Index

CONTENTS PAGE NO.

CHAPTER 1 INTRODUCTION

CHAPTER 2 RESEARCH METHODOLOGY

CHAPTER 3 INDUSTRY PROFILE

CHAPTER 4 COMPANY PROFILE

CHAPTER 5 THEORETICAL FRAME WORK

CHAPTER 6 DATA ANALYSIS & INTERPRETATION

CHAPTER 7 FINDINGS & SUGGESTIONS

CHAPTER 8 CONCLUSION & BIBLIOGRAPHY

ANNEXURE QUESTIONNAIRE

1
 CHAPTER -1
INTRODUCTION

2
 INTRODUCTION OF THE PROJECT

The project is based on the study of “INDUSTRIAL RELATION UNIONS” .the

study mainly aims to find out how the industrial relation unions indeed help the
organization to reach the objective.

In recent times professional degree is considered as a right track to build the

career. MBA is such a degree that it not only provides vast knowledge in the area
of management but also show ways to implement the same in practical field
through practical training one can easily understand the best of management and
can implement it in later phase of life .

As a part of curriculum I have undergone a project on INDUSTRIAL

RELATIONS UNIONS in MY HOME INDUSTRIES LIMITED, Hyderabad. MY
HOME INDUSTRIES LIMITED is the only Indian company that occupied a place
in fortune global 500 rating. During my project I have studied various aspect of IR.

This report will be helpful to those who want to know about INDUSTRIAL
RELATIONS in MY HOME INDUSTRIES LIMITED I have prepared the report
based on live data and have not tampered with the information in anybody’s
interest .if at all , anyone finds discrepancy in the report than I am liable to be
forgiven.

3
 INTRODUCTION TO IR

Industrial relations constitute one of the most delicate and complex problems of the
modern industrial society. This phenomenon of a new complex industrial set-up is
directly attributable to the emergence of ‘Industrial Revolution”. The pre-industrial
revolution period was characterized by a simple process of manufacture, small
scale investment, local markets and small number of persons employed. All this led
to close proximity between the manager and the managed. Due to personal and
direct relationship between the employer and the employee it was easier to secure
cooperation of the latter. Any grievance or misunderstanding on the part of either
party could be promptly removed. . Under such a set-up industrial relations were
simple, direct and personal. This situation underwent a marked change with the
advent of industrial revolution – size of the business increased needing investment
of enormous financial and human resources, there emerged a new class of
professional managers causing divorce between ownership and management.

Industry today is neither viewed as a venture of employers alone nor profit

if considered as its sole objective. It is considered to be a venture based on
purposeful cooperation between management and labor in the process of
production and maximum social good is regarded as its ultimate end and both
management and employees contribute in their own way towards its success.
Similarly, labor today is no more an unorganized mass of ignorant works ready to
obey without resentment or protest the arbitrary and discretionary dictates of
management. Hence, the objective of evolving and maintaining sound industrial
relations is not only to find our ways and means to solve conflicts to resolve
differences but also to secure the cooperation among the employees in the conduct
of industry.

But maintaining smooth industrial relation is not an easy task. Almost all the
industrialized countries of he world fact the problem of establishing and
maintaining good management worker relationships in their industries. Each
country has sought to find our solution, depending upon its economic, social and
political environment. However, industrial conflict still arises and therefore

4
establishment and maintenance of satisfactory industrial relations forms an
important plank in the personnel policies of modern organization.

OBJECTIVE OF THE STYDY

 To analyze the industrial relation in MY HOME INDUSTRIES LIMITED.

 To study the effectiveness of the industrial relations functions at MY HOME

INDUSTRIES LIMITED.

 To analyze the function of various participative committees in MY HOME

INDUSTRIES LIMITED

5
 CHAPTER- 2

RESEARCH METHODOLOGY

6
 RESEARCH METHODOLOGY

Research means search again. Research is used to add new knowledge to modify or
delete old and finding new data. Research process consists of series of actions or
steps necessary to efficient carry out the research. The following guidelines are
useful for research design:

 Extensive survey of literature

 Developing hypothesis
 Diagnosis of data
 Determining sample design
 Questionnaire
 Analysis of the data
 Report writing

Methodology

Research Methodology is the investigation of specific problem in detail. At first

problem is defined carefully for conducting research. There should be a good
research plan for conducting research. No research can be done without data
collection. After all this analyze is made for getting solution for problem.

 Defining the problem

 Defining the sampling plan
 Collection of data
 Analyze and interpretation

Defining the problem:

Defining the research problem is first necessary step for any research. This work
should be done carefully. Here research problem is to know succession planning for
executives in MY HOME INDUSTRIES LIMITED.

7
Sampling Plan:
The sampling plan calls for three decisions.

1. Sample Type: I have opted for Probability Sampling/Random Sampling.

2. Sampling Unit: I have completed my survey in MY HOME INDUSTRIES

LIMITED, Hyderabad.

3. Sample Size: The selection of 50 respondents was done for the study.

Collection of Data:

Sources of Data Collection:

The primary as well as the secondary sources was used for collection of data. In
primary source of data collection the interview schedule and questionnaire were
used and in secondary source of data collection relevant records, books, diary and
magazines were used.

Thus the sources of data collection were as follows:

Primary Source
 Interview schedule
 Questionnaire

Secondary Source
 Books
 Magazines
 Other records

Interview Method:
Face to face interviews of the executives were taken on how they feel in the
organization and how they feel about the succession planning at MY HOME
INDUSTRIES LIMITED.

8
Structured Questionnaire Method:
Questionnaire is written document, consisting of a set of question which are in
logical sequence, questionnaire was distributed to all executive level

Analyze the information:

The analysis of data was done on the basis of grade, division, age and number of
years of experience. After all interviews and/or observations have been made, I
have tabulated the collected data & developed frequency distributions.
Analysis was done using the simple average method so that, finding of the
survey was easily comprehensible by all

LIMITATION OF STUDY

 The research confined to MY HOME INDUSTRIES LIMITED Hyderabad

branch situated at Ramachandrapuram

 Time was major constraint that limited the extend of study

 The study extended only to executive.

9
 CHAPTER 3

INDUSTRY PROFILE

10
 CEMENT INDUSTRY

SECTOR ANALYSIS
Indian Economy grew by 5.4 per cent in 2001-02, which is considered to be one of the highest
growth rates in the world for the year. This growth is supported by a growth rate of 5.7 per cent
in agriculture and allied sectors, 3.3 percent in industry and 6.5 per cent in services.

Overall agricultural output is estimated to increase by nearly 7 per cent in 2001-02. Food grains
production is expected to rise to 209 million tons compared with 196 million tons in 2000-01.
Prospects of agricultural production in 2001-02 are considered to be bright as a result of normal
monsoon and relatively favorable distribution of rainfall over time and regions.

While the Indian industry sector grew by 3.3 per cent, with in industry sector segments like
construction showed a lower growth in 2000-01, there was marked improvement in the growth
rates of manufacturing (from 4.2 per cent in 1999-00 to 6.7 per cent in 2000-01) and mining and
quarrying (from 2 per cent to 3.3 per cent during the same period). The growth rate of electricity,
gas and water supply remained almost invariant at around 6.2 per cent for both 1999-2000 and
2000-01. During 1993-94 to 1999-2000 the service sector had achieved consistently high growth
rates in the range of 7.1 per cent to 10.5 per cent. But for the first time in 2000-01, the growth
rate of the service sector declined to 4.8 per cent due to poor performance by financial sector,
trade hotels and restaurants, and community and social services.

Agriculture
The agriculture sector, for so long the mainstay of the Indian Economy, now accounts for only
about 20 per cent of GDP, yet employs over 50 per cent of the population. For some years after
independence, India depended on foreign aid to meet its food needs, but in the last 35 years, food
production has risen steadily, mainly due to the increase in irrigated areas and widespread use of
high-yield seeds, fertilizers, and pesticides. The Country has large grain stockpiles (around 45
million tons) and is a net exporter of food grains.

Cash crops, especially tea and coffee, are the major export earners. India is the world's largest
producer of tea, with annual production of around 470 million tons, of which 200 million tons is

11
exported. India also holds around 30 per cent of the world spice market, with exports around
120,000 tons per year.

With a view to strengthening the sector, building infrastructure for handling, transportation, and
storage of food grains has been granted "infrastructure status" and will be eligible for a tax
holiday. Further, processors of food and vegetables are exempt from excise duty.

Manufacturing Sector

After a decade of reforms, the manufacturing sector is now gearing up to meet challenges for the
new millennium. Investment in Indian companies reached record levels by 1994 and many
multinationals decided to set up shop in India to take advantage of the improved financial climate.
In an effort to provide a further boost to the industrial manufacturing sector, Foreign Direct
Investment (FDI) has been permitted through the automatic route for almost all the industries
with certain restrictions. Structural reforms have been undertaken in the excise duty regime with
a view to introduce a single rate and simplify the procedures and rules. Indian subsidiaries of
multinationals have been permitted to pay royalty to the parent company for license of
international brands, etc. Over the period 1992-93 to 1999-2000, the manufacturing sector has
recorded an average annual growth rate of 6.3 per cent and in 2001-02; it recorded a growth of
2.8 per cent.

Companies in the manufacturing sector have consolidated around their area of core competence
by tying up with foreign companies to acquire new technologies, management expertise, and
access to foreign markets. The cost benefits associated with manufacturing in India, has
positioned India as a preferred destination for manufacturing and sourcing for global markets.

Financial Sector

An extensive financial and banking sector supports the rapidly expanding Indian Economy. India
boasts of a wide and sophisticated banking network. The sector also has a number of national and
state level financial institutions. These include foreign and institutional investors, investment
funds, equipment leasing companies, venture capital funds, etc. Further, the Country has a well-
established stock market, comprising 23 stock exchanges, with over 9,000 listed companies.
Total market capitalization, on the two dominant stock exchanges, the Bombay Stock Exchange

12
(BSE) and the National Stock Exchange (NSE), stood at Rs. 6,926 billion and Rs. 7,604 billion
respectively, at the end of December 2000. The Indian capital markets are rapidly moving
towards a market that is modern in terms of infrastructure as well as international best practices
such as derivative trading with stock index futures, addition to the list of compulsory Demat
trading and rolling settlement in certain specified shares, commencement of internet based
trading, etc.

The last year witnessed several Indian companies, mobilizing resources by tapping the world
market through the ADR/GDR route. So as to improve the liquidity in the ADR/GDR market and
to give opportunity to Indian shareholders to divest their shareholding in the ADR/GDR market
abroad, measures such as two-way fungibility in ADR/GDR issues of Indian companies has been
introduced and sponsorship of ADR/ GDR offerings against existing shareholding. In addition to
the above, 26 per cent foreign equity has been allowed in the insurance sector and investment and
divestment by venture capital funds and companies registered with SEBI has been simplified.

FII inflows were USD 2.34 billion (January 2001 to June 2001) compared to USD 1.5 billion for
2000, showing an upward trend despite depressed stock market indices. Net cumulative FII
inflows crossed USD 14 billion (June 2001).

Services Sector

The main thrust to industrial growth has come from the services sector. Services contribute to 41
per cent of the GDP. Rapidly, the quality and complexity of the type of services being marketed
is on the rise to match worldwide standards. Whether it is financial services, software services or
accounting services, this sector is highly professional and provides a major impetus to the
Economy . Interestingly, this sector is populated with a range of players who cater to a niche
market.

India is fast becoming a major force in the Information Technology sector. According to the
National Association of Software and Service Companies (NASSCOM), over 185 Fortune 500
companies use Indian software services. The world's software giants such as Microsoft, Hughes
and Computer Associates who have made substantial investments in India are increasingly
tapping this potential. A number of multi-nationals have leveraged the relative cost advantage

13
and highly skilled manpower base available in India, and have established shared services and
call centers in India to cater to their worldwide needs.

The software industry was one of the fastest growing sectors in the last decade with a compound
annual growth rate exceeding 50 per cent. Software service exports increased from US$ 4.02
billion in 1999-2000 to US$ 6.3 billion in 2000-01, thereby registering a growth of 57 per cent.
India's success in the software sector can be largely attributed to the industry's ability to cultivate
superior knowledge through intensive R&D efforts and the expertise in applying the knowledge
in commercially viable technologies.

1.2 Contribution of Manufacturing Sector towards the Indian Economy

An estimated 100.9 million people were employed in 41.8 million establishments in India,
growing at 2.78 percent and 4.69 percent, respectively from 1998-2005, shows the official
Economic Census for 2005. Non-farm sector continued to be the principal source of employment,
employing 90 million people, compared to 10.9 million in agriculture sector, said the census
released here Thursday.

“Retail and manufacturing establishments continue to be the key employment providers in India,”
said S.K. Nath, director general of the Central Statistical Organisation (CSO), which compiled
the census.

“It is a significant pointer that India has a great deal of potential for growth in these two sectors,”
he said.

Manufacturing sector employed 25.5 million people or 25.25 percent of the total workforce,
followed by 25.1 million or 24.91 percent, respectively for retail trade sector, showed the survey.

This was the fifth in the series of the economic censuses conducted by CSO, an agency under the
ministry of statistics and programme implementation. The first census of its kind was launched in
1977.

14
“This census gives us a complete picture of India’s economic situation. We must interpret the
data intelligently. There has been a rapid growth in small-scale industries,” said Statistics and
Programme Implementation Secretary Pranob Sen.

Following are some of the key census findings:

 100.90 million People employed in 41.83 establishments in India.

 41.83 million Establishments, 25.54 million in rural and 16.29 million in urban areas,
operated in 2005.
 39.61 million Establishments under private ownership.
 26.96 million Units were own establishments, without hired workers.
 35.75 million Non-agricultural establishments engaged 89.99 million workers, while
agriculture sector’s 6.08 million units had 10.91 million workers.
 Employment growth rate at 2.78 percent between 1998 and 2005.
 Males accounted for 78.3 million of the workforce; women accounted for 20.2 million,
children 2.4 million.
 Manufacturing sector was the largest employer (25.5 million people); the retail sector
came next (25.1 million people); farming was third (9.2 million people).
 95 percent establishments had 1-5 workers; 3.42 percent had 6-9 workers; only 1.51
percent employed 10 or more workers.

15
2.1 INDUSTRY BACKGROUND

Pre Independence

The first endeavor to manufacture cement dates back to 1889 when a Calcutta based company
endeavored to manufacture cement from Argillaceous (kankar).

But the first endeavor to manufacture cement in an organized way commenced in Madras. South
India Industries Limited began manufacture of Portland cement in 1904.But the effort did not
succeed and the company had to halt production.

Finally it was in 1914 that the first licensed cement manufacturing unit was set up by India
Cement Company Ltd at Porbandar, Gujarat with an available capacity of 10,000 tons and
production of 1000 installed. The First World War gave the impetus to the cement industry still in
its initial stages. The following decade saw tremendous progress in terms of manufacturing units,
installed capacity and production. This phase is also referred to as the Nascent Stage of Indian
Cement Industry.

During the earlier years, production of cement exceeded the demand. Society had a biased
opinion against the cement manufactured in India, which further led to reduction in demand. The
government intervened by giving protection to the Industry and by encouraging cooperation
among the manufacturers.

In 1927, the Concrete Association of India was formed with the twin goals of creating a positive
awareness among the public of the utility of cement and to propagate cement consumption.

Post Independence

The growth rate of cement was slow around the period after independence due to various factors
like low prices, slow growth in additional capacity and rising cost. The government intervened
several times to boost the industry, by increasing prices and providing financial incentives. But it
had little impact on the industry.

16
In 1956, the price and distribution control system was set up to ensure fair prices for both the
manufacturers and consumers across the country and to reduce regional imbalances and reach self
sufficiency.

Period of Restriction (1969-1982)

The cement industry in India was severely restrained by the government during this period.
Government hold over the industry was through both direct and indirect means. Government
intervened directly by exercising authority over production, capacity and distribution of cement
and it intervened indirectly through price control.

In 1977 the government authorized higher prices for cement manufactured by new units or
through capacity increase in existing units. But still the growth rate was below par.

In 1979 the government introduced a three tier price system. Prices were different for cement
produced in low, medium and high cost plants.

However the price control did not have the desired effect. Rise in input cost, reduced profit
margins meant the manufacturers could not allocate funds for increase in capacity.

Partial Control (1982-1989)

To give impetus to the cement industry, the Government of India introduced a quota system in
1982.A quota of 66.60% was imposed for sales to Government and small real estate developers.
For new units and sick units a lower quota at 50% was affected. The remaining 33.40% was
allowed to be sold in the open market.

These changes had a desired effect on the industry. Profitability of the manufacturers increased
substantially, but the rising input cost was a cause for concern.

Post Liberalization

In 1989 the cement industry was given complete freedom, to gear it up to meet the challenges of
free market competition due to the impending policy of liberalization. In 1991 the industry was
de licensed.

17
This resulted in an accelerated growth for the industry and availability of state of the art
technology for modernization. Most of the major players invested heavily for capacity expansion.
To maximize the opportunity available in the form of global markets, the industry laid greater
focus on exports. The role of the government has been extremely crucial in the growth of the
industry.

Cement is one of the core industries which plays a vital role in the growth and expansion of a
nation. It is basically a mixture of compounds, consisting mainly of silicates and aluminates of
calcium, formed out of calcium oxide, silica, aluminium oxide and iron oxide. The demand for
cement depends primarily on the pace of activities in the business, financial, real estate and
infrastructure sectors of the economy. Cement is considered preferred building material and is
used worldwide for all construction works such as housing and industrial construction, as well as
for creation of infrastructures like ports, roads, power plants, etc. Indian cement industry is
globally competitive because the industry has witnessed healthy trends such as cost control and
continuous technology upgradation.

2.2 CURRENT SCENARIO

The Indian cement industry is the second largest producer of quality cement. Indian Cement
Industry is engaged in the production of several varieties of cement such as Ordinary Portland
Cement (OPC), Portland Pozzolana Cement (PPC), Portland Blast Furnace Slag Cement (PBFS),
Oil Well Cement, Rapid Hardening Portland Cement, Sulphate Resisting Portland Cement, White
Cement, etc. They are produced strictly as per the Bureau of Indian Standards (BIS)
specifications and their quality is comparable with the best in the world.

The Indian cement industry is the second largest in the world. It comprises of 140 large and more
than 365 mini cement plants. The industry's capacity at the beginning of the year 2009-10 was
217.80 million tonnes. During 2008-09, total cement consumption in India stood at 178 million
tonnes while exports of cement and clinker amounted to around 3 million tonnes. The industry
occupies an important place in the national economy because of its strong linkages to other

18
sectors such as construction, transportation, coal and power. The cement industry is also one of
the major contributors to the exchequer by way of indirect taxes.

Cement production during April to January 2009-10 was 130.67 million tonnes as compared to
115.52 million tonnes during the same period for the year 2008-09. Despatches were estimated at
129.97 million tonnes during April to January 2009-10 whereas during the same period for the
year 2008-09, it stood at 115.07 million tonnes.

Over the last few years, the Indian cement industry witnessed strong growth, with demand
reporting a compounded annual growth rate (CAGR) of 9.3% and capacity addition a CAGR of
5.6% between 2004-05 and 2008-09. The main factors prompting this growth in demand include
the real estate boom during 2004-08, increased investments in infrastructure by both the private
sector and Government, and higher Governmental spending under various social programmes.
With demand growth being buoyant and capacity addition limited, the industry posted capacity
utilisation levels of around 93% during the last five years. Improved prices in conjunction with
volume growth led to the domestic cement industry reporting robust growth in turnover and
profitability during the period 2005-09.

2.3 Consumption Growth during 2009-10

Even during the economic slowdown in 2009-10, growth in cement demand remained at a
healthy 8.4%. In the current fiscal (2009-10) cement consumption has shot up, reporting, on an
average, 12.5% growth in consumption during the first eight months with the growth being aided
by strong infrastructure spending, especially from the govt sector. The trends in all-India
consumption and the growth in consumption in the major cement-consuming States over the last
five years are presented in below table:

Growth in Cement Demand

Figures in Million Tonnes

2009-10 Apr-Nov 10

19
Domestic Consumption 178 100

Year-on-Year Growth (%) 8.4 12.5

Source: Cement Manufacturers Association (CMA), ICRA Research

TABLE 2.1

2.4 Key Drivers of Cement Industry

 Buoyant real estate market

 Increase in infrastructure spending

 Various governmental programmes like National Rural Employment Guarantee

 Low-cost housing in urban and rural areas under schemes like Jawaharlal Nehru National
Urban Renewal Mission (JNNURM) and Indira Aawas Yojana

2.5 Globalization of Indian Cement Industry

The Globalization of Indian Cement Industry has helped the industry to restructure itself to cope
up with the alterations in the global economic and trading system. The Indian cement industry is
one of the oldest industries. It has been catering to India's cement requirements since its
emergence during the British Raj in India. Though the majority of the players in the Indian
cement industry were private sector organizations, the industry was highly regulated.

With the rapid growth rate of the Indian economy after the 1990s, the infrastructural
developments within the country has been tremendous. The increase in the construction activities
has led to the increase in the demand for updated quality building materials and other allied
products. Cement being one of the major elements in the construction work, there is a growth in
the cement industry in India. The consumption of cement has increased in India by nearly 7.5%.
With the globalization of Indian cement industry many foreign cement manufacturers are
engaging themselves in agreements and deals with their India counter parts to have a share of the
growth.

20
Globalization of Indian Cement Industry includes several foreign companies engaging in mergers
and acquisitions of Indian cement companies, like

 Heidelberg Cement - Indorama Cement Ltd. Heidelberg Cement Company entered into an
agreement for a 50% joint venture with the Indorama Cement Ltd., situated in Mumbai,
originally possessed by the Indorama S P Lohia Group. Heidelberg Cement Company is
the leading German cement manufacturing company. The Heidelberg Cement was set up
in 1873 and has a long and prosperous history. Being one of the best in the world the
Heidelberg Cement Company has its bases in different countries. The Heidelberg Cement
Company has two manufacturing units in India. A grinding plant in Mumbai and a cement
terminal near Mumbai harbor. A clinker plant is coming up in the state on Gujarat

 Holcim Cement - Gujarat Ambuja Cements (GACL) Holcim Cement signed an agreement
of 14.8% take over with the Gujarat Ambuja Cements (GACL). With new products,
skilled personnel, superb management, and a outstanding market strategy gives this tie up
good edge over the other competitors. Holcim Cement Company is among the leading
cement manufacturing and supplying companies in the world. It is one of the major
employers in the world; having a work force of 90,000.The Holcim Cement Company has
units in excess of 70 countries all over the world.

 Italcementi cement - Zuari Cement Limited Italcementi Cement Company with the help
of the Ciments Français, a subsidiary for its global activities, has acquired shares of the
famous Indian cement manufacturer - Zuari Cement Limited. The acquisition was of 50%
shareholding and the deal was of about 100 million Euros. Italcementi Cement is the 5th
largest cement manufacturing company in the world. The production capacity of the
Italcementi cement company is about 70 million tons in a year. With the construction
boom in India the company looks for a stable future. In 2001 the Italcementi cement
entered the Indian market scenario. It took over the plant of the Zuari Cement Limited in
Andhra Pradesh in southern India. The joint venture earned revenues of around 100
million Euros and an operating profit of 4 million Euros.

 Lafarge India is the subsidiary of the Lafarge Cement Company of France. It was
established in 1999 in India with the acquisition of the Tisco and the Raymond cement

21
 plants. Lafarge Cement presently has three cement manufacturing units in India. One of
them is in Jharkhand which is used for the purpose of grinding and the other two are in
Chhattisgarh used for manufacturing. The Lafarge Cement Company was set up in the
year 1833 by Leon Pavin. Lafarge Cement Company situated in France is the leading
cement producing company in the world. It has plans for increasing the cement
production through technological innovations and maximization of the capacity of the
plant. It has a large network of distributors in the eastern part of India. The Lafarge
Cement Company is presently producing nearly 5.5 million tons of cement for the Indian
cement market.

2.6 STRUCTURE OF THE INDIAN CEMENT INDUSTRY

 It is a fragmented industry. There are 56 cement companies in India, operating 124 large
and 300 mini plants, where majority of the production of cement (94%) in the country is
by large plants.
 One of the other defining features of the Indian cement industry is that the location of
limestone reserves in select states has resulted in it’s evolving in the form of clusters.
 Since cement is a high bulk and low value commodity, competition is also localized
because the cost of transportation of cement to distant markets often results in the product
being uncompetitive in those markets.
 Another distinguishing characteristic comes from it being cyclical in nature as the market
and consumption is closely linked to the economic and climatic cycles. In India, cement
production is normally at its peak in the month of March while it is at its lowest in the
month of August and September. The cyclical nature of this industry has meant that only
large players are able to withstand the downturn in demand due to their economies of
scale, operational efficiencies, centrally controlled distribution systems and geographical
diversification.

22
 Cement Industries in ANDHRA PRADESH with Production Capacity
16.70 CAPACITY

NAME OF CEMENT LOCATION ANNUAL INSTALLED

COMPANY / PLANT CAPACITY (MILLION
TONNES)

ACC Ltd. Macherial 0.34

Orient Cement Rechni Road 1.18

Maha Cement Nalgonda 3.32

Andhra Cement (G) Vijaywada 0.24

Kistna Cement Kistna 0.21

Zuari Cement Tadipatri 1.70

India Cement Yerraguntla 0.40

India Cement Chilamkur 1.00

Madras Cements Jayantipuram 1.10

Rassi Cement Wadapally 1.80

Priyadarshini Cement Ramapuram 0.60

Shri Vishnu Cement Sitapuram 1.00

CCI Ltd. Tandur 1.00

Andhra Cement (G) Visakapatnam 0.50

CCI Ltd. Adilabad 0.40

23
Andhra Cement Nadikude 0.50

KCP Ltd. Macherla 0.40

Panyam Cements Bugganipalle 0.53

L & T – A.P. Tadipatri 2.00

India Cement – Visaka Tandur 0.90

STATE NUMBER OF PLANTS CAPACITY

(MILLION TONNES)

Madhya Pradesh 20 26.03

Andhra Pradesh 16 18.03

Rajasthan 12 15.07

Gujarat 6 12.59

Maharashtra 8 6.41

24
Karnataka 10 6.92

Tamil Nadu 7 7.59

Bihar 3 4.62

Himachal Pradesh 6 3.47

Uttar Pradesh 3 4.05

Orissa 1 2.66

Punjab 2 1.04

West Bengal 1 1.13

Delhi 1 0.50

Haryana 1 0.17

Kerala 1 0.42

Jammu & Kashmir 1 0.20

Assam 1 0.20

Meghalaya 1 0.20

120 111.03
TOTAL

25
 CHAPTER 4

COMPANY PROFILE

26
 Company Profile
History

My Home Industries limited (MHIL) is a private limited

company originally incorporated as “Devi Cements limited under the
companies act 1956 with the main objectives manufacturing and
selling of cement and cement related products.

In the year 1998 Dr.J .Rameshwar Rao, one of the promoters has
acquired the share holding intrest of other promoters.consequent to
the change in the management, the name of the company was
changed to “ My home Cement industeirs limited’ and since then
there was substantial growth in the operations of the company.The
company is an ISO 9001 : 2000 certified company.

Units & Capacity :

The company has three units located at Mellacheruvu village,

,Kodhada Taluka, Nalgonda District . A.P.Unit I was set up in the
year 1998 with a capacity of 1.98 lakhs MT per annum.Over a
period of time the capacity was increased to 8.25 lakhs MT per
annum.Unit=II was established in 2002 with a capacity of 6.60lakh
MT per annum and the same was increased to 10.15 lakhs MT per
annum by modifications and additions to plant & machinery and
other assets and also by production of blended cement. Unit III with

27
a capacity to manufacture 13.60 lakhs MTs of cement per annum
was set up during March 200.Thus, the total capacity of 3 units
works out to 32.00 lakh MTs per annum

Types of Cement

The company manufactures the products :

1.Ordinary Portland Cement(OPC)

43 grade

53 grade

2.Portland Pozzolana Cement(PPC)

Maha cement offers a product line to suit for every need.

Maha Gold – 53 grade high strength cement

Maha Shakthi- Quality blended cement (PPC)

28
 Maha Cement-43 grade High strength cement

My Home Cement Industry Ltd In India use Thermoteknix

High Temperature Infrared Cameras

My Home Cement Ind. Ltd have just commissioned Thermoteknix’s WinCem

3D Graphic Kiln Shell Scanning System at their Mellacheruvu Village
Nalgonda Dist Plant. The newly installed system comprises the Thermoteknix
Centurion Kiln Linescanner working alongside WinCem 3D Graphic Software.

Centurion Kiln Shell Scanner Scanner Installed at My Home Cement

Click to Enlarge / Visit Picture Gallery Click to Enlarge / Visit Picture Gallery

29
WinCem is established throughout the industry as the leading kiln scanning
system. It provides three dimensional live displays of kiln shell temperatures,
brick work and coating with virtual reality graphics presenting the kiln from
any angle, position or distance. My Home Cement presented a greater
challenge in that that the company’s Head Office in Hyderabad needed to be
able to view the scan, live, with the data being transmitted on-line from the
kiln some 200km away from the plant in Nalgonda District.

The commissioning, which was carried out by Thermoteknix Indian agents SB

Engineers at the beginning of September, involved the system being made
available via an internet connection based in the

Hyderabad Office. Real time kiln shell scan data is now being relayed live
from the plant to My Home Cement HQ, meaning that at HQ, information can
be viewed, monitored and assessed at any time.

200km away in Hyderabad, My Home

Keyur Shah of SB Engineers views Kiln Shell Technical Director Mr. V.S. Narang views the
Data Live at the plant in Nalgonda District data
Click to Enlarge / Visit Picture Gallery Click to Enlarge / Visit Picture Gallery

30
It is now possible for decisions to be made and discussed between sites and
HQ based on up-to-date live data, as and when necessary, saving time and
money for My Home Cement. WinCem 3D Graphics alarms and outputs give
a configurable, flexible user interface ensuring continuous coating monitoring
for all kiln conditions and improved control via client-server fully networked
software with multiple screen display capabilities. WinCem is the only
scanning system on the market to provide data as it is scanned from the kiln
– during each revolution of the kiln. Other systems update at the end of
every revolution.

Keyur Shah of SB Engineers with My Home

Centurion Kiln Scanner Installation
Cement Ind. Ltd staff at Nalgonda District
(Scanner circled in Red)
Plant
Click to Enlarge / Visit Picture Gallery
Click to Enlarge / Visit Picture Gallery

My Home Cement Industries Ltd manufactures MAHA cement and is headed

by Chairman Dr. J. Rameswar Rao, a well known industrialist who attended
the commissioning and was delighted with the capabilities of the system.

SB Engineers was established by Mr Subodh Bhatt in 1991. The company

represents manufacturers both from within India and overseas and markets
a range of industrial products and services. They have a strong established
presence in the Indian Cement Industry and their technical expertise and
after sales service are second to none.

31
 CHAPTER- 5

THEORETICAL FRAME WORK

32
 INDUSTRIAL RELATIONS IN MY HOME INDUSTRIES
LIMITED

The working conditions and Industrial relations in MY HOME INDUSTRIES

LIMITED are very good. In a very short time whatever I marked there is wonderful
industrial relations. All the activities is going on very systematically as per the
predefined rules and regulations. All the workers are doing their job perfectly. They
are all dedicating their honest towards their company.

There is also a very good relation between various portfolios. Every action is
carried out with a mutual understanding each and every portfolio is doing best in
their job. The premise of MY HOME INDUSTRIES LIMITED is quite pleasing.
Though it is an industry but still you can feel the calm and peaceful environment of
this. No outside sound is here. All the workers are also taking care of their
environment.

There are also CISF who watches the factory. They perform their job with very
politely and honestly though they are military force thanks to the CISF. They are
also responsible for the disturbances of the factory. They have to be answerable in
front of the management.

In the concluding sentence I can say where every department is guiding their own
job and they don’t interfere in other departments as they run smoothly.

SCHEME FROM EMPLOYEES PARTICIPATION IN MY HOME

INDUSTRIES LIMITED

The MY HOME INDUSTRIES LIMITED believes that active association of all

employees in various aspects of productive operation in true participative spirit is
essential for the creation of a climate of involvement and commitment which alone
an motivate them to contribute their best for the sustained growth and prosperity of
the organization. This belief found is nurturing ground and prosperity of the
organization. The progression through various stages of this process of

33
participation has today brought us to the setting where the corporate objective
which is

“ To evolve a participative style of management which will ensure good

working conditions and job satisfaction to all employees, wages commensurate
with teir performance, career advancement and good- will amongst- all employees,
and respect for the human individual.”

A) Has been translated into real practice.

B) With the appointment of Shri G.Ramanajam an eminent labor leader in the

Board of Directors, the employees, participation scheme stands implemented in
MY HOME INDUSTRIES LIMITED right from the Board level down to the
shop floor. Employee’s participation in the management has many first in MY
HOME INDUSTRIES LIMITED through:

 A joint committee the apex national level.

 A plant council in each manufacturing unit.
 A shop council in each major area of work in the various plants.

THE JOINT COMMITTEE:

C). The joint committee for MY HOME INDUSTRIES LIMITED which has been
functioning for nearly a decade now has institutionalized the epitome of
participation and has discussed and settled issues.

Of mutual concern ranging from revision of pay structure and allowances to

forming employees participation schemes at the various levels. The deliberations of
the joint committee have also encompassed discussions and decisions or fringe
benefits bonus and incentive payments, rationalization of leave facilities, facilities
to the unions etc.

D). The joint committee initially started was having two representatives each from
the recognized unions of different manufacturing units and 3 representatives each
from central trade union organization of INTUC and AITUC on one side and the
chairman and Managing Director Functional Directors and Heads of Divisions on
the other subsequently with a view to broad base the representation on this forum
even unions having 10/- following have been given the presentation on this forum,

34
besides corresponding the presentation to central trade union organizations of
INTUC, AITUC, CITU and BMs in proportion to the following of their affiliates in
the different units.

E). The tenure of the joint committee has been decided by the committee itself in a
true spiocit of bi-parties and has been normally 2 years excepting for singular
situation where the committee has decided unanimously to continue beyond 2
years.

F). The effectiveness of this forum has been distinctly built on certain features
which are essentially very special to this MY HOME INDUSTRIES LIMITED
forum, namely

 The Decision making process- The decision has been taken in the joint
committee in an atmosphere of venality and understanding has been always by
consensus.
 The sanctity of decisions- The joint committee decisions agreements have
enjoyed and unquestioned sanctity and respect.
 Participation based on equal uncertainty- the representatives on the joint
committee irrespective of their affiliation etc.
 Board- based Representation the joint committee has a board based
representation which presents over 90% of the employees through various
unions. The plant and shop floor level schemes as avowed by the joint
committee id given in the following pages.

35
 STRUCTURE OF PLANT COUNCIL
 There shall be plant council in each plant under the company.

 The plant council shall consist of not more than 12 representations of the
employees and an equal number of representatives of the management.

 Representatives of employees in the plant council shall be nominated by the

unions and the control organization to which they are affiliated in the same
proportion as they are representated in the join committed at the open level.

 Subject to the provisions of clause 2 above, for the purpose of nomination of

the representatives to the plant council, the plant with all its areas of
operation shall be suitable divided in to a member of constituency units
comprising one or more shop councils and each union as motioned.

 Subject to the above, the details regarding the number of representatives,

division of the plant into constituencies and other allied matters relating to
other constitution of the plant council shall be mutually agreed upon between
the management and the amnions concerned in each plant.

 The council shall function for tenure of 2 years with effect from the date of
its first meeting. The normal tenure of a member shall be before 2 years. If
however a member is nominated in the midterm of the council to fill a
vacancy caused by resignation, removal, death, etc, of a member the
members nominated in such vacancy shall continue in office for the
remaining period of the plant council.

 Only such members who are actually engaged in the plant council shall be
eligible to become the members of plant council.

 The general manager of the plant shall be the chairman of the plant council
their shall be a co chairman who shall be nominated by the employee
members of the council.

 The plant council shall nominate one of its members as secretary of the
council who shall be provided with the necessary facilities for the efficient
discharge of his functions.

 The plant council shall meet once in a month.

36
FUNCTIONS:

The plant council shall deal with the following matters relating to the plant
council.

a) Matters pertaining to production programs targets and productivity.

b) Problems emanating from shop councils which remain unsolved.
c) Matters concerning the unit or plant as a whole in respect of issues in
connecting on with process, work organization work planning, work
lead and manning
d) Development of skills and abilities of employees including abilities
consistent with the training and development budget.
e) Problems affecting more the one dept on shop.
f) Payment and rewards for valuable suggestions received from
employees.
g) Matters relating to raw materials planning and their economic use
including improvements in quality.
h) General health welfare and safely measures relating to the plant as a
whole.
i) Preparation of breakup of holidays.
j) Any matter agreed up on by the management and employees
representative

37
STRUCTURE OF (SHOP COUNCIL)

Their shall be a shop council for each department in plant, or one shop council for
more than one shop on department, depending upon the member of employees
employed in different shops or dept.

Each shop council shall consist of not more than 12 representatives of the
employees and equal members of representative of the mgt.

The constitution of the shop council will be determined in such a manner that the
employees there in would represent self complete homogeneous work groups
related to a specific function product process physical location or a combination of
any of these.

Subject to the provision of clause 14 above for the purpose of the nomination of the
report of work shop council the shop shall be divided into a suitable manner of
constitute envies and each union shall nominate the prescribed no of representative
from each such constituency..

Subject to the above provisions the details regarding the number of members,
division of the shop into constitute encases and other allied matters relate to
constitution of the shop councils shall be decided by mutual agreement between the
representatives of the enclose and the management in the plant council provide that
where no agreement is reached in plant council on any matter it will be referred to
the joint commitment the national level whose decision shall be final.

38
 ANNEXURE:
1. Nominations of members for the plant council

The management group will consist of a maximum of twelve

members drawn from various level functions as detailed below:

Chairman General Manager (Optional)

Secretary Head of production

Members Head of personal

Head of engineering

Head of materials

2 from the amongst Executive

2 from the amongst Supervisor

2 from amongst the Chairman of Shop Council

The employees group will consist of a maximum of twelve members with a

distribution as prescribed in the scheme. Two Co-Chairman of the council will
be nominated from among the employee’s representatives in the council.

2. Constitution of the Councils.

The plant council would determine the constituencies for the shop
council, depending on the number of employees in various departments,
functions or areas. While deciding on the total number of councils in any unit,
care should be taken to see that as far as possible one shop councils would
represent a group of 800 to 1000 employees. This is necessary one hand to make
the shop councils adequately representative and on the other hand avoid to the
proliferation of shop councils, which might otherwise operational problems.

39
 3. Nomination of the members of the shop councils

The management group will consist of the members in the proportion of

one member each the Sr. managerial level, middle managerial level, junior
managerial level and two from the supervisory group. The total number of
management members shall not exceed twelve in any shop council. The chairman
of the council is the head of the department and he will also act as the secretary of
the Executive.

4. Functions of Chairman’s of the Plant council/ shop council

 To preside over the meeting of the council.

 To ensure proper discussion and adherence to items in agenda.
 To approve and direct issue of minutes meetings.
 To direct timely implementation of decisions of the council.
 To approve necessary reports and returns to the management.
5. Functions of Co-chairman of plant council/ shop councils.
 To preside over the meetings of the council in the absence of the chairman.
 To assist the Chairman in his functions.

6. Functions of Secretary of plant council/ shop council

 To draw up the agenda of items for the discussion in the council.

 To collect required data and carry out preliminary analysis on various items
of agenda.
 To draw up and issue minutes of the meetings of the council.
 To co-ordinate with each other councils and departments where require.
 To maintain necessary records concerning the activities of the council.
 To carry out paper work as per required including the submission of Reports
and returns.

40
INTRODUCTION
The term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and ‘Relations’.
“Industry” refers to “any productive activity in which an individual (or a group of
individuals) is (are) engaged”. By “relations” we mean “the relationships that exist
within the industry between the employer and his workmen.”
The term industrial relations explain the relationship between employees and
management which stem directly or indirectly from union-employer relationship.
Industrial relations are the relationships between employees and employers
within the organizational settings. The field of industrial relations looks at the
relationship between management and workers, particularly groups of workers
represented by a union. Industrial relations are basically the interactions between
employers, employees and the government, and the institutions and associations
through which such interactions are mediated.

The term industrial relations have a broad as well as a narrow outlook.

Originally, industrial relations was broadly defined to include the relationships and
interactions between employers and employees. From this perspective, industrial
relations cover all aspects of the employment relationship, including human
resource management, employee relations, and union-management (or labor)
relations. Now its meaning has become more specific and restricted. Accordingly,
industrial relations pertains to the study and practice of collective bargaining, trade
unionism, and labor-management relations, while human resource management is a
separate, largely distinct field that deals with nonunion employment relationships
and the personnel practices and policies of employers.

41
Significance of Industrial Relations
1. It establishes industrial democracy: Industrial relations means settling
employees’ problems through collective bargaining, mutual cooperation and
mutual agreement amongst the parties i.e., management and employees’
unions. This helps in establishing industrial democracy in the organization
which motivates them to contribute their best to the growth and prosperity of
the organization.

2. It contributes to economic growth and development: Good industrial

relations lead to increased efficiency and hence higher productivity and
income. This will result in economic development of the economy.

3. It improves morale of the work force: Good industrial relations, built-in

mutual cooperation and common agreed approach motivate one to contribute
one’s best, result in higher productivity and hence income, give more job
satisfaction and help improve the morale of the workers.

4. It ensures optimum use of scare resources: Good and harmonious industrial

relations create a sense of belongingness and group-cohesiveness among
workers, and also a congenial environment resulting in less industrial unrest,
grievances and disputes. This will ensure optimum use of resources, both
human and materials, eliminating all types of wastage.

5. It discourages unfair practices on the part of both management and unions:

Industrial relations involve setting up machinery to solve problems
confronted by management and employees through mutual agreement to
which both these parties are bound. This results in banning of the unfair
practices being used by employers or trade unions.

6. It prompts enactment of sound labor legislation: Industrial relations

necessitate passing of certain labor laws to protect and promote the welfare
of labor and safeguard interests of all the parties against unfair means or
practices.

7. It facilitates change: Good industrial relations help in improvement of

cooperation, team work, performance and productivity and hence in taking
full advantages of modern inventions, innovations and other scientific and
42
 technological advances. It helps the work force to adjust themselves to
change easily and quickly

Objectives of Industrial Relations

 To bring better understanding and cooperation between employers and
workers.

 To establish a proper channel of communication between workers and

management.

 To ensure constructive contribution of trade unions.

 To avoid industrial conflicts and to maintain harmonious relations.

 To safeguard the interest of workers and the management.

 To work in the direction of establishing and maintaining industrial

democracy.

 To ensure workers’ participation in decision-making.

 To increase the morale and discipline of workers.

 To ensure better working conditions, living conditions and reasonable wages.

 To develop employees to adapt themselves for technological, social and

economic changes.

 To make positive contributions for the economic development of the

country.

43
Scope
The scope of industrial relations includes all aspects of relationships such as
bringing cordial and healthy labour management relations, creating industrial peace
and developing industrial democracy.

The cordial and healthy labour management relations could be brought in-

 By safeguarding the interest of the workers;

 By fixing reasonable wages;

 By providing good working conditions;

 By providing other social security measures;

 By maintaining healthy trade unions;

 By collective bargaining.

The industrial peace could be attained –

 By setting industrial disputes through mutual understanding and agreement;

 By evolving various legal measure and setting up various machineries such

as Works Committee, Boards of Conciliation, Labour Courts etc.

Approaches to Industrial Relations

Industrial conflicts are the results of several socio-economic, psychological and

political factors. Various lines of thoughts have been expressed and approaches
used to explain his complex phenomenon. One observer has stated, “An economist
tries to interpret industrial conflict in terms of impersonal markets forces and laws
of supply demand. To a politician, industrial conflict is a war of different ideologies
– perhaps a class-war. To a psychologist, industrial conflict means the conflicting
44
interests, aspirations, goals, motives and perceptions of different groups of
individuals, operating within and reacting to a given socio-economic and political
environment”.

Psychological approach

According to psychologists, problems of industrial relations have their origin in the

perceptions of the management, unions and rank and file workers. These
perceptions may be the perceptions of persons, of situations or of issues involved in
the conflict. The perceptions of situations and issues differ because the same
position may appear entirely different to different parties. The perceptions of
unions and of the management of the same issues may be widely different and,
hence, clashes and may arise between the two parties. Other factors also influence
perception and may bring about clashes.

The organizational behavior of inter-groups of management and workers is of

crucial importance in the pattern of industrial relations. The group-dynamics
between the two conflicting groups in industrial relations tend to shape the
behavioural pattern.

Sociological approach

Industry is a social world in miniature. The management goals, workers’ attitudes,

perception of change in industry, are all, in turn, decided by broad social factors
like the culture of the institutions, customs, structural changes, status-symbols,
rationality, acceptance or resistance to change, tolerance etc. Industry is, thus
inseparable from the society in which it functions. Through the main function of an
industry is economic, its social consequences are also important such as
urbanization, social mobility, housing and transport problem in industrial areas,
disintegration of family structure, stress and strain, etc. As industries develop, a
new industrial-cum-social pattern emerges, which provides general new
relationships, institutions and behavioural pattern and new techniques of handling
human resources. These do influence the development of industrial relations.

Human relations approach

Human resources are made up of living human beings. They want freedom of
speech, of thought of expression, of movement, etc. When employers treat them as

45
inanimate objects, encroach on their expectations, throat-cuts, conflicts and
tensions arise. In fact major problems in industrial relations arise out of a tension
which is created because of the employer’s pressures and workers’ reactions,
protests and resistance to these pressures through protective mechanisms in the
form of workers’ organization, associations and trade unions.

Through tension is more direct in work place; gradually it extends to the whole
industry and sometimes affects the entire economy of the country. Therefore, the
management must realize that efforts are made to set right the situation. Services of
specialists in Behavioural Sciences (namely, psychologists, industrial engineers,
human relations expert and personnel managers) are used to deal with such related
problems. Assistance is also taken from economists, anthropologists, psychiatrists,
pedagogists, tec. In resolving conflicts, understanding of human behavior – both
individual and groups – is a pre-requisite for the employers, the union leaders and
the government – more so for the management. Conflicts cannot be resolved unless
the management must learn and know what the basic what the basic needs of men
are and how they can be motivated to work effectively.

It has now been increasingly recognized that much can be gained by the managers
and the worker, if they understand and apply the techniques of human relations
approaches to industrial relations. The workers are likely to attain greater job
satisfaction, develop greater involvement in their work and achieve a measure of
identification of their objectives with the objectives of the organization the
manager, on their part, would develop greater insight and effectiveness in their
work.

Principle of Good Industrial Relations

 The willingness and ability of management and trade unions to deal with
the problems freely, independently and with responsibility.
 Recognition of collective bargaining.
 Desirability of associations of workers and managements with the
Government while formulating and implementing policies relating to
general economic and social measures affecting industrial relations.
 Fair redressal of employee grievances by the management
 Providing satisfactory working conditions and payment of fair wage.

46
  Introducing a suitable system of employee’s education and training.
 Developing proper communication system between management and
employees.
 To ensure better working conditions, living conditions and reasonable
wages.
 To develop employees to adapt themselves for technological, social and
economic changes.
 To make positive contributions for the economic development of the
country.

Role of state in industrial relations

In recent years the State has played an important role in regulating industrial
relations but the extent of its involvement in the process is determined by the level
of social and economic development while the mode of intervention gets patterned
in conformity with the political system obtaining in the country and the social and
cultural traditions of its people. The degree of State intervention is also determined
by the stage of economic develop. For example, in a developing economy like ours,
work-stoppages to settle claims have more serious consequences than in a
developed economy and similarly, a free market economy may leave the parties
free to settle their relations through strikes and lockouts but in other systems
varying degrees of State participation is required for building up sound industrial
relations.

In India, the role played by the State is an important feature in the field of industrial
relations and State intervention in this area has assumed a more direct form. The
State has enacted procedural as well as substantive laws to regulate industrial
relations in the country.

Role of management in industrial relations

The management has a significant role to play in maintaining smooth industrial
relations. For a positive improvement in their relations with employees and
maintaining sound human relations in the organization, the management must treat
employees with dignity and respect. Employees should be given ‘say’ in the affairs

47
of the organization generally and wherever possible, in the decision-making
process as well. A participative and permissive altitude on the part of management
tends to give an employee a feeling that he is an important member of the
organization – a feeling that encourages a spirit of cooperativeness and dedication
to work.

 Management must make genuine efforts to provide congenial work

environment.
 They must make the employees feel that they are genuinely interested in
their personal development. To this end, adequate opportunities for
appropriate programmes of 18training and development should be
provided.
 Managements must delegate authority to their employees commensurate
with responsibility.
 They must evolve well conceived and scientific wage and salary plan so
that the employees may receive just compensation for their efforts. They
must devise, develop and implement a proper incentive plan for personnel
at all levels in the organization.
 There must be a well-planned communication system in the organization
to pass on information and to get feedback from the employees.
 Managements must pay personal attention to the problems of their
employees irrespective of the fact whether they arise out of job
environment or they are of personal nature.
 They must evolve, establish and utilize appropriate machineries for
speedy redressal of employees grievances.
 Managements must provide an enlightened leadership to the people in the
organization.

An environment of mutual respect, confidence, goodwill and understanding on the

part of both management and employees in the exercise of their rights and
performance of their duties should prevail for maintaining good industrial relations

Role of trade unions in maintaining industrial relations

The trade unions have a crucial role to play in maintaining smooth industrial
relations. It is true that the unions have to protect and safeguard the interests of the

48
workers through collective bargaining. But at the same time they have equal
responsibility to see that the organizations do not suffer on account of their direct
actions such as strikes, even for trivial reasons. They must be able to understand
and appreciate the problems of managements and must adopt a policy of ‘give and
take’ while bargaining with the managements. Trade unions must understand that
both management and workers depend on each other and any sort of problem on
either side will do harm to both sides. Besides public are also affected, particularly
when the institutions involved are public utility organizations.

Trade Unionism
Trade unionism is a worldwide movement and the highly strategic position
occupied by trade unions in modern industrial society has been widely recognized.
In most cases, employees’ associations or trade unions seem to have emerged as
‘protest movements’ reaching against the working relationships and condition
created by industrialization. When industrialization begins, organization members
have to be generally recruited from the ranks of former agricultural labour and
artisans who have to adapt themselves to the changed conditions of industrial
employment. They have to be provided with new types of economic security –
wages / salaries, benefits and services etc. Often they may have to learn to live
together in newly developing industrial townships and cities and also to adopt
themselves to new working conditions and new pattern of work-rules imposing
discipline and setting pace of work to which they are unfamiliar. Their old habits
and traditions do not suffice to guide them in their daily work-behaviour and in
consequence they may be disorganized and frustrated. Thus the growth of modern
industrial organizations involving the employment of a large number of workers /
employees in new type of working conditions and environment makes them
helpless in bargaining individually for their terms of employment. As observed by
Frank Tannenbaum, “The emergence of trade unionism lies in the Industrial
Revolution which disrupted the older way of life and created a new society forged
by the shop, the factory, the mine and the industry.

49
The Trade Union Movement in India
The trade union movement’s origin in a sense can be traced back to very early date
to the time when villages had panchayats and guilds for settling disputes between
the masters and their members. The panchayats prescribed the code of conduct
which was rigidly observed by its members. Its non-observance resulted in
expulsion from the community. Trade unions, as understood today, however
originated in the first quarter of the present century, although the groundwork was
laid during the last quarter of the 19th century. In Mumbai, as early as in 1975, a
movement was started by reformers under the leadership of Sorabji Shapurju. They
protested against the appealing conditions of the factory workers and appealed for
introduction of adequate legislation to prevent them. The credit of laying the
foundation of the organized labour movement in India is at time accorded to Mr.
N.M. Lokhande, a factory worker himself. An agitation was organized by him a
19884 in Mumbai. This resulted in certain amenities being extended to the mill
workers which led to the organization of the Mumbai Milhands Association.

Actually a real organized labour movement in India started at eh end of the First
World War. Rising prices, without a corresponding increase in wages, despite the
employers making huge profits, led to a new awakening. Many trade unions were
formed throughout India. There were a number of strikes during 1919 to 1922. To
this was added the influence of the Russian Revolution, the establishment of the
ILO (International Labour Organization) and the All-India Trade Union Congress.
Thie4 speeded up the pace of the trade union movement. Following the Second
World War, there was a spiraling of prices. The workers once again became restive.
This further indirectly strengthened the movement in India.

The labour world in India is dominated mainly by four central organization of

labour. These unions are, in fact, federations of affiliated union – units which
function on regional, local and craft bases. These are:

 All-India Trade Union Congress (AITUC)

 Indian National Trade Union Congress (INTUC

 Hind Mazdoor Sangha (HMS)

 United Trade Union Congress (UTUC)

50
Need for Trade Union
 One of the main reasons of workers joining a trade union been their belief
to get wages increased and maintained at a reasonable standard through
collective action and their realization that individual bargaining was
utterly useless for this purpose.
 Since the employee, as an individual, feels specially weak, he prefers to
join an organization that my afford him an opportunity to join others for
the achievement of those objectives that he considers as socially
desirable.
 The employees may join the unions to ensure a just and fair dealing by
management.
 Through collective strength, they restrain the management from taking
any such action which may be irrational, illogical, discriminatory or
contrary to their general interests.
 Another reason of employees joining some union may be the broader
realization on their part that unions fulfill the important need for adequate
machinery for proper maintenance of labour-management relations.
 Employees may join the unions because of their belief that it is an
effective way to secure adequate protection form various types of hazards
and income insecurity such as accident injury, illness, unemployment etc.
 The employees may join the unions because of their feeling that this
would enable them to communicate their views, ideas, feelings and
frustrations to the management effectively.
 Individuals may join the unions in the hope of finding a job through their
influence in the company management.

51
Functions of Trade Unions
 Functions relating to members
 Functions relating to organization
 Functions relating to the union; and
 Functions relating to the society.

Functions relating to trade union members

 To safeguard workers against all sorts of exploitation by the employers,
by union leaders and by political parties.
 To protect workers from the atrocities and unfair practices of the
management.
 To ensure healthy, safe and conducive working conditions, and adequate
conditions of work.
 To exert pressure for enhancement of rewards associated with the work
only after making a realistic assessment of its practical implications.
 To ensure a desirable standard to living by providing various types of
social service – health, housing, educational, recreational, cooperative,
etc. and by widening and consolidating the social security measures.
 To guarantee a fair and square deal and social security measures.
 To remove the dissatisfaction and redress the grievances and complaints
of workers.
 To encourage worker’s participation in the management of industrial
organization and trade union, and to foster labour-management
cooperation.
 To make the workers conscious of their rights and duties.

52
  To impress upon works the need to exercise restraint in the use of rights
and to enforce them after realistically ascertaining their practical
implications.
 To stress the significance of settling disputes through negotiation, joint
consultation and voluntary arbitration.
 The raise the status of trade union members in the industrial organization
and in the society at large.

COMMITEES IN MY HOME INDUSTRIES LIMITED

Name of the committee Management Employee

representatives representatives
PF 04+01 04+01
Central safety 12 12
Hospital Advisory 10 10
Transport Advisory 04 04
Township Advisory 04 06
SBF 08 09
DRF 08 09
Canteen 09 09

Name of the Management Superiors Union

Committee Representatives Representatives

PF ----- 04
CSC ----- ----- 12
HAF 09 01 10

53
TAC 04 ----- 04
Township AC 05 01 06
Canteen 09 01 10
committee

SBF/DRF, 07 01 08
Committee

Canteen committee.
The committee constitutes of 10 members including chairman and convener as
management representatives and 10 members are employee’s representatives.

Functions of canteen committee.

a) They can discuss the issues related to non financial matters.

b) Give suggestions for preparations of weekly many schedules and for

maintaining quality of finished items.

c) Suggestions can be given for improvement of working system of canteen

cleanliness and hygiene.

d) Inspections of vegetables and groceries should be made only at the canteen

and not at the suppliers shop.

e) Committee members should be distributed in such a way that at least one

member is present in each shift.

f) They should not interfere to solve the grievances of canteen employees.

54
 g) They should consult only the canteen management officials and should not

interfere with the working level.

h) Canteen management committee meeting shall be organized as and when

required and agenda items should be furnished in advance.

Central safety committee

Functions of central safety committee members
a) To assist and cooperates in safety measure and in implementation of health
and safety policy.
b) To participate in central safety committee enacting with unresolved points to
shop safety committee once in 3 months.
c) To participate in shop safety committee meeting is and when organized.
d) To interact with employee and educate tem of safe work method and
procedure.
e) To identify unsafe situation and to discuss in shop safety committee meeting.
f) To involve in health and safety survey and identify the cause of accident.
g) Reviewing the implementation of recommendations made by the audits.
h) To educate people the usage of PPE’s at respected work area.
i) To implement the work permit system with the help of block safety officer.
j) To participate in plant safety inspection and implement of
corrective/preservative actions.

55
 k) To participate in accident/incident investigation and implementation of
recommendation.
l) To participate in job safety analysis.
m) To involve in training & promotion activities of safety.
n) To look in to any complaint made on the likely hood of eminent danger to
safety and health of the workers and suggest corrective measure

Township advisory committee

Role of representative on township advisory committee

a) Townships advisory committee member shall be issued passé only during the
second half of the shift. They should register their attendance at 6:45 am to
11:00pm.

b) They can disuse with the township administration on the issue what are not
related to financial matter.

c) They should not interfere in the administration of township.

d) They can give suggestion to improve the system and work environment they
should not discuss the issue related to employee of township administration.

e) In case of any emergency the township administration can call the member in
consultation with their respective controlling officers.

f) Members should be vigilant and inform township administrative about any

difficulties observed in the township like garbage clearance, leaking of pipe, street
light, and maintenance of public works etc….

56
Staff benefits fund committee
Role of union representative on staff benefits fund committee
a) Advocate the employee to become a member of the staff benefit fund.

b) Attend the meeting and take policy decision to improve the function of the

B.S.F

c) Ensure all the members of the fund should be given equal treatment and

extend the benefit uniformly.

Review the earlier decision in order to improve the system by extending some more
benefits to the needy members

Death relief fund committee.

Role of union representatives on death relief fund committee.

a) Ensure to arrange recoveries from the employees to make the payments to

the deceased on time.

b) Any policy decision on this account may be taken in the meeting and see that

the same is implemented properly.

c) Periodical review of the earlier minutes and wherever changes are needed it

may be updated.

57
Hospital committee

Role of union Representatives on Hospital committee.

a) Committee can discuss the issues related to non financial matters with HMS,
manager/HA and Doctor in charge of the departments on appointment
furnishing the agenda in advance. They should not disturb the doctors on
duty.
b) Committee members should visit the hospital only I the second half of the
shift except in emergency.
c) They can give suggestions to improve the functioning of hospital.
d) Committee members should not involve in the matters connected with
medical profession, procurement of medicines and referral cases.
e) The committee should coordinate in mobilizing blood donors in case of
emergency for the in patients at MY HOME INDUSTRIES LIMITED
General Hospital and at referral Hospital.
f) Periodical Medical Health check up process can be made effectively by
associating committee members.
g) Whenever Chronic Alcoholic are admitted for treatment in MY HOME
INDUSTRIES LIMITED Hospital the committee members may help in
counseling them for deaddition.
h) The committee members shall educate the public in adhering to the visiting
hours of hospital to avoid disturbance to the patients and attending medical
staff.
i) Whenever Medical department conducts pro health programs such as
community Health and patient education etc... The committee members may
help in making the programs successful.

58
 j) Psychiatric cases old, disabled patient and retired employees are often lift out
without any help from their families. In such cases the committee members
may help them by talking to their family members.

Transport Arrangement committee.

Role of union Representatives on Transport Arrangement

committee.
a) Whenever the committee members services are required by the transport
arrangement section or vice versa, the concerned controlling officers shall be
informed by the authorities of transport arrangement section to issue special
movement pass to them.
b) Committee members can discuss non financial matters.
c) They can give suggestions for improvement of routes and full utilization of
the capacity of the buses by studying the routes and overall cost reduction.
d) Keeping in view the economic conditions and availability of quarters in the
township they can advocate the bus commuters to reside in the township.

59
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.

60
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.

61
 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:
62
 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.

63
 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.

64
 - -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:

65
  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.

66
 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.

67
 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:

68
  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 MY HOME INDUSTRIES 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.

69
Grievance procedure in MY HOME INDUSTRIES

A written statement of the

grievance submits to the
z HOD by the concern.
z
i
e
vThe HOD investigates the
acase and gives the reply with
nin three day’s.
c
e
The concern is not satisfied
s
HOD’s decision or failed to
u
receive an answer with in a
b
stipulated time, he may be
m
submit to the factory
i
manager.
t
s
The factory manager will
t take up the issue and start
othe investigations with the
concern unit HR persons.
t
h
eThis investigation shall be
completed by both factory
Hmanager and concern unit
OHR with in 7 day’s.
D

Finally, the suitable solution

b
to be delivered to the concern
y
and it is a final.

t
hNo factory manager shall not
ebe taken any kind of
grievance unless the above
c procedure has been carried
oout. 70
n
c
e
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.

71
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

72
 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.
73
  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.

74
 CHAPTER- 6

DATA ANALYSIS

&

INTERPRETATION

75
 ANALYSIS & INTERPRETATION

1) Industrial relations climate in MY HOME INDUSTRIES LIMITED is

always –
Table 6.1: Industrial relations climate

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

Good 10 20%
Very Good 35 70%
Occasionally Good 5 10%
Not Good 0 0%
Total 50

Percentage of Respondents
0%
10% 20%

Good
Very Good
Occasionally Good
70% Not Good

Fig 6.1: Industrial relations climate

Interpretation

From the chart 70% of respondents feels that Industrial relations climate in MY
HOME INDUSTRIES LIMITED is very good, 20% feels it’s good and 10% feels it
occasionally good.

76
 2) What is the role of trade union in Industrial relations?

Table 6.2: Role of trade union in Industrial relations

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

Collective Bargaining 30 60%
Role Of Mgmt,Union & Govt 0 0%
Negotiation 12 24%
All The Above 8 16%
Total 50

Percentage of Respondents

16%

Collective Bargaining
24% Role Of Mgmt,Union & Govt
60%
Negotiation
All The Above

0%

Fig 6.2: Role of trade union in Industrial relations

Interpretation

The respondents gave varied opinion regarding role of trade union in Industrial
relations as 60% feels that it’s for collective bargaining, 24% feels that it’s for
negotiation and 16% responded all the above

77
 3) Basically IR aims at –

Table 6.3: IR aims

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

High salary to the employee 15 30%
Good canteen system 5 10%
Raise productivity 5 10%
None of the above 25 50%
Total 50

Percentage of Respondents

30%

High salary to the employee

50%
Good canteen system
10% Raise productivity

10% None of the above

Fig 6.3: IR aims

Interpretation

From the chart it states that 30% feels that basically IR aims at high salary to
employee, 10% responded for good canteen system, 10% feels it’s to raise
productivity and 50% responded none of the above.

78
 4) Industrial peace is most essential for achievement of organizational goal.

Table 6.4: Industrial peace

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

Agree 15 30%
Disagree 3 6%
Strongly Agree 32 64%
Strongly Disagree 0 0%
Total 50

Percentage of Respondents
0%

30%

Agree
Disagree
64% 6%
Strongly Agree
Strongly Disagree

Fig 6.4: Industrial peace

Interpretation

The respondents gave varied opinion regarding “Industrial peace is most essential
for achievement of organizational goal” as 30% agree, 6% disagree and 64%
strongly agree to this statement.

79
 5) The management of MY HOME INDUSTRIES LIMITED is always ready to
listen to the grievance raised by the employee.

Table 6.5: Grievance raised by the employee.

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

Agree 35 70%
Disagree 0 0%
Strongly Agree 15 30%
Strongly Disagree 0 0%
Total 50

Percentage of Respondents
0%

30%

Agree
Disagree
70% Strongly Agree
0%
Strongly Disagree

Fig 6.5: Grievance raised by the employee.

Interpretation

From the chart it states 70% agree that the management of MY HOME
INDUSTRIES LIMITED is always ready to listen to the grievance raised by the
employee and 30% strongly agrees to that statement from this we can come to a
conclusion that management of MY HOME INDUSTRIES LIMITED is very
supportive to employee.

80
 6) Do you feel that the employee interest is secured in MY HOME
INDUSTRIES LIMITED?

Table 6.6: Employee secure.

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

Agree 6 12%
Disagree 0 0%
Strongly Agree 44 88%
Strongly Disagree 0 0%
Total 50

Percentage of Respondents
0%
0%
12%

Agree
Disagree
Strongly Agree
88% Strongly Disagree

Fig 6.6: Employee secure.

Interpretation

From the chart it states that the employee interest is secured in MY HOME
INDUSTRIES LIMITED as 12% agrees and 88% strongly agrees to that statement.

81
 7) Employee should participate in management.

Table 6.7: Employee participation.

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

Always 45 90%
Never 0 0%
Occasionally 5 10%
Don’t know 0 0%
Total 50

Percentage of Respondents
0%
0%
10%

Always
Never
Occasionally
90% Don’t know

Fig 6.7: Employee participation.

Interpretation

From the chart it states that the employee should participate in management has
90% responded always and 10% responded occasionally.

82
 8) Is the management of MY HOME INDUSTRIES LIMITED taking proper
safety measure for employees?

Table 6.8: Safety measures.

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

Yes 50 100%
No 0 0%
Total 50

Percentage of Respondents
0%

Yes
No

100%

Fig 6.8: Safety measures.

Interpretation

The respondents feel that management of MY HOME INDUSTRIES LIMITED is

taking proper safety measures for employees as 100% responded YES.

83
 9) Is management alone responsible to establish a good harmonious relation in
industry?

Table 6.9: Good harmonious relations.

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

Yes 35 70%
No 15 30%
Total 50

Percentage of Respondents

30%

Yes
70% No

Fig 6.9: Good harmonious relations.

Interpretation

The respondents gave varied opinions regarding management alone is responsible

to establish a good harmonious relation in industry as 70% responded YES and
30% responded NO.

84
 10) Industrial democracy means –

Table 6.10: Industrial democracy.

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

Leaders of trade union
will manage
10 20%
Employee will change
their manager
0 0%
All the equal rights
according to position
15 30%
None of the above 25 50%
Total 50

Percentage of Respondents

20% Leaders of trade union will

0% manage
50%
Employee will change their
manager
30% All the equal rights according to
position
None of the above

Fig 6.10: Industrial democracy.

Interpretation

The respondents gave various opinions what industrial democracy means as 20%
says leaders of trade union will manage. 30% says all the equal rights according to
position and 50% responded none of the above.

85
11) Among the following who plays an important role in maintenance of IR.

Table 6.11: IR maintenance.

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

Management 32 64%
Employees 0 0%
Employees association 4 8%
All the above 14 28%
Total 50

Percentage of Respondents

28%

Management
Employees
8% 64%
Employees association
All the above

0%

Fig 6.11: IR maintenance.

Interpretation

The respondents gave varied opinions regarding who plays an important role in
maintenance of IR as 64% says its Management, 8% says its Employee
Association and 28% responded all the above.

86
12) IR objective is to increase productivity by any means; put your choice

Table 6.12: Productivity increase.

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

Agree 38 76%
Disagree 2 4%
Strongly Agree 10 20%
Strongly Disagree 0 0%
Total 50

Percentage of Respondents
0%

20%

4% Agree
Disagree
Strongly Agree
76%
Strongly Disagree

Fig 6.12: Productivity increase.

Interpretation

The respondents gave varied opinions regarding IR objective is to increase

productivity by any means as 76 % agrees, 4% disagree and 20% strongly agree.

87
13) Is the canteen managing committee functioning properly?

Table 6.13: Functioning of canteen managing committee.

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

Yes 44 88%
No 6 12%
Total 50

Percentage of Respondents

12%

Yes
No
88%

Fig 6.13: Functioning of canteen managing committee.

Interpretation

The respondents feel that the canteen managing committee is functioning properly
as 88% responded YES against 12% NO

88
14) Which of the following Trade union participate in committee?

Table 6.14: Trade union participation.

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

Recognized union 50 100%
Non Recognized union 0 0%
None of the above 0 0%
Total 50

Percantage of Respondents
0%

Recognized union
Non Recognized union
None of the above
100%

Fig 6.14: Trade union participation.

Interpretation

From the chart it’s very clear that the recognized trade union participate in
committee as 100% responded for recognized union

89
15) Why do workers participate in trade union?

Table 6.15: workers participation.

PARAMETERS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS

Secure power 0 0%
Satisfy their social
needs
4 8%
Secure protection 8 16%
All the above 38 76%
Total 50

Percentage of Respondents
0%
8%
16%
Secure power
Satisfy their social needs
Secure protection
76%
All the above

Fig 6.15: workers participation.

Interpretation

The respondents gave varied opinions as why do workers participate in trade union
as 8% says to satisfy their social needs, 16% say to secure protection and 76%
responded all the above.

90
16. Safety provisions are being provided by the organization adequately?

Si. No Options Respondents Percentage (%)

1 Strongly agree 13 26
2 agree 25 50
3 Can’t say 5 10
4 disagree 7 14
5 Strongly disagree 0 0
total 50 100

It is evident from above table that 13 respondents are strongly agreed and 25
respondents are agree and 5 respondents are can’t say and 7 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.

60

50

40 strongly agree
agree
30 cant say

20 disagree
strongly disagree
10

0
respondents

91
17. Dispensary services are always accessible?

Si. No Options Respondents Percentage (%)

1 Strongly agree 25 50
2 agree 12 24
3 Can’t say 10 20
4 disagree 3 6
5 Strongly disagree 0 0
total 50 100

The above table indicates that 50% of the employees are strongly agree and 24% of
the employees are agree and 20% 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.

60

50
strongly agree
40
agree
30
cant say
20 dis agree

10 strongly disagree

0
respondents

92
18. Employee counseling system is effective in this organization?

Si. No Options Respondents Percentage (%)

1 Strongly agree 23 56
2 agree 17 24
3 Can’t say 7 14
4 disagree 3 06
5 Strongly disagree 0 0
Total 50 100

The above table indicates that 56% of the employees are strongly agreed and
24% of the employees are agreed that employee counseling system in the organization is
effective. Where as 14% 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.

60

50

40 strongly agree
30 agree

20 cant say

10 disagree
strongly disagree
0
respondents

93
19. The industrial relations situation in this organization as a whole?

Si .no Options Respondents Percentage (%)

1 Very good 13 26
2 good 25 50
3 Average 7 14
4 Poor 5 10
Total 50 100

The above table indicates that 26% 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 14% of the employees said average and 10% 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.

60

50

40 very good

30 good
average
20
poor
10

0
respondents

94
20. The management style in the organization?

Si. No Options Respondents Percentage (%)

1 Highly satisfied 14 28
2 satisfy 26 52
3 Cant say 7 14
4 Not satisfied 3 6
Total 50 100

The above table indicates that 28% of the employees are highly satisfied and
52% of the employees are satisfied by the style of the management in the organization. Where as
14% of the employees are said that not satisfied and 6% 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.

60

50

40
highly satisfied

30 satisfy
cant say
20
not satisfied
10

0
respondents

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

95
Si. No Options Respondents Percentage (%)
1 Strongly agree 9 18
2 agree 31 62
3 Can’t say 4 8
4 disagree 6 12
5 Strongly disagree 0 0
Total 50 100

The above table indicates that 18% of the employees have strongly agree
and 62% of the employees have agreed. That they are satisfied with the social security measure
taken by the organization. Where as 8% 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.

70

60

50
strongly agree
40 agree
30 can't say

20 disagree
stongly disagree
10

96
22. Every one knows the hierarchy of the authority?

Si . no Options Respondents Percentage (%)

1 Strongly agree 25 50
2 agree 9 18
3 Can’t say 11 22
4 Disagree 5 10
5 Strongly disagree 0 0
Total 50 100

The above table indicates that 50 respondents are strongly agreed and
18respondents are agree and 22 respondents are can’t say and 10 respondents are disagreed. This
statement explains about the knowledge of employees about the hierarchy of authority. Clear that
nearly 86% of the employees either strongly agree or agreed.

60

50

40 strongly agree
agree
30
cant say
20 disagree
strongly disagree
10

0
respondents

97
23. Decisions made by the management are with out any bias?

Si. No Options Respondents Percentage (%)

1 Strongly agree 7 14
2 agree 23 46
3 Can’t say 8 16
4 Disagree 12 24
5 Strongly disagree 0 0
Total 50 100

The above table shows that 46% has agreed that decisions made by the
management are with out any bias and 16% of the employees has strongly agreed. Only 24% of
the employees has disagreed and 14% 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.

60

50

40 strongly agree

30 agree
cant say
20
disagree
10 strongly disagree

0
respondents

98
24. The management doesn’t show any bias in maintaining discipline

Si .no Options Respondents Percentage (%)

1 Strongly agree 32 64
2 agree 11 22
3 Can’t say 5 10
4 disagree 2 4
5 Strongly disagree 0 0
Total 50 100

The above table significantly indicates that 64% of the employees have strongly
agreed and 22% of the employees are agreed that the management doesn’t show any bias in
maintaining discipline. Where as it is only 10% 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.

70
60
50
strongly agree
40
agree
30
cant say
20
disagree
10
strongly disagree
0
respondents

99
25. Is the company enforcing discipline strictly?

Si. no Options respondents Percentage (%)

1 Strongly agree 19 38
2 Agree 21 42
3 Can’t say 0 0
4 Disagree 6 12
5 Strongly disagree 4 8
Total 50 100

The above table clearly that 38% of the employees have strongly agreed and
42% 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.

50 srtongly agree
45
40 agree
35
30 cant say
25
20 disagree
15
10 strongly disagree
5
0
respondents

100
 CHAPTER- 7

FINDINGS & SUGGESTIONS

101
FINDINGS & SUGGESTION
 Industrial Relations climate in MY HOME INDUSTRIES LIMITED is very
good
 The role of trade union in Industrial relations is for Collective Bargaining
and Negotiation
 The executives feel that Industrial peace is most essential for achievement of
organizational goal.
 The employee interest is secured in MY HOME INDUSTRIES LIMITED.
 The Employee should always participate in management depending on the
occasion
 The management of MY HOME INDUSTRIES LIMITED is taking proper
safety measure for the employees.
 The management and employee are responsible for establishing a good
harmonious relation in industry.
 The canteen managing committee functioning properly.
 Only the recognized trade union participates in committee.
 Workers participate in trade union to Secure power Satisfy their social need
and Secure protection

102
 CHAPTER- 8

CONCLUSION

&

BIBLIOGRAPHY

103
CONCLUSION
Organizational goals can be achieved when people put their interest and best efforts
to the organization. Thus good working conditions and Industrial Relations is very
necessary. Without IR the organization cannot stand and it is far from the
achievement of its goal. Industrial Relations is the basic idea by which the
organization maintains Industrial peace.

As we know in an industry the work force is drawn from various region, they are
also varies in caste, creed, language etc… therefore it is difficult to maintain good
industrial relations between them, due to the communication gap. Industrial
relations also establishes brother hood between the employees which is a positive
force towards the achievement of organization goal.

I think there is no suggestion for the management of MY HOME INDUSTRIES

LIMITED. Because as we know that there is no strikes and lock-outs since last so
many years. The daily time table of MY HOME INDUSTRIES LIMITED runs
very smoothly. Therefore we thank to the members of MY HOME INDUSTRIES
LIMITED. From the questionnaire it is also clear that the members of MY HOME
INDUSTRIES LIMITED are happy with Industrial Relations.

Further to improve the Industrial Relations the management should follow the
following ideas –

 The management should not be rigid; there should be scope for flexibility.
 The management should allow the employees to participate in managerial
activities, it will motivate the employee.
 The management should make aware the employees about Industrial
Relations.
 The management persons should stand in employees ceremony and also in
an adverse situations, it makes the employees more dedicate towards the
organization.
 The management should collect feedback on regular basis regarding any
matter.
 The management should be very careful about the morality of the employees.
The management should not hurt the morality of the employee at any cost.
The above are some good points which should be carried by the management. It
will help in establishing name and fame of the organization.

104
 BIBLIOGRAPHY

Book Reference:

 Industrial relation, trade unions and labour legislation by

Sinha
 Arun Monappa, Industrial Relations, Tata Mc Graw Hill.

 Michael V P, HRM and Human Relations, Himalaya.

Websites

 www.My Home Industries limited.com

 www.My Home Industries limitedhyderabad.com

105
ANNEXURE

106
 QUESTIONAIRE

Respected sir/Madam

I SHIVA JYOTHI K pursuing MBA from NISHITHA INSTITUTE OF TECHNOLOGY

&SCIENCE (JNTU), I am doing my project on “INDUSTRIAL RELATIONS UNIONS” in MY
HOME INDUSTRIES LIMITED, as a part of study curriculum. I request you to kindly extend
your earnest co-operation in filling this questionnaire. The information provided by you will be
kept confidential and will be used for academic purpose only.

Grade: Department:

Age: No of yrs service:

1. Industrial Relations climate in MY HOME INDUSTRIES LIMITED is always _

a) Good (b) Very good

c) Occasionally good (d) Not good

2. What is the role of trade unions in industrial relations?
(a) Collective bargaining (b) Role of mgmt, union and govt.

(c) Negotiation (d) All the above

3. Basically IR aims at_

(a) High salary to the employees (b) Good canteen system

(c) Raise productivity (d) none of the above

4. Industrial peace is most essential for the achievement of Organizational goal

(a) Agree (c) Strongly disagree

(b) Disagree (d) Strongly agree

5. The management of MY HOME INDUSTRIES LIMITED is always ready to listen the

grievances raised by the employees.

(a) Agree (b) Disagree

(c)Strongly agree (d) strongly disagree

6. Do you feel that the employee’s interest is secured in MY HOME INDUSTRIES LIMITED?

107
 (a) Agree (b) Strongly agree
(c) Disagree (d) strongly disagree
7. Employees should participate in management.
(a) Always (b) Never
(c) Occasionally (d) don’t know

8. Is the management of MY HOME INDUSTRIES LIMITED taking proper safety measure for
employees?
(a) Yes (b) no
9. Is the management alone responsible to establish a good harmonious relation in Industry?

(a) Yes (b) No

10. Industrial democracy means -
(a) Leader of Trade Union will manage
(b) Employee will change their manager
(c) All have the equal right according to position
(d) None of the above.
11. Among the followings who plays important role maintenance of IR.

(a) Management (b) Employees

(c) Employees Association (d) All the above

12. IR objective is increase productivity by any mean; Put your choice.

(a)Agree (b) Disagree

(c)Strongly agree (d) strongly disagree

13. Is the canteen managing committee functioning properly?

(a) Yes (b) no

14. Which of the following Trade Unions participate in committees?

(a) Recognized unions (b) Non recognized unions

(c) Non of the above

15. Why do workers participate in Trade Unions?

(a) Secure power (b) Satisfy their social needs

(c) Secure protection (d) All the above

108
16. Safety provisions are being provided by the organization adequately.
( )

a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree

17. Dispensary services are always accessible ( )

a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree

18. Employee counseling system is effective in this organization.

( )

a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree.

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

( )

a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree.

20. The management style in the organization. ( )

a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree

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

( )

a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree

22. Everyone knows the hierarchy of authority. ( )

a) Strongly agree b) agree c) can’t say d) disagree e) strongly disagree.

23. Decisions’ made by the management are with out any bias.
( )

a) strongly agree b)agree c)can’t say d) disagree e)strongly disagree

24. The management doesn’t show any bias in maintaining discipline.
( )

109
 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

110