A STUDY ON “INDUSTRIAL RELATIONSHIP”

AT

GTN TEXTILES LTD

INTRODUCTION

THE CONCEPT OF INDUSTRIAL RELATIONS MEANS THE

RELATIONSHIP BETWEEN EMPLOYEES AND
MANAGEMENT IN THE DAY-TO-DAY WORKING
INDUSTRY. BUT THE CONCEPT HAS A WIDE MEANING.
WHEN TAKEN IN THE WIDER SENSE, INDUSTRIAL
RELATIONS IS A “SET OF FUNCTIONAL
INTERDEPENDENCE INVOLVING HISTORICAL,
ECONOMIC, SOCIAL, PSYCHOLOGICAL, DEMOGRAPHIC,
TECHNOLOGICAL, OCCUPATIONAL, POLITICAL AND
LEGAL VARIABLES”.

ACCORDING TO DALE YODER, INDUSTRIAL RELATIONS

ARE A “WHOLE FIELD OF RELATIONSHIP THAT EXISTS
BECAUSE OF THE NECESSARY COLLABORATION OF
MEN AND WOMEN IN THE EMPLOYMENT PROCESS OF
AN INDUSTRY. THE CONCEPT OF INDUSTRIAL
RELATIONS HAS BEEN EXTENDED TO DENOTE THE
RELATIONS OF THE STATE WITH EMPLOYERS,
WORKERS, AND THEIR ORGANIZATIONS. THE SUBJECT
THEREFORE INCLUDES INDIVIDUAL RELATIONS AND
JOINT CONSULTATIONS BETWEEN EMPLOYERS AND
WORK PEOPLE AT THEIR WORK PLACE COLLECTIVE
RELATIONS BETWEEN EMPLOYERS AND THEIR
ORGANIZATIONS AND TRADE UNIONS AND PART
 PLAYED BY THE STATE IN REGULATING THESE
RELATIONS.

NEED OF THE STUDY

Any organization to be effectively performed should have sound Industrial

Relations. A sound Industrial Relations comprises..,
1. Congenial relations between employees and employer.
2. Congenial labor management relations
3. Minimized industrial conflicts
4. Highly developed trade unions
5. Contribution to the organizational objectives
With respect to all these requirements an IR has to be maintained. As the
contribution of IR is vast there is a definite need to undertake a study to assess
and to develop the given requirements.

OBJECTIVES OF THE STUDY

1. To find the nature of relationships in and between different organizational

levels.
2. To assess the relationship between Employees, Unions and Employers.
3. To offer suggestions for improvement of industrial relations in G.T.N.
Textiles
4. To offer suggestions by assessing the industrial democracy.
5. To promote and develop congenial relations between employees and
employer.
SCOPE OF THE STUDY

1. Relationship among employees, between employees and their superiors

or managers in and between different organizational levels.
2. Collective relations between trade unions and management

Methodology:

1 Any discipline whether small or serious will generally been noticed by

the line supervisory. It can be either behavior in discipline or violation of
production norms

2 A communication to that effect will be written in the prescribed proforma

3 By the true supervisor where he will narrate the incident of the/nature of
the indiscipline, the worker is indulged, in a send to the head of the
department. The head of the department then goes through the complaint and
conducts the preliminary enquiry. He writes his comments over the
seriousness of the indiscipline and his name is sent to the two general
managers. The head of the department will not comment over the proposed
action of the punishment.

4 SGMW and SGMT in consideration with the SDGMP, taking into

consideration the prevailing situation with regard to the industrial relation,
union management relation and the employees (against whom the complaint
has made) behavior with his past records, will decide the proposed action
against the employer indulged in discipline
Research Design
This study on Industrial Relations has been carried out at GTN Textiles’
manufacturing plant, Medak Unit. A certain sample of workmen and staff has
been chosen for the process. The views of staff and workmen have been
extracted separately with the help of a pre-devised questionnaire. And in the due
process of the study a detailed analysis has been done on the responses given by
them.

Data collection method

The data collected to carry out the study involves two types of data.

1 Primary Data: The primary data has been collected from the employees.
This data helps most for the completion of the study by providing full and
direct information, which needs some interpretation and analysis, to attain the
objectives of the study.

2 Secondary Data: This secondary data has been collected from various
sources such as books, journals, magazines and sites. Although the data
collected or gathered from these sources neither participate directly in the
analysis nor influence the outcomes. This forms a basis for an effective
approach in making a report of what has been studied. This data forms a part
of the report and facilitates to acquire pre-requisite knowledge regarding the
study under consideration.

Data collection tools

1 To collect the above-mentioned primary data, the following tools can

serve at its best:
2 Personal Interview: The employees under consideration have been
interviewed personally to get the desired responses by asking questions. And
those responses were noted.
 3 Structural Questionnaire: The questionnaire consists of a set of close-
ended questions, which are orderly arranged to extract the best from
employees. In this study we make use of the questionnaire, for collecting the
responses of workmen level and staff level separately

Research measuring tools

To carry out the above laid research design and to collect data in the prescribed
manner, we have to use a tool that facilitates our study. As we cannot take all
employees into consideration certain sample of staff and workmen is
considered.

1 Sampling: To best suit this study a stratified sampling is undertaken. As

per the company’s requirement the following sampling plan is designed.
2 Sampling plan: The employees come to plant in 4-shifts viz., A-shift, B-
shift, C-shift and one General shift. . There are 6 departments
3 Sampling size:

The sample size for workmen level is 30

The sample size for staff level is 20

Thus the total sample size is 50

 Literature Review

According to the ILO, “ Industrial relations deal with either the relationships
between the State and employers’ and workers’ organization or the relationship
between the occupational organization themselves. The ILO uses the expression
to denote such matters as freedom of association and the protection of the right
to organize, the application of the principles of the right to organize and the
right of collective bargaining, collective agreements, conciliation and arbitration
and machinery for cooperation between the authorities and the occupational
organizations at various levels of economy.”

“The concept of industrial relations has been extended to denote the relations of
the State with employers, workers and their organizations. The subject,
therefore, includes individual relations and joint consultation between
employers and work people at their work place; collective relations between
employers and their organizations and trade unions and the part played by the
State in regulating these relations.”

Thus Industrial Relations may be defined as: “The relations and interactions in
the industry particularly between the labor and the management as a result of
their composite attitudes and approaches in regard to the management of the
affairs of the industry, for the betterment of not only the management and
workers but of the industry and natural economy as a whole.”

Company profile

G.T.N.Textiles is one of the leading and popular spinning mills in India

incorporated in 1962. It is creating waves in the textiles sector and a close
competitor for Vardhaman and Coats. It is having as larger investor base all
over India and listed in BSE and NSE.

The Company, GTN textiles, engaged in the Manufacture of cotton yarn, mainly
of finer counts was incorporated in, 1962, in Alwaye, Kerala, and at present
belongs to the Patodia GTN Group. It has constantly modernized its production
facilities. It has vertically integrated manufacturing set-up to product fine and
superfine cotton yarns, grey knitted fabrics, gassed fabrics, mercerized fabrics
and life style garments in Double Mercerized cotton

It has the two subsidiary companies viz. G.T.N Exports Ltd. and Pack worth
Udyog Ltd. GTN at present exports 99% of its turnover. It is a major exporter to
Hong Kong, Japan, South Korea, Singapore, US and Canada and is also quite
dominant in Italy, Germany, and the Netherlands. An American firm that sells
them under the famous Cutter & Buck brand- brand that Clinton the golfer
wears acquires T-shirts made by it.

Patspin India Ltd., a 100% Export Oriented Unit, has been promoted by the
company along with M/s Itochu Corporation, Japan & M/s Kerala State
Industrial Development. It has also strong marketing network in various
countries to create a brand name.GTN has entered the domestic market as well
with its golf and lifestyle.
GTN Textiles Ltd has recorded a six per cent growth in its sales at Rs 243.61
crore realized for the year ended March 31, 2007 compared to Rs 230.01 crore
in the previous fiscal.

RECENT DEVELOPMENTS

The company's net profit for the year has almost doubled to Rs 7.08 crore as
against Rs 3.63 crore. The board of directors of the company has declared 20
per cent dividend for the year 2006-07. As per the audited financial results of
the company, GTN could bring down its interest charge during the year to Rs
14.58 crore from the previous year's Rs 16.43 crore.

The company which has undertaken modernization of its unit at an outlay of Rs

39.78 crore has spent Rs 26.31 crore as on March-end and the modernization is
scheduled to be completed by December 2007. Patspin India Ltd net up Patspin
India Ltd, the 100 per cent export oriented unit from the GTN staple, has
recorded Rs 8.60 crore net profit for the year ended March 31, 2007 as against
Rs 5.98 crore in the previous year. Its sale income from operation for the year
stood at Rs 100.57 crore compared to previous year's sale of Rs 108.28 crore.
The board of directors has declared a 9 per cent dividend for shareholders for
the year.

GTN Textiles Ltd has reported 13 per cent drop in its operative income for the
quarter ended aprial 30, 2007 compared to its net sales realized for the
corresponding period in the previous year. Its net income fell to Rs 45.45 crore
against Rs 52.47 crore.

The company's net profit for the quarter went down by 58 per cent at Rs 67 lakh
against Rs 1.58 crore. The profit margin as a percentage to net sale income
during the period too was sliced almost by half at 1.47 per cent against three per
cent in the previous year.
GTN's stock-in-trade during the quarter went up to Rs 12.54 crore from
previous year's Rs 5.99 crore. Its raw material cost too was higher this time,
from Rs 27.32 crore last year to Rs 29.14 crore. Patspin India Ltd: Despite
showing a 12 per cent increase in its net sale income for the quarter ended aprial
30, 2007, Patspin India's net profit fell to Rs 1.47 crore for the quarter compared
to Rs 1.92 crore for the corresponding period in the previous fiscal. Its total sale
was higher at Rs 26.32 crore (Rs 23.34 crore). As against this, the total
expenditure incurred during the period was higher at Rs 21.41 crore (Rs 17.73
crore).
TWO promoters of GTN Textiles Ltd (GTL), a Kerala-based Rs 231-crore yarn
manufacturer, have been gifted over one lakh equity shares each by another
promoter of the company.

The GTL Vice-Chairman and Managing Director, Mr. Binod Kumar Patodia,
was gifted 1,07,440 equity shares and the GTL Managing Director, Mr.
Mahendra Kumar Patodia another 1,07,440 equity shares by their mother, Ms
Deoki Devi Patodia.

The shares gifted by Ms Patodia are currently categorized under the promoter's
holding. Hence, according to the company officials, the total promoter's
shareholding in the company would remain unchanged in the post-gift scenario.
As on December 31, 2006, Mr. Binod Patodia holds on his individual capacity
of 3,45,630 shares, which rose to 4,53,070 by January 31, 2007. Under the HUF
category, he held 5, 79,440 shares as on December 31, 2006, which remained
unchanged.
In the case of Mr. Mahendra Patodia, he held in his individual capacity 6,34,842
shares as on December 31, 2006, which rose to 7,42,282 shares by January 31,
2007.

Awards of the Company

 Mill Exporter Yarn Gold Trophy Texprocil 1998-99 GTN Textiles

Ltd

 TEXPROCIL award winner 2001-02

  GTN Textiles - Manufacturer-Exporter - Yarn, Gold Award

 TEXPROCIL award winner 2002-03

 GTN Textiles - Manufacturer-Exporter - Yarn, Gold Award

Future Plans
It also plans to step into compact spun yarn and enhance its marketing
infrastructure as Compact spinning which is the latest spinning technology in
the world, produces yams of high quality, which will further diversify the
product mix of the Company. Expecting tough competition in the near future
due to the opening up of world markets, the company has decided to lay more
emphasis on product/market development, value-added yarns, customer services
and technology up gradation. Company is of the view that, with focused
efforts on technological advancements, product diversification, strategic
marketing, cost control measures across the units and debt revamping will
help in maintaining the bottom line and along with this , the new markets
will help the company to maintain its leadership in medium, fine and super
fine segments.

GROUP PROFILE
“THE MARKET PLACE IS THE DRIVING FORCE BEHIND
EVERYTHING GTN DOES”

GTN group, an organization with over five decades of ceaseless efforts to select
the best natural cotton fiber from the world markets and convert it into value
added products such as high end fine count gray yarns, gassed yarns, mercerized
and dyed yarns, knitted and woven fabrics and double mercerized garments at
the consumer end of the markets.
Vertically integrated manufacturing set-up to produce fine and superfine cotton
yarns, grey knitted fabrics, mercerized fabrics, gassed fabrics and life style
garments in double mercerized cotton offers a unique one stop shop to those
looking for an operationally strong and reliable source.

EXPORT PERFORMANCE
From the multi-location facilities in India, with an aggregate of 1,63,000
spindles, GTN has achieved performances which have been widely recognized
in the market place:

Leading exporters of fine and superfine cotton yarns.

Winner of the “best exporter award from government of India continuously 8

years.”

Group annual exports exceeds 3 billion Indian rupees (us $ 66 million)

PRODUCT RANGE

 Cotton yarns – count group NE20s to NE140s.

 Two for one twisted – knitting and weaving yarns.
 Gassed mercerized, mercerized dyed, Moulin, gray knitted and gassed
fabrics
 Double mercerized garments.

PORTFOLIO MIGRATION AND CORE COMPETENCE

From fibers to fashion the range of competencies in GTN group is simply long,
linear and vast, be it spinning or mercerizing, knitting or weaving, designing or
confection. Portfolio migration determined by core competence makes GTN an
extraordinarily focused company and a reliable business partner to those, when
time is of essence, quality is a passion, class and comfort a way of life.
QUALITY ASSURANCE
The focus of the quality policy of GTN group has been to provide products at a
price and service advantage through direct response mechanism .in order to
sustain the investments in the key technology areas concerning our business, at
GTN we have made significant investments in the testing and quality assurance
equipment from the best in the world in each of our production bases and also
ensured a company-wide standardization discipline through implementation of
ISO9002 norms. These are reinforced periodically through personal interactions
between our field representatives and consumers of our products.

QUALITY POLICY

 Highest level of customer satisfaction by meeting stated and perceived

requirement maintaining consistency and timely delivery.

 Continual up gradation of product quality and technology supported by

R&D efforts in cost-effective manner.

 To meet changing global demand for specialized yarns.

 Motivating personnel for ensuring quality awareness at all levels.

 Ensuring better quality life by its commitment to social and

environmental needs.

QUALITY OBJECTIVES

 ENSURE highest level of customer satisfaction through

 Understanding the customer related requirements fully, measured by the
no. of amendments to work-order.
 Complying with these consistently
 Ensuring timely delivery. Presently this is near 100%
  ENSURE continual up gradation of product quality, both to meet the
customer’s requirements and excel in business, as an ongoing process,
through adoption of latest techniques/developments relevant to the
industry consistent with the cost. This process pervades through the entire
spectrum of organization activity.
 AFFIRM persons who are aware, competent and trained to do the job
undertake all activities pertaining to quality of product/services.
 AFFIRM the activities/services

Industrial relations andTrade union movements GTN

textiles (Medak unit).

The spinning mill was established in the year 1984 with a work force of 400 of
these 300 were working in worker category and the remaining were staff.
Textile industry was very new to this area and the skilled workers were not
available. The management brought some experienced workers from some parts
of Tamilnadu and Kerala. Since all this out source workers had already exposed
to the trade unionism and did not take much time to get unionized. A full-
fledged trade union emerged consequently in the year 1986. Initially two groups
were formed and had affiliation to Indian national trade union Congress and
Bharath masdoor sung. Management had a joint understanding with both the
groups, with regard to work load norms, wages and other service conditions.
This agreement was also registered as tripartite settlement with the government
under Sub section 12 (3) of the section of industrial disputes out 1947

Things were fairly peaceful for 3years some of the workmen started showing
allegiance towards communist groups. The atmosphere among the workmen
began to pollute with 3 different Ideologies of 3 distinguished groups. Each
group tried to dominate the others to show its Supremacy. In the process
however, there was no much disturbance to the work in the establishment but
there had been lot of fighting among the workmen. The communist group
succeeded to establish their majority and could gain the ground as the
recognized and majority union. This was affiliated to IFTU, a service
organization of the extremists.

The leaders are from local area and the supporting workers were mostly from
outside the state. Leaders slowly tried to inculcate militants in the trade unions
as it was their primary objective .It was in the month of October 1988 and it was
the time for the demand for bonus for the year 1987-1988.The union though, are
not entitled for bonus as per the payment of bonus Act 1965, that to at 20%. The
management expressed the inability, in the lite of the company not registering
any profit during the set accounting year.

The union existing for the same, and began to non co-operate with the
management in production in shop floor. The management how ever considers
the payment of some amount as exgressia in place of bonus, not satisfied by
the offer.

The union stood on their demand for 20% of bonus. The leaders instigated the
workmen to intensify their non co-operation by giving false information about
the companies profits and quoting another companies profits.

The workmen entertain very high hopes about their owners and blindly
followed the instructions of the leaders. The situation began to worsen day by
day, and the management has to face various problem in production and the
quality of the product, in this situation are kept for 5 months and the union send
a strike notice in the month of march 1989.The strike was band, though the
strike was prohibited by the government in the textile industry, being a public
utility concern with all the jubilance and high spirits, ignited by the union
leader. The workmen suddenly resorted to strike on 10 April 1989. Slogans,
derogatory remarks on the executive threatening, abusing have ruled the day
every day. The management efforts to make the workmen understand the actual
situation, their notices, their counseling and various other methods did not
change the attitude of the workmen. They use to come into the establishment
and mark attendance, sit in the shop floor and indulging in singing, dancing,
gambling and playing dice, all through in the shop floor. The matter were refer
to labour department, a series of conciliation meeting were held for four months
April, May, June, July and yet their was no positive result, and the strike was
continuing unabated enough damage was done and it was also doubted by the
management that the company could no longer with stand such heavy losses.

However the management kept alive the dialogue with the union leader for the
labour department.

The management having exhausted with all the alternatives self justified in
declaring lock out of the establishment. Since all the workmen were sitting idle
inside all seven days a week, it was not possible to forcibly evaluate them to
declare the lock out. The management had to wait till the public holiday
and accordingly declared the lock out on 15 August 1989.

This action by the management created confusion among the workmen. The
workmen began to realize the gravity of the situation and discussed among
themselves to rectify the situation for their own survival. As a result their came
a vertical split among the voters the locals with in the state tried to unite and
leave the communists and show their allegiance to the local INTUC leaders.
The workmen belonging to other states continued to repose their confidence in
communists. The differences between these two separated them from each
other, this lead to physical attachment between these two and in the process
some of the INTUC workers were seriously injured. The senior leadership of
INTUC from the state interfered and tried to solve the problem.

The management invited this Faction of the union and came to an understanding
to lift the lock out. Lock out was lifted on 22 October 1989. The communist
group agreed by this, tried to indulge in physical assaults on the loyal workmen
of INTUC in the establishment. Many of the IFTU workmen were absent
fearing in the revenge by the INTUC group. The establishment was slowly
coming back to normal position. The IFTU leaders and the workmen, who have
been continuously absenting for duties, hatched a plan to attack the INTUC
workers to create a panic among them and to create terror among the workers.
As per their master plan, attacked the INTUC worker in the establishment while
they were on duty on 28 February 1990 in the midnight. They carried with them
sticks, daggers, iron rods etc., the worker were suddenly attacked inside the
factory and killed 5 of them and seriously injured 50 other workmen. The
management and the worker both under stunned and though for a while that was
the end of it. The management took care of all injured admitting them in
hospitals and pay due compensation to the braved families of 5 deceased
workmen. Many of their workers ran off from the company out of fear, The
work came to stand still but only 40 workers were present out of 350. The
workers who lives of the adjacent village only remained, the management did
not loose faith on the Loyal workmen and tried to re-establish its part glory.

The company came under protection of 50 odd policemen. The district SP

personally gave the assurance of safety under police custody to all workmen.
The workmen responded positively and co-operated with the management. The
management started recruiting fresh workmen and the company re-opened on
12 March 1990. The establishment gained strength day by day, and in the month
of September started working at full capacity. The could able to export 100% of
its goods to the developed countries. The rebuilding of confidence, spirit and
faith, though took 6 months was amazing.

The company during these 6 months grown from 0-100. The media all over the
country covered the whole episode created history in the surroundings and that
ghastly incident of February 29 1990. Every thing ended with a good, not to be
in a fairy tale

“They lived happily ever after”.

Disciplinary procedure
Disciplinary procedure in GTN textiles ltd is followed as per, a set of norms
with in the preview of labour laws. We have to first compliment the
management of GTN textiles ltd for maintaining absolute among its employees
by sparingly using punitive methods. The discipline here is very strongly
guarded both by the management and workmen during last 15 years. This is also
evident by the survey we conducted at random among the employees.
Now we briefly discuss about the disciplinary procedure being followed in
GTN.

MANAGEMANT ACTION
Minor misconduct :
Minor misconduct will be given a show cause notice to the employee asking for
explanation written in 48 hours.

If his explanation is satisfied he will be given a warning or suspended for three

days. In some cases his increments will be withheld for three years, demote to
the next lower.

Major misconduct :
On the issuing an employee a charge sheet he would be suspended to the other
proceedings. An outside professional will be appointed as the enquiry officers
and the enquiry will conducted in to the changes delinquent employees and if
the misconduct is established appropriate disciplinary actions will be taken
against him. As the management deems fit as the proper circumstances, proper
in particular care, punishment may range from service under normal
circumstances. The dismissed employee will not re-consider as the employee, if
at all management consider to reinitiate back of humanitarian or sympathetic
grounds. They may do so offering him a fresh temporary employment, keeping
in an observation for six months and without continuity of his fast service. All
the above actions by the management punishment with regards to punish for
their misconduct subject to relevant provision laid under labour acts.

GRIEVANCE PROCEDURE:

Grievances for the employees in GTN textiles are considerably low therefore
the grievance re-dressel system does not follow any specific set of terms and
conditions the management believes in preventions than cure, for example there
is not even one grievance from any the employee. With regard to the payment,
fulfillment of statutory benefits on behalf of employees. Payments of loans and
the advances at least during last 15 years. The employees have easy access to
top management and since the management and workmen has good relation.
Grievances if any are being sorted out without any elaborate re-dressal systems.
 INDUSTRIAL RELATIONS

INTRODUCTION

The concept of Industrial Relations means the relationship between employees

and management in the day-to-day working industry. But the concept has a
wide meaning. When taken in the wider sense, Industrial Relations is a “set of
functional interdependence involving historical, economic, social,
psychological, demographic, technological, occupational, political and legal
variables”.

According to Dale Yoder, Industrial Relations are a “whole field of relationship

that exists because of the necessary collaboration of men and women in the
employment process of an industry. The concept of industrial relations has been
extended to denote the relations of the state with employers, workers, and their
organizations. The subject therefore includes individual relations and joint
consultations between employers and work people at their work place collective
relations between employers and their organizations and trade unions and part
played by the state in regulating these relations.

Three Actors of Industrial Relations

According to John T. Dunlop three major participants or actors of industrial
relations viz., workers and their organizations, management and Government
are identified.

Workers and their organizations

The total worker plays an important role in industrial relations. The total worker
includes working age, educational background, family background,
psychological factors, culture, skills etc., Worker’s organizations prominently
known as trade unions play their role more to protect the workers’ economic
interest through collective bargaining and by bringing pressure on management
through economic and political tactics.
Employers and their organizations
Employer is a crucial factor in industrial relations. He employs the worker, pays
the wages and various allowances, and regulates the working relations through
various rules, regulations and by enforcing labour laws. Employers form their
organizations to equate or excel their bargaining power with that of trade
unions. These organizations protect the interest of the employer by pressuring
the trade unions and government.

Government
Government plays a balancing role as custodian of the nation. Government
exerts its influence on industrial relations through its labour policy, industrial
relations policy, implementing labour laws, the process of conciliation an
adjudication by playing the role of a mediator etc.,

Principles of Sound Industrial Relations

Maintenance of sound industrial relations is as crucial and difficult as that of
human relations. Hence, the following principles should be followed to maintain
sound industrial relations:

• Recognition of the dignity of the individual and of his right to personal

freedom and equality of opportunity.
 • Mutual respect, confidence, understanding, goodwill, and acceptance of
responsibility on the part of the both employer, management and workers
and their representatives in the exercises of the rights and duties in the
operation of the industry.
• Similarly, there has to be an understanding between the various
organizations of employers and employees who represent the
management and workers.

Functional requirements for Sound Industrial Relations

• Top management support: Since industrial relations is a functional staff

service, it must derive authority from the line organization. This is
accomplished by having the industrial relations director report to the top
line authority- the president, chairman or vice-president. Besides, top
management must also set an example for others.
• Sound Personnel Policies: They constitute a business philosophy for the
guidance of the human relations’ decisions of the enterprise. The purpose
of such policies is to decide ahead of emergency and what shall be done
with a large number of problems that may arise daily. Policy can be
successful only when it is followed at all levels from top to bottom.
• Adequate practices: Adequate practices should have been developed by
professional in the field to assist the policies of the units. A system of
procedures is necessary to translate intention into action. The procedure
and practices of industrial relations are the “tools of management” which
keep the supervisor ahead of his job; the work of time-keeping, rate
adjustments, grievance reporting a merit rating.

• Detailed supervisory training: To carry out the policies and practices by

the industrial relations staff the job supervisors must be trained in detail,
and the significance of the policies must be communicated to the
employees. They must be trained in leadership and communication.
Follow-up of results:

Constant review of the industrial relations programme is necessary not only to

evaluate existing practices but also as a check on certain undesirable tendencies.
Follow-up of turnover, absenteeism departmental morale, grievances, employee
suggestions, wage administration, etc., must be supplemented with continuous
research to make certain that the policies pursued are those best fitted to
company needs and employee wishes.

It has been realized in Vedas that one of the important factors necessary for
happiness in a group or community is good mutual relations. The industrial
relations machinery during the Vedic times consisted of madhyamasi
(mediator), a man of position and influence in the society. People in the rural
community were able to solve and settle disputes by themselves. The village
officials attended to and solved the local problems. They were invested with
judicial as well as executive authority.

This system prevailed under the Hindu government. The unions were not only
the assemblies of the employees but they were also the institutions for
maintaining cordial relations between employers and employees.

Every effort was made to improve the mutual relations between capital and
labor. The Law givers (like Sukra) have warned the employers that employees
become their enemies, in case they use harsh words, inflict heavy punishment,
cut their wages, and treat them dishonorably. The employees who were treated
with respect or kept content with their wages, and addressed with sweet words
never leave the employer. In the Epics also, the employees were treated with
respect, given some gifts and sweetly addressed.

To maintain good relations between employees and employers emphasis has

been laid on good treatment of employees and to condone their minor faults.
The lawgivers are unanimous in holding that disputes cannot end by continuing
them; but they should be settled by peaceful means. They have advised that no
employee should remain discontented because a disgruntled employee
encourages other employees to create industrial unrest. Therefore, in their
opinion, no such work or action should be undertaken if the employees show
opposition.
Not only during the Vedic times but also even today in the modern industrial
system cordial relations between the employees and employers play a crucial
role to build a strong industrial work setting.

Hence, maintenance of good human relationship is the main theme of industrial

relations, because in its absence the whole edifice of organizational structure
may crumble down.

Definition and concept of Industrial Relations

The term ‘Industrial Relations’ comprises ‘Industry’ and ‘relations’. Industry

means “any productive activity in which an individual is engaged”, and
relations means “ the relations that exist in the industry between the employer
and his workmen.” Observers like Dr. Kapoor say, “ Industrial Relations is a
developing and dynamic concept and as such no more limits itself merely to the
complex of relations between the unions and management but also refers to the
general web of relationships normally obtaining between employees- a web
much more complex than the simple concept of labor capital conflict.”

Different authors have defined industrial relations in somewhat different way.

Below are given some oft-quoted definitions:

FUNCTIONS OF INDUSTRIAL RELATIONS

• Communication is to be established between workers and the

management in order to bridge the traditional gulf between the two.

• To establish a rapport between managers and the managed.

• To ensure creative contribution of trade unions to avoid industrial

conflicts, to safeguard the interests of workers on the one hand and the
management on the other hand, to avoid unhealthy, unethical atmosphere
in an industry.

• To lay down such considerations which may promote understanding,

creativity and co-operative ness to raise industrial productivity, to ensure
better workers’ participation
Characteristics of Industrial Relations

• Industrial Relations are outcome of employment relationship in an

industrial enterprise.

• Industrial Relations develop the skills and methods of adjusting to a

cooperating with each other.

• Industrial relations system creates complex rules and regulations to

maintain harmonious relations

• The government-involves to shape the industrial relations through laws,

rules, agreements, awards etc.,

• The important factors of industrial relations are: employees and their

organizations, employer and their associations and government.

Importance of Industrial Relations:

‘Industrial Relations’ constitute one of the most delicate and complex problems
of modern industrial society. Industrial relations has become one of the vital
aspects in today’s industrial system as the times have always been changing
bringing a lot of change in working and living conditions of people. Keeping
pace with changing trends and tough competition with the world outside has
become the key factor. Many changes have occurred in just a few decades with
the advent of Industrial Revolution. The need for a more sophisticated industrial
system should be devised keeping employee and his needs in mind. The
importance of employee relations can be appreciated by observing the following
aspects/changes:

• With growing prosperity and rising wages, workers have gained better
living conditions, polished education, sophistication and generally greater
mobility.
 • Career patterns have changed as growing proportions have been
compelled to leave the farms and become wage and salary earners under
trying factory conditions.

• Large number of men, women and children dwelling in urban areas under
mass ignorance are drenched in poverty possessing diverse conflicting
ideologies. The working organizations in which they are employed have
become larger and shifted from individual to corporate ownership.

• There also exist status-dominated, secondary group-oriented,

universalistic and aspirant-sophisticated class in the urban areas.

• Employees have their unions and employers their bargaining associations

to give a tough fight to each other and establish their powers.

• The government has played a growing role in industrial relations, in part

by becoming the employer for millions of workers and in part by
regulating working conditions in private employment.

• Rapid changes have taken place in the techniques and methods of

production. Technological advances have eliminated long established
jobs and have created opportunities that require different patterns of
experience and education.

• Non-fulfillment of many demands of the workers has brought industrial

unrest. They are the points of flexion and the base of industrial edifice.

All these changes have made employment relationship more complex. Hence, a
clear understanding about these is as interesting as it is a revealing experience.
The creation and maintenance of good relations between the workers and the
management is the very basis on which the development of an Industrial
Democracy depends. It in turn seeks to gain cooperation of the two partners in
industry in the field of production and promotes industrial peace.

The healthy and orderly industrial relations in an enterprise generate attitudes

that procreate progress and stabilize democratic institutions. ‘Stable industrial
relations’ means a situation when requirements of management and the work
force are discussed between them in a spirit of mutual trust and confidence and
without causing friction. For example, the management would like to develop
stable relation with a view to getting a disciplined and conscientious workforce
for more work. This would reduce supervisory and administrative work as also
enable better planning for future production and expansion. The workforce, on
the other hand, expects liberal thinking by management and a more human
approach to its need by giving stable relations. Stable relationship is, therefore,
means to an end and not an end in itself. The unions are also involved in
industrial relations. Through stability they obtain for the work force more
benefits. The Government would like stable relations to prevail both for better
production and for easier law and order.

1 DATA ANALYSIS AND INTERPRETATION

The following are the analysis, interpretation and graphical representations of

the responses collected from the workmen. The inferences are drawn from these
graphs as under:
1. Employees’ opinion on the overall industrial relations:
TABULAR FORM:
 PARAMETERS WORKERS OPINION STAFF OPINION

GOOD 47% 95%

FAIR 43% 5%

TO BE IMPROVED 10% 0%

GRAPHICAL REPRESENTATION:

OPINION OF THE EMPLOYEES ON THE INDUSTRIAL RELATIONS

95%
100%
80%
47% 43%
60% WORKERS OPINION
40% STAFF OPINION
5% 10%
20% 0%
0%
GOOD FAIR TO BE IMP ROVED

INFERENCE:

1. As can be seen in the graph, around 47% of workers are of the opinion
that the overall industrial relations is good in theestablishment, while
43% of them feel that it’s fair whereas 10% of them suggest that it should
be improved.
2. In case of staff, 95% of them are of the opinion that the industrial
relations is good at the establishment, while 5% of them feel that it is fair.
3. On the whole majority of the employees at the establishment are satisfied
with the industrial relations.
2. Employees have free access to the top management:
TABULAR FORM:
 PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 77% 90%

DISAGREE 23% 10%

GRAPHICAL REPRESENTATION:

EMPLOYEES' HAVE FREE ACCESS TO THE TOP

MANAGEMENT

WORKERS' OPINION
100% STAFF OPINION
80% 90%
77%
60%

40%

20% 23%
10%
0%
AGREE DISAGREE

INFERENCE:

1. Around 77% of the employees’ agree that they have free access to the
management, whereas 23% of them feel they don’t have.
2. Regarding the staff level, 90% of them are satisfied with it whereas 10%
of them are dissatisfied.
3. On the whole majority of them are happy with their free access to the
management.
3. The top management listens to the employees
patiently:
TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 97% 100%

DISAGREE 3% 0%

GRAPHICAL REPRESENTATION:

TOP MANAGEMENT LISTENS TO THE

EMPLOYEES PATIENTLY

100%

80% 97% 100%

60%
WORKERS' OPINION
40% STAFF OPINION

20% 3% 0%

0%
AGREE DISAGREE

INFERENCE:

1. From the above graph it has been identified that 97% of the workers
agreed that the top management listens to them patiently, 3% of the
workers disagree.
2. From the above graph it has been identified that 100% of the staff agreed
that the top management listens to them patiently.

4. The management has faith in the employees as one of the main

resources:

TABULAR FORM:
 PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 100% 95%

DISAGREE 0% 5%

GRAPHICAL REPRESENTATION:

MANAGEMENT HAS FAITH IN THE EMPLOYEES

100%
100%
95%
80%

60%
WORKERS OPINION
40% STAFF OPINION

20% 0% 5%

0%
AGREE DISAGREE

INFERENCE:

1 From the above graph it has been identified that 100% of the workers
agreed the management has faith in the workers as they are one of the
main resources to the company.

2 From the above graph it has been identified that 95% of the workers
agreed that management has faith in the staff as they are one of the
main resources to the company and 5% of the staff disagreed

4. The management has faith in the employees as one of the main

resources:

TABULAR FORM:
 PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 100% 95%

DISAGREE 0% 5%

GRAPHICAL REPRESENTATION:

MANAGEMENT HAS FAITH IN THE EMPLOYEES

100%
100%
95%
80%

60%
WORKERS OPINION
40% STAFF OPINION

20% 0% 5%

0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 100% of the workers agreed the
management has faith in the workers as they are one of the main resources to
the company.
From the above graph it has been identified that 95% of the workers agreed that
management has faith in the staff as they are one of the main resources to the
company and 5% of the staff disagreed
5. Whether the employees have confidence in the top
management to run the industry efficiently:
TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF

 OPINION

AGREE 90% 100%

DISAGREE 0% 0%

CAN’T SAY 10% 0%

GRAPHICALREPRESENTATION:

EMPLOYEES HAVE CONFIDENCE IN THE

MANAGEMENT TO RUN THE INDUSTRY
EFFICIENTLY
100%
100% 90%

80%

60%
WORKERS OPINION
40% STAFF OPINION
10%
20% 0% 0% 0%

0%
AGREEE DISAGREE CAN'T SAY

INFERENCE

From the above graph it has been identified that 90% of the workers agreed that
they have confidence in top management that they are capable to run the
company efficiently and 10% of the wokers can’t say any thing
From the above graph it has been identified that 100% of the staff agreed that
they have confidence in top management that they are capable to run the
company efficiently.
6. Management always expects more from the
employees:
TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 70% 81%

DISAGREE 30% 19%

GRAPHICAL REPRESENTATION:

MANAGEMENT ALWAYS EXPECTS MORE FROM

THE EMPLOYEES

100%

80%
81%
60% 70%
WORKERS OPINION
40% STAFF OPINION

20% 30%
19%
0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 70% of the workers agreed that
management expects more from them and 30% of the workers disagreed.

From the above graph it has been identified that 81% of the staff agreed that
management expects more from them and 19% of the staff disagreed.
7.The employees always expect more benefits from the
management:
TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 80% 81%

DISAGREE 20% 19%

GRAPHICAL REPRESENTATION:

EMPLOYEES EXPECT MORE BENEFITS FROM THE

MANAGEMENT

100%

80%
80% 81%
60%
WORKERS OPINION
40% STAFF OPINION

20%
20% 19%
0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 80% of the workers agreed that
they expect more from management and 20% of the workers disagreed.

From the above graph it has been identified that 81% of the staff agreed that
they expect more from management and19% of the staff disagreed.
8.The management is satisfied with the employees’
performance:
TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 97% 100%

DISAGREE 3% 0%

GRAPHICAL REPRESENTATION:

MANAGEMENT IS SATISFIED WITH EMPLOYEES'

PERFORMANCE

100%
100%
80% 97%

60%
WORKERS OPINION
40% STAFF OPINION

20% 3% 0%

0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 97% of the workers agreed that
management is satisfied with their performance and 3% of the workers
disagreed.

From the above graph it has been identified that 100% of the workers agreed
that management is satisfied with their performance.
Employees’ are satisfied with managements’ offers:
TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 60% 77%

DISAGREE 40% 23%

GRAPHICAL REPRESENTATION:

EMPLOYEES ARE SATISFIED WITH MANAGEMENTS'

OFFERS

77%
80%
70% 60%
60%
50% 40%
WORKERS OPINION
40%
23% STAFF OPINION
30%
20%
10%
0%
AGREE DISAGREE

INFERENCE:
From the above graph it has been identified that 60% of the workers agreed that
they are satisfied with the man agement ofers and 40% of the workers are not
satisfied.

From the above graph it has been identified that 77% of the staff agreed that
athey are satisfied with the management offers and 23% of the staff are not
satisfied.

10.There is serious conflict between management and

employees w.r.t. wages/salaries:
TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 33% 23%

DISAGREE 67% 77%

GRAPHICAL REPRESENTATION:

THERE IS SERIOUS CONFLICT BETWEEN

MANAGEMENT AND EMPLOYEES W.R.T.
WAGES/SALARIES

77%
80%
67%
60%

33% WORKERS OPINION

40%
23% STAFF OPINION
20%

0%
AGREE DISAGREE

INFERENCE:
From the above graph it has been identified that 33% of the workers agreed that
management is satisfied with their performance and 67% of the workers
disagreed.

From the above graph it has been identified that 23% of the staff agreed that
there is conflict between them and management with respect to wages/salaries
and 77% of the staff disagreed.

11. Canteen, recreation, transport, accommodation are:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 10% 62%

DISAGREE 80% 29%

CAN’T SAY 10% 9%

GRAPHICAL REPRESENTATION:

CANTEEN, RECREATION, TRANSPORT,

ACCOMMODATION ARE

80%
70% 80%
60%
50% 62%
40% WORKERS OPINION

30% STAFF OPINION

20% 29%
10% 10% 9%
10%
0%
GOOD FAIR NOT OK

INFERENCE
From the above graph it has been identified that 10% of the workers, 80% of the
workers and 10% of the canteen, recreation, transport, accommodation’s
facilities are good fair and not ok respectively.

From the above graph it has been identified the 62% of the staff, 29% of the
staff and 9% of the staff opine that canteen, recreation, transport
accommodation’s facilities are good fair and not ok respective

12. Indiscipline among the employees:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

MORE 0% 0%

TO A LITTLE 14% 19%

EXTENT

NORMAL 50% 48%

ABSENT 36% 33%

GRAPHICAL REPRESENTATION:

INDISCIPLINE AMONG THE EMPLOYEES IS

50% 48%
50%
45%
36%
40% 33%
35%
30%
25% 19%
20% WORKERS OPINION
14%
15% STAFF OPINION
10%
5% 0% 0%
0%
MORE TO A NORMAL ABSENT
LITTLE
EXTENT

INFERENCE:
From the above graph it has been identified that 14% of the workers, 50% of the
workers and 36% of the workers opinion that the indiscipline among the
emploees are” to a little extrent”, normal and absent respectively.

From the above graph it has been identified that 19% of the staff, 48% of the
staff and 33% of the staf opinion that the indiscipline among the employees are
to a little extent, normal and absent respectively.

13. Punishments for indiscipline are:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

HARSH 3% 0%

INPROPORTIONATE 44% 14%

FAIR 50% 52%

MEDIUM 3% 34%

GRAPHICAL REPRESENTATION:

PUNISHMENTS FOR INDISCIPLINE ARE

60% 50% 52%

50% 44%

40% 34%
WORKERS
30% OPINION
20% 14% STAFF
OPINION
10% 3% 3%
0%
0%
HARSH INPROPORTIONATE FAIR MEDIUM

INFERENCE:
From the above graph it has been identified that 3% of the workers, 44% of the
workers 50% of the workers and 3% of the workers opinion that punishments
for the indisciplines are harsh, inproortionate, fair and medium respectively.

From the above graph it has been identified that 14% of the staff, 52% of the
staff and 34% of the staff opinion that punishments for the indisciplines are
harsh, inproortionate, fair and medium respectively.

14. Do you like your children working in this industry if

they are employed:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

YES 10% 48%

NO 84% 52%

CAN’T SAY 6% 0%

GRAPHICAL REPRESENTATION:

DO YOU LIKE YOUR CHILDREN WORKING IN THIS

INDUSTRY IF THEY ARE EMPLOYED

84%
90%
80%
70%
52%
60% 48%
50% WORKERS OPINION
40% STAFF OPINION
30%
20% 10% 6%
10% 0%
0%
YES NO CAN'T SAY

INFERENCE:
From the above graph it has been identified that 10% of the workers opinion
that they like their children getting emnployed in their organization, 84% of the
workers are not interested and 6% of the workers can’t say.

From the above graph it has been identified that 48% of the workers opinion
that they like their children getting employed in their organization, 52% of the
workers are not interested.

15.INDUSTRIAL PEACE, MORE THAN THE EXISTING ONE

CAN BE ACHIEVED THROUGH:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

INCREASING FACILITIES
AND AMENITIES

26% 33%

INCREASING WAGES
AND OTHER MONETARY
BENEFITS
64% 33%

THROUGH CONSCELING
INDIVIDUAL WORKMEN

10% 29%

CAN’T SAY 0% 5%
GRAPHICAL REPRESENTATION:

INDUSTRIAL PEACE MORE THAN THE EXISTING ONE CAN

BE ACHIEVED THROUGH

70% 64%

60%
50%
40% 33% 33% 29%
26% WORKERS
30%
OPINION
20% 10% STAFF
5% OPINION
10% 0%
0%
INCREASING INCREASING WAGES THROUGH CAN'T SAY
FACILITIES AND AND OTHER COUNSELING
AM ENITIES M ONETARY INDIVIDUAL
BENEFITS WORKM EN

INFERENCE:

From the above graph it has been identified that 26% of the workers opinion
that industrial peace more than the existing one can be achieved through
increasing facilities and amenities, 64% of the workers opinion that insustrial
peace more than the existing one can be achieved through increasing wages and
other monetary benefits and 10% of the workers opinion that industrial peace
more than the existing one can be achievced through counseling individual
workmen.

From the above graph it has been identified that 33% of the staff opinion that
industriual peace more than the existing one can be achieved through
increasifng facilities and amenities, 33% of the staff opinion that industrial
peace more than the existing one can be achieved through increasing wages and
other monetrary benefits, 29% of the staf opinion that industrial peace more
than the existing one can be achieved through counseling individual workmen
and 5% of the staff can’t say.

FINDINGS REGARDING WORKMEN LEVEL

1. The communication aspect in workers regarding work is only above

average and time taken for that is around 5min, but communication
casually is having major position. The employees are freely
communicating with each others.
2. The relationship among the employees is very strong as they are very
helpful to each other at any circumstances.
3. The majority of employees are having many close-aides to them
4. Most of the employees likes to communicates with others.
5. Moderate number of employees are having very few family friends
6. Employees most of them get in touch regularly.
7. Majorities of the employees borrow & lend money from very few others
and there is hardly any such situation where their relationship has been
broken.
8. All these factors stress only one point, that the employees are having
good relationships among then with respect to each shift.
9. Almost all Employees are feels satisfies with the encouragement and
behaviour of their respective supervisors, and also close to each other.
10.The majority of employees communicate with staff members also.
11.But the relationship is not extended to closeness; rather they just make
aware of each other, due to this there is no aspect of disliking as such.
12.As a result, the majority employees expressed an average feeling
regarding staff members
13.All the above factors states that the relationship is weak between the staff
& workers.
 14.All most all the employees states of having good relationship between
management & union.
15.The union is working in the interests of all the employees & they often
attend the union meetings
16.The union leader also helps personally as well as with respect to work to
all the employees.
17.All the above stated facts connotes that, the relationship between trade
union and workers and as well as management.
18.Majority of the employs are feeling satisfied with respect to H.R. Manager.

FINDINGS REGARDING STAFF LEVEL

1. The communication in staff level is high as they are communicating at an

average of 10m regarding work, whereas it was a bit decreased in case of
casual communication.
2. The staff also helpful & close to each other, and having many close-aides
to them
3. In the staff there exists, although not majority, a matter of disliking to talk
with very few of their colleagues.
4. Some of them are also having few family friends, and they are maintaining
few regular contacts
5. The inter relationship among the staff members is also good.
6. Staff members also satisfied with the behaviour and encouragement of
their superiors.
7. The superior’s closeness with staff is having equal majority for normal as
well as close.
8. The superiors are having a satisfactory feeling from their respective sub-
ordinates.
9. The superiors are also moving closely with their respective sub-ordinates
as they involve in informal conversation with then more often.
10.The sub-ordinates also having close contacts with their respective
superior.
 11.The above factors states that the superior-subordinate relationship is very
good,
12.Majority of the staff is not interested in the way the worker’s unions
organize themselves.
13.Some of the staff are getting problems with the union and they are facing
those problems often.
14.The relationship between the staff and workers is not looking anywhere
favorable.
15.All the staff members are feeling satisfactory towards H.R. Manager

Conclusion

It has been increasingly realized that the industrial system has brought
about a number of complexities which have rendered the management of people
in an organization more difficult and complicated than man power management
in earlier and simpler societies because free, mobile men and women in modern
societies whose complex and ever changing problems for their managers and
employers. Therefore, today’s industrial societies have developed a distinct
system of management based upon the experience of over 300 years.

Modern industrial relations represent a blending of older systems with

innovation introduced as society has changed through the ages. Some features
of early system even now persist, while other features are the result of industrial
revolution and, therefore, represent sharp breaks with traditional, creating
challenging problems for the management for many of them may be opposed by
the workers.

The employment relationships are not static but dynamic. The

most important characteristic is the persistence of change. Technological
advances eliminate long established jobs and create opportunities that
require sharply different patterns of experience and education. Higher
living standards encourage demands for new products and services.
Economic prosperity permits great economic security, and public
regulation makes the assurance of that security a problem for managers.
All of these changes have made the present system of employment
relationships very complex. Collaboration and cooperation is very
necessary to achieve the designated objectives. Understanding of human
behavior is, therefore, very necessary on the part of those responsible for
managing manpower resources.

SUGGESTIONS & RECOMMENDATIONS

1. The communication among the workers as well as staff members is going

on well but it doesn’t means to be consistent. Measures should be taken to
strike the right aspect pertaining to them to communicate consistently.

2. The communication within the each section and department of workers

and staff respectively is fine, but when comes to the matter of different
sections, shifts and departments, it is not at all having even basics also. It
 is an essential to have interdepartmental relations, so adequate
measures, which cater to the needs of employees and staff, should be
employed.

3. The response regarding the relationship between workers- supervisors

creates a feeling that there is an congenial work environment. But these
responses may be biased as the employee fear of superiority. This
environment should be maintained to protect the interest of employees.

4. The workers – staff members relation is a bit drowsy, mutual co-operations

in the work environment should be entertained to develop a sense of
belonging ness.

5. The workers-union relationship is dominating, such that, all the interests

of the workers are effectively protected by the union. The union’s
formidable requests should be granted to maintain these type of relations

6. The union-management relationship is going nicely till times. This is the

most delicate relationship, where the progress of the company lies on, and
this relationship have constant whistle such that any undesirable effects
won’t occur.

7. The industrial relations in G.T.N Textiles are not in bad situation, as well as
not in a good situation. These relations can change overnight which may
cause adverse affects, so adequate earlier measures should be
undertaken to strengthen the existing relationships.

8. The company should be preplanned in those aspects, which are having

more probability to happen.

9. The staff-union relationship is sending alarming signals, which should be

considered at earliest to face the resultant effects.
 10.The staff members are not close up-to-the mark, especially in I.T
department, which lack of perfect co-operation between them.

11.Prominent strategies have to be adopted to provide an congenial

environment respective to relations specified above, and the existing good
relations are to be improved to meet the changing requirements, which
will result in an perfect Industrial Relations and motivate us to perform our
business uninterruptedly but with anease

“INDUSTRIAL RELATIONS”
A SURVEY IN GTN TEXTILES
1. How are the industrial relations in the company?

 Good
 Fair
 To be improved

2. Do you have free access to the top management?

 Yes
 No

3. Does the top management listen to you with patience?

 Yes
 No

4. Does the management have faith in the employees as one of the main
resources?

 Yes
 No

5. Whether employees have confidence in the management to run the

industry efficiently?

 Yes
 No
 Can’t say

6. Management always expects more from the employee

 Yes
 No

7. The employees expect more benefits from the management

  Yes
 No

8. The management is satisfied with employee’s performance

 Yes
 No

9. Employees are satisfied with management’s offers

 Yes

 No

10. There is serious conflict between management and employees w.r.t

wages/salaries

 Yes
 No

11. Canteen, Recreation, Transport, Accommodation are

 Good

 Fair

 Not ok

12. Indiscipline among the employees is

 More

 To a little extent
 Normal

 Absent

13. Punishments for indiscipline are

 Harsh

 In proportionate
  Fair

 Medium

14. Do you like your children working in this industry if they are employed
(if ‘No’, please give reason)

 Yes

 No

 Can’t say

15. Industrial peace, more than the prevailing scenario can be achieved through

 Increasing the facilities and amenities

 Increasing wages/other monetary benefits
 Through counseling individual workmen
 Can’t say

16. Do you feel it is necessary to involve the worker’s family members in some
social activities that will help cordial relations with management?

 Yes

 No

17. Dissatisfaction in various aspects among the employees is more in this

establishment

 Yes

 No

 Normal

 Can’t say
18. Your position in this company when compared to other industries in this area
is

 Better

 On par with
 Lower than others

19. How are the opportunities outside w.r.t salary/comfort/facilities etc., outside
if you leave this job at present?

 Better than this job

 Equaling this job
 Lower than this

20. Your overall opinion on the top management

 Good

 Fair

 Bad

BIBLIOGRAPHY
S.No Nameof the author Title Name of the Publishers

1 Weihrich & koontz Essentials of Management Tata Mcgraw Hill-2000

2 Subba Rao HRM & IR Himalaya - 2002

3 Richard Pettinger Organizational Behaviour Macmillan-1990

4 Dale Yoder Personal Management Prentice Hall of India-1992