CHAPTER -I
INTRODUCTION
INTRODUCTION
The main objective of this chapter is to present the Objectives of the study, Need
for the study, Methodology of the Study, Scope of the study, Limitations of the study. The
relationship between employer and employee or trade unions is called industrial relation.
Harmonious relationship is necessary for both employers and employees to safeguard the
interests of the both the parties of the production.
In order to maintain good relationship with the employees ,the main function of every
organization should avoid any dispute with them or settle it as early as possible as to
ensure industrial peace and higher productivity. personnel management is mainly concerned
with the human relation in industry because the main theme of personnel management is to
get the work done by the human power and it fails in its objectives if good industrial relation is
maintained . In other words good industrial relation means industrial peace, which is necessary
for better and high productions.
The term ‘Industrial relations’ comprises of two terms ‘Industry’ and ‘Relations’. ‘Industry’
refers to “any productive activity in which an individual/group of individuals is/are engaged”.
‘Relation’ refers to the relationship that exists with in the industry between the employer and his
workmen.
Industrial relation is the part of management, which is concerned, with the manpower
of the enterprise where machine operator, skilled worker or manager.
Industrial relation is a relation between employer and employees, employees and
employers and employees and trade unions -industrial dispute act
1947.
While moving from jungle of the definitions, here, industrial relation is viewed as
“process by which people and their organizations interact at the place of work to establish the
terms and conditions of employment.”
IMPORTANCE OF INDUSTRIAL RELATIONS:
One of the objectives is to protect workers interests and to improve their economic
conditions. Good industrial relations reduce the industrial disputes. Disputes are reflections of
the failure of basic human urges or motivations to secure adequate satisfaction, which are
fully cured by good industrial relations.
There is a set of procedure for handling any act of indiscipline or indiscretion on the
part of an employee and if the management satisfies the procedure, it is justified in taking
action or even removing the employee from service.
Viewing every problem seriously and resorting to manipulative style of IR which
emphasize the need to keep labor in check by floating stooge unions, buying up union
leaders, and striking clandestine deals with powerful politicians do no good to managers or to
the organizations they represent.
New programmers for workers development are introduced in an atmosphere of peace
such as training facilities, labor welfare facilities etc. It increases the efficiency of workers
resulting in higher and better production at lower costs.
Good industrial relations are maintained on the basis of co-operation and recognition of
each other. It helps in increasing production. Wastages of man, material and reduced to the
minimum and thus national interest are protected.
Objective of the study:
APHMEL have to design Engineer and develop, Manufacture and market ,heavy industrial
machinery, plants and equipments including components and spares and services for power,
coal mining, steel chemicals petrochemical, shipping space and engineering industries etc.
To actively cooperate with the government in implementing the economic
programme.
To utilize the capacities installed effectively.
To develop exports markets from the point of view of earning foreign exchange
needed to maintain imports.
To develop and maintain technological Leadership.
To develop components managerial personal capable of meeting projects and growth
objectives of company.
To continuously strive for the economic success of the enterprise so that the
obligation to share holders, employees, customers, suppliers, government and
society is discharged.
To strive for greater self reliance through import substitution and research and
development.
To develop personal policies that give quality of opportunity and fair pay to all.
Inspiring confidence in and respect for management.
To develop employees attitudes and skills for consistent achievement for economic
performance and technological growth.
Need for the study:
Ever since India adopted the path of planned socio-economic development, the country has
been facing a persistent problem of law productivity.
there are many factors that accounts for phenomenon .some of which are technical
in nature while others are referred to as the human factors. Strikes and go-slow by
employees, closures & lock-out by employers have become the order of the day. Although
this state of affairs is generally true for the country as a whole, there are also some
expectations.
This in fact was threw single most important reason to launch this study, the purpose
is to find out as why the organizational climate is ‘poor ‘ in some areas & ‘excellent’ in other
areas.
The present study is undertaken in order to find out the psychological feelings of the
employees in the APHMEL about the policies, procedures & practices which are under
implementation with a view to give feed back to the organization.
Methodology:
Human resource management is one of the strategic management functions. It deals
whit the human resource aspect of corporate policy and business objectives. It further deals
whit the formulation of human resource objectives, policies, procedures and programmers
based on the corporation formulates human resource strategies and tactics based on the
corporate strategies and tactics.
The human resource management concepts take the individual employees while
formulating and implementing it objectives and strategies. The process of implementing of
human resources decisions results in building relationships between employers. These
relations are known as industrial relations and they may be satisfactory or unsatisfactory for
any one of the both the parties.
Different kinds of institutions help the employees and employee to build and
maintain satisfactory relations between the parties. these institutions include: employees
associates, employer’s associations, collective bargaining and government machinery,
mediating agencies etc. thus industrial relations are collective relations of individual workers
whit their management.fig presents the linkage between human resource management and
industrial relations.
Linkage between human resource management and Industrial Relations
Proactive
Sampling procedure:
Simple random sampling method was adopted for the selection of sample in this
method each possible sample combination has equal probability of being picked up and each
item in the entire population have an equal chance of being included in the sample.
Target Group:
The survey was targeted all employees top management executives and supervisors.
Collection of Data:
The data was collected through questionnaire method under primary data collection
method. this method includes explanations of questions of questionnaire and distribution of
questionnaire to the target group and collection of filled in questionnaire from target group in
order to have first hand information on lay out and working conditions of employee
APHMEL I have visited all the locations of the plant. The helped visited all the locations of
the plant. The helped me to understand and appreciate the feelings of the employees. During
the site visits, informal discussions were held with employees.
Analysis of Data:
The raw data that was collected was summarized and displayed using and graphs the
representation has been done using percentage method, which facilitated the relative
comparisons of different levels. While analyzing the data all levels of response has been
given the same status. For the cases of no answer other level of response, I .e no response, has
been added to avoid errors while analysis.
Scope of the study:
Industrial relations are relations between employees and employer in their day –to – day
work. Hence, it is a continuous relationship.
“The scope of industrial relations includes the study of workers and their trade unions,
management, employers and association and the state institutions concerned with the
regulation of employment”.
Establishing and maintaining good personnel relations in the industry.
Making a mutual link between the management and the workers.
Ensuring manpower development.
Creating a mutual affection and regard.
Establishing a good industrial climate and regard.
Creating a sense of belongingness in the minds of the workers and a sense of
patronizing responsibility in the minds of the management.
Stimulating production as well as industrial and economic development.
Maximizing social welfare.
Providing ways and means for a healthy and effective government. Intervention in the
management of the industrial sector.
Development of industrial democracy.
Limitations of the study:
The period of project work only for 45 days and the time is very limited for detailed
investigation.
During the project period most of the staff members are busy with auditing and other
works. So they could not afford give full information.
Some of the information was not available due to the confidential matters.
Since officials, executives and others were busy the study was primarily focused on
secondary data.
Duration of time is also a limitation
CHAPTER -II
INDUSTRY PROFILE
INTRODUCTION:
The country’s development mostly depends on industrial growth. the engineering
industry plays a circular role in the economic development of he country. It increased needs
of the capital goods construction, power and mining sectors. The achievement of the
engineering industry are impressive particularly in the case of expert of service several Indian
firm.
HISTORY:
The adoption of Prof P.C. Mahalnobhis model of heavy capital goods based growth
strategy in the second five year plan. India also expert engineering goods. The country is
currently producing power generating transmission and distribution equipment, plant and
machinery for steel chemical and fertilizer cement plants.
CONSTRUCTION CONTRACTS:
Though India’s project exports have been successful it is felt that level of exports don’t
match our capabilities India has a vast pool of trained man power. According to estimated
India, has well over 250 consultancy firms which can after 5 million no n days for projects
right from conception and design to execution.
Thus two major markets for project expert see to be weakening in potential our project
export during 1982-83 were therefore hit hard both in terms of fresh orders and payments for
orders fulfilled in this contract the recent more to be set up an institute for project exports
would be welcome.
GOVENRMENT MEASURES:
Appendix 1 of the industrial policy announced in February 1983 and as redefined in
April 1983. This as thrown open machine tools manufactured to M.R.T.P and F.E.R.A
companies provided the particularly item is no reserved from small scale industries.
ENGINEERING EXPORTS:
Our engineering industry has been making considerable progress the export from 21
crores in 1956-66. The value of engineering goods cover RS.105 corers by the year end of
60’s and continued to shown on encouraging trend during the 70’s.
In the period 1971-75 the value of exports more than tripled and nearly in the next three
years by the year 1982-83 Rs. 1250 crores was reached.
Company profile
Company profile:
The company APHMEL stands for Andhra Pradesh Heavy machinery and
engineering Limited.
This is located at kondapalli, a small village famous for toys and which is located
on the bank of river Krishna.
Professionalism is the hallmark of this company from the beginning.
APHMEL-the beginning :
The country’s advancement mostly depends on industrial growth.
And it is an index of development of any country.
Realizing this some of the prominent citizens of Krishna district in the year 1976 have
decided to establish a heavy industry in the district.
This was agriculturally rich and was lagging behind industrially with this initiation
buy some of the prominent citizens have contributed RS.208 lakhs towards share
capital and approached the government of Andhra Pradesh.
The government appreciated the interest shown by the citizens and sanctioned
required funds for starting APHMEL in kondapalli, NIDC (national industrial
development corporation Ltd.).
Machines were purchased from world famous manufactures like Homma, Skoda,
HMT (Hindustan machines and tools) and HEC (heavy Engineering Corporation).
The company becomes a government company and on 9th November 1983 the factory
was dedicated to the people by the honorable chief minister of Andhra Pradesh Mr.
N.T. Rama rao (late).
APHMEL is in 206 acres with all infrastructural facilities like railway lines,
roads , water facilities, power supply etc.
To this end a training cell was established at Autonagar, Vijayawada .from here
emerged a vast reservoir of skills in various disciplines.
Organization set up in APHMEL:
Philosophy of APHMEL:
APHMEL has shown very good trace record. The primary focus has been on
engineering and technology. The function of marketing was some what depressed having
come into focus in the recent past.
This company’s philosophy is eagerly to provide the market technical and economic
utility. APHMEL believes that the only indication for marketing technology is to provide.
Value real work along with up gradation of educational value at the market palce.the
company is aware that in the Indian environment it is threw economic utility which provides
basic sales faction of the market place.
Offer to the market economic utility though immediate and long term benefits.
Offer to the market technology through products, through intermediateries, through
processes and through projects.
Policies of APHMEL:
APHMEL is committed to produce right material, to produce and deliver quality products
and services meeting the requirements of customer through continual improvement by
ensuring customer satisfaction and business growth.
APHMEL is dedicated to offer the product and services.
Of right quality.
At reasonable price
Backed up with timely and efficient pre-sale and post-sale service.
Production plant:
The production plant has 5 sections namely
o Heavy machine shop
o Light machine shop
o Fabrication
o Assembly
o Planting
Human resource Elements:
MANPOWER:
The company at present in manned by 530 employees and they did not want
to recruit any more.
SALARY AND ADMINISTRATION:
The wage structure of the employee is governed by memorandum of settlement
entered into between the management and unions of the company.
The wage revision is done one in every 4 years at the memorandum of understanding. The
employees are divided into officers/super visors and workmen there are 7 grades.
Based on their cadre wages /salary are fixed.
Welfare measures:
For the welfare of the workmen, canteen is running on a subsidiary rate mutually
agreed and for the transportation buses and cars are run by the company.
Safety measures:
Personal protection equipment such as goggles, safety shoes, gloves, masks,
helmets, asbestos, aprons, pvc/rubber protective clothing, ear duffs etc. and a safe
environment are provided.
Administration:
The personal and overall administration of the company is under the control of managing
director with board of directors as follows.
Chairman from singareni coal collieries Ltd.(sccl)
Managing Director from sccL.
Bifr’s special Director
IDBFs nominee Director
Director from SCCL
Director from Andhra Pradesh development corporation
Director from BHEL
3 Directors from share holder’s side.
Products of the company:
Jumbo drill
Road header
Feeder breaker
Belt conveyor drive head
Chain conveyor drive head
Lump breaker
Man riding car system
Char lift system
Powered roof support
Services:
Design, manufacture, supply & erection of machinery.
Repair and overhand ling of machinery
Refurbishment /reconditioning of HEMM
Fabrication, assembling & testing
Job orders machining activities.
Rehabilitation of mining equipment
Development and supply of spares.
Honor galore :
The awards’ received by the company are
Received an award for best machine produced with indigenous know-how for
splitting machine at international leather trade fair at madras on 04.02.1981.
For the year 1982 the company bagged “productivity award” form ministry of
labor from government of AP.
For the year 1983 the company once again received “productivity award” from
government of AP.
APHMEL has received the MAIDEN award for the best technological
development in research and development for the year 1984 from the federation of
AP chamber of commerce and industry.
In 1984 the company received an award for “distinct contribution towards
increased production and productivity and maintenance of better industrial
relations” from the labor department government of AP.
Major customers and suppliers:
1. The singareni collieries company ltd.
2. Eastern India enterprise.
3. Sujana metal products.
4. Sri Balaji products and industries.
5. Vishakhapatnam steel project.
6. Oil and natural gas commission.
7. Bharat heavy electrical ltd.
8. Nagarjuna fertilizers and chemicals ltd.
APHMEL suppliers are 364 and customers are 24.
Product range:
1. Material handling equipment.
2. Belt conveyor systems on turnkey.
3. Coal handing.
4. Chemical equipment.
5. Mud mix system.
6. Petro chemical equipment.
7. Mining equipment.
8. Road headers.
9. Main riding for systems.
10. Underground mining equipment.
11. Heat exchanges.
12. Scrubbers.
Major competitors:
1. Elion.
2. Hindustan
Finance department:
Finance department includes ceiling and auditing sections are maintaining
the records such as sundry creditors, debtors and general ledger and cash transactions. They
prepare cash flow and funds flow statement, balance sheet and financial schedule. They
quarterly prepare the financial report, profit and loss account and revenue budget and
monthly they prepare cash flow analysis.
Finance department
Finance
Accounting consign
Manager assistant officer
Accounts officer junior officer
Sr. c.c.t sr. c.c.t (Clerk –cum- typist )
Strengths of APHMEL:
Good modern facilities backed up by excellent quality control set up.
Company has good reputation for its quality and work man ship of its products.
Quality approved by international agencies like bureau verities, Lloyds etc.
Discipline, dedicated and skilled work force.
Good design and engineering infrastructure.
Vast area of land available for expansion and new venture.
Achievements of the company:
o Received an award for bent machine produced for splitting machine at internal leather
trade fair at madras in 1991.
o In 1992 company bagged “productivity award” ministry of labor from a. p.
Government.
o Maiden award for the best technology, department in R & D, 1994 federation of a. p.
chamber of commerce and industry.
o 1995 – District contribution award increased production and productivity and
maintenance of better industrial relations.
Manpower particulars:
Unit of APHMEL
Category: no. of employees:
Managers 14
Department managers 19
Engineers 27
Assistant engineers 14
Workers:
Skilled 352
Unskilled 64
Others 40
Total 530
Andhra Pradesh heavy machinery and engineering limited, kondapalli.
Timings of working hours
Monday to Saturday
6.00AM TO 2.00 PM
2.00PM TO 10.00PM
10.00PM TO 6.00AM
CHAPTER -III
A Theoretical Background
INDUSTRIAL RELATIONS
The industrial relations system in India sought to control conflicts and disputes through
excessive labor legislation. These labor laws were protective in nature and covered a wide
range of aspects of workplace industrial relations like laws on health and safety of labors,
layoffs and retrenchment policies, industrial disputes and the like.
The basic purpose of these laws was to protect labors. However, these
protectionist policies created an atmosphere that led to increased inefficiency in firms, over
employment and inability to introduce efficacy. With the coming of globalization, the 40 year
old policy of protectionism proved inadequate for Indian industry to remain competitive as
the lack of flexibility posed a serious threat to manufacturers. Because they had to compete in
the international market.
The industrial relations policy began to change. Now, the policy was titled towards
employers. Employers opted for workforce reduction, introduced policies of voluntary
retirement schemes and flexibility in workplace also increased .thus, globalization brought
major changes in industrial relations policy in India.
Over the years, with the rapid industrialization of India, a massive organized
sector employing a large workforce has come to occupy an important and visible part of the
country’s economic life. The industrial way of life has brought in its wake a host of concerns
and issues, which have led to periodic discussion.
As a result, a set of relationships in a totally different work context has been
established. As organizations grew, and many new ones were established, people who
developed and contributed to their viability created a new work environment .hence a new
industrial culture has emerged which has given birth to industrial relations.
Industrial relations constitute one of the most delicate and complex problems of
the modern industrial society which is characterized by rapid change, industrial unrest and
conflicting ideologies in the national and international spheres. It is dynamic concept, which
depends upon the pattern of society, economic system and political setup of a country and
changes with the changing economic and social order. It is an art of living together for the
purpose of production, productive efficiency, human well being and industrial progress.
Due to this rapid industrialization and the increase in the number of industries which
has let to industrial unrest industrial relations has become one of the most important topics of
the modern industrial society.
Definitions :
The concept of industrial relations has a wide meaning the expression “industrial
relations” by it self means relationship that emerges out day-to-day working and association
of labor and management .but when taken in its wider sense it includes multi pronged
relationships. The different definitions given by different authors.
“Industrial relations may be defined as the complex of inter-relations among workers,
managers and government”.
-Dunlop
“Industrial relations are a relationship between management and employees or among
employees and their organizations that characterize and grow out of employment”.
-Dale Yoder
“The concept of industrial relations has been extended to denote the relations of the
state with employers, workers and their organizations. The subject therefore includes
collective relations between employers and their organizations and trade unions and the part
played by the state in regulating these relations. -
Encyclopedia of Britannica.
“Industrial relations deal with either the relationship between the stat and employers and
workers organizations or the relation between the occupational organizations themselves”.
-International labor organization.
Nature of industrial relations:
Essentially, IR is concerned with the relationship between management and workers
and the role of regulatory mechanism in resolving any industrial dispute.
Specially, IR covers the following areas:
Collective bargaining
Role of management, unions and government.
Machinery for resolution of industrial disputes.
Individual grievance and disciplinary policy and practices.
Labor legislation.
Industrial relations training.
Another related term is “employee relations” or “Human relations”. This term is more
comprehensive and includes all those aspect of HRM where employees are dealt with
collectivity. Human relations include, in addition to IR, such aspects as participative
management, employee welfare, employee development, employee remuneration,
employee safety and health, and the like.
Characteristics of industrial relations:
Industrial relations are outcomes of employment relations in an industrial enterprise.
Industrial relations develop the skills and methods of adjusting to and cooperating
with each other.
Industrial relation system creates rules and relations to maintain harmonious relations.
The government involves to shape the industrial relations through laws, rules,
agreements, awards etc.
The important factors of industrial relations are: employees and their organizations,
employer and their associations and government.
Factors of industrial relations:
The following are some of the factors that affect the industrial relations in an
organization:
Institutional factors
Economic factors
Technological factors
Social and cultural factors
Political factors
Governmental factors
Functions of industrial relations:
IR establishes communication between workers and the management in order to
bridge the traditional gulf between the two
It establishes a report between managers and the workers
IR ensures creative contribution of trade unions to avoid industrial conflicts, to
safeguard the interests of workers on the one hand and the management on the other
hand, to avoid unhealthy, unethical atmosphere in an industry.
IR lays down such considerations, which may promote understanding, creativity and
cooperatives to raise industrial productivity, to ensure better workers participation
Three actors of industrial relations:
According to john. T. Dunlop the three major participants or actors of industrial
relations are
Workers and their organizations:
The total workers play an important role in industrial relations. Worker’s
organizations are prominently knows as trade unions. Trade unions main purpose is to protect
the worker’s interests through collective bargaining and by bringing pressure on the
management.
Employers and their organizations:
Employer is crucial factor in industrial relations. He employees the workers, pays
wages and various allowances regulates the working relations through various rules and
regulations. he further expects them to contribute their maximum resources. Normally
employers have higher bargaining power but it is undermined when compared with that of the
union. These organizations protect the interest of the employer.
Government:
Government plays a balancing role as a custodian of the nation. It influences
industrial relations through its labor policy, industrial relation policy, labor laws, and by
playing the role of mediator etc. It tries to regulate the activities and behavior of both
employee’s organization and employer’s organization.
Scope of industrial relations:
Industrial relations are relations between employees and employer in their day-to-day
work. Hence it is continues relationship. The scope of industrial relations include
Relationship among employees, between employees and their superiors or
management.
Collective relation between trade union and management. It is called union
management relations.
Collective relations among trade union, employers association and government.
Thus the scope of industrial relations seems to be very wide. It includes the
establishment and maintenance of good personnel relations in the industry. Ensuring
manpower development, creating a sense of belongingness in the minds of management,
creating a mutual affection responsibility and regard for each other establishing a good
industrial climate and peace and ultimately maximizing social welfare.
Objective of industrial relations:
The primary objective of industrial relation is to maintain congenial relations
between employees and the employers. The other objectives are
To promote and develop congenial labor management relations.
To enhance the economic status of the worker by improving wage benefits and by
helping the worker in evolving sound budget.
To regulate the production by minimizing industrial conflict through state control.
To socialize industries by making the government as an employer.
To provide an opportunity to the workers to have a say in the management and
negotiations and consultation with the management.
To encourage and develop trade union in order to improve the workers strength.
To avoid industrial conflicts and their consequences.
Industrial relation in India:
India was greatly advanced in the fields of industry and commerce in the past, as
evidenced from its ancient literature. In ancient times, the highest occupation in our country
was agriculture followed by trading. Manual services formed the third rung of occupation. A
large number of occupations were carried on by small manufactures in their cottages, mostly
on hereditary basis.
Ancient scriptures and laws of our country laid emphasis on the promotion and
maintenance of peaceful relations between capital and labor. From the very early days,
craftsmen and workers felt the necessity of being united.
The labors were entirely dependent on their masters and forced work was taken from
them. Historical evidence further shows the existence of rules of conduct and prescribed
procedure for the settlement of disputes for promoting cordial relations between the parties.
The working relations, however in those days were more or less of a personal character and
one very much distinguishable from the present day industrial relations as have gradually
developed with the growth of large scale industries.
The industrial relations in India can be divided into two eras. they are
Pre-independence era
Post –independence era
Pre-independence era:
Pre-independence scenario of industrial relations in India reflects that of medieval period in
UK. Being a British colony, Indian workers were hired and fired community at large was
silenced being the colonial subjects of imperial British regime.
The employers exploited the workers with poor payment and miserable working conditions.
Till the end of 1st world war there were no serious attempts made to pass legislative measure
to protect the interest of workers with the solitary exception of employees and workmen
(disputes) act 1860.
Post independence era:
After independence due to the rapid industrialization importance is given to
industrial relations which in turn laid emphasis on the enactment and implementation of
various laws relating to industrial relations. During this period many laws relating to working
conditions, laws on wages , laws on industrial relations, and laws on social security have been
taken up.
Labor legislations :
Labor legislations had been instrumental in shaping the course of industrial
relations in India. The setting up of the international labor organization gave an impetus to
the consideration of welfare and working conditions of the workers all over the world and
also led to the growth of labor laws in all parts of the world.
The objectives of labor legislation are to
Protect workers from exploitation
Strengthen industrial relations
Provide machinery for setting industrial disputes and welfare of workers
Future of industrial relations in India:
It can be reviewed from reports of the commissions constituted by the government
for this purpose. From their certain issues are merging which are posing challenges to the
three actors in the system.
The first issue of strengthening collective bargaining by trying to determine a sole
bargaining agent for negotiation.
Issue relates to the gaps that are occurring as a result of the variations that occur in certain
and state legislation as far as labor matters concerned.
Another issue is that of workers participation in management.
These three issues should be taken into account to have cordial industrial relations in the
future.
The changes can be summarized as follows:
Collective bargaining in India has mostly been decentralized, but now in sectors
where it was not so, are also facing pressures to follow decentralization.
Some industries are cutting employment to a significant extant to scope with the
domestic and foreign competition e.g. pharmaceuticals. On the other hand, in other
industries where the demand for employment is increasing are experiencing
employment growths.
In the expansionary economy there is a clear shortage of managers and skilled labor.
The number of local and enterprise level unions has increased and there is a
significant reduction in the influence of the unions.
Under pressure some unions and federations are putting up a united front e.g. banking.
Another trend is that the employers have started to push for internal unions i.e. no
outside affiliation.
HR policies and forms of work are emerging that include,
Especially in multi- national companies, multi –skills, variable compensation, job
relation etc. these new policies are difficult to implement in place of old practices as
the institutional set up still needs to be changed.
HRM is seen as a key component of business strategy.
Training and skill development is also receiving attention in a number of industries,
especially banking and information technology.
The main objectives of industrial relations system:
To safeguard the interest of labor and management by securing the highest level of
mutual understanding and good-will among all those sections in the industry which
participate in the process of production.
To avoid industrial conflict or strife and develop harmonious relations, which are an
essential factor in the productivity of workers and the industrial progress of a country.
To raise productivity to a higher level in an area of full employment by lessening the
tendency to high turnover and frequency absenteeism.
To establish and promote the growth of an industrial democracy based on labor
partnership in the sharing of profits and of managerial decisions, so that ban
individuals personality may grow its full stature for the benefit of the industry and of
the country as well
To eliminate or minimize the number of strikes, lockouts and gharries by providing
reasonable wages, improved living and working conditions, said fringe benefits.
To improve the economic conditions of workers in the existing state of industrial
managements and political government.
Socialization of industries by making the state itself a major employer.
Importance of industrial relations:
There has been a phenomenon growth in employment, wages, benefits, working
conditions, status of the worker, calculation facilities etc. with the growth and spread of
industry, moreover, career patterns have also changed widely by providing change for wide
varieties of jobs to the working communities. This has been possible only through fast
industrial development which, in its turn, depends on industrial peace.
There has been an acute necessity in India especially during the post
independence period, to industrialize her economy in order to tackle the multifarious social-
economic problems. In the words of pundit Jawaharlal Nehru “the alternative (to
industrialization) is to remain in a backward, under-developed, poverty –stricken and a weak
country.
We can’t retain our freedom without industrial growth. Hence one of the main goals of
the five year plans in India has been rapid industrialization and more employment in
secondary and tertiary industries. It is also viewed that one of the essential steps for building
up an economically free and self-sustaining India is, large-scale industrialization at a rapid
and steady growth.
With the attainment of independence and with the launching a planning era, serious and
earnest efforts have been made towards rapid economic development of India.
The size of industrial labor in India has increased remarkably due to rapid and planned
industrial development. The increase in industrial labor led to the formation and development
of trade unions and various social groups.
It is realized that the concrete co-operation between labor and management is highly
essential to fulfill the individual. Organization and national goals. The first five year plan has
clearly demonstrated the fact that, “an economy organized for planned production and
distribution, aiming at the realization of social justices and the welfare of masses can function
effectively only in an atmosphere of industrial peace”.
All these necessitate the maintenance of harmonious industrial relations so as to
maintain higher productivity to fulfill the goals of the five year plans in India. The investment
and the scope of harmonious employee-employer relations. Frequent industrial conflict not
only affects the management and labor but also tend to improve the community as a whole.
Definition of a dispute:
According to the industrial disputes Act 1947, section 2(k), “Industrial disputes means
any dispute or difference between employer and employers, or between employers
and workmen , which is connected with the employment or non employment or terms
of employment or with the conditions of labor of any person.
Characteristics of industrial disputes:
There should be a difference or dispute.
The dispute could be between employer- employer, employee- employee or employer
–employee.
The dispute must pertain to some work related issue.
Dispute between one or two workmen & their employer is not an industrial dispute,
instead it must be raised by a group or class of workmen
Nature and scope of industrial disputes:
Industrial conflict is human conflict. It is just one aspect of the general conflict
inherent in the capitalist society, based upon the purist of self interest in the
economic life by every individual and group to which he belongs.
The coming together of workers motivated by their urge of obtaining the highest
possible wages and the owners of capital motivated by profit maximization is the
basic cause of industrial conflict in the capitalist economic system.
Conflict is like the conflict between any buyer and seller .the seller seeks to sell
his commodity at the highest possible price that he can extract and the buyer seeks
to pay the lowest possible price.
Conflict is not personal, but results from the capitalist system itself.
It is not that the employer is cruel and enjoys the sight of misery, diease, squalor
and wants among his workers.
Moreover, labor power is fundamentally different from any other commodity.
Conflict of interests is found not only in the spheres of wages and profits alone;
rather it bedevils the totality of relationship arising out of the coming together of
labor and capital in the capitalist from of economic organization.
Profit maximization may also require authoritarian administration of the
enterprise, closer supervision of workers, maintenance of strict discipline and
complete obedience to the rules of the enterprise.
Essential elements of industrial disputes:
o The dispute must be between :
Employers and employers
Employers and workmen
Workmen and workmen
o The dispute must be “connected with the employment or non- employment or the
terms of employment or with the conditions of labor of any person”.
o There should be some dispuerence. A dispute is a kind of some real or substantial
difference which if not resolved may engender industrial peace.
Classification of industrial disputes:
Interest disputes :
interest disputes relate to determination of new wage level and other condition of
employment while rights disputes on the other hand relate to interpretation and
application of existing standards and usually involve and individual worker or group
of workers.
Rights disputes :
Under category of rights disputes, claim is made that the workmen have not been
treated in accordance with the rules, individual contracts of employment, laws and
regulations and as per collective agreements. Such disputes are also described as
grievance disputes.
Disputes over unfair labor practices :
the most common unfair labor practices in industrial relations parlance are attempts
by the management of an undertaking to discriminate against workers on the ground
that they are trade union members or participate in trade union activity.
Recognition disputes:
Recognition dispute arises when the management of an undertaking or employer’s
organization refuses to recognize a trade union for collective bargaining.
Need for industrial peace:
The objectives of maintenance of industrial peace is not only find out ways and
means to solves conflicts or to settle differences but also to secure the unreserved cooperation
of and good will among different groups in industry with a view to drive their energies and
socially desirable channels.
It also aims at the development of a sense of mutual confidence, dependence and for
removing misunderstandings, redressing grievances, if any in atmosphere and with open
mind and fostering industrial pursuits for mutual benefits and social progress.
Through several measures are taken to manage human resources, satisfy the demand
of employees and employer, disputes between employees and employer take place due to
conflict of interest between capital and labor. Profit maximization goal of management and
profit sharing or wage maximization goals of workers contradict each other.
Industrial peace broadly implies the absence of industrial unrest or the existence of a
harmonious relationship or cooperation between labor and capital. Industrial peace.
I there must be a dispute or a difference – (a) between employers and employers (b) between
employers and workmen (c) between workmen and workmen.
II it is connected with the employment or non-employment or the terms of employment or
with the condition of labor of any person or it must be pertaining to any industrial matter
III A workmen does not wages exceeding RS.1000 per month and
IV the relationship between the employer and the workmen should be in existence and should
be the result of the contract and the workmen actually employed.
The term industrial dispute has been interpreted and analyzed differently in different case
situations by the court. Some of the principles to judge the nature of a dispute were evolved
by the courts as follows.
1. The dispute must affect large group of workmen who have community of interest and
the rights of these workmen must be affected as a class in the interest of common
good.
2. The dispute should invariably be taken up by the industry union or by an appreciable
number of workmen.
3. There must be a concerted demand by the workers for redress and grievance becomes
such that it turns from individual complaint into the general complaint.
4. The parties to the dispute must have direct and substantial interest in the dispute, i.e.
there must be same nexus between the union which exposes the cause of the
workmen and the dispute. Moreover, the union must fairly claim a representative.
5. If the dispute was in its inception an individual dispute and continued to be, such till
the idea of its reference by government for adjudication. It could not be converted
into an industrial dispute by support subsequent to the reference even of workmen
interest in the dispute.
By incorporating section 2A in the industrial dispute Act 1947 a right has been
given to the industrial workmen himself to raise an industrial dispute with regard to
termination, discharge, dismissal or retrenchment of his service even though no other
workmen nor any trade unions of workmen raised it or is a party to dispute.
Definition of grievance:
Grievance can be defined as any discontent or dissatisfaction with any aspect of the
organization.
“Grievance is any real or imagined feeling of personal injustice which an employee has
concerning his employment relationship”.
-Keith Davis
“ grievance is any discontent or dissatisfaction, ether expressed or not, whether valid or
not, arising out of anything connected with the company that an employee thinks, believes, or
even feels is unfair, unjust or inequitable”.
-Beach
“Grievance is a type of discontent which must always be expressed. A grievance is
usually more formal in character then a complaint. It can be valid or ridiculous, and must
grow out of something connected with company operations or policy.
- -Flippo
Characteristics of employee grievances:
o A grievance refers to any form of discontent or dissatisfaction with an aspect of
organization.
o The dissatisfaction must arise out of employment and not due to personal of family
problems.
o A grievance may be written or verbal
o A grievance may be voiced or unvoiced
o A grievance may be valid or invalid, legitimate or irrational, justifiable or ridiculous.
o A grievance give rise to unhappiness, discontent, frustration, indifference to work,
poor moral and ultimately results inefficiency and low productivity.
o Broadly speaking, a grievance is traceable to perceived non- fulfillment of one’s
expectations from the organization.
Forms of employee grievances :
1. Factual:
A factual grievance arise when legitimate needs of employees remain
unfulfilled
2. Imaginary:
When an employee’s dissatisfaction is not because of any valid reason but
because of wrong perception, wrong attitude or wrong information he has. Such a
situation may create an imaginary grievance though management is not at fault in such
instances; still it has to clear the ‘fog’ immediately.
3. Disguised:
An employee may have dissatisfaction for reasons that are unknown to him.
In general organizations consider the basic requirements of their employees.
Psychological needs of the employees such as need for recognition, affection, power,
achievement, etc.
Causes of employee grievances:
Grievance resulting from working conditions:
Tight production standards.
Improper matching of the worker with the job
Non-availability of proper tools, machines and equipment for doing the job.
Changes in schedules or procedures.
Poor relationship with the supervisor
Bad physical conditions of work places.
Grievance resulting from personal maladjustment:
Excessive self-esteem.
Over- ambition
Impractical attitude to life, etc.
Grievance resulting from management policy:
Overtime
Transfer
Leave
Hostility towards a labor union
Wage payment and job rates
Seniority
Promotion, demotion and discharge
Lack of career planning and employee development plan
Grievances resulting from alleged violation of:
Past practice
Management responsibility.
The collective bargaining agreement
Company rules
Central or state laws.
Factors of employee grievances:
Management practices :
o The style of management followed, be it autocratic at one end of the
scale or totally participative at the other, would need to be related to the
socio- cultural orientation of the workforce.
o Grievance is also caused because the social distance between
management and workers, their class and cultural orientations are widely
different.
o Supervisory practices are a major source of grievance.
Union practices :
Multiplicity of unions
Political affiliation
Individual personality traits :
o An individual’s personality also has a bearing on the usage of the
grievance machinery.
o Some are basically predisposed to grumble and find fault with every
little matter, seeking and looking out only for faults.
o On the other hand, there are employees who are willing to outlook
minor issues and discomforts and get on with the job.
Identifying employee grievances:
Grievances can be uncovered in a number of ways.
1. Observation:
A manager/ supervisor can usually track the behaviors of people
working under him. If a particular employee is not getting along with people,
spoiling materials due to carelessness or recklessness, showing indifference to
commands, reporting late for work or is remaining absent the signals are fairly
obvious.
2. Grievance procedure:
A systematic grievance procedure is the best means to highlight
employee dissatisfaction at various lavels.managemtn, to this end, must encourage
employees to use it whenever they have anything to say. In the absence of such a
procedure, grievances pile up and burst up in violent forms at a future date.
3. Gripe boxes:
A gripe box may be kept at prominent locations in the factory for
loading anonymous complaints pertaining to any aspect relating to work. Since the
compliment need not reveal his identity, he can express his feelings of injustices
or discontent frankly and without any fear of victimization.
4. Open door policy:
This is a kind of walk-in-meeting with the manager when the
employee can express his feelings openly about any work related grievance. The
manager can cross- check the details of the complaint through various means at
his disposal.
5. Exit interview:
Employees usually leave their current jobs due to dissatisfaction or
better prospects outside. If the manager tries sincerely through an exit interview
he might be able to find out the real reasons why ‘x’ is leaving the organization.
To elicit valuable information, the manager must encourage the employee to give
a correct picture so as to rectify the mistakes promptly.
6. opinion surveys:
Surveys ducted periodically to elicit the opinions of employees about
the organization and its policies.
Effects of employee grievances:
Grievances, if they are not identified and redressed, may affect advercrsely the workers,
management and the organization. The effects are:
1. On production:
Low quality of production
Low quality of productivity
Increase in the wastage of material, spoilage/leakage of machinery.
Increase in the cost of production per unit
2. On the employees:
Increases the rate of absenteeism and turnover
Reduces the level of commitment, sincerity and punctuality
Increases the incidence of accidents
Reduces the level of employee morale
3. On the managers:
Stains the superior- subordinate relations
Increases in indiscipline cases
Increase in unrest and thereby machinery to maintain industrial peace.
Increases the degree of supervision, control and follow –up
Grievance procedure:
If a workmen/staff have any grievance arising out of his employment, to be
redressed he must place, the some before his immediate superior as soon as possible. If no
satisfaction, reply is received with in 48 hours of the representation of the complaint is
received be shall institute the formal grievance procedure as follows.
A grievance is any discontent or dissatisfaction. Whether expressed or not arising out of
anything connected with the company which an employee thinks. Believes or event etc to be
unfair unjust or inequitable grievance is a complaint of employee in respect of wage
allowance condition of work and interpretation of service stipulation, covering such area as
advertises leave transfer promotion job assignment and termination of service.
In APHMEL mainly there is on labor problem. If there is any complaint or misbehavior
then the concerned employees. Write the complaints and sends it to personnel department
head through department head they call him and advice not to do again. The complaint again
that employee two or more time then they give him warning letter he has to reply with in 3
days later. Inquire is conducted by the M.D.A representative officer appointed as a judge. If
an employee has any proof or witness. He has to submit then discussion is.
Grievance procedure in APHMEL
z
The HOD investigates the case and gives the reply with in three day’s.
The concern is not satisfied HOD’s decision or failed to receive an answer with in a stipulated time, he may be submit to the factory
The factory manager will take up the issue and start the investigations with the concern unit HR
This investigation shall be completed by both factory manager and concern unit HR with in 7 day’s.
Finally, the suitable solution to be delivered to the concern and it is a final.
No factory manager shall not be taken any kind of grievance unless the above procedure has been carried out.
A written statement of the grievance submits to the HOD by the concern.
Guidelines for handling grievance:
The following guidelines may help a supervisor while dealing with grievances. He need not
follow all these steps in every case. It is sufficient to keep these views in mind while handling
grievances:
Treat each case as important and get the grievance in writing.
Talk to the employee directly; encourage him to speak the truth. Give him a patient
hearing.
Discuss in a private place. Ensure confidently, if necessary.
Handle each case with in a time frame.
Get all relevant facts about the grievance.
Gather information from the union representative, what he has to say, what he wants,
and etc. give provisions. Treat properly.
Control your emotions, your remarks and behavior.
Maintain proper records and follow up the action taken in each case.
Advantages of grievance procedure:
It brings grievances into the open so that management can learn about them and try
corrective action.
It helps in preventing grievances from assuming big proportions. The management
catches and solves a grievance before it becomes a dispute.
It provides employees a formalized means of emotional release for their
dissatisfactions.
It helps in establishing and maintaining a work culture or way of life. As problems
are interpreted in the grievance procedure, the group learns how it is expected to
respond to the policies that have been set up.
It enables the management to know the attitude and feeling of employee concerning
the policies, rules and practices of the organization.
It acts as a check upon arbitrary and capricious management action. When a manager
knows that his actions are subject to challenge and review in a grievance system he
becomes more careful in taking his decisions.
Collective bargaining:
Collective bargaining is the settlement of wages and condition of employment by
means of brain reached between the employed and the trade unions.
In thermo cables ltd., the remunerations and the other benefits are given according to the
central govt, rules and regulations to these are no chance of exploitation of workers giving
them less wages. At such they do not have any trade unions.
Collective bargaining is the process in which the representatives of business organization
meets and attempt to negotiate a contact of agreement which specify the nature of employee
relationship. Made on that then final report is prepared and send it out managing director.
In this way grievances are solved by the management in sujana universal industrial
limited.
Employees and employer, with differing interests must work together, if their respective
goals are to be attained. Yet, the very fact of differing interests creates an atmosphere of
opposing forces, which inhibits desirable cooperative efforts. In organized industrial life,
ways must be sought to minimize tensions, and promote bargaining. Here collective
bargaining is the cornerstone of congenial industrial relations and of constructive peace. It
helps to bring the unreserved cooperation between employees and employer by minimizing
the launch between the varying interests of union and management.
Collective bargaining is opposite of individual bargaining which takes place
between organized groups of employees with either a single employer or multiple employers.
Collective bargaining is a technique used for compromising the conflicting interests of
employees and employer. It is called collective because the employees as a group select
representatives to meet and consult with management. Collective bargaining helps in ironing
out many differences between workers and management ironing.
Need of collective bargaining:
Providing platform of management and employees: collective bargaining provides
platform for management and employees which places them at par so far as
negotiations are concerned. There fore, any outcome of the negotiation is perceived
as mutually beneficial to each other and has better acceptability among them.
Regulating the terms and conditions of employment:
It is a pragmatic and democratic process for regulating the terms and conditions of
employment in which employees fell a part of decision-making process. This felling
develops better understanding among them, increases trust, and mutuality of interest
with the organization.
Developing better understanding between employees and management:
Because of development of better understanding between employees and
management, collective bargaining may be used to adopt a more flexible approach
towards employment conditions in dynamic environment. In a static environment,
conditions once settled work for much longer period.
Speedy implementation of decisions:
Collective bargaining provides opportunity for speedy implementation of decisions
regarding terms of employment as both the parties are involved in decision- making
process. A participative decision –making , particularly on issues of controversial
nature, provides in- built mechanism for implementation of decisions.
Purpose of collective bargaining:
For unions:
Preserving and strengthening the union as an organization. Without bargaining, a
union has little to show for its existence or efforts. The agreement is concrete proof
that the union has been able to influence management.
Getting more for its members by way of wages, allowances, welfare and so on.
Making enterprises more respective to human needs.
Bending the work situation some what in favor of workers, though it is not used to
transform the work situation.
For management:
Want to preserve and strengthen the business organization and by signing an
agreement, they establish their own legitimacy.
Want to retain control over the work process and exercise managerial functions.
Want stability and predictability. The agreement absolves management from the
constant tension of not knowing what reaction to expect from unions on various
decisions.
Want to increase productivity through accepted norms and nothing could be better
than an agreement.
Scope of collective bargaining:
Cooperation and communication between the trade union organization and
management:
This covers matters such as employers duties to consult inform and decide in
cooperation with the unions; confidentiality clauses and employers support for trade
union activates by providing them with technical facilities etc.
Employment and working conditions:
This covers matters such as employment and termination of employment ; principles
of redundancy policy in collective redundancies; working time and working time
schedules and holiday and paid leave.
Wages and remuneration:
This covers matters such as the wages system and minimum wage tariffs; payment
for working overtime and for working on holiday; extra payments for difficult and
risky working conditions and night work and severance payments in the events of
collective redundancies.
Occupational safety and health:
This covers matters such as employer’s duties and cooperation with trade unions in
safety and health issues; preventive and corrective measures to improve working
conditions and to reduce risk at work.
Human resource development and other social issues:
Training and human resource development activities; and the creation and utilization
of the social fund in enterprises.
Resolution of conflicts between management and trade unions:
This covers the procedures to be applied in the event of serious disagreements
between the management and trade union.
CHAPTER-IV
DATA ANALYSIS
1. Management encourages suggestions from workers.
SI.NO options Respondent Percentage (%)
1 Strongly agree 14 35
2 agree 16 40
3 Can’t say 0 0
4 Disagree 10 25
5 Strongly disagree 0 0
total 40 100
The above table indicates that 40% has agreed and 35% has strongly agreed that the
management takes suggestions from them. Only 25% disagree that the management does not
encourage suggestions from them. It can be concluded that the management suggestions from
the employees as 40% of the employees agreed.
2. There is a healthy relationship between the employees
and the management.
SI. no Options respondents Percentage (%)
1 Strongly agree 20 50
2 agree 15 37
3 Can’t say 5 13
4 disagree 0 0
5 Strongly disagree 0 0
total 40 100
The above table indicates that 50% of the employees have strongly agreed and 37% of the
employees have agreed that there is a good relationship between the management and
employees. Only 13% of employees has opted for can’t say. It clearly shows that nearly 87%
of the employees have either strongly agree or agree that there is a good relation between
management and employees.
3. The grievance are dealt in time
Si. no options respondents Percentage (%)
1 Strongly agree 7 18
2 agree 20 50
3 Can’t say 4 10
4 disagree 5 12
5 Strongly disagree 4 10
total 40 100
The above table indicates that 18% of the employees have strongly agree and 50%
of the employees have agree the grievance are dealt in time. Where as 10% of the employees
said that can’t say and 12% of them has disagree and 10% of the employees has strongly
disagree that the grievances are dealt in time. It shows that nearly 68% have strongly agreed
or agreed that the grievances are dealt in time.
4. I am satisfied with the pay package system
Si. no options respondents Percentage (%)
1 Strongly agree 15 38
2 agree 20 50
3 Can’t say 3 7
4 disagree 2 5
5 Strongly disagree 0 0
total 40 100
The above table indicates that nearly 38% of the employees have strongly agreed
and 50% of the employees are agreed that they are satisfied with the pay package system of
the organization. Where as 7% of the employees have can’t say and 5 % of the employees
have disagreed that they have not satisfied with the pay package system of the organization. It
is clear that nearly 88% of the employees are either strongly agreed or agreed by the pay
package system of the organization.
5. Safety precautions are adequate
Si. no options respondents Percentage (%)
1 Strongly agree 5 13
2 agree 20 50
3 Can’t say 5 13
4 disagree 7 17
5 Strongly disagree 3 7
40 100
The above table indicates that 13% of the employees have strongly agree and
50% of the employees have agreed that the safety precautions are adequate in the
organization. Where as 13% of the employees said can’t say and 17% of the employees have
disagree and 7% of the employees said that strongly disagree. It is clear that nearly 63% of
the employees are either strongly agreed or agreed with the safety precautions taken by the
organization.
6. Management understand the problems of the workers
Si. no options respondents Percentage (%)
1 Strongly agree 7 17
2 agree 22 55
3 Can’t say 2 5
4 disagree 5 13
5 Strongly disagree 4 10
total 40 100
The above table indicates 17% of the employees have strongly agreed and
55% of the employees have agreed that the management understands the problems of the
workers. Where as 5% of the employees said can’t say and 13% of the employees have
disagreed and 10% of the employees have strongly disagreed. It is 72% of the employees are
either agreed or strongly agreed that the management understands the problems of the
employees.
7. The rules and regulations followed by the organization are
Si. no options respondents Percentage (%)
1 Very strict 4 10
2 strict 10 25
3 Neutral 20 50
4 Still to improve 6 15
total 40 100
The above table indicates that 10% of the employees said that it was
very strict and 25% of the employees said that it was strict regarding the rules and regulations
followed by the organization. Where as 50% of the employees said that it was neutral and
15% of the employees said that it has to be improved. It is clear that nearly 65% of the
employees said that it was neutral and it has been still improved regarding the rules and
regulations followed by the organization.
8. People in the organization are recognized for work achievements
Si. no options respondents Percentage (%)
1 Strongly agree 21 53
2 agree 15 37
3 Can’t say 4 10
4 disagree 0 0
5 Strongly disagree 0 0
total 40 100
It is evident from above table that 21 respondents strongly agreed, 15 are
agreed and the remaining 4 are of can’t say. This statement explains about the workplace in
the organization for work achievements by the people. In this 53% of the employees are
strongly agree, 37% of employees are agreed and 10% of the can’t say.
9. when problem arise, people here join hands, discus and find solutions collectively
Si. no options respondents Percentage (%)
1 Strongly agree 12 30
2 agree 12 30
3 Can’t say 8 20
4 disagree 8 20
5 Strongly disagree 0 0
total 40 100
The above table indicates that 30% of the employees have strongly
agree and 30% of the employees have agree and 20% have can’t say and 20% of the
employees have disagree. This statement explains about the collective are strongly agreed or
agreed 60% of the employees.
10. Employees in this organization feel free to express their opinions
Si. no options respondents Percentage ( %)
1 Strongly agree 20 50
2 agree 15 38
3 Can’t say 0 0
4 disagree 5 12
5 Strongly disagree 0 0
total 40 100
The above table indicates that 20 respondents are strongly agree and 15
respondents are agreed and 5 respondents are disagree. This statement explains about that the
freedom of employees to express their opinions. 50% of the employees are strongly agreed
and 38% of the employees are agreed.
11. Conflict in this organization are openly discussed and resolved?
Si. no options respondents Percentage (%)
1 Strongly agree 10 25
2 agree 15 37
3 Can’t say 10 25
4 disagree 5 13
5 Strongly disagree 0 0
total 40 100
The above table indicates that 10 respondents are strongly agree,15
respondents are agree,10 respondents are can’t say and 5 respondents are disagreed. This
statement explains about the conflict resolution in the organization is a open process. 25% of
the employees have strongly agreed, 37% of the employees have agreed, and 25% of can’t
say and 13% of the employees are disagreed.
12. Interdepartmental relations in this organization are good?
Si. no options respondents Percentage (%)
1 Strongly agree 15 37
2 agree 20 50
3 Can’t say 3 8
4 disagree 2 5
5 Strongly disagree 0 0
total 40 100
It is evident from above table that 15 respondents are strongly agreed, 20 respondents
are agreed, 3 respondents are can’t say and 2 respondents are disagreed. This statement
explains about the relationship within the department are good. 37% of the employees are
strongly agree and 50% of the employees are agreed and 8% of the employees are can’t say
and 5% of the employees are disagree.
13. Organizations has the interest in the welfare of the employees?
Si. No options respondents Percentage (%)
1 Strongly agree 0 0
2 agree 16 40
3 Can’t say 10 25
4 disagree 14 35
5 Strongly disagree 0 0
total 40 100
The above table indicates that 16 respondents are agreed, 10 respondents are can’t
say and 14 respondents are disagree. This statement explains about the top management
attitude towards employees. 40% of the employees are agreed, 25% of the employees are
can’t say and 35% of the employees are disagreed.
14. Grievances of the employees are handled properly?
Si .no Options Respondents Percentage (%)
1 Strongly agree 10 25
2 agree 20 50
3 Can’t say 4 10
4 disagree 6 15
5 Strongly disagree 0 0
total 40 100
The above table indicates that 25% of the employees are strongly agree and 50% of
the employees are agree and 10% of the employees are can’t say and 15% of the employees
are disagreed. This statement explains about handling the grievances of the employees.
15. Medical facilities are provided properly?
Si. No Options Respondents Percentage (%)
1 Strongly agree 5 13
2 agree 20 50
3 Can’t say 12 30
4 disagree 3 7
5 Strongly disagree 0 0
total 40 100
It is evident from that 5 respondents are strongly agreed and 20 respondents
are agree and 12 respondents are can’t say and 3 respondents are disagreed. This statement
explains about the view of the employees regarding the medical facilities provided by the
organization. 50% of the employees are agree and 30% of the employees are can’t say and
7% of the employees are disagreed.
16. Safety provisions are being provided by the organization adequately?
Si. No Options Respondents Percentage (%)
1 Strongly agree 10 25
2 agree 20 50
3 Can’t say 4 10
4 disagree 6 15
5 Strongly disagree 0 0
total 40 100
It is evident from above table that 10 respondents are strongly agreed and 20
respondents are agree and 4 respondents are can’t say and 6 respondents are disagree. This
statement explains about the view of the employees regarding the safety provisions provided
by the organization. 75 % of the employees are strongly agree or agree to this statement.
17. Dispensary services are always accessible?
Si. No Options Respondents Percentage (%)
1 Strongly agree 20 50
2 agree 15 37
3 Can’t say 0 0
4 disagree 5 13
5 Strongly disagree 0 0
total 40 100
The above table indicates that 50% of the employees are strongly agree and 37%
of the employees are agree and 13% of the employees are disagree. This statement explains
that the dispensary services are always accessible. It is clear that nearly 87% of the
employees are either strongly agree or agree that the dispensary services are always
accessible.
18. Employee counseling system is effective in this organization?
Si. No Options Respondents Percentage (%)
1 Strongly agree 10 25
2 agree 20 50
3 Can’t say 4 10
4 disagree 6 15
5 Strongly disagree 0 0
Total 40 100
The above table indicates that 25% of the employees are strongly agreed
and 50% of the employees are agreed that employee counseling system in the organization is
effective. Where as 10% of the employees are can’t say. It is clear that nearly 75% of the
employees are either strongly agreed or agreed that the employee counseling system in the
organization is effective in the organization.
19. The industrial relations situation in this organization as a whole?
Si .no Options Respondents Percentage (%)
1 Very good 10 25
2 good 20 50
3 Average 7 17
4 Poor 3 8
Total 40 100
The above table indicates that 25% of the employees said very good and
50% of the employees said good regarding the industrial relations situation of the
organization as a whole. Where as 17% of the employees said average and 8% of the
employees are said that it was poor. It is clear that nearly 75% of the employees has either
said very good regarding the industrial relation situation of the organization as a whole.
20. The management style in the organization?
Si. No Options Respondents Percentage (%)
1 Highly satisfied 10 25
2 satisfy 20 50
3 Cant say 4 10
4 Not satisfied 6 15
Total 40 100
The above table indicates that 25% of the employees are highly satisfied
and 50% of the employees are satisfied by the style of the management in the organization.
Where as 15% of the employees are said that not satisfied and 10% of the employees is can’t
say. It is clear that nearly 75% of the employees are either highly satisfied or satisfied by the
management in the organization.
21. I am satisfied by the social security measures taken by the management?
Si. No Options Respondents Percentage (%)
1 Strongly agree 7 17
2 agree 25 63
3 Can’t say 3 7
4 disagree 5 13
5 Strongly disagree 0 0
Total 40 100
The above table indicates that 17% of the employees have strongly
agree and 63% of the employees have agreed. That they are satisfied with the social security
measure taken by the organization. Where as 7% of the employees have said can’t say. It is
clear that nearly 80% of the employees are either agreed or strongly agreed that they are
satisfied by the social security measures taken by the organization.
22. Every one knows the hierarchy of the authority?
Si . no Options Respondents Percentage (%)
1 Strongly agree 7 18
2 agree 20 50
3 Can’t say 5 12
4 Disagree 8 20
5 Strongly disagree 0 0
Total 40 100
The above table indicates that 7 respondents are strongly agreed and 20
respondents are agree and 5 respondents are can’t say and 8 respondents are disagreed. This
statement explains about the knowledge of employees about the hierarchy of authority. Clear
that nearly 68% of the employees either strongly agree or agreed.
23. Decisions made by the management are with out any bias?
Si. No Options Respondents Percentage (%)
1 Strongly agree 5 13
2 agree 20 50
3 Can’t say 4 10
4 Disagree 11 27
5 Strongly disagree 0 0
Total 40 100
The above table shows that 50% has agreed that decisions made by the
management are with out any bias and 13% of the employees has strongly agreed. Only 27%
of the employees has disagreed and 10% of the employees are can’t say. It can be concluded
that maximum of the employees are agreed that the decisions taken by the management are
without any biases.
24. The management doesn’t show any bias in maintaining discipline
Si .no Options Respondents Percentage (%)
1 Strongly agree 25 63
2 agree 5 12
3 Can’t say 4 10
4 disagree 6 15
5 Strongly disagree 0 0
Total 40 100
The above table significantly indicates that 63% of the employees have
strongly agreed and 12% of the employees are agreed that the management doesn’t show any
bias in maintaining discipline. Where as it is only 15% of the employees are disagreed. That
nearly 75% of the employees have either strongly agreed or that the management doesn’t
maintain nay bias in maintaining discipline.
25. Is the company enforcing discipline strictly?
Si. no Options respondents Percentage (%)
1 Strongly agree 15 38
2 Agree 19 47
3 Can’t say 0 0
4 Disagree 6 15
5 Strongly disagree 0 0
Total 40 100
The above table clearly that 38% of the employees have strongly agreed
and 47% of the employees have agreed that the organization is enforcing discipline strictly.
As all of the employees has opted either strongly agreed or agreed it shows that the
organization is enforcing discipline strictly.
QUESTIONNAIRE
The aim of this questionnaire is to find out the desired industrial relations required by the
employee’s .the organization several statements are given below followed by the alternatives.
Select one of the alternatives, which help to describe most accurately about your
organization.
1. Management encourages suggestions from workers. ( )
a) Strongly agree b) agree c) can’t say d) disagree e)strongly disagree
2. There is a healthy relationship between the employees and the management.
( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree
3. The grievance is dealt in time. ( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree
4. I am satisfied with the pay package system. ( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree
5. Safety precautions are adequate. ( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree
6. Management understands the problems of the workers. ( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree
7. The rules and regulations followed by the organization. ( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree.
8. People in this organization are recognized for work achievements.
( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree.
9. when problem arises people here join hands, discuss find solutions collectively.
( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree.
10. Employees in this organization feel free to express their opinions.
( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree.
11. Conflicts in the organization are openly discussed& resolved.
( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree.
12. Interdepartmental relations in this organization are good.
( )
a) strongly agree b)agree c) can’t say d) disagree e) strongly disagree
13. Organization has the interest in the welfare of employees.( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree
14. Grievances of the employees are handled properly. ( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree
15. Medical facilities are provided properly ( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree
16. Safety provisions are being provided by the organization adequately.
( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree
17. Dispensary services are always accessible ( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree
18. Employee counseling system is effective in this organization.
( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree.
19. The industrial relations situation in this organization as a whole.
( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree.
20. The management style in the organization. ( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree
21. I am satisfied by the social security measures taken by the management
( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree
22. Everyone knows the hierarchy of authority. ( )
a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree.
23. Decisions’ made by the management are with out any bias.
( )
a) strongly agree b)agree c)can’t say d) disagree e)strongly disagree
24. The management doesn’t show any bias in maintaining discipline.
( )
a) Strongly agree b) agree c) can’t say d) disagree
e) Strongly disagree
25. Is the company enforcing discipline strictly ( )
a) strongly agree b)agree c)can’t say d) disagree
e) Strongly disagree
CHAPTER -V
FINDINGS AND SUGGESIONS
FINDINGS:
The company APHMEL is the produce products of material, handily equipments, mining
equipments, leather, chemical equipments, road headers etc.
The APHMEL designs engineers, develops manufacturer and market heavy industrial
machinery plants and equipments.
The ultimate findings and suggestions of my survey are
The company enforces discipline strictly
Maximum of the employees are satisfied with the discipline policy of the
organization.
The dispensary services are always accessible to the employees.
The employees are satisfied with pay that is paid to them.
The employees and management maintain a good relationship among them.
The employees feel that the counseling system was effective in the organization.
The employees are satisfied by the style of the management.
The company is faced to the many problems with the competitors. i.e company now a days
only produced the mining equipment material handlings. The leather products are nil.
SUGGESTIONS:
1. The company should maintain to the advertising.
2. To develop and maintain technological leadership.
3. The company should maintain cordial relationship with the employees.
4. The company should enter into the new employees
5. The company should adapt to the new technologies.
6. The company maintain to the good relationship with the other companies.
7. The cost of products are reduced to the company, even compared other company’s
products cost.
CONCLUSION
CONCLUSION:
From the analysis of my study conclude that the resent industrial relations
scenario in APHMEL is good. The most important part of industrial relations is
based on the cordial relations among its employees and employers. This can be
scan in the organization.
The management is able to maintain cordial relations with employees by
understanding their problems, giving them all the facilities which are necessary
for their working, having good communication with them, Giving them
continuous training and making them aware of the latest techniques.
The employees are also very co-operative with the management and work
according to the needs of the organization.
The employees should be made aware of the standing orders of the organization
as many of them are not aware of it.
Safety precautions should be taken care in some departments.
The management should implement the suggestions which are given by the
employees which are effective as many of the employees feel that their
suggestions are not given importance.
BIBILOGRAPHY
Industrial relations: - Arun monappa, tata mc grew hill
Industrial relations; - (conceptual & legal framework) A.M Sharma,
Himalaya publishing house.
Personnel management & industrial relations: - N.G .Nair & Latha Nair,
s.chand
Essentials of human resources management & industrial relations:-
P. subba Rao, Himalaya publishing house.
Websites:
www.google.com
www.hrm.com
Www. Industrial relations.com
Www. APHMEL.COM