FINAL REPORT OF MANAGEMENT THESIS- II
Topic“Analysis of issues of workers and comparative study of employee satisfaction at PENCH AREA and KANHAN AREA at WESTERN COALFIELDS LIMITED of COAL INDIA LIMITED.”
SUBMITTED BY:
Shoyeb Mohammed Bhopal
TABLE OF CONTENTS
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Acknowledgement
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About Coal India Limited (CIL)
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Human Resource development in CIL.
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Welfares Measures in CIL.
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Safety Policy in CIL.
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Safety Monitoring Agencies at different levels in CIL.
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Mines Rescue Services.
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About Western Coal Fields Limited
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Welfare activities and creation of Social Infrastructure.
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Limitations
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Findings
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Conclusion
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Abbreviations.
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Reference.
ACKNOWLEDGEMENTS The fact that words are indeed inadequate to express the feelings of heart felt gratitude realized at this juncture. Yet I try my best in most humble words to thank all those who help me during my work. With a sense of deep gratitude I express my sincere thanks to Mr. O.P SINGH GENERAL MANAGER (PENCH) and Mr. PRASAD GENERAL MANAGER (KANHAN) for trusting me and providing me the information related to my report. I wish to express my deep gratitude to all PRESIDENTS of trade unions at PENCH area and KANHAN area, for extending every help and guidance, without whose excellent guidance and advise the present work could not have seen the light of the day. I am very thankful thankful to the employees of PENCH PENCH and KANHAN KANHAN area, for for bein being g kind kind and and coop cooper erat ativ ivee with with me and and prov provid idin ing g me ever every y poss possib ible le support from the side of the college. I would also like to thank all those who directly or indirectly helped me in the completion of my Project Pr oject Work.
DATE: PLACE:
Shoyeb mohammed
ABOUT COAL INDIA LIMITED
OBEJECTIVES •
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To promote the development and utilization of the coal reserves in the country for meeting the present and likely future requirement of the nation with due regard to need for conservation of non-renewable resources and safety of mine workers. To raise the productivity of coal mining and related activities through introduction of improved technology, streamlining of organization, management and improving the skills, motivation of the work-forces. Efficiency of operations and adopting appropriate cost reduction and cost control methods. To make efficiessnt arrangements for marketing and supply of coal so that coal, coke and other similar derivatives are available to consumers throughout the country conveniently and at reasonable prices. To promote research and development activities on a continuing basis in the areas of coal mining, beneficiation development of new coal based products or by-products, fuel technology or any other area having a bearing on conservation, development for utilization of the coal reserves of the country.
Company Profile Date of incorporation
Coal India Limited was formed as holding Company with 5 subsidiaries on 21.10.1975
Corporate Status
The company is incorporated under the Companies Act, 1956 and is wholly owned by the Government of India (GOI).
Business
Engaged in the mining of coal, coal based products and mining consultancy.
Wholly Owned Subsidiaries
Eastern Coalfields Ltd. Bharat Coking Coal Ltd. Central Coalfields Ltd. Northern Coalfields Ltd. Western Coalfields Ltd. South Eastern Coalfields Ltd. Mahanadi Coalfields Ltd. and Central Mine Planning & Design Institute Ltd . North Eastern Coalfields is directly under Coal India Ltd.
Registered Office :
Coal Bhavan, 10 Netaji Subhas Road, Kolkata - 700 001 West Bengal, India.
Coal India & Its Subsidiaries
BACKGROUND HISTORY 1774
Warren Hastings initiates commercial coal mining at Raniganj (West Bengal)
1815-1820
First Shaft Mine opened at Ranigunj
1835
Carr, Tagore & Company takes over the Ranigunj Coal Mines
1843
Bengal Coal Company takes over Ranigunj Coal Mines and others; is first Joint Stock Coal Company in India.
Up to 1900
Minimal development; River transportation used to transport coal to Calcutta; railway lines at Calcutta leads to expansion of Coal Production
Early 1900s
Capacity at 6 million tones per annum
1955-56
Focus on Coal Industry; capacity up to 38.4 Million tonnes.
1956
National Coal Development Corporation (NCDC) formed to explore and expand coal mining in Public Sector
1972
Coking Coal Industry Nationalized, Bharat Coking Coal Limited formed to manage operations of all Coking Coal mines in Jharia Coalfield.
1973
1975
Non-coking coal nationalized; Coal Mine Authority Limited set up to manage these mines; NCDC operations bought under the ambit of CMAL. Coal India Limited formed as holding Company with 5 subsidiaries viz. Bharat Coking Coal Limited (BCCL), Central Coalfields Limited (CCL), Western Coalfields Limited (WCL), Eastern Coalfields Limited (ECL) and Central Mine Planning and Design Institute Limited (CMPDIL).
1985
Northern Coalfields Limited (NCL) and South Eastern Coalfields Limited (SECL) carved out of CCL and WCL
1992
Mahanadi Coalfields Limited (MCL) formed out of SECL to manage the Talcher and IB Valley Coalfields in Orissa.
2000
De-regulation of Coal pricing and distribution of coal.
2007
Coal India & four of its nos Subsidiaries,viz,NCL,SECL,MCL,WCL was accorded coveted "Mini Ratna" Status
Human Resource Development in Coal India
Human Resource Development emphasis in Coal India has been set up to deal with the development of existing Human Resources as well as looking ahead with clear perspective with reference to technological advances and growth of manpower to fulfill demand of production visà-vis technology. To cope up with the task emerging from strategic plan, Annual HRD plan is worked out every year to integrate HRD efforts in all the twenty six training centre located in different subsidiaries in following four segments.
I. Technical Training :
It is to provide requirement of training for technology being used in each subsidiary and any other technology being conceived at the corporate level for which preparedness is necessary to meet current shortage of skilled manpower and also preparing statutory personnel for meeting statutory obligation through training. To analyze and project requirement of personnel in critical and non critical categories as well as to prepare them so that capital and technology input to the project through capacity and new equipment or enrichment in the production process through particular systems in technology could provide appropriate return to the investment.
In order to implement the above, workers are exposed through:
* Basic Course : Appropriate to technology, equipment and system * Refresher course * Specialized course
: Once in three years to those who have already gone through basic course or are already working in specific skill area. : In case of change in technology, in equipment configuration and capacity and improvement in the system of production, suitable input is given to all the new entrants to the critical skilled areas and have to go through basic courses, while immediate action have to be taken to conduct refresher courses for those who are occupying skilled position. Basic training have to be conducted in the company's technical training centers either within the same company or in any other subsidiary company where the facility exists. Refresher training is also conducted either on the site or in the training centers of the subsidiary company. There are around 105 Vocational Training Centers to take care of statutory obligation. Basic and Refresher training are imparted in all these training centers.
II. Management Training:
Executives at each level and at the time of assuming the charge at the new position i.e. entry to the higher level, a need based training is imparted at the Management Training Centre of each subsidiary companies for the level from E.1 to E.5 and at the apex training Centre, Indian Institute of Coal Management, Ranchi, for higher level, i.e. from M.1 to M.3 level executives.
III. Transformation Training:
A planned attempt to help those who join CIL as part of management policy and for the workmen who are required to acquire skill for movement from conventional to semi-mechanised mines with intermediate technology or at the instance of closure of mines and surplus manpower. These trainees are used as source of supply of manpower in critical and non-critical areas of skills for the technology specific to the subsidiary company.
IV. General Development Training:
With a change in the scenario with reference to status of mine, specifically in ECL, BCCL and to an extent in CCL and separate focus for MCL, NCL, SECL and WCL, the vision of the company, health of organization - profit & loss, criteria for raising productivity, cost parameters and criteria for excellence in performance for survival of the company is propagated through intra - organizational communication as well as face to face interface with workers and supervisors in a planned way by sharing the reality of business.
HRD PERFORMANCE AT A GLANCE BY CIL AND ITS
SUBSIDIARIES DURING LAST SIX YEARS IN COMPANY
(No of persons trained) Year Category
2005-06
2004-05
2003-04
2002-03
2001-02
2000-01
Executives
7047
7282
6942
6873
6101
6397
Supervisors
9060
8404
8252
7785
9251
6927
Workers
16616
16822
16961
15761
17478
18406
Total
32723
32508
32155
30419
32830
31730
2002-03
200102
2000-01
OUT COMPANY Year Category
2005-06
2004-05
2003-04
Executives
2550
2344
1960
1957
1991
1826
Supervisors
263
254
480
419
400
383
Workers
180
310
450
532
620
496
Total
2993
2914
2890
2908
3011
2705
TRAINING ABROAD Year Category
2005-06
2004-05
2003-04
2002-03
200102
2000-01
Executives
44
6
10
23
13
18
Supervisors
3
0
0
6
5
0
Workers
0
0
0
2
0
0
Total
47
6
10
31
18
18
WORKERS TRAINING AT VOCATIONAL TRAINING CENTRE Year Category
2004-05
2003-04
2002-03
2001-02
2000-01
Basic
3433
5737
4866
4350
6331
Refresher
48845
47415
42728
48364
49969
Special &Others
24798
19052
13814
17613
17883
Total
77076
72204
61408
70327
74183
Welfare Measures As on Nationalization
As on 01.09.2007
No. of Houses
1,18,366
4,12,639
Satisfaction
21.07%
95.47 %
2,27,300
22,91,148
No. of Hospitals
49
85
No. of Dispensaries
197
425
No. of beds
1482
5835
No. of Ambulances
42
667
Educational
287
592
Housing
Water Supply Population covered
Medical Facility
Institutions (Aided) (Rs. in Cores)
Total Expenditure (Rupee in Million)
1975-76
2002-2003
2003-2004
2004-2005
26.45
1578.66
1605.72
1560.77
Functions
Broad functions •
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Laying down policies Formulating long and short term strategies. Monitoring the functions of the subsidiary companies Laying down system and procedures. Assisting the subsidiary companies to achieve their objectives. Coordinating with ministry of coal, ministry of railways, planning commission and other ministries.
Specific functions •
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Pricing and distribution of coal Coal supply agreements Consumer services through regional offices
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Negotiations of wages Executive cadre control – recruitment, promotion/postings, pay/perks etc. Manpower planning – HRD Foreign collaboration Introduction of new technology R&D activities Mobilization of resources – long term and short term Accounting policies.
ORGANIZATION STRUCTURE OF CIL
Safety Policy of Coal India Limited:
1) Operations and systems will be planned and designed to eliminate or materially reduce mining hazards;
2) Implement Statutory Rules and Regulations and strenuous efforts made for achieving superior standards of safety;
3) To bring about improvement in working conditions by suitable changes in technology;
4) Provide material and monetary resources needed for the smooth and efficient execution of Safety Plans;
5) Deploy safety personnel wholly for accidents for accident prevention work;
6) Organize appropriate forums with employees’ representatives for Joint consultations on safety matters and secure their motivation and commitment in Safety Management; 7) Prepare annual Safety Plan and long term Safety Plan at beginning of every calendar year, unit-wise and for the company, to effect improved safety in operations as per respective geo-mining needs to prepare the units for onset of monsoon, to fulfill implementation of decisions by Committee on Safety in Mines and Safety Conferences and to take measures for overcoming accident proneness as may be reflected through study of accident analysis,
keeping priority in sensitive areas of roof-falls, haulage, explosives, machinery etc. 8) Set up a frame work for execution of the Safety Policy and Plans through the General Managers of Areas, Agents, Managers and other safety personnel of the units; 9) Multi-level monitoring of the implementation of the Safety Plans through Internal Safety Organization at the company headquarters and Area Safety Officers at area level; 10) All senior executives at all levels of management, will continue to inculcate a safety consciousness and develop involvement in practicing safety towards accident prevention in their functioning; 11) Institute continuous education, training and retraining all employees with the accent placed on development of safety oriented skills;
12) Continue efforts to better the living conditions and help of all the employees both in and outside the mines.
Safety Monitoring Agencies at different levels in CIL: 1.
Workmen’s Inspectors: As per Mine Rule 1955.
2.
Safety Committee at mine level: As per Mine Rule 1955.
3.
Area Level Tripartite Committees
4.
Tripartite Safety Committee at Subsidiary Head quarter level
5.
Coal India Safety Board at corporate level
6.
Standing Committee on Safety in Coal Mines
7.
Different Parliamentary Committees
MINES RESCUE SERVICES: A well-equipped Rescue Service Organization staffed by rescue personnel trained in modern training galleries and equipped with modern rescue equipment is maintained by the subsidiary companies
of CIL. At present 6 Rescue Stations, 15 Rescue Rooms-withRefresher Training facilities and 18 Rescue Rooms are being maintained.
ABOUT WESTERN COAL FIELDS LIMITED
Western Coalfields Limited (WCL) is one of the eight Subsidiary Companies of Coal India Limited (CIL) which is under administrative control of Ministry of Coal. The Company incorporated under the Companies Act, 1956 has its registered office at Coal Estate, Civil Lines, Nagpur–440001.
The Company contributes about 11.3% of the national coal production. It has mining operation spread over the states of Maharashtra (in Nagpur, Chandrapur & Yeotmal Districts) and Madhya Pradesh ( Pench and Kanhan area Chhindawara Districts).
The Company is a major source of supplies of coal to the industries located in Western India in the States of Maharashtra, Madhya Pradesh, Gujrat and also in Southern India in the States of Andhra Pradesh, Tamil Nadu, Karnataka and Kerala. A large numbers of Power Houses under Maharashtra, Madhya Pradesh, Gujrat, Karnataka, Punjab and Uttar Pradesh - Electricity Boards are
major consumers of its coal along with cement, steel, chemical, fertilizer, paper and brick Industries in these states.
MANPOWER Concerted progress in rationalizing manpower has resulted in reduction of manpower by 1779 between 2005-06 and 2006-07 in spite of production growth of 0.008 mt. during the same period. MANPOWER REPORT
CATEGORY
TOTAL MANPOWER AS ON 01/04/2006 01/04/2007 2345 2303 13958 13899 44587 43492 5853 5429 21 21 3 3 611 452 67378 65599
EXECUTIVES MONTHLY RATED DAILY RATED PIECE RATED BADLI CASUAL CO. TRAINEE TOTAL :
SAFETY Safety of men and Machinery has been given the highest priority in WCL . •
Tripartite safety Committee constituted at Area and head quarter levels regularly review the safety performance. •
Special Safety drives are held every month as per the calendar •
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Annual Safety Week is organized .
WELFARE ACTIVITIES & CREATION OF SOCIAL INFRASTRUCTURE
Welfare Board Welfare Board was set up in Western Coalfields Limited in 1987, the first of its kind in Coal Industry. The Welfare Board consists of 5 (five) representatives of Management and 5 (five) workers representatives, one each from the Central Trade Unions and Director (Personnel) as it's Chairman and General Manager (Welfare) as it's Secretary.
Welfare Amenities 1. Housing: Houses Available
Permanent Manpower entitled for housing
%age satisfaction
4390
39794
11.03
As on 1-4-2004
41354
70515
58.64
As on 1-4-2005
41834
68938
60.68
As on 1-4-2006
41914
67378
60.20
As on 1-4-2007
42155
65599
64.26
Period At the time of Nationalization (1-5-1973)
2. Water Supply:
Period At the time of Nationalization (1-5-1973)
Total Population Coverage
Generation Capacity MGD
45695
1.50
As on 1-4-2004
317990
17.52
As on 1-4-2005
320390
17.52
As on 1-4-2006
320790
18.03
As on 1-4-2007
321995
18.68
3. Educational Facilities (fully aided & partially aided):
Sr.No.
Particulars
At the time of Nationalization (1-5-1973)
As on 1.4.2007
1
Primary Schools
30
23
2
Middle Schools
18
20
3
Secondary.Schools
15
26
4
DAV School
--
1
5
Central Schools
--
4
6
Shishu Vidya Mandir & Other Schools
--
29
7
School Buses (run by WCL)
5
112
4. Medical Facilities: At the time of Nationalisation (1-5-1973)
As on 1.4.2007
4
11
159
710
Dispensaries
19
54
Ambulances
9
110
Total Doctors
18
203
120
614
1:250
1:93
Subject Hospital Beds
Nursing Staff/ Other Para Medical Staff Bed Ratio
5. Statutory Facilities:
Description
As on 1.4.2007
No. of Creches
--
No. of Rest Shelters
72
No. of Pit Head Baths
--
No. of Canteens
79
Banks & Extension Counters
113
WCL has recognized that Welfare of employees by improving quality of life of employees in particular and their family members in general, will help to achieve the objective of the Company. WCL, with determination, has adopted all-round Welfare Measures for employees as its mission. In order to ensure achievement of the mission, in addition to the statutory welfare measures, the company has adopted a system of formulation of Revenue Welfare Budget every year, covering the following items.
1. Medical Services 2. School & Education 3. Residential / Colony Maintenance / upkeep 4. Sports & Recreation/ Cultural Activities 5. Mahila Mandal. 6. Water supply 7. Canteen. 8. Community Development including SC/ST Plan. 9. Other Miscellaneous items / works. In order to monitor the Welfare Activities, a Welfare Board has been formulated at the Company Level, consisting of Representative from different Unions and Management. Welfare Committee on similar line are constituted at the Area Level also for proper monitoring and smooth implementation. Every year, the Welfare Activities to be undertaken are discussed by the Welfare Committee at the Area level and a budget proposal made out and sent to Headquarters. At the Company level, the same is examined and deliberated by the Welfare Board and approval accorded. Implementation of the Revenue Welfare Budget is monitored by the
Welfare Committee at the Area level and Welfare Board at Company level. WCL Welfare Board has been regularly visiting the Areas for monitoring the progress of work and whatever assistance is required, is extended to the Area. With a view to bring a competitive spirit in improving Welfare Facilities and there by attaining better quality of life, every year, competition is held in all units with participation of employees and Union Representatives. This has indeed given boost in achieving better status of Welfare Amenities and thereby alleviated quality of life of the employees.
LIMITATIONS •
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Globalization. Enlarging utilizing effectively for education and training. Absorption of new technologies by labors using education and training. Modular approaches to vocational training, which will aid multiskill, impart skills attuned to the needs of the labor market, and in consonance with the latest technology. Setting up a competency based continuing training system covering al aspects of the economy with well defined certification system covering learning, training, retraining, and assessment and accreditation opportunities with desired academic flexibility to overcome the barriers of time and distance. To expand training capacity and to provide training anything and anywhere, new delivery mechanisms such as computer based training, web based training, distance learning etc. Can be adopted which would offer flexibility in timings, pace of learning, and customization of content to serve the varying needs of the different target groups. Worker education should receive attention. Focus on developing knowledge in the areas like economy, industry, business organization and control of workers over their work.
Training is considered as a tool for HRD. Training has immense potential in transfer and utilization of latest technical known-how, leadership development, organization of people, formation of self-helpgroups, mobilization of people as well as resources, empowerment of resource-poor rural mass, entrepreneurship development, etc., which are considered essential components of HRD.
FINDINGS
TECHNIQUES TO COLLECT THE DATA. Discussions: Discussions are very much informal, spontaneous and effective tool in doing the evaluation. Discussions can be arranged with workers, supervisors, managers and executives individually or jointly. The discussions are lively since they are conducted in an informal atmosphere. Frank discussions based on trust and mutual confidence is very much useful in the area of evaluation. There is also possibility of noting down and recording the discussions. Anybody can participate in the discussions irrespective of age, cadre, experience, and others.
The study revealed some significant findings derived from the interactions among the three independent variables (technology,
structure, and organizational climate). The results partially support the effects of technology and organizational climate, and substantially support the effect of structure, on job satisfaction. As for the interactions, technology structure Interaction hypothesis was not supported, while technology-climate and structure climate interactions were partially supported. The results also showed the effects of the independent variables on job satisfaction. The interaction of technology and structure did not contribute to any significant outcome. However, in the technology and organizational climate interaction, two interaction effects were found significant for job satisfaction. The interaction of structure and organizational climate variables revealed a higher number of significant effects. In examining the effect of technology on job satisfaction, automation was found significantly predictive. Technology was indicated to have influenced employees’ when its variable, specialization, indicated higher scores along with job satisfaction. A study in determining the satisfaction level among employees of PENCH and KANHAN AREA of WCL revealed similar results where they found work technology to be positively and significantly related to job satisfaction. The findings are consistent with the literature on organization theory, citing technology as an organizational context that has great influence on organizational effectiveness. In examining the effects of structure on job satisfaction, the results showed a marked consistency in the effects of specialization, formalization and centralization on job satisfaction. Structure’s significant effect on job satisfaction was consistent. Some of the organizational-climate factors were found significantly predictive of organizational effectiveness. The significant effect of decision making on job satisfaction supports the notion that employees allowed to participate in decision making will be likely to have higher satisfaction level. The finding was also in line with the empowerment model of management, whereby a participative workplace climate is created to provide opportunity for employees in decision making the
empowerment model generally assumes that organizational performance improves when hierarchy is reduced disposes power to workers. Employees have higher job satisfaction when they are given the opportunity in some form of decision making. Employees working in highly automated plants showed higher job satisfaction level compared to those working with lower automation technology. Two factors of structure, specialization and centralization, were found significant in their interactions with organizational climate. The interactions showed the importance of work to be organized in an organization practicing high specialization and centralization.
Organization of work is important in a situation where control is with the centralized authority and work is specialized. Employees, thus, interact and communicate efficiently through a structure of welldefined rules and procedures. Specialization and decision-making climate also revealed a significant interaction on job satisfaction. Variation in job satisfaction indicated by employees of high and low specialization is depicted by the difference in means of the two levels, given less opportunity in decision making (indicated by low decision making). As employees were given more opportunity to participate in decision making, the situation changed—employees of both levels of specialization did not show any variation in job satisfaction. The findings of the current study provide some insights into plant managers on improving their technology in meeting organizational goals. Job satisfaction was found to be significantly correlated to the three organizational contexts—technology, structure, and organizational climate—denoting the presence of the three variables as organizational mechanisms that are imperative to achieving organizational effectiveness. Plant managers may consider organizational climate for better performance of their Organizations.
CONCLUSION
Because of cutting edge of competition today demands every organization, to measure its activities in terms of Effectiveness, Excellence and Efficiency (triple E). Evaluation is not one time measure. It is an ongoing process. Evaluation of training in these days is doing with the help of various sophisticated mathematical, statistical and psychometric tools. Highly developed
