amrit dissertation

8/6/2019 Amrit Dissertation

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HRM practices in a public sector undertaking:A case study of IRE limited, Chatrapur.

A Dissertation Project Report

Submitted in partial fulfillment of the Post Graduate Diploma in Management

Under NIST Business School, Berhampur, Orissa.

Submitted by:

AMRIT KUMAR DASHRoll No. # 200910652 Regd. No. # PGDM09652

September - 2010

Under Guidance of

Dr. Arun Kumar Mahapatra

NIST BUSINESS SCHOOLPalur Hills, Berhampur-761008, Orissa, India


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ACKNOWLEDGEMENT

I wish to express my deep sense of gratitude to my project guide , Dr. Arun Kumar

Mahapatra, faculty, NIST for his valuable guidance and useful suggestions, whichhelped me in completing the project work.

I also would like to thank Dr. Sisira Kanti Mishra , project coordinator PGDM,

NIST for being supportive and for being a helping hand.

I take immense pleasure in thanking Mr. Shom Prasad Das , Course Coordinator

PGDM, for having permitted me to carry out this project work.

Words are inadequate in offering my thanks to the Project Assistants of IREL,

Chatrapur for their encouragement and cooperation in carrying out the project work.

Finally, yet importantly, I would like to express my heartfelt thanks to Mr. Sangram

Mudali, director NIST.

Amrit Kumar Dash


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1. ABSTRACT

Good human resource management practice can help in attracting and retaining the

best people in the organization. Planning alerts the company to the type of people

needed in short, medium and long run requirement of the company. Appropriate

recruitment and selection activities identify the best people for available jobs and

make sure they are placed in suitable positions. Performance appraisal training and

developing individuals who need skills knowledge and attitudes different from those

they currently possess. Good human resource management practice can also motivate

organizational members to do outstanding work.


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TABLE OF CONTENTS


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HRM practices in a public sector undertaking: A case study of IRE limited, Chatrapur.

2. INTRODUCTION TO THE TOPIC

Human Resource (HR) management deals with the design of formal systems in anorganization to ensure the effective and efficient use of human talent to accomplish

organizational goals.

HR Management Challenges

The environment faced by HR management is a challenging one; changes are

occurring rapidly across a wide range of issues. The most prevalent challenges facing

HR management are as follows:

Economic and technological change

Workforce availability and quality concerns

Demographics and diversity issues

Organizational restructuring

HR Management Activities

The central focus for HR management must be on contributing to organizational

success. The key to enhancing organizational performance is ensuring that human

resources activities support organizational efforts focusing on productivity, service,and quality.

Productivity:

As measured by the amount of output per employee, continuous

improvement of productivity has become even more important as global competition

has increased. The productivity of the human resources in an organization is affected

significantly by management efforts, programs, and systems.

Quality:

The quality of products and services delivered significantly affects

organizational success over the long term. If an organization gains a reputation for

providing poor-quality products and services, it reduces its organizational growth and

performance. An emphasis on quality requires continuous changes aimed at

improving work processes. That need opens the door for reengineering the

organizational work done by people. Customer value received and satisfaction

become the bases for judging success, along with more traditional HR measures of

performance and efficiency.

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Service:

Because people frequently produce the products or services offered by an

organization, HR management considerations must be included when identifying

service blockages and redesigning operational processes. Involving all employees, not

just managers, in problem solving often requires changes in corporate culture,

leadership styles, and HR policies and practices. To accomplish these goals, HR

management is composed of several groups of interlinked activities. However, the

performance of the HR activities must be done in the context of the organization.

Additionally, all managers with HR responsibilities must consider external

environmental forcessuch as legal, political, economic, social, cultural, and

technological oneswhen addressing these activities. These external considerations

are especially important when HR activities must be managed internationally.

The HR activities for which a brief overview follows are:

HR Planning and Analysis

Equal Employment Opportunity

Staffing

HR Development

Compensation and Benefits

Health, Safety, and Security

Employee and Labor/Management Relations

HR Planning and Analysis

HR planning and analysis activities have several facets. Through HR planning ,

managers attempt to anticipate forces that will influence the future supply of and

demand for employees. Having adequate human resource information systems

(HRIS) to provide accurate and timely information for HR planning is crucial. The

importance of human resources in organizational competitiveness must be addressed

as well. As part of maintaining organizational competitiveness, HR analysis and

assessment of HR effectiveness must occur. The internationalization of organizations

has resulted in greater emphasis on global HR management.

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Equal Employment Opportunity

Compliance with equal employment opportunity (EEO) laws and regulations affects

all other HR activities and is integral to HR management. For instance, strategic HR

plans must ensure sufficient availability of a diversity of individuals

to meet affirmative action requirements. In addition, when recruiting, selecting,

and training individuals, all managers must be aware of EEO requirements.

Staffing

The aim of staffing is to provide an adequate supply of qualified individuals to fill the

jobs in an organization. By studying what workers do, job analysis is the foundation

for the staffing function. From this, job descriptions and job specifications can be

prepared to recruit applicants for job openings. The selection process is concerned

with choosing the most qualified individuals to fill jobs in the organization.

HR Development

Beginning with the orientation of new employees, HR training and development

also includes job-skill training. As jobs evolve and change, ongoing retraining is

necessary to accommodate technological changes. Encouraging development of all

employees, including supervisors and managers, is necessary to prepare organizations

for future challenges. Career planning identifies paths and activities for individual

employees as they develop within the organization. Assessing how employees

perform their jobs is the focus of performance management.

Compensation and Benefits

Compensation rewards people for performing organizational work through pay ,

incentives , and benefits. Employers must develop and refine their basic wage and

salary systems. Also, incentive programs such as gain sharing and productivity

rewards are growing in usage. The rapid increase in the costs of benefits , especiallyhealth-care benefits, will continue to be a major issue.

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Health, Safety, and Security

The physical and mental health and safety of employees are vital concerns. The

Occupational Safety and Health Act of 1970 (OSHA) has made organizations more

responsive to health and safety concerns. The traditional concern for safety has

focused on eliminating accidents and injuries at work. Additional concerns are health

issues arising from hazardous work with certain chemicals and newer technologies.

Through a broader focus on health, HR management can assist employees with

substance abuse and other problems through employee assistance programs (EAP) in

order to retain otherwise satisfactory employees. Employee wellness programs to

promote good health and exercise are becoming more widespread. Workplace security

has grown in importance, in response to the increasing number of acts of workplace

violence. HR management must ensure that managers and employees can work in a

safe environment.

Employee and Labor/Management Relations

The relationship between managers and their employees must be handled effectively

if both the employees and the organization are to prosper together. Whether or not

some of the employees are represented by a union, employee rights must be

addressed. It is important to develop, communicate, and update HR policies and rules

so that managers and employees alike know what is expected. In some organizations,

union/management relations must be addressed as well.

3. UNDERSTANDING OF THE TOPIC

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Among the various factors of production ,which are used in organization ,human

resource is the most important .this is because the efficient use of physical resources

(land, machinery, materials) ultimately depends on how the human factor is to put to

good use on various operations .The most efficient machinery in the world will not

produce at optimum levels unless the people who operate the machinery know how to

make it perform at its best and most importantly , are motivated to make their

equipment produce efficiently.

If the skill and the will are properly applied, wonderful things can happen :

Human resources help in transforming the lifelessness factors of production

into useful products.

They are capable of enlargement i.e. capable of producing an output that is

greater than the sum of inputs. Once they get inspired, even ordinary people

can deliver extraordinary results .

They can help an organization achieve results quickly, efficiently and

effectively.

To extract the best out of people, therefore, the organization must provide a healthy

work climate where they can exploit their talents fully while realizing goals assigned

to them. They must have requisite skills to handle their jobs in a competent way.

Above all, to get the best out of people, they must be managed well and this reqires

leadership. This is where human resources managers play a critical role in bringing

gaps between employee expectations and organizational needs by adopting

appropriate human resource strategies and practices.

Managing humans is at the heart of almost all the real-life management problems.

What it takes to manage humans? Why humans are a resource and what makes

them special? The purpose of this topic is to bring out issues involved in the

management of human resources (HRM), both from current theory as well as practice.

It will examine humans at work and discuss various aspects which are basic

to human motivation at work and in fulfilling career aspirations within organizations.

HRM involves various issues right from selection-placement to performance

appraisal, salary-career management, and training, etc. of employees in organizations

The importance of personnel management is being increasingly realized in industrial

and non-industrial organization both in India and abroad. The realization has come

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about because of increasing complexity of the task of managers and administrators. In

most organizations the problems of getting the competent and relevant people,

retaining them, keeping up their motivation and morale, and helping them to both

continuously grow and contribute their best to the organizations, are now viewed as

the most critical problems. So with this reference the project titled HRM practices in

a public sector undertaking: A case study of IRE limited, Chatrapur. has been

prepared to get a better insight into the management practices adopted by UTCL with

reference to HR Policies prepared by the HR department in organization. It

emphasizes on the importance of a clear cut organization structure and culture to

avoid any confusion in order to achieve maximum result with minimum resources.

The project is aimed to cover maximum knowledge of the HR practices followed in

the organization and how the performance is evaluated of employees, what primary

factors are considered , how data is maintained and finally the evaluation done. Here

the HR practices of the company have been explained to understand how the company

follows these practices and the performance appraisal process adopted. The practical

knowledge has been gained mainly by observing all the activities taking place in the

H.R. department. This is a brief study done to have understanding of the subject H.R.,

how it is practically implemented, why it is necessary, its implications & the benefits.

With reference to the HR Practices brief knowledge has been gained how the

Recruitment cycle functions, Selection done, Training Calendar prepared, what does

compensation & cost to company means and the steps of performance appraisal.

IREL

On August 18, 1950, Indian Rare Earth Limited(IREL) was incorporated as a private

limited company jointly owned by the govt. of India and govt. of Travancore, Cochin

with the primary intention of taking commercial scale processing of Monazite sand at

its first unit namely Rare Earth Limited (RED), Aluva, Kerala for the recovery of

Thorium.

After becoming a full-fledged central govt. undertaking in 1963 under the

administrative control of dept of atomic energy (DAE), IREL took over a no of

private companies engaged in mining and separation of peach sand mineral southern

part of the country of the country and establish two more divisions one at Chavare,

Kerala and the other at Manavalakurichi (MK), Tamilnadu.

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After a gape of about twenty years IREL commissioned its largest division called

Orissa Sand Complex (OSCOM) at Chatrapur, Orissa. Today IREL operates this four

units with corporate office in Mumbai and produces/sells six heavy minerals namely

ilmenite, rutile, zircon, monazite, sillimanite and garned as well as various value

added products. IREL is making profits since 1997-1998 with its sells turnover

reaching a peak exceeding Rs 3600 million in 2006-2007, with export components of

above Rs 1000 million.

Mission/vision and objective

Mission

To be one of the leading international players in the areas of mining and separation of

beach and minerals.

Objectives

To become nationally and globally competitive player in beach sand minerals and to

achieve annual production of ilmenite with associate minerals of 8 lakh tons by the

year 2012.

To improve productivity and maximize shareholders value.

To strengthen R & D for achieving the above mentioned objectives.

Awards and achievement-IREL has excelled in the areas of marketing, safety and human resourcemanagement .In recognition of the companys efforts, SCOPE awarded for excellence and outstanding contribution to the public sector management special turnaround category for the year 1999-2000.during the year 2006-07, IREL posted alltime high sales turnover exceeding 3600 million with component over Rs 1000million and time profit before tax of Rs 1000 million. In exports IREL has got severalawards like Indian Chemical manufacturers Association Certificate of merit for ISO9002 certification for 1998.OSCOM has been selected by directorate of export

promotion and marketing ,Orissa to get the STATE EXPORT AWARD i.e.Certificate of excellence for the years 1995-96. IREL being an ISO 9001 and ISO

14001 company is committed to provide excellent to provide excellent quality of services to its customers.Systems & Procedures The company has set systems for dealing with customer enquiries related to productsales, both in domestic and export markets, alongwith receiving purchase order fromcustomers and processing them for dispatch of requisitioned products from productionunits. The system has multilevel checks with proper arrangement of documentingsuch requests and orders, processing them at 3 levels (viz. secretarial, supervisory andmanagerial) till the queries / purchase orders are answered / executed to thesatisfaction of customers. During the period of product shortage (e.g. rutile and zircon

shortage), the company has adopted the policy of making available quantity of its product (available with company) to its customers based on pre-determined formula

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i.e. keeping in consideration customer loyalty measured in terms of past purchases,status of customer as an end user of the product, compliance with statutory licenseconditions depending on the product type, accommodation of govt. users, etc.. Theabove distribution is subject to routine periodic checks at managerial levels and byexternal agencies viz. Audit department

Customers Complaint Handling

Marketing department in each production unit has adopted ISO 9002 for their regular operation and under this system documented procedures are followed for attending tocustomer complaints regarding product quality, delay in delivery, etc.. In some of theunits Customer Service and Complaint Redressal Cell has been established. The cellis headed by the unit Head. The cell meets periodically as well as on emergency basis,if required, for ensuring best customer service. The main objectives of cell includeresolving customer complaints by recommending corrective / preventive actions andreviewing its implementation. If required, the customers are also given opportunity to

be present during the meetings of the cell. Customer feedback is also obtained through

prescribed questionnaire. This feedback is used to improve customer service. Director (Marketing) handles the matters which are beyond the administrative and financial powers of concerned unit heads and gets such disputes related to customer complaintssettled

Grievance Redressal

Grievances of customers related to product quality, servicing of purchase orders,availability of products of the company in short supply, etc.. are documented properlyand action on such matters recorded. Director (Marketing) functions as the grievance

redressal authority and interfaces with the administrative ministries, registered professional trading/manufacturing association and other statutory bodies in suchmatters. Grievances still remain unredressed come to CMD for their final redressal.Committee of functional Directors (called PENTEX) deliberates policy matter relating to grievances and redressal thereof for the corporate as a whole. Head (HRM)is in-charge of public/staff grievance redressal system.

IREL is committed to provide a safe and healthy environment for the protection andwell being of the employees and the general public by means of safe and healthysystem of work. Safety is given paramount consideration right from the conceptualstage of all the projects, modifications / expansions and day-to-day operations. Thecompany is of the firm belief that accidents are preventable and the creation of safeand healthy working conditions is as important as production. The company follows

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the philosophy of maintaining a harmonious relationship with the environment byadopting suitable technology in different areas of operation and to implement themeasures to protect the environment .

Research and development facility-In the context of changing technologies on the areas of mineral processing and

product development and the never-ending face for technological supremacy in theglobal scenario, the need for providing infrastructure support for research anddevelopment and maintain a high level of productivity without sacrificing onstandards of safety and employee welfare is very relevant. R & D centres of IREL arelocated at Mineral Research and Development Centre(MRDC), Kollam, TechnicalService Division(TSD), OSCOM, Chatrapur and Rare Earths Division (RED), Aluva.

MRDC undertakes constancy projects on mineral separation i.e. sand beneficiation,etc., along with mineral separation investigation to improve yield and products. Thefacilities include various magnetic, gravity, hydraulic and electrostatic separators,floatation cells, grinding mills, vacuum filters, microscopes and analytical instrumentsi.e.ICP, UV spectrometer, etc. TSD, OSCOM is equipped with analytical instrumentsi.e. X-ray diffractrometer, thermal analyser, atomic absorption spectrometer, UVspectrometers, particle size analysers, etc. for study and development of processes for manufacturing synthetic rutile, stabilised and partially stabilised zirconia, gem gradezirconia, etc. RED, Aluva develops solvent extraction and ion exchange-based

processes for presentation of pure rare earth chemicals.

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4. METHODOLOGY USED IN THE STUDY

4.1. Objectives of the study

To study the current practices of HRM.

To find out the factors influencing HRM practices.

To understand the working culture of the organization.

To find employee satisfaction index.

4.2. Period of the study

Since the dissertation project is to be completed in four months, it is not possible to

collect data and make analysis of long periods. Hence the analysis of data is confined

to the period 2009-2010.

4.3. Data collection

Primary data collection involved management, employees, Trade Union members. In

interview schedule I used multiple choice question and ranking system questions.

Research Approaches : Survey

Research Instrument : Interview Schedule

Sampling Unit : Management Employees Trade Union

Sampling size : 25 30 10

Sampling procedure : Purposive Selection

Contact Method : Personal Interview

Data being collected from secondary sources:

Books on the subject

Annual Reports

Published reports relevant to the subject

Files and records of the plant


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4.4. Scope of the study

The human resource management practices of a major Public Sector

Undertaking.

The need for employee development and the practices adopted by a major

PSU toward this end.

The importance of positive human resource management practices in

employee retention.

The effect of organizational culture on employee morale and high

performance.

4.5. Limitation of the study

Limitation of time

Availability of genuine data, as all information cannot be shared on the

grounds of confidentiality.

Human beings are most critical of all the assets. To extract exact information

from the respondents is if not impossible but totally not possible.

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5. ANALYSIS

Regression Analysis: HEUM versus RASP, ISRP, IETE, OLTO, PSBThe regression equation isHEUM = 0.616 + 0.119 RASP + 0.377 ISRP - 0.250 IETE + 0.162 OLTO + 0.131PSB

Predictor Coef SE Coef T PConstant 0.6158 0.4464 1.38 0.184RASP 0.11940 0.06882 1.73 0.099ISRP 0.3774 0.1967 1.92 0.070IETE -0.25036 0.07650 -3.27 0.004

OLTO 0.16237 0.05484 2.96 0.008PSB 0.13063 0.04013 3.26 0.004

S = 0.294972 R-Sq = 63.7% R-Sq(adj) = 54.2%

Analysis of Variance

Source DF SS MS F PRegression 5 2.90684 0.58137 6.68 0.001

Residual Error 19 1.65316 0.08701Total 24 4.56000

Source DF Seq SSRASP 1 0.27627ISRP 1 0.46944IETE 1 0.60496OLTO 1 0.63424PSB 1 0.92193

Interpreting the results

For the Human Resource Practice data at IREL, the response variable is HEUM (HRP

practiced by IREL helps in a greater way to the effective utilization of its manpower)

and the predictors are RASP (Recruit people with appropriate selection procedure

which contribute to its success), ISRP (IREL depends on interviews as the most

effective selection tool in its recruitment process), IETE (Indiscipline of employees is

not tolerated and the ultimate remedy is termination of an employee), OLTO (IREL

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follows orientation as a long term objective), and PSB (Promotion is made on

seniority basis).

The interpretation of the regression equation follows:

The slope (b1 = 0.119) is the change in HEUM when RASP increases by 1.That is, when the RASP increases by one unit, the HEUM increases by 0.119

units.

The slope (b2 = 0.377) is the change in HEUM when ISRP increases by 1.

That is, when the ISRP increases by one unit, the HEUM increases by 0.377

units.

The slope (b3 = - 0.250) is the change in HEUM when IETE increases by 1.

That is, when IETE increases by one unit, the HEUM decreases by 0.250

units.

The slope (b4 = 0.162) is the change in HEUM when OLTO increases by 1.

That is, when OLTO increases by one unit, the HEUM increases by 0.162

units.

The slope (b5 = 0.131) is the change in HEUM when PSB increases by 1. That

is, when the PSB increases by one unit, the HEUM increases by 0.131 units.

The constant (intercept) value (b0 = 0.616) is the predicted value of HEUM

when each predictor (RASP, ISRP, IETE, OLTO, PSB) is zero. That is, when

the predictors are zero the Rating is 0.616.

The interpretation of the P-Values follows:

The p-value in the Analysis of Variance table (0.001) shows that the model

estimated by the regression procedure is significant at an a-level of 0.05. This

indicates that at least one coefficient is different from zero.

The p-values for the estimated coefficients of IETE, OLTO and PSB are

0.004, 0.008 and 0.004 respectively, indicating that they are significantly

related to HEUM. The p-value for RASP and ISRP are 0.099 and 0.070,

indicating that it is not related to HEUM at an a-level of 0.05.

The interpretation of S, R-Sq and R-Sq (Adj) Values follows:

22
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The R-square value indicates that the predictors explain 63.7% of the variance

in HEUM. The adjusted R-square is 54.2%, which accounts for the number of

predictors in the model. Both values indicate that the model fits the data well.

2.01.51.00.50.0-0.5-1.0-1.5

9

8

7

65

4

3

2

1

0

Standardized Residual

F r e q u e n c y

Histogram(response is HEUM)

For the Human Resource Practice data at IREL, no evidence of skewness or outliers

exists.

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3210-1-2-3

99

95

90

80

70

60

50

40

30

20

10

5

1

Standardized Residual

P e r c e n t

Normal Probability Plot(response is HEUM)

For the Human Resource Practice data at IREL, the residuals appear to follow a

straight line although the negative tail falls slightly away from the line. No evidence

of non-normality, or unidentified variables exists.

Employee Satisfaction Index

Correlations: ESI, Trade Union, Management

ESI Trade UnionTrade union -0.290

0.417

Management 0.385 -0.1340.271 0.711

Interpreting the results

The Pearson correlation between ESI and Trade Union is -0.290, between

Management and ESI is 0.385, and between Trade Union and Management is -0.134.

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This explains that ESI (employee satisfaction index) and Trade Union and

management and Trade Union are negatively correlated where as ESI and

management are positively correlated.

Findings

The ESI (employee satisfaction index) is found to be .. which shows that

employees are very satisfied with the management policies.

Good working environment, regular training and training procedure leads to employee

satisfaction.

The management decisions are highly influenced by the disciplined working

environment, orientation program and criteria of promotion i.e. on seniority based.

Employee satisfaction index and management are positively correlated that shows that

there is cordial relationship between management and employee which leads to

achieving its goal effectively.

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6. CONCLUSION

IREL being a public sector organization has a well defined HRM policy and it follows

a well developed HRM practices and procedures. The HRM policies and practices are

directed from the head office and implemented at the regional office.

A review of the policies and practices of IREL, Chatrapur shows the following

results.IETE (Indiscipline of employees is not tolerated and the ultimate remedy is

termination of an employee), OLTO (IREL follows orientation as a long term

objective), and PSB (Promotion is made on seniority basis) has positive impact on

HEUM (HRP practiced by IREL helps in a greater way to the effective utilization of

its manpower). That means indiscipline, orientation and seniority based promotion has

significantly influencing the effective utilization of manpower.

Hence it can be concluded that the HRM policies and practices of IREL are up tomark. This is confounded from the result of ESI (employee satisfaction index) and

management which are positively correlated.

However correlation between employee and trade union are negative. This shows that

the Trade Union is not effective in mobilizing the employee but able to make a hard

bargain with the management as the correlation between management and Trade

Union is negative.

The present study being a short term project is not able to cover all the aspect of HRM

policies and practices of IREL.

There is ample scope for further study of HRM policies and practices of IREL.

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QUESTIONNAIRE FOR HRM PRACTICES: EMPLOYEES

NAME:-

DESIGNATION:-

Q1. How long you are working in the organization?

1 2 3 4 5Less than 6

months

6 months-1

year

1 year-5

years

5 years-10

years

More than 10

years

Q2. Your satisfaction with the recruitment process.

1 2 3 4 5Very satisfied satisfied Cant said dissatisfied Highly dissatisfied

Q3. Are you satisfied with the recruitment process of your company?


Q4. Are you satisfied with your organizations salary increment Policy?


Q5. Are you satisfied with the training procedure given in the Organization?


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Q6. Are you getting regular training in your company?

1 2 3 4 5Always Very

often

Often Occasionally No

Q7. Are you satisfied with the performance appraisal system in your organization?


Q8. Are you satisfied with your promotion activities in your Organization?


Q9. Does the present performance appraisal system meet your Career advancement?

1 2 3 4 5Highly agree agree Cant said disagree Highly disagree

Q10. Are you comfortable with the working environment?

1 2 3 4 5Highly agree agree Cant said disagree Highly disagree

QUESTIONNAIRE FOR HRM PRACTICES: MANAGEMENT

NAME:-

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DESIGNATION:-

1. What method is used for the performance appraisal system in your organization?

1 2 3 4 5Confidential report Ranking Grading 360* Self appraisal

2. IREL being a public sector organization recruits right people with appropriateselection procedure which contributes to its success.

1 2 3 4 5Highly agree Agree Cant said Disagree Highly disagree

3. HRP practiced by IREL helps in a greater way to the effective utilization of itsmanpower.


4. IREL depends on interviews as the most effective selection tool in itsrecruitment process.


5. Indiscipline of employees is not tolerated and the ultimate remedy is

termination of an employee.1 2 3 4 5

Highly agree Agree Cant said Disagree Highly disagree

6. IREL follows orientation as a long term objective.1 2 3 4 5

Highly agree Agree Cant said Disagree Highly disagree

7. Promotion is made on seniority basis.


QUESTIONNAIRE FOR HRM PRACTICES: TRADE UNION

NAME:-

DESIGNATION:-

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1. How do you make economic pressure on employer?

1 2 3 4 5Collective Bargaining Strike Boycott Gherao Picketing

2. Are you providing political education to workers?


often


3. Are you conducting cultural activities?


often


4. Do you have any cooperative center? If yes how many?

1 2 3 4 5One Two Three Four or more No

5. During strikes and economic distress are you providing any monetary and

other help to your members?


often


Bibliography

Books

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Websites

http://www.irel.gov.in/scripts/activity.asp

http://www.hr.com/en/surveys/active_surveys/

http://www.dol.gov/dol/topic/training/index.htmhttp://www.dol.gov/dol/topic/safety-health/index.htm
http://www.irel.gov.in/scripts/activity.asphttp://www.hr.com/en/surveys/active_surveys/http://www.dol.gov/dol/topic/training/index.htmhttp://www.irel.gov.in/scripts/activity.asphttp://www.hr.com/en/surveys/active_surveys/http://www.dol.gov/dol/topic/training/index.htm

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