A SUMMER TRAINING PROJECT REPORT A SUMMER TRAINING PROJECT REPORT ON ON INDUSTRIAL RELATION INDUSTRIAL RELATION AT AT INDIAN OIL CORPORATION LIMITED IN HARMONY WITH NATURE SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENT SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENT OF OF POST GRADUATE DIPLOMA IN MANAGEMENT UNDER THE GUIDANCE OF UNDER THE GUIDANCE OF SUBMITTED BY SUBMITTED BY R.P.BHAGAT R.P.BHAGAT USHA KUMARI USHA KUMARI IIMT COLLEGE OF MANAGEMENT IIMT COLLEGE OF MANAGEMENT Page 1
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A SUMMER TRAINING PROJECT REPORTA SUMMER TRAINING PROJECT REPORT
ONON
INDUSTRIAL RELATIONINDUSTRIAL RELATION
ATAT
INDIAN OIL CORPORATION LIMITEDIN HARMONY WITH NATURE
SUBMITTED IN PARTIAL FULFILMENT OF THESUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTREQUIREMENT
OFOFPOST GRADUATE DIPLOMA IN MANAGEMENT
UNDER THE GUIDANCE OFUNDER THE GUIDANCE OF SUBMITTED BY SUBMITTED BY
R.P.BHAGAT R.P.BHAGAT USHA KUMARI USHA KUMARI
IIMT COLLEGE OF MANAGEMENT
GREATER NOIDA
PREFACE
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Knowledge has two aspects - theoretical and practical and no theoretical concept is complete without
having knowledge of its practical application. A few weeks professional training programme was
introduced as a part of curriculum of P.G.D.M. This summer training programme proves beneficial to the
future managers as they are confronted with the problems of actual work environment during their training
period.
As per the curriculum requirement , I did 6 weeks training in INDIAN OIL CORPORATION LTD. In
INDIA, BARAUNI. Working in such a big concern, no matter for a very small period was really a matter
of pride. My area of work in that concern was confined to Human resource department and moreover it
was not possible for me to cover all the areas of human resource department in such a short period of time
so I concentrated my working on the project assigned to me i.e. INDUSTRIAL RELATION. So the
learning during the training in INDIAN OIL CORPORATION LTD., a report of that is being presented in
the following pages.
USHA KUMARI
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ACKNOWLEDGEMENT
Intention, dedication, concentration and work are very much essential to complete any task. But
still it needs lot of support, guidance, co-operation of people to make it successful.
Heart full thanks to all the respective persons who support and guide me.
I have no words to express a deep sense of gratitude to the management of
INDIAN OIL CORPORATION LIMITED for giving me an opportunity to pursue my
internship.
I sincerely thank Mr. R.P.Bhagat for giving me more than just a training place and an
opportunity for understanding of what is “a good professional culture”
I express my deep sense of indebtness towards Mr. William Kullu (Senior human resource
Manager, Barauni region) for providing me valuable information.
I am also thankful to the officers of training and development department.
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USHA KUMARI
DECLARATION
I USHA KUMARI ,a bonafide student of IIMT COLLEGE OF MANAGEMENT, PGDM , (3 rd
Semester) hereby declare that the Project entitled “INDUSTRIAL RELATION” is an original
work and the same has not been submitted by any other student of my class.
USHA KUMARI
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OBJECTIVE OF THE STUDY
My topic is I.R. the industrial relation, the relationship between the employer and employee on the basis of certain terms and conditions of employment.The objective of my study is very broad. In keeping consideration the Barauni Refinery i.e the part of IOCL. I broadly concentrated on the cordial relationship between the management and worker.
As we know that employees are the assets of the organization and without giving proper attention and satisfaction to the employees, no one organization can survive in the long run.As a matter of fact, I can say that the employees and the workers are the really the backbone of IOCL. Without it the organization can’t get profit.
In the context of Barauni Refinery, I can say that workers and employees are satisfied at the great extent and there is not any strike from January 2009. Also my guide told me that lockout, layoff and retrenchment having no any relevance in the Barauni Refinery.
So, at the end I want to conclude as the objectives of my study are:
1. Cause and success of cordial relationship between the employer and employee.
2. The condition of Trade Unionsnery
3. Types of grievances arised in ref
4. Machineries for redressing the grievances
5. Working conditions of plant
6. Payment and other factors.
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SCOPE OF THE STUDY
The relationship between employer and employee is the most important relationship in the
corporate world. The positive relationship between both of them is effective technique for the
growth of the organization. It would almost impossible to increase the production without
greatest co-operation between employer and employee.
One of the most important and the challenging task of the manager is to satisfy employee to a
large extent and to minimize their conflicts. In order to satisfy employees and manager must
have to adopt motivational factors, incentives schemes.
My topic is I.R, which is broadly related with the relationship between the employer and
employee with the terms and conditions of employment.
So, the I.R is very broad topic in present scenario, every company want to
enhance its productivity. But the productivity can’t be improved unless and until the employees
are not satisfied. Without satisfying the employees, the organization can’t go in the long run and
can’t compete with its competitors.
In order to enhance productivity and satisfying the employees, they have to
maintain a cordial relationship between employees, employer and Government. So that, they can
survive in the long run and can compete with its competitors.
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EXECUTIVE SUMMARY
My project is based on “INDUSTRIAL RELATION” at Indian Oil Corporation Limited,
BARAUNI.
INDUSTRIAL RELATION Analysis is a post mortem of the organization’s Industrial relation
system. It measures the ability of the organization to meet the requirement of both employers and
employees efficiently or not. Its helps in understanding the actual condition of workers in
BARAUNI REFINERY.
In this project, I analyzed the different aspects of industrial relation at Barauni Refinery. My
prime objective is to interpret the policies and procedures adopted in maintaining the industrial
relation.
In this study, I had used Descriptive Research Design. This research design is about the
characteristics of particular things. The engraved data is collected from various websites,
manuals, monthly periodicals and different time periods.
My analysis of the study undertaken is quite satisfactory which shows that refinery has proper
system of maintaining industrial relation.
The report includes the concepts of industrial relation, the causes of different grievances in the
organization and the methods and procedures of their redressal with the help of different laws of
Indian Government.
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CONTENTS
PARTICULARS PAGE NO.
CHAPTER 1- INTRODUCTION OF THE COMPANYCHAPTER 1- INTRODUCTION OF THE COMPANY 7-40 7-40
A)A) Introduction of the companyIntroduction of the company
B)B) SWOT ANALYSISSWOT ANALYSIS
C)C) Introduction of Barauni RefineryIntroduction of Barauni Refinery
CHAPTER 2- INTRODUCTION OF THE TOPICCHAPTER 2- INTRODUCTION OF THE TOPIC 42-4942-49
CHAPTER 3- RESEARCH METHODOLOGYCHAPTER 3- RESEARCH METHODOLOGY 50-5350-53
A) A) Research MethodologyResearch Methodology
B) B) Objective of the studyObjective of the study
C) Research Design C) Research Design
D) Method of Data Collection / Survey periodD) Method of Data Collection / Survey period
IndianOil Petronas Ltd. (50%); Indian Oil Panipat Power Consortium Ltd. (26%); Indian Oil
TCG Petrochem Ltd. (50%); Librizol India Pvt. Ltd. (50%).
PRINCIPAL COMPETITORS
Bharat Petroleum Corporation Ltd.
Hindustan Petroleum Corporation Ltd.
Royal Dutch/Shell Group of Companies.
SWOT ANALYSIS
STRENGTHS
HIGH FOREIGN EXCHANGE DEBT.
IOCL has managed to significantly cut its borrowing cost due to high share of foreign exchange
debt. Its share of foreign exchange borrowings is increasing with foreign exchange loans
crossing 50% of its total debt compared to 42% at the end of the last financial year.
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HIGHEST MARKET SHARE
As India's flagship national oil company, Indian Oil accounts for 56% petroleum products
market share, 42% national refining capacity and 67% downstream pipeline throughput capacity.
EXPERTISE IN OIL & GAS INDUSTRY
Indian Oil is one of the leaders in providing engineering, construction and consultancy services
to the pipeline industry. Highly qualified professionals with vast experience execute pipeline
projects from concept to commissioning and provide services for construction supervision and
project management.
FOREIGN SUBSIDIARIES AND JOINT VENTURES
Indian Oil is strengthening its existing overseas marketing ventures and simultaneously scouting
new opportunities for marketing and export of petroleum products in foreign markets. Two
wholly owned subsidiaries are already operational in Sri Lanka and Mauritius, and regional
offices at Dubai and Kuala Lumpur are coordinating expansion of business activities in Middle
East and South East Asia regions. The Corporation has launched eleven joint ventures (listed
separately) in partnership with some of the most respected corporate from India and abroad .
WEAKNESSES
STRINGENT CORPORATE POLICIES
The decisions relating to administration are taken at the corporate level. Even minor proposals
are to be referred to the top management. This leads to a delay in decision-making.
LACK OF MARKETING EFFORTS
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Among the public sector oil companies, Indian Oil Corporation is the only one to follow a weak
marketing strategy. It in only in the recent years that the company has started to market its
products. However, still the efforts seem to be weak when compared with the competitors like
BPCL and HPCL.
PROMOTION POLICY
Most of the public sector companies seem to suffer from these lacunae. The employees are
promoted mainly on the basis of experience and not on the efforts and initiatives displayed by the
employee in his work. This results in demotivation and lack of interest for their work on the part
of the hardworking employees, who then tend to shift jobs to satisfy their need for self-esteem.
TENDER PROCESS
The policy of selection of the lowest bidder tends to affect the quality of the products/services on
some occasions. A more simplistic procedure is also likely to generate some savings for the
company, since tendering process leads to expenses on account of advertisement.
OPPORTUNITIES
Exploration and Production
Indian Oil is metamorphosing from a pure sectoral company with dominance in downstream in
India to a vertically integrated, transnational energy behemoth. The Corporation is making
investments in E&P and import/marketing ventures for oil and gas in India and abroad, and is
implementing a master plan to emerge as a major player in petrochemicals by integrating its core
refining business with petrochemical activities.
THREATS
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Entry of Big Private players
The opening up of the oil sector for private players poses a threat even for this well-established
company. With Indian players like Reliance and Essar and foreign players like Shell planning
their entry into the Indian scenario, the road seems to be tough for Indian Oil.
INTRODUCTION TO BARAUNI REFINERY
The Barauni Refinery in Eastern India was commissioned in 1964 with a capacity of 2.0 MMTPA. The refining capacity was increased to 3.0 MMTPA by 1969 and Fluidised Catalytic Cracker) and hydrotreater facilities for diesel quality improvement have been added. With the commissioning of the 6.0 MMTPA Haldia-Barauni crude oil pipeline, the refinery now received imported crude for processing. A CRU (Catalytic Reformer Unit) was also added to the refinery in 1997 for production of unleaded motor spirit. Projects are also planned for meeting future fuel quality requirements. Barauni refinery supplies distillate products beside eastern India to northern India through a product pipeline to Kanpur in Uttar Pradesh.
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PRODUCTS FROM REFINERY
With the expansion of Barauni Refinery to 12.0 MMTPA total high speed diesel produced from
entire refinery will meet BS-II and BS-III Grade required for NCR. After stabilisation of units,
the high value product yield from the refinery will be further improved by reducing the
production of black oil like HPS and Bitumen. With state-of the-art matching secondary
processing facilities was approved at a cost of Rs.4165 crore.
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INTEGRATED POLICY
ON
QUALITY, SAFETY, HEALTH & ENVIRONMENT (QSHE)
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SULPHUR
HEAVY PETROLEUMSTOCK
SKO
ATF
MOTOR SPIRIT
NAPHTHA
LPG
BITUMEN
HSD
''PRISM'' (Panipat Refinery Integrated System of Management)
Integrated Policy Quality, Safety, Health & Environment
CHAPTER-2
INTRODUCTION OF THE TOPIC
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INTRODUCTION OF THE TOPIC
INDUSTRIAL RELATION
INTRODUCTION
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ABOUT INDUSTRIAL RELATIONS
Industrial Relations is a dynamic socio-economic process. It a “designation of a whole field of relationship that exists because of the necessary collaboration of men and women in the employment process of industry”. It is not the cause but an effect of social, political and economic forces.Economists have traditionally identified four factors of production, viz.,land labour, capital and organization. The role of labour as a factor of production is becoming increasingly important in the modern society. Capital and natural resource endowments, no doubt, are vital elements in the production process but it is labour which contributes most to the wealth of a company. “Human beings are the active agents who accumulate capital, exploit natural resources, build social, economic and political organizations and carry forward national development”. Growing industrialization and the rapid expansion of the services sector resulted in the galloping demand for skilled labour after 50s. The emergence of the concept of human relations, human resource management (HRM) and human resource development (HRD) contributed to the growing importance of labour. The issue of INDUSTRIAL RELATIONS arose from the issue of divorce of the workers from the ownership and management of the production process. This has brought about a sense of deprivation and loss of independence on the part of workers and is probably the primary cause of industrial disputes. Industrial work has drastically reduced the independence of workers and made them mere cogs in the machine – a kind of ‘second class citizens’. The disciplinary rules for work have become quite harsh and arbitrary. The heterogeneous nature of workers, illiteracy and politicization of trade unions made it impossible for the workers to bargain for their rights unitedly. All these factors have led to growing unrest among the rank of workers.
Examination of INDUSTRIAL RELATIONS
Employer-Employee interactions: Industrial Relations arise out of employer-employee interactions. These relations cannot exist without the basic building blocks, i.e., the employer and on one side and the employees on the other side. Web of rules: Industrial Relations are a ‘web of rules’ formed by the interaction of the government, the industry and the labour. They include the relations between employer and employees and between employers` associations, trade union as well as the State.
Multidimensional: Industrial Relations are fairly multi-dimensional in nature as they are influenced, by a complex set of institutional, economic and technological factors.
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Dynamic and changing: Industrial Relations change with the times, generally keeping pace with the expectations of employees, trade union, employers` associations, and other economic and social institution in a society.
Spirit of compromise and accommodation: The Industrial Relations system is characterized by forces of conflict and compromise on either side. In the large interests of society, both the employer and the employees must put out fires amicably and get along with each other in a spirits of compromise and accommodation. The individual differences and disagreements must be dissolved through persuasion and even pressure. The factors responsible for conflictful situations need to be resolved through constructive means.
Government’s role: The government influences and shapes IndustrialRelations with the help of laws, rules, agreements, awards of courts andemphasis on usages, customs, traditions, as well as the implementation of its policies and interference through executive and judicial machinery.
Wide coverage: The scope of Industrial Relations is wide enough to cover a vast territory comprising of grievances, disciplinary measures, ethics, standing orders, collective bargaining, participatory schemes, dispute settlement mechanisms etc.
Interactive and consultative in nature: Industrial Relations include individual relations and joint consultation between labour, management.
Factories Acts and Industrial Relations
Factories Act of 1946 is a culmination of a series of earlier acts for Industrial Relations. The act makes extensive provisions for healthy relations in various areas in the workplace.
S.NO. Year EHS (Environment, Health, & Safety) REGULATION,Acts
S.NO. Year EHS (Environment, Health, & Safety) REGULATION,Acts
01. 1974/1998 The Water (prevention & control of pollution)Act, including amendments.
02. 1977/1992/2003 The Water (prevention & control of pollution) Act, including amendments.
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03. 1981/1987 The Air (prevention & control of pollution)Act, including amendments.
04. 1982 The Air (prevention & control of pollution) Rules
05. 1986 Environment (protection) Act 1986 includingamendments of 1991, Environment (protection)Act 1986 including amendments of Rules
06. 1989/2000/2003 The Hazardous wastes (mgt. and handling)rules, including amendments 2000/2003
07. 1989/2000 Manufacture, storage and import of Hazardouschemical rules, including amendments rules
08. 1989The Central Motor Vehicle rules (under motorvehicle Act, 1988)
11. 2000 The battery (Mgt. and handling) rules, 2004
12. 1948/1987 The factories Act (As amended fill 1987)
13. 1952 Punjab state factory rules
14. 1956/2003 Indian Electricity rules
15. 1934/1997 The petroleum Act (as amendment till 1997)
16. 1984/1993/2004 Gas cylinder rules, including amendment rules,1993/2004
17. 2000/2002 The DG rules, 2000 with amendment 2002
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18. 1984 The Explosive Act
19. 2001 Energy conservation Act, 2001
20. 1983/1989 The Explosive rules, including amendmentrules, 1989
21. 1970 The contract labour regulation & control Act,1970 and rules 1971
22. 1952 The Punjab welfare officer recruitment &condition of services rules
23. 1998/2003 The Bio medical waste (Mgt. and handling)rules
24. 1986 The Child labour (prohibition and regulation)Act
This cover section 11-20 and 42-49 & the items covered are related to:Sec 11:- General cleanlinessSec 12:- Disposal of wastes and affluentSec 13:- Ventilation and temperatureSec 14:- Free from dust and fumesSec 15:- Artificial humidificationSec 16:- Overcrowding and congestionSec 17:- LightingSec 18:- Drinking waterSec 19:- Kamotes and urinalSec 20:- Provision for spittoonsSec 42:- Washing facilitySec 43:- Keeping clothing not worn during working hours and for drying of wet clothesSec 44:- Sitting for workers who are obliged to work standingSec 45:- Maintenance of first aid box with prescribed contents for every employeesSec 46:- Canteen facility for more than 250 workers
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Sec 47:- Suitable rest rooms or lunch room with provision for drinking water and should be provided in factory employing more than 150 workers and for more than 500 workers ambulance room of prescribed size, prescribed equipments and in charge of qualified medical and nursing staffSec 48:- Crèches for women, workers more than 30Sec 49:- Appointments of welfare office for more than 500 employees
Some Social Security Provision for workers.(Statutory)a) Medical treatment and compensation for industrial injury, accident, ailments etc.b) Financial assistance during absence due to ill health or accidents.c) Old age pensiond) Gratuitye) Provident Fundf) Financial assistanceg) Maternity benefit to women worker up an extremely large public sector. There are points to examination of the Industrial Relations:
Industrial Relation System in Barauni Refinery
An industrial relations system consists of the whole gamut of relationships between
employees and employees and employers which are managed by the means of conflict
and cooperation.A sound industrial relations system is one in which relationships
between management and employees (and their representatives) on the one hand, and
between them and the State on the other, are more harmonious and cooperative than
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conflictual and creates an environment conducive to economic efficiency and the
motivation, productivity and development of the employee and generates employee
loyalty and mutual trust.
Actors in the IR system:
Three main parties are directly involved in industrial relations:
Employers: Employers possess certain rights vis-à-vis labors. They have the right to
hire and fire them. Management can also affect workers’ interests by exercising their
right to relocate, close or merge the factory or to introduce technological changes.
Employees: Workers seek to improve the terms and conditions of their employment.
They exchange views with management and voice their grievances. They also want to
share decision making powers of management. Workers generally unite to form unions
against the management and get support from these unions.
Government: The central and state government influences and regulates industrial
relations through laws, rules, agreements, awards of court and the like. It also includes
third parties and labor and tribunal courts.
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Importance of Industrial Relations
The healthy industrial relations are key to the progress and success. Their significance
may be discussed as under –
Uninterrupted production – The most important benefit of industrial relations is that
this ensures continuity of production. This means, continuous employment for all
from manager to workers. The resources are fully utilized, resulting in the maximum
possible production. There is uninterrupted flow of income for all. Smooth running of
an industry is of vital importance for several other industries; to other industries if the
products are intermediaries or inputs; to exporters if these are export goods; to
consumers and workers, if these are goods of mass consumption.
Reduction in Industrial Disputes – Good industrial relations reduce the industrial
disputes. Disputes are reflections of the failure of basic human urges or motivations
to secure adequate satisfaction or expression which are fully cured by good
industrial relations. Strikes, lockouts, go-slow tactics, gherao and grievances are
some of the reflections of industrial unrest which do not spring up in an atmosphere
of industrial peace. It helps promoting co-operation and increasing production.
High morale – Good industrial relations improve the morale of the employees.
Employees work with great zeal with the feeling in mind that the interest of employer
and employees is one and the same, i.e. to increase production. Every worker feels
that he is a co-owner of the gains of industry. The employer in his turn must realize
that the gains of industry are not for him along but they should be shared equally
and generously with his workers. In other words, complete unity of thought and
action is the main achievement of industrial peace. It increases the place of workers
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in the society and their ego is satisfied. It naturally affects production because
mighty co-operative efforts alone can produce great results.
Mental Revolution – The main object of industrial relation is a complete mental
revolution of workers and employees. The industrial peace lies ultimately in a
transformed outlook on the part of both. It is the business of leadership in the ranks
of workers, employees and Government to work out a new relationship in
consonance with a spirit of true democracy. Both should think themselves as
partners of the industry and the role of workers in such a partnership should be
recognized. On the other hand, workers must recognize employer’s authority. It will
naturally have impact on production because they recognize the interest of each
other.
Reduced Wastage – Good industrial relations are maintained on the basis of
cooperation and recognition of each other. It will help increase production. Wastages
of man, material and machines are reduced to the minimum and thus national
interest is protected.
Thus, it is evident that good industrial relations is the basis of higher
production with minimum cost and higher profits. It also results in increased efficiency of
workers. New and new projects may be introduced for the welfare of the workers and to
promote the morale of the people at work. An economy organized for planned
production and distribution, aiming at the realization of social justice and welfare of the
massage can function effectively only in an atmosphere of industrial peace. If the twin
objectives of rapid national development and increased social justice are to be
achieved, there must be harmonious relationship between management and labor.
Wages (costs to the capitalist) would be minimized to a subsistence level.
Capitalists and workers would compete/be in contention to win ground and establish
their constant win-lose struggles would be evident.
This perspective focuses on the fundamental division of interest between capital and
labor, and sees workplace relations against this background. It is concerned with the
structure and nature of society and assumes that the conflict in employment relationship
is reflective of the structure of the society. Conflict is therefore seen as inevitable and
trade unions are a natural response of workers to their exploitation by capital.
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INDUSTRIAL DISPUTE Industrial disputes are organised protests against existing terms of employment or conditions of work. According to the Industrial Dispute Act, 1947, an Industrial dispute means“Any dispute or difference between employer and employer or between employer and workmen or between workmen and workmen, which is connected with the employment or non-employment or terms of employment or with the conditions of labour of any person”
In practice, Industrial dispute mainly refers to the strife between employers and their employees. An Industrial dispute is not a personal dispute of any one person. It generally affects a large number of workers’ community having common interests.
Prevention of Industrial Disputes in Barauni RefineryThe consequences of an Industrial dispute will be harmful to the owners of industries, workers, economy and the nation as a whole, which results in loss of productivity, profits, market share and even closure of the plant. Hence, Industrial disputes need to be averted by all means. Prevention of Industrial disputes is a pro-active approach in which an organisation undertakes various actions through which the occurrence of Industrial disputes is prevented. Like the
old saying goes, “prevention is better then cure”.
1. Model Standing Orders: Standing orders define and regulate terms and conditions of employment and bring about uniformity in them. They also specify the duties and
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Methods for prevention of Industrial Disputes
Model Standing Orders
Code of Discipli
ne
Works Commit
tee
Labour Welfare Officers
Collective Bargainin
g
Joint Managem
ent Councils
Suggestion
Schemes
Tripartite
Bodies
Joint Council
s
responsibilities of both employers and employees thereby regulating standards of their behaviour. Therefore, standing orders can be a good basis for maintaining harmonious relations between employees and employers.
Under Industrial Dispute Act, 1947, every factory employing 100 workers or more is required to frame standing orders in consultation with the workers. These orders must be certified and displayed properly by the employer for the information of the workers.
2. Code of Industrial discipline: The code of Industrial discipline defines duties and responsibilities of employers and workers. The objectives of the code are:
To secure settlement of disputes by negotiation, conciliation and voluntary arbitration.
To eliminate all forms of coercion, intimidation and violence.
To maintain discipline in the industry.
To avoid work stoppage.
To promote constructive co-operation between the parties concerned at all levels.
3. Works Committee: The Industrial Dispute Act, 1947 has provided for the establishment of works committees. In case of any industrial establishment in which 100 or more workers are employed, a works committee consisting of employees and workers is to be constituted; it shall be the duty of the Works Committee to promote measures for securing and preserving amity and good relations among the employees and workers.
4. Joint Management Councils:
5. Suggestion Schemes:
6. Joint Councils:
7. Collective Bargaining: Collective Bargaining is a process in which the representatives of the employer and of the employees meet and attempt to negotiate a contract governing the employer-employee-union relationships. Collective Bargaining involves discussion and negotiation between two groups as to the terms and conditions of employment.
8. Labour welfare officer: The factories Act, 1948 provides for the appointment of a labour welfare officer in every factory employing 500 or more workers. The officer looks after all facilities in the factory provided for the health, safety and welfare of workers. He maintains liaison with both the employer and the workers, thereby serving as a communication link and contributing towards healthy industrial relations through proper administration of standing orders, grievance procedure etc.
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9. Tripartite bodies: Several tripartite bodies have been constituted at central, national and state levels. The India labour conference, standing labour committees, Wage Boards and Industries Committees operate at the central level. At the state level, State Labour Advisory Boards have been set up. All these bodies play an important role in reaching agreements on various labour-related issues. The recommendations given by these bodies are however advisory in nature and not statutory.
Machinery for settlement of Industrial Disputes in Barauni Refinery1. Conciliation: Conciliation refers to the process by which representatives of employees and
employers are brought together before a third party with a view to discuss, reconcile their differences and arrive at an agreement through mutual consent. The third party acts as a facilitator in this process. Conciliation is a type of state intervention in settling the Industrial Disputes. The Industrial Disputes Act empowers the Central & State governments to appoint conciliation officers and a Board of Conciliation as and when the situation demands.
Conciliation Officer: The appropriate government may, by notification in the official gazette, appoint such number of persons as it thinks fit to be the conciliation officer. The duties of a conciliation officer are:a) To hold conciliation proceedings with a view to arrive at amicable settlement between the
parties concerned.
b) To investigate the dispute in order to bring about the settlement between the parties concerned.
c) To send a report and memorandum of settlement to the appropriate government.
d) To send a report to the government stating forth the steps taken by him in case no settlement has been reached at.
The conciliation officer however has no power to force a settlement. He can only persuade and assist the parties to reach an agreement. The Industrial Disputes Act prohibits strikes and lockouts during that time when the conciliation proceedings are in progress.
2. Arbitration: A process in which a neutral third party listens to the disputing parties, gathers information about the dispute, and then takes a decision which is binding on both the parties. The conciliator simply assists the parties to come to a settlement, whereas the arbitrator listens to both the parties and then gives his judgement.
Advantages of Arbitration:
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It is established by the parties themselves and therefore both parties have good faith in the arbitration process.
The process in informal and flexible in nature.
It is based on mutual consent of the parties and therefore helps in building healthy Industrial Relations.
Disadvantages: Delay often occurs in settlement of disputes.
Arbitration is an expensive procedure and the expenses are to be shared by the labour and the management.
Judgement can become arbitrary when the arbitrator is incompetent or biased.
There are two types of arbitration:a) Voluntary Arbitration: In voluntary arbitration the arbitrator is appointed by both the
parties through mutual consent and the arbitrator acts only when the dispute is referred to him.
b) Compulsory Arbitration: Implies that the parties are required to refer the dispute to the arbitrator whether they like him or not. Usually, when the parties fail to arrive at a settlement voluntarily, or when there is some other strong reason, the appropriate government can force the parties to refer the dispute to an arbitrator.
3. Adjudication: Adjudication is the ultimate legal remedy for settlement of Industrial Dispute. Adjudication means intervention of a legal authority appointed by the government to make a settlement which is binding on both the parties. In other words adjudication means a mandatory settlement of an Industrial dispute by a labour court or a tribunal. For the purpose of adjudication, the Industrial Disputes Act provides a 3-tier machinery:
a) Labour court
b) Industrial Tribunal
c) National Tribunal
a) Labour Court: The appropriate government may, by notification in the official gazette constitute one or more labour courts for adjudication of Industrial disputes relating to any matters specified in the second schedule of Industrial Disputes Act. They are:
Dismissal or discharge or grant of relief to workmen wrongfully dismissed.
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Illegality or otherwise of a strike or lockout.
Withdrawal of any customary concession or privileges.
Where an Industrial dispute has been referred to a labour court for adjudication, it shall hold its proceedings expeditiously and shall, within the period specified in the order referring such a dispute, submit its report to the appropriate government.b) Industrial Tribunal: The appropriate government may, by notification in the official gazette,
constitute one or more Industrial Tribunals for the adjudication of Industrial disputes relating to the following matters:
Wages
Compensatory and other allowances
Hours of work and rest intervals
Leave with wages and holidays
Bonus, profit-sharing, PF etc.
Rules of discipline
Retrenchment of workmen
Working shifts other than in accordance with standing orders
It is the duty of the Industrial Tribunal to hold its proceedings expeditiously and to submit its report to the appropriate government within the specified time.c) National Tribunal: The central government may, by notification in the official gazette,
constitute one or more National Tribunals for the adjudication of Industrial Disputes in
Matters of National importance
Matters which are of a nature such that industries in more than one state are likely to be interested in, or are affected by the outcome of the dispute.
It is the duty of the National Tribunal to hold its proceedings expeditiously and to submit its report to the central government within the stipulated time.
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Workers’ Participation in Management
A suitable step taken by the management of IOCL
Workers’ participation in management is an essential ingredient of Industrial democracy. The concept of workers’ participation in management is based on Human Relations approach to Management which brought about a new set of values to labour and management.
Traditionally the concept of Workers’ Participation in Management (WPM) refers to participation of non-managerial employees in the decision-making process of the organization. Workers’ participation is also known as ‘labour participation’ or ‘employee participation’ in management. In Germany it is known as co-determination while in Yugoslavia it is known as self-management. The International Labour Organization has been encouraging member nations to promote the scheme of Workers’ Participation in Management.Workers’ participation in management implies mental and emotional involvement of workers in the management of Enterprise. It is considered as a mechanism where workers have a say in the decision-making.Definition: According to Keith Davis, Participation refers to the mental and emotional involvement of a person in a group situation which encourages him to contribute to group goals and share the responsibility of achievement.According to Walpole, Participation in Management gives the worker a sense of importance, pride and accomplishment; it gives him the freedom of opportunity for self-expression; a feeling of belongingness with the place of work and a sense of workmanship and creativity. The concept of workers’ participation in management encompasses the following:
It provides scope for employees in decision-making of the organization.
The participation may be at the shop level, departmental level or at the top level.
The participation includes the willingness to share the responsibility of the organization by the workers.
Features of WPM:1. Participation means mental and emotional involvement rather than mere physical presence.
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2. Workers participate in management not as individuals but collectively as a group through their representatives.
3. Workers’ participation in management may be formal or informal. In both the cases it is a system of communication and consultation whereby employees express their opinions and contribute to managerial decisions.
4. There can be 5 levels of Management Participation or WPM:
a. Information participation: It ensures that employees are able to receive information and express their views pertaining to the matter of general economic importance.
b. Consultative importance: Here workers are consulted on the matters of employee welfare such as work, safety and health. However, final decision always rests with the top-level management, as employees’ views are only advisory in nature.
c. Associative participation: It is an extension of consultative participation as management here is under the moral obligation to accept and implement the unanimous decisions of the employees. Under this method the managers and workers jointly take decisions.
d. Administrative participation: It ensures greater share of workers’ participation in discharge of managerial functions. Here, decisions already taken by the management come to employees, preferably with alternatives for administration and employees have to select the best from those for implementation.
e. Decisive participation: Highest level of participation where decisions are jointly taken on the matters relating to production, welfare etc.
Objectives of WPM:1. To establish Industrial Democracy.
2. To build the most dynamic Human Resources.
3. To satisfy the workers’ social and esteem needs.
4. To strengthen labour-management co-operation and thus maintain Industrial peace and harmony.
5. To promote increased productivity for the advantage of the organization, workers and the society at large.
6. Its psychological objective is to secure full recognition of the workers.
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Strategies / Methods / Schemes / Forms of WPM:1. Suggestion schemes: Participation of workers can take place through suggestion scheme.
Under this method workers are invited and encouraged to offer suggestions for improving the working of the enterprise. A suggestion box is installed and any worker can write his suggestions and drop them in the box. Periodically all the suggestions are scrutinized by the suggestion committee or suggestion screening committee. The committee is constituted by equal representation from the management and the workers. The committee screens various suggestions received from the workers. Good suggestions are accepted for implementation and suitable awards are given to the concerned workers. Suggestion schemes encourage workers’ interest in the functioning of an enterprise.
2. Works committee: Under the Industrial Disputes Act, 1947, every establishment employing 100 or more workers is required to constitute a works committee. Such a committee consists of equal number of representatives from the employer and the employees. The main purpose of this committee is to provide measures for securing and preserving amity and good relations between the employer and the employees.
Functions: Works committee deals with matters of day-to-day functioning at the shop floor level. Works committees are concerned with:
Conditions of work such as ventilation, lighting and sanitation.
Amenities such as drinking water, canteens, dining rooms, medical and health services.
Educational and recreational activities.
Safety measures, accident prevention mechanisms etc.
Works committees function actively in some organizations like Tata Steel, HLL, etc but the progress of Works Committees in many organizations has not been very satisfactory due to the following reasons:
Lack of competence and interest on the part of workers’ representatives.
Employees consider it below their dignity and status to sit alongside blue-collar workers.
Lack of feedback on performance of Works Committee.
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Undue delay and problems in implementation due to advisory nature of recommendations.
3. Joint Management Councils: Under this system Joint Management Councils are constituted at the plant level. These councils were setup as early as 1958. These councils consist of equal number of representatives of the employers and employees, not exceeding 12 at the plant level. The plant should employ at least 500 workers. The council discusses various matters relating to the working of the industry. This council is entrusted with the responsibility of administering welfare measures, supervision of safety and health schemes, scheduling of working hours, rewards for suggestions etc.
Wages, bonus, personal problems of the workers are outside the scope of Joint management councils. The council is to take up issues related to accident prevention, management of canteens, water, meals, revision of work rules, absenteeism, indiscipline etc. the performance of Joint Management Councils have not been satisfactory due to the following reasons:
Workers’ representatives feel dissatisfied as the council’s functions are concerned with only the welfare activities.
Trade unions fear that these councils will weaken their strength as workers come under the direct influence of these councils.
4. Work directors: Under this method, one or two representatives of workers are nominated or elected to the Board of Directors. This is the full-fledged and highest form of workers’ participation in management. The basic idea behind this method is that the representation of workers at the top-level would usher Industrial Democracy, congenial employee-employer relations and safeguard the workers’ interests. The Government of India introduced this scheme in several public sector enterprises such as Hindustan Antibiotics, Hindustan Organic Chemicals Ltd etc. However the scheme of appointment of such a director from among the employees failed miserably and the scheme was subsequently dropped.
5. Co-partnership: Co-partnership involves employees’ participation in the share capital of a company in which they are employed. By virtue of their being shareholders, they have the right to participate in the management of the company. Shares of the company can be acquired by workers making cash payment or by way of stock options scheme. The basic objective of stock options is not to pass on control in the hands of employees but providing better financial incentives for industrial productivity. But in developed countries, WPM through co-partnership is limited.
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6. Joint Councils: The joint councils are constituted for the whole unit, in every Industrial Unit employing 500 or more workers, there should be a Joint Council for the whole unit. Only such persons who are actually engaged in the unit shall be the members of Joint Council. A joint council shall meet at least once in a quarter. The chief executive of the unit shall be the chairperson of the joint council. The vice-chairman of the joint council will be nominated by the worker members of the council. The decisions of the Joint Council shall be based on the consensus and not on the basis of voting.
In 1977 the above scheme was extended to the PSUs like commercial and service sector organizations employing 100 or more persons. The organizations include hotels, hospitals, railway and road transport, post and telegraph offices, state electricity boards.
7. Shop councils: Government of India on the 30th of October 1975 announced a new scheme in WPM. In every Industrial establishment employing 500 or more workmen, the employer shall constitute a shop council. Shop council represents each department or a shop in a unit. Each shop council consists of an equal number of representatives from both employer and employees. The employers’ representatives will be nominated by the management and must consist of persons within the establishment. The workers’ representatives will be from among the workers of the department or shop concerned. The total number of employees may not exceed 12.
Functions of Shop Councils:1. Assist management in achieving monthly production targets.
2. Improve production and efficiency, including elimination of wastage of man power.
3. Study absenteeism in the shop or department and recommend steps to reduce it.
4. Suggest health, safety and welfare measures to be adopted for smooth functioning of staff.
5. Look after physical conditions of working such as lighting, ventilation, noise and dust.
6. Ensure proper flow of adequate two way communication between management and workers.
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WORKERS PARTICIPATION IN MANAGEMENT IN INDIA
Workers’ participation in Management in India was given importance only after Independence. Industrial Disputes Act, 1947 was the first step in this direction, which recommended for the setting up of works committees. The joint management councils were established in 1950 which increased the labour participation in management. Since July 1975 the two-tier participation called shop councils at shop level and Joint councils were introduced.
Workers’ participation in Management Bill, 1990 was introduced in Parliament which provided scope for upliftment of workers.
Reasons for failure of Workers participation Movement in India:1. Employers resist the participation of workers in decision-making. This is because they feel that
workers are not competent enough to take decisions.
2. Workers’ representatives who participate in management have to perform the dual roles of workers’ spokesman and a co-manager. Very few representatives are competent enough to assume the two incompatible roles.
3. Generally Trade Unions’ leaders who represent workers are also active members of various political parties. While participating in management they tend to give priority to political interests rather than the workers’ cause.
4. Schemes of workers’ participation have been initiated and sponsored by the Government. However, there has been a lack of interest and initiative on the part of both the trade unions and employers.
5. In India, labour laws regulate virtually all terms and conditions of employment at the workplace. Workers do not feel the urge to participate in management, having an innate feeling that they are born to serve and not to rule.
6. The focus has always been on participation at the higher levels, lower levels have never been allowed to participate much in the decision-making in the organizations.
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7. The unwillingness of the employer to share powers with the workers’ representatives, the disinterest of the workers and the perfunctory attitude of the government towards participation in management act as stumbling blocks in the way of promotion of participative management.
Measures for making Participation effective:1. Employer should adopt a progressive outlook. They should consider the industry as a joint
endeavour in which workers have an equal say. Workers should be provided and enlightened about the benefits of their participation in the management.
2. Employers and workers should agree on the objectives of the industry. They should recognize and respect the rights of each other.
3. Workers and their representatives should be provided education and training in the philosophy and process of participative management. Workers should be made aware of the benefits of participative management.
4. There should be effective communication between workers and management and effective consultation of workers by the management in decisions that have an impact on them.
5. Participation should be a continuous process. To begin with, participation should start at the operating level of management.
6. A mutual co-operation and commitment to participation must be developed by both management and labour.
Modern scholars are of the mind that the old adage “a worker is a worker, a manager is a manager; never the twain shall meet” should be replaced by “managers and workers are partners in the progress of business”
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COLLECTIVE BARGAINING IN THE CONTEXT OF BARAUNI REFINERY
Good relations between the employer and employees are essential for the success of industry. In order to maintain good relations, it is necessary that industrial disputes are settled quickly and amicably. One of the efficient methods of resolving industrial disputes and deciding the employment conditions is Collective Bargaining. Industrial disputes essentially refer to differences or conflicts between employers and employees.
Collective Bargaining is a process in which the management and employee representatives meet and negotiate the terms and conditions of employment for mutual benefit. Collective bargaining involves discussion and negotiation between two groups as to the terms and conditions of employment. It is termed Collective because both the employer’s negotiators and the employees act as a group rather than individuals. It is known as Bargaining because the method of reaching an agreement involves proposals and counter-proposals, offers and counter offers. There should be no outsiders involved in the process of collective bargaining.According to Walton and McKersie the process of Collective Bargaining consists of four types of activities:
1) Distributive Bargaining: It involves haggling over the distribution of surplus. Various activities involved in this activity are wages, salaries, bonus and other financial issues. In this activity, both the parties face a win/lose situation.
2) Integrative Bargaining: Also known as Interest-Based Bargaining, issues which are not damaging to either party are discussed. It is a negotiation strategy in which both the parties collaborate to find a win-win solution to their problems. This strategy focuses on developing mutually beneficial agreements based on the interests of the disputants. Issues brought up may be better job evaluation procedures, better performance appraisal methods or training programmes etc.
3) Attitudinal structuring: Attitudinal structuring refers to efforts by negotiators to shape their opponents' perceptions about the nature of the issues to be negotiated. By cultivating an atmosphere of friendliness, mutual respect, trust, and cooperation, negotiators can encourage their opponents to view issues largely in integrative terms and participate in joint problem solving. This activity involves shaping and reshaping some perceptions like trust/distrust, friendliness/hostility, co-operative/non-cooperative between the labour and management. When there is a backlog of bitterness between both the parties, attitudinal structuring is required to maintain smooth and harmonious industrial relations.
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4) Intra-Organisational Bargaining: It is a type of manoeuvring to achieve consensus among the workers and management. Even within the union there may be differences between different groups as may be the case with the management. Intra-organisational consensus is required for the smooth acceptance of the outcome of Collective Bargaining.
Objectives of Collective Bargaining:1. To maintain cordial relations between the employer and employees.
2. To protect the interests of the workers through collective action and by preventing unilateral actions from being taken by the employer.
3. To ensure the participation of trade unions in industry.
4. To avoid the need for government intervention as collective bargaining is a voluntary collective process.
5. To promote Industrial democracy.
Characteristics of Collective Bargaining: 1. It is a group or collective action as opposed to individual action. It is initiated through the
representatives of the employees.
2. It is a flexible and dynamic process where-in no party adopts a rigid attitude.
3. It is a continuous process, which provides a mechanism for continuous negotiations and discussions between management and the trade unions.
4. It is a voluntary process without any third-party intervention. Both workers and management voluntarily participate in the negotiations, discuss and arrive at a solution. That is why it is known as a bipartite process where workers’ representatives and management get an opportunity for clear, face-to-face communication.
5. It ensures industrial democracy at the workplace; it is a self-run government in action.
6. It is a two-way process. It is a mutual give and take rather than a take home all method of arriving at a solution to a dispute.
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Process of Collective Bargaining
Preparation for Negotiation
Identifying issues for Bargaining
Negotiation
Ratification of Agreement
1. Preparation for Negotiation: Preparation for negotiation in Collective Bargaining is as important as the negotiation process itself. Upto 83% of the outcomes are influenced by pre-negotiation process. Such preparation is required for both management as well as the union representatives. From the management’s point of view, pre-negotiation preparation is required as:
Management should decide when and how to open the negotiations/dialogue.
Management must choose the representatives to negotiate at the negotiation table.
Draft for likely decisions should be prepared in advance so that the final agreement draft can be prepared as soon as the negotiation process is over.
From the employees’ side also, preparation is required for the following reasons: The union should collect the information related to the financial position of the
company and their ability to pay the employees.
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Negotiated Agreement
Implementation of Agreement
The union must also be aware of the various practices followed by other companies in the same region or industry.
The union must assess the attitudes and expectations of the employees over concerned issues so that the outcome of negotiations does not face any resistance from them.
2. Identifying issues for Bargaining: The second step in bargaining process is the determination of issues which will be taken up for negotiations. The different types of issues are:
Wage-related issues: Include wage or salary revision, allowance for meeting increased cost of living like Dearness Allowance (D.A), financial perks, incentives etc.
Supplementary economic benefits: These include pension plans, gratuity plans, accident compensation, health insurance plans, paid holidays etc.
Administrative issues: Include seniority, grievance procedures, employee health and safety measures, job security and job changes.
The wage and benefits issues are the ones which receive the greatest amount of attention on the bargaining table.
3. Negotiation: When the first two steps are completed, both parties engage in actual negotiation process at a time and place fixed for the purpose. There a re two types of negotiations:
Boulwarism: In this method, the management themselves takes the initiative to find out through comprehensive research and surveys the needs of the employees. Based on the analysis of the findings, the company designs its own package based on the issues to be bargained. Thereafter, a change is incorporated only when new facts are presented by the employees or their unions.Continuous Bargaining: Involves parties to explore particular bargaining problems in joint meetings over a long period of time, some throughout the life of each agreement. The basic logic behind this method is that all persistent issues can be addressed through continuous negotiation over a period of time. The success of negotiations depends on the skills and abilities of the negotiators.
4. Initial negotiated agreement: When two parties arrive at a mutually acceptable agreement either in the initial stage or through overcoming negotiation breakdown, the agreement is recorded with a provision that the agreement will be formalized after the ratification by the respective organizations.
5. Ratification of agreement: Ratification of negotiated agreement is required because the representatives of both the parties may not have ultimate authority to decide various issues
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referred to for collective bargaining. The ratification of agreement may be done by the appropriate manager authorized for the purpose in the case of management, or trade executives in the case of the employees. Ratification is also required by the Industrial Disputes Act. It is important that the agreement must be clear and precise. Any ambiguity leads to future complications or other such problems.
6. Implementation of agreement: Signing the agreement is not the end of collective bargaining, rather it is the beginning of the process when the agreement is finalized, it becomes operational from the date indicated in the agreement. The agreement must be implemented according to the letter and spirit of the provisions made by the agreement agreed to by both parties. The HR manager plays a crucial role in the day-to-day administration implementation.
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CHAPER – 3
RESEARCH
METHODOLOGY
A research methodology is a sample framework or a plan for study that is used as a guide for conducting research . It is a blueprint that is followed in processing research work. Thus in good research methodology the line of action has to be chosen carefully from various alternatives.
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RESEARCH DESIGN
Meaning of research
“Research in common parlance refers to a search for knowledge”. Research can be explained as a
movement, a movement from known to unknown. It is actually a voyage of discovery.
Research always starts with a question or problem.
Its purpose is to find answers to questions through the application to the scientific
method.
It is a systematic and intensive study directed towards a more complete knowledge of the
subject studied.
So Research is scientific and systematic search for gaining information and knowledge on a specific
topic or phenomena.
Research Design
“Research Design is the plan and structure of investigation so conceived as to obtain answers
to research questions.”
Nature of Research
Descriptive Research design is used for study.
Descriptive research as the name suggests is designed to describe something – for example the
characteristics of users of a given product ; the degree to which product use varies with income, age,
sex or other characteristics; or the number who saw a specific television commercial.
To be of maximum benefit, a descriptive study must only collect data for a definite purpose.
Your objective and understanding should be clear and specific. It is a kind of survey method.
This project study is related with the inventory management so the data is collected in this regard
only.
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I studied the various types of inventory through out the training period.
METHODS OF DATA COLLECTION
TYPES OF DATA
PRIMARY DATA SECONDARY DATA
This project is mainly based on the secondary data and information beside this primary data is also
used.
1) Primary data:- primary data are to be collected by the researcher , they are not present in
reports or journals etc. and can be collected through a number of method which can be classified as
follow
Personal interview of sample.
Telephonic interview.
E- Mails.
Observations.
Questionnaires.
Interviews.
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Primary data for my project : The primary data for my research is the dispatch registers
maintained by the company to know the purchase and stock of inventory in the organization.
2) Secondary data:- Secondary data are the data collected for some purpose other than the research
situations; such data are available from the sources such as books, company reports, journals, rating
organization, census department etc.. The secondary data are readily available and therefore they are
less costly and less time consuming. Sources of secondary data are
Internets.
Book and journals.
Company reports.
Census department.
Research work of others.
Secondary data for my project: Mainly the used in this project is secondary. The data is the
already maintained in the manuals.
SURVEY PERIOD
Survey period is of few weeks from June 14th, 2010 to July 27th, 2010. It is not enough periods for
the study to get the accurate a specific result of the study.
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CHAPTER – 4
ANALYSIS
&
INTERPRETATION
SAMPLING PLAN
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Sample Size:- 40 employees
Sample unit:- Indian oil cor. Ltd.
Method of sampling:- Simple randam sampling
Method of data collection:- Primary & secondary Research design :- Descriptive Design
DATA ANALYSIS AND INTERPERTATION
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TOTAL NO OF RESPONDENTS =40
1) Are you satisfied with the Working Condition in IOCL?
Total Respondents % of Respondents
SATISFIED 15 37.5
DISSATISFIED 25 62.5
I. R. Rating
0
10
20
30
40
50
60
70
satisfieddissatisfied
2) Are you aware of all the Welfare schemes provided by IOCL?
I. R. Rating Total Respondents % of Respondents
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YES 35 87.5
NO 5 12.5
0
10
20
30
40
50
60
70
80
90
satsisfieddissatisfied
3) Are you satisfied with the wages and incentives provided by IOCL.?
I. R. Rating Total Respondents % of Respondents
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SATISFIED 30 75
DISSATISFIED 10 25
0
10
20
30
40
50
60
70
80
90
satsisfieddissatisfied
4) Are you satisfied with the provision of canteen at your workplace provided by IOCL?
I. R. Rating Total Respondents % of Respondents
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SATISFIED 25 62.5
DISSATISFIED 15 37.5
0
10
20
30
40
50
60
70
satsisfieddissatisfied
5) Are you satisfied with the provision of toilets at your workplace provided by IOCL?
I. R. Rating Total Respondents % of Respondents
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SATISFIED 33 82.5%
DISSATISFIED 7 17.5%
0
10
20
30
40
50
60
70
80
90
satsisfieddissatisfied
6) Are you satisfied the Drinking Water facility in IOCL?
I. R. Rating Total Respondents % of Respondents
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SATISFIED 32 80
DISSATISFIED 8 20
0
10
20
30
40
50
60
70
80
satsisfieddissatisfied
7) Are you satisfied with compensation provided by IOCL?
I. R. Rating Total Respondents % of Respondents
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SATISFIED 17 42.5
DISSATISFIED 23 57.5
0
10
20
30
40
50
60
satsisfieddissatisfied
8) Are you satisfied with the medical benefits provided by IOCL?
I. R. Rating Total Respondents % of Respondents
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SATISFIED 18 45
DISSATISFIED 22 55
0
10
20
30
40
50
60
satsisfieddissatisfied
9) Are you satisfied retirement benefits provided by IOCL?
I. R. Rating Total Respondents % of Respondents
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SATISFIED 8 20
DISSATISFIED 32 80
0
10
20
30
40
50
60
70
80
satsisfieddissatisfied
10) Are you satisfied with the recreation facilities?
I. R. Rating Total Respondents % of Respondents
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SATISFIED 5 12.5
DISSATISFIED 35 87.5
0
10
20
30
40
50
60
70
80
90
satsisfieddissatisfied
FINDINGS
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1) 37.5% Employees are satisfied, and 62.5% dissatisfied with the working condition provided by the IOC Ltd.
2) Majority of Employees are aware about the welfare schemes provided by the IOC Ltd.
3) Majority of Employees are satisfied with the salary and incentives provided by the IOC Ltd.
4) 62.5% Employees are satisfied, with the rest room facility provided by the IOC Ltd.
5) Majority of Employees are satisfied with the drinking water facility provided by the IOC Ltd.
6) Majority of Employees are satisfied with their job profile.
7) 42.5% of Employees are satisfied, 57.5% are dissatisfied with the compensation provided by the IOC Ltd.
8) Majority of Employees are dissatisfied with the medical benefits provided by the IOC Ltd.
9) Majority of employees are dissatisfied with the retirement benefits provided by the IOC Ltd.
10) Majority of employees are dissatisfied with the recreation facilities provided by the IOC Ltd.
11) 60% satisfied and remaining employees are dissatisfied with the transport facilities provided by the IOC Ltd.
12) 40% are dissatisfied with the grievance handling procedure of the company.
LIMITATIONS
1) The sample collected is very small compared to the population of the company. Thus it may not bring out the exact analysis.
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2) Some of the respondents do not react favorably to the questionnaires.
3) It is possible that respondents might have tried to maintain consistency in terms of their responses.
4)time of 6-8 weeks are also very less for the study.
CONCLUSION
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Indian Oil Cor. Ltd. is growing at a very good place .As from graphs it is clear that the industrial relation operation in IOC Ltd. is effective one.There are different kind of welfare schemes like weekly rest ,medical allowance, death relief fund are provided by the company to the employees to maintain the industrial relation better one . Instead of all that there is also a effective grievance handling machinery for maintaning it.
SUGGESTIONS
If the employees are in good condition then it drives their capability to give maximum output to the company. Indian Oil Co.Ltd. had successfully accomplished their target to uplift the standards of the people but somewhere they lag behind to give proper insight into the true
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benefits availed to the people. In this context I want to suggest some points that are more or less based on my findings.
1)Implementation of the Code of Discipline.
2) I also found that there is no medical Officer. This is needed to provide quick action in case of any accident.
3)there should be need of improvement in recreation facilities provided by the Indian Oil corporation Ltd.
4)there should need to increase the retirement benefits provided by the Indian Oil Corporation Ltd.
5)management should provide wage revision to the employees which is due from January 2007.
6)internal management should be more strong so that it can create more healthy working conditions in the organization.
BIBLIOGRAPHY
Manual and books:Personnel Manual by Indian oil corporation Limited..Industrial Relations & Labour laws (fourth edition) by S C SrivastavaPersonnel Management by S.K. Gupta
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Human Resource Management (second edition) by V.S.P. RaoSearch Engine:http://www.google.comhttp://www.ask.comWebsite:http://www.iocl.com