COMPETANCY MAPPING OD INTERVENTION

t Tests Descriptive Statistics Descriptions t Tests Descriptive Statistics Descriptions

DEALING WITH EMOTIONS CUSTOMER DELIGHTS

MICRO-PLANNING INTERVENTION
t Tests Descriptive Statistics Descriptions t Tests Descriptive Statistics Descriptions

MULTI-SKILLING INTERVENTION

DISCUSSION RECOMMENDATIONS LIMITATIONS & DIRECTIONS FOR FUTURE RESEARCH

5. 1

A.

COMPETANCY MAPPING OD INTERVENTION OF BHILAI STEEL PLANT

Bhilai Steel Plant is entering its 55th year of existence and is achieving great results with immense contributions from its skilled manpower. Unfortunately there exists no mechanism to maintain a data base of the skills, knowledge, attitudes and other competencies of the workforce. Historically the trade test system was designed to keep a track of the knowledge and skills but over the years this has been diluted into a ritual. Hence, the SAIL Training Advisory Board (TAB) directed the steel plants to initiate competency mapping. This was taken up by Durgapur Steel Plant, Bokaro Steel Plant and Raurkela Steel Plant but covers only knowledge and skills. The scheme is still being evolved and issues of validation of mapping done in the above units are still alive. None of the plants actually test the skills before doing the mapping. At Bhilai Steel Plant, it was decided to include the learnings from the multi-skilling experience and to essentially do a skill assessment along with knowledge and attitudes. This is also an essential requirement in Quality Management System 9001:2000. The Role Efficacy aspect was studied in this Multi-skilling intervention conducted by Bhilai Steel Plant. Role Efficacy is the potential
DATA ANALYSIS RESULT & DISCUSSION

5. 2 effectiveness of a role or the psychological factors underlying role effectiveness. Parikh (2002) has outlined 10 aspects of role efficacy arranged under three dimensions:

ROLE-MAKING
Parikh (2002) describes role-making as a role-holder's active attitude towards the role as evidenced by the effort and initiative taken to go beyond the brief and make the role that one likes and believes in. He sees it as different from role-taking which is a much more passive attitude of merely responding to others' expectations. Parikh (2002) saw role-making as a function of four aspects: self-role integration, pro-activity, creativity and confrontation. Parikh saw the self and role integrating when a person occupied a role that provided him with the opportunity to use his special strengths and skills.

ROLE CENTERING
While the first dimension focuses on the individual, the second dimension focuses on the job design aspects. He saw role centering as a function of three aspects: centrality, influence and personal growth. The concept of centrality is very interesting. Parikh (2002) shares the example of how helping the gatekeeper of a hospital made him feel more central and enhanced his motivation.

DATA ANALYSIS RESULT & DISCUSSION

5. 3

ROLE LINKING
This dimension of efficacy focuses on how the role integrates into others' roles and with the larger purpose of the organisation. Role linking as a function of three aspects: inter-role linkage, helping relationship and super-ordination. The position one holds in the social system is known as role. A role is not defined without the expectations of the role sender, including the role occupier. The concept of role is vital for integration of individual within an organization. The concept of role is vital for the integration of the individual with an organization. Every organization has its own structure and goals, similarly individuals also have their own needs. All these aspects interact with each other and to some extent get integrated into role. Role is also a central concept in work motivation as it is only through this the individuals and organizations interact. The performance of the employees working in an organization depends upon various factors like own abilities, technical competences, years of experience gained, etc. as well as on the design of the role he performs. The integration in between the person and the job ensures persons effectiveness.

DATA ANALYSIS RESULT & DISCUSSION

5. 4 Personal efficacy is the potential effectiveness of a person in personal and interpersonal situations. Role efficacy is the potential effectiveness of an individual occupying a particular role in an organization. This Organizational Development intervention called Competency

mapping of Bhilai Steel Plant, in this intervention the role efficacy, and the aspects were studied. It will be noteworthy to mention that Role Efficacy being important aspects of Organizational Development has not being well researched. There are limited studies being done in this aspect of Organizational Development. This study is conducted in an organization which is world renowned for its scale and operational practices. A study of role efficacy in this organization has brought up many untouched areas which will be an interesting and informative piece of information for future researchers in this discipline. It is believed that role-efficacy improvement intervention will

strengthen and reinforce the positive behaviors and minimize and weaken negative behaviors. The study includes suggestions for improving the role-perceptions in terms of the ten dimensions of role efficacy. These suggestions are separately analyzed and discussed out for each dimension. Through training and counseling, it is possible to bring about the required change in role perceptions. Improvement in the quality of performance
DATA ANALYSIS RESULT & DISCUSSION

5. 5 is not merely mechanical functional improvement but depends on human relations and human aspect of running an organization also should be taken into account. The following table 5-1 and 5-2 depicts various aspects of role efficacy with apt statistical tools applied to deduce the conclusion:

Table 5-1:
Pre & Post Paired Samples Statistics Role Efficacy

Paired Samples Statistics

Components
1 2 3 4 5 6 7 8 9 10 11 Centrality Post Centrality Integration Post Integration Pro-activity Post Pro-activity Creativity Post Creativity Inter-Role Linkage Post Inter-Role Linkage Helping relationship Post Helping relationship Super-ordination Post Super-ordination Influence Post Influence Growth Post Growth Confrontation Post Confrontation Role Efficacy Index Mean 2.57 2.69 1.43 1.86 1.34 1.67 2.26 2.88 1.69 1.91 2.43 2.76 2.95 2.56 .88 1.27 1.53 1.22 2.59 3.87 66.16 N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 Std. Deviation Std. Error Mean .624 .647 1.771 1.826 1.578 1.627 1.360 .729 1.390 1.545 1.458 1.538 1.395 1.459 1.437 1.469 1.322 1.168 1.505 0.597 9.404 8.254 .062 .065 .177 .183 .158 .163 .136 .073 .139 .154 .146 .154 .140 .146 .144 .147 .132 .117 .150 .060 .940 .825

Post Role Efficacy Index 71.16

DATA ANALYSIS RESULT & DISCUSSION

5. 6

Table 5-2:
Pre & Post Paired Differences - Role Efficacy
Paired Differences 95% Confidence Interval of the Difference Std. Std. Error Deviation Mean .844 2.633 2.323 1.607 2.038 2.230 2.146 2.178 1.745 .084 .263 .232 .161 .204 .223 .215 .218 .174 .154 1.261

Df

Sig.
(2tailed)

Components Centrality Post Centrality Integration Post Integration

Mean

Lower Upper

-.120 -.430

-.288 -.953 -.791 -.939 -.624 -.772 -.036 -.822 -.036

.048 .093 .131 -.301 .184 .112 .816 .042 .656

-1.421 -1.633 -1.421 -3.859 -1.080 -1.480 1.818 -1.790 1.777 -8.288

99 .158 99 .106 99 .159 99 .026 99 .283 99 .142 99 .072 99 .076 99 .079 99 .034 99 .027

Pro-activity Post Pro-.330 activity Creativity Post Creativity -.620

Inter Role linkage -.220 Post Inter Role linkage Helping relationship Post Helping -.330 relationship Super-ordination .390 Post Super-ordination Influence Post Influence -.390

Growth Post Growth .310 Confrontation Post Confrontation Role Efficacy Index Post Role Efficacy Index

-1.280 1.544 -5.000 12.615

-1.586 -.974

-7.503 -2.497 -3.964

DATA ANALYSIS RESULT & DISCUSSION

5. 7 Hypothesis: Competency Mapping Intervention will have a positive impact in enhancing Role Efficacy. Test Process: Competency mapping certainly is a powerful tool to analyze the competency of an employee. Carefully drafted questionnaires were

given to the employees pre and post mapping. Regular discussions with senior Human Resource officials from Bhilai Steel Plant were done. Prior to beginning of competency mapping process in the plant a visit was made and questionnaire was handed over to the employees. They were carefully observed between the competency mapping process and regular discussion and feedback was taken from both the employees and the senior HR professionals of the plant. The questionnaires were duly filled by the employees and given back. Proper analysis with statistical tools has given the following results: From the above table 5-1 it is evident that the Role Efficacy Index in the pre-intervention stage was low (M=66.16) than the Role Efficacy Index in the post-intervention stage (M=71.16). The t-score was found to be significant (t=3.964, p=0.027) indicating that the Competency mapping Intervention had significant impact on enhancing Role Efficacy. Hence, the hypothesis stated as Competency Mapping Intervention will have a positive impact in enhancing Role Efficacy is accepted. This shows that when the employees are made aware of their competencies it results in
DATA ANALYSIS RESULT & DISCUSSION

5. 8 higher role efficacy. No Previous empirical evidence is available for this result.

Hypothesis 1
Competency mapping Intervention will lead in enhancing Centrality. From the above table 5-1 it is evident that the Centrality score in the pre-intervention stage was low (M=2.57) than the Centrality score in the post-intervention stage (M=2.69). But the t-score was found to be insignificant (t=1.421, p=0.158) indicating that the Competency

mapping Intervention had insignificant impact on Centrality aspect of Role Efficacy. Hence, the hypothesis stated as Competency mapping Intervention will lead in enhancing Centrality is rejected. No Previous empirical evidence is available for this result. The employees, irrespective of their hierarchy have been indifferent to centrality. This will lead to lower level of effectiveness in their performance in long run. If the employees do not feel that their role is important then it will lead to disinterest in work, lethargy, absenteeism, lower level of motivation and many other related symptoms which will not be a positive sign for the company. The company being one of the Maharatna company cannot afford to have this tendency in employees. The higher level management need to entrusts more confidence in them and if needed need to redraft/rephrase their job description. Also,

DATA ANALYSIS RESULT & DISCUSSION

5. 9 explaining them that their job plays a crucial role in the value chain for the company should help.

Hypothesis 2
Competency mapping Intervention will lead in enhancing Integration. From the above table 5-1 it is evident that the Integration score in the pre-intervention stage was low (M=1.43) than the Integration score in the post-intervention stage (M=1.86). But the t-score was found to be insignificant (t=1.633, p=0.106) indicating that the Competency

mapping Intervention had insignificant impact on Integration aspect of Role Efficacy. Hence, the hypothesis stated as Competency mapping Intervention will lead in enhancing Integration is rejected. No Previous empirical evidence is available for this result. The employees, irrespective of their hierarchy are indifferent to integration after competency mapping intervention. This shows that the employees of Bhilai steel Plant are not integrating their strength, experience and skills. They are just doing what is told to them. Ideally there should be positive impact of this stage is dangerous for an organization of this scale. The employees are one of the important factors of production and if they are not integrating their skills and inherent talent then they are more or less functioning like robots with no decision making and analytical skills. To be noted that the

DATA ANALYSIS RESULT & DISCUSSION

5. 10 integrated and dedicated efforts made by the employees are one of the distinguishing factors which separates an average company from an exceptional one. This point should be taken care by the Human Resource Department of the Bhilai Steel Plant.

Hypothesis 3
Competency mapping Intervention will lead in enhancing Pro-activity. From the above table 5-1 it is evident that the Pro-activity score in the pre-intervention stage was low (M=1.34) than the Pro-activity score in the post-intervention stage (M=1.67). But the t-score was found to be insignificant (t=1.421, p=0.159) indicating that the Competency

mapping Intervention had insignificant impact on Pro-activity aspect of Role Efficacy. Hence, the hypothesis stated as Competency mapping Intervention will lead in enhancing Pro-activity is rejected. No Previous empirical evidence is available for this result. It is shocking to see that Competency Mapping Intervention has insignificant impact on Pro-activity of the employees. This is an alarming stage. As per the norms there should be positive impact on the pro-activity of the employees post intervention. It is the proactive behavior among the employees which would be a key element for innovation and better practices in the company. Otherwise, the employees will follow the orders and will just do what is expected out of

DATA ANALYSIS RESULT & DISCUSSION

5. 11 them and in lack of initiatives the pace of growth can be limited. Bhilai Steel Plant should try and find out the reasons of lesser pro-activity among the people and shall provide ample opportunity to the employees so that they can be proactive. If required their job role shall be designed in such a way that it provides them enough of opportunity to apply their thoughts. It shall be noted that one extra mile is always achieved by those who are motivated to walk not those who are forced to walk. The working conditions and employee handling procedure shall also be checked and if required be amended.

Hypothesis 4
Competency mapping Intervention will lead in enhancing Creativity. From the above table 5-1 it is evident that the Creativity score in the pre-intervention stage was low (M=2.26) than the Creativity score in the post-intervention stage (M=2.88). The t-score was found to be significant (t=3.859, p=0.026) indicating that the Competency mapping Intervention had significant impact on enhancing Creativity aspect of Role Efficacy. Hence, the hypothesis stated as Competency mapping Intervention will lead in enhancing Creativity is accepted. No Previous empirical evidence is available for this result. This hypothesis is proved to be accepted and it clearly shows that the employees are not given enough of freedom. It is contradictory that the

DATA ANALYSIS RESULT & DISCUSSION

5. 12 employees are creative but not proactive. The policies of the company need to be seriously overhauled and the work environment is to be made healthy and competitive. There is no other reason that an employee is creative but not proactive. If an employee is creative then certainly the processes and performances will be cutting edge and the company will be the ultimately beneficiary of this.

Hypothesis 5
Competency mapping Intervention will lead in enhancing Inter-Role Linkage. From the above table 5-1 it is evident that the Inter-Role Linkage score in the pre-intervention stage was low (M=1.69) than the Inter-Role Linkage score in the post-intervention stage (M=1.91). But the t-score was found to be insignificant (t=1.080, p=0.283) indicating that the Competency mapping Intervention had insignificant impact on InterRole Linkage aspect of Role Efficacy. Hence, the hypothesis stated as Competency mapping Intervention will lead in enhancing Inter-Role Linkage is rejected. No Previous empirical evidence is available for this result. Organizations cannot run in isolation at any level. The theory of forming an organization is to reap the benefits joint efforts resulting in achieving economies of scale through large size observation. The pre and post

DATA ANALYSIS RESULT & DISCUSSION

5. 13 results of competency mapping on role linkage on Bhilai Steel Plant are de-motivating. If the employees do not understand the importance of coming together and understanding problems and finding solutions then role efficacy is ought to be low. For an organization like BSP where there are complex and large operational activities conducted where expertise from various technical fields are required, it is just not correct to have employees being indifferent to Inter Role Linkage.

Hypothesis 6
Competency mapping Intervention will lead in enhancing Helping relationship. From the above table 5-1 it is evident that the Helping relationship score in the pre-intervention stage was low (M=2.43) than the Helping relationship score in the post-intervention stage (M=2.76). But the tscore was found to be insignificant (t=1.480, p=0.142) indicating that the Competency mapping Intervention had insignificant impact on Helping relationship aspect of Role Efficacy. Hence, the hypothesis stated as Competency mapping Intervention will lead in enhancing Helping relationship is rejected. No Previous empirical evidence is available for this result. Above data shows that competency mapping intervention has not shown any significant impact in enhancing Helping Relationship.

DATA ANALYSIS RESULT & DISCUSSION

5. 14 Normally there should be a positive impact of competency mapping on the same. The employees do not feel that they will be extended help from others in the organization if they require any help in performing their task. This clearly shows that the confidence level among the employees for their colleagues is low. This again is a negative aspect for a strong team building. There should be deliberate attempts made to enhance peer to peer, peer to subordinate and peer to superior relationship. For a company which has thousands of employees and operating at multi location and multi work environment this tendency can come up as a hindrance in growth and performance.

Hypothesis 7
Competency mapping Intervention will lead in enhancing Superordination. From the above table 5-1 it is evident that the Super-ordination score in the pre-intervention stage was more (M=2.95) than the Super-ordination score in the post-intervention stage (M=2.56). The t-score was found to be insignificant (t=1.818, p=0.072) indicating that the Competency mapping Intervention had insignificant impact on Super-ordination aspect of Role Efficacy. Hence, the hypothesis stated as Competency mapping Intervention will lead in enhancing Super-ordination is rejected. No Previous empirical evidence is available for this result.

DATA ANALYSIS RESULT & DISCUSSION

5. 15 The sense of super-ordination shall be higher for public sector undertaking. For an organization like Bhilai Steel Plant which is a Maharatna public sector organization, having insignificant impact of competency mapping intervention on super-ordination is just not acceptable. One major motivation for people at the top to move to public sector undertaking is the opportunity to work for larger goals, which are likely to help the larger section of society. Many people have voluntarily accepted cuts in their salaries to move from the private sector to public sector at the top level, mainly because of this. Above lines clearly indicate that a public sector undertaking cannot afford to have these kind of results. Proper training and orientation at all levels is required in which the employees shall be clearly oriented about their goal or social service.

Hypothesis 8
Competency mapping Intervention will lead in enhancing Influence. From the above table 5-1 it is evident that the Influence score in the pre-intervention stage was low (M=2.43) than the Influence score in the post-intervention stage (M=2.76). But the t-score was found to be insignificant (t=1.480, p=0.142) indicating that the Competency

mapping Intervention had insignificant impact on Influence aspect of

DATA ANALYSIS RESULT & DISCUSSION

5. 16 Role Efficacy. Hence, the hypothesis stated as Competency mapping Intervention will lead in enhancing Influence is rejected. No Previous empirical evidence is available for this result. The Influence being one of the key characteristics of role efficacy has insignificant impact in pre and post competency mapping exercise. One factor that makes roles in the public sector or in civil services more efficacious is the opportunity to influence a larger section of the society. The above lines are enough to prove the importance of the feeling of influence in public sector undertakings like Bhilai Steel Plant. This is again a negative aspect of Organizational Development and the company should seriously take measures to overcome with the same. It is recommended that discretionary powers to a certain level shall be given to the employees so that they feel important and can be influential in performing their role. The degree of centralization of authorities shall be reworked and as per the requirements the decentralization shall be done.

Hypothesis 9
Competency mapping Intervention will lead in enhancing Growth. From the above table 5-1 it is evident that the Growth score in the preintervention stage was more (M=1.53) than the Growth score in the
DATA ANALYSIS RESULT & DISCUSSION

5. 17 post-intervention stage (M=1.22). The t-score was found to be insignificant (t=1.777, p=0.079) indicating that the Competency

mapping Intervention had insignificant impact on Growth aspect of Role Efficacy. Hence, the hypothesis stated as Competency mapping Intervention will lead in enhancing Growth is rejected. No Previous empirical evidence is available for this result. This means that the employees have a feeling that despite whatever is the level of their performance their growth path is rigid and fixed, this may lead to development of negative attitude towards work in performers and will also make the underperformers more lethargic. Sevier counseling for the employees is required. If this tendency becomes all pervasive then the future growth chart of the organization itself will take a dip.

Hypothesis 10
Competency mapping Intervention will lead in enhancing Confrontation handling. From the above table 5-1 it is evident that the Confrontation score in the pre-intervention stage was low (M=2.59) than the Confrontation score in the post-intervention stage (M=3.87). The t-score was found to be significant (t=8.288, p=0.034) indicating that the Competency mapping Intervention had significant impact on enhancing

DATA ANALYSIS RESULT & DISCUSSION

5. 18 Confrontation handling aspect of Role Efficacy. Hence, the hypothesis stated as Competency mapping Intervention will lead in enhancing Confrontation handling is accepted. No Previous empirical evidence is available for this result. This dimension measures the perception of the employees about their capacity to solve problems. It is somewhat similar to assertiveness of the employee about his ability to solve a problem. A positive outcome of this dimension indicated that the employees are at least confident about their caliber to perform the task and have confidence in coming out of the problems during the course of work. This is due to the fact that

the systems and processes in Bhilai Steel Plant is so closely interknitted that without doing one aspect of the job reaching to the next aspect is not possible. If there are employees who are not able to perform, they can be given individual counseling and technical training so that they can overcome with the problem.

DATA ANALYSIS RESULT & DISCUSSION

5. 19

Table 5-3: Pre & Post Evaluation of Outcomes & Effectiveness

S.no. 1 2 3 4 5 6 7 8 9 10 11 Components Centrality Integration Proactivity Creativity Inter-Role Linkage Helping relationship Super-ordination Influence Growth Confrontation Role Efficacy Index Pre 2.57 1.43 1.34 2.26 1.69 2.43 2.95 0.88 1.53 2.59 66.2 Post 2.69 1.86 1.67 2.88 1.91 2.76 2.56 1.27 1.22 3.87 71.2

Graphical Presentation of Outcomes & Effectiveness of Competency Mapping Intervention Role Efficacy

DATA ANALYSIS RESULT & DISCUSSION

5. 20

B.

DEALING WITH EMOTIONS CUSTOMERS DELIGHT

CUSTOMER

DELIGHT

IN-SERVICES

REMOTE

AND

PERSONAL INTERVENTION
The telecommunication department plays a vital role for the efficient communication inside the shop floor. It also facilitates the

communication facilities from the plant to township and in the township itself. Besides that, it also helps all the individuals in Bhilai Steel Plant to be in contact with the outside world. Thinking on these lines the department had interacted with the Human Resources Department personnel and the team came up with this intervention named CUSTOMER DELIGHT IN SERVICES remote and personals to help the front line services personnel and operators in presenting a pleasant and pro-active face of the organization enhancing their professional effectiveness. Operators/Telephone attendants on telephone service portals, Field staff, domestic repairmen and supervisors who deal directly with the customers either over telephone or directly in person are the people who were considered to be benefited by the administration of this intervention.

DATA ANALYSIS RESULT & DISCUSSION

5. 21

Rumination
When we sit alone or day dream and recall our miseries, misfortunes, failures, or bad experiences with several people, it is called rumination. When people sit in groups and talk about past miseries or current disappointments is also rumination. Rumination is dysfunctional and damaging. Rumination makes the situations worse, when the human beings are under stress. Psychologist call this process as rumination, the usual meaning of the word being chewing the cud. Cattle, goats, sheep chew the cud, not a very appealing image when human beings bring in their old bitter experiences or thought process and talk or get depressed, this process is known as rumination. Rumination combined with pessimistic explanatory style leads to severe depression. The more the human beings ruminate; more the feeling of helplessness arises.

Flow
Flow is the opposite of rumination. Mihaly (1996) proposed the concept of Flow as deep involvement in positive activity and thought, the joy that one individual gets in recollection of good and positive experiences, or in activities demanding high involvement. According to Mihaly C, flow exists in the present, and it is possible to flow while engaged in any activity. Researchers are trying to find out the components useful in
DATA ANALYSIS RESULT & DISCUSSION

5. 22 enhancing flow, like, focus attention, relaxing, training for flow through meditation, dance classes, music etc. Thus flow means positive thinking, recalling pleasant experiences, pleasant day dreams and involvement in activities that one enjoys.

Table 5-4: DEALING WITH EMOTIONS CUSTOMERS DELIGHT

Paired Samples Statistics Components Rumination Post Rumination Flow score Post Flow score Mean 49.70 49.37 51.21 55.27 N 50 50 50 50 Std. Deviation 10.500 11.297 12.980 10.827 Std. Error Mean 1.485 1.598 1.836 1.531

Table 5-5: DEALING WITH EMOTIONS CUSTOMERS DELIGHT

Paired Samples Test Paired Differences 95% Confidence Interval of the Difference Mean Std. Std. Error Deviation Mean Lower Upper

Df

Sig. (2tailed)

Rumination- Post Rumination Flow Score Post Flow score

.334

6.194

.876

-1.426

2.094

.381

49

.705

-4.059

10.082

1.426

-6.924

-1.194

-2.847

49

.006

DATA ANALYSIS RESULT & DISCUSSION

5. 23 Hypothesis: Customers Delight Intervention in services will have a positive impact in Dealing with Emotions (Rumination and Flow).

Test Process:
Customers Delight in services was an intervention designed by the Human Resources Development Department as a part of their Organizational Development Intervention. Carefully drafted

questionnaires were given to the 50 employees pre and post analysis. Discussions were regularly held with senior officials from the HRD and OD Departments of Bhilai Steel Plant. Prior to beginning of Customers Delight In services intervention, visits were made and questionnaire was handed over to the employees. They were carefully observed during the intervention and regular discussion and feedback was taken from both the employees and the senior HR& OD professionals of the plant. The questionnaires were duly filled by the employees and given back. Proper analysis with statistical tools have given the following results:

Hypothesis 1
Customers Delight Intervention in services will have a positive impact in Dealing with Emotion by reducing Rumination. Customers Delight in Services Remote & Personal, the main focus was strengthening the telephones and communication Department, with a focus in enhancing internal communication services within the plant.
DATA ANALYSIS RESULT & DISCUSSION

5. 24 An attempt was made to study the rumination aspect, whether they was any change in the attitudes of the employees pertaining to rumination. From the above table 5-4 it is evident that the rumination score in the pre-intervention stage was more (M=49.70) than the rumination score in the post-intervention stage (M=49.37). But the t-score was found to be insignificant (t=0.381, p=0.705) indicating that the customer delight intervention had no significant impact on the Rumination aspect of Dealing with Emotion. Hence, the hypothesis stated as Customers Delight Intervention in services will have a positive impact in Dealing with Emotion by reducing Rumination is rejected. No Previous empirical evidence is available for this result. The HRD& OD Department has to take measures in reducing rumination in the telephones & communication department, if this level continues more time will be wasted in discussing unpleasant past experiences and more time will be spent on past issues rather than gearing up for future challenges and services.

Hypothesis 2
Customers Delight Intervention in services will have a positive impact in Dealing with Emotion by increasing Flow. This OD Intervention has yielded a very positive impact on flow as Mihaly (1996) has proposed the concept, and states that flow is the
DATA ANALYSIS RESULT & DISCUSSION

5. 25 deep involvement in positive activity and thought one gets in recollection of good and positive experiences or in activities demanding high involvement. From the above table 5-4 it is evident that the Flow score in the preintervention stage was less (M=51.21) than the Flow score in the postintervention stage (M=55.27). The t-score was found to be significant (t=2.847, p=0.006) indicating that the customer delight intervention had significant impact on the flow aspect of Dealing with Emotion. Hence, the hypothesis stated as Customers Delight Intervention in services will have a positive impact in Dealing with Emotion by increasing Flow is accepted. Thus the obtained results are in line with the study conducted in this area. This aspect of flow in the department has been increased after the conduction of the said intervention; it is clear from the flow score of the pre intervention and the post intervention. Studies have shown that Flow is an innately positive experience; it is known to "produce intense feelings of enjoyment". It is also a positive force because it allows for optimal performance and skill development. Flow has a strong, documented correlation with performance

enhancement. Researchers have found that achieving a flow state is positively correlated with optimal performance in the fields of artistic and scientific creativity (Sawyer, 1992), teaching (Cskszentmihlyi,
DATA ANALYSIS RESULT & DISCUSSION

5. 26 1996), learning (Cskszentmihlyi et al., 1993), and sports (Jackson, Thomas, Marsh, & Smethurst, 2002; Stein, Kimiecik, Daniels, & Jackson, 1995). Flow also has a strong correlation with the further development of skills and personal growth. When one is in a flow state, he or she is working to master the activity at hand. To maintain that flow state, one must seek increasingly greater challenges. Attempting these new, difficult challenges stretches one's skills. One emerges from such a flow experience with a bit of personal growth and great "feelings of competence and efficacy". Further, flow is positively correlated with a higher subsequent motivation to perform and to perform well. This clearly indicates that the HRD & OD department was successful in enhancing the flow factor amongst employees through Customers Delight in Services Remote & Personal OD Intervention.

DATA ANALYSIS RESULT & DISCUSSION

5. 27

DEALING WITH EMOTIONS CUSTOMERS DELIGHT Table 5-6:

S.N Components

Pre 49.7

Post 49.37

1 2

Rumination Flow score

51.21 55.27

Graphical Presentation of Outcomes & Effectiveness of Customers Delight In Services Intervention Rumination Analysis

DATA ANALYSIS RESULT & DISCUSSION

5. 28

C.

MICRO-PLANNING INTERVENTION

In 1998, Steel Authority of India Ltd. (SAIL) took the decision to appoint British Steel Consultants Limited to carry out a review of its training procedures associated with Human Resources Development Systems, to suggest ways in which these should be developed with a view to upgrading the quality of the output, and to assist SAIL in the early application of the upgrading process. During the review the study team identified a major weakness in terms of Micro planning amongst all levels of SAIL executives. This weakness was, at that time, significantly affecting work efficiency in terms of output, quality, costs and the effective utilization of materials, machines, men, money and time. Then micro-planning was

reintroduced.

ORGANISATIONAL LEARNING
Organizational learning is the process by which an organization gains new knowledge about its environment, goals, and processes. Herbert Simon (1997) posits three ways in which organizations learn: (1) individuals within the organization learn some new fact or procedure, (2) the organization ingests outsiders with knowledge not already in the organization, and (3) the organization incorporates new knowledge into

DATA ANALYSIS RESULT & DISCUSSION

5. 29 its files and computer systems. As broader organizations, governments and policy-making communities also learn. Smith (2001)

Argyris (1977) defines organization learning as the process of detection and correction of errors.

Argyris (1992) distinguishes between two kinds of organizational learning: single-loop and double-loop learning. Single-loop

learning occurs when a mismatch between the intended and actual outcomes of an organizational activity occurs and is corrected without questioning the assumptions or values that gave rise to the actions and their expected outcome.

Huber(1991) considers four constructs as integrally linked to organizational distribution, memory learning: information Knowledge acquisition, and information

interpretation,

organizational

Weick (1991) argues that the defining property of learning is the combination of the same stimulus and different responses, however it is rare in organizations meaning either organizations dont learn or that organizations learn but in nontraditional ways.

DATA ANALYSIS RESULT & DISCUSSION

5. 30

Table 5-7: ORGANIZATION LEARNING DIAGNOSTICS MICRO-PLANNING

Paired Samples Statistics S.N 1 Components Innovation Post Innovation Implementation Post Implementation Stabilization Post Stabilization Experimentation Post Experimentation Mutuality Post Mutuality Planning Post Planning Temporary Systems Post Temporary Competency Building Post Competency Building Mean 62.94 72.09 66.64 73.71 52.06 58.69 62.95 72.48 62.29 70.08 61.35 69.58 63.04 70.04 61.54 72.50 n 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 Std. Deviation 9.742 7.696 11.101 7.724 9.245 6.384 8.396 6.920 8.564 6.375 9.856 6.964 12.544 7.961 10.135 8.684 Std. Error Mean .974 .770 1.110 .772 .924 .638 .840 .692 .856 .638 .986 .696 1.254 .796 1.013 .868

DATA ANALYSIS RESULT & DISCUSSION

5. 31

Table 5-8:
Paired Samples Test Paired Differences
Components
Mean Innovation Post Innovation -9.156 Std. Deviation 6.332 7.864 6.813 4.414 5.631 6.893 9.783 95% Interval Difference Std. Error Lower Mean .633 .786 .681 .441 .563 .689 .978 .674 -10.413 -8.632 -7.977 -10.399 -8.909 -9.593 -8.941 -12.296 Confidence of the Upper -7.900 -5.511 -5.273 -8.647 -6.674 -6.857 -5.059 -9.620 -14.459 99 .036 -8.992 -9.724 99 .033 99 .027 t Df Sig. (2tailed)

Implementation -7.071 Post Implementation Stabilization Post Stabilization -6.625

Experimentation -9.523 Post Experimentation Mutuality Post Mutuality Planning Post Planning -7.792 -8.225

-21.575 99 .024 -13.837 99 .033 -11.933 99 .037 -7.155 99 .028

Temporary Systems -7.000 Post Temporary

Competency Building Post Competency -10.958 6.743 Building

-16.250 99 .039

Hypothesis: Micro Planning Intervention will have a positive impact in enhancing Organisational Learning.

Test Process:
Micro-planning was an intervention designed by the British Steel and they were appointed as consultant with Steel Authority of India Limited (SAIL), so the Human Resources Development Department as a part of

their Organizational Development Intervention has introduced microplanning as an Organizational Development intervention in Bhilai Steel Plant. Carefully drafted questionnaires were given to the 100 employees pre and post analysis. Discussions were regularly held with senior
DATA ANALYSIS RESULT & DISCUSSION

5. 32 officials from the HRD and OD Departments of Bhilai Steel Plant. Prior to beginning of Micro-planning intervention, visits were made and questionnaire was handed over to the employees. They were carefully observed during the intervention and regular discussion and feedback was taken from both the employees and the senior HR& OD professionals of the plant. The questionnaires were duly filled by the employees and given back. Proper analysis with statistical tools has given the following results:

Hypothesis 1
Micro Planning Intervention will lead to enhancement of Innovation phases of Organisational Learning. Micro-planning intervention were implemented as a part of

Organizational Development intervention, was implemented and while analyzing the component of innovation phases it is clearly evident from the analysis this intervention has helped the plant for enhancing innovation. As for innovation, learning may occur at the individual, group, organization and industry levels. As new outputs, innovations may come from new knowledge as well as from the combination of existing knowledge to create architectural innovations (Henderson & Clarke 1990) using combinative capabilities (Kogut & Zander 1992) Radical

DATA ANALYSIS RESULT & DISCUSSION

5. 33 and incremental innovations refer to high and low degrees of new knowledge (Dutton 2003), involving high and low degrees of

organizational transformation. From the above table 5-7, it is evident that the Innovation score in the pre-intervention stage was low (M=62.94) than the Innovation score in the post-intervention stage (M=72.09). The t-score was found to be significant (t=14.459, p=0.036) indicating that the Micro Planning Intervention had significant impact in enhancing the Innovation aspect of Organisational Learning. Hence, the hypothesis stated as Micro Planning Intervention will lead to enhancement of Innovation phases of Organisation Learning is accepted. Thus, the obtained results are in line with the study already conducted in this area.

Hypothesis 2
Micro Planning Intervention will lead to enhancement of Implementation phases of Organisational Learning. For success of any plan or intervention its a must that it has to be implemented properly. After conduction of the said intervention it was evident from the results, that Bhilai Steel Plant is benefitted by this intervention as it has enhanced the implementation phases. From the above table 5-7 it is evident that the Implementation score in the pre-intervention stage was low (M=66.64) than the Implementation
DATA ANALYSIS RESULT & DISCUSSION

5. 34 score in the post-intervention stage (M=73.71). The t-score was found to be significant (t=8.992, p=0.033) indicating that the Micro Planning Intervention had significant impact in enhancing the Implementation aspect of Organisational Learning. Hence, the hypothesis stated as Micro Planning Intervention will lead to enhancement of

Implementation phases of Organization Learning is accepted. No Previous empirical evidence is available for this result.

Hypothesis 3
Micro Planning Intervention will lead to enhancement of Stabilization phases of Organisational Learning. The stabilization phases were enhanced, which included top

management support, effective leadership styles, sharing of experiences, effective training and encouragement to innovation and

experimentation. From the above table 5-7, it is evident that the Stabilization score in the pre-intervention stage was low (M=52.06) than the Stabilization score in the post-intervention stage (M=58.69). The t-score was found to be significant (t=9.724, p=0.027) indicating that the Micro Planning Intervention had significant impact in enhancing the Stabilization aspect of Organisational Learning. Hence, the hypothesis stated as Micro Planning Intervention will lead to enhancement of Stabilization

DATA ANALYSIS RESULT & DISCUSSION

5. 35 phases of Organization Learning is accepted. No Previous empirical evidence is available for this result.

Hypothesis 4
Micro Planning Intervention will lead to enhancement of

Experimentation mechanisms of Organisational Learning. Bhilai Steel Plant had developed flexibility, and a positive attitude towards experimentation and always trying out new ways to deal with issues and problems. From the analysis of the data it is clear that the micro-planning intervention has helped to enhance experimentation mechanisms of Organizational Learning. From the above table 5-7, it is evident that the Experimentation score in the pre-intervention stage was low (M=62.95) than the Experimentation score in the post-intervention stage (M=72.48). The t-score was found to be significant (t=21.575, p=0.024) indicating that the Micro Planning Intervention had significant impact in enhancing the Experimentation aspect of Organisational Learning. Hence, the hypothesis stated as Micro Planning Intervention will lead to enhancement of

Experimentation mechanisms of Organization Learning is accepted. No Previous empirical evidence is available for this result.

DATA ANALYSIS RESULT & DISCUSSION

5. 36

Hypothesis 5
Micro Planning Intervention will lead to enhancement of Mutuality mechanisms of Organisational Learning. From the research it was clear that the total work force worked with mutual support, mutual respect, learning from one another,

collaborative work and effective teams to solve problems. Tables 5-7 & 5-8 above states that the Mutuality score in the preintervention stage was low (M=62.29) than the Mutuality score in the post-intervention stage (M=70.08). The t-score was found to be significant (t=13.837, p=0.033) indicating that the Micro Planning Intervention had significant impact in enhancing the Mutuality aspect of Organisational Learning. Hence, the hypothesis stated as Micro Planning Intervention will lead to enhancement of Mutuality

mechanisms of Organization Learning is accepted. No Previous empirical evidence is available for this result.

Hypothesis 6
Micro Planning Intervention will lead to enhancement of planning mechanisms of Organisational Learning. From the above tables 5-7 & 5-8, it is evident that the Planning score in the pre-intervention stage was low (M=61.35) than the Planning score in the post-intervention stage (M=69.58). The t-score was found to be
DATA ANALYSIS RESULT & DISCUSSION

5. 37 significant (t=11.933, p=0.037) indicating that the Micro Planning Intervention had significant impact in enhancing the Planning aspect of Organisational Learning. Hence, the hypothesis stated as Micro Planning Intervention will lead to enhancement of planning

mechanisms of Organization Learning is accepted. No Previous empirical evidence is available for this result.

Hypothesis 7
Micro Planning Intervention will lead to enhancement of Temporary Systems mechanisms of Organisational Learning. It was evident after the study that temporary systems such as task groups or task forces, project groups, and problem identification teams are present in Bhilai Steel Plant to generate ideas and take speedy actions. From the above tables 5-7 & 5-8, it is evident that the Temporary Systems score in the pre-intervention stage was low (M=63.04) than the Temporary Systems score in the post-intervention stage (M=70.04). The t-score was found to be significant (t=7.155, p=0.028) indicating that the Micro Planning Intervention had significant impact in enhancing the Temporary Systems aspect of Organisational Learning. Hence, the hypothesis stated as Micro Planning Intervention will lead to enhancement of Temporary Systems mechanisms of Organisational

DATA ANALYSIS RESULT & DISCUSSION

5. 38 Learning is accepted. No Previous empirical evidence is available for this result.

Hypothesis 8
Micro Planning Intervention will lead to enhancement of Competency Building mechanisms of Organisational Learning. The HRD Department of Bhilai Steel Plant was successful in building human resources that can be used when there is an urgency, and from competency mapping intervention, the plant was successful in creating it. From the above table 5-7, it is evident that the Competency Building score in the pre-intervention stage was low (M=61.54) than the Competency Building score in the post-intervention stage (M=72.50). The t-score was found to be significant (t=16.250, p=0.039) indicating that the Micro Planning Intervention had significant impact in enhancing the Competency Building aspect of Organisational Learning. Hence, the hypothesis stated as Micro Planning Intervention will lead to enhancement of Competency Building mechanisms of Organisational Learning is accepted. No Previous empirical evidence is available for this result.

DATA ANALYSIS RESULT & DISCUSSION

5. 39

Table 5-9: ORGANIZATION LEARNING DIAGNOSTICS MICRO-PLANNING

Components
1 Innovation Pre 62.94 66.64 52.06 62.95 62.29 61.35 63.04 61.54 Post 72.09 73.71 58.69 72.48 70.08 69.58 70.04 72.5

2 Implementation 3 Stabilization 4 Experimentation 5 Mutuality 6 Planning 7 8 Temporary Systems Competency Building

Graphical Presentation of Outcomes & Effectiveness of Microplanning Intervention Organizational Learning Diagnostics

DATA ANALYSIS RESULT & DISCUSSION

5. 40

D.

MULTI-SKILLING

INTERVENTION

Bhilai Steel Plant had administered this intervention to equip employees with other related skills to ensure flexible working and facilitating rightsizing of manpower. The guiding factor for this interventionme is a proactive identification of the organizational need. The directives for management of manpower are as indicated below:M.O.U. with government SAIL Manpower by 31-03-2007 BSP Manpower by 31-03-2007 - 1, 00,000 - 30,000

In addition, the employee growth related issues also present a need for this intervention. Large pools of the workmen collective have been stagnant for quite some time. Now to give growth, it needs to be linked to learning of new skills, job enlargement by way of additional responsibility and utilization. In the normal course of development, a person experiences natural situations that enable them to practice physical and behavioral skills. A persons art and imaginative expression can help to create steps or platforms from which one can explore and adapt to new conditions and cope with changes in personal and social environments. The word coping has been used to denote the way of dealing with stress. It is an effort to master conditions of harm, threat or challenge when a routine

DATA ANALYSIS RESULT & DISCUSSION

5. 41 or automatic response is not readily available (Lazarus 1971; Pestonjee 1997). Various investigators have pursued two different approaches to the study of coping. Some researchers have emphasized general coping traits, styles or dispositions (Byrne 1964; Goldstein 1973), while some other investigators have preferred to study active ongoing strategies in particular stress situations (Cohen and Lazarus 1973; Katz et al.. 1970). Some psychologists have identified two major ways in which people cope with stress. In the first approach, a person may decide to suffer or deny the experienced stress, that is, the passive approach. On the other hand, a person may decide to face the realities of experienced stress and clarify the problem through negotiations with other members, the active approach (Pareek 1983a). In multi-skilling intervention the role stress levels of employees were studied. Stress has become the most important factor influencing individual efficacy and satisfaction in modern day occupational settings. The employees of Bhilai Steel Plant were administered Organisational Role Stress Scale by Pareek (1981) in order to assess the level of stress experienced by them.

DATA ANALYSIS RESULT & DISCUSSION

5. 42

ROLE
Role is the position one occupies in an organization or in a social system, and is defined by the functions one performs in response to the expectations of the significant member of the system. The concept of role is vital for the integration of the individual within the organization. The organization has its own goals and structure. An organization can be defined as a system of roles. Each employee in an organization occupies and plays several roles. The concept of role go beyond the individual job holder, and indicates the need to involve others of different hierarchies in defining role requirements. The focus on roles can be useful in planning organizational effectiveness. Herzberg (1968) drew attention to the need for humanizing jobs and giving more dignity to them.

DATA ANALYSIS RESULT & DISCUSSION

5. 43

Table 5-10: MULTI-SKILLING ROLE STRESS

Paired Samples Statistics Components
Pair 1 Inter-Role Distance Post Inter-Role Distance Pair 2 Role Stagnation Post Role Stagnation Pair 3 Role Expectation Conflict Post Role Expectation Conflict Pair 4 Role Erosion Post Role Erosion Pair 5 Role Overload Post Role Overload Pair 6 Role isolation Post Role isolation Pair 7 Personal inadequacy Post Personal inadequacy Pair 8 Self-role Distance Post Self-role Distance Pair 9 Role Ambiguity Post Role Ambiguity Pair 10 Role Inadequacy Post Role Inadequacy Mean 4.76 3.98 4.55 2.62 5.09 4.21 5.84 4.73 4.37 3.46 5.20 4.34 5.24 4.34 4.85 4.59 4.32 3.89 3.96 3.05 n 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 Std. Deviation Std. Error Mean 1.372 1.537 1.336 1.270 1.371 1.641 1.489 1.607 1.600 1.560 1.146 1.281 1.074 1.265 1.351 1.422 1.188 1.490 1.456 1.598 .137 .154 .134 .127 .137 .164 .149 .161 .160 .156 .115 .128 .107 .127 .135 .142 .119 .149 .146 .160

DATA ANALYSIS RESULT & DISCUSSION

5. 44

Table 5-11:
Paired Samples Test Paired Differences Components Mean Inter-Role Distance Post Inter-Role Distance 95% Confidence Interval of the Difference Std. Std. Error Lower Upper Deviation Mean .883 .088 .605 .955 8.835 99 .036 t Df Sig. (2tailed)

.780

Role Stagnation 1.930 Post Role Stagnation Role Expectation Conflict Post Role Expectation Conflict Role Erosion Post Role Erosion Role Overload Post Role Overload Role isolation Post Role isolation Personal inadequacy Post Personal inadequacy Self-role Distance Post Self-role Distance Role Ambiguity Post Role Ambiguity

1.217

.122

1.689

2.171

15.865 99

.038

.880

.820

.082

.717

1.043

10.732 99

.026

1.110 .910 .860 .900

.709 .842 .569 .674

.071 .084 .057 .067

.969 .743 .747 .766

1.251 1.077 .973 1.034

15.652 99 10.807 99 15.117 99 13.349 99

.040 .030 .024 .037

.260

.630

.063

.135

.385

4.130

99

.028

.430

.728

.073

.285

.575

5.904

99

.021

Role Inadequacy .910 Post Role Inadequacy

.753

.075

.761

1.059

12.079 99

.018

DATA ANALYSIS RESULT & DISCUSSION

5. 45 Hypothesis: Multi skilling Intervention will have a positive impact in reducing Role Stress.

Test Process:
Multi-skilling intervention of Bhilai Steel Plant is certainly a powerful tool to reduce Role Stress amongst employees. Carefully drafted

questionnaires were given to the employees pre and post mapping. Regular discussions with senior Human Resource officials from Bhilai Steel Plant were done. Prior to beginning of Multi Skilling Intervention in the plant a visit was made and questionnaire was handed over to the 100 employees. They were carefully observed between the intervention

and regular discussion and feedback was taken from both the employees and the senior HR professionals of the plant. The questionnaires were duly filled by the employees and given back. Proper analysis with statistical tools have given the following results:

Hypothesis1
Multi skilling Intervention will lead in reducing Inter-role distance. The analysis give a clear cut indication that the Inter role distance was reduced, and this has helped Bhilai Steel plant in reducing the conflict arising within the employee and the expectations of the role, as perceived by the employee. These conflicts are fairly common, but reducing them will help in role stress reduction.
DATA ANALYSIS RESULT & DISCUSSION

5. 46 From the above tables 5-10 & 5-11, it is evident that the Inter-role distance score in the pre-intervention stage was more (M=4.76) than the Inter-role distance score in the post-intervention stage (M=3.98). The tscore was found to be significant (t=8.835, p=0.036) indicating that the Multi skilling Intervention had significant impact in reducing the Interrole distance aspect of Role Stress. Hence, the hypothesis stated as Multi skilling Intervention will lead in reducing Inter-role distance is accepted. No Previous empirical evidence is available for this result.

Hypothesis2
Multi skilling Intervention will lead in reducing Role stagnation. This Organizational Development Intervention has yielded expected results in reducing role stagnation. As the employees of Bhilai Steel Plant grows older, employee also grows in the role that he occupies in the organization. When the time of promotions come and the employee is promoted to the higher level, for taking up the new responsibility, the role stress level will be less. This intervention has helped the employees for reducing the role stagnation. From the above table 5-10, it is evident that the Role stagnation score in the pre-intervention stage was more (M=4.55) than the Role stagnation score in the post-intervention stage (M=2.62). The t-score was found to be significant (t=15.865, p=0.038) indicating that the

DATA ANALYSIS RESULT & DISCUSSION

5. 47 Multi skilling Intervention had significant impact in reducing the Role stagnation aspect of Role Stress. Hence, the hypothesis stated as Multi skilling Intervention will lead in reducing Role stagnation is accepted. No Previous empirical evidence is available for this result.

Hypothesis3
Multi skilling Intervention will lead in reducing Role Expectation Conflict. As Bhilai Steel Plant is a Maharatna Company the expectation of the management will also be very high and this plant is a frontrunner in nearly all the areas, whether related to employees welfare, or societal obligations. But for this definitely the expectations will be very high from the employees and will definitely increase the stress level , but this intervention of multi-skilling has reduced this level this clearly will have a impact on reducing conflicting expectations from Superiors,

subordinates and peers. From the above table 5-10, it is evident that the Role Expectation Conflict score in the pre-intervention stage was more (M= 5.09) than the Role Expectation Conflict score in the post-intervention stage (M=4.21). The t-score was found to be significant (t=10.732, p=0.026) indicating that the Multi skilling Intervention had significant impact in reducing the Role Expectation Conflict aspect of Role Stress. Hence, the

DATA ANALYSIS RESULT & DISCUSSION

5. 48 hypothesis stated as Multi skilling Intervention will lead in reducing Role Expectation Conflict is accepted. No Previous empirical evidence is available for this result.

Hypothesis 4
Multi skilling Intervention will lead in reducing Role Erosion. Multi-skilling intervention has reduced the feelings of the employees of their subjective feeling that some important expectations that the employee had from a role are shared by other employees role in the role set. As it is very clear that Bhilai Steel Plant is on an expansion plan and new role are coming up, and role erosion is likely to be experienced by an organization that is redefining its role and creating new roles. This reduction in role erosion feeling will help the plant in generating a feeling the importance and validity of each job. From the above tables 5-10 & 5-11, it is evident that the Role Erosion score in the pre-intervention stage was more (M= 5.84) than the Role Erosion score in the post-intervention stage (M=4.73). The t-score was found to be significant (t=15.652, p=0.040) indicating that the Multi skilling Intervention had significant impact in reducing the Role Erosion aspect of Role Stress. Hence, the hypothesis stated as Multi skilling Intervention will lead in reducing Role Erosion is accepted.

DATA ANALYSIS RESULT & DISCUSSION

5. 49

Hypothesis 5
Multi skilling Intervention will lead in reducing Role Overload. Its a coming feeling among all categories of employees that they are overloaded, but this multi-skilling intervention has made an impact in reducing role overload. This happens when the employee feels that there are too many expectations from the significant others in his role set, the employee experiences role overload. Most of the employees in the supervisory or the administrative cadre experience role overload. Role over is more likely to happen where role occupants experience lack of power, where there are large variations in the expected output, and when delegation or assistance cannot procure more time. So, Bhilai Steel Plant has managed to improve upon all these parameters very effectively and efficiently through this multi-skilling intervention. From the above tables 5-10 & 5-11, it is evident that the Role Overload score in the pre-intervention stage was more (M= 4.37) than the Role Overload score in the post-intervention stage (M=3.46). The t-score was found to be significant (t=10.807, p=0.030) indicating that the Multi skilling Intervention had significant impact in reducing the Role Overload aspect of Role Stress. Hence, the hypothesis stated as Multi skilling Intervention will lead in reducing Role Overload is accepted. No Previous empirical evidence is available for this result.

DATA ANALYSIS RESULT & DISCUSSION

5. 50

Hypothesis 6
Multi skilling Intervention will lead in reducing Role Isolation. As Bhilai Steel Plant is a huge steel making unit with nearly 30,000 employees, then it become inevitable that the employee in a role set, the employee may feel that certain roles are psychologically and logically closer to the employee, while others are at a much greater distance .The main criterion of distance is the frequency of interaction and the ease of interaction. When linkages are strong, the isolation will be low. So by conducing this intervention Bhilai Steel Plant managed to reduce role isolation. From the above tables 5-10, it is evident that the Role Isolation score in the pre-intervention stage was more (M= 5.20) than the Role Isolation score in the post-intervention stage (M=4.34). The t-score was found to be significant (t=15.117, p=0.024) indicating that the Multi skilling Intervention had significant impact in reducing the Role Isolation aspect of Role Stress. Hence, the hypothesis stated as Multi skilling Intervention will lead in reducing Role Isolation is accepted. No Previous empirical evidence is available for this result.

DATA ANALYSIS RESULT & DISCUSSION

5. 51

Hypothesis 7
Multi skilling Intervention will lead in reducing Personal Inadequacy. When the employee feels that he does not have enough knowledge, skills or training to undertake the role effectively, or when the employee feels that he had no time to prepare for the assigned role he may experience stress. But Bhilai Steel Plant HRD wing was strong in imparting effective training and the result clearly shows that multiskilling intervention has helped in reducing Personal Inadequacy. From the above tables 5-10 & 5-11, it is evident that the Personal Inadequacy score in the pre-intervention stage was more (M=5.24) than the Personal Inadequacy score in the post-intervention stage (M=4.34). The t-score was found to be significant (t=13.349, p=0.037) indicating that the Multi skilling Intervention had significant impact in reducing the Personal Inadequacy aspect of Role Stress. Hence, the hypothesis stated as Multi skilling Intervention will lead in reducing Personal Inadequacy is accepted. No Previous empirical evidence is available for this result.

Hypothesis 8
Multi skilling Intervention will lead in reducing Self-Role Distance. This aspect is again a self perception of the employee and this arises out of the conflict between self-concept and the expectations from the
DATA ANALYSIS RESULT & DISCUSSION

5. 52 role, as perceived by the role occupant. In this state the employee feels stressed, but multi-skilling intervention played an effective role in reducing self role distance and this will help the employees to concentrate more in efficiently performing their role, than remaining stressed. From the above tables 5-10 & 5-11, it is evident that the Self-Role Distance score in the pre-intervention stage was more (M=4.85) than the Self-Role Distance score in the post-intervention stage (M=4.59). The t-score was found to be significant (t=4.130, p=0.028) indicating that the Multi skilling Intervention had significant impact in reducing the Self-Role Distance aspect of Role Stress. Hence, the hypothesis stated as Multi skilling Intervention will lead in reducing Self-Role Distance is accepted. No Previous empirical evidence is available for this result.

Hypothesis 9
Multi skilling Intervention will lead in reducing Role Ambiguity. When an employee is not clear about the various expectations the superiors have from him from his roles the employee faces role ambiguity. Role ambiguity may be due to lack of information available to the role occupant, or his lack of understanding of the cues available to the employee. This ambiguity may be in relation to activities,

DATA ANALYSIS RESULT & DISCUSSION

5. 53 responsibilities, priorities, norms or general expectations. This study at Bhilai Steel Plant clearly shows that Multi-skilling intervention had played a very significant role in reducing role ambiguity of employees in the Plant. From the above tables 5-10 & 5-11, it is evident that the Role Ambiguity score in the pre-intervention stage was more (M=4.32) than the Role Ambiguity score in the post-intervention stage (M=3.89). The t-score was found to be significant (t=5.904, p=0.021) indicating that the Multi skilling Intervention had significant impact in reducing the Role Ambiguity aspect of Role Stress. Hence, the hypothesis stated as Multi skilling Intervention will lead in reducing Role Ambiguity is accepted. No Previous empirical evidence is available for this result.

Hypothesis 10
Multi skilling Intervention will lead in reducing Role Inadequacy. Multi skilling intervention has helped in helping employees to shed of their fear pertaining to lack of knowledge, skill or training for undertaking the job, and this also shows that Bhilai Steel Plant helps the employees to give better performance by providing information, facilities and other resources for performing the role efficiently and this has helped the Plant in reducing role inadequacy.

DATA ANALYSIS RESULT & DISCUSSION

5. 54 From the above tables 5-10 & 5-11, it is evident that the Role Inadequacy score in the pre-intervention stage was more (M=3.96) than the Role Inadequacy score in the post-intervention stage (M=3.05). The t-score was found to be significant (t=12.079, p=0.018) indicating that the Multi skilling Intervention had significant impact in reducing the Role Inadequacy aspect of Role Stress. Hence, the hypothesis stated as Multi skilling Intervention will lead in reducing Role Inadequacy is accepted. No Previous empirical evidence is available for this result.

Table 5-12: MULTI-SKILLING ROLE STRESS

Pre Inter-Role Distance 2 Role Stagnation 3 Role Expectation Conflict 4 Role Erosion 5 Role Overload 6 Role isolation 7 Personal inadequacy 8 Self-role Distance 9 Role Ambiguity 10 Role Inadequacy 1 4.76 4.55 5.09 5.84 4.37 5.2 5.24 4.85 4.32 3.96 Post 3.98 2.62 4.21 4.73 3.46 4.34 4.34 4.59 3.89 3.05

Graphical Presentation of Outcomes & Effectiveness of Multi skilling Intervention Role Stress
DATA ANALYSIS RESULT & DISCUSSION

5. 55

E.

DISCUSSION

BHILAI STEEL PLANT ORGANIZATIONAL DEVELOPMENT INTERVENTIONS EFFECTIVENESS AND OUTCOMES.

Bhilai Steel Plants Organizational Development approach is effective and the outcomes yielded from the conduct of selected intervention aims at enabling Bhilai Steel Plant towards developing plants internal capabilities to initiate and manage change on a sustained basis. The selected four Organizational Development Interventions has

definitely contributed towards improving the effectiveness and health of the Plant and the employees. The major outcomes and effectiveness of the intervention are clearly identified in the analysis.

COMPETANCY MAPPING INTERVENTION

Competency mapping Intervention had significant impact on enhancing Role Efficacy. This shows that when the employees are made aware of their competencies it results in higher role efficacy, Creativity and Confrontation handling.

DATA ANALYSIS RESULT & DISCUSSION

5. 56

CUSTOMERS

DELIGHT

IN

SERVICES

REMOTE

AND

PERSONAL INTERVENTION
Customers Delight Intervention in services had a positive impact in Dealing with Emotions (Rumination and Flow).Dealing with Emotion by reducing Rumination and increasing Flow. The increase in flow clearly states that this will definitely enhance intrinsic motivation, where the employees get fully involved in what he or she is doing. This is a very positive feeling every employee has at times, characterized by a feeling of great absorption, engagement, fulfillment, and skill.

MICRO-PLANNING INTERVENTION
Micro Planning Intervention conducted by Bhilai Steel Plant had a positive impact in enhancing Organisational Learning, Innovation phases, Implementation phases, Stabilization phases, Experimentation mechanisms, Mutuality mechanisms, Planning mechanisms, Temporary Systems mechanisms and Organisational Learning Competency Building mechanisms of

MULTI-SKILLING INTERVENTION
Multi skilling Intervention conducted in Bhilai Steel Plant had a

positive impact in reducing Role Stress , Inter-role distance, Role stagnation, Role Expectation Conflict, Role Erosion, Role Overload, Role

DATA ANALYSIS RESULT & DISCUSSION

5. 57 Isolation, Personal Inadequacy, Self-Role Distance, Role Ambiguity and Role Inadequacy. From the results yielded from the study it matches the Organizational Development goals. Its clear from the study that Bhilai Steel Plant is an effective organization and through well designed and implemented Organizational Development Intervention the HRD Department of Bhilai Steel Plant has achieved:

High degree of cohesiveness and clear and attractive organizational identity so that employees always feel that they are connected to Bhilai Steel plant.

Conflicts and conflict situations are treated as problems, creativity and innovations are always encouraged in Bhilai Steel Plant.

Communication flow across vertical and horizontal levels is smooth it is clear that with the improvement happened due to the designing and implementation of Customer Delight in Services Remote and Personal for the Telecom Department.

In Bhilai Steel Plant there exists fluidity in the internal structure of the organization as it is allowing reorganization of human resources depending on the changing requirements of tasks, projects and intervention; it is clearly visible in the intervention of competency mapping and multi-skilling.
DATA ANALYSIS RESULT & DISCUSSION

5. 58 Bhilai Steel Plant being a Maharatna company is continually aligning the structure, systems, processes and culture with ever changing global demands. The Organizational Development Intervention studied had yielded effectiveness and positive outcomes and Bhilai Steel Plant is going to reap the benefits and this study will be a great help not only to Bhilai Steel Plant to further strengthen their Organizational

Development activities to achieve its effectiveness which is perhaps the requirements of the of the time, especially in Steel Industry which is facing stiff competition both from India and abroad.

RECOMMENDATIONS
From the study of the above factors the following recommendations can be suggested to enhance Effectiveness and Outcomes of four Organizational Development Interventions analyzed in Bhilai Steel Plant. Bhilai Steel Plant HRD Department must concentrate on

enhancing Centrality aspect through planned intervention, as when the employee feel that the role he occupies is central to the organization then the employees role efficacy is likely to be high. There exists a need for looking into the Integration aspect .The integration of an employee and a role comes about when the latter is able to fulfill the need of the employee, and when the employee in

DATA ANALYSIS RESULT & DISCUSSION

5. 59 turn is able to contribute towards the role. This can be enhanced through well designed Organizational Development Interventions. The HRD Department of Bhilai Steel Plant must focus on enhancing the Pro-activity component by implementing well planned

interventions. As, when the employee is also expected to take the initiative of starting some activity apart from his role. The Inter-Role Linkages are to be enhanced , and the HRD through

Department must enhance this aspect at the earliest

Human Resources or Organizational Development Intervention, as linking one role of employees with another in the plant will increase efficacy. If there is a collective effort in understanding problems, and finding solutions, etc, efficacy of various role involved is likely to be high. Bhilai steel Plants HRD Department must enhance the component of helping relationship. This can be implemented through team

building interventions. If an employee performing a particular role feels that he can get help from some source in the organization whenever need arises, then the employee will have higher role efficacy. Attention must be given in enhancing the component of Superordination by implementing planned Organizational Development

DATA ANALYSIS RESULT & DISCUSSION

5. 60 Interventions. A role may be having linkages with system, groups, entities beyond the organization. When an employee is performing a particular role he feels that what he does is likely to be of value to larger groups, this in turn will enhance the efficacy of the employee. Bhilai Steel Plant, the HRD Department must look into the area of enhancing Influence. The more influence an employee is able to exercise in his role, the higher the efficacy is likely to be. One factor that makes roles in Public Sector, Government Sector or in Civil Services more efficacious is the opportunity to influence a larger section of the society. Bhilai Steel Plant must stress on in enhancing Personal Growth. It is related to the perception that the role provides the employee with an opportunity to grow and development. Some training interventions on career development can be conducted, so that the employee will also get a fair idea how his progression will be in Bhilai Steel Plant. Bhilai Steel Plant must stress on reducing Rumination. The employees when start thinking about their past bitter experiences, and sharing with others in groups fall in the segment of rumination. The more the employee ruminates; more the feeling of helplessness arises. The HRD Department must design interventions for reducing rumination.

DATA ANALYSIS RESULT & DISCUSSION

5. 61

Limitations and Directions for future Research

The study was done to the best. All the efforts have been done to give a reliable platform to the study. It is said that nothing in this world is complete in itself. Therefore the study also had the following limitations. The main limitation of this study was the size and scope of the sample frame. The research was confined to Bhilai Steel Plant, hindering the generalization of results. Data should also be gathered from a larger sample of different Steel Plants under Steel Authority of India Limited. Direction for future research could involve extending the size and scope of this research study, taking other Steel Plants of Steel Authority of India Limited or huge Steel Plants of this magnitude in India. There are other variables, that were not considered, could influence the results. There is evidence in the literature that the environment during the implementation of Organizational Development intervention are not stable over time, therefore care should be taken in assessing the responses given. Further research may focus on communication within the organization at the time of implementation of Organizational Development

intervention. As, the changes desired, the action plans formulated by discussion with the top management should all be clearly

DATA ANALYSIS RESULT & DISCUSSION

5. 62 communicated across the organization. In this context Communication systems and information flow can be focused on future researches. Future studies may involve the study of prevalent mindset, existing work identities, and resources available, at the time of implementation of the Organizational Development interventions.

DATA ANALYSIS RESULT & DISCUSSION