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ACKNOWLEDGEMENT I take this opportunity to thank the Kongu Arts and Science College for its moral support.

I express my heart felt thanks to Mr. ANTHONY THIAGARAJAN, DY. Manager H D! " IC#$ for gi%ing me an opportunity to undertake this pro&ect and for his consistent guidance. I 'ould also like to thank Mrs. ANITHA, M.S.W., #fficer( H D! " IC#$! 'ho helped me 'ithout any hesitation through out the pro&ect period. I am %ery much inde)ted to Mrs. POONGODI, M.B.A., $ecturer! Department of Management studies! Kongu Arts and Science College! for her in%alua)le help and guidance. My o%er riding de)t continues to )e 'ith RAJAGOPALAN and RIAZ, 'ho pro%ided me the time! support and inspiration to do this pro&ect effecti%ely and efficiently.

CONTENTS

Chapter No. LIST OF TABLES LIST OF CHARTS 1 2 INTRODUCTION

Particulars

Page No.

* + , / *0 *0 *0 *0 *0 ** *+ 20 23 2, 24 -4

OBJECTIVES OF THE STUDY Company profile Synopsis .eed for Industrial elations METHODOLOGY esearch Design 1uestionnaire Design Data collection Method Sample Design $imitations of the Study

! "

ANALYSIS AND INTERPRETATIONS FINDINGS SUGGESTIONS

CONCLUSION APPENDI$ BIBLIOGRAPHY

LIST OF TABLE

Table No. * + 3 , 4 2 8 / *0 5o) satisfaction

Particulars

Page No. *+ *, *2 *8 +0 ++ +, +2 +8 30

#pinion regarding the facilities pro%ided and non 6 statutory 'elfare measures Information pertaining to factory and &o) 7p'ard communication "articipation of superior and top management to settle grie%ance 9mployees satisfaction regarding grie%ance settlement A'areness of the rules regarding discipline Application of the disciplinary rules 9mployees opinion regarding the punishment for %iolation of rules 9mployees opinion a)out the opportunities to upgrade skills in training programs

** *+ *3 *, *4 *2 **8 */

9mployees opinion a)out the identification of the training needs 9mployees opinion a)out the trainers communication 9mployees opinion a)out the arrangements made for training 9ffecti%eness of &o) performance through training programs "articipation of the employees in training programs Attitude change in employees after attending the training programs Assessment of training needs elationship 'ith colleagues Appreciation from superiors

3+ 3, 32 38 ,0 ,+ ,, ,2 ,8

+0 +* ++ +3 +, +4 +2 +-

"articipation of superiors in self de%elopment of the employees 5o) security Suggestion system and departmental :section meetings in pricol #pen 6 door policy 9n;uiry )y an impartial person "reliminary in%estigation and issue of charge sheet #rientation : training program <raining programs in relation 'ith &o) performance

40 4+ 4, 44 42 448 4/

LIST OF CHARTS

Fig. No. * + 3 , 4 2 8 / *0 5o) satisfaction

Particulars

Page No. *3 *4 **/ +* +3 +4 ++/ 3*

#pinion regarding the facilities pro%ided and non 6 statutory 'elfare measures Information pertaining to factory and &o) 7p'ard communication "articipation of superior and top management to settle grie%ance 9mployees satisfaction regarding grie%ance settlement A'areness of the rules regarding discipline Application of the disciplinary rules 9mployees opinion regarding the punishment for %iolation of rules 9mployees opinion a)out the opportunities to upgrade skills in training programs

** *+ *3 *, *4 *2 **8 */

9mployees opinion a)out the identification of the training needs 9mployees opinion a)out the trainers communication 9mployees opinion a)out the arrangements made for training 9ffecti%eness of &o) performance through training programs "articipation of the employees in training programs Attitude change in employees after attending the training programs Assessment of training needs elationship 'ith colleagues Appreciation from superiors

33 34 33/ ,* ,3 ,4 ,,/

+0 +*

"articipation of superiors in self de%elopment of the employees 5o) security

4* 43

INTRODUCTION TO THE PROJECT 9mployer( 9mployee relationship constitute one of the most delicate and complies pro)lems of the modern industrial society 'hich is characteri=ed )y rapid changes. Industrial elation is used to express the nature of relationship )et'een the

employer and employee in an industrial organi=ation. <he e%er gro'ing and fast changing scientific and technological de%elopment )rought forth in the industrial 'orld a uni;ue type of employer( employee relations replacing the traditional master 6 ser%ant relationship. 9mployees are no longer %ie'ed as solely an economic tool! )ut rather as a human )eings 'ho are dri%en and controlled )y di%erse elements 'hich affects total make up. According to >ethel! At'ater! smith and statesman Industrial elation is that part of management! 'hich is concerned! 'ith the manpo'er of any enterprise. It is thus closely linked 'ith Human relation function. Many Industrial elation policies are )ased on human esources Management esource management or rather it is the part of the human

pro)lems. Similarly! cordial Industrial

elations cannot exist 'ithout healthy personnel

practices! and H M cannot )e successful 'ithout cordial relations. <his is perhaps 'hy the personal policies of any organi=ation include Industrial elation policies also.

As a matter of fact! Industrial

elation form an indispensa)le part of the H M!

'hich is the )asic need! an important function and an area of great concern for management of today! particularly in India. It therefore deser%es a proper attention.

OBJECTIVES OF THE STUDY <he main o)&ecti%e of the present research 'ork is to study the existing Industrial elation in the organisation. In order to o)tain the o)&ecti%e the follo'ing su) hypothesis 'ere framed. *. <o find out the opinion of employees regarding the present employer ( employee relations. +. 3. <o find out the opinion of employees a)out grie%ance redressal procedure. <o find out the opinion of employees a)out employees participation in management and dispute settlement machinery. ,. 4. <o find the effecti%eness of training program. <o suggest 'ays to impro%e the existing relation.

PROFILE OF THE COMPANY <he "remier Instruments and Control $imited 'as incorporated in the year */-+ as a pri%ate company. <he company 'as started 'ith an o)&ecti%e of implementing the pro&ect for manufacture of automoti%e instruments and allied accessories. Its registered office is located at A%inashi road! Coim)atore. It has commenced commercial production in the year */-4 'ith an initial capacity of , lakhs .os. of dash)oard instruments per annum in technical colla)oration 'ith M:s International Instruments $imited >angalore for *0 years period 'ho 'as dominant market leader. It is primarily an automo)ile ancillary unit 'ith a little )it of di%ersification in the recent years in to electronics small machine tools! and instruments and allied accessories. ?ith the young and dynamic term 'ith the )ackup of the esta)lished market net'ork of its associate concern namely M:S $.@. >alakrishnan and >ros. $imited and M:S $.@. 9;uipmentAs $imited and the financial support of its promote concern M:S "recot Mills $imited and M:S Super spinning the company 'as a)le to o%ertake M:s auto meters limited and esta)lished as a second largest manufacturers of dash)oard instruments in the country 'ith in a period of , years. Burther the company 'as a)le to register consistent gro'th in the turno%er year after year due to its dedicated personnel and commitment to ;uality and ser%ice. >esides continues research and de%elopment 'ork and multidisciplinary engineering >ase ha%e

strengthened its capa)ility to cater to the changing needs of the endusers 'ith in a reasona)le time. <he company has increased its installed capacity from , lakhs .os. of dash)oard instruments per annum o%er the period and has emerged as market leader ha%ing a market share of nearly 40 percent of total Indian market catering to the needs of almost all the %ehicle manufactures in the country! )esides meeting the replacement market demand through the country 'ide dealers net'ork. During the year */84 the company has entered in to technical colla)oration 'ith M:S ..S. International $imited 7.S.A. for up gradation of technology in the manufacture of dash)oard instruments for t'o 'heelers. Burther during the financial year *//*(/+ the company has entered into technical colla)oration 'ith M:S .ippondaso Company $imited! 5apan to impro%e upon its existing technology in the manufacture of four 'heeler instrument to manufacture com)ination meters for high ;uality cars! the organi=ation entered in to a ne' technology agreement in *//2 'ith M:s .ippon Seiki company $imited! 5apan .e' colla)oration agreement to manufacture special angular speedometer 'ith M:S .ippon Seiki company $td.! 5apan in *//-. <he research and de%elopment acti%ities ha%e ena)le the company in achie%ing impro%ement in ;uality and a)ility to deli%er a range of products as per customer specification. During these periods many programs for moderni=ation! expansion and en%ironmentally acceptance means and share the )enefit 'ith the society. <he corporate o)&ecti%e of the organisation.

Adopt sound practices and adopt them to suit their needs.

Continuously impro%e their le%els of ;uality and producti%ity through technology up gradation and human resource.

Act as a reasona)le corporate citi=en.

9nhance ;uality of life of their immediate and surrounding en%ironment. "ricol pro%ide %alue and satisfaction to customers on products and ser%ice! 'hich 'ill meet internationally recognised standards. <his is achie%ed through training! de%elopment and moti%ation of all the employees.

SYNOPSIS <he researcher attempts to study the state of employer ( employee relationship in the company! get %ie's and suggest 'ays and means to impro%e the employer ( employee relationship. 1uestionnaires 'ere distri)uted to employees to collect the needed data. Suggestions 'ere put for'ard to impro%e the employer(employee relations. <he study 'as completed and suggestions ha%e )een gi%en to the management.

IMPORTANCE OF STUDY Conflict is an integral part of modern industry due to the di%ersity of thoughts of the mem)ers of the organisation. 9sta)lishing and maintaining a state of order at the 'ork place is a crucial aspect of the management. .o industrial enterprise can )e managed in a state of chaos and confusion. So 'hen discussing a)out managing of employer 6 employee relations consideration should )e emphasised on the 'ays and means of esta)lishing a 'orking order. <he three goals of an organisation are to get people! to cooperate through mutually related interests and to gain satisfaction from their relationship. A num)er of factors social! economic and political ha%e influenced Industrial elation in India. 7nless there is good employer(employee relation there can not )e a good human relations.

NEED FOR INDUSTRIAL RELATION <he %arious significant features of Industrial elation are *. +. <o help in the economic progress of a country. <o help management )oth in the formulation of informed Industrial elations policies and in their translation into action. 3. ,. 4. <o )oost the discipline and morale of the 9mployees. <o esta)lish a pipeline )et'een 9mployee and management. <o help esta)lishing and maintaining the industrial democracy 'hich is a prere;uisite as the esta)lishment of a socialist society.

RESEARCH METHODOLOGY R%s%&r'( D%s)*+ <he pro&ect 'ork 'as )ased on descripti%e study. Descripti%e research is description of the state of affairs! as it exists at present. <he main characteristics of this method are that the researcher has no control o%er %aria)lesC he can only report that 'hat has happened or 'hat is happening. D&,& C-..%',)-+ <he data collected is primary in nature. 1uestionnaire 'as used to gather information. Apart form this inter%ie' 'as made 'ith the H Department executi%es. C-+s,r/',)-+ -0 1/%s,)-++&)r% <he ;uestionnaire 'as structured )earing in mind the o)&ecti%e of the study. 1uestionnaires 'ere scientifically planned and co%er ma&or aspects of Industrial elation system. 4"oints! ,pointsD 3points rating scales 'ere used to kno' the opinion of the 'orkers regarding on important areas such as communication! grie%ance! discipline procedure and 'orkers participation in management. S&23.% s)4% Si=e of the sample E 40

LIMITATIONS *. ?hile for certain dimensions! one need to use separate scales! no attempt! ho'e%er! has )een made in the present study in this regard. Some of the dimensions to the &o) satisfaction are measured using the response o)tained for only one ;uestion. <his could hea%ily restrict the generali=ation of the result of the study. +. <he study cannot )e generali=ed to the 'hole organi=ation )ecause the researcher could personally contact only the dayshift employee. Ho'e%er care is taken for relia)le data. 3. Since the topic chosen 'as %ery %ast and sensiti%e the research limited the scope of the study to certain area.

ANALYSIS AND INTERPRETATIONS After the data ha%e )een collected! they are ta)ulated properly. Data analysis has )een carried out to kno' the employeeAs attitude. "ercentage analysis is used. TABLE 5 1 J-6 S&,)s0&',)-+ S&23.% S)4% "7 S. No * + 3 , 4 Nature of response Highly satisfied Satisfied .ormal Dissatisfied Highly dissatisfied No. of Respondents .il 34 *+ 3 .il % .il -0 +, 2 .il

I+,%r3r%,&,)-+ Brom the a)o%e ta)le! the researcher has the follo'ing inference F -0G of the respondents are satisfied 'ith their &o). +,G of the respondents are normally satisfied 'ith their &o). 2G of the respondents are dissatisfied 'ith their &o).

JOB SATISFACTION

6%

24%

Satisfied Normal Dissatisfied

70%

TABLE 8 2 O3)+)-+ R%*&r9)+* ,(% F&').),)%s Pr-:)9%9 &+9 N-+8 S,&,/,-r; W%.0&r% M%&s/r%s S&23.% s)4% "7 S. No * + 3 , 4 Nature of response Highly satisfied Satisfied .ormal Dissatisfied Highly dissatisfied No. of Respondents .il ,3 .il .il % .il 82 *, .il .il

I+,%r3r%,&,)-+ Brom the a)o%e ta)le! the researcher has the follo'ing inference F 82G of the respondents are satisfied 'ith the facilities pro%ided in the company. *,G of the respondents are normally satisfied 'ith the facilities pro%ided in the company.

OPINION REGARDING THE FACILITIES PROVIDED AND NON8 STATUTORY WELFARE MEASURES

14%

Satisfied Normal

86%

TABLE 5 COMMUNICATION I+0-r2&,)-+ P%r,&)+)+* ,- F&',-r; &+9 J-6 S&23.% s)4% "7 S. No * + 3 Nature of response ?ell informed Sometimes informed .ot informed No. of Respondents 30 *8 + % 20 32 ,

I+,%r3r%,&,)-+ <he researcher deciphered the follo'ing from the a)o%e ta)le F 20G of the respondents are 'ell informed. 32G of the respondents are sometimes informed. ,G of the respondents are not informed.

INFORMATION PERTAINING TO FACTORY AND JOB

60 50 40 30 20 10 0 Nature of response
Well informed Sometimes informed Not informed

TABLE 5 ! U3<&r9 C-22/+)'&,)-+ S&23.% s)4% "7 S. No * + 3 ?ell #nly at times .ot at all Nature of response No. of Respondents +, +2 .il % ,8 4+ .il

I+,%r3r%,&,)-+ Brom the a)o%e ta)le one can infer the follo'ing F ,8G of the respondents feel that their %ie's are 'ell communicated up'ards. 4+G of the respondents feel that their %ie's are communicated only at times.

UPWARD COMMUNICATION

48% 52%

Well Only at Times

TABLE 5 " GRIEVANCE SETTLING P&r,)')3&,)-+ -0 S/3%r)-r &+9 ,-3 M&+&*%2%+, ,- S%,,.% Gr)%:&+'% S&23.% s)4% "7 S. No * + 3 Al'ays Sometimes .ot at all Nature of response No. of Respondents ,8 + .il % /2 , .il

I+,%r3r%,&,)-+ #ne can elicit the follo'ing from the ta)le F /2G of the respondents feel that their superiors and top management al'ays participate to settle grie%ance. ,G of the respondents feel that their superiors and top management sometimes participate to settle grie%ance.

PARTICIPATION OF SUPERIOR AND TOP MANAGEMENT TO SETTLE GRIEVANCE

100 90 80 70 60 50 40 30 20 10 0 Always Sometimes Not at all

Nature of response

TABLE 5 # E23.-;%%s S&,)s0&',)-+ R%*&r9)+* Gr)%:&+'% S%,,.%2%+, S&23.% s)4% "7 S. No * + 3 , #ften Sometimes are .e%er Nature of response No. of Respondents +3 **0 .il % ,2 3, +0 .il

I+,%r3r%,&,)-+ Brom a)o%e ta)le one can infer the follo'ing F ,2G of the respondents are often satisfied 'ith grie%ance settlement. 3,G of the respondents are sometimes satisfied 'ith grie%ance settlement. +0G of the respondents are rarely satisfied 'ith grie%ance settlement.

EMPLOYEES SATISFACTION REGARDING GRIEVANCE SETTLEMENT

20%

46%

Often Sometimes !are

4%

TABLE 5 = DISCIPLINE A<&r%+%ss -0 ,(% R/.%s R%*&r9)+* D)s')3.)+% S&23.% s)4% "7 S. No * + 3 Nature of response Hery ?ell Sometimes .ot at all No. of Respondents ,* / .il % 8+ *8 .il

I+,%r3r%,&,)-+ <he follo'ing inferences can )e made from the a)o%e ta)le F 8+G of the respondents are 'ell a'are of the disciplinary rules. *8G of the respondents are sometimes a'are of the disciplinary rules.

AWARENESS OF THE RULES REGARDING DISCIPLINE

18%

"ery well Sometimes

82%

TABLE 5 > A33.)'&,)-+ -0 ,(% D)s')3.)+&r; R/.%s S&23.% s)4% "7 S. No * + 3 Nature of response Applied on all occasions Applied at times .ot applied at all No. of Respondents 40 .il .il % *00 .il .il

I+,%r3r%,&,)-+ Brom the a)o%e ta)le one can infer the follo'ing information F All the respondents feel that the disciplinary rules are applied on all occasions.

APPLICATION OF THE DISCIPLINARY RULES

A##lied on all o$$asions

TABLE 5 ? E23.-;%%s O3)+)-+ R%*&r9)+* ,(% P/+)s(2%+, 0-r V)-.&,)-+ -0 R/.%s S&23.% s)4% "7 S. No * + 3 Nature of response Suita)ly punished #ccasionally punished Ignored No. of Respondents 40 .il .il % *00 .il .il

I+,%r3r%,&,)-+ <he follo'ing details are inferred from the a)o%e ta)le F All the respondents feel that the company suita)ly punish those 'ho hurt:%iolate rules of discipline.

EMPLOYEES OPINION REGARDING THE PUNISHMENT FOR VIOLATION OF RULES

S%ita&ly '%nis(ed

TABLE 5 17 E23.-;%%s O3)+)-+ &6-/, ,(% O33-r,/+),)%s ,- U3*r&9% S@)..s )+ Tr&)+)+* Pr-*r&2s S&23.% s)4% "7 S. No * + 3 , 4 Nature of response Strongly agree Agree 7ndecided Disagree Strongly disagree No. of Respondents +0 8 *+ 8 + % ,0 *2 +, *2 ,

I+,%r3r%,&,)-+ Brom the a)o%e ta)le one can infer the follo'ing F ,0G of the respondents strongly agree that they ha%e got lot of opportunities to upgrade skills in training programs. *2G of the respondents agree that they ha%e got opportunities to upgrade skills in training programs. +,G of the respondents ha%e no idea. *2G of the respondents feel the opportunities to upgrade skills in training programs. ,G of the respondents strongly disagree the %ie'.

EMPLOYEES OPINION ABOUT THE OPPORTUNITIES TO UPGRADE SKILLS IN TRAINING PROGRAMS

4% 16%

40%

Stron)ly A)ree A)ree *nde$ided Dia+a)ree Stron)ly Disa)ree

24%

16%

TABLE 5 11 E23.-;%%s O3)+)-+ &6-/, ,(% I9%+,)0)'&,)-+ -0 ,(% Tr&)+)+* N%%9s S&23.% s)4% "7 S. No * + 3 , 4 Nature of response Strongly agree Agree 7ndecided Disagree Strongly disagree No. of Respondents 30 *+ 8 .il .il % 20 +, *2 .il .il

I+,%r3r%,&,)-+ Brom the a)o%e ta)le one can infer the follo'ing F 20G of the respondents strongly agree that they training needs identified )y their superiors are proper and appropriate. +,G of the respondents agree that they training needs identified )y their superiors are proper and appropriate. *2G of the respondents ha%e no idea.

EMPLOYEES OPINION ABOUT THE IDENTIFICATION OF THE TRAINING NEEDS

16%

Stron)ly a)ree A)ree

24%

*nde$ided

60%

TABLE 5 12 E23.-;%%s O3)+)-+ &6-/, ,(% Tr&)+%rs C-22/+)'&,)-+ S&23.% s)4% "7 S. No * + 3 , 4 Nature of response Strongly agree Agree 7ndecided Disagree Strongly disagree No. of Respondents 32 *, .il .il .il % -+ +8 .il .il .il

I+,%r3r%,&,)-+ Brom the a)o%e ta)le one can infer the follo'ing F -+G of the respondents strongly agree 'ith the trainers

communication. +8G of the respondents agree 'ith the trainers communication.

EMPLOYEES OPINION ABOUT THE TRAINERS COMMUNICATION

28%

Stron)ly a)ree A)ree

72%

TABLE 5 1 E23.-;%%s O3)+)-+ &6-/, ,(% Arr&+*%2%+,s M&9% 0-r Tr&)+)+* S&23.% s)4% "7 S. No * + 3 , 4 Nature of response 9xcellent @ood 7ndecided "oor Hery poor No. of Respondents / ,* .il .il .il % *8 8+ .il .il .il

I+,%r3r%,&,)-+ Brom the a)o%e ta)le one can infer the follo'ing F *8G of the respondents feel that the excellent arrangements are made for training programs. 8+G of the respondentAs feel that the arrangements made for training is good.

EMPLOYEES OPINION ABOUT THE ARRANGEMENTS MADE FOR TRAINING

18%

,-$ellent .ood

82%

TABLE 5 1! E00%',):%+%ss -0 A-6 P%r0-r2&+'% ,(r-/*( Tr&)+)+* Pr-*r&2s S&23.% s)4% "7 S. No * + 3 , 4 Nature of response Strongly agree Agree 7ndecided Disagree Strongly disagree No. of Respondents 4 3+ *3 .il .il % *0 2, +2 .il .il

I+,%r3r%,&,)-+ Brom the a)o%e ta)le one can infer the follo'ing F *0G of the respondents strongly agree that the training programs increase the effecti%eness of &o) performance. 2,G of the respondents agree that the training programs increase the &o) performance. +2G of the respondents ha%e no idea.

EFFECTIVENESS OF JOB PERFORMANCE THROUGH TRAINING PROGRAMS

10% 26%

Stron)ly a)ree A)ree *nde$ided

64%

TABLE 5 1" P&r,)')3&,)-+ -0 ,(% E23.-;%%s )+ Tr&)+)+* Pr-*r&2s S&23.% s)4% "7 S. No * + 3 , 4 Nature of response Hery much participate "articipate 7ndecided .ot participate Hery much ignoring No. of Respondents / ,* .il .il .il % *8 8+ .il .il .il

I+,%r3r%,&,)-+ Brom the a)o%e ta)le one can infer the follo'ing F *8G of the respondents feel that the employees %ery much participate in the training programs. 8+G of the respondentAs feel that the employees participate in the training programs.

PARTICIPATION OF THE EMPLOYEES IN TRAINING PROGRAMS

14%

"ery m%$( #arti$i#ate 'arti$i#ates

86%

TABLE 5 1# A,,),/9% C(&+*% )+ E23.-;%%s &0,%r A,,%+9)+* ,(% Tr&)+)+* Pr-*r&2s S&23.% s)4% "7 S. No * + 3 , 4 Nature of response Strongly agree Agree 7ndecided Disagree Strongly disagree No. of Respondents / 3+ / .il .il % *8 2, *8 .il .il

I+,%r3r%,&,)-+ <he follo'ing details are inferred from the a)o%e ta)le F *8G of the respondents strongly agree that they ha%e lot of attitude change after attending the training programs. 2,G of the respondents agree 'ith the %ie'. *8G of the respondents ha%e no idea.

ATTITUDE CHANGE IN EMPLOYEES AFTER ATTENDING THE TRAINING PROGRAMS

18%

18%

Stron)ly a)ree A)ree *nde$ided

64%

TABLE 5 1= Ass%ss2%+, -0 Tr&)+)+* N%%9s S&23.% s)4% "7 S. No * + 3 , Nature of response Self assessment >y superior "erformance appraisal #thers specify No. of Respondents + ,8 .il .il % , /2 .il .il

I+,%r3r%,&,)-+ <he researcher extracted the follo'ing details from the a)o%e ta)le F ,G of the respondents feel that the self assessment is used for the assessment of the training needs. /2G of the respondents feel that their superiors identifying their training needs.

ASSESSMENT OF TRAINING NEEDS

4%

Self assessment 0y s%#erior

/6%

TABLE 5 1> R%.&,)-+s()3 <),( C-..%&*/%s S&23.% s)4% "7 S. No * + 3 Cordial .ormal Strained Nature of response No. of Respondents ,+ 8 .il % 8, *2 .il

I+,%r3r%,&,)-+ Borm the a)o%e ta)le one can infer the follo'ing F 8,G of the respondents ha%e cordial relationship 'ith their colleagues. *2G of the respondents ha%e normal relationship 'ith their colleagues.

RELATIONSHIP WITH COLLEAGUES

16%

1ordial Normal

84%

TABLE 5 1? A33r%')&,)-+ 0r-2 S/3%r)-rs S&23.% s)4% "7 S. No * + 3 Nature of response Ade;uate appreciation $ess appreciation .o appreciation No. of Respondents *8 3+ .il % 32 2, .il

I+,%r3r%,&,)-+ <he a)o%e ta)le gi%es follo'ing information F 32G of the respondents feel that they are recei%ing ade;uate appreciation from their superiors. 2,G of the respondents feel that they are recei%ing less appreciation from their superiors.

APPRECIATION FROM SUPERIORS

6%
Ade2%ate A##re$iation 3ess A##re$iation

64%

TABLE 5 27 P&r,)')3&,)-+ -0 S/3%r)-rs )+ s%.0 D%:%.-32%+, -0 ,(% E23.-;%%s S&23.% s)4% "7 S. No * + 3 Nature of response Hery helpful .ot helpful Discouraging No. of Respondents ,, 2 .il % 88 *+ .il

I+,%r3r%,&,)-+ Borm the a)o%e ta)le one can infer the follo'ing F 88G of the respondents feel that their superiors are %ery helpful in their self de%elopment. *+G of the respondents feel that their superiors are not helpful in their self(de%elopment.

PARTICIPATION OF SUPERIORS IN SELF DEVELOPMENT OF THE EMPLOYEES

12%

"ery (el#f%l Not (el#f%l

88%

TABLE 5 21 J-6 S%'/r),; S&23.% s)4% "7 S. No * + 3 Nature of response <otally secured "artially secured Insecure No. of Respondents , +3 +3 % 8 ,2 ,2

I+,%r3r%,&,)-+ Brom the a)o%e ta)le one can infer the follo'ing F 8G of the respondents feel that they are totally secured in their &o). ,2G of the respondents feel that they are partially secured in their &o). ,2G of the respondents feel that they are insecure.

JOB SECURITY

8%

46%

Totally se$%red 'artially se$%red 4nse$%re

46%

TABLE 5 22 S/**%s,)-+ S;s,%2 &+9 D%3&r,2%+,&. B S%',)-+ M%%,)+*s )+ Pr)'-. S&23.% s)4% "7 S. No * + Yes .o Nature of response No. of Respondents 40 .il % *00 .il

I+,%r3r%,&,)-+ All the respondents ans'ered that the suggestions system and departmental : section meetings are present in pricol.

TABLE 5 2 O3%+ 5 D--r P-.)'; S&23.% s)4% "7 S. No * + Yes .o Nature of response No. of Respondents ,8 + % /2 ,

I+,%r3r%,&,)-+ /2G of the respondents feel that the open(door policy is present in pricol. ,G of the respondents oppose this %ie'.

TABLE 5 2! E+C/)r; 6; &+ I23&r,)&. P%rs-+ S&23.% s)4% "7 S. No * + Yes .o Nature of response No. of Respondents 40 .il % *00 .il

I+,%r3r%,&,)-+ All the respondents ans'ered that the en;uiry is made )y their immediate superior.

TABLE 5 2" Pr%.)2)+&r; I+:%s,)*&,)-+ &+9 Iss/% -0 C(&r*% S(%%, S&23.% s)4% "7 S. No * + Yes .o Nature of response No. of Respondents ** 3/ % ++ -8

I+,%r3r%,&,)-+ -8G of the respondents are not a'are of the issue of charge sheet. ++G of the respondents are a'are of the preliminary in%estigation and issue of charge sheet.

TABLE 5 2# Or)%+,&,)-+ B Tr&)+)+* Pr-*r&2 S&23.% s)4% "7 S. No * + Yes .o Nature of response No. of Respondents 40 .il % *00 .il

I+,%r3r%,&,)-+ All the respondents ans'ered that the orientation : training program is a%aila)le in the company.

TABLE 5 2= Tr&)+)+* Pr-*r&2s )+ R%.&,)-+ <),( J-6 P%r0-r2&+'% S&23.% s)4% "7 S. No * + Yes .o Nature of response No. of Respondents 3*3 % -, +2

I+,%r3r%,&,)-+ -,G of the respondents feel that the training programs are directly useful to their &o). +2G of the respondents feel that the training programs are not directly useful to their &o).

FINDINGS 82G of the respondents are satisfied 'ith the non(statutory 'elfare measures and the facilities pro%ided in the company. J-6 S%'/r),; ,2G of the respondents feel that they are partially secured in their &o) ,2G of the respondents feel that they are insecure in their &o).

C-22/+)'&,)-+ 20G of the respondents find less face to face communication is a )arrier for communication )ecause of their nature of 'ork. 83G of the respondents feel that the suggestion system and the present communication system is comforta)le for them. Gr)%:&+'% S%,,.)+* /2G of the respondents ans'ered that all their grie%ances are settled )y their immediate superior and )y the H department. Ar)itration is not a%aila)le in the company and open(door policy is present in pricol.

A meeting called I@ood 'illA meeting helps the employees to suggest their %ie's and incon%enience to the management.

D)s')3.)+% All the respondent are a'are of the rules regarding discipline and charged employees gi%en an opportunity to present his 'itnesses as 'ell as the employees ha%e the right to cross examine management e%idence. /*G of the respondents from staff le%el are not a'are of the charge sheet.

E00%',):%+%ss -0 Tr&)+)+* Pr-*r&2s 42G of the employees ans'ered that they ha%e got lot of opportunities to upgrade their skills in training programs. <he training needs of the employees are identified )y their superiors and 2+G of the respondents feel that the superiors not discuss 'ith them 'hile identifying their training needs. <he employees ha%e all freedom and encouragement to ask and clear dou)ts in training programs and -,G of the respondents feel that the training programs are conducted at right time for effecti%e &o) performance. -,G of the respondents ans'ered that the course material pro%ided )y the organi=ation is useful and training programs are %ery interesting.

All the respondents from the sample attended orientation : training programs in the company.

R%.&,)-+s()3 D%:%.-32%+, 8,G of the respondents ans'ered that they ha%e cordial relationship 'ith their colleagues. 88G of the respondents feel that their superiors help in their self( de%elopment. 2,G of the respondents feel that they are getting less appreciation.

SUGGESTIONS 5o) satisfaction and dissatisfaction of the employees can )e e%aluated periodically for e%ol%ing dynamic and pragmatic polices for organi=ational gro'th and de%elopment. In addition to the formal re'ard system! non(monetary re'ards and appreciation for )etter performance should )e introduced. Most of the employees feel that they are insecure in their &o). <he organi=ation should gi%e remedy to relie%e employees from this feeling. @rie%ance redressal cell can )e introduced. <he employees can 'rite their genuine grie%ances to the cell for their redressal.

CONCLUSION <he long esta)lished employer 6 employee relationship mo%ing to'ards a change and modifications 'ill continue till they take concrete shape. It is the reali=ation and desire of )oth employer and employees to maintain the spirit of the system. <he personnel management practices and employment policy should )e pro%ided sound )ase for harmonious industrial relation.

BIBLIOGRAPHY EDWIN. B. FLIPPO J"9 S#..9$ MA.A@9M9.<K Sixth 9dition! */8, Mc@ra' Hill International "u)lications P.C. TRIPATHI J"9 S#..9$ MA.A@9M9.< A.D I.D7S< IA$ 9$A<I#.SK <enth 9dition! *//,. Sultanchand and Sons! .e' Delhi. P. SUBBA RAO J9SS9.<IA$S #B H7MA. I.D7S< IA$ 9$A<I#.SK Birst 9dition! *//2. Himalaya pu)lishing house. 9S#7 C9 MA.A@9M9.< A.D

1UESTIONNAIRE A STUDY ON EMPLOYER8EMPLOYEE RELATIONSHIP PRICOL 5 COIMBATORE "lease Ans'er all the ;uestion and pro%ide us the real feed )ack Information collected 'ill )e confidential and 'ill )e used for academic purpose PERSONAL DATA *. .ame +. Age a. +* 6 +4 d. A)o%e 34 3. Sex a. Male ,. Years of experience a. >elo' 4 d. A)o%e *4 4. 9ducational ;ualification (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 2. Category F Staff : #perator ). 4 6 *0 c. ** 6 *4 ). Bemale ). +2 6 30 c. 3* 6 34 F

-. Designation : @rade (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 8. Salary LI. SM F

/. Are you satisfied 'ith present &o)N a. Highly satisfied ). Satisfied d. Dissatisfied c. .ormal

e. Highly dissatisfied

*0. ?hat is your opinion regarding the facilities pro%ided in your companyN a. Highly satisfied ). Satisfied d. Dissatisfied c. .ormal

e. Highly dissatisfied

**. Are you satisfied 'ith the non 6 statutory 'elfare measuresN a. Highly satisfied ). Satisfied d. Dissatisfied COMMUNICATION 5 I *. Ho' are you informed of 'hat goes on in the factory pertaining to your interest and &o)N a. ?ell informed c. .ot informed +. Ho' are your %ie's communicated up'ardsN a. ?ell ). #nly at times c. .ot at all ). Sometimes informed c. .ormal

e. Highly dissatisfied

3. Does the superior communicate e%ery thing a)out your 'ork to you on timeN a. Yes ). .o

,. Is the present communication system : pattern comforta)le for youN a. Yes ). .o

4. Is the suggestion system : pattern comforta)le for you N a. Yes ). .o

2. Is departmental section meetings often held in pricolN a. Yes ). .o

-. ?hat are the )arriers do you find to effecti%e communication in your or ganisationN $ess face to face communication Semantic LlanguageM )arriers $ack of trust Inter personal )arrier If any other LspecifyM Yes Yes Yes .o Yes .o .o .o

GRIEVANCE SETTLING 5 II *. Are you permitted to meet your superior and top management to settle grie%ance step )y stepN a. Al'ays ). Sometimes c. .ot at all

+. Ho' patient your superior in listening to your pro)lemsN a. Hery patient ). Some'hat c. Dead card

3. Ha%e you got occasion to settle your grie%ance )y passing your immediate super%isorN

a. .o occasion

). Sometimes

c. Al'ays

,. Is ar)itration a%aila)le in your companyN a. Yes ). .o

4. Is open door policy and opinion sur%ey present in pricolN a. Yes ). .o

2. Does the grie%ance procedure really help the employee to release the pentup emotionsN a. Yes ). .o

-. Is the incident closed 'ith a sense of satisfaction on the part of e%eryone immediately in%ol%ed in the original complaintN a. #ften d. .e%er ). Sometimes c. are

DISCIPLINE 5 III

*. Ho' 'ell do you kno' the rules regarding disciplineN a. Hery 'ell ). Sometimes c. .ot at all

+. Ho' 'ell do you think the disciplinary rules are applied in your companyN a. Applied on all occasions ). Applied at times c. .ot applied at all 3. Is charged 'orkers gi%en an opportunity to present his 'itnessesN a. Yes ). .o

,. Do the 'orkers ha%e the right to cross examine management e%idence N a. Yes ). .o

4. Is the e%idence of management taken on presence of charged 'orkerN a. Yes ). .o

2. Does preliminary in%estigation and issue of charge sheets is part of the discipline procedureN a. Yes ). .o

-. Ho' does your company punish those 'ho hurt : %iolate rules of disciplineN a. Suita)ly punished c. Ignored ). #ccasionally punished

INDUSTRIAL RELATIONSHIP DEVELOPMENT 5 IV *. Ho' is the mutual understanding )et'een your %ie's and company rulesN a. @ood understanding c. .o understanding +. Ho' is the relationship 'ith your colleaguesN a. Cordial ). .ormal c. Strained ). Bare understanding

3. ?hat is the extend of co(operation you get from your colleaguesN a. Desired extend ). Ad&usta)le c. .o co(operation

,. ?hat is the rate of appreciation you get from your superiors for any good 'ork preformedN a. Ade;uate appreciation ). $ess appreciation c. .o appreciation

4. ?hen you approach your superiorsN a. <hey like it ). Keep distance c. <hey dislike it

2. Ho' does your superiors deal 'ith youN a. Bormal authoritarian c. <ake it easy type ). Indifferent d. ?arm! yet task oriented

-. Ho' is your superiors help in your self 6 de%elopment N

a. %ery helpful

). .ot helpful

c. Discouraging

8. Ho' do you feel your in%ol%ement in your company acti%ities and decision 6 makingN a. Complete in%ol%ement ). $ittle in%ol%ement c. .o in%ol%ement /. Do you feel secure in your &o)N a. <otally secured ). "artially secured c. In secured

*0. Ho' much opportunity do you ha%e to kno' your company plans and policies all times and 'hen changes occurN a. 9nough opportunity c. .o opportunity **. Do you encourage your su)ordinates to gi%e their %ie's freelyN a. Hery rare c. .o encouragement ). A%erage d. .o su)ordinates ). are opportunity

EMPLOYEE EDUCATION 8EFFECTIVENESS OF TRAINING PROGRAMS *. I ha%e got lot of opportunities to upgrade my skill in training programsN a. Strongly agree d. Disagree ). Agree e. Strongly disagree c. 7ndecided

+. <he training needs identified )y my superior are proper and appropriate a. Strongly agree d. Disagree ). Agree e. Strongly disagree c. 7ndecided

3. Superior discusses 'ith me 'hile identifying my training needs a. Strongly agree d. Disagree ). Agree e. Strongly disagree c. 7ndecided

,. <he course materials pro%ided )y the organi=ation are useful a. Highly useful d. .o use ). 7seful e. Highly useless c. 7ndecided

4. <rainees are a)le to communicate effecti%ely a. Strongly agree d. Disagree ). Agree e. Strongly disagree c. 7ndecided

2. I ha%e all freedom and encouragement to ask and clear dou)ts in training programs. a. Strongly agree d. Disagree ). Agree e. Strongly disagree c. 7ndecided

-. <raining programs are conducted at right time for effecti%e &o) performance. a. Strongly agree d. Disagree ). Agree e. Strongly disagree c. 7ndecided

8. Sufficient administrati%e arrangements are made for training

a. 9xcellent d. poor

). @ood

c. 7ndecided

e. Hery poor

/. <raining programs are %ery interesting a. Strongly agree d. Disagree ). Agree e. Strongly disagree c. 7ndecided

*0. 9mployees participate in training programs a. Hery much participate ). "articipate d. .ot participate c. 7ndecided

e. Hery much ignoring

**. #rgani=ation takes care of all emergency training needs that arise from time to time a. Strongly agree d. Disagree ). Agree e. Strongly disagree c. 7ndecided

*+. I can see a lot of attitude change in my self after attending the training programs. a. Strongly agree d. Disagree ). Agree e. Strongly disagree c. 7ndecided

*3. Ho' 'as your training needs assessedN a. Self assessment ). >y superior

c. "erformance appraisal d. #thers specify (((((((((((((((((((( *,. Ha%e you attended any orientation : training programme in pricolN a. Yes ). .o

If yes! does the training programme directly useful to your &o)N a. Yes EMPLOYEE PARTICIPATION *. ?ould you feel that there should )e a scheme for 'orkers participation in managementN a. Yes ). .o ). .o

+. Do you ha%e any such scheme in your organi=ationN a. Yes ). .o

3. Do you think the present forms of participation 'ould help employee to de%elop his personalityN a. Yes ). .o