Sl. No. 1 2 3 4 5 Statements I identify myself with my company and its goals. The work place is neat and clean. The workplace is safe and adheres to safety norms Im doing the work that I had expected to be. I feel that I have ample opportunities to learn and grow. 6 7 I have good relationship with my co-workers. My work is recognised by the company and coworkers. 8 I can make best use of my skills and talents in the work given to me. 9 Management involves me while making decisions SA A NAND D SD
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A Study on Employee Job Satisfaction at VSL Steels Limited which are connected to our department. 10 11 I am comfortable with timings of our company. I have given the resources I need to successfully do my job. 12 I have enough autonomy to take decisions at my work. 13 14 I am satisfied with my salary & other benefits. I am satisfied with the transport facility of my company. 15 Training and development provided in this organization is effective. 16 17 18 19 20 21 All the employees are treated equally. I find my job repetitive and boring. My superior encourages my development. I feel a sense of job security in this organization. Im satisfied with my present work. I want to continue in this organization.
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1.e BIBLIOGRAPHY
Text Books
Research Methodology, C.R. Kothari, Revised Second Edition, New Age International Publishers, 2004. Organization Behaviour, K. Ashwathappa, 8th Revised Edition, Himalaya Publications, 2009. Human Resource Management by VSP Rao, Second Edition, Excel Books, Second Edition, 2005.
Websites
www.steel.nic.in www.economywatch.com www.worldsteel.org www.vslsteels.in www.managementhelp.org www.mbaclubindia.com www.mindtools.com www.tradechakra.com
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A Study on Employee Job Satisfaction at VSL Steels Limited

INDIAN STEEL INDUSTRY

Department of Management Studies, AIT, Bangalore

A Study on Employee Job Satisfaction at VSL Steels Limited

World Steel Production in the 20th Century

Department of Management Studies, AIT, Bangalore

Department of Management Studies, AIT, Bangalore

Department of Management Studies, AIT, Bangalore

A Study on Employee Job Satisfaction at VSL Steels Limited

MAJOR PLAYERS OF STEEL IN INDIA

Department of Management Studies, AIT, Bangalore

Department of Management Studies, AIT, Bangalore

A Study on Employee Job Satisfaction at VSL Steels Limited

2.b NATURE OF BUSINESS CARRIED

2.c VISION, MISSION AND QUALITY POLICY

Department of Management Studies, AIT, Bangalore

2.d PRODUCT PROFILE

2.e AREA OF OPERATION

Department of Management Studies, AIT, Bangalore

A Study on Employee Job Satisfaction at VSL Steels Limited

Department of Management Studies, AIT, Bangalore

2.f OWNERSHIP PATTERN:

2.g COMPETITORS INFORMATION:

Department of Management Studies, AIT, Bangalore

A Study on Employee Job Satisfaction at VSL Steels Limited

2.h INFRASTRUCTURAL FACILITIES

Department of Management Studies, AIT, Bangalore

Department of Management Studies, AIT, Bangalore

A Study on Employee Job Satisfaction at VSL Steels Limited

2.j WORK FLOW MODEL

Raw material yard

Ground hopper Stock house conveyor Stock house day bins

Screening of raw material

Iron ore coke fines

BFC 1 conveyor Fines bunker BFC 2 conveyor

REBO/small bell hopper Charging hopper

A Study on Employee Job Satisfaction at VSL Steels Limited

2.k FUTURE GROWTH AND PROSPECTS

Department of Management Studies, AIT, Bangalore

A Study on Employee Job Satisfaction at VSL Steels Limited

STRATEGY SHARED VALUES

Figure 3.1: McKenseys 7S framework

Department of Management Studies, AIT, Bangalore

A Study on Employee Job Satisfaction at VSL Steels Limited

Organization Chart of VSL Steels Limited

Vice President (Maint.)

Finance Controller (A/c.)

Project Managers (Sintering Plant) Manager (Materials) Sr. Manager (Utility)

Figure 3.2: Organization chart of VSL Steels Limited

Department of Management Studies, AIT, Bangalore

A Study on Employee Job Satisfaction at VSL Steels Limited

Structure of Human Resource Department

Sr. Mgr. (HR)

Sr. Mgr. (Admin)

Figure 3.3: Structure of Human Resource Department

Structure of Marketing Department

Weigh Bridge Operations

Yard Asst. /Helper

Figure 3.4: Structure of Marketing Department

Department of Management Studies, AIT, Bangalore

A Study on Employee Job Satisfaction at VSL Steels Limited

Structure of Blast Furnace Operations Department