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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
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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 couldn’t 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 India’s 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.
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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. India’s 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 Government’s 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
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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 India’s 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, India’s 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.
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India’s 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 India’s 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 India’s annual iron ore production of more than 200 MT, about 50 per cent is
exported.
India’s 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 country’s 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.
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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 world’s 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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Table 1.1: List of countries producing steel from 2007 to 2009, as per data by World Steel
Association.
Rank Country/Region 2007 2008 2009
— World 1,351.30 1326.5 1,219.70
1 People's Republic of China 494.9 500.5 567.8
2 Japan 120.2 118.7 87.5
3 Russia 72.4 68.5 59.9
4 United States 98.1 91.4 58.1
5 India 53.1 55.2 56.6
6 South Korea 51.5 53.6 48.6
7 Germany 48.6 45.8 32.7
8 Ukraine 42.8 37.1 29.8
9 Brazil 33.8 33.7 26.5
10 Turkey 25.8 26.8 25.3
11 Italy 31.6 30.6 19.7
12 Taiwan 20.9 19.9 15.7
13 Spain 19 18.6 14.3
14 Mexico 17.6 17.2 14.2
15 France 19.3 17.9 12.8
16 Iran 10.1 10 10.9
17 United Kingdom 14.3 13.5 10.1
18 Canada 15.6 14.8 9
19 South Africa 9.1 8.3 7.5
20 Poland 10.6 9.7 7.2
Table 1.2: List of the largest steel-producing companies in the world as per data by World
Steel Association.
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Sl. No.
Millions of tonnes (2009)
Millions of tonnes (2008)
Millions of tonnes (2007) Company Headquarters
1 77.5 103.3 116.4 ArcelorMittal Luxembourg
2 31.3 35.4 28.6 Baosteel Group China
3 31.1 34.7 31.1 POSCO South Korea
4 26.5 37.5 35.7 Nippon Steel Japan
5 25.8 33 34 JFE Japan
6 20.5 23.3 22.9 Jiangsu Shagang China
7 20.5 24.4 26.5 Tata Steel India
8 20.1 16 16.2 Ansteel China
9 16.7 19.2 17.3 Severstal Russia
10 15.3 17.7 16.2 Evraz Russia
11 15.2 23.2 21.5United States Steel Corporation United States
12 15.1 12.2 12.9 Shougang China13 14.2 20.4 18.6 Gerdau Brazil
14 14 20.4 20 Nucor Corporation United States
15 13.7 27.7 20.2 Wuhan Iron and Steel China
16 13.5 13.7 13.9Steel Authority of India Limited India
17 12 33.3 31.1 Hebei Iron and Steel China
18 11.3 16 17.9 Gruppo Riva Italy
19 11 14.1 13.8 Sumitomo Metal Industries Japan
20 11 15.9 17 ThyssenKrupp Germany
MAJOR PLAYERS OF STEEL IN INDIA
PUBLIC SECTOR
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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.
PRIVATE SECTOR
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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, Cold-
rolling 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)
2. COMPANY PROFILE
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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 India’s 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.
QUALITY POLICY
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We, at VSL Steels Ltd., are committed to achieve Total Customer Satisfaction by supplying
quality Pig Iron as per customer’s 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. It’s a pure and well-shaped form of iron which is used in foundries.
SKULL- It doesn’t have a well which is also used in foundries and is a form of semi-finished
good.
SLAG- It’s 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
Nearest Town: 10 Km from Hiriyur
Nearest Sea Port: 325 km at New Mangalore
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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
Ghatge Patil Industries, Kolhapur
BMM Ispat Limited, Hospet
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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
2.h INFRASTRUCTURAL FACILITIES
RAW MATERIAL YARD
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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
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
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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
2.j WORK FLOW MODEL
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Raw material receipt
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Figure 2.j.1: Workflow model of VSL Steels Limited
2.k FUTURE GROWTH AND PROSPECTS
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Weighment at plant Weigh Bridge
Raw material yard
Tipper movement
Ground hopper
Stock house conveyor
Stock house day bins
Screening of raw material
Weighing hoppers
BFC 1 conveyor
Iron ore coke fines
Fines bunker
Storage yard
Dispatch
BFC 2 conveyor
REBO/small bell hopper
Charging hopper
Pig casting iron
BF Gas
Hot metal ladels
Hot metal
Dust Catcher
Venture 1&2
Slag granulation
Finished product
dispatch
Storage yard
Slag
Pig scrap
Air Blower Stoves Hot blast
Moisture seperatorskull
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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.
3. McKENSEY’S 7S FRAMEWORK
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The 7S Framework has first appeared in the book “The Art of Japanese’s 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 Mckensey’s to diagnose the cause of organisational problems and to
formulate programs for improvement and then on it became famous as Mckensey’s 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.
Figure 3.1: McKensey’s 7S framework
1. STRUCTURE
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STRUCTURE
SHARED VALUES
SKILL STYLE
STAFF
SYSTEMSTRATEGY
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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 organization’s size affects its
structure.
VSL Steels Limited’s Organization Structure is a functional one.
Organization Chart of VSL Steels Limited
Figure 3.2: Organization chart of VSL Steels Limited
Structure of Human Resource Department
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Chairman & Managing Director and Board of
Executive Director
EA to ED
Manager (Materials)
Sr. Manager (Utility)
Dy. Mgr. (Mech.)
Chief Chemist (QA Lab)
Dy. Mgr. (Civil & Hort.)
Joint Director (O)
Asst. Mgr. (Safety)
Sr. Mgr. (HR)
Sr. Mgr. (Admin.) Asst. Mgr.
Finance Controller
PA to CMDManager (CPP)
Dy. Manager (Instru.)Manager
(Electrical)
DGM (Operations
Dy. Mgr. (RM)
Project Managers (Sintering Plant)
Vice President (Maint.)
Finance Controller (A/c.)
GM (Marketing
)
GM (HR & Bangalore Office
Co-Ordinator
Manager (Coke Oven)
GM (HR & A)
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Figure 3.3: Structure of Human Resource Department
Structure of Marketing Department
Figure 3.4: Structure of Marketing Department
Structure of Blast Furnace Operations Department
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GM
Sr. Mgr. (Admin)Sr. Mgr. (HR)
Transport Assistant
Security Supervisor
Canteen Supervisor
Jr. Assistant
Jr. Mgr.
Receptionist
Office Assistant
Jr. Mgr.
Weigh Bridge Operations
Yard Asst. /Helper
Jr. OfficerJr. Officer
Despatch sectionAsst. Mgr.
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Figure 3.5: Structure of Blast Furnace Operations Department
Structure of Raw Material Handling Department
Figure 3.6: Structure of Raw Material Handling Department
2. STRATEGY
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JD
DGM
Technician
Operator
Engineer
Operator
Technician
Engineer
Operator
Technician
Engineer
Operator
Technician
Engineer
Dy. Mgr.Dy. Mgr.Dy. Mgr.Dy. Mgr.
Asst. Mgr.
Day Bin Operators
Sampling Operators
Truck Tippler Operators
Weigh bridge operators
Supervisor
Engineer
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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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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 organization’s 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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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.
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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.
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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 ( Rs. in Lakhs ) Particulars As At
31.03.2005
As At
31.03.2006
As At
31.03.2007
As At
31.03.2008
As At
31.03.2009
SOURCE OF FUNDS
1 SHARE HOLDERS' FUNDS
a) share Capital 150.00 150.00 250.00 250.00 700.00
b) Reserves and Surplus
P & L A/c 250.30 444.19 596.74 827.09 320.66
Others Reserves 24.08 24.08 24.08 24.08 24.08
General Reserves 78.86 162.90 215.60 307.91 451.69
2 LOAN FUNDS
a) Secured Loan: Working Capital Loan 505.68 328.09 635.93 1754.32 1732.79
Term Loan Installment 231.67
Term Loan 351.51 532.69 1673.20 2010.79 2694.84
Total Term Loan 351.51 532.69 1673.20 2010.79 2926.51
b) Deposit from Directors 52.88 71.99 82.66 463.19 372.27
c) Creditors on Capital Goods-LC-Pymt 343.99
TOTAL 143.40 1713.83 3478.21 5637.38 6871.99
APPLICATION OF FUNDS
1 FIXED ASSETS
a) Gross Block 975.30 1131.58 2674.73 3232.78 4934.06
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b) Less :Depreciation 251.94 310.58 383.40 521.87 690.90
c) Net Block 723.36 821.00 2291.33 2710.91 4243.16
2 INVESTMENT 3.21 3.21 3.21 3.21 3.21
3CURRENT ASSETS, LOANS & ADVANCES
a) Inventories Raw Materials 210.84 246.59 497.06 685.09 387.81
Stock in Process 20.50 21.10 29.14 47.32 95.40
Finished goods 98.74 58.73 100.58 179.10 119.72
Stores & Consumables 32.80 38.74 42.41 226.27 223.37
b) Sundry Debtors 324.66 534.22 508.92 1397.06 1294.35
c) Cash & Bank Balance 24.50 3.13 4.77 116.28 19.33
Deposit with Banks 0.00 5.90 4.27 226.31 151.16
Total Cash & Bank Balance 24.50 9.03 9.04 342.59 170.49
d) Advance to Suppliers of raw materials and stores 59.78 80.00 68.89 257.17 605.12
e) Deposits with Govt. Depts/Statutory Bodies 31.32 26.59 104.50 92.00 64.08
f) Total Advance & Deposit for Supply 91.10 106.59 173.39 349.17 669.20
803.14 1015.00 1360.53 3226.60 2960.34
Less : Trade Creditors 98.86 109.75 161.13 273.53 315.24
Less : Statutory Liabilities & Provisions 17.45 15.63 17.28 30.98 21.38
Net Current Assets 686.83 889.62 1182.12 2922.09 2623.72
Preliminary expenses (Not written off) 1.54 1.16 1.90
TOTAL 1413.40 1713.83 3478.21 5637.38 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 ( Rs. In
Lakhs )Particulars Year
Ended 31.03.2006
Year Ended 31.03.2007
Year Ended 31.03.2008
Year Ended 31.03.2009
Year Ended 31.03.2010
A. INCOME
1 Sales & Operating Income2724.61
3292.64
3440.13 5616.5
7849.45
Other Income 2.3 4.53 4.49 352.22 39.92
TOTAL2727.44
3297.17
3444.62
5968.72
7889.37
B. Expenses
1 Material & Stores Consumed
Raw Materials 1720.94
1982.75
2296.16
4132.51
5887.46
Other Stores & Consumables 135.80 143.79 149.63 79.70 316.92
2 Power & Fuel Charges 201.10 256.70 310.83 591.08 751.68
3 Direct Labour (Wages & Salaries) 103.62 109.52 109.33 109.85 144.49
4 Other Manufacturing Expenses 66.84 69.32 79.78 82.75 114.08
5Administrative Expenses & Selling Expenses 178.20 244.72 107.97 206.48 267.81
6
Interest & Bank Charges :
Term Loan 53.62 63.20 207.27 300.28
Working Capital 47.65 41.06 68.92 157.96 280.20
7Opening Stock Work in Process 12.38 20.50 21.10 29.14 47.32
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Finished Goods 51.25 98.74 58.73 100.58 179.10
8Closing Stock Work in Process -20.50 -21.10 -29.14 -47.32 -95.40
Finished Goods -98.74 -58.73 -100.58 -179.10 -119.72
COST OF GOODS SOLD2398.54
2940.89
3135.92
5470.90
8074.22
C. Profit before Depreciation (A-B) 328.90 356.28 308.70 497.82 -184.85
Less : Depreciation for the year 33.33 58.64 72.82 138.47 176.13
D.
Profit before provisation of Income Tax 295.57 297.64 235.88 359.35 -360.98
Less: provisation for Income Tax & arrears 23.93 19.91 30.52 36.69 1.67
E. NET PROFIT FOR THE YEAR 271.64 277.73 205.36 322.66 -362.65
Less : Transferred to reserves (Def. Tax) 78.86 83.93 52.81 92.31 143.78
F.
NET PROFIT AFTER DIVIDEND 192.78 193.80 152.55 230.35 -506.43
Add :Balance as per last year Balance Sheet 57.61 250.39 444.19 596.74 827.09
G.
BALANCE CARRIED TO BALANCE SHEET 250.39 444.19 596.74 827.09 320.66
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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 hadn’t 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.
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Management policy,
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 B’s seem to be more relaxed and, this may reflect on
their attitudes towards work.
THEORIES RELATING TO JOB SATISFACTION
Affect Theory
Edwin A. Locke’s 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/aren’t 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 doesn’t 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
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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 one’s 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 Self-
evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four
Core Self-evaluations that determine one’s 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 one’s
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 Herzberg’s 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 employee’s 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.
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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 one’s 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
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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. Alderfer’s
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.
Mumford’s 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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Motivators Hygienes
Responsibility Supervision
Recognition Salary
Promotion Work environment
Achievement Company policies
Intrinsic aspects of the job Relationship with colleagues
This theory suggests how people’s 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 Vroom’s (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
individual’s 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 subordinate’s 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
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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 I’m
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. Particulars Frequency Percentages (%)
1 Strongly Agree 28 562 Agree 16 323 Neutral 6 124 Disagree 0 05 Strongly Disagree 0 0
Total 50 100
Chart 1.b.1: Number of employees identifying themselves with their company and its goals.
Strongly Agree56%Agree
32%
Neutral12%
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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2. The workplace is neat and clean.
Table 1.b.2: Neatness and cleanliness of the workplace in the eyes of employees.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 24 482 Agree 22 443 Neutral 4 84 Disagree 0 05 Strongly Disagree 0 0Total 50 100
Chart 1.b.2: Neatness and cleanliness of the workplace in the eyes of employees.
Strongly Agree48%
Agree44%
Neutral8%
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.
3. The workplace is safe and adheres to safety norms.
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Table 1.b.3: Employees’ opinion about the safety in their workplace.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 30 602 Agree 18 363 Neutral 0 04 Disagree 2 45 Strongly Disagree 0 0Total 50 100
Chart 1.b.3: Employees’ opinion about the safety in their workplace.
Strongly Agree60%
Agree36%
Disagree4%
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.
4. I’m doing the work that I had expected to do.
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Table 1.b.4: Employees’ responses about whether they are doing the same work that they
had expected to do.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 28 562 Agree 16 323 Neutral 2 44 Disagree 4 85 Strongly Disagree 0 0Total 50 100
Chart 1.b.4: Employees’ responses about whether they are doing the same work that they
had expected to do.
Strongly Agree56%Agree
32%
Neutral4% Disagree
8%
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.
5. I feel that I have ample opportunities to learn and grow.
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Table 1.b.5: Employees’ feeling about the opportunities to learn and grow in their
organization.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 22 442 Agree 22 443 Neutral 6 124 Disagree 0 05 Strongly Disagree 0 0Total 50 100
Chart 1.b.5: Employees’ feeling about the opportunities to learn and grow in their
organization.
Strongly Agree44%
Agree44%
Neutral12%
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.
6. I have good relationship with my co-workers.
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Table 1.b.6: Goodness of the relationship of employees with their co-workers.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 38 762 Agree 12 243 Neutral 0 04 Disagree 0 05 Strongly Disagree 0 0Total 50 100
Chart 1.b.6: Goodness of the relationship of employees with their co-workers.
Strongly Agree76%
Agree24%
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.
7. My work is recognised by the company and co-workers.
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Table 1.b.7: Employees’ feeling about whether their work is recognised by their company
and co-workers.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 30 602 Agree 16 323 Neutral 2 44 Disagree 2 45 Strongly Disagree 0 0Total 50 100
Chart 1.b.7: Employees’ feeling about whether their work is recognised by their company
and co-workers.
Strongly Agree60%
Agree32%
Neutral4%
Disagree4%
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.
8. I can make best use of my skills and talents in the work given to me.
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Table 1.b.8: Employees’ feeling about whether they can make best use of their skills and
talents in the work given to them.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 38 762 Agree 10 203 Neutral 2 44 Disagree 0 05 Strongly Disagree 0 0Total 50 100
Chart 1.b.8: Employees’ feeling about whether they can make best use of their skills and
talents in the work given to them.
Strongly Agree76%
Agree20%
Neutral4%
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.
9. Management involves me while making decisions which are connected to our
department.
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Table 1.b.9: Level of involvement of employees while making decisions related to their
department.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 8 162 Agree 30 603 Neutral 2 44 Disagree 8 165 Strongly Disagree 2 4Total 50 100
Chart 1.b.9: Level of involvement of employees while making decisions related to their
department.
Strongly Agree16%
Agree60%
Neutral4%
Disagree16%
Strongly Disagree4%
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.
10. I am comfortable with timings of our company.
Table 1.b.10: Comfort of employees with timings of their company.
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Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 34 682 Agree 8 163 Neutral 6 124 Disagree 2 45 Strongly Disagree 0 0Total 50 100
Chart 1.b.10: Comfort of employees with timings of their company.
Strongly Agree68%
Agree16%
Neutral12%
Disagree4%
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.
11. I have given the resources I need to successfully do my job.
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Table 1.b.11: Employees’ satisfaction towards the resources given to them to successfully do
their jobs.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 32 642 Agree 14 283 Neutral 2 44 Disagree 2 45 Strongly Disagree 0 0Total 50 100
Chart 1.b.11: Employees’ satisfaction towards the resources given to them to successfully do
their jobs.
Strongly Agree64%
Agree28%
Neutral4%
Disagree4%
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.
12. I have enough autonomy to take decisions at my work.
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Table 1.b.12: Belief in employees about the autonomy they have to take decisions at their
work.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 24 482 Agree 16 323 Neutral 6 124 Disagree 4 85 Strongly Disagree 0 0Total 50 100
Chart 1.b.12: Belief in employees about the autonomy they have to take decisions at their
work.
Strongly Agree48%
Agree32%
Neutral12%
Disagree8%
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.
13. I am satisfied with my salary & other benefits.
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Table 1.b.13: Satisfaction in employees towards their salary and other benefits.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 24 482 Agree 16 323 Neutral 6 124 Disagree 4 85 Strongly Disagree 0 0Total 50 100
Chart 1.b.13: Satisfaction in employees towards their salary and other benefits.
Strongly Agree12%
Agree32%
Neutral24%
Disagree32%
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.
14. I am satisfied with the transport facility of my company.
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Table 1.b.14: Satisfaction in employees about the transport facility of their company.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 26 522 Agree 22 443 Neutral 0 04 Disagree 2 45 Strongly Disagree 0 0Total 50 100
Chart 1.b.14: Satisfaction in employees about the transport facility of their company.
Strongly Agree52%
Agree44%
Disagree4%
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.
15. Training and development provided in this organization is effective.
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Table 1.b.15: Belief in employees about the effectiveness of the training and development
provided in their organization.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 8 162 Agree 26 523 Neutral 2 44 Disagree 14 285 Strongly Disagree 0 0Total 50 100
Chart 1.b.15: Belief in employees about the effectiveness of the training and development
provided in their organization.
Strongly Agree16%
Agree52%
Neutral4%
Disagree28%
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.
16. All the employees are treated equally.
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Table 1.b.16: Feeling of employees about whether they are treated equally.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 30 602 Agree 8 163 Neutral 4 84 Disagree 2 45 Strongly Disagree 6 12Total 50 100
Chart 1.b.16: Feeling of employees about whether they are treated equally.
Strongly Agree60%
Agree16%
Neutral8%
Disagree4%
Strongly Disagree12%
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.
17. I find my job repetitive and boring.
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Table 1.b.17: Feeling of employees about whether their job is repetitive and boring.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 12 242 Agree 18 363 Neutral 2 44 Disagree 10 205 Strongly Disagree 8 16Total 50 100
Chart 1.b.17: Feeling of employees about whether their job is repetitive and boring.
Strongly Agree24%
Agree36%Neutral
4%
Disagree20%
Strongly Disagree16%
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.
18. My superior encourages my development.
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Table 1.b.18: Level of satisfaction employees have towards their superiors’ encouragement
for their development.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 34 682 Agree 12 243 Neutral 2 44 Disagree 2 45 Strongly Disagree 0 0Total 50 100
Chart 1.b.18: Level of satisfaction employees have towards their superiors’ encouragement
for their development.
Strongly Agree68%
Agree24%
Neutral4%
Disagree4%
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.
19. I feel a sense of job security in this organization.
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Table 1.b.19: Level of sense of job security employees have in this organization.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 18 362 Agree 24 483 Neutral 6 124 Disagree 2 45 Strongly Disagree 0 0Total 50 100
Chart 1.b.19: showing the level of sense of job security employees have in this organization.
Strongly Agree36%
Agree48%
Neutral12%
Disagree4%
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.
20. I’m satisfied with my present work.
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Table 1.b.20: Level of satisfaction in employees towards their work.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 32 642 Agree 10 203 Neutral 6 124 Disagree 2 45 Strongly Disagree 0 0Total 50 100
Chart 1.b.20: showing the level of satisfaction in employees towards their work.
Strongly Agree; 64Agree; 20
Neutral; 12
Disagree; 4
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.
21. I want to continue in this organization.
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Table 1.b.21: Number of employees willing to continue in their organization.
Sl. No. Particulars Frequency
Percentages (%)
1 Strongly Agree 26 522 Agree 8 163 Neutral 8 164 Disagree 6 125 Strongly Disagree 2 4Total 50 100
Chart 1.b.21: Number of employees willing to continue in their organization.
Strongly Agree52%
Agree16%
Neutral16%
Disagree12%
Strongly Disagree4%
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.
FINDINGS
88% of the employees identify themselves with the company and its goals.
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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 co-
workers 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 didn’t 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.
1.c CONCLUSIONS AND RECOMMENDATIONS
CONCLUSIONS
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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.
RECOMMENDATIONS
The company needs to maintain the prevailing level of satisfaction among employees
towards those factors by which employees are pleased.
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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.
1.d ANNEXURE
Questionnaire on Employee Job Satisfaction
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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)
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1.e BIBLIOGRAPHY
Department of Management Studies, AIT, Bangalore Page 69
Sl. No. Statements SA A NAND D SD
1 I identify myself with my company and its goals.
2 The work place is neat and clean.
3 The workplace is safe and adheres to safety norms
4 I’m doing the work that I had expected to be.
5 I feel that I have ample opportunities to learn and
grow.
6 I have good relationship with my co-workers.
7 My work is recognised by the company and co-
workers.
8 I can make best use of my skills and talents in the
work given to me.
9 Management involves me while making decisions
which are connected to our department.
10 I am comfortable with timings of our company.
11 I have given the resources I need to successfully
do my job.
12 I have enough autonomy to take decisions at my
work.
13 I am satisfied with my salary & other benefits.
14 I am satisfied with the transport facility of my
company.
15 Training and development provided in this
organization is effective.
16 All the employees are treated equally.
17 I find my job repetitive and boring.
18 My superior encourages my development.
19 I feel a sense of job security in this organization.
20 I’m satisfied with my present work.
21 I want to continue in this organization.
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A Study on Employee Job Satisfaction at VSL Steels Limited
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
Department of Management Studies, AIT, Bangalore Page 70