Industrial Relations

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 (%)


2 agree 15 37

3 Can’t say 5 13

4 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 (%)


2 agree 20 50

3 Can’t say 4 10

4 disagree 5 12


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



2 agree 20 50

3 Can’t say 3 7

4 disagree 2 5


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



2 agree 20 50

3 Can’t say 5 13

4 disagree 7 17


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



2 agree 22 55

3 Can’t say 2 5

4 disagree 5 13


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


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



2 agree 15 37

3 Can’t say 4 10

4 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



2 agree 12 30

3 Can’t say 8 20

4 disagree 8 20


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 ( %)


2 agree 15 38

3 Can’t say 0 0

4 disagree 5 12


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?



2 agree 15 37

3 Can’t say 10 25

4 disagree 5 13


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?



2 agree 20 50

3 Can’t say 3 8

4 disagree 2 5


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 (%)


2 agree 16 40

3 Can’t say 10 25

4 disagree 14 35


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 (%)


2 agree 20 50

3 Can’t say 4 10

4 disagree 6 15


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 (%)


2 agree 20 50

3 Can’t say 12 30

4 disagree 3 7


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?



2 agree 20 50

3 Can’t say 4 10

4 disagree 6 15


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?



2 agree 15 37

3 Can’t say 0 0

4 disagree 5 13


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?



2 agree 20 50

3 Can’t say 4 10

4 disagree 6 15


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?


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?


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?



2 agree 25 63

3 Can’t say 3 7

4 disagree 5 13


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 (%)


2 agree 20 50

3 Can’t say 5 12

4 Disagree 8 20


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?



2 agree 20 50

3 Can’t say 4 10

4 Disagree 11 27


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



2 agree 5 12

3 Can’t say 4 10

4 disagree 6 15


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 (%)


2 Agree 19 47

3 Can’t say 0 0

4 Disagree 6 15


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. ( )


4. I am satisfied with the pay package system. ( )


5. Safety precautions are adequate. ( )


6. Management understands the problems of the workers. ( )


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.

( )


9. when problem arises people here join hands, discuss find solutions collectively.

( )


10. Employees in this organization feel free to express their opinions.

( )


11. Conflicts in the organization are openly discussed& resolved.

( )


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.( )


14. Grievances of the employees are handled properly. ( )


15. Medical facilities are provided properly ( )


16. Safety provisions are being provided by the organization adequately.

( )


17. Dispensary services are always accessible ( )


18. Employee counseling system is effective in this organization.

( )


19. The industrial relations situation in this organization as a whole.

( )


20. The management style in the organization. ( )


21. I am satisfied by the social security measures taken by the management

( )


22. Everyone knows the hierarchy of authority. ( )


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

http://www.APHMEL.COM/

http://www.hrm.com/

Industrial Relations

Documents

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industrial disputes

words good industrial

term industrial relations

human relation

heavy industrial machinery

good relationship