INTRODUCTION

The concept of industrial relations means the relationship between employees

and management in the day-to-day working industry. But the concept has a wide

meaning. When taken in the wider sense, industrial relations are a "set of functional

interdependence involving historical, economic, social, psychological, demographic,

technological, occupational, political and legal variables".

According to Dale Yoder, industrial relations are a whole field of relationship

that exists because of the necessary collaboration of men and women in the

employment process of an industry. The concept of industrial relations has been

extended to denote the relations of the state with employers, workers, and their

organizations. The subject therefore includes individual relations and joint

consultations between employers and work people at their work place collective

relations between employers and their organizations and trade unions and part played

by the state in regulating these relations.

Definition and concept of Industrial Relations

The term ‘Industrial Relations’ comprises ‘Industry’ and ‘relations’. Industry

means “any productive activity in which an individual is engaged”, and relations

mean “the relations that exist in the industry between the employer and his

workmen.” Observers like Dr. Kapoor say, “ Industrial Relations is a developing and

dynamic concept and as such no more limits itself merely to the complex of relations

between the unions and management but also refers to the general web of

relationships normally obtaining between employees- a web much more complex than

the simple concept of labor capital conflict.”

Different authors have defined industrial relations in somewhat different way.

Below are given some oft-quoted definitions:

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Industrial relations are a multidisciplinary field that studies the employment

relationship. Industrial relations is increasingly being called employment relations or

employee relations because of the importance of non-industrial employment

relationships; this move is sometimes seen as further broadening of the human

resource management trend. Indeed, some authors now define human resource

management as synonymous with employee relations. Other authors see employee

relations as dealing only with non-unionized workers, whereas labor relations is seen

as dealing with unionized workers. Industrial relations studies examine various

employment situations, not just ones with a unionized workforce. However, according

to Bruce E. Kaufman "To a large degree, most scholars regard trade unionism,

collective bargaining and labor-management relations, and the national labor policy

and labor law within which they are embedded, as the core subjects of the field."

Initiated in the United States at end of the 19th century, it took off as a field in

conjunction with the New Deal. However, it is generally a separate field of study only

in English-speaking countries, having no direct equivalent in continental Europe. In

recent times, industrial relations have been in decline as a field, in correlation with the

decline in importance of trade unions, and also with the increasing preference of

business schools for the human resource management paradigm

Industrial relations has three faces: science building, problem solving, and

ethical. In the science building phase, industrial relations is part of the social sciences,

and it seeks to understand the employment relationship and its institutions through

high-quality, rigorous research. In this vein, industrial relations scholarship intersects

with scholarship in labor economics, industrial sociology, labor and social history,

human resource management, political science, law, and other areas.

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Industrial relations scholarship assumes that labor markets are not perfectly

competitive and thus, in contrast to mainstream economic theory, employers typically

have greater bargaining power than employees. Industrial relations scholarship also

assumes that there are at least some inherent conflicts of interest between employers

and employees (for example, higher wages versus higher profits) and thus, in contrast

to scholarship in human resource management and organizational behavior, conflict is

seen as a natural part of the employment relationship. Industrial relations scholars

therefore frequently study the diverse institutional arrangements that characterize and

shape the employment relationship—from norms and power structures on the shop

floor, to employee voice mechanisms in the workplace, to collective bargaining

arrangements at company, regional, or national level, to various levels of public

policy and labor law regimes, to "varieties of capitalism" (such as corporatism, social

democracy).

When labor markets are seen as imperfect, and when the employment

relationship includes conflicts of interest, then one cannot rely on markets or

managers to always serve workers' interests, and in extreme cases to prevent worker

exploitation. Industrial relations scholars and practitioners therefore support

institutional interventions to improve the workings of the employment relationship

and to protect workers' rights. The natures of these institutional interventions,

however, differ between two camps within industrial relations. The pluralist camp

sees the employment relationship as a mixture of shared interests and conflicts of

interests that are largely limited to the employment relationship. In the workplace,

pluralists therefore champion grievance procedures, employee voice mechanisms such

as works councils and labor unions, collective bargaining, and labor-management

partnerships. In the policy arena, pluralists advocate for minimum wage laws,

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occupational health and safety standards, international labor standards, and other

employment and labor laws and public policies. These institutional interventions are

all seen as methods for balancing the employment relationship to generate not only

economic efficiency, but also employee equity and voice. In contrast, the Marxist-

inspired critical camp sees employer-employee conflicts of interest as sharply

antagonistic and deeply embedded in the employment relationship gives too much

weight to employers' interests, and instead deep-seated socio-political-economic

system. From this perspective, the pursuit of a balanced structural reforms are needed

to change the sharply antagonistic employment relationship that is inherent within

capitalism. Militant trade unions are thus frequently supported.

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NEED OF THE STUDY

Any organization to be effectively performed should have sound Industrial

Relations. A sound Industrial Relations comprises..,

1. Congenial relations between employees and employer.

2. Congenial labor management relations

3. Minimized industrial conflicts

4. Highly developed trade unions

5. Contribution to the organizational objectives

With respect to all these requirements an IR has to be maintained. As the contribution

of IR is vast there is a definite need to undertake a study to assess and to develop the

given requirements.

OBJECTIVES OF THE STUDY

1. To find the nature of relationships in and between different organizational

levels.

2. To assess the relationship between Employees, Unions and Employers.

3. To offer suggestions for improvement of industrial relations in SHIV

SHAKTHI Textiles

4. To offer suggestions by assessing the industrial democracy.

5. To promote and develop congenial relations between employees and

employer.

SCOPE OF THE STUDY

1. Relationship among employees, between employees and their superiors or

managers in and between different organizational levels.

2. Collective relations between trade unions and management

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Methodology:

1. Any discipline whether small or serious will generally been noticed by the line

supervisory. It can be cither behavior in discipline or violation of production

norms

2. A communication to that effect will be written in the prescribed Performa

3. By the true supervisor where he will narrate the incident of the/nature of the

indiscipline, the worker is indulged, in a send to the head of the department.

The head of the department then goes through the complaint and conducts the

preliminary enquiry. He writes his comments over the seriousness of the

indiscipline and his name is sent to the two general managers. The head of the

department will not comment over the proposed action of the punishment.

4. SGMW and SGMT in consideration with the SDGMP, taking into

consideration the prevailing situation with regard to the industrial relation,

union management relation and the employees (against whom the complaint

has made) behavior with his past records, will decide the proposed action

against the employer indulged in discipline.

Research measuring tools

To carry out the above laid research design and to collect data in the

prescribed manner, we have to use a tool that facilitates our study. As we cannot take

all employees into consideration certain sample of staff and workmen is considered.

Sampling: To best suit this study a stratified sampling is undertaken. As per the

company’s requirement the following sampling plan is designed.

Sampling plan: The employees come to plant in 4-shifts viz., A-shift, B-shift, C-shift

and one General shift. . There are 6 departments

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Sampling size:

The sample size for workmen level is 30

The sample size for staff level is 20

Thus the total sample size is 50

Research Design

This study on Industrial Relations has been carried out at SHIV SHAKTHI

Textiles’ manufacturing plant, Medak Unit. A certain sample of workmen and staff

has been chosen for the process. The views of staff and workmen have been extracted

separately with the help of a pre-devised questionnaire. And in the due process of the

study a detailed analysis has been done on the responses given by them.

Data collection method

The data collected to carry out the study involves two types of data.

Primary Data: The primary data has been collected from the employees. This data

helps most for the completion of the study by providing full and direct information,

which needs some interpretation and analysis, to attain the objectives of the study.

Secondary Data: This secondary data has been collected from various sources such

as books, journals, magazines and sites. Although the data collected or gathered from

these sources neither participate directly in the analysis nor influence the outcomes.

This forms a basis for an effective approach in making a report of what has been

studied. This data forms a part of the report and facilitates to acquire pre-requisite

knowledge regarding the study under consideration.

Data collection tools

To collect the above-mentioned primary data, the following tools can serve at its

best:

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Personal Interview: The employees under consideration have been interviewed

personally to get the desired responses by asking questions. And those responses were

noted.

Structural Questionnaire: The questionnaire consists of a set of close-ended

questions, which arc orderly arranged to extract the best from employees. In this

study we make use of the questionnaire, for collecting the responses of workmen

level and staff level separately.

PERIOD OF THE STUDY :

Since so many years “SHIV SHAKTHI TEXTILES, Hyderabad”

has been following the same procedure of INDUSTRIAL RELATIONS for their

executives and employees and 45 days for the study of my project last one-year data

has collected.

SOURCE OF DATA:

The study is based on primary as well as secondary data collected from

different sources:

A). Primary Data:

The primary data is collected with the help of questionnaires, which

consists of twenty questions each. The questionnaires are chosen because of its

simplicity and liability. Researcher can expect straight answers to the questions

B). Secondary Data:

Secondary data is collected through the documents provided by the personnel

department. The documents include personnel manuals, books, reports, journal, etc.

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HYPOTHESIS

Definition:-

It’s nothing but weather to know the given statement is TRUE or FALSE

about the population characteristic overall statement.

It is known fact to all that keeping employee happy is managements responsibility as

to get the work done perfectly but to feel happy is employee’s perception. So a

satisfied employee is essential element for improving efficiency effectiveness

Industrial relations among the employee in resulting in increasing the

perception of the organization

The relationship between Employees, Unions and Employers.

H0: (Null Hypothesis): The employees of shiv shakthi textiles are not satisfied with

their working environment.

H1: (Alternative Hypothesis): The employees of shiv shakthi textiles are satisfied

with their working environment.

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LITERATURE REVIEW

According to the ILO, “Industrial relations deal with cither the relationships

between the State and employers' and workers’ organization or the relationship

between the occupational organizations themselves. The ILO uses the expression to

denote such matters as freedom of association and the protection of the right to

organize, the application of the principles of the right to organize and the right of

collective bargaining, collective agreements, conciliation and arbitration and

machinery for cooperation between the authorities and the occupational organizations

at various levels of economy.”

“The concept of industrial relations has been extended to denote the relations

of the State with employers, workers and their organizations. The subject, therefore,

includes individual relations and joint consultation between employers and work

people at their work place; collective relations between employers and their

organizations and trade unions and the part played by the State in regulating these

relations."

Thus Industrial Relations may be defined as: “The relations and interactions in

the industry particularly between the labor and the management as a result of their

composite attitudes and approaches in regard to the management of the affairs of the

industry, for the betterment of not only the management and workers but of the

industry and natural economy as a whole.”

Industrial relations are an age old subject and its origin does back to seventieth

century. Industrial Revolution brought about transformation in the economic and

social life of people, it started in UK and then spread to France, Germany and the

USA. This period from Industrial Relations perspective was marked by the studies

made by Taylor and his Principles of scientific management. During this time series

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of events took place which brought about innovation and technology in the factories

replacing manual labor and redefining the man – machine relationship. The concept of

factory came into existence and many experiences were conducted. It also brought

about the concept of a free labor market. Earlier the supply side was governed by

some groups and unions and the market were generally held by master craftsmen.

This chapter provides insights on the various literatures published in the area

of Industrial relations. An extensive literature search has been conducted

encompassing publications of the Government of India, International Labor

Organization, and relevant books pirating to the subject of Industrial Relations &

human resources and from other 41 relevant publication’s in the field of IR. This

chapter provides an insight on the published literature in relation to industrial relations

especially with a focus on the changes and dynamics impacting the industrial relations

in the post liberalization of the Indian economy since 1991.

According to David E. Guest (1987), that if the concept is to have any social

scientific value, it should be defined in such a way as to differentiate it from

traditional personnel management and to allow the development of testable

hypotheses about its impact. On the basis of theoretical work in the field of

organizational behaviour, he proposed that HRM comprises a set of policies designed

to maximize organizational integration, employee commitment, flexibility and quality

of work. In this model, collective industrial relations have, at best, only a small role.

As per Peterson Swenson (1991), political domination of Social Democrats in

Denmark and Sweden beginning in the 1930s was stabilized by the absence of intense

opposition by capital to reformist programs aggressively opposed by business and the

Right elsewhere throughout world. It is not a symptom of weakness or dependency;

rather, it was a product of a class-intersecting, cross-class alliance behind institutions

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of centralized industrial relations that served mutual interests of scrotal groupings

dominating both union and employers. He further suggested that well-organized and

militant, and backed by 42 Social Democrats, employers in the two countries uses

offensive multi industry lockouts to force centralization on certain reluctant unions in

industry.

Researcher has to say that as mentioned by potentially dynamic and proactive

role of employers in industrial relations need to be recognized because incorporating

the notion of strategic human resource management appears consistent with this

suggestion, it is done here integrating frameworks of competitive strategy and human

resource management practices using the rationale of needed employee role behaviors

and cost and market conditions. It is then need to be merged with business life-cycles

stages creating a contingency framework to understand the impact of strategic human

resource management on industrial relations.

As in the study of impact of China’s latest reforms on industrial relations at

enterprise level in both state-owned firms and foreign-invested joint ventures. Also

they suggested that the reforms of the early 1990s here’re-invented’ the Industrial

Relations system and have significantly influenced recruitment and selection, wage

and reward systems, and social security programmers.

It is time to renegotiate the boundaries between industrial relations theory and

feminist analysis as far as Britain is considered. He feels the need to add women

issues to the research agenda, to recognition of the gendered character of 43

employment relations and of work itself. The formal institutions like management,

trade unions and the state, cannot be treated as gender neutral.

Paradigm Shift in IR

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That the old system is replaced not by the market but by an employment rights

regime, in which the rules of the workplace are imposed by law, judicial opinions, and

administrative rulings, supplemented by mechanisms at the enterprise level that are

responsive to the law but also are susceptible to employee pressures, both individual

and collective. This shift in the axes of mobilization in turn reflects the collapse of the

underlying model of social and economic organization upon which the collective

bargaining regime was built and more fundamentally a shift in our understanding of

the nature of industrial society and its direction of evolution in history. It poses a

challenge to the conceptual tools which are used in industrial relations to understand

the issues of work and to frame the public policy debate. They also argue that, the old

system need to be continued. They claimed that, the commitment to building a

discipline that speaks not only to scholars but to practice and to practitioners is what

distinguishes industrial relations most from other scholarly endeavors. Furthermore

they concerns underlying the field's commitment to trade unions and collective

bargaining which compel to recognize those new forms and develop the analytical

tools required to 44 understand, evaluate, and help them find effective expression in

practice and in action.

Those industrial relations are seen as an increasingly important subject as a

result of extent of news coverage, the results of opinion polls and by the growth of

university courses in this area. He argues that, rules are considered an intermediate

step towards the true objectives as increased labor-related productivity, increased

satisfaction of those needs which oblige people to take jobs, and increased power in

the work environment. He states that, the first objective is sought by managers and the

government, the second by workers and trade unions, and the third by managers and

some work groups and trade unions.

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The comparative work on industrial relations reform during 1980s and 1990s

in Australia and New Zealand, has systematically ignored important historical

differences between the two countries, underestimated the similarities in recent

reforms and privileged organizational and institutional explanations for changes in

industrial relations systems, at the expense of those which are based on systemic

factors and material interests. He also argues that more serious attention needs be

given to the epistemological assumptions embedded in research designs.

In view of Harry Katz, Thomas Kochan and Mark Weber (1985), that attention

need to be given to the relationships among characteristics of industrial relations

systems and efforts to be put to improve the quality 45 of working life. They states

that, industrial relations systems affect organizational effectiveness through two

channels. One is strong evidence of an association between measures of the

performance of industrial relations systems and economic performance. Another is

evidence that efforts to improve quality of working life have little impact on

economic performance.

Behavioral Perspective of IR

It examines the field of industrial relation form behavioral science viewpoint.

The world of industrial relations has grown rapidly and has become complex with the

development of industrial society. He argues that industrial relation at present

situation is more concerned with studying the resolution of industrial conflicts than

with its generation. Thus focus need to be given more on the consequences of

industrial disputes than its causes.

In the study of Raymond Adamson (1989) studied of industrial relations climate.

They defined Industrial relations climate as a subset of organizational climate that

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pertains to the norms and attitudes reflecting union-management relationships in an

organization.

As in Australia, there is a renewed interest in individualism as an organizing principle

in the employment relationship. The State and Commonwealth legislative

encouragement of individual contract formation, along with the diffusion and

adoption of individualistic HRM techniques have fuelled the perception that collective

industrial relations are consciously and systematically being replaced with newly

individualized employment relations. He argues that whilst collective forms of

industrial relations remain dominant, there is evidence of growing trend towards

individualism in Australian industrial relations policy and practice. In terms of

contractual individualism, he discovered that an increasing number of Australian

employers are engaging in procedural individualism by forming and registering

individual contracts. He argues that despite the increasing incidence of individual

contracts, they continue to cover a minority of Australian workers-collective

bargaining remains the predominant mode of establishing wages and conditions in

Australia.

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Extended Scope of IR

Hyson Lee (1996) states that, Production, Distribution and Rule making

systems (PDR systems) are subsystems of industrial relation system. The performance

levels of the organization are determined by the contents and interactions of the PDR

systems as productivity, 47 flexibility, innovation, fairness and satisfaction. The

model can be used to analyze non-union workplaces as well as unionized settings by

embracing collective bargaining as a subsystem of the rule-making system. A good

practice of future industrial relations will be established by the PDR systems in which

the creative human ware is maximized and actors cooperative spontaneously. He

views that industrial relation as including human resources issues as a synthesis of

production, distribution and rule-making systems encompassed in a community

perspective. He states that Industrial relation theory needs to differentiate primary

environmental factors and secondary environmental factors, and indirect strategic

choices and direct strategic choices for industrial relations. His model demonstrates

that, since it emphasizes the mind stimulation system, mutual gains in the future

depend on the actors’ spontaneous cooperation which will require a mix of both union

negotiations and direct worker involvement. The combination can avoid the criticisms

of a company union and the adversarial conflict that destroys the potential for mutual

gains between two.

According Subba Rao (2012), Provision of welfare amenities enables the

workers to live a richer and more quality life and thereby contributes to their

efficiency and productivity. It also helps to maintain industrial peace. Also increased

productivity of an industrial undertaking, indisputably, results from mental happiness

of employees. He states that mental happiness of an employee in turn is a function of

welfare facilities provided by the employer. They explains that welfare facilities make

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the life of the employee comfortable and happy and the labor welfare covers a broad

field and connotes a state of well-being, happiness, satisfaction, conservation and

development of human resources. They studied that there were lot of strikes and

lockouts taken place in Jute Industry which is one of the traditional industries which

lost huge number of manly hours, loss of productivity due to poor industrial relation.

They say that welfare facilities, undoubtedly, have their impact on industrial relations

in post liberalization.

Contribution of IR

In study of U. M. Premalatha (2012), industrialization results in growing

productivity and profitability. The success of the industry and economic development

depends on smooth and healthy industrial relations. Author studied industrial relation

and examine the different machinery for the settlement of industrial disputes if any

and there by focusing on workers participation in the management. He proves that

cordial and harmonious industrial relations leading to increase in productivity and

profitability. Also Education, training and development of employees are necessary as

a part of effective participation while making decisions. He suggest that a constant

review or follow up of results of the industrial relations programmers adds value to

the everlasting association by increasing the productivity and profitability of the

nation in general and organization to be specific.

According to Vijaysinh M. Vanar (2012), industrial relations basically aim at

the development of a sense of mutual confidence, dependence and respect among all

the employees of an industrial unit at different levels of organization. He attempted a

study on the status of industrial relations in engineering sector in Gujarat. He put

hypothesis as for the study that the status of industrial relations is significant among

certain selected units. He found that contractual employees, employees who are not

17

member of union, and shop floor employees have responded less positively to the

industrial relations status at their respective organizations. He also found that

employees of private limited 50 companies have positively responded for the status of

industrial relations at their respective organizations.

In view of Thomas Klikauer (2004) examines the industrial relations in the

shipping industries of two Liberal Market Economies (LMEs), Australia and the

United States and in two Coordinated Market Economies (CMEs), Germany and

Denmark. He used the theory of Liberal versus Coordinated market economies to

discuss two polar approaches to the issue of reform in industrial relations in the

context of pressures of globalization. He assessed the scope to which local

institutional factors offset the major trend towards the globalization of the shipping

labor market. He discussed the role of state policies on shipping, trade unions, and

employer organizations. He argues that in shipping two distinctly different policy

approaches and reforms of industrial relations at the industry and national levels can

be identified. He stated that neither the CME's nor the LME's approach to

employment and industrial relations were able to stop the increased appearance of

crews of convenience under globalization. He stated that introduction of second

registers by the CMEs protected the core employment in off-shore shipping in some

extent because masters, captains, and officers have received limited protection by

being on such registers. At another side neither LMEs nor CMEs have been able to

stop increased competition in ocean going shipping, LMEs have exposed their

shipping industries to these forces without protection, where CMEs have sought to

protect core sections of offshore employment in same. He found that the two CMEs

achieved this by a 51 coordinated approach to industrial relations policy in shipping

industry. Put together he found that ,all four countries were faced with the same

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competitive forces brought to them by globalization in the world shipping industry,

the two coordinated market economies maintained their competitiveness by

developing innovative employment strategies that protected core employment while at

the same time securing the continuation of their industrial relations coordinated

pattern.

Empirical Evidences in IR

In the paper industry to illustrate changes taking place in United States

industrial relations. They replaced the traditional collective bargaining model in some

cases by a low-wage, adversarial approach and in other cases by a high-wage, more

cooperative model. They found that the cooperative approach is superior to the

adversarial approach in terms of both productivity and worker welfare. This labor and

management cooperation assumes an expanded role for unions in reducing the

differences between labor and management of organization. They found that the

National Labor Relations Act hinders American industry from effectuating

cooperative, high performance policies. They argue that reform is needed to

encourage better employee and management relations.

The effect of privatization of public enterprises on industrial relations practice in a

mixed recessional 52 economy. This view was put to ascertain the economic effect of

privatization on labor and management relations in Nigeria country. He adopted

qualitative approach for his study. He found that public enterprises in a recessional

economy does not create enabling environment for harmonious labor and

management relations. Also he found that, though privatization policy implementation

enhances efficiency and improved workers performance, however, retrenchment and

job insecurity of the workers are always the resultant effects of any privatized public

19

enterprises. He recommended that privatization policy implementation should be

normally being designed to guarantee workers job security, while pragmatic efforts

towards sustaining the level of efficiency and productivity attained by the privatized

public enterprises should always be given more priority. He argues that the basic

objectives of privatization can be satisfied by Commercial. He classified public

enterprises different groups, as, the directly productive, public utility and the service

or welfare public enterprises (the last being scholarship, pilgrims, sports and similar

boards). He suggests that the directly productive ones like financial, manufacturing,

agricultural and similar public enterprises will be required to operate strictly on the

basis of financial profitability by charging competitive prices. Further, the public

utilities will also be required to be commercial in operation, but where they are

required to serve special areas or groups on a non-competitive basis, they should be

given specific subsidy. Also he suggests that the service or welfare public enterprises

should operate on the basis of cost-effectiveness and need 53 to be funded from public

funds. Further he argues that, for these public enterprises to operate successfully on a

commercial basis, the Privatization of Public Enterprises Acts should be amended

accordingly to remove then shortcomings in terms of unemployment, workers

alienation and victimization that per vade the environment of privatized public

enterprises concerned in Nigeria. The way include funding or capitalizing them

adequately, freeing them from crippling civil service control by giving them

appropriated operational autonomy, allowing them free hand to utilize the best staff

available and generally removing all political interference from their routine

functioning. He suggests removing the causes of failure of public enterprises which

includes pervasive corruption with impurity. Also institutional superiority of private

sector over public enterprises is false justifying privatization. He suggests that

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operational autonomy should be promoted in both public and privatized public

enterprises in order to enhance increased productivity of the privatized enterprises in

Nigeria.

Ray Marshall (1992), found that basic United States industrial relations

policies are rooted in the mass production-natural resource economy that made the

United States the world's leading industrial nation during the first quarter of 20th

century. He found that in a competitive global economy, economic viability requires

much greater attention to quality, productivity, and flexibility. To develop high-

performance production systems, government must perform role like to develop a

consensus that the United States national economic goal is to remain a world-class,

high-income, democratic country. Further he suggests that 54 strategies need to be

developed to achieve supportive macroeconomic policies to encourage economic

growth, active policies to include labor standards as part of the rules governing all

international transactions, measures to strengthen human resource development for

workers that did not attend college, and workers right to organize and bargain

collectively needs to be strengthened.

The relationship among characteristics of industrial relations systems, attempts

to improve the quality of working life, and certain measures of organizational

effectiveness in 25 manufacturing plants affiliated with one company. They

developed the theoretical propositions relating variations in the performance of

industrial relations systems among plants to variations in organizational effectiveness

among plants. They found that there is an association exists between measures of the

performance of industrial relations systems and economic performance, and efforts to

improve quality of working life have little influence on economic performance.

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The involvement of civil society organizations (CSOs) in UK industrial

relations. Organizations of this type, includes advocacy, campaigning, identity and

community organizations have attracted increasing attention from employment

relations scholars in recent years. They demonstrated that civil society organizations

have become increasingly active in the sphere of work and employment, partly in

response to 55 trade union decline but also owing to political opportunities, afforded

by the labor market policy of the New Labor government in UK. They claim that civil

society organizations operate at multiple levels of the industrial relations system and

interact with the state, employers and trade unions.

It identifies the theoretical and policy foundation for the field of industrial

relations where labor is embodied in human beings and is not a commodity and argues

that the field’s two central dependent variables are labor problems and the

employment relationship. Further he develops a theoretical framework that not only

explains the nature of the employment relationship and labor problems but also

reveals shortcomings in related theories from labor economies and human resource

management. He demonstrated that optimal economic performance occurs in a mixed

economy of imperfect labor 56 markets and organizations, and shows that a certain

amount of labor protectionism promotes economic efficiency and human welfare.

The evolution of industrial relations in an historical and structural context in

India. The evolution of industrial relations has been incremental and adaptive and not

discontinuous and revolutionary in India. He found that the relationship between

changing industrialization strategies and industrial relations institutions and practices

in India is considerably more subtle than is often supposed in comparative industrial

relations narratives, especially when detailed endogenous political economy

considerations are taken into account.

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Dimensions of IR across the World

It assesses current trajectories of change in the German system of industrial

relations by analyzing the codetermination and collective bargaining systems. He

argues two parallel developments which undermine the institutional stability of the

German model. Among them the first is the institutional base of the German industrial

relations system, which has served as the precondition of its past success has been

shrinking during the last two decades and the second is increasing decentralization

pressures within collective bargaining tend to undermine the division of labor

between co-determination and collective bargaining. 57 Simon Clarke, Chang Hee

Lee, Do Quynh Chi (2007) studied the industrial relations in Vietnam. During 1990s

Vietnam has achieved rapid economic growth based on the attraction of foreign

investment in an unchanged political environment. They found that changing

employment relations have presented a major challenge to the rightsbased institutional

forms of regulation of industrial relations established in the early stages of reform,

which prove slow to adapt to the new circumstances where disputes are interest-

based. They found that the continuous strikes has led the authorities to pay increasing

attention to industrial relations issues, but their approach remains confined within the

legalistic framework. Also trade unions show little ability to stand up to employers on

behalf of their members.

Colin Duncan (2001) assessed British public sector reforms for twenty years

along with trade union responses and future prospects for industrial relations in the

public services. He highlighted the limitations in the perspectives that have driven

reform processes in labor practices and in the outcomes achieved. He found that the

process of convergence that is often assumed to have occurred between public and

private sector industrial relations arrangements may be more apparent than real.

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D.H.T. Walker, R.J. Peters, K.D. Hampson, M.J. Thompson (2001) outlines

how the project agreement operating on the Australian 58 National Museum project in

Canberra, Australia facilitated a responsible and responsive workplace environment

for construction workers. The approach is adopted to encourage industrial relations

innovation in the workplace. This approach based on the success of the alliancing

working arrangements between key project delivery teams and a desire to extend this

arrangement to subcontractors, suppliers and the workforce. They found that the

workplace culture and characteristics of relationships formed between workers and

management on that site shaped the agreed terms and conditions of work. They also

studied the pursuit of innovative approaches to project delivery from a technology,

management and workplace culture perspective.

Anne Forrest (1993) studied the focus of feminist approach on industrial

relations as conceptualized and practiced by academics in Canadian business schools

where systems theory remains the predominant analytical approach. He found that

industrial relations so constructed are profoundly gender bias. He found that industrial

relations also growing with academic discourse in the social sciences field. There was

little attention to women issues such as maternity leave, sexual harassment policies,

pay equity, and other issues. He found that gender relations approach was missing. He

argues that organizations must come out the concept of gender biasness and need to

give equal importance to women. Also there is a need to give importance to women in

workplace according to their need and priorities.

John Rice (2006) studied the emergence of a new system of industrial relations

in Taiwan. He emphasises the transformation from a planned one-party state to

democracy has occurred in the context of political, economic and social liberalization.

The issues like increasing plurality of labor organizations are studied.

24

Daniel Mitchell (1994) studied that industrial relations systems provided the

intellectual basis for other works associated with the InterUniversity study of Labor

Problems in Economic Development, notably Industrialism and industrial man. He

given reference to Dunlop theory regarding Great depression and World War II and

criticised that the nation can hardly be expected to endure an unending stream of

depressions and world wars simply to replenish the supply of industrial relation

academics because the events affect decline after 1958. He found that unionization

has fallen dramatically in the United States and, to a lesser extent, abroad, especially

in the private sector. He argues that people do not much care about the industrial

relations system unless it makes dramatic trouble, such as strikes. He also found that

human resource management has become the dominant approach for applied

academics, even it is too narrow.

Susan Sayce (2006) has attempted to move the theoretical discussion of

gender away from universal systems theories of analysis to a more micro multi-

layered approach that can accommodate what is a complex and subtle situation,

gendered industrial relations. He studied that why 60 women in certain institutional

frameworks progress while rest do not. He studied women's daily experiences of work

relationships. He found that Bourdieu's theory can be successfully used to analysis

gender change within industrial relation and to explore how women's differing access

to capital can facilitate their positional progress within hierarchical gender stratified

industrial relations. But he did not focus on solutions for improving the position of

women within industrial relations. Also focus is not to seek to stimulate discussion

around the positional requirements of industrial relation actors where greater social,

economic, cultural and symbolic capital has accrued mostly to men.

25

According to Anne Forrest (1998), the systematic neglect of unpaid work is a

troubling theoretical problem for researchers interested in the subject of women and

work, most obviously because women perform many hours of unpaid work in the

household every day even when they are employed for pay, but also because women

routinely perform unpaid work on the job. Also cleaning, caring, and serving others

are tasks expected of women in the home and in the paid workplace whether or not

they are part of workers formal job descriptions. Author argues that the prevailing

theoretical framework that marginalizes women by examining how unpaid work on

and off the job is and is not analyzed in the literature and by demonstrating its

importance to issues as central to the discipline as wages, job allocation, an industrial

conflict. He also tried to study the unpaid work in industrial relations. He argue that

unpaid work in the home determines, in part, how paid work is allocated and, in

particular, how the social construction of women as non-workers or wives and

mothers by researchers naturalizes women's place in the secondary labor market. He

also found that marriage had little effect on the amount of housework performed by

men whereas, for women, marriage was associated with an additional 10 hours per

week. Also household labor time increased for both women and men when children

were present but double for women compared to men.

P.K. Edwards (1995) found that industrial relations in Britain are healthy that

US. This is because the way in which the human resource management challenge was

met and the intellectual development of the subject from old industrial relations

towards a deeper analysis of the employment relationship.

IR and Other Areas of HR

Ali Dastmalchian and Paul Bytom (1992) examines the relationships between

organizational structure - formalization, specialization, participation, and

26

centralization - and human resource practices - training and internal promotion - with

the state of the firm's industrial relations. They interviewed managers and union-

employee association representatives from 51 Canadian organizations and found that

decision-making centralization has a negative effect on a firm's industrial relations

situations while training has a positive effect on the quality of a company's industrial

relations. They suggested that 62 structures, for example specialization, develop in

response to current and past industrial relations situations.

Olusoji James George, Oluwakemi Owoyemi and Unche Onokala (2012)

examine the transfer of the British voluntarism employment relations practice to

Nigeria through colonialism; this transferred employment or industrial relations

replaced the Nigerian Paternalistic employment relations practice. They studied

descriptive and historical sources explored the impact of culture on the transfer of

management practices with special reference to employment/industrial relations

practice. They found that all groups of people no matter how uncivilized have their

own management practices built around their culture and that it will be problematic to

devised a template of any management practice in a cultural area with the intention of

transferring such to another cultural area.

According to S.K. Khurana (1972), evaluate the industrial relations in private

and public sector in India. He makes the comparative study of industrial relations in

the two sectors on the basis of the criteria of industrial conflict, implementation of

code of discipline and several antecedent variables that have an important bearing on

industrial relations. He found that industrial relations in both the sectors have

progressively deteriorated during 1962-1968 and that the public sectored registered a

better performance on the criterion of industrial conflict but when viewed in the

27

context of its performance in terms of the tripartite forums, the code of discipline and

the prevalent attitudinal climate it has been no different from the private sector.

Anthony Giles (2000) states that the decline of IR within the university

setting, has taken two principal forms. First is, there has been an attrition in the

number of independent IR institutes and degree programmers, either through

abandonment or by being renamed Human Resource Management or Employment

relations in the US. Second one is that, there has been a marked shift in the centre of

gravity within business and management programs away from IR and towards human

resource management. He thinks that although other aspects of the changing face of

work and employment have also received considerable attention which includes the

various forms of non-standard or peripheral employment, work in the services sector,

and globalization as it is the belated rediscovery of management and the workplace

that has increasingly become the leitmotif of modern industrial relation research.

Christopher O. Chide and Oluseyi A. Shadier (2011), investigates the

influence of host community on industrial relations practices and policies using

Angara community and Power Holding Company of Nigeria (PHCN) PLC as a case.

They hypothesized that PHCN industrial relations policies and practices are

independent of its host community and tested the things as PHCN industrial relations

policies are influenced by public opinion through the use of suggestion schemes and

customs/traditions of host community influence PHCN industrial relations policies.

They found that there is an inclusive stakeholders’ approach often used in resolving

matters of mutual interest involving host community and PHCN. They also suggested

the 64 inclusion of the host community as one of the actors in industrial relations.

John Godard and John Delaney (2000) studied that several leading U.S.

scholars have advanced a new industrial relations paradigm, according to which high-

28

performance work and human resource management practices have replaced unions

and collective bargaining as the innovative force in industrial relations. They

identified critical aspects of the literature on the subject and several criteria such as

industrial democracy that need to be used in addition to measures of firm performance

in evaluating the new paradigm are suggested.

Nina Yang (2013) studied a comparative approach to identify and address

some current trends in unionization and cross-cultural variation in collective

bargaining, with special attention to socioeconomic changes and their impacts on

union density rates in different economic sectors, societal norms about organized

labor, and emerging shifts in collective bargaining coverage and grassroots tactics. He

examine key issue such as cultural values, different concepts and ideologies about the

labor movement, and unions responses to economic globalization, privatization, and

market liberalization, which tend to undermine their bargaining power and

recruitment. He found that trade unions have been declining in most industrial

societies, largely due to the economic shift from manufacturing oriented to the

traditionally non-unionized service sectors, coupled with the relocation of numerous

blue-collar jobs to 65 overseas operations. In contrast he found that, globalization and

rapid industrialization have led to the growth of trade unions in some emerging

markets, particularly expanding into the private and foreign owned sectors. He argues

that unions adaptation in fast growing economies such as China presents an

unprecedented opportunity to establish collective bargaining as an effective tool of

labor market governance and for organizational justice.

Kan Wang (2008) studied the evolution of Chinese industrial relations after

the market reform of 1978, while basing its arguments and conclusion on analysis of

the interactions of key actors in the labor arena in China. He found that in the

29

evolution of industrial relations transnational capital and the emergence of self-

organized protests by migrant workers. He stated that globalization has introduced the

civil society movement to China, which has given rise to an increasing number of

NGOs working for labor rights. He found that tight financial and technical

connections between grassroots NGOs and international donor organizations make it

possible for bottom-up labor activities to counteract the unilateral influence of the

state and market over the Chinese workforce. He argues that that tripartism cannot

fully disclose the reality of Chinese labor, and that labor representation derives from

both unions and self-organization of workers, such as NGOs, which opens more room

for the entrenchment of the grassroots labor movement to sustain the balance of

power among the state, firms, international market forces and individual workers in

the long term.

Summary and Research Gap

The study of the literature published by different authors on the subject of

Industrial Relations across the globe has given a deep understanding about the subject

of Industrial Relations. IR is the most primitive form of personnel management which

dates back to the eighteenth century. Its relevance is right from the 1769, when James

Watt had fought for the patent of the steam engine. IR borrows its basic principles

from the various disciplines e.g economics (wages bonus, monitory benefits), law

9Labor Laws), psychology (Trade unions and their social frame work), Literature

review done during this chapter has given an overall understanding of the various

theories and vies of the experts and authors in the area of Industrial relations. To

summarize here that the extensive literature search has been conducted encompassing

publications of the Government of India, International Labor Organization, and from

other relevant publication’s. This chapter has provided deeper insights on the

30

published literature in relation to industrial relations in the and especially focuses on

the changes and dynamics impacting the industrial relations in the post liberalization

in changing business environment.

However, the published literature does not give much of evidence about the

indicators of good or bad industrial relations. Many authors have described

experimentations conducted in the way to manage the industrial relations and many of

them have been successful. But, such 67 practices could not be generalized to evolve

as a theory to contribute to the body of knowledge.

Industrial Relations paradigm in India had dramatically changed following the

adaptation of free market policy in the early nineties. With the dawn of liberalization,

privatization and globalization (LPG), the country is, by and large, able to preserve a

sound and positive industrial relations climate. This is apparent from the statistical

figures of Union Government’s Labor Bureau, which exhibits drastic decline of

industrial disputes from 3049 in 1979 to 391 (P) in 2009.

Declining trend in the number of disputes and ‘Liberalization’ introduced

change of business environment and increased competition among industries for

survival in the global market economy. Globalization, potential market capacity and

availability of workforce led many MNC’s, representing the best brands of the world,

to set up their manufacturing bases in India, giving a tough competition to their Indian

counterparts. These MNCs prefer managing labor relations through ‘work

committees’, which have representatives from various departments in the company,

eventually reducing trade union activism. The rise of IT industry and the emergence

of knowledge workers contributed further to decline of workers union. Part of the

reason was that workers’ issues and concerns had changed and change of functional

31

models of industry reduced the area of confrontations, which is evident from the

happenings around, published and unpublished.

Existing literature does not highlight the factors contributing to the quality of

industrial relations, though it points towards several enterprise related factors like

person related, organization related and external environment related factors.

The literature review has not noticed any comparison of industrial relations

related work in India done by different companies. Further, there exists a research gap

related to study of strategies adopted by different companies.

This research gap necessitates a study, which would bridge the gaps and

would lead to evolving a scientific framework for managing industrial relations,

which is more productive and enriching for the Indian firms.

32

INTRODUCTION

SHIV SHAKTHI Textiles is one of the leading and popular spinning mills in

HYDERABAD incorporated in 1993. It is creating waves in the textiles sector and a

close competitor for Vardhaman and Coats. It is having as larger investor base all

over India and listed in BSE and NSE.

The Company, SHIV SHAKTHI Textiles, engaged in the Manufacture of

cotton yarn, mainly of finer counts was incorporated in, 1996, in HYDERABAD, and

at present belongs to the JEEDIMETLA, SHIV SHAKTHI Group. It has constantly

modernized its production facilities. It has vertically integrated manufacturing set-up

to product fine and superfine cotton yarns, grey knitted fabrics, gassed fabrics,

mercerized fabrics and life style garments in Double Mercerized cotton.

It has the two subsidiary companies viz. SHIV SHAKTHI Exports Ltd. and Pack

worth Udyog Ltd. SHIV SHAKTHI at present exports 99% of its turnover. It is a

major exporter to Hong Kong, Japan, South Korea, Singapore, US and Canada and is

also quite dominant in Italy, Germany, and the Netherlands. An American firm that

sells them under the famous Cutter & Buck brand- brand that Clinton the golfer wears

acquires T-shirts made by it.

Patspin India Ltd., a 100% Export Oriented Unit, has been promoted by the

company along with M/s Itochu Corporation, Japan & M/s Kerala State Industrial

Development. It has also strong marketing network in various countries to create a

brand name. SHIV SHAKTHI has entered the domestic market as well with its golf

and lifestyle.

SHIV SHAKTHI Textiles Ltd has recorded a six per cent growth in its sales at

Rs 243.61 core realized for the year ended March 31, 2007 compared to Rs 230.01

corer in the previous fiscal.

33

RECENT DEVELOPMENTS

The company's net profit for the year has almost doubled to Rs 7.08 corer as

against Rs 3.63 corer. The board of directors of the company has declared 20 per cent

dividend for the year 2006-07. As per the audited financial results of the company,

SHIV SHAKTHI could bring down its interest charge during the year to Rs 14.58

corer from the previous year's Rs 16.43 corer.

The company which has undertaken modernization of its unit at an outlay of

Rs 39.78 corer has spent Rs 26.31 corer as on March-end and the modernization is

scheduled to be completed by December 2007. Patspin India Ltd net up Patspin India

Ltd, the 100 per cent export oriented unit from the SHIV SHAKTHI staple, has

recorded Rs 8.60 corer net profit for the year ended March 31, 2007 as against Rs

5.98 corer in the previous year. Its sale income from operation for the year stood at

Rs 100.57 corer compared to previous year's sale of Rs 108.28 corer. The board of

directors has declared a 9 per cent dividend for shareholders for the year.

SHIV SHAKTHI Textiles Ltd has reported 13 per cent drop in its operative

income for the quarter ended April 30, 2007 compared to its net sales realized for the

corresponding period in the previous year. Its net income fell to Rs 45.45 corer

against Rs 52.47 corer.

The company's net profit for the quarter went down by 58 per cent at Rs 67

lakhs against Rs 1.58 corer. The profit margin as a percentage to net sale income

during the period too was sliced almost by half at 1.47 per cent against three per cent

in the previous year.

SHIV SHAKTHI's stock-in-trade during the quarter went up to Rs 12.54 corer

from previous year's Rs 5.99 corer. Its raw material cost too was higher this time,

from Rs 27.32 corer last year to Rs 29.14 corer. Patspin India Ltd: Despite showing a

34

12 per cent increase in its net sale income for the quarter ended April 30, 2007,

Patspin India's net profit fell to Rs 1.47 corer for the quarter compared to Rs 1.92

corer for the corresponding period in the previous fiscal. Its total sale was higher at

Rs 26.32 corer (Rs 23.34 corer). As against this, total expenditure incurred during the

period was higher at Rs 21.41 corer (Rs 17.73 corer).

TWO promoters of SHIV SHAKTHI Textiles Ltd (SSTL), a Hyderabad-based

Rs 231-corer yarn manufacturer, have been gifted over one lakh equity shares each by

another promoter of the company.

The SSTL Chairman and Managing Director, Mr. Vinod Kumar Patodia, was

gifted 1, 07,440 equity shares and the SSTL Manager, Mr. Mahcndra Kumar

Patodia another 1, 07,440 equity shares by their mother, Ms Devi Patodia.

The shares gifted by Ms Patodia arc currently categorized under the promoter's

holding. Hence, according to the company officials, the total promoter's shareholding

in the company would remain unchanged in the post-gift scenario. As on December

31, 2006, Mr. Vinod Patodia holds on his individual capacity of 3, 45,630 shares,

which rose to 4, 53,070 by January 31, 2007. Under the HUF category, he held 5,

79,440 shares as on December 31, 2006, which remained unchanged.

In the case of Mr. Mahcndra Patodia, lie held in his individual capacity

6,34,842 shares as on December 31, 2006, which rose to 7,42,282 shares by January

31, 2007.

35

Awards of the Company

Mill Exporter Yarn Gold Trophy Tcxprocil 1998-99 SHIV SHAKTHI Textiles

Ltd

TEXPROCIL award winner 2001-02

SHIV SHAKTHI Textiles – Manufacturer - Exporter - Yarn, Gold Award

TEXPROCIL award winner 2002-03

SHIV SHAKTHI Textiles – Manufacturer - Exporter - Yarn, Gold Award

Future Plans

It also plans to step into compact spun yarn and enhance its marketing

infrastructure as Compact spinning which is the latest spinning technology in the

world, produces yams of high quality, which will further diversify the product mix of

the Company. Expecting tough competition in the near future due to the opening up

of world markets, the company has decided to lay more emphasis on product/market

development, value-added yarns, customer services and technology up gradation.

Company is of the view that, with focused efforts on technological advancements,

product diversification, strategic marketing, cost control measures across the units

and debt revamping will help in maintaining the bottom line and along with this , the

new markets will help the company to maintain its leadership in medium, fine and

super fine segments.

36

GROUP PROFILE

“THE MARKET PLACE IS THE DRIVING FORCE BEHIND

EVERYTHING SSTL DOES"

SHIV SHAKTHI group, an organization with over five decades of ceaseless

efforts to select the best natural cotton fiber from the world markets and convert it

into value added products such as high end fine count gray yarns, gassed yarns,

mercerized and dyed yarns, knitted and woven fabrics and double mercerized

garments at the consumer end of the markets.

Vertically integrated manufacturing set-up to produce fine and superfine

cotton yarns, grey knitted fabrics, mercerized fabrics, gassed fabrics and life style

garments in double mercerized cotton offers a unique one stop shop to those looking

for an operationally strong and reliable source.

EXPORT PERFORMANCE

From the multi-location facilities in India, with an aggregate of 1, 63,000

spindles, SHIV SHAKTHI have achieved performances which have been widely

recognized in the market place:

Leading exporters of fine and superfine cotton yarns.

Winner of the “best exporter award from government of India continuously 8 years.”

Group annual exports exceeds 3 billion Indian rupees (us $ 66 million)

PRODUCT RANGE

Cotton yarns - count group NE20s to NE140s.

Two for one twisted - knitting and weaving yarns.

Gassed mercerized, mercerized dyed, Moulin, gray knitted and gassed fabrics

Double mercerized garments.

37

PORTFOLIO MIGRATION AND CORE COMPETENCE

From fibers to fashion the range of competencies in SSTL group is simply

long, linear and vast, be it spinning or mercerizing, knitting or weaving, designing or

confection. Portfolio migration determined by core competence makes SSTL an

extraordinarily focused company and a reliable business partner to those, when time

is of essence, quality is a passion, class and comfort a way of life.

QUALITY ASSURANCE

The focus of the quality policy of SSTL group has been to provide products at

a price and service advantage through direct response mechanism .in order to sustain

the investments in the key technology areas concerning our business, at SSTL we

have made significant investments in the testing and quality assurance equipment

from the best in the world in each of our production bases and also ensured a

company-wide standardization discipline through implementation of IS09002 norms.

This arc reinforced periodically through personal interactions between our field

representatives and consumers of our products.

QUALITY POLICY

Highest level of customer satisfaction by meeting stated and perceived

requirement maintaining consistency and timely delivery.

Continual up gradation of product quality and technology supported by R&D

efforts in cost-effective manner.

To meet changing global demand for specialized yarns.

Motivating personnel for ensuring quality awareness at all levels.

Ensuring better quality life by its commitment to social and environmental

needs.

38

QUALITY OBJECTIVES

ENSURE highest level of customer satisfaction through

Understanding the customer related requirements fully, measured by the no. of

amendments to work-order.

Complying with these consistently

Ensuring timely delivery. Presently this is near 100%

ENSURE continual up gradation of product quality, both to meet the

customer’s requirements and excel in business, as an ongoing process, through

adoption of latest techniques / developments relevant to the industry consistent

with the cost. This process pervades through the entire spectrum of

organization activity.

AFFIRM persons who arc aware, competent and trained to do the job

undertake all activities pertaining to quality of product/services.

AFFIRM the activities / services

Industrial relations and Trade union movements SHIV SHAKTHI Textiles

(Medak unit).

The spinning mill was established in the year 1993 with a work force of 400

of these 300 were working in worker category and the remaining were staff. Textile

industry was very new to this area and the skilled workers were not available. The

management brought some experienced workers from some parts of Tamilnadu and

Kerala. Since all this out source workers had already exposed to the trade unionism

and did not take much time to get unionized. A full- fledged trade union emerged

consequently in the year 1999. Initially two groups were formed and had affiliation to

Indian national trade union Congress and Bharath sung. Management had a joint

understanding with both the groups, with regard to work load norms, wages and other

39

service conditions. This agreement was also registered as tripartite settlement with the

government under Sub section 12 (3) of the section of industrial disputes out 1947.

Things were fairly peaceful for 3ycars some of the workmen started showing

allegiance towards communist groups. The atmosphere among the workmen began to

pollute with 3 different Ideologies of 3 distinguished groups. Each group tried to

dominate the others to show its Supremacy. In the process however, there was no

much disturbance to the work in the establishment but there had been lot of fighting

among the workmen. The communist group succeeded to establish their majority and

could gain the ground as the recognized and majority union. This was affiliated to

IFTU, a service organization of the extremists.

The leader’s arc from local area and the supporting workers were mostly from

outside the state. Leaders slowly tried to inculcate militants in the trade unions as it

was their primary objective .It was in the month of October 1988 and it was the time

for the demand for bonus for the year 1987-1988.Thc union though, are not entitled

for bonus as per the payment of bonus Act 1965, that to at 20%. The management

expressed the inability, in the litc of the company not registering any profit during the

set accounting year.

The union existing for the same, and began to none co-operate with the

management in production in shop floor. The management however considers the

payment of some amount as egression in place of bonus, not satisfied by the offer.

The union stood on their demand for 20% of bonus. The leaders instigated the

workmen to intensify their non co-operation by giving false information about the

company’s profits and quoting another companies profits.

The workmen entertain very high hopes about their owners and blindly

followed the instructions of the leaders. The situation began to worsen day by day,

40

and the management has to face various problem in production and the quality of the

product, in this situation arc kept for 5 months and the union send a strike notice in

the month of march 2002.Thc strike was band, though the strike was prohibited by the

government in the textile industry, being a public utility concern with all the jubilance

and high spirits, ignited by the union leader. The workmen suddenly resorted to strike

on 10 April 2002. Slogans, derogatory remarks on the executive threatening, abusing

have ruled the day every day. The management efforts to make the workmen

understand the actual situation, their notices, their counseling and various other

methods did not change the attitude of the workmen. They use to come into the

establishment and mark attendance, sit in the shop floor and indulging in singing,

dancing, gambling and playing dice, all through in the shop floor. The matter were

refer to labor department, a series of conciliation meeting were held for four months

April, May, June, July and yet there was no positive result, and the strike was

continuing unabated enough damage was done and it was also doubted by the

management that the company could no longer with stand such heavy losses.

However the management kept alive the dialogue with the union leader for the

labor department.

The management having exhausted with all the alternatives self justified in

declaring lock out of the establishment. Since all the workmen were sitting idle inside

all seven days a week, it was not possible to forcibly evaluate them to declare the lock

out. The management had to wait till the public holiday and accordingly declared the

lock out on 15 August 2002.

This action by the management created confusion among the workmen. The

workmen began to realize the gravity of the situation and discussed among

themselves to rectify the situation for their own survival. As a result their came a

41

vertical split among the voters the locals within the state tried to unite and leave the

communists and show their allegiance to the local 1NTUC leaders. The workmen

belonging to other states continued to repose their confidence in communists. The

differences between these two separated them from each other, this lead to physical

attachment between these two and in the process some of the INTUC workers were

seriously injured. The senior leadership of INTUC from the state interfered and tried

to solve the problem.

The management invited this Faction of the union and came to an

understanding to lift the lock out. Lock out was lifted on 22 October 2002. The

communist group agreed by this, tried to indulge in physical assaults on the loyal

workmen of INTUC in the establishment. Many of the IFTU workmen were absent

fearing in the revenge by the INTUC group. The establishment was slowly coming

back to normal position. The IFTU leaders and the workmen, who have been

continuously absenting for duties, hatched a plan to attack the INTUC workers to

create a panic among them and to create terror among the workers. As per their

master plan, attacked the INTUC worker in the establishment while they were on

duty on 28 February 2003 in the midnight. They carried with them sticks, daggers,

iron rods etc., the worker were suddenly attacked inside the factory and killed 5 of

them and seriously injured 50 other workmen. The management and the worker both

under stunned and though for a while that was the end of it. The management took

care of all injured admitting them in hospitals and pay due compensation to the

braved families of 5 deceased workmen. Many of their workers ran off from the

company out of fear. The work came to stand still but only 40 workers were present

out of 350. The workers who live of the adjacent village only remained, the

management did not lose faith on the Loyal workmen and tried to re-establish its part.

42

The company came under protection of 50 odd policemen. The district SP

personally gave the assurance of safety under police custody to all workmen.

The workmen responded positively and co-operated with the management.

The management started recruiting fresh workmen and the company re-opened on 12

March 1990. The establishment gained strength day by day, and in the month of

September started working at full capacity. They could able to export 100% of its

goods to the developed countries. The rebuilding of confidence, spirit and faith,

though took 6 months was amazing.

The company during these 6 months grown from 0-100. The media all over

the country covered the whole episode created history in the surroundings and that

ghastly incident of February 29 2003. Everything ended with a good, not to be in

fairy talc

“They lived happily ever after".

Disciplinary procedure

Disciplinary procedure in SHIV SHAKTHI Textiles ltd is followed as per, a

set of norms within the preview of labor laws. We have to first compliment the

management of SHIV SHAKTHI Textiles ltd for maintaining absolute among its

employees by sparingly using punitive methods. The discipline here is very strongly

guarded both by the management and workmen during last 15 years. This is also

evident by the survey we conducted at random among the employees.

Now we briefly discuss about the disciplinary procedure being followed in

SSTL.

43

MANAGEMANT ACTION

Minor misconduct:

Minor misconduct will be given a show cause notice to the employee asking

for explanation written in 48 hours.

If his explanation is satisfied he will be given a warning or suspended for

three days. In some cases his increments will be withheld for three years, demote to

the next lower.

Major misconduct:

On the issuing an employee a charge sheet he would be suspended to the other

proceedings. An outside professional will be appointed as the enquiry officers and the

enquiry will conducted in to the changes delinquent employees and if the misconduct

is established appropriate disciplinary actions will be taken against him. As the

management deems fit as the proper circumstances, proper in particular care,

punishment may range from service under normal circumstances. The dismissed

employee will not re-consider as the employee, if at all management consider

reinitiating back of humanitarian or sympathetic grounds. They may do so offering

him a fresh temporary employment, keeping in an observation for six months and

without continuity of his fast service. All the above actions by the management

punishment with regards to punish for their misconduct subject to relevant provision

laid under labor acts.

44

GRIEVANCE PROCEDURE:

Grievances for the employees in SHIV SHAKTHI Textiles arc considerably

low therefore the grievance re-dressily system does not follow any specific set of

terms and conditions the management believes in preventions than cure, for example

there is not even one grievance from any the employee. With regard to the payment,

fulfillment of statutory benefits on behalf of employees. Payments of loans and the

advances at least during last 15 years. The employees have easy access to top

management and since the management and workmen has good relation. Grievances

if any arc being sorted out without any elaborate rc-dressal systems.

Three Actors of Industrial Relations

According to Dunlop three major participants or actors of industrial relations

viz., workers and their organizations, management and Government arc identified.

Workers and their organizations

The total worker plays an important role in industrial relations. The total

worker includes working age, educational background, family background,

psychological factors, culture, skills etc., Worker’s organizations prominently known

as trade unions play their role more to protect the workers’ economic interest through

collective bargaining and by bringing pressure on management through economic and

political tactics.

Employers and their organizations

Employer is a crucial factor in industrial relations. He employs the worker,

pays the wages and various allowances, and regulates the working relations through

various rules, regulations and by enforcing labor laws. Employers form their

organizations to equate or excel their bargaining power with that of trade unions.

45

Government

Government plays a balancing role as custodian of the nation. Government

exerts its influence on industrial relations through its labor policy, industrial relations

policy, implementing labor laws, the process of conciliation an adjudication by

playing the role of a mediator etc.,

Principles of Sound Industrial Relations

Maintenance of sound industrial relations is as crucial and difficult as that of

human relations. Hence, the following principles should be followed to maintain

sound industrial relations:

1. Recognition of the dignity of the individual and of his right to personal

freedom and equality of opportunity.

2. Mutual respect, confidence, understanding, goodwill, and acceptance of

responsibility on the part of the both employer, management and workers and

their representatives in the exercises of the rights and duties in the operation of

the industry.

3. Similarly, there has to be an understanding between the various organizations

of employers and employees who represent the management and workers.

Functional requirements for Sound Industrial Relations

Top management support: Since industrial relations is a functional staff

service, it must derive authority from the line organization. This is

accomplished by having the industrial relations director report to the top line

authority- the president, chairman or vice-president. Besides, top management

must also set an example for others.

Sound Personnel Policies: They constitute a business philosophy for the

guidance of the human relations’ decisions of the enterprise. The purpose of

46

such policies is to decide ahead of emergency and what shall be done with a

large number of problems that may arise daily. Policy can be successful only

when it is followed at all levels from top to bottom.

Adequate practices: Adequate practices should have been developed by

professional in the field to assist the policies of the units. A system of

procedures is necessary to translate intention into action. The procedure and

practices of industrial relations arc the “tools of management” which keep the

supervisor ahead of his job; the work of time-keeping, rate adjustments,

grievance reporting a merit rating.

Detailed supervisory training: To carry out the policies and practices by the

industrial relations staff the job supervisors must be trained in detail, and the

significance of the policies must be communicated to the employees. They

must be trained in leadership and communication.

Follow-up of results:

Constant review of the industrial relations programme is necessary not only to

evaluate existing practices but also as a check on certain undesirable tendencies.

Follow-up of turnover, absenteeism departmental morale, grievances,

employee suggestions, wage administration, etc., must be supplemented with

continuous research to make certain that the policies pursued arc those best fitted to

company needs and employee wishes.

It has been realized in Vedas that one of the important factors necessary for

happiness in a group or community is good mutual relations. The industrial relations

machinery during the Vedic times consisted of madhyamasi (mediator), a man of

position and influence in the society. People in the rural community were able to

solve and settle disputes by themselves. The village officials attended to and solved

47

the local problems. They were invested with judicial as well as executive authority.

This system prevailed under the Hindu government. The unions were not only

the assemblies of the employees but they were also the institutions for maintaining

cordial relations between employers and employees.

Every effort was made to improve the mutual relations between capital and

labor. The Law givers (like Sukra) have warned the employers that employees

become their enemies, in ease they use harsh words, inflict heavy punishment, cut

their wages, and treat them dishonorably. The employees who were treated with

respect or kept content with their wages, and addressed with sweet words never leave

the employer. In the Epics also, the employees were treated with respect, given some

gifts and sweetly addressed.

To maintain good relations between employees and employers emphasis has

been laid on good treatment of employees and to condone their minor faults. The

lawgiver’s arc unanimous in holding that disputes cannot end by continuing them; but

they should be settled by peaceful means. They have advised that no employee should

remain discontented because a disgruntled employee encourages other employees to

create industrial unrest. Therefore, in their opinion, no such work or action should be

undertaken if the employees show opposition.

Not only during the Vedic times but also even today in the modern industrial system

cordial relations between the employees and employers play a crucial role to build a

strong industrial work setting.

Hence, maintenance of good human relationship is the main theme of

industrial relations, because in its absence the whole edifice of organizational

structure may crumble down.

48

Definition and concept of Industrial Relations

The term ‘Industrial Relations’ comprises ‘Industry’ and ‘relations’. Industry

means “any productive activity in which an individual is engaged”, and relations

means “ the relations that exist in the industry between the employer and his

workmen.” Observers like Dr. Kapoor say, “ Industrial Relations is a developing and

dynamic concept and as such no more limits itself merely to the complex of relations

between the unions and management but also refers to the general web of

relationships normally obtaining between employees- a web much more complex than

the simple concept of labor capital conflict.”

Different authors have defined industrial relations in somewhat different way.

Below are given some oft-quoted definitions:

FUNCTIONS OF INDUSTRIAL RELATIONS

1. Communication is to be established between workers and the management in

order to bridge the traditional gulf between the two.

2. To establish a rapport between managers and the managed.

3. To ensure creative contribution of trade unions to avoid industrial conflicts, to

safeguard the interests of workers on the one hand and the management on the

other hand, to avoid unhealthy, unethical atmosphere in an industry.

4. To lay down such considerations which may promote understanding,

creativity and cooperativeness to raise industrial productivity, to ensure better

workers’ participation

49

Characteristics of Industrial Relations

1. Industrial Relations arc outcome of employment relationship in an industrial

enterprise.

2. Industrial Relations develop the skills and methods of adjusting to a

cooperating with each other.

3. Industrial relations system creates complex rules and regulations to maintain

harmonious relations

4. The government - involves to shape the industrial relations through laws,

rules, agreements, awards etc.,

5. The important factors of industrial relations arc: employees and their

organizations, employer and their associations and government.

Importance of Industrial Relations:

‘Industrial Relations’ constitute one of the most delicate and complex

problems of modern industrial society. Industrial relations has become one of the vital

aspects in today’s industrial system as the times have always been changing bringing

a lot of change in working and living conditions of people. Keeping pace with

changing trends and tough competition with the world outside has become the key

factor. Many changes have occurred in just a few decades with the advent of

Industrial Revolution. The need for a more sophisticated industrial system should be

devised keeping employee and his needs in mind. The importance of employee

relations can be appreciated by observing the following aspects/changes:

With growing prosperity and rising wages, workers have gained better living

conditions, polished education, sophistication and generally greater mobility.

50

Career patterns have changed as growing proportions have been compelled to

leave the farms and become wage and salary earners under trying factory

conditions.

Large number of men, women and children dwelling in urban areas under

mass ignorance arc drenched in poverty possessing diverse conflicting

ideologies. The working organizations in which they arc employed have

become larger and shifted from individual to corporate ownership.

There also exist status-dominated, secondary group-oriented, universalistic

and aspirant-sophisticated classes in the urban areas.

Employees have their unions and employers their bargaining associations to

give a tough fight to each other and establish their powers.

The government has played a growing role in industrial relations, in part by

becoming the employer for millions of workers and in part by regulating

working conditions in private employment.

Rapid changes have taken place in the techniques and methods of production.

Technological advances have eliminated long established jobs and have

created opportunities that require different patterns of experience and

education.

Non-fulfillment of many demands of the workers has brought industrial

unrest. They arc the points of flexion and the base of industrial edifice.

All these changes have made employment relationship more complex. Hence, a clear

understanding about these is as interesting as it is a revealing experience. The creation

and maintenance of good relations between the workers and the management is the

very basis on which the development of an Industrial Democracy depends.

51

The healthy and orderly industrial relations in an enterprise generate attitudes

that procreate progress and stabilize democratic institutions. ‘Stable industrial

relations’ means a situation when requirements of management and the work force

arc discussed between them in a spirit of mutual trust and confidence and without

causing friction. For example, the management would like to develop stable relation

with a view to getting a disciplined and conscientious workforce for more work. This

would reduce supervisory and administrative work as also enable better planning for

future production and expansion. The workforce, on the other hand, expects liberal

thinking by management and a more human approach to its need by giving stable

relations. Stable relationship is, therefore, means to an end and not an end in itself.

The union’s arc also involved in industrial relations. Through stability they obtain for

the work force more benefits. The Government would like stable relations to prevail

both for better production and for easier law and order.

52

1. Employees’ opinion on the overall industrial relations:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

GOOD 47% 95%

FAIR 43% 5%

TO BE 10% 0%

GRAPHICAL REPRESENTATION:

Good Fair To Be0

10

20

30

40

50

60

70

80

90

100

Wokers OpinionStaff Opinion

INTERPRETATION:

From the above figure we found that the workers opinion percentage on good is

47%,and for fair is 43%,and for to be is 10%.And for staff opinion on good is

95%,and on fair is 5%.

ANALYSIS:

From the above analysis we found that the majority of employees on over all

industrial relations in workers opinion is 47%.And on the staff opinion is 95%

53

2. Employees have free access to the top management:

TABULAR FORM:

PERIMETERS WORKERS OPINION STAFF OPINION

AGREE 77% 90%

DIS AGREE 23% 10%

GRAPHICAL REPRESENTATION:

WORKERS OPINION STAFF OPINION0

10

20

30

40

50

60

70

80

90

100

AGREEDIS AGREE

INTERPRETATION:

From the above figure we found that the workers opinion percentage on agree is 77%

and for disagree is 23%and on staff opinion percentage on agree is 90%and for

disagree is 10%

ANALYSIS:

From the above figure it is found that the majority of the employees have free access

to the top management in workers opinion is 77% and for staff opinion is 90%

54

3. The top management listens to the employees patiently:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 97% 100%

DIS AGREE 3% 0%

GRAPHICAL REPRESENTATION:

WORKERS OPINION STAFF OPINION0

20

40

60

80

100

120

AGREEDIS AGREE

INTERPRETATION:

From the above figure we found that the workers opinion percentage on agree is 97%

and for disagree is 3% and on staff opinion percentage on agree is 100%

ANALYSIS:

From the above analysis it is found that the majority of employees have good opinion

on top management listens to employees patiently in workers opinion is 97% and for

staff is 100%

55

4. The management has faith in the employees as one of the main resources

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 100% 95%

DIS AGREE 0% 5%

GRAPHICAL REPRESENTATION:

WOKERS OPINION STAFF OPINION0

20

40

60

80

100

120

AGREEDIS AGREE

INTERPRETATION:

From the above figure we found that the workers opinion percentage on agree is

100% and on staff opinion percentage on the agree is 95% and for disagree is 5%

ANALYSIS:

From the above analysis it is found that the majority of the employees have good faith

in management as they are they are the main resources to management in workers

opinion is 100% and for staff is 95%

56

5. Whether the employees have confidence in the top management to run the

industry efficiently:

TABULAR FORM:

PARAMETER WORKERS OPINION STAFF OPINION

AGREE 90% 100%

DISAGREE 0% 0%

CANT SAY 10% 0%

GRAPHICAL REPRESENTATION:

WORKERS OPINION STAFF OPINION0

20

40

60

80

100

120

AGREEDISAGREECANT SAY

INTERPRETATION

From the above figure we found that the workers opinion percentage on agree is 90%

and for cant say is 10% and on staff opinion percentage on agree is 100%

ANALYSIS:

From the above analysis it is found that the majority of the employees have

confidence in the top management to run the industry efficiently workers opinion is

90% and for staff opinion 100%.

57

6. Management always expects more from the employees:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 70% 81%

DISAGREE 30% 19%

GRAPHICAL REPRESENTATION:

WORKERS OPINION STAFF OPINION0

10

20

30

40

50

60

70

80

90

AGREEDISAGREE

INTERPRETATION:

From the above figure we found that the workers openion percentage on agree is

70% and for disagree is 30% and on staff opinion percentage on agree is 81% and

disagree is 19%.

ANALYSIS:

From the above analysis it is found that the majority of the employees agree on

Management always expects more from the employees workers opinion is 70% and

for staff opinion 81%

58

7. The employees always expect more benefits from the management:

TABULAR FORM:

PARAMETER WORKERS OPINION STAFF OPINION

AGREE 90% 81%

DIS AGREE 10% 19%

GRAPHICALREPRESENTATION:

WORKERS OPINION STAFF OPINION0

10

20

30

40

50

60

70

80

90

100

AGREEDISAGREE

INTERPRETATION:

From the above figure we found that the workers opinion percentage on agree

is 90% and for disagree is 10% and on staff opinion percentage on agree is

81% and disagree is 19%

ANALYSIS:

From the above analysis it is found that the majority of the employees always

expect more benefits from the management workers opinion is 90% and for staff

opinion 81%.

59

8. The management is satisfied with the employees' performance:

TABULAR FORM:

PARAMETER

SWORKERS OPINION STAFF OPINION

AGREE 97% 100%

DISAGREE 3% 0%

GRAPHICAL REPRESENTATION:

WORKERS OPINION STAFF OPINION0

20

40

60

80

100

120

AGREEDISAGREE

INTERPRETATION:

From the above figure we found that the workers opinion percentage on agree is 97%

and for disagree is 3% and on staff opinion percentage on agree is 100%

ANALYSIS:

From the above analysis it is found that the management is satisfied with the

employees' performance workers opinion is 97% and for staff opinion 100%.

60

9. Employees' are satisfied with managements' offers:

TABULAR FORM

PARAMETER WORKERS OPINION STAFF OPINION

AGREE 60% 77%

DISAGREE 40% 23%

GRAPHICAL REPRESENTATION :

WORKERS OPINIO STAFF OPINION0

10

20

30

40

50

60

70

80

90

AGREEDISAGREE

INTERPRETATION:

From the above figure we found that the workers opinion percentage on agree is 60%

and for disagree is 40% and on staff opinion percentage on agree is 77% and on

disagree is 23%

ANALYSIS:

From the above analysis it is found that the Employees' are satisfied with

managements' offers and on workers opinion is 60% and for staff opinion 77%.

61

10. There is serious conflict between management and employees w.r.t.

wages/salaries:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 33% 23%

DISAGREE 67% 77%

GRAPHICAL REPRESENTATION:

WORKERS OPINION STAFF OPINION0

10

20

30

40

50

60

70

80

90

AGREEDISAGREE

INTERPRETATION:

From the above figure we found that the workers opinion percentage on agree is 33%

and for disagree is 67% and on staff opinion percentage on agree is 23% and on

disagree is 77%

ANALYSIS:

From the above analysis it is found that there is serious conflict between management

and employees regarding wages/salaries on workers opinion is 33% and for staff

opinion 23% and they disagree with management.

62

11. Canteen, recreation, transport, accommodation are:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 10% 62%

DISAGREE 80% 19%

CANT SAY 10% 9%

GRAPHICAL REPRESENTATION:

WORKERS OPINION STAFF OPINION0

10

20

30

40

50

60

70

80

90

AGREEDISAGREECANT SAY

INTERPRETATION:

From the above figure we found that the workers opinion percentage on agree is 10%

and for disagree is 80% and for cant say is 10% and on staff opinion percentage on

agree is 62% and on disagree is 19% and can’t say is 9%

ANALYSIS:

From the above analysis it is found that the majority of employees disagree with

management regarding Canteen, recreation, transport, accommodation are on workers

opinion is 10% and for staff opinion 62% and they disagree with management.

63

12. Indiscipline among the employees:

TABULAR FORM

WORKERS OPINION STAFF OPINION

MORE 0% 0%

TO A LITTLE

EXTENT14% 19%

NORMAL 50% 48%

ABSENT 36% 33%

GRAPHICAL REPRESENTATION:

WORKERS STAFF0

10

20

30

40

50

60

MORETO A LITTLE EXTENTNORMALABSENT

INTERPRETATION:

From the above figure we found that the workers opinion percentage on normal is

50% and for absent is 36% and for little extent is 14% and on staff opinion percentage

on normal is 48% and on absent is 33% and for little extent is 19%

ANALYSIS:

From the above analysis it is found that the opinion on management regarding

Indiscipline among the employees on normal is 50% and absent 36% and little extent

64

14% and for staff normal 48% and for absent 33% and on little extent 19%.

13. Punishments for indiscipline are:

TABULAR FORM:

PARAMETERS WORKERS STAFF

HARSH 3% 0%

INPROPORTION 44% 14%

FAIR 30% 52%

MEDIUM 3% 34%

GRAPHICAL REPRESENTATION:

WORKERS STAFF0

10

20

30

40

50

60

HARSHINPRORTIONFAIRMEDIUM

INTERPRETATION:

From the above figure we found that the workers opinion percentage on Harsh is 3%

and for in proportion is 44% and for fair is 30% and on medium is 3% on staff

opinion percentage on harsh is 0% and in proportion is 14% and for fair is 52% and

on medium is 34%

ANALYSIS:

From the above analysis it is found that the Punishments for indiscipline on employees

65

for management reaction on employees are disagree

66

14. Do you like your children working in this industry if they are employed:

TABULAR FORM:

PARAMETER WORKERS STAFF

YES 10% 48%

NO 90% 52%

CANT SAY 0% 0%

GRAPHICAL REPRESENTATION:

WORKERS STAFF0

10

20

30

40

50

60

70

80

90

100

YESNOCANT SAY

INTERPRETATION:

From the above figure it is found that the workers opinion on yes is 10% and for no is

90% and on cant say is 0% and for staff opinion on yes is 48%and for no is 52% and

on cant say is 0%

ANALYSIS:

From the above analysis it is found that majority of the employees are not willing to

work their children in the same industry and on workers opinion on agree is 10% and

for staff is 48%

67

15. Industrial peace, more than the existing one can be achieved through:

PARAMETERS WORKERS OPINION STAFF OPINION

INCRESING FACILITIES 26% 33%

INCREASING WAGES AND M B 64% 33%

THROUGH CONSELLING

INDIVIDUAL WORKMEN10% 29%

CANT SAY 0% 4%

GRAPHICAL REPRESENTATION:

WORKERS OPINION STAFF OPINION0

10

20

30

40

50

60

70

INCREASING FACILITIESINCEASING WAGES AND MONETARY BENEFITS THOUGH COUNSELLING IN-DIVIDUAL WORKMENCANT SAY

INTERPRETATION:

From the above figure we found that workers opinion on facilities is 26% and for

wages and benefits 64% and through counseling individual workmen is 10% and for

staff opinion on facilities is 33% and for wages and benefits 33% and through

counseling individual workmen is 29% and for cant say is 4%

ANALYSIS:

From the above analysis Industrial peace, more than the existing one can be achieved

they agree with management

68

16. Dissatisfaction in various aspects among the employees is more in this

establishment

TABLER FORM :

PARAMETER WORKERS STAFF

YES 20% 50%

NO 80% 50%

NORMAL 0% 0%

GRAPHICAL REPRESENTATION:

WORKERS STAFF0

10

20

30

40

50

60

70

80

90

YESNONORMAL

INTERPRETATION:

From the above figure we found that workers opinion on yes is 20% and for no is

80% and on normal is 0% and for staff opinion on yes is 50% and for no is 50% and

normal is 0%

ANALYSIS:

From the above analysis it is found that Dissatisfaction in various aspects among the

employees is more in this establishment for workers is 20% and for staff 50%

majority of employees not agreed with management.

69

17. Your position in this company when compared to other industries in this

area is

TABLER FORM :

PARAMETER WORKERS STAFF

BETTER 60% 70%

ON PAR WITH 30% 20%

LOWER THAN OTHERS 10% 10%

GRAPHICAL REPRESENTATION:

WORKERS STAFF0

10

20

30

40

50

60

70

80

BETTERON PAR WITHLOWER THAN OTHERS

INTERPRETATION:

From the above figure we found that workers opinion on better is 60% and on par

with 30% and lower than is 10% and for staff opinion on better is 70% and on par

with 20% and lower than is 10%

ANALYSIS:

From the above analysis it is found that Your position in this company when

compared to other industries in this area for workers is 60% and for staff 70%

majority of employees agree

70

18. How are the opportunities outside w.r.t salary/comfort/facilities etc.,

outside if you leave this job at present?

TABULER FORM:

PARAMETER WORKERS STAFF

BETTER THAN THIS JOB 50 60

EQUALITING THIS JOB 40 20

LOWER THAN THIS 10 20

GRAPHICAL REPRESENTATION:

WORKERS STAFF0

10

20

30

40

50

60

70

BETTER THAN THISEQUALITING LOWER THAN

INTERPRETATION:

From the above figure we found that workers opinion on better than this job is 50%

and equating this job 40% and lower than is 10% and for staff opinion on better than

this job is 60% and equating this job 20% and lower than is 20%

ANALYSIS:

From the above analysis it is found that opportunities outside salary/comfort/facilities

etc., outside if you leave this job at present workers is 50% and for staff 60%

71

19. Your overall opinion on the top management

TABLER FORM

PARAMETERS WORKERS STAFF

GOOD 60 70

FAIR 30 20

BAD 10 10

GRAPHICAL REPRESENTATION

WORKERS STAFF0

10

20

30

40

50

60

70

80

GOODFAIRBAD

INTERPRETATION:

From the above figure we found that workers opinion on good is 60% and fair 30%

and bad is 10% and for staff opinion on good is 70% and fair 20% and bad is 10%

ANALYSIS:

From the above analysis it is found that your overall opinion on the top management

workers opinion is 60% and for staff opinion 70% majority of employee agree with

top management

72

20. Do you feel it is necessary to involve the worker’s family members in some social activities that will help cordial relations with management

TABLER FORM

PARAMETERS WORKERS STAFF

YES 90 91

NO 10 09

GRAPHICAL REPRESENTATION

WORKERS STAFF0

10

20

30

40

50

60

70

80

90

100

YESNO

INTERPRETATION:

From the above figure we found that workers opinion on yes is 90% and no is 10%

sand for staff opinion on yes is 91% and no 9%

ANALYSIS:

From the above analysis it is found that involve the worker’s family members in some

social activities that will help cordial relations with management workers opinion is

90% and for staff opinion 91% majority of employee agree with top management

73

FINDINGS REGARDING WORKMEN LEVEL

The communication aspect in workers regarding work is only above average and time

taken for that is around 5min, but communication casually is having major position.

The employees are freely communicating with each others.

The relationship among the employees is very strong as they are very helpful

to each other at any circumstances.

The majority of employees are having many dose-aides to them

Most of the employees like to communicate with others.

Moderate number of employees are having very few family friends

Employees most of them get in touch regularly.

Majorities of the employees borrow & lend money from very few others

and there is hardly any such situation where their relationship has been

broken.

All these factors stress only one point, that the employees are having good

relationships among then with respect to each shift.

Almost all Employees are feels satisfies with the encouragement and behavior

of their respective supervisors, and also close to each other.

The majority of employees communicate with staff members also.

But the relationship is not extended to closeness; rather they just make

aware of each other, due to this there is no aspect of disliking as such.

As a result, the majority employees expressed an average feeling regarding

staff members

All the above factors states that the relationship is weak between the staff &

workers.

74

FINDINGS REGARDING STAFF LEVEL

The communication in staff level is high as they are communicating at an

average of 10m regarding work, whereas it was a bit decreased in case of

casual communication.

The staff also helpful & close to each other, and having many close-aides to

them

In the staff there exists, although not majority, a matter of disliking to talk

with very few of their colleagues.

Some of them are also having few family friends, and they are maintaining

few regular contacts

The inter relationship among the staff members is also good.

Staff members also satisfied with the behavior and encouragement of their

superiors.

The superior's closeness with staff is having equal majority for normal as well

as close.

The superiors are having a satisfactory feeling from their respective sub-

ordinates.

The superiors are also moving closely with their respective sub-ordinates as

they involve in informal conversation with then more often.

The sub-ordinates also having close contacts with their respective superior.

The above factors states that the superior-subordinate relationship is very

good,

Majority of the staff is not interested in the way the worker's unions organize

themselves.

75

SUGGESTIONS & RECOMONDATIONS

The communication among the workers as well as staff members is going on

well but it doesn't means to be consistent. Measures should be taken to strike

the right aspect pertaining to them to communicate consistently.

The communication within the each section and department of workers and

staff respectively is fine, but when comes to the matter of different sections,

shifts and departments, it is not at all having even basics also. It is an essential

to have interdepartmental relations, so adequate measures, which cater to the

needs of employees and staff, should be employed.

The response regarding the relationship between workers- supervisors creates

a feeling that there is an congenial work environment. But these responses

may be biased as the employee fear of superiority. This environment should

be maintained to protect the interest of employees.

The workers - staff members relation is a bit drowsy, mutual co-operations in

the work environment should be entertained to develop a sense of belonging

ness.

The workers-union relationship is dominating, such that, all the interests of the

workers are effectively protected by the union. The union's formidable

requests should be granted to maintain these type of relations

The union-management relationship is going nicely till times. This is the most

delicate relationship, where the progress of the company lies on, and this

relationship have constant whistle such that any undesirable effects won't

occur.

76

CONCLUSION:

It has been increasingly realized that the industrial system has brought about a

number of complexities which have rendered the management of people in an

organization more difficult and complicated than man power management in earlier

and simpler societies because free, mobile men and women in modern societies

whose complex and ever changing problems for their managers and employers.

Therefore, today's industrial societies have developed a distinct system of

management based upon the experience of over 300 years.

Modern industrial relations represent a blending of older systems with

innovation introduced as society has changed through the ages. Some features of early

system even now persist, while other features are the result of industrial revolution

and, therefore, represent sharp breaks with traditional, creating challenging problems

for the management for many of them may be opposed by the workers.

The employment relationships are not static but dynamic. The most

important characteristic is the persistence of change. Technological advances

eliminate long established jobs and create opportunities that require sharply different

patterns of experience and education. Higher living standards encourage demands for

new products and services. Economic prosperity permits great economic security, and

public regulation makes the assurance of that security a problem for managers. All of

these changes have made the present system of employment relationships very

complex. Collaboration and cooperation is very necessary to achieve the designated

objectives. Understanding of human behavior is, therefore, very necessary on the part

of those responsible for managing manpower resources.

77

BIBLIOGRAPHY:

1. Essentials of Management HRM & IR, “Weihrich & koontz”

2. Organizational Behaviour Personal Management, “Subba Rao”

3. Prentice Hall of India-1991, “Richard Pettinger, Macmillan”

4. Tata Mcgraw Hill-2000 Himalaya – 2002, “Dale Yoder”

WEBSITES:

WWW.GOOGLE.COM

WWW.HR.COM

WWW.HRCOUNCIL.COM

WWW.HRJOURNALS.COM

78

APPENDIX A:

QUESTIONERS:

1. How are the industrial relations in the company? [ ]

a. Good b. Fair c. To be improved

2. Do you have free access to the top management? [ ]

a. Yes b. No

3. Does the top management listen to you with patience? [ ]

a. Yes b.No

4. Does the management have faith in the employees as one of the main resource?

a. Yes b. No [ ]

5. Whether employees have confidence in the management to run the industry

efficiently? [ ]

a. Yes b. No c. Can’t Say

6. Management always expects more from the employee [ ]

a. Yes b. No

7. The employees expect more benefits from the management [ ]

a. Yes b. No

8. The management is satisfied with employee’s performance [ ]

a. Yes b. No

9. Employees are satisfied with management offers [ ]

a. Yes b. No

10. There is serious conflict between management and employees w.r.t. wages /

salaries a. Yes b. No [ ]

11. Canteen, Recreation, Transport, Accommodation are [ ]

a. Good b. Fair c. Not Ok

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12. Indiscipline among the employees is [ ]

a. More b. To a little extent c. Normal d. Absent

13. Punishments for indiscipline are: [ ]

a. Harsh b. In proportionate c. Fair d. Medium

14. DO you like your children working in this industry if they are employed

a. Yes b. No c. Can’t Say [ ]

15. Industrial peace, more than the prevailing scenario can be achieved through

a. Increasing wages/other monetary benefits [ ]

b. Through counseling individual workmen c. Can’t say

16. Do you feel it is necessary to involve the worker’s family members in some social

activities that will help cordial relations with management? [ ]

a. Yes b. No

17. Dissatisfaction in various aspects among the employees is more in this

establishment a. Yes b. No c. Normal [ ]

18. Your position in this company when compared to other industries in this area is

a. Better b. On par with c. Lower than other [ ]

19. How are the opportunities outside w.r.t salary/comfort/facilities etc., outside if

you leave this job at present? [ ]

a. Better than this job b. Equaling this job c. Lower than this

20. Your overall opinion on the top management [ ]

a. Good b. Fair c. Bad

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