workers participation in civimec.doc

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INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

The human resources of an organization consist of all people who perform its activities.HRM isconcerned with the personal policies and managerial practices and systems that influence the

workforce.

HRM is the employing people, developing their resources, utilizing, maintaining and

compensating their services with the job and organizational requirements.

Definitions:

HRM is a planning, organizing, directing and controlling the procurement, development,

compensation, integration, production to achieve the individual goals.

-Edwin B.Flippo

HRM is a systematic planning and controlling of fundamental process affecting involving all

organizations, which involves all the employees._

-Wendell French.

Functions of HRM:

The functions of HRM can be broadly classified into two categories, viz. ;(1) managerial

functions and(2)operative functions.

1. Managerial functions

Managerial functions of personal management involve planning, organizing, directing and

controlling. All these functions influence the operative functions

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Functions of HRM

i. Planning: It is predetermined of action. Planning pertains to formulating strategies

of personal programmes and changes in advance that will contribute to the

organizational goals.

ii. Organizing: An organization is a means to end. It is essential to carry out the

determined course of action.

iii. Directing: The next logical function after completing planning and organizing is

the execution of the plan. The basic function of personal management at any level

is motivating, commanding, leading and activating people.

iv. Controlling: After planning, organizing and directing various activities of

personal activities of personal management, the performance is to be verified in

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order to know that personal functions are performed in conformity with the plans

and directions of an organization.

Operative Functions

The operative functions of personnel management are related to specific activities of personnel

management viz., employment, development, compensation and relations. All these functions are

interacted by managerial functions. Further these functions are to be performed in conjunction

with management functions.

Employment

It is the first operative function of HRM. Employment is concerned with securing and employing

the people possessing required kind and level of human resources necessary to achieve the

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organizational objectives. It covers the functions such as job analysis, human resources planning,

recruitment, selection, placement, induction and internal mobility.

Job Analysis: It is the process of study and collection of information relating to the operations

and responsibilities of a specific job. It includes:

1.Collection of data, information, facts and ideas relating to various aspects of jobs including

men, machines and materials.

2.Preparation of job description, job specification, job requirements and employee specification

which help in identifying the nature, levels and quantum of human resources.

3.Providing the guides, plans and basis for job design and for all operative functions of HRM.

Human Resources Planning:

It is a process for determination and assuring that the organization will have an adequate number

of qualified persons, available at proper times, performing jobs which would meet the needs of

the organization and which would provide satisfaction for the individuals involved. It involves

Estimation of present and future requirement and supply of human resources basing on

objectives and long range plans of the organization.

Calculation of net human resources requirement based on present inventory of human

resources.

Taking steps to mould, change, and develop the strength of existing employees in the

organization so as to meet the future human resources requirements.

Preparation of action programs to get the rest of human resources from outside the

organization and to develop the human resources of existing employees.

Recruitment:

It is the process of searching for prospective employees and stimulating them to apply for jobs in

an organization. It deals with:

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(a) Identification of existing sources of applicants and developing them.

(b) Creation / Identification of new sources of applicants.

(c) Stimulating the candidates to apply for jobs in the organization.

(d) Striking a balance between internal and external sources.

Selection:

It is the process of ascertaining the qualifications, experience, skill, knowledge etc., of an

applicant with a view to appraising his / her suitability to a job appraising.

This function includes:

(a) Framing and developing application blanks.

(b) Creating and developing valid and reliable testing techniques.

(c) Formulating interviewing techniques.

(d) Checking of references.

(e) Setting up medical examination policy and procedure.

(f) Line managers decision.

(g) Sending letters of appointment and rejection.

(h) Employing the selected candidates who report for duty.

Placement: It is the process of assigning the selected candidate with the most suitable job in

terms of job requirements. It is matching of employees specifications with job requirements. This

function includes:

(a) Counseling the functional managers regarding placement.

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(b) Conducting follow-up study, appraising employee performance in order to determine

employees adjustment with the job.

(c) Correcting misplacements, if any.

Induction and Orientation: Induction and orientation are the techniques by which a new

employee is rehabilitated in the changed surroundings and introduced to the practices, policies,

purposes and people etc., of the organization.

(a)Acquaint the employee with the company philosophy, objectives, policies, career planning

and development, opportunities, product, market share, social and community standing, company

history, culture etc.

(b)Introduce the employee to the people with whom he has to work such as peers, supervisors

and subordinates.

(c)Mould the employee attitude by orienting him to the new working and social environment.

HUMAN RESOURCE DEVELOPMNET:- Process of training and developing employee to

improve and update their knowledge and skills, attitudes and values of employees so that they

can perform the present and future jobs more effectively.

1. Performance & Potential Appraisal- It implies the systematic evaluation of employees

with respect to their performance on the job and their potential for development.

2. Training- It is the process by which employees learn knowledge skills & attitudes to

further organizational & personal goals.

3. Executive Development- It is the process of developing managerial talent through

appropriable programs.

4. Career Planning & Development- It involves planning the career of employees and

implementing career plans so as to fulfill the career aspirations of people.

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NEED OF THE STUDY

Workers are the resources of the organization. Workers participation in management is very

existing need of the organization. Workers involvement is very much essential as if workers are

been involved in management. They will be motivated to give good performance. Hence workers

must be involved in the management.

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SCOPE OF THE STUDY

The scope of study is limited to the CIVIMEC and confined to the practices of workers

participation in management of this organization at the different levels. The various factors,

incentives of the organization, which are motivating the employees to stay with the organization

to find out what aspects, are satisfied and dissatisfied by the employee of the organization and

the difference in the satisfaction level of executives or non-executives.

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Scope of HRM

The scope of HRM Management in the modern days is vast .In face , the scope of HRM was

limited to employment and maintenance of and payment of wage and salary.

The scope of HRM includes:

Objectives of HRM

Organization of HRM

Strategic HRM

Employment

Wage and salary administration/compensation

Maintenance

Motivation

Industrial relations

Participative management and

Recent developments in HRM.

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OBJECTIVE OF THE STUDY

To study the workers participation in management practices of the organization at different

level.

To know the mind-set of the employees of the organization about the practices.

To know the stand of the management about its commitment in the practice of workers

participation at different levels.

To know the legal compliance of the management in practicing the workers participation in

management.

To find the perception of managers on workers participation in management

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OBJECTIVES OF HRM

Objectives are pre-determined goals to which individual or group or activity in an organization is

directed. Objectives of HRM are influenced by social objectives, organizational objectives,

functional is objectives and individual.

Social objectives

Organizational objectives

Functional objectives

Individual objectives

The objectives of HRM may be as follows:

1. To create and utilize an able and motivated workforce, to accomplish the basic organizational

goals.

2. To establish and maintain sound organizational structure and desirable working relationships

among all the members of the organization.

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3. To secure the integration of individual or groups within the organization by co-ordination of

the individual and group goals with those of the organization.

4. To create facilities and opportunities for individual or group development so as to match it

with the growth of the organization.

5. To attain an effective utilization of human resources in the achievement of organizational

goals.

6. To identify and satisfy individual and group needs by providing adequate and equitable

wages, incentives, employee benefits and social security and measures for challenging work,

prestige, recognition, security, status.

RESEARCH METHODOLOGY

Methodology

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. In it we study the various

steps that are generally adopted by a researcher in studying his research problem along with the

logic behind them.

Research methods can be classified in to two types. They are quantitative research methods and

qualitative research methods.

Quantitative research methods were originally developed in the natural sciences to study naturalphenomena. Examples of quantitative methods now well accepted in the social sciences include

survey methods, laboratory experiments, formal methods and numerical methods.

Qualitative research methods were developed in the social sciences to enable researchers to study

social and cultural phenomena. Qualitative data sources include observation and participant

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observation (field work), interviews and questionnaires, documents and texts, and the

researcher's impressions and reactions.

Here the research is done through questionnaires. The data used for analysis and interpretation is

from the responses of the employees for the questionnaire. Comparison of responses is used for

interpreting the data.

The project is presented by using tables, bar charts with their interpretation. A survey is

undertaken in evaluating the effectiveness of Workers participation in management in Civi mech

organization.

Sources of the data

Primary data

Primary data is the data which is been collected from the employees or managers through

questionnaire or interviews for a specific purpose. It is fresh data which is not their before

anywhere.

Secondary data

Secondary data is the already existed data. This can be gathered from books, company records,

magazines, and websites.

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LIMITATIONS OF THE STUDY

The study was conducted for a limited time period of 45 days..

The study pertains to only employees of the CIVIMEC

Limited samples size taken for the study i.e. 60

Due to heavy work schedule of managers, I was not able to speak to them

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INDUSTRY PROFILE

WEBER CONSTRUCTION EQUIPMENT PVT LTD

Gajanan Tiles Mould Industry is a distinguished name in the market of construction

machinery. Set up in the year 2009, we have forged to manufacture and export machinery that

confirm to the defined international standards. Taking each challenge seriously we have

managed to progress considerably. Set up in Gujarat, our company was founded by Mr. L D

Tank. It is the result of his vision and guidance that today we have established ourselves as

prominent manufacturers of construction machinery. Our range of product is known for its high

performance and consistent quality. To meet the exact demands of the customers we offer tailor-

made products that satisfactorily serves the customers needs. We manufacture machinery as per

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ISI and international standards that passes all the defined quality parameters.

Incepted in the year 2009, we are flourishing under the efficient leadership of Mr. L.D.Tank.

Engaged in delivering construction machineries, We are inculcating necessary innovations,

dedication to face techno-commercial challenges of the current & future trends

To meet the varied construction needs of our customers we are manufacturing and supplying an

extensive range of construction machinery and equipment. Keeping with the pace of growing

demands we are striving hard to offer technically advanced and innovative machinery. Our

products have always rendered quality service to the customer thus it is known for its reliability

and functional utility. Our range includes concrete mixer machinery and concrete batching

machinery

Mini reversible mixer

Concrete batching plant

Hydraulic mixer machine

Manual 10/7 concrete mixer machinery

Without hopper machine

Half bag concrete mixer

Hand operated half bag concrete mixer

The escalating demand of construction machinery requires us to execute bulk orders on time. The

robust and well-equipped manufacturing unit has enabled us to meet our orders with convenience

without compromising on the quality quotient. The required tools and equipments are upgraded

and revamped at regular intervals.

We also induct modern and innovative techniques and methodologies that facilitates our entire

production process. With the support of sound infrastructure facilities each division responsible

for different processes, is able to make productive contribution to the making of high

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KARAN ENGINEERING WORKS

Offering an outstanding range of inter locking machines, fly ash brick making machines,

paver blocks, dies, clay brick machines, pan mixers, color mixers, etc.....

An Overview

Skilful usage of machinery makes a product perfect in design, accurate in outlay and

excellent in application. Karan Engineering Works is a well known manufacturer and

supplier of different types of machines such as Inter Locking Machines, Fly Ash Brick

Making Machines, Paving Blocks, Die Making Machines, Vibro Forming Machines, Clay

Brick Machines and lots more. We are also a reliable service provider offering a wide range

of services like market surveying, site selection, raw material testing, project engineering,

etc.

Our select range of brick making machines and allied tools is available in multiple designs

and models conforming to the international quality standards. Avail our products and

services at prices extremely competitive in the market and get them delivered at the earliest.

Product Range

The products that we manufacture and supply include:

Fly Ash Brick Making Machine (automatic)

Fly Ash Brick Making Machine (semi automatic)

Clay Brick Making Machine (automatic)

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Clay Brick Making Machine (normal bricks)

Inter Locking Machine (manual)

Inter Locking Machine (push button operated)

Inter Locking Machine (automatic D-Mould)

Hydraulic Power Pack 1.5 liters to 240 liters per minute (any application)

Brick & Block Testing Machine

Pallet Trucks

Pan Mixer

Color Mixer

Tiles Mixer

Paver Block Machine

Electric Panel

Concrete Mixer

Hydraulic Cylinder (single action and double action)

Conveyor Belt.

Standard Quality

Every machine and tool that we manufacture is duly tested on various parameters of quality

before it is sent to the end users. Our world class quality examining cell is outfitted withlatest testing machines and equipments.

We have a group of well qualified quality professionals who not only check every product

minutely but also take prompt initiatives to weed out the flaws found during the process of

quality examination itself. Karan Engineering Works maintains international norms of

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The mission of the organization was ultimately the customer to satisfy the customer and

have a potential customer bases this is what they have earned in these year.

A potential and prospective customer bases that are satisfied with kinds of products they

are Dealing with and the kind of service they are giving to the customer.

Company

Civimec Engineering Pvt.Ltd. has a professional and vast experienced staff, who are trained in

abroad specialized in operating, maintenance and repair of self loading mobile concrete mixers &

concrete batching plants.

The company aims at supporting the customers in the construction industry by

Leasing equipment (protecting capital investment to the customers)

Technical support (spares sales and service)

Undertaking sub-contract works

Manufacturing construction equipment

Civimec Engineering has some of the following departments

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Civimec leasing division

Civimec Leasing Division has nation wide customers in India who lease out the following

machinery:

Self loading mobile concrete mixer

Transit mixers

Batching plants

With Skilled Operators and Technicians

Civimec Technical support Division

Indigenized spares supplied with Indian price

Maintaining all fast moving spares to reduce the downtime

Service setup with under roof and non under roof area in Hyderabad. Suitable for

complete dismantle, inspection, assemble and testing of equipment.

Service provided with skilled technicians.

Civimec Manufacturing Division

Mobile Concrete Mixer

Transit Mixer

Mini Concrete Batching Plant

Support for a Potential collaborator

Civimec Engineering Pvt.Ltd. Invites the potential collaborator or organizations to engage in

the sharing of the common goal.

We provide the product backup

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We introduce the market

Providing the space for the factory setup

Steel fabrications at Indian cost which includes (chassis, drum, loading mechanism, hydraulic

cylinders and hoses) tyres, fittings and fasteners etc.

Assembling, paint and testing

Manpower at Indian cost

Support from Collaborator

Supply of axles, two speed transmission gear box

Hydrostatic transmission pump and motor

Drum hydraulics and reduction gear box

Technical support.

Services

More than the product sales, every customer expects good quality service, minimum down

time, repairing facility and continual technical support from the service providers. Even if the

investment level on the particular product line is lower, the customer expects better

technology construction equipment. Civimec Engineering Pvt. Ltd. puts its emphasis and

also strives hard to provide excellent after sales service and the spare parts support by

providing the spares at the door-step of the customer.

We make sure that our customers get quality spare parts and outstanding post sales service

through our experienced engineers who have more than 15 years of experience. We also

ensure that our customers get the required spare parts in the shortest possible time.

Annual Maintenance Contract

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WORKERS PARTICIPATION IN MANAGEMENT

Introduction

Three groups of managerial decisions affect the workers of any industrial establishment and

hence the workers must have a say in it.

Economic decisions methods of manufacturing, automation, shutdown, lay-offs, and

mergers.

Personnel decisions recruitment and selection, promotions, demotions, transfers, grievance

settlement, work distribution.

Social decisions hours of work, welfare measures, questions affecting work rules and

conduct of individual workers safety, health, and sanitation and noise control.

Participation basically means sharing the decision-making power with the lower ranks of the

organization in an appropriate manner.

Definition

The concept of WPM is a broad and complex one. Depending on the socio-political environment

and cultural conditions, the scope and contents of participation change. Leon C. Megginson

Forms of workers participation management

1. Suggestion schemes: Participation of workers can take place through suggestion scheme.

Under this method workers are invited and encouraged to offer suggestions for improving the

working of the enterprise. A suggestion box is installed and any worker can write his

suggestions and drop them in the box. Periodically all the suggestions are scrutinized by the

suggestion committee or suggestion screening committee. The committee is constituted by equal

representation from the management and the workers. The committee screens various

suggestions received from the workers. Good suggestions are accepted for implementation and

suitable awards are given to the concerned workers. Suggestion schemes encourage workers

interest in the functioning of an enterprise.

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2. Works committee: Under the Industrial Disputes Act, 1947, every establishment employing

100 or more workers is required to constitute a works committee. Such a committee consists of

equal number of representatives from the employer and the employees. The main purpose of this

committee is to provide measures for securing and preserving amity and good relations between

the employer and the employees.

Evolution of the schemes of participation in management

The beginning towards WPM was made with the Industrial Disputes Act, 1947, which made

Works Committees mandatory in industrial establishments employing 100 or more workers. The

Industrial Policy Resolution adopted by the government in 1956 stated that there should be some

joint consultation to ensure industrial peace, and improve employer-employee relations. The

functions of both these joint bodies were to be consultative and were not binding on the

management. The response to these schemes was encouraging to begin with, but gradually

waned.

A study team was appointed in 1962 to report on the working of joint councils and

committees. The team identified some reasons for their failure.

No concrete steps were taken to remove the difficulties, or change the pattern of participative

management.

During the emergency of 1975-77, the interest in these schemes was revived by the then

Prime Minister by including Workers Participation in industry in the governments 20-point

programme.

The government started persuading large enterprises to set up joint consultative committees

and councils at different levels.

The Janata Government who came to power in 1977 carried on this initiative. It was again

emphasized by the Congress government who came back in 1979. This continued in a non-

statutory vein till the late 1980s, and the response from the employers and employees stayed

Luke-warm. Then, the 42nd Amendment to the Constitution was made.

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Now, Article 43-A reads: The State shall take steps, by suitable legislation, or in any other

way, to secure the participation of workers in the management of undertakings,

establishments or other organizations engaged in any industry. Thus, participative

management is a constitutional commitment in India.

And then, on May 30, 1990, the government introduced the Participation of Workers in

Management Bill in the Rajya Sabha.

o The bill requires every industrial enterprise to constitute one or more `Shop-Floor

Councils at the shop floor level, and `Establishment Council at the establishment

level. These councils will have equal representation of employers and employees.

Shop-Floor councils enjoy powers over a wide range of functions from production,

wastage control to safety hazards. The Establishment Council enjoys similar powers.

The bill provides for the constitution of a Board of Management of every corporate

body owning an industrial establishment.

o The bill also provides for penalties on individuals who contravene any provision of

the bill.

In spite of all these efforts, only the government and the academicians have been interested in

participative management. But participative management is staging a comeback. The

compulsions of emerging competitive environment have made employee involvement more

relevant than ever before. Managers and the managed are forced to forget their known stands,

break barriers, and work in unison. Managers and workers are partners in the progress of

business.

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Functions of WPM

Works committee deals with matters of day-to-day functioning at the shop floor level. Works

committees are concerned with:

Conditions of work such as ventilation, lighting and sanitation.

Amenities such as drinking water, canteens, dining rooms, medical and health services.

Educational and recreational activities.

Safety measures, accident prevention mechanisms etc.

Works committees function actively in some organizations like Tata Steel, HLL, etc but the

progress of Works Committees in many organizations has not been very satisfactory due to the

following reasons:

Lack of competence and interest on the part of workers representatives.

Employees consider it below their dignity and status to sit alongside blue-collar workers.

Lack of feedback on performance of Works Committee.

Undue delay and problems in implementation due to advisory nature of recommendations.

3. Joint Management Councils: Under this system Joint Management Councils are constituted

at the plant level. These councils were setup as early as 1958. These councils consist of equal

number of representatives of the employers and employees, not exceeding 12 at the plant level.The plant should employ at least 500 workers. The council discusses various matters relating to

the working of the industry. This council is entrusted with the responsibility of administering

welfare measures, supervision of safety and health schemes, scheduling of working hours,

rewards for suggestions etc.

Wages, bonus, personal problems of the workers are outside the scope of Joint

management councils. The council is to take up issues related to accident prevention,

management of canteens, water, meals, revision of work rules, absenteeism, indiscipline etc. the

performance of Joint Management Councils have not been satisfactory due to the following

reasons:

Workers representatives feel dissatisfied as the councils functions are concerned with only

the welfare activities.

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7. Shop councils: Government of India on the 30th of October 1975 announced a new scheme in

WPM. In every Industrial establishment employing 500 or more workmen, the employer shall

constitute a shop council. Shop council represents each department or a shop in a unit. Each shop

council consists of an equal number of representatives from both employer and employees. The

employers representatives will be nominated by the management and must consist of persons

within the establishment. The workers representatives will be from among the workers of the

department or shop concerned. The total number of employees may not exceed 12.

Evolution of the schemes of workers participation in management

The beginning towards WPM was made with the Industrial Disputes Act, 1947, which made

Works Committees mandatory in industrial establishments employing 100 or more workers. The

Industrial Policy Resolution adopted by the government in 1956 stated that there should be some

joint consultation to ensure industrial peace, and improve employer-employee relations. The

functions of both these joint bodies were to be consultative and were not binding on the

management. The response to these schemes was encouraging to begin with, but gradually

waned.

A study team was appointed in 1962 to report on the working of joint councils andcommittees. The team identified some reasons for their failure.

o No concrete steps were taken to remove the difficulties, or change the pattern of

participative management.

During the emergency of 1975-77, the interest in these schemes was revived by the then

Prime Minister by including Workers Participation in industry in the governments 20-

point programme

The government started persuading large enterprises to set up joint consultative

committees and councils at different levels.

The Janata Government who came to power in 1977 carried on this initiative. It was

again emphasized by the Congress government who came back in 1979. This continued

in a non-statutory vein till the late 1980s, and the response from the employers and

employees stayed Luke-warm. Then, the 42nd Amendment to the Constitution was made.

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Reason for Limited workers participation in management

Firstly, the fundamental difficulties in the way lie in the concept itself. There is a basic

conflict of interests between the workers and the owners of the business enterprise.

Participation involves parting with power. Managements have been reluctant to part with

their authority and prerogative to manage the enterprises. Similarly trade unions have not

been prepared to divest themselves of their power manifested in bargaining and pressure.

Secondly, multiplicity of trade unions and factionalism has been a serious obstacle in the way

of workers participation in management. In view of the claims and counter claims, apathy

and willingness, hostility and cooperation displayed by rival unions or their factions,

designation of workers representatives on the participative forums often becomes a very

difficult task.

The government with its anxiety of maintaining cordial relations between labour and

management, increasing production and productivity, achieving planned targets and

accelerating the pace of economic and industrial development, came forward with different

schemes of workers participation in management. Many employers and trade unions still

considers them as imposition from outside. Its enforcement by law or compulsion would

thwart the very purpose of scheme and would act as serious constraint on its successful

implementation.

Fourthly, both managements and trade unions have often complained of a plethora of joint

bodies in Indian industries for example, works committees, joint management councils, shop

councils, unit councils, plant councils, establishment councils, canteen committees,

production committees, safety committees, welfare committees, grievance committees , and

so on. Thus, it is natural for them to become bewildered by this multiplicity of joint bodies.

Another hurdle has been lack of specific arrangements for sharing the gains of participation.

Workers are assured in a vague manner, that they would gain if production increases and

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The workers representative on the Board can play a useful role in safeguarding the interests of

workers. He or she can serve as a guide and a control element.

He or she can prevail upon top management not to take measures that would be

unpopular with the employees.

He or she can guide the Board members on matters of investment in employee benefit

schemes like housing, and so forth.

The Government of India took the initiative and appointed workers representatives on the

Board of Hindustan Antibiotics (Pune), HMT (Bangalore), and even nationalized banks. The

Tatas, DCM, and a few others have adopted this practice.

Problems associated with this method

Focus of workers representatives is different from the focus of the remaining members

of the Board.

Communication and subsequently relations between the workers representative and the

workers suffers after the former assumes directorship.

He or she tends to become alienated from the workers.

As a result, he or she may be less effective with the other members of the Board in

dealing with employee matters.

Because of the differences in the cultural and educational backgrounds, and differences in

behavior and manners, such an employees representative may feel inferior to the other

members, and he or she may feel suffocated. Hence, his or her role as a director may not

be satisfying for either the workers or the management.

Such representatives of workers on the Board, places them in a minority. And the

decisions of the Board are arrived at on the basis of the majority vote.

2. Participation through ownership

This involves making the workers shareholders of the company by inducing them to buy equity

shares.

In many cases, advances and financial assistance in the form of easy repayment options

are extended to enable employees to buy equity shares. Examples of this method are

available in the manufacturing as well as the service sector.

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Advantage: Makes the workers committed to the job and to the organization.

Drawback: Effect on participation is limited because ownership and management are two

different things.

3. Participation through complete control

Workers acquire complete control of the management through elected boards. The system of

self-management in Yugoslavia is based on this concept. Self-management gives complete

control to workers to manage directly all aspects of industries through their representatives.

Advantages:

Ensures identification of the workers with their organization.

Industrial disputes disappear when workers develop loyalty to the organization.

Trade unions welcome this type of participation.

Conclusion: Complete control by workers is not an answer to the problem of participation

because the workers do not evince interest in management decisions.

4. Participation through Staff and Works Councils

Staff councils or works councils are bodies on which the representation is entirely of the

employees. There may be one council for the entire organization or a hierarchy of councils. The

employees of the respective sections elect the members of the councils. Such councils play a

varied role.

Their role ranges from seeking information on the managements intentions to a full

share in decision-making.

Such councils have not enjoyed too much of success because trade union leaders fear the erosion

of their power and prestige if such workers bodies were to prevail.

5. Participation through Joint Councils and Committees

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The worker has no say in other vital issues of concern to him issues such as job and

income security, welfare schemes and other policy decisions.

8. Participation through Suggestion Schemes

Employees views are invited and reward is given for the best suggestion. With this scheme, the

employees interest in the problems of the organization is aroused and maintained. Progressive

managements increasingly use the suggestion schemes. Suggestions can come from various

levels. The ideas could range from changes in inspection procedures to design changes, process

simplification, paper-work reduction and the like. Out of various suggestions, those accepted

could provide marginal to substantial benefits to the company. The rewards given to the

employees are in line with the benefits derived from the suggestions.

9. Participation through Quality Circles

Concept originated in Japan in the early 1960s and has now spread all over the world. A QC

consists of seven to ten people from the same work area who meet regularly to define, analyze,

and solve quality and related problems in their area. These circles require a lot of time and

commitment on the part of members for regular meetings, analysis, brainstorming, etc. Most

QCs have a definite life cycle one to three years. Few circles survive beyond this limit either

because they loose steam or they face simple problems. QCs can be an excellent bridge between

participative and non-participative approaches. For QCs to succeed in the long run, the

management needs to show its commitment by implementing some of the suggestions of the

groups and providing feedback on the disposition of all suggestions.

Training in problem-solving techniques is provided to the members. QCs are said to provide

quick, concrete, and impressive results when correctly implemented.

Advantages

Employees become involved in decision-making, acquire communication and analytical

skills and improve efficiency of the work place.

Organization gets to enjoy higher savings-to-cost ratios.

Chances of QC members to get promotions are enhanced.

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10. Empowered Teams

Empowerment occurs when authority and responsibility are passed on to the employees who

then experience a sense of ownership and control over their jobs. Employees may feel more

responsible, may take initiative in their work, may get more work done, and may enjoy the work

more. For empowerment to occur, the following approach needs to be followed as compared to

the traditional approach:

Element Traditional Organization Empowered Teams

Organizational structure

Job designManagement role

Leadership

Information flow

Rewards

Job process

Layered, individual

Narrow, single task

Direct, control

Top-down

Controlled, limited

Individual, seniority based

Managers plan, control,

improve

Flat, team

Whole process, multiple tasks

Coach, facilitate

Shared with the team

Open, shared

Team-based, skill-based

Teams plan, control, and

improve

Features of empowered or self-directed teams

Empowered to share various management and leadership functions.

Plan, control and improve their work.

Often create their schedules and review their performance as a group.

May prepare their own budgets and co-ordinate their work with other departments.

o Usually order materials, keep inventories and deal with suppliers.

o Frequently responsible for acquiring any new training they might need.

o May hire their own replacement to assume responsibility for the quality of their

products or services

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Interpretation

We can say from the above analysis that 25% of the executives agreed that worker participation

in management was excellent while 45% of the executives felt very good, 10% of the executives

felt good, 12% of the executives felt average.

2. Do you feel that your company has been considering you at the different levels of decision

making?

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49

S.No Executive

views

No of

respondents

Percentage of

respondents

1 Strongly

agree

20 33

2 Agree 13 22

3 Undecided 19 32

4 Disagree 6 10

5 Strongly

disagree

2 3

Total 60 100


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Interpretation

We can say from the above analysis that the participation of workers in management and its

affect on efficiency, where 28% of executives strongly agreed and 10% of the executives

strongly disagreed, where as 42% of executives agreed.

4. The perception of executives and employees part of management in decision making.

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52

S.No Executive

views

No of

respondents

Percentage of

respondents

1 Large Extent 16 27

2 Some Extent 20 34

3 Little Extent 14 23

4 Poor 10 16

Total 60 100


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Interpretation

From the above analysis it is expressed that 27% of executives felt large extent, 34%of

executives felt some extent,23% of executives felt little extent and the rest felt poor about the

perception of executives and employees part of management in decision making.

5. Give your opinion about the work climate provided by the organization?

53

S.No Executive

views

No of

respondents

Percentage of

respondents

1 Excellent 19 32

2 Very good 14 23

3 Good 17 28

4 Average 8 14

5 Poor 2 3

Total 60 100


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Interpretation

We can say from the above analysis that 32% of the executives felt excellent about the work

environment provided to the workers, 23% of the executives felt very good,28% of the

executives felt good, and remaining of them felt average with the work environment.

6. The perception of executives and employees part of management in decision making.

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55

S.No Executive

views

No of

respondents

Percentage of

respondents

1 Strongly

agree

20 34

2 Agree 16 27

3 Disagree 14 23

4 Strongly

disagree

10 16

Total 60 100


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Interpretation

We can say from the above analysis that the perception of executives and employees part ofmanagement in decision making, where 27% of executives strongly agreed and 23% of the

executives disagreed, where as 16% of executives strongly disagreed.

7. Can employees participation in management help improve their productivity and efficiency?

56

S.No Pinions Executives Percentage

1 Stronglyagree 17 28

2 Agree 21 35

3 Disagree 19 32

4 Strongly

disagree

3 5

Total 60 100


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Interpretation

We can say from the above analysis that the participation of employees in management improve

their productivity and efficiency, where 32% of executives strongly agreed and 5% of executives

strongly disagreed, where 32% of executives disagreed.

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8. The perception of executives and employees with respect to satisfaction of Civimec.

58

S.No Executive

views

No of

respondents

Percentage of

respondents

1 Excellent 23 38

2 Very good 17 28

3 Good 10 17

4 Average 7 12

5 Poor 3 5

Total 60 100


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Interpretation

We can say from the above analysis that 38% of the executives felt excellent and satisfied with

the organization. Where 28% of the executives felt very good, 17% of the executives felt good,

and remaining of them are less satisfied by their organization.

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Interpretation

We can say from the above analysis that 28% of the executives felt excellent about the Role of

the union in participative management. Where 32% of the executives felt very good,24% of theexecutives felt good, and remaining of them felt average with union role in participative

management.

10. Communication between employees and management is necessary.

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Interpretation

From the above analysis it is expressed that 30% of executives felt excellent, 28%of executivesfelt very good,39% of executives felt good and the rest felt poor about the suggestions put forth

by employees given due in the organization.

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Interpretation

We can say from the above analysis about the satisfaction levels for the involvement inmanagement process, Where 32% of executives felt excellent and 23% of executives felt very

good,28% of executives felt good,14% of executives felt average, where as 3% of executives felt

poor.

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Interpretation

We can say from the above analysis that 28% of the executives felt secured about their job in the

organization, 42% of the executives felt very well, and 14% of the executives felt good, and

remaining of them felt averagely secured about their job in the organization.

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Interpretation

It is clear from the above analysis that 33% executives strongly agreed that establishment of

workers committees preserved good relations between employers and employees while 22% of

the executives agreed, 32% of the executives undecided and remaining disagreed with the above

statement.

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15. Do you agree that the plant council plays an important role in operational areas, economic

areas and welfare areas?

71

S.No Executive

views

No of

respondents

Percentage of

respondents

1 Strongly

agree

27 45

2 Agree 15 25

3 Undecided 6 10

4 Disagree 7 12

5 Strongly

disagree

5 8

6 Total 60 100


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Interpretation

It is clear from the above analysis that 45% executives strongly agreed that the planned council

plays an important role in the operational, economic & welfare areas, 25% of the executives

agreed, 10% of the executives undecided with the above statement.

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16. What is your opinion about the councils working and performance?

73

S.No Executive

views

No of

respondents

Percentage of

respondents

1 Excellent 19 32

2 Very good 17 28

3 Good 14 23

4 Average 6 10

5 Poor 4 6

Total 60 100


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17. Is there any benefit by workers participation in management to achieve the following

objectives?

75

S.No Executive

views

No of

respondents

Percentage of

respondents

1 Economic

objectives

17 28

2 Social

objectives

21 35

3 Psychological

objectives

19 32

4 All the above 3 5

Total 60 100


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Most of the respondents felt very good regarding the workers participation in the

organization.

Most of the respondents strongly agreed that workers are considered at different

levels of decision making.

Most of the respondents agreed that workers participation in management increase

efficiency of the workers.

Most of the respondents felt excellent about the work climate provided by the

organization.

Most of the respondents agreed that employees participation in management help

improve their productivity and efficiency.

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ANNEXURE

1) What is your opinion about workers participation in management in your organization?

a)Excellent b)Very good c)Good d)Average e)Poor

2) Do you feel that your organization has been considering you at the different levels of

decision making?

a) Strongly agree b) Agree c) Undecided d) Disagree e) Strongly disagree

3) Do you agree workers participation in management increase efficiency of the workers?


4) The perception of executives and employees part of management in decision making.

a) Large extent b) Some extent c) little extent d) Poor

5) Give your opinion about the work climate provided by the organization?

a) Excellent b) Very good c) Good d) Average e) Poor

6) The perception of executives and employees part of management in decision making.

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

7) Can employees participation in management help improve their productivity and efficiency?


8) The perception of executives and employees with respect to satisfaction of Civimec.


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9) Role of the union in participative management.


10) Communication between employees and management is necessary.


11) Suggestions put forth by employees given due.


12) Employees satisfaction involving their participation in management.


13) Job security in the organization is.


14) Does establishment of the workers committee preserving amity and relations between the

employers and employees?


15) Do you agree that the plant council plays an important role in operational areas, economic

areas and welfare areas?


16) What is your opinion about the councils working and performance?


17) Is there any benefit by workers participation in management to achieve the following

objectives?

a) Economic objectives b) Social objectives c) Physiological objectives d) All

18) Do you agree that the plant council an important role in operational areas economic areas and

welfare areas.


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workers participation in civimec.doc

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