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SUMMER TRAINING PROJECT REPORT
ON
“ENHANCING EMPLOYEE PRODUCTIVITY THROUGH HR INTERVENTION
IN
TATA DOCOMO”
UNDER THE GUIDANCE OF: UNDER THE SUPERVISION OF:
Ms. Smriti Srivastava Ms. Shruti Mehta
(HR Assistant manager)TTL,LKO.
SUBMITTED BY:
AREEJ SHOEB
130567001
!01!"1#
BBDNIIT
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PREFACE
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MBA program is one of the most professional corses in the fiel! of management. This corse
incl!es "oth theor# an! application content of crriclm.
$ro%ect &or' is an integral part of MBA program at “BBDU” each st!ent is reire! to !o
pro%ect an! has to prepare an! s"mit report on the &or' con!ct "# the st!ent.
This report is the contination of a"oe tra!ition. The topic of the pro%ect &or' &as
*ENHANCING EMPLOYEE PRODUCTIVITY THROUGH HR INTERVENTION IN
TATA DOCOMO”$
AC%NO&LEDGEMENT
+
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To complete the project is not a easy thing, you have to take the help of others. I would like to
add a few heartfelt words for the people who are the part of this project in numerous ways
people who gave unending support right from the stage the project data was conceived
My special thanks to ______________ (!"# $% T! #!&"'TM!T) that provides
gentle encouragement and constant support.
I am e*tremely thankful to MS S'+TI M!T"(r assistant manager at TT) for
providing me with sense of direction in -uilding this methodical approach in this report,
continuous source of inspiration throughout the project.
I sincerely thank them for the constant cooperation, guidance and incessant
inspiration and their guidance without which this project would have -een like a rudderless
-oat. ell to put in a nutshell, without their guidance and support this project would have
-een futile.
M$B$A
TABLE OF CONTENTS
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T-TL $A/ 0O.
• 1ertificate from the 1ollege
• Training 1ertificate
. $reface2. Ac'no&le!gement3. Ta"le of contents+. ectie 4mmar#a) -ntro!ction to the topic
") 1ompan#5s profilec) Research Metho!olog#!) 6ate -nterpretation 7 Anal#sise) 8in!ingsf) 1onclsiong) 4ggestion 7 Recommen!ationh) Limitationi) Bi"liograph#
• Annere
9
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E'ECUTIVE SUMMARY
4mmer training $rogram is a ehicle, &hich intro!ces an! eposes a management st!ent to
the real life sitation in a process of learning &hich &ol! or!inaril# hae not "een possi"le in
the class.
TATA 6O1OMO gae me this opportnit# to face the real life sitation an! learn essentials of
&or'ing in an organi:ation. M# pro%ect &as enhancing emplo#ee pro!ctiit# throgh hr
interention in TATA DOCOMO. - !i! a sre# of ; emplo#ee .8or the first month -
concentrate! on the recritment of the emplo#ee n!er the gi!ance manger an! m# gi!e Ms
4hrti Mehta &hose &or!s of encoragement an! reglar instrctions an! fee!"ac' helpe! me in
giing m# "est performance.
The sre# helpe! me in n!erstan!ing the motiational nee!s of the emplo#ees. The sre#
&as also an enriching eperience as - got to 'no& the nee!s an! the epectations of the
emplo#ees &ho are apparentl# the "ac' "one of the telecom in!str#. Most of the emplo#ees
&or'ing here are motiate! "# the 'in! of mone# the# can ma'e in the "siness proi!e! the#
&or' har!. The# reali:e that &ith some spport from their management an! their har! &or' the#
&ill "e a"le to earn goo! mone#, an! also loo's for a great career opportnit# here.
Althogh the# hae a fe& isses &hich might nee! some attention for eample the
reirement of soft s'ill an! telephone etiette !eelopment classes in the training mo!le an!
a more spontaneos an! cooperatie spport from the camp shop. B# an! large the satisfaction
leel of the emplo#ee is high an! a ma%orit# of them are happ# &ith their personal gro&th.
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-ntro!ction
To
The Topic
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INTRODUCTION
EMPLOYEE PRODUCTIVITY
P()*+,-./.- is a measre of otpt from a pro!ction process, per nit of inpt. 8or eample,
la"or pro!ctiit# is t#picall# measre! as a ratio of otpt per la"or>hor, an inpt. $ro!ctiit#
ma# "e conceie! of as a metric of the technical or engineering efficienc# of pro!ction. As
sch, the emphasis is on antitatie metrics of inpt, an! sometimes otpt. $ro!ctiit# is
!istinct from metrics of allocatie efficienc#, &hich ta'e into accont "oth the monetar# ale
(price) of &hat is pro!ce! an! the cost of inpts se!, an! also !istinct from metrics of
profita"ilit#, &hich a!!ress the !ifference "et&een the reenes o"taine! from otpt an! the
epense associate! &ith consmption of inpts.
mplo#ee pro!ctiit# is the ratio of (the real ale of) otpt to the inpt of mplo#ee. ?here
possi"le, hors &or'e!, rather than the nm"ers of emplo#ees, is se! as the measre of
mplo#ee inpt. ?ith an increase in part>time emplo#ment, hors &or'e! proi!es the more
accrate measre of mplo#ee inpt. mplo#ee pro!ctiit# shol! "e interprete! er# carefll#
if se! as a measre of efficienc#. -n particlar, it reflects more than %st the efficienc# or
pro!ctiit# of mplo#ees. mplo#ee pro!ctiit# is the ratio of otpt to mplo#ee inpt@ an!
otpt is inflence! "# man# factors that are otsi!e of mplo#ees inflence, incl!ing the
natre an! amont of capital eipment that is aaila"le, the intro!ction of ne& technologies,
an! management practices.
http://en.wikipedia.org/wiki/Labor_productivityhttp://en.wikipedia.org/wiki/Allocative_efficiencyhttp://en.wikipedia.org/wiki/Allocative_efficiencyhttp://en.wikipedia.org/wiki/Profit_(economics)http://en.wikipedia.org/wiki/Labour_productivityhttp://en.wikipedia.org/wiki/Allocative_efficiencyhttp://en.wikipedia.org/wiki/Profit_(economics)http://en.wikipedia.org/wiki/Labour_productivityhttp://en.wikipedia.org/wiki/Labor_productivity
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MEANING OF EMPLOYEES PRODUCTIVITY:"
mplo#ee pro!ctiit# is generall# spea'ing hel! to "e the same as the Caerage pro!ct of
la"orC (aerage otpt per mplo#ee or per mplo#ee>hor, an otpt &hich col! "e measre!in ph#sical terms or in price terms). -t is not the same as the marginal pro!ct of la"or, &hich
refers to the increase in otpt that reslt from a correspon!ing increase in la"or inpt. The
alitatie aspects of la"or pro!ctiit# sch as creatiit#, innoation, team&or', improe!
alit# of &or' an! the effects on other areas in a compan# are more !ifficlt to measre.
EMPLOYEE PRODUCTIVITY
mplo#ee pro!ctiit# leels in rope.O16, 2;2
mplo#ee pro!ctiit# D4, Eapan,-n!ia
E24) ()*+,-./.- is the amont of goo!s an! serices that a &or'er pro!ces in a gien amont of time.
-t is one of seeral t#pes of pro!ctiit# that economists measre. mplo#ee pro!ctiit# can "e measre! for
a firm, a process, an in!str#, or a contr#. -t is often referre! to as E24) ()*+,-./.-.
;
http://en.wikipedia.org/wiki/Marginal_producthttp://en.wikipedia.org/wiki/Labour_economicshttp://en.wikipedia.org/wiki/Labour_economicshttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/OECDhttp://en.wikipedia.org/wiki/OECDhttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Good_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Workerhttp://en.wikipedia.org/wiki/Workerhttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Productivity#Labor_productivityhttp://en.wikipedia.org/wiki/Productivity#Labor_productivityhttp://en.wikipedia.org/wiki/Productivity#Labor_productivityhttp://en.wikipedia.org/wiki/Marginal_producthttp://en.wikipedia.org/wiki/Labour_economicshttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/OECDhttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Good_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Workerhttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Productivity#Labor_productivity
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The O16 !efines it as Cthe ratio of a olme measre of otpt to a olme measre of inptC. FG olme
measres of otpt are normall# gross !omestic pro!ct (/6$) or gross ale a!!e! (/A), epresse! at
constant prices i.e. a!%ste! for inflation. The three most commonl# se! measres of inpt areI
. hors &or'e!@
2. mplo#ee %o"s@ an!
3. nm"er of people in emplo#ment.
M+(28-
mplo#ee pro!ctiit# can "e measre! in 2 &a#s, in ph#sical terms or in price terms.
• the intensit# of mplo#ee>effort, an! the alit# of mplo#ee effort generall#.
• the creatie actiit# inole! in pro!cing technical innoations.
• the relatie efficienc# gains reslting from !ifferent s#stems of management, organi:ation, co>
or!ination or engineering.
• the pro!ctie effects of some forms of mplo#ee on other forms of mplo#ee.
These aspects of pro!ctiit# refer to the qualitative !imensions of mplo#ee inpt. -f an organi:ation is sing
mplo#ee mch more intensel#, one can assme its !e to greater mplo#ee pro!ctiit#, since the otpt per
mplo#ee>effort ma# "e the same. This insight "ecomes particlarl# important &hen a large part of &hat is
pro!ce! in an econom# consists of serices. Management ma# "e er# preoccpie! &ith the pro!ctiit# of
emplo#ees, "t the pro!ctiit# gains of management itself is er# !ifficlt to proe. ?hile mplo#ee
pro!ctiit# gro&th has "een seen as a sefl "arometer of the D.4. econom#5s performance, recent research
has eamine! &h# D.4. mplo#ee pro!ctiit# rose !ring the recent !o&ntrn of 2;;=J2;;, &hen D.4.
gross !omestic pro!ct plmmete!.F2G
The ali!it# of international comparisons of mplo#ee pro!ctiit# can "e limite! "# a nm"er of
measrement isses. The compara"ilit# of otpt measres can "e negatiel# affecte! "# the se of !ifferent
alations, &hich !efine the inclsion of taes, margins, an! costs, or !ifferent !eflation in!ees, &hich trn
crrent otpt into constant otpt.F3G mplo#ee inpt can "e "iase! "# !ifferent metho!s se! to estimate
aerage horsF+G or !ifferent metho!ologies se! to estimate emplo#e! persons.FG -n a!!ition, for leel
comparisons of mplo#ee pro!ctiit#, otpt nee!s to "e conerte! into a common crrenc#. The preferre!
conersion factors are $rchasing $o&er $arities, "t their accrac# can "e negatiel# inflence! "# the
http://en.wikipedia.org/wiki/OECDhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-1http://en.wikipedia.org/wiki/Gross_domestic_producthttp://en.wikipedia.org/wiki/Gross_domestic_producthttp://en.wikipedia.org/wiki/Gross_domestic_producthttp://en.wikipedia.org/wiki/Gross_value_addedhttp://en.wikipedia.org/wiki/Inflationhttp://en.wikipedia.org/wiki/Inflationhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-2http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-3http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-4http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-4http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-5http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-5http://en.wikipedia.org/wiki/Purchasing_Power_Parityhttp://en.wikipedia.org/wiki/OECDhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-1http://en.wikipedia.org/wiki/Gross_domestic_producthttp://en.wikipedia.org/wiki/Gross_value_addedhttp://en.wikipedia.org/wiki/Inflationhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-2http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-3http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-4http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-5http://en.wikipedia.org/wiki/Purchasing_Power_Parity
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limite! representatieness of the goo!s an! serices compare! an! !ifferent aggregation metho!s.F9G To
facilitate international comparisons of mplo#ee pro!ctiit#, a nm"er of organi:ations, sch as the O16,
the /roningen /ro&th 1entre, -nternational mplo#ee 1omparisons $rogram, an! The 1onference Boar!,
prepare pro!ctiit# !ata a!%ste! specificall# to enhance the !ata5s international compara"ilit#.
F,-)( 99,-.8 E24) ()*+,-./.-
D.4. pro!ctiit# an! aerage real earnings, +
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P,;)4).,4 9,-)( )9 9*
"eing an emplo#ee has &ithin a &or'place setting.FG $roen to hae a !irect effect on pro!ctiit#, it is one of
the corner stones of "siness.
H.-)(
3
http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-8http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-8http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-8http://en.wikipedia.org/wiki/Industrial-organizational_psychologyhttp://en.wikipedia.org/wiki/Industrial-organizational_psychologyhttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-9http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-10http://en.wikipedia.org/wiki/Corrective_feedbackhttp://en.wikipedia.org/wiki/Corrective_feedbackhttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-11http://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Well-beinghttp://en.wikipedia.org/wiki/Well-beinghttp://en.wikipedia.org/wiki/Well-beinghttp://en.wikipedia.org/wiki/Well-beinghttp://en.wikipedia.org/wiki/Employee#Employeehttp://en.wikipedia.org/wiki/Employee#Employeehttp://en.wikipedia.org/wiki/Employee#Employeehttp://en.wikipedia.org/wiki/Workplacehttp://en.wikipedia.org/wiki/Workplacehttp://en.wikipedia.org/wiki/Employee_morale#cite_note-1http://en.wikipedia.org/wiki/Employee_morale#cite_note-1http://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-8http://en.wikipedia.org/wiki/Industrial-organizational_psychologyhttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-9http://en.wikipedia.org/wiki/Workforce_productivity#cite_note-10http://en.wikipedia.org/wiki/Corrective_feedbackhttp://en.wikipedia.org/wiki/Corrective_feedbackhttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Workforce_productivity#cite_note-11http://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Well-beinghttp://en.wikipedia.org/wiki/Well-beinghttp://en.wikipedia.org/wiki/Employee#Employeehttp://en.wikipedia.org/wiki/Workplacehttp://en.wikipedia.org/wiki/Employee_morale#cite_note-1http://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Business
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The happier the emplo#ee or &or'er, the higher the pro!ctiit#. One of the corner stones of "siness an!
recogni:e! "# emplo#ers to "e as important as the "siness itself, emplo#ee morale pla#s a !ecisie part in an#
"siness.F2G Bsiness o&ners hae al&a#s "een a&are of a !irect correlation "et&een the attit!e, %o"
satisfaction an! oerall feeling of their emplo#ees an! the pro!ctiit# of the "siness. F3G
I2)(-8, 8* 99,-
Recogni:e! as one of the ma%or factors affecting pro!ctiit# an! oerall financial sta"ilit# of an# "siness,
lo& morale ma# lea! to re!ce! concentration, &hich in trn can case mista'es, poor cstomer serice an!
misse! !ea!lines. -t also can contri"te to a high trnoer rate an! a"senteeism. mplo#ee morale proes to "e
!etrimental to the "siness in these respects. Morale can !rie anorgani:ation for&ar! or can lea! to emplo#ee
!iscontent, poor %o" performance, an! a"senteeism (&ton, 2;;
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M-;)* )9 (..8
mplo#ees ten! to lac' motiation to perform their %o"s &hen morale is lo&. A lac' of motiation can also "e
circlar in natre. Management an! emplo#ees can help increase morale in the &or'place "#I FG
. Recogni:e emplo#eesF9G
2. Be a respectfl manager Fon>one meetings &ith emplo#ees
+. -nest in #or emplo#ees
. /et to 'no& #or emplo#ees
?hile there are man# more metho!s than &hat is liste! a"oe, each metho! is !epen!ent on the&or'place.
O/(44 E24) E99,-./8
O/(44 E24) E99,-./8 >OLE? is a 'e# performance in!icator (K$-) that measres the tili:ation,
performance, an! alit# of the mplo#ee an! its impact on pro!ctiit#.
4imilar to Oerall ipment ffectieness (O), OL measres aaila"ilit#, performance, an! alit#.
• Aaila"ilit# J the percentage of time emplo#ees spen! ma'ing effectie contri"tions
• $erformance J the amont of pro!ct !eliere!
• alit# J the percentage of perfect or salea"le pro!ct pro!ce!
OL allo&s manfactrers to ma'e operational !ecisions "# giing them the a"ilit# to anal#:e the cmlatie
effect of these three mplo#ee factors on pro!ctie otpt, &hile consi!ering the impact of "oth !irect an!
in!irect mplo#ee.
OL spports Lean an! 4i 4igma metho!ologies an! applies them to mplo#ee processes, allo&ing
manfactrers to ma'e mplo#ee>relate! actiities more efficient, repeata"le an! impactfl. FG
M+(.8 /.4
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There are man# factors that inflence mplo#ee aaila"ilit# an! therefore the potential otpt of eipment
an! the manfactring plant. OL can help manfactrers "e sre that the# hae the person &ith the right
s'ills aaila"le at the right time "# ena"ling manfactrers to locate areas &here proi!ing an! sche!ling the
right mi of emplo#ees can increase the nm"er of pro!ctie hors. OL also acconts for mplo#ee
tili:ation. Dn!erstan!ing &here !o&ntime losses are coming from an! the impact the# hae on pro!ctioncan reeal root cases N &hich can incl!e machine !o&ntime, material !ela#s, or a"senteeism N that !ela# a
line startp.
1alclationI Aaila"ilit# Time operators are &or'ing pro!ctiel# P Time sche!le!
ampleI
T&o emplo#ees (mplo#ee) are sche!le! to &or' = hor (+=; mintes) shifts.
The normal shift incl!es a sche!le! 3; minte "rea'.
The emplo#ees eperiences 9; mintes of nsche!le! !o&ntime.
4che!le! Time 9; min J 9; min "rea' ;; Min
Aaila"le Time ;; min 4che!le! J 2; min Dnsche!le! 6o&ntime
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A nm"er of !riers contri"te to alit#, "t the effort to improe alit# can reslt in a lo&ering of
mplo#ee performance. ?hen ma'ing the correlation "et&een the mplo#ee an! alit# it is important to
consi!er factors sch as the training an! s'ills of emplo#ees, &hether the# hae access to the right tools to
follo& proce!res, an! their n!erstan!ing of ho& their roles !rie an! impact alit#. OL can help
manfactrers anal#:e shift pro!ctiit# !o&n to a single>shift leel, an! !etermine &hich in!ii!al &or'ersare most pro!ctie, an! then i!entif# correctie actions to "ring operations p to stan!ar!s.
1alclationI alit# 4alea"le parts P Total parts pro!ce!
ampleI
T&o emplo#ees (mplo#ee) pro!ce 9
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C-)(
Aaila"ilit#
Aaila"ilit# is the ratio of time the operators are
&or'ing pro!ctiel# !ii!e! "# the amont of
time the operators &ere sche!le!.
Brea'!o&n
1hangeoer
Lac' of training an!
eperience
Dnplanne! a"senteeism
Maintenance mechanics
!ela#e!
$oorl# sche!le! "rea's an!
lnches
Material han!lers stare! the
machine
4et>p personnel shortages
or !ela#s
Lac' of training, s'ills an!
eperience
$erformance
$erformance is the ratio of the actal otpt of
the operators !ii!e! "# the epecte! otpt (or
mplo#ee stan!ar!).
Re!ce!
4pee!
4mall stops
Operator inefficienc# !e to
lac' of s'ills, eperience or
training
$oor operator technie !e
to lac' of s'ills, eperience
or taining
alit#
alit# has man# !efinitions, "t a common one
is the ratio of salea"le parts !ii!e! "# the total
parts pro!ce!.
4crap or
re&or'
Operator error
4et>p team error
Maintenance mechanic error
4et>p team error
=
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Siel! or start>
p losses
Maintenance mechanic error
Operator error
$ro!ctiit# !eals &ith the &a#s that people "ehae. Managers &ant mplo#ees to &or'
efficientl# an! effectiel#, "t the same natre of the &or' ma# "e sch that mplo#ees !on5t
&ant to !o at all.
$ro!ctiit# ma# "e !efine! as those forces that case in!ii!als to "ehae in a particlar
&a#s. $ro!ctiit# encompasses all those pressres an! inflences that trigger, channel an!
sstain hman "ehaior. Managers, "# !efinitions, are reire! to &or' &ith an! throgh
people, so the# mst acire at least some n!erstan!ing to the forces that &ill motiate the
people the# are to manage. mplo#ees are comple, an! the# are niel# !ifferent.
Assming that a manager5s primar# tas' is to motiate others to perform the tas' of the
emplo#ing organi:ation at high leels, the managers mst fin! the pro!ctiit# factors that &ill
get s"or!inates to come to &or' reglarl# an! on time, to &or' har!, an! to ma'e positie
contri"tions to&ar! the effectie an! efficient achieement of organi:ational o"%ecties. room
has propose! that &or' performance !epen!s on pro!ctiit# as &ell as mplo#ee a"ilit# an!
enironmental con!itions.
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OBJECTIVE OF PRODUCTIVITY
• To "ring technological change• fficienc#
• 1ost 4aing
• -mproing process
• Liing stan!ar!
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METHODS FOR IMPROVING PRODUCTIVITY
Throgh operations an! management-mproe technolog# an! facilities-ncrease training-ncrease research an! !eelopment 4pen!ing-ncrease emplo#ee participation
A!opt atomate! an! ro"otic s#stems-mproe re&ar! s#stemsnhance spee!nhance flei"ilit#
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NEED FOR STUDYING EMPLOYEES PRODUCTIVITY
. 8or gro&th of the compan#.2. Ma'e a "alance "et&een emplo#ee an! mplo#ees.3. To earn profits.+. mplo#ee &elfare. nhance pro!ctiit#9. $ersonnel !eelopment
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COMPANY PROFILE
8on!e! "# JAMSET JI TATA in 16THE TATA GROUP is GLOBAL "siness grop
?ith pro!cts an! serices in oer 150 contriesOer 5#0000 emplo#ees an! operations
-n oer 100 contries/rop reene of 6$
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BUSINESS SECTORS OF TATA
INFORMATION TECHNOLOGY AND COMMUNICATION
CONSUMER PRODUCTS
ENGINEERING PRODUCTS AND SERVICES
MATERIALS
SERVICES
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ENERGY
CHEMICALS
FORMER CHAIRMEN$rofiles of the men &ho hae le! the Tata grop in the last ;;>pls#ears
J2- J. T-I The 8on!er of the Tata grop "egan &ith a tetilemill in central -n!ia in the =
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R-8 N T- (1hairman, Tata 4onsI J 2;2)I Ratan 0 Tata &as the 1hairman of Tata
4ons, the promoter hol!ing compan# of the Tata grop, from to2;2.
1#rs $ Mistr#, +, is the sith /rop 1hairman. He &as appointe! as the 1hairman of the Tata4ons "oar! in 6ecem"er 2;2 an! has "een a !irector of the compan# since 2;;9.
-n a!!ition to "eing the /rop 1hairman, Mr Mistr# is also the chairman of ma%or Tatacompanies incl!ing Tata 4teel, Tata Motors, Tata 1onsltanc# 4erices, Tata $o&er, -n!ianHotels 1ompan#, Tata /lo"al Beerages an! Tata 1hemicals
Mr Mistr# gra!ate! &ith a !egree in ciil engineering from -mperial 1ollege Lon!on, DK, in;. -n
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TATA GROUP IN COMMUNICATION
1ommnication is among the Tata /rop5s larger inestments, &ith oer to>en! telecommnications soltions for
"siness an! resi!ential cstomers across the nation an! internationall#. The /rop5s
commnications actiities are crrentl# sprea! primaril# oer for companies> Tata Teleserices
Limite!, its associate Tata Teleserices (Maharashtra) limite!, Tata 1ommnications (erst&hile
40L) an! Tata 4'#. Together, these companies coer the fll range of commnications
serices, incl!ingI
• T4;)8 S(/.,: 8ie! an! Mo"ile
• M*. E8-(-.828- S(/.,: 4atellite T
• D- S(/.,: Lease! Lines, Manage! 6ata 0et&or's, -$PM$L4 $0, 6ial>p -nternet,
?i>8i an! Broa!"an!
• V4+"*** S(/.,: Mo"ile an! Broa!"an! 1ontentPApplications, 1alling 1ar!s, 0et
Telephon# an! Manage! 4erices
• I89(-(+,-+( S(/.,: 4"marine 1a"le Ban!&i!th, Terrestrial 8i"er 0et&or' an!
4atellite arth 4tations an! 4AT 1onnectiit#
TATA TELESERVICES LIMITED PROFILE
Tata Teleserices Limite! spearhea!s the Tata /rop5s presence in the telecom sector. The Tata
/rop incl!es oer ;; companies, oer +;,;;; emplo#ees &orl!&i!e an! more 3.= million
sharehol!ers. -ncorporate! in 9, Tata Teleserices Limite! &as the pioneer of the 16MA
technolog# platform in -n!ia, em"ar'ing on a gro&th path after the acisition of Hghes
Tele.com (-n!ia) Lt! Frename! Tata Teleserices (Maharashtra) Limite!G "# the Tata /rop in
2;;2. Oer the last fe& #ears, the compan# has lanche! significant serices 16MA mo"ile
2=
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operations in Eanar# 2;; n!er the "ran! name Tata -n!icom, mar'et>!efining &ireless mo"ile
"roa!"an! serices n!er the "ran! name Tata $hoton in 2;;= an! 2/ /4M serices n!er the
name TATA 6O1OMO in 2;;=.
Tata Teleserices Limite! also has a significant presence in the 2/ /4M space, throgh its %oint
entre &ith 0TT 6O1OMO of Eapan, an! offers !ifferentiate! pro!cts an! serices. TATA
6O1OMO &as "orn after the Tata /rop5s strategic alliance &ith Eapenese telecom ma%or 0TT
6O1OMO in 0oem"er 2;;=. TATA 6O1OMO receie! a pan> -n!ia license to operate /4M
serices in all the = telecom 1ircles &here it receie! spectrm from the /oernment of -n!ia
in the ic' span of %st oer a #ear.
One of the 'e# milestones in Octo"er 2; &as the "ran! integration eercise at TT4L, &hich
sa& the 1ompan#5s man# "ran!s "eing consoli!ate! n!er its single flagship "ran!, TATTA
6O1OMO. This helpe! TT4L leerage the "enefits of "ran! s#ngeries an! capitali:e on its ast
retail an! !istri"tion net&or', &hich is the largest amongst all priate telecom operators in the
contr#.
TATA 6O1OMO mar's a significant milestone in the -n!ian telecom lan!scape, an! has alrea!#
re!efine! the er# face of telecoms in -n!ia, "eing the first to pioneer the per>secon! tariff option
part of its *$a# for ?hat So Dse pricing para!igm.
Tata Teleserices Limite! also "ecame the first -n!ian priate telecom operator to lanch 3/
serices in -n!ia n!er &ith the lanch of serices in 0oem"er 2;; in all nine telecom 1ircles
&here the compan# "agge! the 3/ license. -n association &ith its partner 0TT 6O1OMO, the
1ompan# fin!s itself faora"l# positione! to leerage the first>moer a!antage. ?ith 3/, TATA
6O1OMO has "egn to re!efine the er# face of telecoms in -n!ia. To'#o>"ase! 0TT
6O1OMO is one of the &orl!5s lea!ing mo"ile operators in Eapan, the compan# is the clear
mar'et lea!er, se! "# nearl# per cent of the contr#5s mo"ile phone sers.
TT4L entere! into a strategic partnership agreement &ith -n!ian retail giant 8tre /rop to
offer mo"ile telephon# serices n!er a ne& "ran! name T2+, on the /4M platform. Tata
Teleserices also has a strategic tie p &ith irgin Mo"ile that primaril# caters to #oth segment
offering mo"ilit# serices on "oth 16MA an! /4M platform.
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Tata Teleserices is the n!ispte! mar'et lea!er in the fie! &ireless telephon# mar'et amongst
priate operators. -n the &ireless mo"ilit# space, the compan# in the past has "een rate! as the
*Least 1ongeste! 0et&or' in -n!ia for eight consectie arters "# the Telecom Reglator#
Athorit# of -n!ia throgh in!epen!ent sre#s.
To!a#, Tata Teleserices, along &ith Tata Teleserices (Maharashtra) Limite!, has a reach in
more than +;,;;; to&ns an! illage across the contr#, &ith a "oet of telephon# serices
encompassing Mo"ile 4erices, ?ireless 6es'top $hones, $"lic Booth Telephon# an! ?ireless
serices.
-n 6ecem"er 2;;=, Tata Teleserices annonce! a nie reerse eit# s&ap strategic
agreement "et&een its telecom to&er s"si!iar#, ?ireless TT -nfo>4erices Limite! an! ippo
Telecom -nfrastrctre Limite! &ith the com"ine! entit# 'ic'ing off operations &ith =,;;;
to&ers, there"# "ecoming the largest in!epen!ent entit# in this space an! &ith the highest
tenanc# ratios in the in!str#. To!a#, the com"ine! entit# &hich has "een re>christene! as -OM
0et&or's has a portfolio of nearl# 9;,;;; to&ers.
The compan# in the recent past has &on man# a&ar!s. TT4L &as name! The Best merging
Mar'ets 1arrier "# Telecom Asia an! receie! = a&ar!s at the ?orl! HR6 1onference,
incl!ing
th
Best mplo#er in -n!ia. The 1ompan# has also receie! 3 a&ar!s at the TelecomOperator A&ar!s 2;; from Tele.net@ Best 1ompan#, 1O of the Sear an! Best alit# of
4erice, an! Bsiness 4tan!ar! a&ar! for *Most -nnoatie Bran! of the Sear. TATA
6O1OMO &as recentl# recogni:e! as the "est *Dtilit# A4 4erice $roi!er an! *Best Mo"ile
Broa!"an! 4erice $roi!er for the #ear 2;2 "# 8rost 7 4llian.
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PROJECT OPTIMUS
?ith the increasing penetration of telecom in rral areas an! the &ea' tilit# po&er sitation in
the hinterlan!, a clear !eman!>sppl# gap for po&er eists in most of these locations an! states.
/oing for&ar!, the !epen!ence on alternate sorces of po&er &ill onl# increase>ths raising "oth
the cost of po&er, as also the atten!ant emissions, particlarl# if conentional "ac'>p soltions
of sing !iesel>po&ere! generators are emplo#es. At TT4L, &e are er# concerne! of the
pro"lem of po&er@ in!str# is facing an! therefore the nee! of it to "e attac'e! on !ifferent
fronts. $romoting the se of alternatie resorces of energ# an! re!cing the se of fel is one of
the important areas of &or' for conseration of energ# an! promoting the responsi"le se of
resorces.
There are limite! options that an# operator can trn to, "t as a compan# 'no&n for its
innoation an! enironment>consciosness, Tata Teleserices Limite! has a alrea!# i!entifie!
initiaties that are re!cing or emission cont an! helping s !eelop an! implement cleaner
an! greener technologies. To comprehensiel# a!!ress the isse of energ#. TT4L forme! an
*Applie! Research team &ith a man!ate to o"tain goo! alit# continos po&er in!epen!ent
of gri! relia"ilit# an! ths "ecoming the lo&est cost telecom operator.
The name of the pro%ect &as christene! as *$ro%ect Optims. This !epartment &as responsi"le
for !eeloping cstomi:e! soltions &or'ing closel# &ith en!ors, carr#ing ot proof of concept
implementations (protot#pe an! pilot pro%ect) an! !eeloping mo!els for rollots an! monitoring
implementation.
I8*))( -) )+-*))( C)8/(.)8:
TT4L technolog# team initiate! a special pro%ect for optimi:ing nerg# 1osts calle! $ro%ect
Optims an! a"oe sai! arios soltions !epen!ing on site categor# an! feasi"ilit# &ere
implemente!. One of the ma%or initiatie> *Ot!oor 1apsle for -n!oor Base 4tation starte!
fetching goo! amont of saings. Also, at these sites TT4L eecte! the complete !eplo#ment of
Ot!oor 1a"inet incl!ing platformPciil &or's for fon!ation to install the Ot!oor ca"inet.
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TT4L has a fie! cost po&er an! fel tariff mo!el &ith the -nfrastrctre proi!er an! ot!oor
tariff is 2;Q less than in!oor tariff car!. The to&er site of mo"ile telephone net&or' consists of
Base station eipment (electronics), to&er to install the antennae an! 6iesel generator &ith
po&er interface ni# incl!ing "atter# "ac'p for stan!"# "ac'p po&er. The to&er sites are of
in!oor an! ot!oor categor# &here in in!oor Base station is installe! insi!e the shelter &ith air
con!ition eipment to maintain the temperatre p to !eg 1. the Base station (in!oor an!
ot!oor t#pe) are capa"le to &ithstan! higher temperatres till !eg 1 an! hence in!oor Base
station can "e hose! in Ot!oor ca"inet &hich is eippe! &ith Heat echangePnatral cooling
s#stems an! are installe! otsi!e the shelter &ithot air>con!itioning reirements. Also, in case
of po&er failre, the 6/ starting can "e !ela#e! till the "atter# "ac'p can sstain po&er to the
Base station cm heat echanger. The Ot!oor 1a"inet is "een se! to hose the -n!oor Base
station &hich are -$ P -$ 2< in the enironment &ith heat echangerPnatral cooling s#stems
there"# eliminating the reirement of air>con!itioning.
?ith implementing Ot!oor ca"inet, eisting -n!oor Base station gets conerte! to Ot!oor
Base station eliminating the air con!itioning reirement &hich "enefits the enironmental in
t&o &a#sI
6e to the re!ce! 1O2e emissions "# lesser energ# consmption for the same Base
station on a accont of re!ction of po&er consmption as &ell as 6iesel 1onsmption.
liminationPre!ction of o:one !epleting refrigeration gases "# re!ction of Air
con!itioners in operation
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BOARD OF DIRECTOR
Mr. Cyrus P. Mistry
D.8-.)8: 1hairman
Mr. Srinath Narasimhan
D.8-.)8: Managing 6irector
Mr. N. Chandrasekaran
D.8-.)8: 6irector
Mr. Hajime Kii
D.8-.)8: 6irector
Mr. Kazuto Tsubouchi
D.8-.)8: 6irector
Mr. Kishor Chaukar
D.8-.)8: 6irector
Mr. Ishaat Hussain Mr. Ravi ambah
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D.8-.)8: 6irector
D.8-.)8: 6irector
CAREERS @ TTSL
To actualize the organizational Vision of “Providing Trusted Service to Our
Customers”, acquiring and retaining high-quality talent is the ey to the
organization!s success" #ith this in mind, Tata Teleservices $imited o%ers
high-cali&er 'eo'le the o''ortunity to &uild a career in one of the (orld!s
most challenging and fast-moving &usiness environments" T' &e a 'art of
Team TTS$, one needs to &e a&le to im&i&e and live &y T)T) values and
ethical standards, and have the sills and motivation to 'lay a ma*or role in
TTS$!s *ourney to success" )t TTS$, (e consider 'eo'le to &e our greatest
asset" Professional, self-motivated individuals in every 'art of the
organization are the ey to achieving e+cellent customer service and
continued gro(th of our organization" TTS$ taes care of your carrer (hile
you give your &est to the organization through a (ell-structured career
'rogression scheme" esides 'roviding immense o''ortunities to learn and
develo', th organization taes care that you 'rogress at a desired 'ace in
your career" Carrer 'aths have &een designed in order to hel' em'loyees
understand the requirements of u'(ard mo&ility and gro(th in the
organization" )t TTS$" #e use com'etency evaluation and 'erformance as a
criteria for gro(th" )dequate cross-functional e+'osure and develo'mental
o''ortunities are 'rovided to all em'loyees, (hich over a 'eriod of time,
enhance individual ca'a&ility"
T"T" #$/$M$
Tata 6O1OMO is Tata Teleserices Limite!s telecom serice on the /4M platformNarising ot
of the Tata /rops strategic alliance &ith Eapanese telecom ma%or 0TT 6O1OMO in 0oem"er
2;;=. Tata Teleserices has receie! a license to operate /4M telecom serices in of -n!ias
22 telecom 1irclesNan! has also "een allotte! spectrm in = telecom 1ircles. Of these, it has
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alrea!# rolle! ot serices in all the = 1ircles that it receie! spectrm in from the /oernment
of -n!iaNTamil 0a!, Kerala, Orissa, Karnata'a, An!hra $ra!esh, Maharashtra, Mm"ai,
Ma!h#a $ra!esh>1hhattisgarh, Har#ana>$n%a", Kol'ata, Rest of ?est Bengal, Ehar'han!, Bihar,
D$ (ast), D$ (?est), /%arat, Himachal $ra!esh an! Ra%asthan.
Tata 6O1OMO has also "ecome the first -n!ian priate operator to lanch 3/ serices in -n!ia,
&ith its recent lanch in all the nine telecom 1ircles &here it "agge! the 3/ license. -n
association &ith its partner 0TT 6O1OMO, the 1ompan# fin!s itself sita"l# positione! to
leerage this first>moer a!antage. ?ith 3/, Tata 6O1OMO stan!s to re!efine the er# face of
telecoms in -n!ia. To'#o>"ase! 0TT 6O1OMO is one of the &orl!s lea!ing mo"ile operatorsN
in Eapan, the compan# is the clear mar'et lea!er, se! "# nearl# per cent of the contr#s
mo"ile phone sers.
0TT 6O1OMO has pla#e! a ma%or role in the eoltion of mo"ile telecommnications throgh
its !eelopment of ctting>e!ge technologies an! serices. Oer the #ears, technologists at
6O1OMO hae !efine! in!str# "enchmar's li'e 3/ technolog#, as also pro!cts an! serices
li'e i>Mo!e, e>&allet an! a plethora of lifest#le>enhancing applications. Last #ear itself, &hile
most of the rest of the in!str# &as onl# "eginning to tal' of +/ technolog# an! its possi"le
applications, 6O1OMO ha! alrea!# concl!e! con!cting +/ trials in ph#sical geographies, not
%st insi!e la"oratoriesU
6O1OMO is a glo"al lea!er in the A4 space, "oth in terms of serices an! han!set !esigns,
particlarl# integrating serices at the platform stage. The Tata /rop>0TT 6O1OMO
partnership &ill see offerings sch as these "eing intro!ce! in the -n!ian mar'et throgh the
Tata 6O1OMO "ran!.
Tata 6O1OMO has also set p a Bsiness an! Technolog# 1oor!ination 1oncil, comprising of
senior personnel from "oth companies. The concil is responsi"le for the i!entification of 'e#
areas &here the t&o companies &ill &or' together. 6O1OMO, the &orl!s lea!ing mo"ile
operator, &ill &or' closel# &ith the Tata Teleserices Limite! management an! proi!e 'no&>
ho& to help the compan# !eelop its /4M "siness.
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On the 16MA platform, !espite "eing the latest entrant, Tata -n!icom has alrea!# esta"lishe! its
presence an! is the fastest>gro&ing pan>-n!ia operator. -ncorporate! in 9, Tata Teleserices is
the pioneer of the 16MA technolog# platform in -n!ia. To!a#, Tata Teleserices Lt!, along
&ith Tata Teleserices (Maharashtra) Lt!, seres oer =+ million cstomers in more than +;,;;;
to&ns an! illages across the contr#, &ith a "oet of telephon# serices encompassing
Mo"ile 4erices, ?ireless 6es'top $hones, $"lic Booth Telephon# an! ?ireline 4erices.
OBJECTIVE OF THE REPORT
To 'no& the area, that helps in enhancement of pro!ctiit#.
To familiar &ith the fn!amentals of pro!ctiit#.
Dn!erstan! the Time 7 Motion 4t!# an! Haþe eperiment.
To n!erstan! the impact of mplo#ee5s pro!ctiit# in TATA 6O1OMO.
To learn the gron! realit# of mplo#ee5s pro!ctiit# in TATA 6O1OMO.
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SCOPE OF THE REPORT
. nhancement of pro!ctiit# of TATA 6O1OMO5s mplo#ees.2. sta"lishment of ne& &a#s to increase mplo#ee5s pro!ctiit#.3. $rofit 7 &ealth maimi:ation.+. alit# improement process of mplo#ees.. $erformance Appraisal.
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PRODUCTIVITY IS THE %EY TO PERFORMANCE
IMPROVEMENT
There is an ol! sa#ing #o can ta'e a horse to the &ater "t #o cannot force it to !rin'@ it &ill
!rin' onl# if its thirst# > so &ith people. The# &ill !o &hat the# &ant to !o or other&ise
motiate! to !o. ?hether it is to ecel on the &or'shop floor or in the ior# to&er the# mst "e
motiate! or !rien to it, either "# themseles or throgh eternal stimls. Are the# "orn &ith
the self>pro!ctiit# or !rieV Ses an! no. -f no, the# can "e motiate!, for pro!ctiit# is a s'ill
&hich can an! mst "e learnt. This is essential for an# "siness to srie an! sccee!.
P(9)(28, . ,)8.*(* -)
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• 4atisf#ing emplo#ees nee!s
• 4etting &or' relate! goals
• Restrctring %o"s
• Base re&ar!s on %o" performance
These are the "asic strategies, thogh the mi in the final recipe &ill ar# from &or'place
sitation to sitation. ssentiall#, there is a gap "et&een an in!ii!al5s actal state an! some
!esire! state an! the manager tries to re!ce this gap.
$ro!ctiit# is, in effect, a means to re!ce an! maniplate this gap. -t is in!cing others in a
specific &a# to&ar!s goals specificall# state! "# the motiator. 0atrall#, these goals as also the
pro!ctiit# s#stem mst conform to the corporate polic# of the organi:ation. The pro!ctiit#al
s#stem mst "e tailore! to the sitation an! to the organi:ation.
-n one of the most ela"orate st!ies on emplo#ee pro!ctiit#, inoling 3,;;; men an! 3,;;;
&omen, the Minneapolis /as 1ompan# soght to !etermine &hat their potential emplo#ee5s
!esire most from a %o". This st!# &as carrie! ot !ring a 2; #ear perio! from + to 9
an! &as ite reealing. The ratings for the arios factors !iffere! onl# slightl# "et&een men
an! &omen, "t "oth grops consi!ere! secrit# as the highest rate! factor.
The net three factors &ere@
• a!ancement
• t#pe of &or'
3
http://www.accel-team.com/work_design/index.htmlhttp://www.accel-team.com/motivation/employeeRewards_00.htmlhttp://www.accel-team.com/motivation/employeeRewards_00.htmlhttp://www.accel-team.com/work_design/index.htmlhttp://www.accel-team.com/motivation/employeeRewards_00.html
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• compan# > pro! to &or' for
4rprisingl#, factors sch as pa#, "enefits an! &or'ing con!itions &ere gien a lo& rating "#
"oth grops. 4o after all, an! contrar# to common "elief, mone# is not the prime motiator.
(Thogh this shol! not "e regar!e! as a signal to re&ar! emplo#ees poorl# or nfairl#.)
EMPLOYEE PRODUCTIVITY: A CRITICAL E'AMINATION
4ince the age of the -n!strial Reoltion, ps#chologist an! social scientists hae "een tr#ing to
!eco!e this etremel# complicate! specimen calle! the emplo#ee. ?hat ma'es the emplo#ee
motiate! to &or' har!V -s it mone#V -s it social statsV Till to!a#, there is no clear consenss on
&hat motiates emplo#ees. This s"%ect contines to "affle anal#sts as more an! more !ata is
generate! on emplo#ee pro!ctiit#.
There hae "een seeral st!ies !one to n!erstan! pro!ctiit#. 4ome of the lea!ing
pro!ctiit# theories focs on emplo#ees as a social "eing &ith a comple set of nee!s. 4ome of
these nee!s are tangi"le material nee!s. Bt most other nee!s are intangi"le, a"stract, or
illsionar#. 6oes that mean &e can ignore the intangi"les an! focs onl# on material "enefitsV
• Role of Mone# -n emplo#ee $ro!ctiit#
-t is sai! that mone# ma'es the mare go. 4ome researchers "eliee that mone# soles most
emplo#ee nee!s as it meets tangi"le an! intangi"le reirements.
Mone# meets "asic ph#siological nee!s an! other nee!s sch as social stats, recognition, po&er,
an! lifest#le. The fatter the pa#chec', the higher are the leels of pro!ctiit#
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Other eperts !en# the inflence of mone# on pro!ctiit# leels. After a certain leel, mone#
an! all material "enefits fail to motiate in!ii!als. mplo#ees see' %o" satisfaction, personal
gro&th, self &orth, recognition, an! ecellence, in a!!ition to mone#.
?hat &e nee! to n!erstan! is the n!erl#ing principle "ehin! emplo#ee pro!ctiit#. -t is clear
from the pro!ctiit# theories that intrinsicall# the emplo#ee is capa"le of competent &or'.
$eople ma# hae generic nee!s or specific nee!s, "t the# !efinitel# hae nee!s. ?hile the "asic
emplo#ee nee!s remain the same in eer# organi:ation, specific emplo#ee nee!s ar# from
compan# to compan#. -t is therefore important for organi:ations to recogni:e the natre of
emplo#ee nee!s in their organi:ation an! &or' to&ar!s flfillment of these nee!s.
• M$LOS $RO6D1T--TS -0 TH ?ORK$LA1
The %o" of a manager in the &or'place is to get things !one throgh emplo#ees. To !o this the
manager shol! "e a"le to motiate emplo#ees. Bt thats easier sai! than !oneU $ro!ctiit#
practice an! theor# are !ifficlt s"%ects, toching on seeral !isciplines.
-n spite of enormos research, "asic as &ell as applie!, the s"%ect of pro!ctiit# is not clearl#
n!erstoo! an! more often than not poorly practiced . To n!erstan! pro!ctiit# one mst
n!erstan! hman natre itself. An! there lies the pro"lemU
$RO6D1T--TSAL THOR-4
• Douglas McGregor
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Theor# W an! Theor# S
6oglas Mc/regor in his "oo', CThe Hman 4i!e of nterpriseC p"lishe! in 9; has
eamine! theories on "ehaior of in!ii!als at &or', an! he has formlate! t&o mo!els &hich
he calls Theor# W an! Theor# S.
Theor# W Assmptions
• The aerage hman "eing has an inherent !isli'e of &or' an! &ill aoi! it if he can.
• Becase of their !isli'e for &or', most people mst "e controlle! an! threatene! "efore
the# &ill &or' har! enogh.
• The aerage hman prefers to "e !irecte!, !isli'es responsi"ilit#, is nam"igos, an!
!esires secrit# a"oe eer#thing.
• These assmptions lie "ehin! most organi:ational principles to!a#, an! gie rise "oth to
CtoghC management &ith pnishments an! tight controls, an! CsoftC management &hich
aims at harmon# at &or'.
• Both these are C&rongC "ecase man nee!s more than financial re&ar!s at &or'@ he also
nee!s some !eeper higher or!er pro!ctiit# > the opportnit# to flfill himself.
• Theor# W managers !o not gie their staff this opportnit# so that the emplo#ees "ehae
in the epecte! fashion.
Theor# S Assmptions
• The epen!itre of ph#sical an! mental effort in &or' is as natral as pla# or rest.
• 1ontrol an! pnishment are not the onl# &a#s to ma'e people &or', man &ill !irect himself if
he is committe! to the aims of the organi:ation.
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• -f a %o" is satisf#ing, then the reslt &ill "e commitment to the organi:ation.
• The aerage man learns, n!er proper con!itions, not onl# to accept "t to see' responsi"ilit#.
• -magination, creatiit#, an! ingenit# can "e se! to sole &or' pro"lems "# a large nm"er of
emplo#ees.
• Dn!er the con!itions of mo!ern in!strial life, the intellectal potentialities of the aerage man
are onl# partiall# tili:e!.
1omments on Theor# W an! Theor# S Assmptions
These assmptions are "ase! on social science research &hich has "een carrie! ot, an!
!emonstrate the potential &hich is present in man an! &hich organi:ations shol! recogni:e in
or!er to "ecome more effectie. Mc/regor sees these t&o theories as t&o ite separate
attit!es. Theor# S is !ifficlt to pt into practice on the shop floor in large mass pro!ction
operations, "t it can "e se! initiall# in the managing of managers an! professionals.
-n CThe Hman 4i!e of nterpriseC Mc/regor sho&s ho& Theor# S affects the management of
promotions an! salaries an! the !eelopment of effectie managers. Mc/regor also sees Theor#
S as con!cie to participatie pro"lem soling.
-t is part of the managers %o" to eercise athorit#, an! there are cases in &hich this is the onl#
metho! of achieing the !esire! reslts "ecase s"or!inates !o not agree that the en!s are
!esira"le.
Ho&eer, in sitations &here it is possi"le to o"tain commitment to o"%ecties, it is "etter to
eplain the matter fll# so that emplo#ees grasp the prpose of an action. The# &ill then eert
self>!irection an! control to !o "etter &or' > ite
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possi"l# "# "etter metho!s > than if the# ha! simpl# "een carr#ing ot an or!er &hich the # !i!
not fll# n!erstan!.
The sitation in &hich emplo#ees can "e conslte! is one &here the in!ii!als are emotionall#
matre, an! positiel# motiate! to&ar!s their &or'@ &here the &or' is sfficientl# responsi"le
to allo& for flei"ilit# an! &here the emplo#ee can see his o&n position in the management
hierarch#. -f these con!itions are present, managers &ill fin! that the participatie approach to
pro"lem soling lea!s to mch improe! reslts compare! &ith the alternatie approach of
han!ing ot athoritarian or!ers.
Once management "ecomes persa!e! that it is n!er estimating the potential of its hman
resorces, an! accepts the 'no&le!ge gien "# social science researchers an! !ispla#e! in
Theor# S assmptions, then it can inest time, mone# an! effort in !eeloping improe!
applications of the theor#.
One of the man# interesting things Maslo& notice! &hile he &or'e! &ith mon'e#s earl# in his
career &as that some nee!s ta'e prece!ence oer others. 8or eample, if #o are hngr# an!
thirst#, #o &ill ten! to tr# to ta'e care of the thirst first. After all, #o can !o &ithot foo! for
&ee's, "t #o can onl# !o &ithot &ater for a cople of !a#sU Thirst is a *stronger nee! than
hnger. Li'e&ise, if #o are er# thirst#, "t someone has pt a cho'e hol! on #o an! #o can5t
"reathe, &hich is more importantV The nee! to "reathe, of corse. On the other han!, se is less
po&erfl than an# of these. Let5s face it@ #o &on5t !ie if #o !on5t get itU
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Maslo& too' this i!ea an! create! his no& famos hierarch# of nee!s. Be#on! the !etails of air,
&ater, foo!, an! se, he lai! ot fie "roa!er la#ersI the ph#siological nee!s, the nee!s for safet#
an! secrit#, the nee!s for loe an! "elonging, the nee!s for esteem, an! the nee! to actali:e the
self, in that or!er.
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. The ph#siological nee!s.
These incl!e the nee!s &e hae for o#gen, &ater, protein, salt, sgar, calcim, an! other
minerals an! itamins. The# also incl!e the nee! to maintain a pH "alance (getting too aci!ic
or "ase &ill 'ill #o) an! temperatre (=.9 or near to it). Also, there5s the nee!s to "e actie, to
rest, to sleep, to get ri! of &astes (1O2, s&eat, rine, an! feces), to aoi! pain, an! to hae se.
ite a collectionU
Maslo& "eliee!, an! research spports him, that these are in fact in!ii!al nee!s, an! that a
lac' of, sa#, itamin 1, &ill lea! to a er# specific hnger for things &hich hae in the past
proi!e! that itamin 1 >> e.g. orange %ice. - gess the craings that some pregnant &omen
hae, an! the &a# in &hich "a"ies eat the most fol tasting "a"# foo!, spport the i!ea
anec!otall#.
2. The safet# an! secrit# nee!s.
?hen the ph#siological nee!s are largel# ta'en care of, this secon! la#er of nee!s comes into
pla#. So &ill "ecome increasingl# intereste! in fin!ing safe circmstances, sta"ilit#, an!
protection. So might !eelop a nee! for strctre, for or!er, some limits.
Loo'ing at it negatiel#, #o "ecome concerne!, not &ith nee!s li'e hnger an! thirst, "t &ith
#or fears an! anieties. -n the or!inar# American a!lt, this set of nee!s manifest themseles in
the form of or rges to hae a home in a safe neigh"orhoo!, a little %o" secrit# an! a nest egg,
a goo! retirement plan an! a "it of insrance, an! so on.
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3. The loe an! "elonging nee!s.
?hen ph#siological nee!s an! safet# nee!s are, "# an! large, ta'en care of, a thir! la#er starts to
sho& p. So "egin to feel the nee! for frien!s, a s&eetheart, chil!ren@ affectionate relationships
in general, een a sense of commnit#. Loo'e! at negatiel#, #o "ecome increasing sscepti"le
to loneliness an! social anieties.
-n or !a#>to>!a# life, &e ehi"it these nee!s in or !esires to marr#, hae a famil#, "e a part of a
commnit#, a mem"er of a chrch, a "rother in the fraternit#, a part of a gang or a "o&ling cl".
-t is also a part of &hat &e loo' for in a career.
+. The esteem nee!s> 0et, &e "egin to loo' for a little self>esteem. Maslo& note! t&o ersions
of esteem nee!s, a lo&er one an! a higher one. The lo&er one is the nee! for the respect of
others, the nee! for stats, fame, glor#, recognition, attention, reptation, appreciation, !ignit#,
een !ominance. The higher form inoles the nee! for self>respect, incl!ing sch feelings as
confi!ence, competence, achieement, master#, in!epen!ence, an! free!om. 0ote that this is the
*higher form "ecase, nli'e the respect of others, once #o hae self>respect, it5s a lot har!er
to loseU
The negatie ersion of these nee!s is lo& self>esteem an! inferiorit# complees. Maslo& felt
that A!ler &as reall# onto something &hen he propose! that these &ere at the roots of man#, if
not most, of or ps#chological pro"lems. -n mo!ern contries, most of s hae &hat &e nee! in
regar! to or ph#siological an! safet# nee!s. ?e, more often than not, hae ite a "it of loe
an! "elonging, too. -t5s a little respect that often seems so er# har! to getU
All of the prece!ing for leels he calls !eficit nee!s, or 6>nee!s. -f #o !on5t hae enogh of
something >> i.e. #o hae a !eficit >> #o feel the nee!. Bt if #o get all #o nee!, #o feel
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nothing at allU -n other &or!s, the# cease to "e motiating. As the ol! "les song goes, *#o
!on5t miss #or &ater till #or &ell rns !r#U
He also tal's a"ot these leels in terms of homeostasis. Homeostasis is the principle "# &hich
#or frnace thermostat operatesI ?hen it gets too col!, it s&itches the heat on@ &hen it gets too
hot, it s&itches the heat off. -n the same &a#, #or "o!#, &hen it lac's a certain s"stance,
!eelops a hnger for it@ &hen it gets enogh of it, then the hnger stops. Maslo& simpl#
eten!s the homeostatic principle to nee!s, sch as safet#, "elonging, an! esteem, &hich &e
!on5t or!inaril# thin' of in these terms.
Maslo& sees all these nee!s as essentiall# srial nee!s. en loe an! esteem are nee!e! for
the maintenance of health. He sa#s &e all hae these nee!s "ilt in to s geneticall#, li'e
instincts. -n fact, he calls them instinctal >> instinct>li'e >> nee!s.
-n terms of oerall !eelopment, &e moe throgh these leels a "it li'e stages. As ne&"orns,
or focs (if not or entire set of nee!s) is on the ph#siological. 4oon, &e "egin to recogni:e
that &e nee! to "e safe. 4oon after that, &e crae attention an! affection. A "it later, &e loo' for
self>esteem. Min! #o, this is in the first cople of #earsU
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Dn!er stressfl con!itions, or &hen srial is threatene!, &e can *regress to a lo&er nee!
leel. ?hen #o great career falls flat, #o might see' ot a little attention. ?hen #or famil#
ps an! leaes #o, it seems that loe is again all #o eer &ante!. ?hen #o face chapter
eleen after a long an! happ# life, #o s!!enl# can5t thin' of an#thing ecept mone#.
These things can occr on a societ#>&i!e "asis as &ellI ?hen societ# s!!enl# flon!ers,
people start clamoring for a strong lea!er to ta'e oer an! ma'e things right. ?hen the "om"s
start falling, the# loo' for safet#. ?hen the foo! stops coming into the stores, their nee!s
"ecome een more "asic.
Maslo& sggeste! that &e can as' people for their *philosoph# of the ftre >> &hat &ol! their
i!eal life or &orl! "e li'e >> an! get significant information as to &hat nee!s the# !o or !o not
hae coere!.
-f #o hae significant pro"lems along #or !eelopment >> a perio! of etreme insecrit# or
hnger as a chil!, or the loss of a famil# mem"er throgh !eath or !iorce, or significant neglect
or a"se >> #o ma# *fiate on that set of nee!s for the rest of #or life.
This is Mallo&5s n!erstan!ing of nerosis. $erhaps #o &ent throgh a &ar as a 'i!. 0o& #o
hae eer#thing #or heart nee!s >> #et #o still fin! #orself o"sessing oer haing enogh
mone# an! 'eeping the pantr# &ell>stoc'e!. Or perhaps #or parents !iorce! &hen #o &ere
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#ong. 0o& #o hae a &on!erfl spose >> #et #o get insanel# %ealos or &orr# constantl#
that the# are going to leae #o "ecase #o are not *goo! enogh for them. So get the
pictre.
. 4elf>actali:ation
The last leel is a "it !ifferent. Maslo& has se! a ariet# of terms to refer to this leelI He has
calle! it gro&th pro!ctiit# (in contrast to !eficit pro!ctiit#), "eing nee!s (or B>nee!s, in
contrast to 6>nee!s), an! self>actali:ation.
These are nee!s that !o not inole "alance or homeostasis. Once engage!, the# contine to "e
felt. -n fact, the# are li'el# to "ecome stronger as &e *fee! themU The# inole the continos
!esire to flfill potentials, to *"e all that #o can "e. The# are a matter of "ecoming the most
complete, the fllest, *#o >> hence the term, self>actali:ation.
0o&, in 'eeping &ith his theor# p to this point, if #o &ant to "e trl# self>actali:ing, #o
nee! to hae #or lo&er nee!s ta'en care of, at least to a consi!era"le etent. This ma'es senseI
-f #o are hngr#, #o are scram"ling to get foo!@ -f #o are nsafe, #o hae to "e continosl#
on gar!@ -f #o are isolate! an! nloe!, #o hae to satisf# that nee!@ -f #o hae a lo& sense
of self>esteem, #o hae to "e !efensie or compensate. ?hen lo&er nee!s are nmet, #o can5t
fll# !eote #orself to flfilling #or potentials.
-t isn5t srprising, then, the &orl! "eing as !ifficlt as it is, that onl# a small percentage of the
&orl!5s poplation is trl#, pre!ominantl#, self>actali:ing. Maslo& at one point sggeste! onl#
a"ot t&o percentU
The estion "ecomes, of corse, &hat eactl# Maslo& means "# self>actali:ation. To ans&er
that, &e nee! to loo' at the 'in! of people he calle! self>actali:ers. 8ortnatel#, he !i! this for
s, sing a alitatie metho! calle! "iographical anal#sis.
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He "egan "# pic'ing ot a grop of people, some historical figres, some people he 'ne&, &hom
he felt clearl# met the stan!ar! of self>actali:ation. -ncl!e! in this agst grop &ere
A"raham Lincoln, Thomas Eefferson, Al"ert instein, leanor Rooseelt, Eane A!ams, ?illiam
Eames, Al"ert 4ch&eit:er, Bene!ict 4pino:a, an! Al!os Hle#, pls 2 nname! people &ho
&ere alie at the time Maslo& !i! his research. He then loo'e! at their "iographies, &ritings, the
acts an! &or!s of those he 'ne& personall#, an! so on. 8rom these sorces, he !eelope! a list
of alities that seeme! characteristic of these people, as oppose! to the great mass of s.
These people &ere realit#>centere!, &hich means the# col! !ifferentiate &hat is fa'e an!
!ishonest from &hat is real an! genine. The# &ere pro"lem>centere!, meaning the# treate!
life5s !ifficlties as pro"lems !eman!ing soltions, not as personal tro"les to "e raile! at or
srren!ere! to. An! the# ha! a !ifferent perception of means an! en!s. The# felt that the en!s
!on5t necessaril# %stif# the means, that the means col! "e en!s themseles, an! that the means
>> the %orne# >> &as often more important than the en!s.
The self>actali:ers also ha! a !ifferent &a# of relating to others. 8irst, the# en%o#e! solit!e,
an! &ere comforta"le "eing alone. An! the# en%o#e! !eeper personal relations &ith a fe& close
frien!s an! famil# mem"ers, rather than more shallo& relationships &ith man# people.
The# en%o#e! atonom#, a relatie in!epen!ence from ph#sical an! social nee!s. An! the#
resiste! encltration, that is, the# &ere not sscepti"le to social pressre to "e C&ell a!%ste!C or
to Cfit inC >> the# &ere, in fact, nonconformists in the "est sense.
The# ha! an nchastel# sense of hmor >> preferring to %o'e at their o&n epense, or at the
hman con!ition, an! neer !irecting their hmor at others. The# ha! a alit# he calle!
acceptance of self an! others, "# &hich he meant that these people &ol! "e more li'el# to ta'e
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#o as #o are than tr# to change #o into &hat the# thoght #o shol! "e. This same
acceptance applie! to their attit!es to&ar!s themselesI -f some alit# of theirs &asn5t
harmfl, the# let it "e, een en%o#ing it as a personal ir'. On the other han!, the# &ere often
strongl# motiate! to change negatie alities in themseles that col! "e change!. Along &ith
this comes spontaneit# an! simplicit#I The# preferre! "eing themseles rather than "eing
pretentios or artificial. -n fact, for all their nonconformit#, he fon! that the# ten!e! to "e
conentional on the srface, %st &here less self>actali:ing nonconformists ten! to "e the most
!ramatic.
8rther, the# ha! a sense of hmilit# an! respect to&ar!s others >> something Maslo& also calle!
!emocratic ales >> meaning that the# &ere open to ethnic an! in!ii!al ariet#, een
treasring it. The# ha! a alit# Maslo& calle! hman 'inship or Gemeinschaftsgefühl -- social
interest, compassion, hmanit#. An! this &as accompanie! "# a strong ethics, &hich &as
spirital "t sel!om conentionall# religios in natre.
An! these people ha! a certain freshness of appreciation, an a"ilit# to see things, een or!inar#
things, &ith &on!er. Along &ith this comes their a"ilit# to "e creatie, inentie, an! original.
An!, finall#, these people ten!e! to hae more
pea' eperiences than the aerage person. A pea' eperience is one that ta'es #o ot of
#orself, that ma'es #o feel er# tin#, or er# large, to some etent one &ith life or natre or
/o!. -t gies #o a feeling of "eing a part of the infinite an! the eternal. These eperiences ten!
to leae their mar' on a person, change them for the "etter, an! man# people actiel# see' them
ot. The# are also calle! m#stical eperiences, an! are an important part of man# religios an!
philosophical tra!itions.
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Maslo& !oesn5t thin' that self>actali:ers are perfect, of corse. There &ere seeral fla&s or
imperfections he !iscoere! along the &a# as &ellI 8irst, the# often sffere! consi!era"le
aniet# an! gilt >> "t realistic aniet# an! gilt, rather than misplace! or nerotic ersions.
4ome of them &ere a"sentmin!e! an! oerl# 'in!. An! finall#, some of them ha! nepecte!
moments of rthlessness, srgical col!ness, an! loss of hmor.
T&o other points he ma'es a"ot these self>actali:ersI Their ales &ere CnatralC an! seeme!
to flo& effortlessl# from their personalities. An! the# appeare! to transcen! man# of the
!ichotomies others accept as "eing n!enia"le, sch as the !ifferences "et&een the spirital an!
the ph#sical, the selfish an! the nselfish, an! the mascline an! the feminine
Supervisor’s Role and Productivityal Models
4perisor an! management for that prpose hae the responsi"ilit# to assess the moties an!
nee!s of the mplo#ees to !eci!e that ho& "est the# can "e flfille!. ach in!ii!al mst "e
anal#:e! separatel# to !iscoer his moties. O"seration, &ritten attit!e, interie&s, assessment
of preios goals an! other possi"le sorces of nee! information ma# "e reie&e!. Ho&eer, it
is er# !ifficlt to ans&er the estion *?hat motiate peopleV Man# factors ma# "e liste! li'e
mone#, goo! &or'ing enironment, challenging &or', responsi"ilit#, praise for goo! &or', the
commnication s#stem an! an opportnit# for gro&th 7 a!ancement. There ma# "e seeral
other factors "t pro"a"l# the means for meeting these nee!s can "e se! to motiate the
emplo#ees. Ho&eer, pro!ctiit# ma# "e &ea' or strong !epen!ing pon the incentie offere!
"# the emplo#er, &hich releases mplo#ees a"ilit# an! potential in relation to his nee!s.
Rles for Dsing $ositie Reinforcement
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To effectiel# se $R on the %o" certain rles or proce!re mst "e follo&e!. Dsing re&ar! to
mo!if# the "ehaior of the people &ol! seem to follo& the logic of common sense.
0eertheless, it is a speciali:e! proce!re reiring s#stematic approach. T#picall#, a "ehaioral
consltant is calle! to !esign a "ehaior mo! program an! train sperisor on ho& to !o the
program. 6espite these proce!re statements if #o hae a genine interest in the &elfare of the
$eople #o can learn to ma'e a pro!ctie se of $R from the stan!point of the person "eing
motiate!.
. An Appropriate Re&ar! Mst "e Dse!
Most pro!ctiit#al theor# point to the i!ea, that the &a# to motiate the people is to se
a re&ar! that is meaningfl to each particlar person. -f #o &ere a stats hngr#
technician #o might &or' har! %st for the opportnit# to hae a par'ing space %st near
the engineering chief5s par'ing space. $eople !ispla# in!ii!al !ifference &ith respect
to &hich re&ar! &ill satisf# &hich "asic nee!. 8or eample mone# ma# not "e a right
re&ar! for the person &ith a large famil# inheritance. 6espite this in!ii!al !ifference, a
cople of illstratie general statements are in or!er. The nee! for self>flfillment or self>
actali:ation receiing a faora"le performance appraisal challenging &or' assignment
or promotion.
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+. So 4hol! /et So Re&ar! ic'l# After 6oing The Right Thing
Assming that mone# motiate! #o, #o &ol! "e more li'el# to &or' har! if har!
&or' le! to ic' cash. -f &ere selling financial inestments #o &ol! ten! to 'eep on
prospecting mch more rea!il# if #o receie #or commission eer# month rather than
after eer# si months.
. So Hae To Kno& ?hat Has To Be 6one To /et Re&ar!e!
So nee! some 'in! of fee!"ac' !eice in #or &or' to set. So 'ne& &hen #o hae
!one a goo! %o". -f #o &ere a goo! alit# control technician, it &ol! "e helpfl for
#or "oss to tell #o * - &ill see to it that are promote! to senior technician proi!e!
#o !ecrease cstomer retrns on a pro!ct sa# W "# percent oer the net for
months. One of the man# reason that a "as'et"all game so pro!ctiit#al is that the path
to a re&ar! is clear>ct. A pla#er can rea!il# see that pitting the "all throgh the hoop, a
re&ar! &ill "e forthcoming. 8ee!"ac' is imme!iate in these circmstances.
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FACILITIES FOR EMPLOYEES
The compan# has proi!e! for its mplo#ees arios facilities for their &elfareI>
1$ C8-8 F,.4.-.
The compan# has its o&n canteen, sitate! near the entrance gate. The canteen is opene! for 2+
hors. The mplo#ees in their "rea' time ta'e their meal in the canteen an! are ite satisfie!
&ith the canteen facilities.
!$ D.8( F.(-".* ,8-(
The compan# has the facilities of giing ic' first ai! an! it also rns a small !ispensar#.mplo#ees aail this facilit# !ring the time of an# in%r# or seasonal sic'ness. The me!icines
gien to the mplo#ees here are free of cost.
3$ T(8)(- 9,.4.-. 9)( 4),4 -99
The mplo#ees are gien the facilit# of transport &ho are liing in near"# area. ?or' force
especiall# of night shift is gien "s facilit# an! scooters are also aaila"le for them.
#$ S-99 @+(-(
The staff mem"ers &ho are liing ot of station, the compan# has gien them arters to lie
&ith the famil#. The# are proi!e! electricit# facilit# at free of cost in the staff arters. At the
compan# resi!ential area the compan# has also proi!e! a "a!minton cort for the recreation of
their &or'
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THE CONCEPT OF EMPLOYEE PRODUCTIVITY
The concept of emplo#ee pro!ctiit# is not at all a ne& i!ea. -t has "een aron!
as long as there hae "een emplo#ees an! emplo#ers. ?hile the concept itself is not ne&, ne&
research an! a&areness hae ma!e ne& aspects of emplo#ee pro!ctiit# not onl# a possi"ilit#,
"t a realit# in the &orl! to!a#.
-t &as not at all ncommon in the past for an emplo#er to offer some s#stem of re&ar!s an!
priileges as a means of emplo#ee pro!ctiit#. Recent thin'ing ho&eer has gien &a# to the
fact that this process ma# actall# alienate other mplo#ees &ho, for &hateer reason, ma# not
"e as capa"le in a particlar fiel! or en!eaor. Dltimatel#, the "elief &as that this &as actall#
contrar# to effectie emplo#ee pro!ctiit# an! in realit#, !ecrease! emplo#ee pro!ctiit#.
4ince the main i!ea "ehin! emplo#ee pro!ctiit# is to increase mplo#ee pro!ctiit#, this &as
seen as er# limite! in scope an! !etrimental in the long rn regar!ing emplo#er>emplo#ee
relations.
Recent "eliefs an! i!eas hae intro!ce! ne& concepts to the fiel! of emplo#ee pro!ctiit#.
One of the most common *ne& areas of gro&th in the area of emplo#ee pro!ctiit# is throgh
the se of &or' teams.
This concept of emplo#ee pro!ctiit# ha! its ma%or start in the aerospace in!str#. -t allo&e! a
grop of !e!icate! emplo#ees to focs together as a team on an# gien pro%ect. This i!ea of
emplo#ee pro!ctiit# &or'e! especiall# &ell since it
allo&e! for creatie inpt from a nm"er of emplo#ees &ithot restricting the thoght of an#
single person or alienating an# one emplo#ee in particlar. ?hen the pro%ects &ent &ell, the
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emplo#ees &ere cele"rate! as a grop or as a team, offering emplo#ee pro!ctiit# to the &hole
grop instea! of to an# one in!ii!al.
This concept of emplo#ee pro!ctiit# has since eole! an! "ecome common in man# fiel!s of
st!#. There are a nm"er of seminars offere! &hich are specificall# !esigne! an! promote! as a
means to offer not onl# emplo#ee pro!ctiit#, "t to create an atmosphere of team &or' that is
srprisingl# "eneficial to mplo#ee pro!ctiit#.
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RESEARCH METHODOLOGY
RESEARCH PROBLEM
• The main limitation of the st!# is the collection of information.
• 1ompan# is not haing an# official &e"site so all the information is gathere! throgh
$o&er point presentations, 6ocments etc.
Most of the information &as confi!ential, so the# !on5t &ant to !isclose them.
&HY IS THIS PROBLEM SIGNIFICANT NEED FOR THE STUDY
!$3$ RESEARCH METHODOLOGY
R(,; D.8:To 'no& &hether the emplo#ee are satisfie! in the %o" of TATA TL1OM 4R-14 LT6.
S24 T,;8.@+:
4ampling Technie se! for this research is estionnaire
P)+4-.)8:
4ampler are the onl# emplo#ee of TATA TL1OM 4R-14 LT6.
S24 A(:
Office of TATA TL1OM 4R-14 LT6.
A$ T )9 R(,;:
To st!# the mplo#ee Retention process, the !escriptie research t#pe is a!opte!.
B$ D- S)+(,:
I$ P(.2( D-IThe primar# !ata &as collecte! from the !ifferent !epartments of emplo#ees of TATA 6O1OMO
throgh strctre! estionnaires follo&e! "# personal interie&.
II$ S,)8*( D-:
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#$P84 R(,;:Longit!inal st!ies are "ase! on panel !ata metho!s. A panel is a sample of respon!ents
&ho are interie&e! an! then reinter ie&e! from time to time. /enerall#, panel !ata relate
to the repeate! measrements of the same aria"les. ach famil# incl!e! in the panel,
recor!s its prchases of a nm"er of pro!cts at reglar interals, sa#, &ee'l#, or arterl#.
Oer a perio! of time, sch !ata &ill reflect change in the "#ing "ehaior of families.
R(,; I8-(+28-:
The !ata collecte! from estionnaire is tili:e! for haing interaction &ith the respon!ents.
The free interaction &hich too' >2; min &ith eer# respon!ent facilitate! a "etter
n!erstan!ing of the isses an! also helps erif# the responses "# the respon!ents.
G$ +-.)88.(:
The !ata &as collecte! &ith the help of a estionnaire &hich contains 2; estions. The time
gien for filling the estionnaire is approimatel# ;> mintes$
1$ TOOLS TECHNIUES TO BE USED FOR DATA ANALYSIS
I$ T))4 )9 A84.:
4imple percentage metho!I $ercentage metho! is se! to calclate the opinions of the
respon!ents on mplo#ee Retention process.
NUMBER OF RESPONDENTS
FORMULA K 100
TOTAL NO$ OF RESPONDENTS
93
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DATA ANALYSIS INTERPRETATION
STAFF PROFILES
6ata of 0m"er of mplo#ees of !ifferent ages
4r.0o. Age of mplo#ee 7 4taff 0o. of mplo#ees 7 4taff
=>23 =3
2 2+>2 +=
3 3;>3 ;
+ 39>+ 9
+2>+<
9 +=>3 2<
< 3 an! a"oe =
Total +;
SHIFT"&ISE &OR% FORCE
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The 1ompan# pro!ction is continos for 2+ hors therefore the &or' force has "een !ii!e! in
to three shifts. ach shift 1onsists of = horsI>
4r.0o. 4hift Time 0m"er of staff
A am> pm +;
2 B pm> pm <
3 1 pm> am 3
EMPLOYEES EDUCATION
The e!cation categor# of the mplo#ees has "een categori:e! in to three partsI>
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Ses 0o
2< 23
.
/
/.
0
0.
1
I8-((--.)8:"
Ot of ; respon!ents 2< people sai! that there is training programme to promote pro!ctiit#
an! rest 23 people sai! that there is no programme to promote pro!ctiit# in this compan#.
2.6o #o satisfie! &ith #or o&n performanceV
.
4atisfie! 6issatisfie!
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3= 2
Satis2ed 3issatis2ed
.
/
/.
0
0.
1
1.4
15
/0
I8-((--.)8:"
?hen - as' estion to &or'ers of TATA 6O1OMO that the# are satisfie! &ith their
performance, then 3= people sai! that the# &ere satisfie! &ith their o&n performance an! 2
people sai! that the# &ere not satisfie! &ith their o&n performance.
3.6oes the a&ar! s#stem &hich is practice! "# TATA 6O1OMO is "eneficial for
the &or'er5s pro!ctiit#V
Ses 0o
23 2<
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.
/
/.
0
0.
1
I8-((--.)8:"
ot of ; peoples 2< people sai! that there is no a&ar! s#stem for "etter pro!ctiit# an! 23
people sai! that there is a&ar! s#stem for "etter pro!ctiit#.
+.-s there an# non>pro!ctie person in this compan#V
Ses 0o
3
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16
76
I8-((--.)8:"
Ot of ; people people sai! that there are some non>pro!ctie persons in this compan# an!
3 people sai! that there are no non>pro!ctie persons in this compan#.
.6o #o satisfie! &ith the tas' (%o" post) &hich has assigne! to #oV
Ses 0o
+2 =
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.
/
/.
0
0.
1
1.
4
4.
I8-((--.)8:"
Ot of ; people +2 &ere satisfie! &ith gien post an! = people &ere not satisfie! &ith the gien
post.
9.6o #o hae infrastrctre facilities ( Laptop, 4eating arrangements etc.)V.
Ses 0o
2= 22
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05
00 8es
9o
I8-((--.)8:"
Ot of ; people 2= &ere satisfie! &ith infrastrctre facilities an! 22 people &ere not satisfie!
infrastrctre facilities.
&or'er 7 cross fnctional teamV.
Ses 0o
2< 23
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8es 9o
0/
00
01
04
0.
0:
07
05
I8-((--.)8:"
Ot of ; people 2< &ere satisfie! &ith spport from #or co>&or'er 7 cross fnctional team
an! 23 people &ere not satisfie! spport from #or co>&or'er 7 cross fnctional team.
=.Are #or comforta"le &ith crrent assigne! locationV.
Ses 0o
3
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8es
9o
. / /. 0 0. 1 1.
I8-((--.)8:"
Ot of ; people 3 &ere satisfie! &ith crrent assigne! location an! people &ere not
satisfie! &ith the crrent assigne! location.
.Are #o open &ith #or colleages ( 4eniors 7 %niors)V.
Ses 0o
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4
/
8es
9o
I8-((--.)8:"
Ot of ; people +; &ere free interacting &ith 4eniors 7 %niors an! ; people &ere not
interacting &ith the 4eniors 7 %niors.
;.4tate 3 areas of improement 7 the spport #o nee! from the rgani:atio,
. 4taff ?elfare 3
2.1ommnication ;3.Appraisal 4#stem
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.
/
/.
0
0.
1
1.
I8-((--.)8:"
Ot of ; people 3 sggeste! for improement in staff &elfare, ; for commnication 7 onl#
for appraisal s#stem.
FINDINGS
8irst ta"le sho&s ot of ; respon!ents 2< people sai! that there is training programme to
promote pro!ctiit# an! rest 23 people sai! that there is no programme to promote pro!ctiit#
in this compan#.
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4econ! ta"le sho&s &hen - as' estion to &or'ers of TATA 6O1OMO that the# are satisfie!
&ith their performance, then 3= people sai! that the# &ere satisfie! &ith their o&n performance
an! 2 people sai! that the# &ere not satisfie! &ith their o&n performance.
Thir! ta"le sho&s ot of ; peoples 2< people sai! that there is no a&ar! s#stem for "etter
pro!ctiit# an! 23 people sai! that there is a&ar! s#stem for "etter pro!ctiit#.
8orth ta"le sho&s ot of ; people people sai! that there are some non>pro!ctie persons
in this compan# an! 3 people sai! that there are no non>pro!ctie persons in this compan#.
8ifth ta"le sho&s ot of ; people +2 &ere satisfie! &ith gien post an! = people &ere not
satisfie! &ith the gien post.
4ith ta"le sho&s ot of ; people 2= &ere satisfie! &ith infrastrctre facilities an! 22 people
&ere not satisfie! infrastrctre fac