organisation culture of sail

Topics: Factor analysis, Case study, Mean Pages: 26 (3805 words) Published: December 1, 2013
JBMCR Vol-I,No.-1,June-2012
An International business research journal (ISSN 2278-5280)

A study on turnaround of RSP: An analytical
view on HR management system

Archana Choudhary
Assistant Professor (OB & HR)
BIITM,F/4, Chandaka Industrial Estate,
Patia, Opposite Infocity,Bhubaneswar,Orissa-751024
Email: [email protected]
Associate Professor (Economics),
KSOM, KIIT University Bhubaneswar, Odisha
Email:[email protected]
Parmeswar Nayak
Professor (HR), BIMTECH, NewDelhi
Email:[email protected]
Rourkela Steel Plant (RSP) has been making intensive efforts to enhance the synergy and synthesis to achieve.As a result , the communication interventions launched by the Chief Executive, has formulated a unique strategy, which is referred as “Samskara”. It revolves around a philosophical code of leadership practise: ‘We have to create and sustain a peaceful work environment where every employee can contribute to the Plant in assigned area of work, with full freedom and dignity and without fear’. In tune with the philosophy of Samskar RSP initiated several reforms like Direct Reporting System, Gate Control, Check-off Facility to Multi-Unions, It is significant that many of these reforms owe their genesis to the suggestions given by employees in the various interaction sessions with the top management. Employees in general have welcomed these measures and have expressed their confidence that these innovative steps would provide an added impetus to the Steel Plant’s efforts at improving the work culture. For this study , 200 executives were interviewes personally to valuate the management system and it s efficacy on turnaround.

KEYWORD: turnaround , RSP, HRM system,

JBMCR Vol-I,No.-1,June-2012
An International business research journal (ISSN 2278-5280)

A study on turnaround of RSP: An analytical
view on HR management system

Turnaround management is of strategic importance to those small scale industrial units, and public sector undertaking since they are more prone to sickness than large units in the private sector. The emphasis has to be on the replicability of the experience of a few successful cases to the large number of sick companies which have, for one reason or the other remained so. Rourkela Steel Plant (RSP): RSP is one of the unique steel plants under the SAIL umbrella with a wide variety of special purpose steels. The use of its plates in ship building and high pressure vessels, Silicon steel in the electrical industries, corrugated galvanized steels for roofing, Pipes in the oil and gas sectors, Tin plates in packaging industry and special plates in the defence of the nation is well known. RSP also had the distinction of being one of the most profitable plants of SAIL with the longest stretch of uninterrupted net profit during the period 1984-85 to 1994-95.

Initiation of the turnaround strategy
At the end of May 2001, when RSP was at the brink of closure, a new Managing Director, Dr. Sanak Mishra took over the reins of RSP which was full of losses, lack of performance, deficits etc. during the preceding 5 to 6 years. Walking on a tight rope, he had to find answers to the situation only by treading new paths hitherto not traveled. He conceptualized the strategy for turnaround from the year 2001 to 2004, i.e. of three years.

This research is pursued with the primary objective to assess the HR perspective of turnaround management with a special reference to Rourkela Steel Plant. More specifically this study has attempted to pursue the following objectives: 1. To learn about various HR interventions taken as part of the turnaround process of RSP.

2. To find out the effectiveness of HR initiatives in turnaround process of RSP. LITERATURE SURVEY:
Naresh R. Pandit(2000),, the author of the paper who...

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An International business research journal (ISSN 2278-5280)
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