workers participation in civimec.doc
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INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
The human resources of an organization consist of all people who perform its activities.HRM isconcerned with the personal policies and managerial practices and systems that influence the
workforce.
HRM is the employing people, developing their resources, utilizing, maintaining and
compensating their services with the job and organizational requirements.
Definitions:
HRM is a planning, organizing, directing and controlling the procurement, development,
compensation, integration, production to achieve the individual goals.
-Edwin B.Flippo
HRM is a systematic planning and controlling of fundamental process affecting involving all
organizations, which involves all the employees._
-Wendell French.
Functions of HRM:
The functions of HRM can be broadly classified into two categories, viz. ;(1) managerial
functions and(2)operative functions.
1. Managerial functions
Managerial functions of personal management involve planning, organizing, directing and
controlling. All these functions influence the operative functions
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Functions of HRM
i. Planning: It is predetermined of action. Planning pertains to formulating strategies
of personal programmes and changes in advance that will contribute to the
organizational goals.
ii. Organizing: An organization is a means to end. It is essential to carry out the
determined course of action.
iii. Directing: The next logical function after completing planning and organizing is
the execution of the plan. The basic function of personal management at any level
is motivating, commanding, leading and activating people.
iv. Controlling: After planning, organizing and directing various activities of
personal activities of personal management, the performance is to be verified in
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order to know that personal functions are performed in conformity with the plans
and directions of an organization.
Operative Functions
The operative functions of personnel management are related to specific activities of personnel
management viz., employment, development, compensation and relations. All these functions are
interacted by managerial functions. Further these functions are to be performed in conjunction
with management functions.
Employment
It is the first operative function of HRM. Employment is concerned with securing and employing
the people possessing required kind and level of human resources necessary to achieve the
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organizational objectives. It covers the functions such as job analysis, human resources planning,
recruitment, selection, placement, induction and internal mobility.
Job Analysis: It is the process of study and collection of information relating to the operations
and responsibilities of a specific job. It includes:
1.Collection of data, information, facts and ideas relating to various aspects of jobs including
men, machines and materials.
2.Preparation of job description, job specification, job requirements and employee specification
which help in identifying the nature, levels and quantum of human resources.
3.Providing the guides, plans and basis for job design and for all operative functions of HRM.
Human Resources Planning:
It is a process for determination and assuring that the organization will have an adequate number
of qualified persons, available at proper times, performing jobs which would meet the needs of
the organization and which would provide satisfaction for the individuals involved. It involves
Estimation of present and future requirement and supply of human resources basing on
objectives and long range plans of the organization.
Calculation of net human resources requirement based on present inventory of human
resources.
Taking steps to mould, change, and develop the strength of existing employees in the
organization so as to meet the future human resources requirements.
Preparation of action programs to get the rest of human resources from outside the
organization and to develop the human resources of existing employees.
Recruitment:
It is the process of searching for prospective employees and stimulating them to apply for jobs in
an organization. It deals with:
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(a) Identification of existing sources of applicants and developing them.
(b) Creation / Identification of new sources of applicants.
(c) Stimulating the candidates to apply for jobs in the organization.
(d) Striking a balance between internal and external sources.
Selection:
It is the process of ascertaining the qualifications, experience, skill, knowledge etc., of an
applicant with a view to appraising his / her suitability to a job appraising.
This function includes:
(a) Framing and developing application blanks.
(b) Creating and developing valid and reliable testing techniques.
(c) Formulating interviewing techniques.
(d) Checking of references.
(e) Setting up medical examination policy and procedure.
(f) Line managers decision.
(g) Sending letters of appointment and rejection.
(h) Employing the selected candidates who report for duty.
Placement: It is the process of assigning the selected candidate with the most suitable job in
terms of job requirements. It is matching of employees specifications with job requirements. This
function includes:
(a) Counseling the functional managers regarding placement.
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(b) Conducting follow-up study, appraising employee performance in order to determine
employees adjustment with the job.
(c) Correcting misplacements, if any.
Induction and Orientation: Induction and orientation are the techniques by which a new
employee is rehabilitated in the changed surroundings and introduced to the practices, policies,
purposes and people etc., of the organization.
(a)Acquaint the employee with the company philosophy, objectives, policies, career planning
and development, opportunities, product, market share, social and community standing, company
history, culture etc.
(b)Introduce the employee to the people with whom he has to work such as peers, supervisors
and subordinates.
(c)Mould the employee attitude by orienting him to the new working and social environment.
HUMAN RESOURCE DEVELOPMNET:- Process of training and developing employee to
improve and update their knowledge and skills, attitudes and values of employees so that they
can perform the present and future jobs more effectively.
1. Performance & Potential Appraisal- It implies the systematic evaluation of employees
with respect to their performance on the job and their potential for development.
2. Training- It is the process by which employees learn knowledge skills & attitudes to
further organizational & personal goals.
3. Executive Development- It is the process of developing managerial talent through
appropriable programs.
4. Career Planning & Development- It involves planning the career of employees and
implementing career plans so as to fulfill the career aspirations of people.
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NEED OF THE STUDY
Workers are the resources of the organization. Workers participation in management is very
existing need of the organization. Workers involvement is very much essential as if workers are
been involved in management. They will be motivated to give good performance. Hence workers
must be involved in the management.
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SCOPE OF THE STUDY
The scope of study is limited to the CIVIMEC and confined to the practices of workers
participation in management of this organization at the different levels. The various factors,
incentives of the organization, which are motivating the employees to stay with the organization
to find out what aspects, are satisfied and dissatisfied by the employee of the organization and
the difference in the satisfaction level of executives or non-executives.
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Scope of HRM
The scope of HRM Management in the modern days is vast .In face , the scope of HRM was
limited to employment and maintenance of and payment of wage and salary.
The scope of HRM includes:
Objectives of HRM
Organization of HRM
Strategic HRM
Employment
Wage and salary administration/compensation
Maintenance
Motivation
Industrial relations
Participative management and
Recent developments in HRM.
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OBJECTIVE OF THE STUDY
To study the workers participation in management practices of the organization at different
level.
To know the mind-set of the employees of the organization about the practices.
To know the stand of the management about its commitment in the practice of workers
participation at different levels.
To know the legal compliance of the management in practicing the workers participation in
management.
To find the perception of managers on workers participation in management
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OBJECTIVES OF HRM
Objectives are pre-determined goals to which individual or group or activity in an organization is
directed. Objectives of HRM are influenced by social objectives, organizational objectives,
functional is objectives and individual.
Social objectives
Organizational objectives
Functional objectives
Individual objectives
The objectives of HRM may be as follows:
1. To create and utilize an able and motivated workforce, to accomplish the basic organizational
goals.
2. To establish and maintain sound organizational structure and desirable working relationships
among all the members of the organization.
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3. To secure the integration of individual or groups within the organization by co-ordination of
the individual and group goals with those of the organization.
4. To create facilities and opportunities for individual or group development so as to match it
with the growth of the organization.
5. To attain an effective utilization of human resources in the achievement of organizational
goals.
6. To identify and satisfy individual and group needs by providing adequate and equitable
wages, incentives, employee benefits and social security and measures for challenging work,
prestige, recognition, security, status.
RESEARCH METHODOLOGY
Methodology
Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. In it we study the various
steps that are generally adopted by a researcher in studying his research problem along with the
logic behind them.
Research methods can be classified in to two types. They are quantitative research methods and
qualitative research methods.
Quantitative research methods were originally developed in the natural sciences to study naturalphenomena. Examples of quantitative methods now well accepted in the social sciences include
survey methods, laboratory experiments, formal methods and numerical methods.
Qualitative research methods were developed in the social sciences to enable researchers to study
social and cultural phenomena. Qualitative data sources include observation and participant
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observation (field work), interviews and questionnaires, documents and texts, and the
researcher's impressions and reactions.
Here the research is done through questionnaires. The data used for analysis and interpretation is
from the responses of the employees for the questionnaire. Comparison of responses is used for
interpreting the data.
The project is presented by using tables, bar charts with their interpretation. A survey is
undertaken in evaluating the effectiveness of Workers participation in management in Civi mech
organization.
Sources of the data
Primary data
Primary data is the data which is been collected from the employees or managers through
questionnaire or interviews for a specific purpose. It is fresh data which is not their before
anywhere.
Secondary data
Secondary data is the already existed data. This can be gathered from books, company records,
magazines, and websites.
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LIMITATIONS OF THE STUDY
The study was conducted for a limited time period of 45 days..
The study pertains to only employees of the CIVIMEC
Limited samples size taken for the study i.e. 60
Due to heavy work schedule of managers, I was not able to speak to them
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INDUSTRY PROFILE
WEBER CONSTRUCTION EQUIPMENT PVT LTD
Gajanan Tiles Mould Industry is a distinguished name in the market of construction
machinery. Set up in the year 2009, we have forged to manufacture and export machinery that
confirm to the defined international standards. Taking each challenge seriously we have
managed to progress considerably. Set up in Gujarat, our company was founded by Mr. L D
Tank. It is the result of his vision and guidance that today we have established ourselves as
prominent manufacturers of construction machinery. Our range of product is known for its high
performance and consistent quality. To meet the exact demands of the customers we offer tailor-
made products that satisfactorily serves the customers needs. We manufacture machinery as per
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ISI and international standards that passes all the defined quality parameters.
Incepted in the year 2009, we are flourishing under the efficient leadership of Mr. L.D.Tank.
Engaged in delivering construction machineries, We are inculcating necessary innovations,
dedication to face techno-commercial challenges of the current & future trends
To meet the varied construction needs of our customers we are manufacturing and supplying an
extensive range of construction machinery and equipment. Keeping with the pace of growing
demands we are striving hard to offer technically advanced and innovative machinery. Our
products have always rendered quality service to the customer thus it is known for its reliability
and functional utility. Our range includes concrete mixer machinery and concrete batching
machinery
Mini reversible mixer
Concrete batching plant
Hydraulic mixer machine
Manual 10/7 concrete mixer machinery
Without hopper machine
Half bag concrete mixer
Hand operated half bag concrete mixer
The escalating demand of construction machinery requires us to execute bulk orders on time. The
robust and well-equipped manufacturing unit has enabled us to meet our orders with convenience
without compromising on the quality quotient. The required tools and equipments are upgraded
and revamped at regular intervals.
We also induct modern and innovative techniques and methodologies that facilitates our entire
production process. With the support of sound infrastructure facilities each division responsible
for different processes, is able to make productive contribution to the making of high
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KARAN ENGINEERING WORKS
Offering an outstanding range of inter locking machines, fly ash brick making machines,
paver blocks, dies, clay brick machines, pan mixers, color mixers, etc.....
An Overview
Skilful usage of machinery makes a product perfect in design, accurate in outlay and
excellent in application. Karan Engineering Works is a well known manufacturer and
supplier of different types of machines such as Inter Locking Machines, Fly Ash Brick
Making Machines, Paving Blocks, Die Making Machines, Vibro Forming Machines, Clay
Brick Machines and lots more. We are also a reliable service provider offering a wide range
of services like market surveying, site selection, raw material testing, project engineering,
etc.
Our select range of brick making machines and allied tools is available in multiple designs
and models conforming to the international quality standards. Avail our products and
services at prices extremely competitive in the market and get them delivered at the earliest.
Product Range
The products that we manufacture and supply include:
Fly Ash Brick Making Machine (automatic)
Fly Ash Brick Making Machine (semi automatic)
Clay Brick Making Machine (automatic)
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Clay Brick Making Machine (normal bricks)
Inter Locking Machine (manual)
Inter Locking Machine (push button operated)
Inter Locking Machine (automatic D-Mould)
Hydraulic Power Pack 1.5 liters to 240 liters per minute (any application)
Brick & Block Testing Machine
Pallet Trucks
Pan Mixer
Color Mixer
Tiles Mixer
Paver Block Machine
Electric Panel
Concrete Mixer
Hydraulic Cylinder (single action and double action)
Conveyor Belt.
Standard Quality
Every machine and tool that we manufacture is duly tested on various parameters of quality
before it is sent to the end users. Our world class quality examining cell is outfitted withlatest testing machines and equipments.
We have a group of well qualified quality professionals who not only check every product
minutely but also take prompt initiatives to weed out the flaws found during the process of
quality examination itself. Karan Engineering Works maintains international norms of
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The mission of the organization was ultimately the customer to satisfy the customer and
have a potential customer bases this is what they have earned in these year.
A potential and prospective customer bases that are satisfied with kinds of products they
are Dealing with and the kind of service they are giving to the customer.
Company
Civimec Engineering Pvt.Ltd. has a professional and vast experienced staff, who are trained in
abroad specialized in operating, maintenance and repair of self loading mobile concrete mixers &
concrete batching plants.
The company aims at supporting the customers in the construction industry by
Leasing equipment (protecting capital investment to the customers)
Technical support (spares sales and service)
Undertaking sub-contract works
Manufacturing construction equipment
Civimec Engineering has some of the following departments
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Civimec leasing division
Civimec Leasing Division has nation wide customers in India who lease out the following
machinery:
Self loading mobile concrete mixer
Transit mixers
Batching plants
With Skilled Operators and Technicians
Civimec Technical support Division
Indigenized spares supplied with Indian price
Maintaining all fast moving spares to reduce the downtime
Service setup with under roof and non under roof area in Hyderabad. Suitable for
complete dismantle, inspection, assemble and testing of equipment.
Service provided with skilled technicians.
Civimec Manufacturing Division
Mobile Concrete Mixer
Transit Mixer
Mini Concrete Batching Plant
Support for a Potential collaborator
Civimec Engineering Pvt.Ltd. Invites the potential collaborator or organizations to engage in
the sharing of the common goal.
We provide the product backup
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We introduce the market
Providing the space for the factory setup
Steel fabrications at Indian cost which includes (chassis, drum, loading mechanism, hydraulic
cylinders and hoses) tyres, fittings and fasteners etc.
Assembling, paint and testing
Manpower at Indian cost
Support from Collaborator
Supply of axles, two speed transmission gear box
Hydrostatic transmission pump and motor
Drum hydraulics and reduction gear box
Technical support.
Services
More than the product sales, every customer expects good quality service, minimum down
time, repairing facility and continual technical support from the service providers. Even if the
investment level on the particular product line is lower, the customer expects better
technology construction equipment. Civimec Engineering Pvt. Ltd. puts its emphasis and
also strives hard to provide excellent after sales service and the spare parts support by
providing the spares at the door-step of the customer.
We make sure that our customers get quality spare parts and outstanding post sales service
through our experienced engineers who have more than 15 years of experience. We also
ensure that our customers get the required spare parts in the shortest possible time.
Annual Maintenance Contract
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WORKERS PARTICIPATION IN MANAGEMENT
Introduction
Three groups of managerial decisions affect the workers of any industrial establishment and
hence the workers must have a say in it.
Economic decisions methods of manufacturing, automation, shutdown, lay-offs, and
mergers.
Personnel decisions recruitment and selection, promotions, demotions, transfers, grievance
settlement, work distribution.
Social decisions hours of work, welfare measures, questions affecting work rules and
conduct of individual workers safety, health, and sanitation and noise control.
Participation basically means sharing the decision-making power with the lower ranks of the
organization in an appropriate manner.
Definition
The concept of WPM is a broad and complex one. Depending on the socio-political environment
and cultural conditions, the scope and contents of participation change. Leon C. Megginson
Forms of workers participation management
1. Suggestion schemes: Participation of workers can take place through suggestion scheme.
Under this method workers are invited and encouraged to offer suggestions for improving the
working of the enterprise. A suggestion box is installed and any worker can write his
suggestions and drop them in the box. Periodically all the suggestions are scrutinized by the
suggestion committee or suggestion screening committee. The committee is constituted by equal
representation from the management and the workers. The committee screens various
suggestions received from the workers. Good suggestions are accepted for implementation and
suitable awards are given to the concerned workers. Suggestion schemes encourage workers
interest in the functioning of an enterprise.
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2. Works committee: Under the Industrial Disputes Act, 1947, every establishment employing
100 or more workers is required to constitute a works committee. Such a committee consists of
equal number of representatives from the employer and the employees. The main purpose of this
committee is to provide measures for securing and preserving amity and good relations between
the employer and the employees.
Evolution of the schemes of participation in management
The beginning towards WPM was made with the Industrial Disputes Act, 1947, which made
Works Committees mandatory in industrial establishments employing 100 or more workers. The
Industrial Policy Resolution adopted by the government in 1956 stated that there should be some
joint consultation to ensure industrial peace, and improve employer-employee relations. The
functions of both these joint bodies were to be consultative and were not binding on the
management. The response to these schemes was encouraging to begin with, but gradually
waned.
A study team was appointed in 1962 to report on the working of joint councils and
committees. The team identified some reasons for their failure.
No concrete steps were taken to remove the difficulties, or change the pattern of participative
management.
During the emergency of 1975-77, the interest in these schemes was revived by the then
Prime Minister by including Workers Participation in industry in the governments 20-point
programme.
The government started persuading large enterprises to set up joint consultative committees
and councils at different levels.
The Janata Government who came to power in 1977 carried on this initiative. It was again
emphasized by the Congress government who came back in 1979. This continued in a non-
statutory vein till the late 1980s, and the response from the employers and employees stayed
Luke-warm. Then, the 42nd Amendment to the Constitution was made.
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Now, Article 43-A reads: The State shall take steps, by suitable legislation, or in any other
way, to secure the participation of workers in the management of undertakings,
establishments or other organizations engaged in any industry. Thus, participative
management is a constitutional commitment in India.
And then, on May 30, 1990, the government introduced the Participation of Workers in
Management Bill in the Rajya Sabha.
o The bill requires every industrial enterprise to constitute one or more `Shop-Floor
Councils at the shop floor level, and `Establishment Council at the establishment
level. These councils will have equal representation of employers and employees.
Shop-Floor councils enjoy powers over a wide range of functions from production,
wastage control to safety hazards. The Establishment Council enjoys similar powers.
The bill provides for the constitution of a Board of Management of every corporate
body owning an industrial establishment.
o The bill also provides for penalties on individuals who contravene any provision of
the bill.
In spite of all these efforts, only the government and the academicians have been interested in
participative management. But participative management is staging a comeback. The
compulsions of emerging competitive environment have made employee involvement more
relevant than ever before. Managers and the managed are forced to forget their known stands,
break barriers, and work in unison. Managers and workers are partners in the progress of
business.
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Functions of WPM
Works committee deals with matters of day-to-day functioning at the shop floor level. Works
committees are concerned with:
Conditions of work such as ventilation, lighting and sanitation.
Amenities such as drinking water, canteens, dining rooms, medical and health services.
Educational and recreational activities.
Safety measures, accident prevention mechanisms etc.
Works committees function actively in some organizations like Tata Steel, HLL, etc but the
progress of Works Committees in many organizations has not been very satisfactory due to the
following reasons:
Lack of competence and interest on the part of workers representatives.
Employees consider it below their dignity and status to sit alongside blue-collar workers.
Lack of feedback on performance of Works Committee.
Undue delay and problems in implementation due to advisory nature of recommendations.
3. Joint Management Councils: Under this system Joint Management Councils are constituted
at the plant level. These councils were setup as early as 1958. These councils consist of equal
number of representatives of the employers and employees, not exceeding 12 at the plant level.The plant should employ at least 500 workers. The council discusses various matters relating to
the working of the industry. This council is entrusted with the responsibility of administering
welfare measures, supervision of safety and health schemes, scheduling of working hours,
rewards for suggestions etc.
Wages, bonus, personal problems of the workers are outside the scope of Joint
management councils. The council is to take up issues related to accident prevention,
management of canteens, water, meals, revision of work rules, absenteeism, indiscipline etc. the
performance of Joint Management Councils have not been satisfactory due to the following
reasons:
Workers representatives feel dissatisfied as the councils functions are concerned with only
the welfare activities.
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7. Shop councils: Government of India on the 30th of October 1975 announced a new scheme in
WPM. In every Industrial establishment employing 500 or more workmen, the employer shall
constitute a shop council. Shop council represents each department or a shop in a unit. Each shop
council consists of an equal number of representatives from both employer and employees. The
employers representatives will be nominated by the management and must consist of persons
within the establishment. The workers representatives will be from among the workers of the
department or shop concerned. The total number of employees may not exceed 12.
Evolution of the schemes of workers participation in management
The beginning towards WPM was made with the Industrial Disputes Act, 1947, which made
Works Committees mandatory in industrial establishments employing 100 or more workers. The
Industrial Policy Resolution adopted by the government in 1956 stated that there should be some
joint consultation to ensure industrial peace, and improve employer-employee relations. The
functions of both these joint bodies were to be consultative and were not binding on the
management. The response to these schemes was encouraging to begin with, but gradually
waned.
A study team was appointed in 1962 to report on the working of joint councils andcommittees. The team identified some reasons for their failure.
o No concrete steps were taken to remove the difficulties, or change the pattern of
participative management.
During the emergency of 1975-77, the interest in these schemes was revived by the then
Prime Minister by including Workers Participation in industry in the governments 20-
point programme
The government started persuading large enterprises to set up joint consultative
committees and councils at different levels.
The Janata Government who came to power in 1977 carried on this initiative. It was
again emphasized by the Congress government who came back in 1979. This continued
in a non-statutory vein till the late 1980s, and the response from the employers and
employees stayed Luke-warm. Then, the 42nd Amendment to the Constitution was made.
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Reason for Limited workers participation in management
Firstly, the fundamental difficulties in the way lie in the concept itself. There is a basic
conflict of interests between the workers and the owners of the business enterprise.
Participation involves parting with power. Managements have been reluctant to part with
their authority and prerogative to manage the enterprises. Similarly trade unions have not
been prepared to divest themselves of their power manifested in bargaining and pressure.
Secondly, multiplicity of trade unions and factionalism has been a serious obstacle in the way
of workers participation in management. In view of the claims and counter claims, apathy
and willingness, hostility and cooperation displayed by rival unions or their factions,
designation of workers representatives on the participative forums often becomes a very
difficult task.
The government with its anxiety of maintaining cordial relations between labour and
management, increasing production and productivity, achieving planned targets and
accelerating the pace of economic and industrial development, came forward with different
schemes of workers participation in management. Many employers and trade unions still
considers them as imposition from outside. Its enforcement by law or compulsion would
thwart the very purpose of scheme and would act as serious constraint on its successful
implementation.
Fourthly, both managements and trade unions have often complained of a plethora of joint
bodies in Indian industries for example, works committees, joint management councils, shop
councils, unit councils, plant councils, establishment councils, canteen committees,
production committees, safety committees, welfare committees, grievance committees , and
so on. Thus, it is natural for them to become bewildered by this multiplicity of joint bodies.
Another hurdle has been lack of specific arrangements for sharing the gains of participation.
Workers are assured in a vague manner, that they would gain if production increases and
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The workers representative on the Board can play a useful role in safeguarding the interests of
workers. He or she can serve as a guide and a control element.
He or she can prevail upon top management not to take measures that would be
unpopular with the employees.
He or she can guide the Board members on matters of investment in employee benefit
schemes like housing, and so forth.
The Government of India took the initiative and appointed workers representatives on the
Board of Hindustan Antibiotics (Pune), HMT (Bangalore), and even nationalized banks. The
Tatas, DCM, and a few others have adopted this practice.
Problems associated with this method
Focus of workers representatives is different from the focus of the remaining members
of the Board.
Communication and subsequently relations between the workers representative and the
workers suffers after the former assumes directorship.
He or she tends to become alienated from the workers.
As a result, he or she may be less effective with the other members of the Board in
dealing with employee matters.
Because of the differences in the cultural and educational backgrounds, and differences in
behavior and manners, such an employees representative may feel inferior to the other
members, and he or she may feel suffocated. Hence, his or her role as a director may not
be satisfying for either the workers or the management.
Such representatives of workers on the Board, places them in a minority. And the
decisions of the Board are arrived at on the basis of the majority vote.
2. Participation through ownership
This involves making the workers shareholders of the company by inducing them to buy equity
shares.
In many cases, advances and financial assistance in the form of easy repayment options
are extended to enable employees to buy equity shares. Examples of this method are
available in the manufacturing as well as the service sector.
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Advantage: Makes the workers committed to the job and to the organization.
Drawback: Effect on participation is limited because ownership and management are two
different things.
3. Participation through complete control
Workers acquire complete control of the management through elected boards. The system of
self-management in Yugoslavia is based on this concept. Self-management gives complete
control to workers to manage directly all aspects of industries through their representatives.
Advantages:
Ensures identification of the workers with their organization.
Industrial disputes disappear when workers develop loyalty to the organization.
Trade unions welcome this type of participation.
Conclusion: Complete control by workers is not an answer to the problem of participation
because the workers do not evince interest in management decisions.
4. Participation through Staff and Works Councils
Staff councils or works councils are bodies on which the representation is entirely of the
employees. There may be one council for the entire organization or a hierarchy of councils. The
employees of the respective sections elect the members of the councils. Such councils play a
varied role.
Their role ranges from seeking information on the managements intentions to a full
share in decision-making.
Such councils have not enjoyed too much of success because trade union leaders fear the erosion
of their power and prestige if such workers bodies were to prevail.
5. Participation through Joint Councils and Committees
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The worker has no say in other vital issues of concern to him issues such as job and
income security, welfare schemes and other policy decisions.
8. Participation through Suggestion Schemes
Employees views are invited and reward is given for the best suggestion. With this scheme, the
employees interest in the problems of the organization is aroused and maintained. Progressive
managements increasingly use the suggestion schemes. Suggestions can come from various
levels. The ideas could range from changes in inspection procedures to design changes, process
simplification, paper-work reduction and the like. Out of various suggestions, those accepted
could provide marginal to substantial benefits to the company. The rewards given to the
employees are in line with the benefits derived from the suggestions.
9. Participation through Quality Circles
Concept originated in Japan in the early 1960s and has now spread all over the world. A QC
consists of seven to ten people from the same work area who meet regularly to define, analyze,
and solve quality and related problems in their area. These circles require a lot of time and
commitment on the part of members for regular meetings, analysis, brainstorming, etc. Most
QCs have a definite life cycle one to three years. Few circles survive beyond this limit either
because they loose steam or they face simple problems. QCs can be an excellent bridge between
participative and non-participative approaches. For QCs to succeed in the long run, the
management needs to show its commitment by implementing some of the suggestions of the
groups and providing feedback on the disposition of all suggestions.
Training in problem-solving techniques is provided to the members. QCs are said to provide
quick, concrete, and impressive results when correctly implemented.
Advantages
Employees become involved in decision-making, acquire communication and analytical
skills and improve efficiency of the work place.
Organization gets to enjoy higher savings-to-cost ratios.
Chances of QC members to get promotions are enhanced.
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10. Empowered Teams
Empowerment occurs when authority and responsibility are passed on to the employees who
then experience a sense of ownership and control over their jobs. Employees may feel more
responsible, may take initiative in their work, may get more work done, and may enjoy the work
more. For empowerment to occur, the following approach needs to be followed as compared to
the traditional approach:
Element Traditional Organization Empowered Teams
Organizational structure
Job designManagement role
Leadership
Information flow
Rewards
Job process
Layered, individual
Narrow, single task
Direct, control
Top-down
Controlled, limited
Individual, seniority based
Managers plan, control,
improve
Flat, team
Whole process, multiple tasks
Coach, facilitate
Shared with the team
Open, shared
Team-based, skill-based
Teams plan, control, and
improve
Features of empowered or self-directed teams
Empowered to share various management and leadership functions.
Plan, control and improve their work.
Often create their schedules and review their performance as a group.
May prepare their own budgets and co-ordinate their work with other departments.
o Usually order materials, keep inventories and deal with suppliers.
o Frequently responsible for acquiring any new training they might need.
o May hire their own replacement to assume responsibility for the quality of their
products or services
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Interpretation
We can say from the above analysis that 25% of the executives agreed that worker participation
in management was excellent while 45% of the executives felt very good, 10% of the executives
felt good, 12% of the executives felt average.
2. Do you feel that your company has been considering you at the different levels of decision
making?
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49
S.No Executive
views
No of
respondents
Percentage of
respondents
1 Strongly
agree
20 33
2 Agree 13 22
3 Undecided 19 32
4 Disagree 6 10
5 Strongly
disagree
2 3
Total 60 100
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Interpretation
We can say from the above analysis that the participation of workers in management and its
affect on efficiency, where 28% of executives strongly agreed and 10% of the executives
strongly disagreed, where as 42% of executives agreed.
4. The perception of executives and employees part of management in decision making.
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52
S.No Executive
views
No of
respondents
Percentage of
respondents
1 Large Extent 16 27
2 Some Extent 20 34
3 Little Extent 14 23
4 Poor 10 16
Total 60 100
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Interpretation
From the above analysis it is expressed that 27% of executives felt large extent, 34%of
executives felt some extent,23% of executives felt little extent and the rest felt poor about the
perception of executives and employees part of management in decision making.
5. Give your opinion about the work climate provided by the organization?
53
S.No Executive
views
No of
respondents
Percentage of
respondents
1 Excellent 19 32
2 Very good 14 23
3 Good 17 28
4 Average 8 14
5 Poor 2 3
Total 60 100
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Interpretation
We can say from the above analysis that 32% of the executives felt excellent about the work
environment provided to the workers, 23% of the executives felt very good,28% of the
executives felt good, and remaining of them felt average with the work environment.
6. The perception of executives and employees part of management in decision making.
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55
S.No Executive
views
No of
respondents
Percentage of
respondents
1 Strongly
agree
20 34
2 Agree 16 27
3 Disagree 14 23
4 Strongly
disagree
10 16
Total 60 100
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Interpretation
We can say from the above analysis that the perception of executives and employees part ofmanagement in decision making, where 27% of executives strongly agreed and 23% of the
executives disagreed, where as 16% of executives strongly disagreed.
7. Can employees participation in management help improve their productivity and efficiency?
56
S.No Pinions Executives Percentage
1 Stronglyagree 17 28
2 Agree 21 35
3 Disagree 19 32
4 Strongly
disagree
3 5
Total 60 100
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Interpretation
We can say from the above analysis that the participation of employees in management improve
their productivity and efficiency, where 32% of executives strongly agreed and 5% of executives
strongly disagreed, where 32% of executives disagreed.
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8. The perception of executives and employees with respect to satisfaction of Civimec.
58
S.No Executive
views
No of
respondents
Percentage of
respondents
1 Excellent 23 38
2 Very good 17 28
3 Good 10 17
4 Average 7 12
5 Poor 3 5
Total 60 100
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Interpretation
We can say from the above analysis that 38% of the executives felt excellent and satisfied with
the organization. Where 28% of the executives felt very good, 17% of the executives felt good,
and remaining of them are less satisfied by their organization.
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Interpretation
We can say from the above analysis that 28% of the executives felt excellent about the Role of
the union in participative management. Where 32% of the executives felt very good,24% of theexecutives felt good, and remaining of them felt average with union role in participative
management.
10. Communication between employees and management is necessary.
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Interpretation
From the above analysis it is expressed that 30% of executives felt excellent, 28%of executivesfelt very good,39% of executives felt good and the rest felt poor about the suggestions put forth
by employees given due in the organization.
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Interpretation
We can say from the above analysis about the satisfaction levels for the involvement inmanagement process, Where 32% of executives felt excellent and 23% of executives felt very
good,28% of executives felt good,14% of executives felt average, where as 3% of executives felt
poor.
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Interpretation
We can say from the above analysis that 28% of the executives felt secured about their job in the
organization, 42% of the executives felt very well, and 14% of the executives felt good, and
remaining of them felt averagely secured about their job in the organization.
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Interpretation
It is clear from the above analysis that 33% executives strongly agreed that establishment of
workers committees preserved good relations between employers and employees while 22% of
the executives agreed, 32% of the executives undecided and remaining disagreed with the above
statement.
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15. Do you agree that the plant council plays an important role in operational areas, economic
areas and welfare areas?
71
S.No Executive
views
No of
respondents
Percentage of
respondents
1 Strongly
agree
27 45
2 Agree 15 25
3 Undecided 6 10
4 Disagree 7 12
5 Strongly
disagree
5 8
6 Total 60 100
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Interpretation
It is clear from the above analysis that 45% executives strongly agreed that the planned council
plays an important role in the operational, economic & welfare areas, 25% of the executives
agreed, 10% of the executives undecided with the above statement.
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16. What is your opinion about the councils working and performance?
73
S.No Executive
views
No of
respondents
Percentage of
respondents
1 Excellent 19 32
2 Very good 17 28
3 Good 14 23
4 Average 6 10
5 Poor 4 6
Total 60 100
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17. Is there any benefit by workers participation in management to achieve the following
objectives?
75
S.No Executive
views
No of
respondents
Percentage of
respondents
1 Economic
objectives
17 28
2 Social
objectives
21 35
3 Psychological
objectives
19 32
4 All the above 3 5
Total 60 100
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Most of the respondents felt very good regarding the workers participation in the
organization.
Most of the respondents strongly agreed that workers are considered at different
levels of decision making.
Most of the respondents agreed that workers participation in management increase
efficiency of the workers.
Most of the respondents felt excellent about the work climate provided by the
organization.
Most of the respondents agreed that employees participation in management help
improve their productivity and efficiency.
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ANNEXURE
1) What is your opinion about workers participation in management in your organization?
a)Excellent b)Very good c)Good d)Average e)Poor
2) Do you feel that your organization has been considering you at the different levels of
decision making?
a) Strongly agree b) Agree c) Undecided d) Disagree e) Strongly disagree
3) Do you agree workers participation in management increase efficiency of the workers?
a) Strongly agree b) Agree c) Undecided d) Disagree e) Strongly disagree
4) The perception of executives and employees part of management in decision making.
a) Large extent b) Some extent c) little extent d) Poor
5) Give your opinion about the work climate provided by the organization?
a) Excellent b) Very good c) Good d) Average e) Poor
6) The perception of executives and employees part of management in decision making.
a) Strongly agree b) Agree c) Disagree d) Strongly disagree
7) Can employees participation in management help improve their productivity and efficiency?
a) Strongly agree b) Agree c) Disagree d) Strongly disagree
8) The perception of executives and employees with respect to satisfaction of Civimec.
a) Excellent b) Very good c) Good d) Average e) Poor
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9) Role of the union in participative management.
a) Excellent b) Very good c) Good d) Average e) Poor
10) Communication between employees and management is necessary.
a) Strongly agree b) Agree c) Disagree d) Strongly disagree
11) Suggestions put forth by employees given due.
a) Excellent b) Very good c) Good d) Average e) Poor
12) Employees satisfaction involving their participation in management.
a) Excellent b) Very good c) Good d) Average e) Poor
13) Job security in the organization is.
a) Excellent b) Very good c) Good d) Average e) Poor
14) Does establishment of the workers committee preserving amity and relations between the
employers and employees?
a) Strongly agree b) Agree c) Undecided d) Disagree e) Strongly disagree
15) Do you agree that the plant council plays an important role in operational areas, economic
areas and welfare areas?
a) Strongly agree b) Agree c) Undecided d) Disagree e) Strongly disagree
16) What is your opinion about the councils working and performance?
a) Excellent b) Very good c) Good d) Average e) Poor
17) Is there any benefit by workers participation in management to achieve the following
objectives?
a) Economic objectives b) Social objectives c) Physiological objectives d) All
18) Do you agree that the plant council an important role in operational areas economic areas and
welfare areas.
a) Strongly agree b) Agree c) Disagree d) Strongly disagree
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