project chran

INTRODUCTION

Industrial relations can be defined as the relations between managements and

unions or between representatives of employees and representatives of employers. The

term industrial relations, in its widest sense, include relations in all aspects of work and

employment between the parties to an employment contract.

Issues relations to people as groups/ collectives vis-a-vis managements are also

relevant in non-unionized situations/ therefore, the study of industrial relations is also

referred to as ‘employment relations, which covers all aspects of relations between

employees and employers/managements and encompasses both unionized and non-

unionized situations.

Of all the human resource management problems that have emerged on the

corporate forefront in recent times, the problem of industrial is the one that has achieved

more prominence than any other one. The increased popularity of this vital aspect of

Human Resources Management is due to one single factor, that it deals with people who

are the base of industry- a class of people that makes things to happen. Their inaction or

violent action very often makes paper headlines. Certainly, the strikes, redundancies,

gharries by the workforce and the indifferent and inhuman attitude of employers in

dealing various labour problems is matter of great concern for one and all bothered about

the nations welfare. In fact, the very relationship between labour and management itself

creates a host of opportunities; they bring parties to conflict.

Prior to the industrial Revolution, the problem of industrial relations was literally

non-existent as the owners were themselves producers or the production was carried out

by the family members themselves. However, with the industrial revolution, in Europe

and its subsequent impact on the entire globe, the scenario changed considerably. As

with the emergence of factories, the cottage industries were thrown in back gear, which

compelled a large number of workers to leave their farms and become wage earners in

factories with meager wages under tiring working conditions. With the passage of time, a

substantial population including men, women and children started concentrating in

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industrial centers; and this population characterized by ignorance, poverty, conflicting

ideologies.

Coming to the Indian industrial scene, which is rapidly transforming form the

agrarian system to the industrial one, the study of manpower management relations

cannot be underestimated. The country which has a population of 38 millions (1991) of

which 14 millions (1991) are in the workforce but only 25.5 of total working population

is organized. In the light of these facts, the question that pricks one’s mind is that, is it

really worthwhile to study the industrial relations that effect only a small chunk of

workforce. The answer to this query lies in the fact that the relations that influence such

a small segment of workers has far-reaching implications not only on the attitude of

unorganized workers but on economy as a whole. Hence, there is a case for the study of

industrial relations.

The jute industry plays a vital role in the growth of nation’s economy, jute, the

‘Golden fibre’ as it is called, is a plant that yields a Fibre used for sacking and cordage.

This is the raw material used for sacks worldwide. Jute is truly one of the most versatile

fibre gifted to man by nature that finds various uses in the form of handicrafts. Next to

cotton, jute is the cheapest and most important of all textile fibers. Jute cultivation

provides work for millions of farmers, landless laborers and industrial workers and

provides jobs for many others

indirectly.

Rapid expansion of jute into a wide range of life style consumer Products has been

made possible due to the versatility of jute. Spinning of high quality yarns and weaving

of lightweight fine-textiled fabrics of uniform structure in exotic colors and designs are

made in both jute factories and handloom sectors. With vastly improved bleaching

dyeing and finishing processes and by blending jute with other aural or synthetic fibers,

the finished jute products now ensure feel. Today jute can be defined as eco-friendly

natural fibre with versatile application prospects ranging from low volume geo-textiles to

high value carpet, composites, decorative, upholstery furnishings, fancy on-woven for

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new products, decorative colour boards etc. jute with its unique versatility, rightfully

deserves to be branded as the “fibre for

Future”.

In coming decades, a number of jute mills and mini jute plants will be seen

engaged in big way in production of jute and jute blended yarns especially of finer

accounts, through various routes of yarn manufacturing. The uses of jute are manifold

although the traditional use in packing, sacking and carpet backing. These light weight

yarns are to be used in value added textile applications like upholstery, furnishing,

garments and bags etc are just few examples.

Industrial relations in Indian industry are not so satisfactory, which becomes a

complex socio-economic problem in several factors outside the organization as well as

inside the organization. The present study is on ‘Industrial Relations’ in Sri Lakshmi

Srinivasa Jute Mills Ltd: Sri lakshmi srinivasa jute mill is one of the jute industries which

need to be improved in this aspect. Poor industrial relations invariably causes to hamper

the production.

Srinivasa jute mill which is located at cantonment Vizianagaram district, Andhra

Pradesh, is a labor intensified factory where most of the workers are illiterates and as a

result so many disturbances have come out in the functioning of the factory. Due to

misunderstandings and misconceptions of the workers and management’s inability to

meet all the requirements of the workers many hurdles have been faced which lead to

strikes and lockouts. We are going to see various aspects of industrial relations in our

forth coming paragraphs in srinivasa jute mill.

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NEED FOR THE STUDY

The development of any organizations depends on the good industrial relations

which involved both management and workers. Until and unless there is commitment

from both sides good industrial can’t be achieved. Every organization faces a problem in

maintaining good relations, this may be due to man, money, machinery, material,

working environment labor unions or anything.

Poor industrial relations adversely have an affect on the industry, labour

community in particular and eventually the nation’s economy. The concept of industrial

relations cannot be viewed in isolation. As a matter of fact many other problems are also

associated with this concept. Finally, the objective has been to know the importance of

maintaining good industrial relations towards growth of the individual as well as the

nation.

The jute industry plays an important role in India economy especially in the

economy of eastern region. It is important to the economy not only due to its capacity to

earn foreign exchange but also its provides substantial employment opportunity to

industrial sector. A bout 2.5 lakh persons are engaged in organized jute industries. There

are at present 73 jute mills in the country, out of which West Bengal has59,Bihar has3,

Uttar Pradesh has 3, Andhra Pradesh has 4, and Assam,Orissa, Tripura and Madhya

Pradesh one each. Of the 73 mills, 6 belongs to nationalized sector, which accounts for

about 12% of the total production capacity in 46% Percent of the world export of jute

goods. The total capital invested in the industry is of the order of Rs.300 crores. The

estimated value of output of the industry is of the order of Rs.500 corers; out of which

goods worth Rs.200 crores are exported.

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SIGNIFICANCE OF THE STUDY

Industrial relations enable us to know the relations between managements and


term industrial relations, in its widest sense, include relations in all aspects of work and

employment between the parties to an employment contract. Issues relations to people as

groups/ collectives vis-a-vis managements are also relevant in non-unionized situations/

therefore, the study of industrial relations is also referred to as ‘employment relations’,

which covers all aspects of relations between employees and employers/managements

and encompasses unitized and un-unitized situations.

Industrial relations is an art of living together for the purpose of production

productive efficiency and human well being and industrial progress. The crucial problem

of industrial relations management comes with the existence of gigantic industries in late

19th century. But it was there since ages.










ideologies.

Industrial relations patterns, organized sector and its impact on unorganized: The

pattern of industrial relations in the organized sector of economy has a definite impact on

labour-management relations in the unorganized sector. The trends and pattern

established in the organized sector “spill over” or influences the practices of even the

most unorganized industries.

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OBJECTIVES OF THE STUDY

The following are the objectives of the study:

1. To study the profile of sri lakshmi srinivasa jute mills ltd.

2. To study the theoretical concept of Industrial Relations.

3. The find out the state of industrial relations in sri lakshmi srinivasa jute mill ltd.

4. To analyze the causes for deviations of industrial relations.

5. To suggest suitable measures to maintain good industrial relations.

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METHODOLOGY

The available data was collected through different sources. Primary and

secondary data to find out the causes for poor industrial relations and to suggest measures

to minimize the deviations. The schedule was administered with 60 workers who were

selected randomly from all the departments of the company.

1. Primary data :

` primary data was collected during the project using questionnaires. During the

course of project each individual was explained the contents of questionnaires, to get the

right information from the respondent.

2. secondary data:

The conceptual framework for the study was drawn from various published

sources including journals websites magazines, handbooks certified standing orders of

the company etc.

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LIMITATIONS OF THE STUDY

1. Considering the vast field of subject the training period available was not sufficient for

detailed analysis. Despite time constraints, all efforts have been put to give a

comprehensive view of the subject.

2. Due to the confidential matters some required data could not be made available.

3. Data collection was difficult due to the illiteracy and unnecessary fears of workers.

4. Detailed study is not possible due to the shortage of time.

5. The sample size is limited to 60.

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FRAME WORK OF THE STUDY

Chapter 1:

Deals with the introduction to the project along with need of the study,

objectives and limitations by which the project was carried out.

Chapter 2:

Deals with the profile of jute industry at national level and at sri

lakshmi srinivasa jute mills ltd, Vizianagaram.

Chapter 3:

Deals with the theoretical concept of Industrial Relations.

Chapter 4:

Deals with analysis part of the survey that was carried out in sri

lakshmi

srinivasa jute mills ltd regarding current scenario of Industrial

Relations.

Chapter 5:

Deals with the set of findings and suggestions relating to Industrial

Relations in sri lakshmi srinivasa jute mills ltd.

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INDUSTRY PROFILE

The jute industry plays an important role in India economy especially in the

economy of eastern region. It is important to the economy not only due to its capacity to

earn foreign exchange but also its provides substantial employment opportunity to

industrial sector. A bout 2.5 lakh persons are engaged in organized jute industries. There

are at present 73 jute mills in the country, out of which West Bengal has59,Bihar has3,

Uttar Pradesh has 3, Andhra Pradesh has 4, and Assam,Orissa, Tripura and Madhya

Pradesh one each. Of the 73 mills, 6 belongs to nationalized sector, which accounts for

about 12% of the total production capacity in 46% Percent of the world export of jute

goods. The total capital invested in the industry is of the order of Rs.300 crores. The

estimated value of output of the industry is of the order of Rs.500 crores; out of which

goods worth Rs.200 crores are exported.

Apart from all these three million agriculturist families derives a substantial part

of their income from cultivation. Prior to 1838, jute manufacture was a cotton industry,

which was a virtual monopoly of India. In 1885 India’s first jute factory, was set up at in

Bengal, followed by several others. Due to massive increase in demand for India had

very well coped up and had developed without protection with the help of locally

available raw material, adequate finance from British managing agencies and port

facilities of the Kolkata harbor.

Nearly 75% of India’s jute growing area went to East Bengal in Pakistan where as

most of the mills remained on the Indian territory, after the patrician which gave a sever

blow through both extensive and intensive cultivation. As days passed on Bangladesh

became most powerful competitor, which has built considerable jute manufacturing

capacity over the years by putting up more modern machines as against India’s old

factories.

Jute industry has been located in five states in India i.e. west Bengal, Andhra

Pradesh, Bihar, Uttar Pradesh and Madhya Pradesh. Though the units engaged in this

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line are located in this five states. The main concentration of the industry is only in the

state of west Bengal particularly about 60 miles long and 2 miles broad along both the

banks of the Hoogly above and below Kolkata. It is interesting to note that following are

the reasons for nearly 90% of concentration of this industry around Kolkata. They are

1.Raw jute is cheap and cannot afford much transportation cost and as such mills

were forced to establish around Kolkata because of the availability of raw material in

abundance in that area.

2.Availabilty of power especially coal in West Bengal.

3.Transport, port, financial and commercial development of export market in Kolkata.

The central government as well as some state government is encouraging

farmers to produce raw jute with a view to feed our jute industry and to established

new units in various locations through out the country. For example Tamilnadu

proposal to launch a scheme for cultivation of jute with the ultimate aim of starting a

jute mill. The jute mill in guntur (in AP) at present draws its supply of raw jute from

Orissa jute to Bengal..

SIZE:Market and managerial integration determines, to a large extent, the

optimum size of unit in jute industry. The influence of technical factors has, in the

past, been very little in determining the optimum size of units in jute industry. In the

last quarter of the 19th century a number of large sized units was set up due to the

expanding volume of the world trade. The average size of jute mills in India is larger

than that of mills in UK where jute factory has more than 1000 looms. The loom

age capacity of a vast number of Indian jute mills range from 1400-5000 through

mills outside Bengal is mainly influenced by location advantage. It is because of

availability of adequate supply of raw jute. Marketing and managerial integration for

the accelerated the situation and created an atmosphere, which made them big. It is

not possible to say that unit working with a particular loom age capacity each at

optimum level because the problem of optimum size for the Indian jute industry

became more complicated. If we say today that a particular unit is at optimum level it

may not hold good tomorrow due to dynamic conditions arising in day to day life of

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jute industry. Exactly the same thing is happening due to the man made calamity in

Bangladesh. As a result, our industrial units are trying to increase the size so as to

increase the production to meet the worlds demand.

PROBLEMS OF JUTE INDUSTRY:

Raw materials: Though jute industry in India is well developed and well organized it is

best with multiplicity of problems. The fluctuations in production of raw jute have

continued the following partition, when nearly 75% Indian jute growing area went to

East Pakistan. The fluctuating trend is attributed to the fact that brings an agro based

industry the production of jute is subjected to natural vagaries, which greatly influence

the value of agricultural output. The production of raw jute (including mesta) which was

at a peak level of 12.6 million tonne bale (of 180 kg each) in 1985-86 has fallen in

successive years to a level ranging between 8.5 to 10.3 million tones bales.

Obsolete machinery: a part from the question of supply position of the raw jute, basic

problem facing the industry is the existence of obsolete machinery. Productivity is very

low when compared to Pakistan, Brazil, Philippines and some other countries in Africa

who are producing low priced jute goods. It would be rather difficult to compete with

new mills setup in foreign countries on modern lines if we fail to modernize our plants

and equipments. Therefore, it is necessary to modernize our machinery but it needs

adequate resources which creates another problem that is finance.

Labour unrest: Another serious problem facing the industry is the frequent labour

unrest in the country. In the year 1959 man hours lost due to strikes and lock outs were

nearly 33 lakh. Even in the succeeding year also the same trend continued except in the

year 1963. since then the man hours lost to the industry increased sharply, from 58.7

lakh in 1964 to 141.7 lakh in 1969. due to man hours lost both production and export of

jute goods were adversely affected. In 1974, the jute mills suffered a production loss of

Rs 47.6 corers on account of the 33 days strike early that year. Even in the subsequent

year, the position has not improved in the industry. As many as13.2 million man days

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were lost during January to june in 1997 in west Bengal where the jute industry is

centralized in the later years.

Competition from substitutes: Increase in cost of production due to a marked increase

in the price of raw material made Indian jute goods dearer. As a result foreign countries

developed substitutes. During recent years, the synthetic materials and other alternatives

like papers have emerged as major competitors of goods in the field of packing. Unless

we reduce cost of producti9on and offer the goods at a low price there will be no future

for our jute industry.

Cost of productions; The jute industry is experiencing the baneful effects of cost of

inflation. In the last 10 years the cost of production has gone up by about 60%. Among

the various components of cost, they has been a steep price in wages while increase in

raw materials cost has been of lesser magnitude. The cost of other elements like dyes,

chemicals and power charges also increased.

Competition; Indian dominated in the world market for jute for quite a longer time

holding a prominent position of contributing a lion’s share of the export trade in jute and

other jute products. The industry had witnessed a boom in 1971-72 due to disturbances

in Bangladesh. But this boom was shot lived in Bangladesh has staged a significant

recovery in recent years. Bangladesh produces fine quality raw jute and manufactures of

a variety of jute goods. Bangladesh has been quoting Indian jute goods in foreign

markets. In many cases, the overseas buyers have been placing orders first with

Bangladesh mill, Indian mills getting residual orders. In fact the Bangladesh jute goods

are stated to be cheaper than Indian products.

It is the fiscal policy, which has been mainly instrumental for india’s losing the

bulk of its export markets for jute goods to synthetics to Bangladesh. Heavy export duty,

in addition to artificially pushing up the prices of Indian goods, acted as an additional

stimulus for growth to the rival jute industry across the Indian boarder. The jute mill

industry is ever losing on its internal sales. It has been hamstrung by the operation of

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stiff excise duty, currently at Rs 600 per tones of sacking, which comprises about 50% of

the industries output. The government’s purchase policy for jute goods is also hurting

the industry. The industry has incurred heavy financial losses since 1970 on its supplies

of BT wills to the Director General of supplies and disposes . the current purchase policy

of floating spot tenders without mentioning the quantity and some times not making

purchases is all the more damages.

Modernization: Another basic problems is the existence of obsolete machinery. The

survival of the industry is greatly dependent on its ability to accelerate the pace of

modernization. The Indian jute industry lags between its foreign counterpart both in

capital equipment and techniques. As late as 1956,the planning commission had pointed

out that the existing machinery had become to a large extent worn out and obsolete. The

continuous neglect of timely modernization of plant and machinery in the jute industry

and the absence of a thrust in research especially at a time when competition from the

synthetic fiber goods manufacturers was quite evident, have brought the Indian jute

industry to a point of chronic un-profitability of the jute manufacturers. Firstly, the

industry was no reserves. Secondly, it lags the capacity to repay or even service loans

and finally, because of inability to make profits, the industry is fast becoming un-viable.

The government and jute mills should wake up and initiate measures for regaining

the past glory of jute industry. The government and the development. There is today

global awareness about the environmental friendly ness of the jute fiber. It is time that

we should make publicity about the superiority of jute fiber over the other varieties of

packaging material plastics. The government should also make efforts to see that the loss

suffered by the jute industry by the disintegration of the soviet union be compensated by

large volume of export to the other countries. The Indian government should change its

packing rules. The government should make use of jute bags compulsory in place of

plastics. Cement industry and fertilizer industry should be given concession for buying

jute bags.

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Instead of plastic bags, the shopkeepers should use jute bags. Vegetables and

flowers can also be packed in jute bags because of their porous nature. The government

may also consider the use of jute goods in its own establishments on a wider scale. The

jute industry should diversify its products both for domestic as well as for international

markets. Jute can be used in cars, buses, and other vehicles as seat covers. It is

increasingly being used as soil saver and steps are required to be taken by jute mills to

capture its world market. Dusting clothes, tv covers, table covers, table covers, book

covers, dressing table covers etc. can be made of jute. The government and the industry

should also pay special attention to encourage farmers to produce the right type of jute

and mesta.

MILESTONES OF INDIAN JUTE INDUSTRY

The largest producer of raw jute in the worlds. The biggest manufacturer of jute

goods in the world. The capacity to manufacture the widest range of products, tailored

to customer’s requirements. Comprehensive and world class research and development

facilities in the area of jute agriculture, product development and machinery design.

High quality conscious employing most modern facilities for TQC. Export history of

raw jute and manufacturers dates back to over 100 years. Highly developed

infrastructure like ports, shipping facilities and etc. A vibrant jute has the capacity to

produce and meet the international demand for food grade jute bags and cloth.

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PROFILE OF THE SRI LAKSHMI SRINIVASA JUTE MILL LIMITED

The selected unit Sri lakshmi srinivasa jute mill ltd -(Aruna Jute Mills) was

formerly under the management of GIS Ltd-Kolkata and the same management disposed

of their unit to the Management of Sri lakshmi srinivasa jute mill ltd, Vizianagaram and

this unit was taken over this unit has been functioning on the name of Sri lakshmi

srinivasa jute mill ltd Vizianagaram .

The New management ever since it’s taking over, it has its own policy in

developing this unit in a multi dimensional way employing a large no. of people to work

at different new machine in skilled and the development of the industry is still going on

and it may still recruit some more employees to work for the production and productivity

work. Therefore it is evident that this venture accommodates large number of people

creating employment opportunities in its developmental activities . The economy of the

industry is sound and satisfactory. Despite of many a hurdle in its routine administration

methods. However this selected unit Sri lakshmi srinivasa jute mill ltd is in a position to

withstand any problem contemplated in its routine administration. This unit prior to its

purchase and expansion was a small twine unit manufacturing twine with a capacity of 50

tons per day as the company was established only to manufactured twine , as having its

Head Office at Rajam with a broad history of the following features.

Since, the company the General Industrial Society Limited has its Head Office at

Rajam .It is a public limited company , which was incorporated on, or about 31st

December 1892 in France under the name society General Industries De Chandan Nagar

(SOCIETE ANNOYME). The Company in terms of Sections (I) (H) of the companies

act, 1956 by the ministry of Finance Department of Company Law Administration,

Government of India with effect from 15-2-1957 . The Name of the company has been

changed to “The General Industrial Society Limited “with effect from 28-02-1957 as per

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“Certificate of change of Name “issued by the Registrar of Companies. The companies

‘board on 11-05-1957 later adopted this name.

At Vizianagaram, the Vizianagaram Jute Division (Aruna Mills located at

Vizianagaram-Visakhapatnam road, pin code -531 211. The Vizianagaram jute division

commenced its commercial product of jute twine and rope factory the initial capacity of

the mills is 18 tons per day of jute twine and rope . There after with the efficient

management it flourished and reached to the sound foundation of expression to the extent

of 45 tons capacity per day. The product is popularly known “Aruna Twine” not only in

the land but also grabbed international reputation. It got trade links with Arab countries

and few other countries abroad by way of exports of its products in the customers in the

nature status. It provided employment opportunities near about 1600 people altogether

and running very ideally and peacefully the workers of the factory hail from near about

villages and those that have come out side settled in the area. With the result a big town

shop has been developed .With the advent of establishing “industrial Estate” in the area it

has further developed and many other industries have gown up with sound infrastructure

facilities and later it has been merged recently in Vizianagaram.

The Management of Hoogly Mills Projects Limited Believes the principle that the

progress of an industry depends on the extent to which its labour force is satisfied and

basing on this principle and in order to develop the overall personality of the work force,

the Management has provided many welfare facilities in the Management has provided

many welfare facilities in the organization. In fact the labour welfare scheme in HMPL is

regarded as a wise investment ‘which shows profitable returns in the form of greater

efficiency in the long run.

The Management of Sri lakshmi srinivasa jute mill Ltd is welfare conscious and

has included in the ambit of amenities all social security and social insurance schemes for

the comfortable and happy living of the employees.

STANDING ORDERS:

The sri lakshmi srinivasa jute mills follows certified standing orders which

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Was established in the year 1958 under industrial employment (standing orders) Act

1946. These standing orders describes many things related to sri lakshmi srinivasa jute

mills like Do’s and Don’s, misconduct and shifts etc. Some definitions under these

certified standing orders are

PERMENENT WORKER:

The worker who has guaranteed work in all working days throughout the year is

known as permanent worker.

SPECIAL BADLI WORKER:

The worker who has guaranteed work of 220 days in a year which includes all

unauthorized absentees and leaves like medical and sick leaves etc. is known as special

badly worker.

APPRENTICE:

The sri lakshmi srinivasa jute mills have its own apprentice scheme called as

C.J.m. actual working apprentice scheme under which the management paid stipend to

their apprentices.

There is no job guarantee to those who finished their apprentice period in jute

mills. If any requirement is there the management conducts a test after 300 days of

apprentice and take them based on merit.

POLICES:

All the polices regarding sri lakshmi srinivasa jute mills are set by board of directors and kept confidential.

MISSION: To survive in this cut throat competition with in as well as out side the jute

industry.

VISION; To meet the packing requirements of the country.

STRENGTH: Quality

OPPURTUNITY: Ability to maintain quality.

THREAT: Competition and wages.

Within: Productivity and cost of production.

Outside: Competition from plastic industry in packaging.

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ANALYSIS: The sri lakshmi srinivasa jute mills has the ISO 9001:2000 certificate for

maintain good quality of sacking hags. This is strength of the organization for

reorganization. Where as when come to weaknesses the management benevolence and

law abiding. So, it does not unfair labour practices as a result the unions take it as

advantage and instigate the workers to go against the management and gets benefited.

The opportunity to the sri lakshmi srinivasa jute mills is the ability to maintain

good quality of sacking bags because of skilled worker and availability of good quality of

raw materials. When the srinivasa jute mills comes to threats is facing cur throat

competition from plastic industry and cost of production which includes wages and poor

productivity.

For the past over one and a half decades have been losing ground substantially to

synthetic woven sacks. Sri lakshmi srinivasa jute mills which is essentially jute sacks

manufacturing unit only, is one of the worst effected now at a time has come when the

management is compelled to take necessary steps to face the competition to extent

possible in the interest of its survival. Sri lakshmi srinivasa jute mills also have to take

necessary steps to survival by reducing wages and higher productivity substantially.

Even these steps may not be adequate. These efforts will need to be strengthened by

modernization and achieving substantially higher level of productivity as a matter of

constant exercise.

QUALITY SYSTEM;

Over the years the company has improved its quality system in order to build

customer confidence, to enhance the quality image of the company in national and

international markets.

Recently, the company has got ISO 9001;2000 certificate. This is an international

standard for the quality assurance system. It comprises of three quality assurance

standards.

The sri lakshmi srinivasa jute mills has maintained well quality systems.

USI -9001

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ISO-9002

ISO-9003

ISO-9001:2000

QUALITY POLICY:

To achieve customer satisfaction by following standards given in the customer

order and carrying out subsequent changes, if any suggested buy customers on

mutual acceptance.

To commit ourselves to conform to the requirements of ISO-9001, ISO-9002 by

team work and continuous productivity.

To train and motivate employees to promote team spirit in order to achieve better

utilization of our men, machine and materials.

QUALITY OBJECTIVES:

To reduce degradation and rework.

To improve cost effective ness

To achieve continual improvement in customer satisfaction.

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PRODUCTS AND SERVICES

Sri lakshmi srinivasa jute mills products range includes

Sacking bags : A Twills (100 kg)

B Twills (50 kg)

Hessian products: Fabric bags and D.W. tarpaulin fabric/bags.

Sale yarn : Counts of yarn /bags and D.W.32 Ib single or piled.

All qualities of bags are packed in bales with specific numbers of bags per bale

SHIFT TIMINGS:

A , B, C Shifts.

According to Act the occupier will give the work 8 hours per day. Weekly 48

hours. Here 8 hours working time divided into 2 relay daily they have 3 shifts

A,B,C.

Shift 1 st relay 2 nd relay

A shift 6:30Am To 11:30Pm 2:30Pm To 5:30Pm

B shift 11:30Am To 2:30Pm 5:30Pm To 10:30Pm

C shift 10:30Pm To 6:30Am

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PROCESS CHART

Production is carried out as a chain process. The process is as follows.

SUPPORTING

DEPARTMENTS:

MILLMECHANIC

FACTORY

MECHANIC:

WORK SHOP

ELECTRICAL

GENERAL

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JUTE

PREPARING

SPINNING

WINDING

BEAMING

WEAVING

FINISHING

SEWING

BALING& PACKING

DISPATCHING

BATCHING&SELECTON

STRUCTURE OF ORGANISATION

(HRM/ PERSONAL DEPARTMENT)

↓

General manager

↓

Mill manager

↓

↓ ↓ ↓ ↓ ↓ ↓

work shop store dept account dept excise dept personal dept quality

dept

↓ ↓ ↓ ↓

Accounts senior personal quality control

Officer clerk manager manager

↓ ↓ ↓

Cashier supervisor labour welfare

Officer

↓ ↓ ↓

Account jute Head time

Clerk production keeper

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MAN POWER PARTICULARS OF SRI LAKSHMI SRINIVASA JUTE

MILLS.

Total man power as on 30-04-2011.

Departments A

shift

Permanent

Workers B

shift

C

shift

A

shift

Budli

B

shift

C

shift

A

shift

Learners

B

shift

C

Shift

Total

Batching 13 9 13 101 111 94 11 7 13 372

Preparing 9 11 11 42 44 41 17 8 6 189

Spinning 18 18 24 128 133 133 62 69 60 645

Winding 14 9 6 82 97 101 18 8 7 342

Beaming 4 7 1 33 33 35 7 1 7 128

Weaving 13 13 14 240 224 246 38 51 33 872

Finishing - - - 105 101 106 3 8 7 330

Bale packing - - - - - - - - - -

Mechanical 39 - - - 148 - - 69 - 256

Clerks 16 - - - 68 - - 1 - 85

H/sewers - - - - 53 - - 7 - -

Total 126 67 69 731 1012 756 156 229 133 3279

24

CONCEPTUAL STUDY OF INDUSTRIAL RELATIONS

Industrial relations can be defined as the relations between managements and


term industrial relations, in its widest sense, includes relations in all aspects of work and

employment between the parties to an employment contract. Issues relation to people as

groups/ collectives vis-a-vis managements are also relevant in non-unionized situations/

therefore, the study of industrial relations is also referred to as ‘employment relations’ ,

which covers all aspects of relations between employees and employers/managements

and encompasses unitized and un-unitized situations.

EVOLUTION OF INDUSTRIAL RELATIONS:

Industrial relations is an art of living together for the purpose of production

productive efficiency and human well being and industrial progress. The crucial problem

of industrial relations management comes with the existence of gigantic industries in late

19th century. But it was there since ages. Before going into dealt with the vast subject of

industrial relations let us have a outlook of various developments of industrial relations

since inception of existence of human being with various stages.

1. Primitive stage:

This is the first stage of human being under which the necessities of life were

simple and few, mostly provided by hunting and fishing. The members of the

families/groups worked side by side, with very little specialization. Production wise jute

sufficient for consumption and therefore, there were no savings, on accumulation of

wealth. Authority was exercised by the elderly people; decision making was carried out

by them and was acceptable to the members of the group.

2. Agrarian economy stage:

25

Under this stage the views on property was changed. The tribal society, property

was common and collective asset of the group was identified as a personal asset of land

lords. The employee-employer relationship was that of the master-servant/slave type.

3. Serfdom stage:

Serfdom developed under feudal society. The serf were regarded as unfortunates

who were born too their jobs and held the jobs throughout their lives and thus lived a life

of servitude. “They were of limited intellect, ignorant, depraved and were without

personnel ethics and hence subject to complete direction and domination.

4. Handicraft stage:

This system introduced an important innovation in the careers of workers. The

workers/ crafts men owned factor of production, worked with their own tools and with

the help of the members of the family.

5.Cottage or Putting-out stage:

Under this stage both technological changes and expansion of markers were held.

The master-crafts men buy raw material and supply as well as finance to crafts men. The

craftsmen deliver their products to their financiers who supplied them raw materials.

6. Factory or industrial capitalism stage:

Under this stage the cottage workers became factory hands. In these factories a

large number of people worked under the same roof. This made it possible to supervise

the more closely. With the invention and manufacturing of power driven machinery and

human labour were replaced. This gave raise in industrial revolution.

IMPORTANCE OF INDUSTRIAL RELATIONS:




26







ideologies.

Coming to the Indian industrial scene, which is rapidly transforming form the

agrarian system to the industrial one, the study of manpower management relations

cannot be underestimated. The country which has a population of 38 millions (1991) of

which 14 millions (1991) are in the workforce but only 25.5 of total working population

is organized. In the light of these facts, the question that pricks one’s mind is that, is it

really worthwhile to study the industrial relations that effect only a small chunk of

workforce. The answer to this query lies in the fact that the relations that influence such

a small segment of workers has far-reaching implications not only on the attitude of

unorganized workers but on economy as a whole. Hence, there is a case for the study of

industrial relations.

Industrial relations patterns, organized sector and its impact on unorganized: The

pattern of industrial relations in the organized sector of economy has a definite impact on

labour-management relations in the unorganized sector. The trends and pattern

established in the organized sector “spill over” or influences the practices of even the

most unorganized industries.

Unions are important force in the Indian political system: The impact of Indian

trade unions on the political system is much wider than on industry. The Indian trade

unions which are a fall-out of the political system are invariably used by both the ruling

and opposition parties for electioneering purpose. Varying patterns of industrial relations:

In India, the patterns of industrial relations are not only in sharp contrast both in

unorganized and organized sector, but also within the latter, they exhibit a considerable

variation.

27

Status Difference in the workers of public and private sector. In India, with the

adoption of socialistic pattern of society and subsequent acceptance of industrial policy

resolutions of 1956, the public sector was the responsibility to accelerate the economic

development of the country.

Factors effecting in Industrial Relations:

The industrial relations system of an organization influenced by a variety of factor. A

few important are:

Institutional factors.

Economic factors.

Social factors.

Technological factors.

Psychological factors.

Political factors.

Enterprise-related factors.

Global factors.

These inter-related and interdependent factors determine the texture of

industrial relations in any setting. In fact, they act, interact, and reinforce

one another in the course of developing the industrials.

Under institutional factors are included items like state policy, labour

laws, voluntary codes, collective bargaining agreements, labour unions,

employers organizations/federations ect.

Under economic factors are included economic organizations, type of

ownership individual, company whether domestic or MNC, Government,

op-operative ownership nature and composition of workforce, the source

of labour supply, labour market relative status, disparity of wages between

groups, level of unemployment, economic cycle.

Under social factors items like social group creed, social values, norms,

social status influences industrial relations in the early stages of

industrializations.

28

Under technological factors falls items like work methods, type of

technology used, rate of technological change R&D activities ability to

cope up with emerging trends etc.

Under psychological factors falls items pertaining to industrial relations

like owners attitude, perception of workforce, workers attitude towards

work, their motivation, morale, interest5, alienation, dissatisfaction and

boredom resulting from man-machine interface.

The political factors such as political institutions, system of government,

political philosophy attitude of government, ruling elite and opposition

towards labour problems.

Under enterprise-related factors, fall issues like style of management

prevailing in the enterprise, its philosophy and value system,

organizational climate, organizational health, e of competition,

adaptability to change and the various human resources management

policies.

Under global factors, the various issues included are international

relations, global conflicts, dominant economic-political ideologies, global

cultural milieu, economic and trading polities of power blocks,

international trade agreements and relations, international labour

agreements ect.

APPROACHES TO INDUSTRIAL RELATIONS:

The industrial relations can be viewed from the various angles which may range

from the economic and social, political to the legal, psychological and managerial. But

none of these give a perfect view of industrial relations but certainly adds to our

intellectual dimension in this context. For instance, an economist tries to interpret the

problem of industrial relations in terms of interpersonal forces of the laws of demand and

supply. To a political, the dynamics of industrial conflict revolves round the problem of

class war; for a psychologist, industrial relations can be best studied in terms of work

behavior and attitude of labour and management and the like.

29

Psychological Approach to Industrial Relations: The psychologists are of the view

that the problem of industrial relations are deeply rooted in the perception and the attitude

of focal participants. The influence of individual’s perception on his behavior has been

nicely studied by Mason Harie. He studied the behavior of two different groups, namely,

“union leaders” and the “Executives” through T.A.T. for the test a photograph of an

ordinary middle-aged person served as input, which both the groups were expected to

rate. The general impression about person is radically different when he is seen as a

representative of management from that of the person as a representative of labour. The

management and labour see each other as less approximately of other’s position than of

oneself. The management and labour see each other as less dependable.

The management and labour see each other as deficient in thinking regarding

emotional characteristics and inter-personal relations. Sociological Approach to Industrial

Relations: The industry is social world in miniature and the workshop is in reality a

community made up of various individuals and groups with differing personalities,

educational background, family breeding, emotions, likes and dislikes, and a host of other

personal factors, such as attitudes and behavior. These differences in individual

attitudes and behavior create problems of conflict and competition among the members

of an industrial society.

Human Relations Approach to Industrial relations: Among all the areas of

management, perhaps one of the most delicate and tricky ones is concerned with human

resource management. Their handling is radically different from that of physical,

material and financial resources because these are not inanimate or passive, buy

composed of pulsating human beings having their own emotions, perception attitude

personality etc. these characteristics make them complex individuals and when they

interact with others, wither individually or in groups, their complexity farther multiplies.

Socio-Ethical Approach to Industrial Relations: Though not much widely

accepted nut one of the often academically discussed approach to industrial relations is

the socio-ethical approach. This approach holds that industrial relations besides having a

30

sociological base does have same ethical ramifications. As good industrial relations can

be only maintained when both labour and management realize, their moral responsibility

in contributing of each other’s problems.

Gandhi an Approach to Industrial Relations: Gabdguhi’s views on industrial

relations are based on his fundamental principles of truth and non-violence, and non-

possession or paragraph. Out of these principles evolved the concept of non-co-

operational and trusteeship on which his philosophy of industrial relations rests. This

philosophy presumes the peaceful co-existence of capital and labour, which calls for the

resolution of conflict by non-violent, non-co-operation, which actually amounts to

peaceful strikes in ordinary parlance. Gandhiji has accepted the workers right to strike,

but remarked that this right is to be exercised in a just cause, and in a peaceful and non-

violent manner and it should be resorted to only after employers fail to respond to their

moral appeal. System Approach to Industrial Relations: John Dunlop has developed a

system approach to industrial relations.

This approach is quite helpful in studying the industrial relations in the sense that

it focuses on participants in the process, environmental forces and the output. Further, it

studies inter-relations among different facets of industrial relations system.

POLICIES:

The Workmen’s Compensation Act-1923.

The provided significant measures of protection of workers against injury during

employment.

During the second world war employers made enormous profits. The workers

demanded a share in it. Bonus and Dearness Allowance was granted to them but as the

money wages did not increase in proportion the rise in prices, the government tried to

check this dissatisfaction and consequential strike activity by prohibiting strikes under the

Emergency Rules. Tripartite consultative machinery was instituted in 1942, evolving

31

certain principles, norms and practices in 1950’s which have subsequently shaped the

pattern of industrial relations in India.

The years immediately followed second world was (1946&47) were most

disturbed where a large number strikes took place. However, a large number trade unions

formed. As a result in 1946. the industrial employment (standing orders) Act was passed

to regulate terms and conditions of service. The industrial Disputes Act, 1947, provided

for the settlement of disputes.

Independence and after:

In 1947 the industrial truce resolution was adapted for giving paramount

importance to the maintenance of industrial peace as a result to fillip the production with

interest of the national economy. The Minimum Wages Act, the factories Act and the

employees state insurance Act were all enacted in 1948.

During the first and second five year plan period, certain norms, mechanism and

practices formulae for need based minimum wage boards, guidelines of rationalization,

code of discipline, code of conduct, scheme for workers participation in management,

model grievance procedure, evolution and implementation machinery and emphasis on

“Voluntary Arbitration”.

` Due to frequent changes in government and un favorable economic environment,

the industrial relations in the country are too exhibit and erratic pattern. It is regrettable

to note that ever since the declaration of the new economic policy in 1991, the country’s

industrial relations are in doldrums on account of the various atypical changes that have

emerged on the industrial scene.

So far we have seen various developments in industrial relations. Now let us see

various characteristics features of industrial relations that have greater impact.

The Trade Unions Act-1926 and The Trade Disputes Act-1917.

Trade unions are a major component of the modern industrial relations system. A

trade union of workers is an organization formed by workers to protect their interest and

32

improving their working conditions. Each trade union has its own strategy to reach those

goals.

Employers also found it advantageous to deal with a group, or a representative of

a group rather than go through the process of dealing with each individual over a length

of time.

Unionization: Law and Environment

The trade union Act,1996 states any seven or more members of trade union may,

by subscribing their names to the rules of trade union and by other wise complying with

the provisions this Act with respect to this registration, apply for registration of the trade

union under this Act. The major political parties such as the congress, the communist, the

CPI and the socialist each have federation at the effects or national level.

National Level Federations:

1: All India Trade union Congress (AITUC): This national federation was established

in 1921. ideologically it is linked with the communist philosophy and there fore espouses

a more radical approach.

Major Objectives:

To establish a socialist state in India and nationalization of the means of

production, distribution and exchange as far as possible.

To improve the economic and social conditions of the working class, by securing

better terms and conditions of employment.

To safe guard and promote the workers right to free speech, freedom of

association and assembly and the right to strike.

2: Indian National Trade Union Congress (INTUC): This union was organized in

1947 with active support and encouragement from congress leaders.

Major Objectives:

To ensure full employment.

To secure greater participation of workers in the management of enterprises.

33

To secure complete organization of all categories of workers including

agricultural labour.

To organize workers on an industry wise basis.

To improve the conditions at work and to provide various social security

measures.

To develop among the workers a sense of responsibility towards industry and the

community.

3: Centre of Indian Trade Unions (CITU): This was established in 1971 as a result the

split in AITUC which a sequel to the split in CPI a new centre, the centre of trade unions

(CITU) emerged owing to its allegiance to the CPI(M).

Major Objectives:

It is animated by the goal of organizing workers to further their interests in

Economic, social and political matters.

4: Hind Mazdoor Saba (HMS): This national federation was established in 1948 with

linkage of socialistic parties.

Major Objectives:

To promote the economic, political and social interest of the workers and to prove

their terms and conditions of employment.

To form a federation of unions from the same industry or occupations at the

national level.

To promote the formation of co-operative societies and to foster workers

education.

Financial Support:

All the unions above discussed have only one finance resource that is subscription

from its subscribers. Though the amount is differ from union to union, all the needs to be

fulfilled with that amount only.

Multiplicity of Unions:

34

In multi union situations at the plant level, the problem of inter-unions rivalry

frequently poses a managerial problem. Disagreement among unions to technological

changes, rationalization, automation or terms and conditions of employment causes work

stoppages. Some times one union agrees while other not, for a variety of reasons. These

rifts are also due to the rivalry among leaders or to difference in strategy to be adopted or

to differences in ideology. At this juncture due to union multiplicity the beneficiary is

always the employer.

INDUSTRIAL DISPUTE ACT 1947:

Introduction: The law relating to industrial relations in India is contained in the

industrial Disputes Act of 1947. This is a Central Act which came into operation on 1st

April, 1947.

Objective of the Act:

According to the Notification in the official Gazette of India, 1946,pt. V., the Act

was enacted to achieve the following object.” Experience of working of the Read

Disputes Act of 1929, has revealed that its main defect is that while restraints have been

imposed on the rights of strike and lockout in public utility services, no provision has

been made to render the proceedings institutable under the Act for the settlement of an

industrial dispute, either by reference to a Board of Conciliation or to a Court of inquiry

conclusive and binding on either parties to the dispute.”

The defect was overcome, during the war, by empowering under Rule 18-A of

the Defence of Indian Rules, the central Government to refer industrial disputes to

adjudication and to enforce the awards. Rule 81-A is being kept in force by the

Emergency power ordinance, 1949, for a further period of six months, as industrial unrest

in checking, which this rule has proved useful, is gaining momentum due to stress of

post-war industrial readjustments, the need of permanent legislation in replacement of

this rule is self-evident. This bill embodies the essential principles of Rule 81-A which

has proved generally acceptable to both employers and workmen retaining impact for the

most part, the provision of the Trade Disputes Act, 1929.

INDUSTRIAL EMPLOYMENT STANDING ORDERS ACT 1946:

35

The preamble of the Act clearly says that the “Standing Order shall deal with the

conditions of employment of workers in an industrial establishment. It is obligatory upon

all employers covered by this Act to define precisely the conditions of employment under

them which will govern relations between the employer and the employees and to make

the said conditions known to the workmen employment in respect of all employees

belonging to the same category and discharging the same or similar work in an industrial

establishment.

DISCIPLINE:

Discipline is very essential for a healthy industrial atmosphere and the

achievement of organizational goals. An acceptable performance from sub-ordinates in

an organization depends on their willingness to carry out instructions and the orders of

their superiors, to abide by the rules of conduct and maintain satisfactory standards of

work.

Indiscipline is non conformity to formal and informal rules and regulations. It is

necessary to correct indiscipline in an organization as soon it is observed because of its

adverse of its adverse influence on the moral and motivation of the employees as well as

the organization.

The essential prerequisites to manage indiscipline are.

1. reasonable, legitimate, and clear rules and regulations

2. workers should be involved in framing rules and regulations so that they willingly

accept them

3. prior notice of consequences of breaking rules

4. consistency and uniformity of punishment

5. respect for the human personality

6. management persons should set high standards

procedure of disciplinary enquiry

1. Issue and service a charge sheet calling up on the employee to submit an

explanation.

36

2. Consideration of the explanation

3. Giving notice of an enquiry into the charges in case of unsatisfactory on

explanation

4. Suspension with or without pay, pending enquiry (if needed)

5. Enquiry into the charge

Deciding as to who should conduct

Deciding as how to proceed

Deciding about the order examining witnesses

6. Recording the findings by the enquiry officers

7. punishment decision

8. Communication of punishment

Discipline and legal aspect

In order to improve the industrial relations climate and standardize conditions of

employment including the procedure for disciplinary action, the industrial

employment (Standing Orders) Act was passed in 1946. this Act extended to the

whole of India and is applicable to industrial establishments employing 100 or more

work men on any day of the preceding 12 months. The Act is central legislation but

is administered by both the central and state governments in their respective spheres.

INDUSTRIAL CONFLICT

When ever there are differences between the goals of separate separate groups or

even several individuals in a group, conflict occurs. Much industrial harmony be

sought as an Organisational objective, some conflict is inherent in the industrial

structure. Conflict of interest between the various groups, strong enough to cause

prolonged work stoppage, is ever present. The three main groups in an industry

namely Owners, managers, and Workers, develop different orientations and

perceptions of their interests. The pursuit of divergent objectives by each causes

friction severe enough to lead to strike lockouts.

Industrial conflict and legal aspect:

37

The industrial Dispute Act, 1947 was enacted to promote industrial peace by

providing appropriate machinery for amicable settlement of disputes arising between

employers and employees. The principle objects of this Act are

1. The promotion of measures to secure cordial relations between workers

and management

2. Investigation and settlement of industrial disputes

3. Prevention of illegal strikes and lockouts

4. Provision of relief in matters of lay off and retrenchment

5. Several authorities called works committees, conciliation offices, court of

enquiry, arbitration, labour courts, industrial tribunals, and national

tribunals are named for purposes of investigation and settlement of

disputes.

CENTRAL BOARD OF WORKER’S EDUCATON SCHEME:

Illiteracy rate of Indian industrial labour is unduly high and that with the

introduction of technologically advanced products in industries, it is perilous to have

illiterate workers finding to new machines. A worker’s education scheme was taken up

and semi autonomous body known as the CBWE was constituted by the Government of

India to administer it.

Objectives of scheme

To develop stronger and more effective trade unions.

To develop leadership from the rank and file.

To identify the social and economic responsibilities of organized labour.

To promote among workers a greater understanding.

TECHNOLOGY AND INDUSTRIAL RELATIONS:

The effects of technology on labour management are man power, job security and

redundancy training etc. the unions and management have their respective points of

view, with government stepping in to resolve issues and give directions for the future,

keeping in mind the national interest and objectives.

Technological changes do have an impact on industrial activity which alters the

relationship between the employer and employees. This requires change and adjustments

38

in the work situation. In application of advanced techniques of production, adequate care

will have to be taken to see that the traditional labour intensive sector which provides

employment to a large labour force continues to exist.

SAFETY AND INDUSTRIAL RELATIONS:

Safety and accident prevention concerns managers for several reasons, one of

which that the work related accident figures are staggering. The main purpose of

effective safety programs in an organization is to prevent work related injuries accidents.

Some types of industrial related accidents are

Slipping and falling hazards.

Collisions and obstruction hazards.

Equipment hazards.

Fire hazards.

Hazards from falling of objectives, Etc.

Basically there are two causes for work place accidents.

1. Unsafe conditions.

2. Unsafe acts.

Measures to ensure industrial safety are

1. Safety policy.

2. Top management support.

3. Safety committee.

4. Safety discipline motivation.

5. Safety engineering.

6. Safety training and communication.

7. Governmental support.

Legal provisions regarding safety

The increasing complexity and hazardous nature of modern industrial operations,

in 1970 the Occupational Safety and Health Act (OSHA) was passed. Basically the

approach in OSHA is one of the setting comprehensive and specific standards,

governmental policing of company practices and work places, and enforcement through

39

citations, fines and other penalties. The Occupational Safety and Health Administration

is the department of labour. The research agency with respect to industrial hazards in the

National Institute for Occupational Safety and Health located human services.

The top management is being asked to take the initiative and accept responsibility

for occupational health and safety. Employees are educated that “the best safety device is

to be careful”. The Factories Act provides for safety officers as a statutory for

employers, employing 1000 or more workers. He will look after all responsibilities

towards industrial safety.

40

Data Analysis on Industrial relations of the employees inSri Lakshmi Srinivasa Jute Mill Limited.

(1) What is the Educational Qualification of the employees.

Category Frequency Percentage (%)

Illiterates 30 50%

Up to 5th class 20 33%

Up to 10th and above 10 17%

Total 60 100%

41

Educational Qualification

0

10

20

30

40

50

60

Percentage

Illitrates

Up to 5th class

Up to 10th classabove

From the above table it is understood from the educational survey that the

organization employees has 50% of the illiterates 33% of the employees are up to 5 th

class and remaining 17% respondents qualification is up to 10 th and above. In the

jute industry it is not necessary for the higher qualification so they recruited the

illiterate peoples also.

(2) How for your trade unions are useful to workers.

Usefulness of

Trade Unions

No. of Respondents Percentage (%)

Very useful 35 58%

Useful 15 25%

Not useful 10 17%

Total 60 100%

42

Usefulness of Trade unions

0

10

20

30

40

50

60

70

Percentage

Very useful

Useful

Not useful

From the above table it is found that 58% of employees opine that trade unions

are very useful, 25% of employees are of the opinion that trade unions are useful.

However 17% of employees opine that trade unions are not useful. However, trade

unions play an important role in organization.

(3) Will the management consider the recognized trade unions suggestions in

decision making.

Respondents Response Percentage (%)

Consider 20 33%

Partly consider 30 50%

Not consider 10 17%

Total 60 100%

43

Suggestoins in decision making

0%

10%

20%

30%

40%

50%

60%

Percentage

Consider

Partly consider

Not consider

It is found that 33% of respondents view that management consider trade unions

suggestion in decision making , 50% of the respondents view that management consider

partly and 17% of the respondents opine that management does not consider the

suggestions of trade unions in decision making.

(4) How do you rate Collective Bargaining process.

Rating Respondents Percentage (%)

Very good 20 33%

Good 30 50%

Average 10 17%

Total 60 100%

44

Rate collective bargaining

0

10

20

30

40

50

60

Percentage

Very good

Good

Average

From the above table, it is found that33% of the respondents are of the

opinion that collective barging is very good. Whereas 50% of the respondents

feel that Collective Bargaining is good. A small portion of 17% opine that

Collective Bargaining is average.

(5) Is the Grievance redressal functions are up to the market.

Response Respondents Percentage (%)

Satisfaction 30 50%

Good 20 33%

Not good 10 17%

Total 60 100%

45

Grievance redressal functions

0

10

20

30

40

50

60

Percentage

Satisfaction

Good

Not good

From the above table it is found that the 50% of the employees are opine that

the grievance redressal are up to the mark, so they are satisfied. Some of the 33% of

the employees said to the its just for good. But remaining 17% of the employees

opinion is that the grievance redressal is not good. Efficient functioning of Grievance

redressal increases efficiency of the employees.

(6) Is there any unfair labour practice from the employer.


Yes 50 83%

No 10 17%

Total 60 100%

46

Unfair labour practice

0

10

20

30

40

50

60

70

80

90

Percentage

Yes

No

It is understood that 83% of the respondents are of the opinion that there are

unfair trade practice but a very small percentage of respondents feel that there are no

unfair practices. However, Unfair trade practices must be abolished for efficient

functioning of the organization.

(7) Implementation of Statutory provisions in the organization.


Very good 40 66%

Good 10 17%

Satisfy 10 17%

Total 60 100%

47

Statutory provisions

0

10

20

30

40

50

60

70

Percentage

Very good

Good

Satisfy

From the above table it is found that 66% of the employees opine that

implementation of Statutory provisions are very good 17% of the respondents opine

that they good . And the remaining 17% of the respondents opine that they are

satisfied. Implementation of Statutory provisions of the organization enables smooth

functioning of the organization.

(8) Does the management following the negotiation method when the

dispute occurs.


Follows 30 50%

Sometimes follows 20 33%

Not follows 10 17%

48

Total 60 100%

Management following the negotiation method

0

10

20

30

40

50

60

Percentage

Follows

Some timesfollows

Not follows

From the above table it is found that 50% of the employees are of the view that

management follows the negotiation methods. 33% of the employees opine that, the

management some times follows the negotiation methods. The remaining 17% of the

employees opine that management does not follow the negotiation method when

dispute occurs..

(9) Are the trade union leaders capable to negotiate.


Capable 50 83%

Incapable 10 17%

Total 60 100%

49

1

Capable

Incapable

0

20

40

60

80

100

Percentage

Trade unions leaders capable to negotiate

Capable

Incapable

From the above the table it is found that 83% of employees opinion is the trade

unions leaders are capable and 17% of the employees are of the opinion that trade

union leaders are not incapable. However a Trade union leader must be capable

enough to negotiate with the top management.

(10) Is there any Discipline policy for the organization.

Response Respondents Percentage %

Yes 40 67%

No 20 33%

50

Total 60 100%

Discipline policy in organization

0

10

20

30

40

50

60

70

80

Percentage

Yes

No

From the above table it is found that 67% of the employees opinion is that

the organization has the discipline policy. The 33% of the employees opinion is

that the organization has not the discipline policy. Discipline is an essential

element for smooth functioning of every organization.

(11) How the Management is treating the workers.

51

Treatment Response Percentage %

As partners 10 17%

As employee 40 66%

As slaves 10 17%

Total 60 100%

Management treating to workers

0

10

20

30

40

50

60

70

Percentage

As partner

As employee

As slaves

From the above table it is understood that the 66% of the employees opinion is

that the management treats the employees like the employees. But some of the other

17% of the employees opinion is that the management treat the employee like partner

of the organization. Remaining 17% of employees opinion is that the management

treats the employees like the slaves.

(12) Any influence on industrial relations from the new employee.


Lot of influence 30 50%

52

Party 20 33%

Not influence 10 17%

Total 60 100%

Influence on industrial relations

0

10

20

30

40

50

60

Percentage

Lot of influence

Partly

Not influence

From the above table it is found that the 50% of the employees opinion is that

there is a lot of influence to the new employee in the organization. The 33% of the

employees opinion is that the influence is happening partly and the 17% of the

employees opinion is that there are no influence on industrial relations from the new

employee.

(13) Are the Workers fighting for Wages, Facilities or Incentives

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Wages 10 17%

Facilities 10 17%

Incentives 40 66%

Total 60 100%

Fighting for wages and facilities

0

10

20

30

40

50

60

70

Percentage

Wages

Facilities

Incentives

From the above table it is understood that the 66% of the employees say that

they are fighting for incentives. Remaining 17% employees says that they fight for

wages and same percentage of the employees says that they fight only for facilities.

Thus it is found that maximum number of workers fight for incentives.

(14) Who plays the major role in maintaining Industrial relations.

54


Workers 15 25%

Employees 10 17%

Trade unions leaders 20 33%

IR officers 15 25%

Total 60 100%

Major role in Industrial Relations

0

5

10

15

20

25

30

35

Percentage

Workers

Employees

Trade unions leaders

IR officers

It is found in the survey that Industrial relation plays a major role on trade

union leaders which is 33%, 25% on workers and 25% on Industrial Relation

officers and 17% on Employees.

(15) What are the Pay determinants followed by this organization.

55

Category Response Percentage (%)

Performance 45 75%

Education 5 8%

Experience 10 17%

Total 60 100%

Pay determinants

0

10

20

30

40

50

60

70

80

Percentage

Performance

Education

Experience

It is found that75% respondents are of the opinion that pay determinants is

performance. 17% respondents are of the opinion that pay is determinant on

experience where 5 respondents are of the view that pay determinant is based on

education. Performance is said to be major criteria for Pay determinant in the

organization.

(16) Are you satisfied with the provision of family pension and schemes.

56


Good 30 50%Satisfied 20 33%

Poor 10 17%Total 60 100%

Family pension and schemes

0

10

20

30

40

50

60

Percentage

Good

Satisfied

Poor

It is understood from the above table that 50% of respondents feel good about the

family pensions and other schemes provided by the organization. 33% of the respondents

are satisfied with the scheme while the remaining 17% of the respondents opine that

family pension and other schemes are not up to the mark.

(17) Are you satisfied with the fringe benefits provided by the company.

57


Good 20 33%Satisfied 30 50%

Poor 10 17%Total 60 100%

Fringe benefits provided by organisation

0

10

20

30

40

50

60

Percentage

Good

Satisfied

Poor

From the above table it is understood that 33% of the respondents opine that

fringe benefits provided by the company the is good . 50% of employees are satisfied

with fringe benefits. Remaining 17% of employees opine that fringe benefits are poor.

SUMMARY

58

The selected unit Sri lakshmi srinivasa jute mill Ltd-(Aruna Jute Mills) was

formerly under the management of GIS Ltd-Kolkata and the same management disposed

of their unit to the Management of Sri lakshmi srinivasa jute mill Ltd, Vizianagaram a

and this unit was taken over this unit has been functioning on the name of Sri lakshmi

srinivasa jute mill Ltd, Vizianagaram . The economy of the industry is sound and

satisfactory. Despite of many a hurdle in its routine administration methods. However

this selected unit Sri lakshmi srinivasa jute mill Ltd is in a position to withstand any

problem contemplated in its routine administration. The Vizianagaram jute division

commenced its commercial product of jute twine and rope factory the initial capacity of

the mills is 18 tons per day of jute twine and rope.

There after with the efficient management it flourished and reached to the sound

foundation of expression to the extent of 45 tons capacity per day. It got trade links with

Arab countries and few other countries abroad by way of exports of its products in the

customers in the nature status. It provided employment opportunities near about 1600

people altogether and running very ideally and peacefully the workers of the factory hail

from near about villages and those that have come out side settled in the area. With the

result a big town shop has been developed.

The Management of Sri lakshmi srinivasa jute mill Ltd is welfare conscious and

has included in the ambit of amenities all social security and social insurance schemes for

the comfortable and happy living of the employees. The sri lakshmi srinivasa jute mills

has the ISO 9001:2000 certificate for maintain good quality of sacking hags. This is

strength of the organization for reorganization. Over the years the company has

improved its quality system in order to build customer confidence, to enhance the quality

image of the company in national and international markets.

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FINDINGS

It is found in that Sri lakshmi srinivasa jute mill ltd provide the

employment without much qualifications because must of the employees

are illiterate and very few are above secondary education.

It is found that the trade unions are doing great job.

The study reveals that the management partly consider to the trade union

suggestions decision making.

The number of employees opinion is that the trade union leaders are

capable to negotiate.

The number of workers opinion is that the organization has some

discipline policies.

It is found that the management treat the employees like as employees.

The study reveals that the organization pay to the workers dependents

upon the performance.

Though it has provided employment on a large basis, salaries are not

reasonable as per present standard of living.

The study reveals that it has not good any medical facilities for the

workers.

It is found that the organization not provided qualitative canteen facilities

to workers.

It is found that organization not providing adequate medical facilities.

SUGGESTIONS

60

The analysis of causes for poor industrial relations has lead to certain practical

suggestions. They are

The recruitment procedure of workers should be changed. So, that only those

workers who have proper education are given jobs.

Regular checks on the maintenance of the premises should be carried on, so

that littering of cigarette butts and pan marks in premises can be curtailed.

Severe punishments like wages cuts, dismissal and increment cut ect. Should

be implemented for those who are habituated to absent.

Personal counseling system has to be made effective so that the problem of

dissatisfaction towards job can be solved.

The disciplinary action procedure should be improved so that the problem

creators will set right early.

Conduct safety programs to educate workers on safety.

Involve the workers while taking decisions on their duties and responsibilities

so that they must follow them.

The organization has to provide adequate medical facilities.

A STUDY ON INDUSTRIAL RELATIONS

61

(With Reference to Sri Lakshmi srinivasa jute mill Ltd.)

1. Name of the employee:

2. What is the Educational Qualification of the employees.

(a) Illiterates (b) Up to 5th class (c) Up to 10th class

3. How far your trade unions are useful to workers.

(a) Very useful (b) Useful (c) Not useful

4. Will the management consider the recognized trade unions suggestion is decision

making.

(a) Consider (b) Partly consider (c) Not consider

5. How do you rate collective bargaining process.

(a) Very good (b) Good (c) Average

6. Is the grievance redressal function are up to tae mark.

(a) satisfied (b) Good (c) Not good

7. Is there any union labour practice from the employer.

(a) Yes (b) No

8. Implementation of statutory provisions in the organization.

(a) Very good (b) Good (c) Satisfied

9. Does the management following the negotiation method when the dispute occurs.

(a) Follows (b) Some times follows (c) Not follows

10. Are the trade unions leaders capable to negotiate.

(a) Capable (b) Incapable

11. Is there any discipline policy for the organization.

(a) Yes (b) No

12. How the management is treating the workers.

(a) Lot of influence (b) Partly (c) No influence

13. Are the workers are fighting for wages or facilities.

62

(a) Wages (b) Facilities (c) Incentives

14. Who play major role in maintaining Industrial Relations.

(a) Workers (b) Employer (c) Trade union leaders

15. What are the pay determinants followed by this organization.

(a) Education (b) Experience (c) Performance

16. Are you satisfied with the provision of family pension and scheme.

(a) Good (b) Satisfied (c) Poor

17. Are you satisfied with fringe benefits provided by the company.

(a) Good (b) Satisfied (c) Poor

(Signature of employee)

63

BIBLIOGRAPHY

1. Dynamics of Industrial Relations : Memoria-memoria-Gankar.

2. Personal management : Dr.P.C Tripati Sultan chand & Sons-1995

3. Industrial Relations : Arun Monoppa Tata Me Graw-Hill publishing , company Limited-1995

4. Personal Administration: A point of view & method pigor & Myers Me Graw Hill international Book Company

5. Personal management : Edwin B.Flippo Tata Me Graw Hill Publication sixth Edition – 1984.

6. Dynamics of industrial relations : Ammonia, Mamoria Gankar

7. Personal management : Manoj Kumar Sarkar crest publishing House First edition-2000

8. Records and reports : Sri Lakshmi Srinivasa Jute Mills Limited, post box no. 116, Cantonment, Vizianagaram Jute Division, Vizianagaram. Pin: 535003. E-mail:[email protected]

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