INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

The human resources of an organization consist of all people who perform its activities.HRM is concerned 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 re uirements.

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."# endell F!en"#.

F$n"tions of HRM:
The functions of HRM can be broadly classified into two categories, viz. $%&' managerial functions and%('operative functions. &. Managerial functions Managerial functions of personal management involve planning, organizing, directing and controlling. )ll these functions influence the operative functions

F$n"tions of HRM

i.

*lanning+ ,t is predetermined of action. *lanning pertains to formulating strategies of personal programmes and changes in advance that will contribute to the organizational goals.

ii.

-rganizing+ )n organization is a means to end. ,t is essential to carry out the determined course of action.

iii.

.irecting+ The ne/t logical function after completing planning and organizing is the e/ecution of the plan. The basic function of personal management at any level is motivating, commanding, leading and activating people.

iv.

0ontrolling+ )fter planning, organizing and directing various activities of personal activities of personal management, the performance is to be verified in

order to know that personal functions are performed in conformity with the plans and directions of an organization.

Ope!%ti&e F$n"tions

The operative functions of personnel management are related to specific activities of personnel management viz., employment, development, compensation and relations. )ll these functions are interacted by managerial functions. 1urther these functions are to be performed in conjunction with management functions. E'plo('ent ,t is the first operative function of HRM. 2mployment is concerned with securing and employing the people possessing re uired kind and level of human resources necessary to achieve the

organizational objectives. ,t covers the functions such as job analysis, human resources planning, recruitment, selection, placement, induction and internal mobility. )o* An%l(sis: ,t is the process of study and collection of information relating to the operations and responsibilities of a specific job. ,t includes+ &.0ollection of data, information, facts and ideas relating to various aspects of jobs including men, machines and materials. (.*reparation of job description, job specification, job re uirements and employee specification which help in identifying the nature, levels and uantum of human resources. 3.*roviding the guides, plans and basis for job design and for all operative functions of HRM. H$'%n Reso$!"es +l%nnin,: ,t is a process for determination and assuring that the organization will have an ade uate number of ualified persons, available at proper times, performing jobs which would meet the needs of the organization and which would provide satisfaction for the individuals involved. ,t involves 2stimation of present and future re uirement and supply of human resources basing on objectives and long range plans of the organization. 0alculation of net human resources re uirement based on present inventory of human resources. Taking steps to mould, change, and develop the strength of e/isting employees in the organization so as to meet the future human resources re uirements. *reparation of action programs to get the rest of human resources from outside the organization and to develop the human resources of e/isting employees. Re"!$it'ent: ,t is the process of searching for prospective employees and stimulating them to apply for jobs in an organization. ,t deals with+
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%a' ,dentification of e/isting sources of applicants and developing them. %b' 0reation 4 ,dentification of new sources of applicants. %c' 5timulating the candidates to apply for jobs in the organization. %d' 5triking a balance between internal and e/ternal sources. Sele"tion: ,t is the process of ascertaining the ualifications, e/perience, skill, knowledge etc., of an applicant with a view to appraising his 4 her suitability to a job appraising. T#is f$n"tion in"l$des: %a' 1raming and developing application blanks. %b' 0reating and developing valid and reliable testing techni ues. %c' 1ormulating interviewing techni ues. %d' 0hecking of references. %e' 5etting up medical e/amination policy and procedure. %f' 6ine manager7s decision. %g' 5ending letters of appointment and rejection. %h' 2mploying the selected candidates who report for duty. +l%"e'ent: ,t is the process of assigning the selected candidate with the most suitable job in terms of job re uirements. ,t is matching of employees specifications with job re uirements. This function includes+ %a' 0ounseling the functional managers regarding placement.

%b' 0onducting follow8up study, appraising employee performance in order to determine employee7s adjustment with the job. %c' 0orrecting misplacements, if any. Ind$"tion %nd O!ient%tion: ,nduction and orientation are the techni ues 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')c uaint 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',ntroduce 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 DE-E.O+MNET:- *rocess 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. /. +e!fo!'%n"e 0 +otenti%l App!%is%l- ,t implies the systematic evaluation of employees

with respect to their performance on the job and their potential for development. 1. T!%inin,- ,t is the process by which employees learn knowledge skills 9 attitudes to

further organizational 9 personal goals. 2. E3e"$ti&e De&elop'ent- ,t is the process of developing managerial talent through

appropriable programs. 4. C%!ee! +l%nnin, 0 De&elop'ent- ,t involves planning the career of employees and

implementing career plans so as to fulfill the career aspirations of people.

NEED OF THE STUD5

:orkers are the resources of the organization. :orkers participation in management is very e/isting need of the organization. :orkers 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.

SCO+E OF THE STUD5 The scope of study is limited to the 0,;,M20 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 e/ecutives or non8e/ecutives.

S"ope of HRM
The scope of HRM Management in the modern days is vast .,n face , the scope of HRM was limited to employment and maintenance of and payment of wage and salary. The scope of HRM includes+ -bjectives of HRM -rganization of HRM 5trategic HRM 2mployment :age and salary administration4compensation Maintenance Motivation ,ndustrial relations *articipative management and Recent developments in HRM.

OB)ECTI-E OF THE STUD5

To study the workers participation in management practices of the organization at different level. To know the mind8set of the employees of the organization about the practices. To know the stand of the management about its commitment in the practice of worker7s 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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OB)ECTI-ES OF HRM
-bjectives are pre8determined goals to which individual or group or activity in an organization is directed. -bjectives of HRM are influenced by social objectives, organizational objectives, functional is objectives and individual. 5ocial objectives -rganizational objectives 1unctional objectives ,ndividual objectives The objectives of HRM may be as follows+ &. To create and utilize an able and motivated workforce, to accomplish the basic organizational goals. (. 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 co8ordination of the individual and group goals with those of the organization. <. To create facilities and opportunities for individual or group development so as to match it with the growth of the organization. =. To attain an effective utilization of human resources in the achievement of organizational goals. >. To identify and satisfy individual and group needs by providing ade uate and e uitable wages, incentives, employee benefits and social security and measures for challenging work, prestige, recognition, security, status.

RESEARCH METHODO.OG5 Met#odolo,( Research methodology is a way to systematically solve the research problem. ,t may be understood as a science of studying how research is done scientifically. ,n 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 uantitative research methods and ualitative research methods. ?uantitative research methods were originally developed in the natural sciences to study natural phenomena. 2/amples of uantitative methods now well accepted in the social sciences include survey methods, laboratory e/periments, formal methods and numerical methods. ?ualitative research methods were developed in the social sciences to enable researchers to study social and cultural phenomena. ?ualitative data sources include observation and participant
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observation %field work', interviews and researcher@s impressions and reactions.

uestionnaires, documents and te/ts, and the

Here the research is done through uestionnaires. The data used for analysis and interpretation is from the responses of the employees for the uestionnaire. 0omparison of responses is used for interpreting the data. The project is presented by using tables, bar charts with their interpretation. ) survey is undertaken in evaluating the effectiveness of :orkers participation in management in 0ivi mech organization.

So$!"es of t#e d%t%

+!i'%!( d%t%
*rimary data is the data which is been collected from the employees or managers through uestionnaire or interviews for a specific purpose. ,t is fresh data which is not their before anywhere.

Se"ond%!( d%t%
5econdary data is the already e/isted data. This can be gathered from books, company records, magazines, and websites.

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.IMITATIONS OF THE STUD5 The study was conducted for a limited time period of <= days.. The study pertains to only employees of the 0,;,M20 6imited samples size taken for the study i.e. >A .ue to heavy work schedule of managers, , was not able to speak to them

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INDUSTR5 +ROFI.E
EBER CONSTRUCTION E6UI+MENT +-T .TD G%7%n%n Tiles Mo$ld Ind$st!( is a distinguished name in the market of construction machinery. 5et up in the year (AAB, we have forged to manufacture and e/port machinery that confirm to the defined international standards. Taking each challenge seriously we have managed to progress considerably. 5et up in Cujarat, our company was founded by Mr. 6 . Tank. ,t is the result of his vision and guidance that today we have established ourselves as prominent manufacturers of construction machinery. -ur range of product is known for its high performance and consistent uality. To meet the e/act demands of the customers we offer tailor8 made products that satisfactorily serves the customers needs. :e manufacture machinery as per

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,5, and international standards that passes all the defined uality parameters. ,ncepted in the year (AAB, we are flourishing under the efficient leadership of M!. ..D.T%n8. 2ngaged in delivering construction machineries, :e are inculcating necessary innovations, dedication to face techno8commercial challenges of the current 9 future trends

To meet the varied construction needs of our customers we are manufacturing and supplying an e/tensive range of construction machinery and e uipment. Deeping with the pace of growing demands we are striving hard to offer technically advanced and innovative machinery. -ur products have always rendered uality service to the customer thus it is known for its reliability and functional utility. -ur range includes concrete mi/er machinery and concrete batching machinery E Mini reversible mi/er E 0oncrete batching plant E Hydraulic mi/er machine E Manual &A4F concrete mi/er machinery E :ithout hopper machine E Half bag concrete mi/er E Hand operated half bag concrete mi/er

The escalating demand of construction machinery re uires us to e/ecute bulk orders on time. The robust and well8e uipped manufacturing unit has enabled us to meet our orders with convenience without compromising on the uality uotient. The re uired tools and e uipments are upgraded and revamped at regular intervals. :e also induct modern and innovative techni ues and methodologies that facilitates our entire production process. :ith the support of sound infrastructure facilities each division responsible for different processes, is able to make productive contribution to the making of high

16

performance construction machines. %!e#o$sin, )ppropriate handling of the finished product before it is finally dispatched to its destination is very important. :e maintain a spacious and well8kept warehouse to store our machines in bulk. :e ensure each piece is placed in a pertinent manner so as to avoid any damage or wear and tear before it is delivered to the prospective buyer. )pt storage of the finished construction machines in the warehouse helps us to keep8up or preserve the uality of our manufactured machines for a longer duration of time. Client9le The ultimate goal of customer satisfaction, leading to larger share in the market can be achieved by offering uality products and services at affordable rates. :orking on this objective we are striving hard to make available supreme uality construction machines that successfully meet the re uirements of the customers. 5erving the domestic and overseas customers for more than a decade, pays testimony to our uality service offered to the clients. To enhance the satisfaction level of the customers we are also offering after sales service to the customers. M%npowe! Coal of e/pansion and progress cannot be achieved without proper cooperation and coordination of the workforce. :e are fortunate to have a pool of highly skilled and e/perienced team members who make a significant contribution towards achieving our mission of smooth growth in the market. :ith sound knowledge of the product and long e/perience in this field they have ac uired greater efficiency resulting in the optimal output. ,t is with their constant dedicated efforts and uality oriented approach that we are able to offer uality machines to our respective clients.

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:ARAN ENGINEERING

OR:S

-ffering an outstanding range of inter locking machines, fly ash brick making machines, paver blocks, dies, clay brick machines, pan mi/ers, color mi/ers, etc..... )n -verview 5kilful usage of machinery makes a product perfect in design, accurate in outlay and e/cellent in application. Daran 2ngineering :orks is a well known manufacturer and supplier of different types of machines such as ,nter 6ocking Machines, 1ly )sh Grick Making Machines, *aving Glocks, .ie Making Machines, ;ibro 1orming Machines, 0lay Grick Machines and lots more. :e are also a reliable service provider offering a wide range of services like market surveying, site selection, raw material testing, project engineering, etc. -ur select range of brick making machines and allied tools is available in multiple designs and models conforming to the international uality standards. )vail our products and services at prices e/tremely competitive in the market and get them delivered at the earliest. +!od$"t R%n,e The products that we manufacture and supply include+

1ly )sh Grick Making Machine %automatic' 1ly )sh Grick Making Machine %semi automatic' 0lay Grick Making Machine %automatic'
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0lay Grick Making Machine %normal bricks' ,nter 6ocking Machine %manual' ,nter 6ocking Machine %push button operated' ,nter 6ocking Machine %automatic .8Mould' Hydraulic *ower *ack &.= liters to (<A liters per minute %any application' Grick 9 Glock Testing Machine *allet Trucks *an Mi/er 0olor Mi/er Tiles Mi/er *aver Glock Machine 2lectric *anel 0oncrete Mi/er Hydraulic 0ylinder %single action and double action' 0onveyor Gelt.

St%nd%!d 6$%lit( 2very machine and tool that we manufacture is duly tested on various parameters of uality before it is sent to the end users. -ur world class uality e/amining cell is outfitted with latest testing machines and e uipments. :e have a group of well ualified uality professionals who not only check every product minutely but also take prompt initiatives to weed out the flaws found during the process of uality e/amination itself. Daran 2ngineering :orks maintains international norms of
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uality at every stage of the production. Inf!%st!$"t$!e -ur deep understanding of the industry means that we e/actly understand our clients@ specific re uirements. -ur rugged infrastructure, huge manpower, latest production techni ues and unlimited resources are some key strength that we always boast of. Daran 2ngineering :orks thrives in tandem with the changing market dynamics and therefore, keeps on producing products based on latest techni ues to attract more clients far and wide.

COM+AN5 +ROFI.E
CI-IMEC ENGINEERING +-T .TD has emerged in the year (AA3, with the objective of fulfilling the need of technical support which can eliminate the pressure of maintenance and the operations of plant and machinery in this fast growing construction industry. 5tarted by a team of e/perienced engineers and the managerial staff who have more than &= years of e/perience in the specialized areas of manufacturing, marketing, construction service and earth moving machineries and having vast e/perience in handling some of the milestone projects to ,nfrastructure companies, 0onstruction companies. The company is specialized in the technical specifications of Hydraulics, *neumatics, Transmission 6ines and .iesel engines. -ur key team members have also worked for an ,talian based company )ja/ 1iori which is a multi8 national group of companies specialized in the construction e uipment manufacturers. The company has started the operation and maintenance contract of the e uipments such as 5elf8 loading mobile concrete mi/ers, concrete batching plants from various customers from southern ,ndia. :e have also entered in the leasing of the e uipment and have brought some machinery and have initiated the project and satisfied the customers.
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5ome of the machines have been deployed for the canal lining across )ndhra *radesh. :e do complete overhauling of mobile concrete mi/er machines, concrete batching plants and transit mi/ers etc and supply of spares for the e uipments. The company has an in8house workshop which facilitates the storage of the spare parts. A*o$t "o'p%n( Ci&i'e" En,inee!in, +&t..td. has achieved success in canal and structural work of RM0 towards the production, The 0ompany has a in8house of team of talented professionals and highly e/perienced engineers who have been specifically trained abroad at ,taly 1,-R, 9 -RH which specializes in the operation, maintenance and repair of the self loading mobile concrete mi/ers and concrete batching plants.

:e also manufacture the components and spares for the concrete e uipment and in the process we have initiated to make small size transit mi/er with the capacity of ( cum. ,n the span of (A years we have achieved a national wide customer contacts in the industry. +!o7e"tions :e are aiming to ac uire land of about < acres in an ,ndustrial )rea here in Hyderabad wherein we intend setting up a Hnit of about &AAAA s .ft with a view to develop the construction machinery with an e/pected turnover of &A machines in the ensuing year :e do have the projection target to reach =A machines a year. -ision The vision we have is to be a leadership in the technology in terms of offering the e/cellent technology and service offerings through sustained growth and strong customer focus.

MISSION
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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.

) potential and prospective customer bases that are satisfied with kinds of products they are .ealing with and the kind of service they are giving to the customer.

Co'p%n( Ci&i'e" En,inee!in, +&t..td. has a professional and vast e/perienced staff, who are trained in abroad specialized in operating, maintenance and repair of self loading mobile concrete mi/ers 9 concrete batching plants. T#e "o'p%n( %i's %t s$ppo!tin, t#e "$sto'e!s in t#e "onst!$"tion ind$st!( *(

6easing e uipment %protecting capital investment to the customers' Technical support %spares sales and service' Hndertaking sub8contract works Manufacturing construction e uipment

Ci&i'e" En,inee!in, #%s so'e of t#e followin, dep%!t'ents

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Ci&i'e" le%sin, di&ision 0ivimec 6easing .ivision has nation wide customers in ,ndia who lease out the following machinery+

5elf loading mobile concrete mi/er Transit mi/ers Gatching plants :ith 5killed -perators and Technicians

Ci&i'e" Te"#ni"%l s$ppo!t Di&ision

,ndigenized spares supplied with ,ndian price Maintaining all fast moving spares to reduce the downtime 5ervice setup with under roof and non under roof area in Hyderabad. 5uitable for complete dismantle, inspection, assemble and testing of e uipment.

5ervice provided with skilled technicians.

Ci&i'e" M%n$f%"t$!in, Di&ision

Mobile 0oncrete Mi/er Transit Mi/er Mini 0oncrete Gatching *lant

S$ppo!t fo! % +otenti%l "oll%*o!%to! Ci&i'e" En,inee!in, +&t..td. ,nvites the potential collaborator or organizations to engage in the sharing of the common goal.

:e provide the product backup

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:e introduce the market *roviding the space for the factory setup 5teel fabrications at ,ndian cost which includes %chassis, drum, loading mechanism, hydraulic cylinders and hoses' tyres, fittings and fasteners etc.

)ssembling, paint and testing Manpower at ,ndian cost

S$ppo!t f!o' Coll%*o!%to!

5upply of a/les, two speed transmission gear bo/ Hydrostatic transmission pump and motor .rum hydraulics and reduction gear bo/ Technical support. Se!&i"es More than the product sales, every customer e/pects good uality service, minimum down time, repairing facility and continual technical support from the service providers. 2ven if the investment level on the particular product line is lower, the customer e/pects better technology construction e uipment. Ci&i'e" En,inee!in, +&t. .td. puts its emphasis and also strives hard to provide e/cellent after sales service and the spare parts support by providing the spares at the door8step of the customer.

:e make sure that our customers get uality spare parts and outstanding post sales service through our e/perienced engineers who have more than &= years of e/perience. :e also ensure that our customers get the re uired spare parts in the shortest possible time. Ann$%l M%inten%n"e Cont!%"t

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The annual maintenance contract safeguards the customer from any une/pected e/penditure in the case when the product under the breakdown. The )M0 takes care of the preventive maintenance and in the course of time the parts replacement too.

:e have different options in )M0 and the customer has an option to choose the type of )M0 for his products at his convenience as they are completely categorized based on the product class and its specific need.

The )M0 could even involve a resident service technician at the job sites to take care of the e uipment maintenance and the repair and have a contingency plan to attend to the problematic situation occurring due to the e uipment and to enhance the e uipment productivity. The service technician would be completely e uipped with the appropriate tools and has the capacity to tackle the e uipment maintenance and repair$ the contract could even involve the replacement of the spare parts, lubricants and the technical service.

BOARD OF DIRECTORS
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NAME *. *urushotham 5elva Raj

Haribabu ..

:.S%nt#os# .iyakar M karnakar

DESIGNATION Managing .irector .irector .irector ,nternational Trade .irector *urchase Head *roduction Manager

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OR:ERS; +ARTICI+ATION IN MANAGEMENT Int!od$"tion Three groups of managerial decisions affect the workers of any industrial establishment and hence the workers must have a say in it. E"ono'i" de"isions I methods of manufacturing, automation, shutdown, lay8offs, and mergers. +e!sonnel de"isions I recruitment and selection, promotions, demotions, transfers, grievance settlement, work distribution. So"i%l de"isions I hours of work, welfare measures, uestions affecting work rules and conduct of individual worker7s safety, health, and sanitation and noise control. *articipation basically means sharing the decision8making power with the lower ranks of the organization in an appropriate manner. Definition The concept of :*M is a broad and comple/ one. .epending on the socio8political environment and cultural conditions, the scope and contents of participation change. .eon C. Me,,inson Fo!'s of wo!8e!s p%!ti"ip%tion '%n%,e'ent &. S$,,estion s"#e'es: *articipation of workers can take place through suggestion scheme. Hnder this method workers are invited and encouraged to offer suggestions for improving the working of the enterprise. ) suggestion bo/ is installed and any worker can write his suggestions and drop them in the bo/. *eriodically all the suggestions are scrutinized by the suggestion committee or suggestion screening committee. The committee is constituted by e ual representation from the management and the workers. The committee screens various suggestions received from the workers. Cood suggestions are accepted for implementation and suitable awards are given to the concerned workers. 5uggestion schemes encourage workers7 interest in the functioning of an enterprise.

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(.

o!8s "o''ittee: Hnder the ,ndustrial .isputes )ct, &B<F, every establishment employing

&AA or more workers is re uired to constitute a works committee. 5uch a committee consists of e ual 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. 2volution of the schemes of participation in management The beginning towards :*M was made with the ,ndustrial .isputes )ct, &B<F, which made :orks 0ommittees mandatory in industrial establishments employing &AA or more workers. The ,ndustrial *olicy Resolution adopted by the government in &B=> stated that there should be some joint consultation to ensure industrial peace, and improve employer8employee 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. ) study team was appointed in &B>( to report on the working of joint councils and committees. The team identified some reasons for their failure. Jo concrete steps were taken to remove the difficulties, or change the pattern of participative management. .uring the emergency of &BF=8FF, the interest in these schemes was revived by the then *rime Minister by including :orkers7 *articipation in industry in the government7s (A8point programme. The government started persuading large enterprises to set up joint consultative committees and councils at different levels. The Kanata Covernment who came to power in &BFF carried on this initiative. ,t was again emphasized by the 0ongress government who came back in &BFB. This continued in a !non8 statutory vein" till the late &BLAs, and the response from the employers and employees stayed 6uke8warm. Then, the <(nd )mendment to the 0onstitution was made.

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Jow, )rticle <38) reads+ The 5tate 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 ,ndia.

)nd then, on May 3A, &BBA, the government introduced the *articipation of :orkers in Management Gill in the Rajya 5abha. o The bill re uires every industrial enterprise to constitute one or more M5hop81loor 0ouncils7 at the shop floor level, and M2stablishment 0ouncil7 at the establishment level. These councils will have e ual representation of employers and employees. 5hop81loor councils enjoy powers over a wide range of functions from production, wastage control to safety hazards. The 2stablishment 0ouncil enjoys similar powers. The bill provides for the constitution of a Goard 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.

,n spite of all these efforts, only the government and the academicians have been interested in participative management. Gut 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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F$n"tions of

+M

:ork7s committee deals with matters of day8to8day functioning at the shop floor level. :orks committees are concerned with+ 0onditions of work such as ventilation, lighting and sanitation. )menities such as drinking water, canteens, dining rooms, medical and health services. 2ducational and recreational activities. 5afety measures, accident prevention mechanisms etc.

:orks committees function actively in some organizations like Tata 5teel, H66, etc but the progress of :orks 0ommittees in many organizations has not been very satisfactory due to the following reasons+ 3. 6ack of competence and interest on the part of workers7 representatives. 2mployees consider it below their dignity and status to sit alongside blue8collar workers. 6ack of feedback on performance of :orks 0ommittee. Hndue delay and problems in implementation due to advisory nature of recommendations. )oint M%n%,e'ent Co$n"ils: Hnder this system Koint Management 0ouncils are constituted at the plant level. These councils were setup as early as &B=L. These councils consist of e ual number of representatives of the employers and employees, not e/ceeding &( at the plant level. The plant should employ at least =AA 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. :ages, bonus, personal problems of the workers are outside the scope of Koint 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 Koint Management 0ouncils have not been satisfactory due to the following reasons+ N :orkers7 representatives feel dissatisfied as the council7s functions are concerned with only the welfare activities.

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N <.

Trade unions fear that these councils will weaken their strength as workers come under the direct influence of these councils. o!8 di!e"to!s: Hnder this method, one or two representatives of workers are nominated or elected to the Goard of .irectors. This is the full8fledged and highest form of workers7 participation in management. The basic idea behind this method is that the representation of workers at the top8level would usher ,ndustrial .emocracy, congenial employee8employer relations and safeguard the workers7 interests. The Covernment of ,ndia introduced this scheme in several public sector enterprises such as Hindustan )ntibiotics, Hindustan -rganic 0hemicals 6td etc. However the scheme of appointment of such a director from among the employees failed miserably and the scheme was subse uently dropped.

=.

Co-p%!tne!s#ip: 0o8partnership involves employees7 participation in the share capital of a company in which they are employed. Gy virtue of their being shareholders, they have the right to participate in the management of the company. 5hares of the company can be ac uired by workers making cash payment or by way of stock options scheme. The basic objective of stock options is not to pass on control in the hands of employees but providing better financial incentives for industrial productivity. Gut in developed countries, :*M through co8partnership is limited.

>.

)oint Co$n"ils: The joint councils are constituted for the whole unit, in every ,ndustrial Hnit employing =AA or more workers$ there should be a Koint 0ouncil for the whole unit. -nly such persons who are actually engaged in the unit shall be the members of Koint 0ouncil. ) joint council shall meet at least once in a uarter. The chief e/ecutive of the unit shall be the chairperson of the joint council. The vice8chairman of the joint council will be nominated by the worker members of the council. The decisions of the Koint 0ouncil shall be based on the consensus and not on the basis of voting. ,n &BFF the above scheme was e/tended to the *5Hs like commercial and service sector organizations employing &AA or more persons. The organizations include hotels, hospitals, railway and road transport, post and telegraph offices, state electricity boards.

31

F.

S#op "o$n"ils: Covernment of ,ndia on the 3Ath of -ctober &BF= announced a new scheme in :*M. ,n every ,ndustrial establishment employing =AA or more workmen, the employer shall constitute a shop council. 5hop council represents each department or a shop in a unit. 2ach shop council consists of an e ual number of representatives from both employer and employees. The employers7 representatives will be nominated by the management and must consist of persons within the establishment. The workers7 representatives will be from among the workers of the department or shop concerned. The total number of employees may not e/ceed &(. E&ol$tion of t#e s"#e'es of wo!8e!s p%!ti"ip%tion in '%n%,e'ent The beginning towards :*M was made with the ,ndustrial .isputes )ct, &B<F, which made :orks 0ommittees mandatory in industrial establishments employing &AA or more workers. The ,ndustrial *olicy Resolution adopted by the government in &B=> stated that there should be some joint consultation to ensure industrial peace, and improve employer8employee 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. ) study team was appointed in &B>( to report on the working of joint councils and committees. The team identified some reasons for their failure. o Jo concrete steps were taken to remove the difficulties, or change the pattern of participative management. .uring the emergency of &BF=8FF, the interest in these schemes was revived by the then *rime Minister by including :orkers7 *articipation in industry in the government7s (A8 point programme The government started persuading large enterprises to set up joint consultative committees and councils at different levels. The Kanata Covernment who came to power in &BFF carried on this initiative. ,t was again emphasized by the 0ongress government who came back in &BFB. This continued in a !non8statutory vein" till the late &BLAs, and the response from the employers and employees stayed 6uke8warm. Then, the <(nd )mendment to the 0onstitution was made.
32

Now< A!ti"le 42-A !e%ds+ The 5tate 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 ,ndia.

)nd then, on May 3A, &BBA, the government introduced the *articipation of :orkers in Management Gill in the Rajya 5abha. o The bill re uires every industrial enterprise to constitute one or more M5hop81loor 0ouncils7 at the shop floor level, and M2stablishment 0ouncil7 at the establishment level. These councils will have e ual representation of employers and employees. 5hop81loor councils enjoy powers over a wide range of functions from production, wastage control to safety hazards. The 2stablishment 0ouncil enjoys similar powers. The bill provides for the constitution of a Goard 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.

,n spite of all these efforts, only the government and the academicians have been interested in participative management. Gut 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.

33

T#e!e "%n *e = le&els of M%n%,e'ent +%!ti"ip%tion o! a. b.

+M:

Info!'%tion p%!ti"ip%tion: ,t ensures that employees are able to receive information and e/press their views pertaining to the matter of general economic importance. Cons$lt%ti&e i'po!t%n"e: Here workers are consulted on the matters of employee welfare such as work, safety and health. However, final decision always rests with the top8level management, as employees7 views are only advisory in nature.

c.

Asso"i%ti&e p%!ti"ip%tion: ,t is an e/tension of consultative participation as management here is under the moral obligation to accept and implement the unanimous decisions of the employees. Hnder this method the managers and workers jointly take decisions.

d.

Ad'inist!%ti&e p%!ti"ip%tion: ,t ensures greater share of workers7 participation in discharge of managerial functions. Here, decisions already taken by the management come to employees, preferably with alternatives for administration and employees have to select the best from those for implementation.

e.

De"isi&e p%!ti"ip%tion: Highest level of participation where decisions are jointly taken on the matters relating to production, welfare etc. I'po!t%n"e Hni ue motivational power and a great psychological value. *eace and harmony between workers and management. :orkers get to see how their actions would contribute to the overall growth of the company. They tend to view the decisions as Mtheir own7 and are more enthusiastic in their implementation. *articipation makes them more responsible. They become more willing to take initiative and come out with cost8saving suggestions and growth8oriented ideas.

34

Re%son fo! .i'ited wo!8e!s p%!ti"ip%tion in '%n%,e'ent 1irstly, 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. *articipation involves parting with power. Managements have been reluctant to part with their authority and prerogative to manage the enterprises. 5imilarly trade unions have not been prepared to divest themselves of their power manifested in bargaining and pressure. 5econdly, multiplicity of trade unions and factionalism has been a serious obstacle in the way of workers7 participation in management. ,n view of the claims and counter claims, apathy and willingness, hostility and cooperation displayed by rival unions or their factions, designation of workers7 representatives on the participative forums often becomes a very difficult task. The government with its an/iety 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 workers7 participation in management. Many employers and trade unions still considers them as imposition from outside. ,ts enforcement by law or compulsion would thwart the very purpose of scheme and would act as serious constraint on its successful implementation. 1ourthly, both managements and trade unions have often complained of a plethora of joint bodies in ,ndian industries for e/ample, 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. )nother hurdle has been lack of specific arrangements for sharing the gains of participation. :orkers are assured in a vague manner, that they would gain if production increases and
35

uality of products improves as a result of participation, but vague and remote e/pectations cannot be e/pected to enthuse the workers. ) prior arrangement for sharing the fruits of participation is a necessary condition for the success of the scheme on a lasting basis. ,t is the government in ,ndia which is more an/ious for the establishment of the schemes of participation than the parties which have to work them out. However, displaying an attitude of cooperation with the government in maintaining industrial harmony, most national organizations of employers and trade unions supported the schemes at the national forums, but they have generally failed to enthuse their affiliates about the usefulness of the schemes. 6astly, it has also been realized that lack of education and training with regard to the content, process, utility and other relevant aspects of participation have also proved an impediment to the growth of workers7 participation in the country. S$,,estions fo! t#e s$""ess of wo!8e!s p%!ti"ip%tion in '%n%,e'ent 1or the successful initiation and functioning of the institutions of workers7 participation in management, serious attention has to be given to the removal of the hurdles %as above'. 2fforts should be made to stir up the management and workers at the local or enterprise level to understand the schemes and to derive concrete benefits from them. The government efforts should be confined to giving guidelines and to remove the impediments in the way, for e/ample, reducing trade union rivalry by amending trade union laws, regulating procedural aspects of collective bargaining, e/panding workers7 education programme and evolving a system of sharing the fruits of participation. Essenti%l "ondition fo! +M

The success of workers portion in management depends upon the following conditions. The attitude and outlook of the parties should be enlightened and impartial so that a free and frank e/change of thoughts and opinions could be possible. :here a right kind of

36

attitude e/ists and proper atmosphere prevails the process of participation is greatly stimulated.

Goth parties should have a genuine faith in the system and in each other and be willing to work together. The management must give the participating institution its right place in the managerial organization of the undertaking and implementing the policies of the undertaking. The labor, on the other hand, must also whole heartedly co8operate with the management through its trade unions. The foremen and supervisory cadre must also lend their full support so that the accepted policies could be implemented without any resentment on either side.

*articipation should be real. The issues related to increase in production and productivity, evaluation of costs, development of personnel, and e/pansion of markets should also be brought under the jurisdiction of the participating bodies. These bodies should meet fre uently and their decisions should be timely implemented and strictly adhered to. 1urther, o *articipation must work as complementary body to help collective bargaining, which creates conditions of work and also creates legal relations. o There should be a strong trade union, which has learnt the virtues of unit and self8 reliance so that they may effectively take part in collective bargaining or participation. o ) peaceful atmosphere should be there wherein there are no strikes and lock8outs, for their presence ruins the employees, harms the interest of the society, and puts the employees to financial losses. o )uthority should be centralized through democratic management process. The participation should be at the two or at the most three levels.

37

o *rograms for training and education should be developed comprehensively. 1or this purpose, 6abor is to be given education not to the head alone, not to the heart alone, not to the hands alone, but it is dedicated to the three$ to make the workers think, feel and act. 6abor is to be educated to enable him to think clearly, rationally and logically$ to enable him to feel deeply and emotionally$ and to enable him to act in a responsible way.
METHODS OF PARTICIPATION

Financial Participation

Board Level Participation

Ownership Participation

&'#

or!ers Participation

(o%plete (ontrol

.%powered &ea%s

"n #ana$e%ent )ta** o* wor!s (o+ncil

'+alit0 (ircles

,o.nlar$e%ent /nd

,oint (o+ncils /nd co%%ittee

)+$$estion )che%es

.nrich%ent

(ollective Bar$ainin$

38

S"ope %nd w%(s of p%!ti"ip%tion -ne view is that workers or the trade unions should, as e ual partners, sit with the management and make joint managerial decisions. The other view is that workers should only be given an opportunity, through their representatives, to influence managerial decisions at various levels. ,n practice, the participation of workers can take place by one or all the methods listed below+ &. Goard level participation (. -wnership participation 3. 0omplete control <. 5taff or work councils =. Koint councils and committees >. 0ollective Gargaining F. Kob enlargement and enrichment L. 5uggestion schemes B. ?uality circles &A. 2mpowered teams &&. T?M &(. 1inancial participation /. +%!ti"ip%tion %t t#e Bo%!d le&el This would be the highest form of industrial democracy.
39

The workers7 representative on the Goard 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 Goard members on matters of investment in employee benefit schemes like housing, and so forth. The Covernment of ,ndia took the initiative and appointed workers7 representatives on the Goard of Hindustan )ntibiotics %*une', HMT %Gangalore', and even nationalized banks. The Tatas, .0M, and a few others have adopted this practice. +!o*le's %sso"i%ted wit# t#is 'et#od 1ocus of workers7 representatives is different from the focus of the remaining members of the Goard. 0ommunication and subse uently relations between the workers7 representative and the workers suffers after the former assumes directorship. He or she tends to become alienated from the workers. )s a result, he or she may be less effective with the other members of the Goard in dealing with employee matters. Gecause of the differences in the cultural and educational backgrounds, and differences in behavior and manners, such an employees7 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. 5uch representatives of workers7 on the Goard, places them in a minority. )nd the decisions of the Goard are arrived at on the basis of the majority vote. 1. +%!ti"ip%tion t#!o$,# owne!s#ip This involves making the workers7 shareholders of the company by inducing them to buy e uity shares. ,n many cases, advances and financial assistance in the form of easy repayment options are e/tended to enable employees to buy e uity shares. 2/amples of this method are available in the manufacturing as well as the service sector.
40

)dvantage+ Makes the workers committed to the job and to the organization. .rawback+ 2ffect on participation is limited because ownership and management are two different things.

2. +%!ti"ip%tion t#!o$,# "o'plete "ont!ol :orkers ac uire complete control of the management through elected boards. The system of self8management in Ougoslavia is based on this concept. 5elf8management gives complete control to workers to manage directly all aspects of industries through their representatives. )dvantages+ 2nsures identification of the workers with their organization. ,ndustrial disputes disappear when workers develop loyalty to the organization. Trade unions welcome this type of participation.

0onclusion+ 0omplete control by workers is not an answer to the problem of participation because the workers do not evince interest in management decisions. 4. +%!ti"ip%tion t#!o$,# St%ff %nd o!8s Co$n"ils

5taff 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. 5uch councils play a varied role. Their role ranges from seeking information on the management7s intentions to a full share in decision8making. 5uch councils have not enjoyed too much of success because trade union leaders fear the erosion of their power and prestige if such workers7 bodies were to prevail. =. +%!ti"ip%tion t#!o$,# )oint Co$n"ils %nd Co''ittees

41

Koint councils are bodies comprising representatives of employers and employees. This method sees a very loose form of participation, as these councils are mostly consultative bodies. :ork committees are a legal re uirement in industrial establishments employing &AA or more workers. 5uch committees discuss a wide range of topics connected to labour welfare. 2/amples of such committees are welfare committee, safety committee, etc. 5uch committees have not proven to be too effective in promoting industrial democracy, increasing productivity and reducing labour unrest.

>. +%!ti"ip%tion t#!o$,# Colle"ti&e B%!,%inin, Through the process of 0G, management and workers may reach collective agreement regarding rules for the formulation and termination of the contract of employment, as well as conditions of service in an establishment. 2ven though these agreements are not legally binding, they do have some force. 1or 0G to work, the workers7 and the employers7 representatives need to bargain in the right spirit. Gut in practice, while bargaining, each party tries to take advantage of the other. This process of 0G cannot be called :*M in its strongest sense as in reality$ 0G is based on the crude concept of e/ercising power for the benefit of one party. :*M, on the other hand, brings both the parties together and develops appropriate mutual understanding and brings about a mature responsible relationship. ?. +%!ti"ip%tion t#!o$,# )o* Enl%!,e'ent %nd )o* En!i"#'ent 2/cessive job specialization that is seen as a by8product of mass production in industries, leads to boredom and associated problems in employees. Two methods of job designing I job enlargement and job enrichment I are seen as methods of addressing the problems. Kob enlargement means e/panding the job content I adding task elements horizontally. Kob enrichment means adding Mmotivators7 to the job to make it more rewarding. This is :*M in that it offers freedom and scope to the workers to use their judgment. Gut this form of participation is very basic as it provides only limited freedom to a worker concerning the method of performing his4her job.

42

The worker has no say in other vital issues of concern to him I issues such as job and income security, welfare schemes and other policy decisions. @. +%!ti"ip%tion t#!o$,# S$,,estion S"#e'es 2mployees7 views are invited and reward is given for the best suggestion. :ith this scheme, the employees7 interest in the problems of the organization is aroused and maintained. *rogressive managements increasingly use the suggestion schemes. 5uggestions can come from various levels. The ideas could range from changes in inspection procedures to design changes, process simplification, paper8work reduction and the like. -ut 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. A. +%!ti"ip%tion t#!o$,# 6$%lit( Ci!"les 0oncept originated in Kapan in the early &B>As and has now spread all over the world. ) ?0 consists of seven to ten people from the same work area who meet regularly to define, analyze, and solve uality and related problems in their area. These circles re uire a lot of time and commitment on the part of members for regular meetings, analysis, brainstorming, etc. Most ?0s have a definite life cycle I one to three years. 1ew circles survive beyond this limit either because they loose steam or they face simple problems. ?0s can be an e/cellent bridge between participative and non8participative approaches. 1or ?0s 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 problem8solving techni ues is provided to the members. ?0s are said to provide uick, concrete, and impressive results when correctly implemented. Ad&%nt%,es 2mployees become involved in decision8making, ac uire communication and analytical skills and improve efficiency of the work place. -rganization gets to enjoy higher savings8to8cost ratios. 0hances of ?0 members to get promotions are enhanced.

43

/B. E'powe!ed Te%'s 2mpowerment occurs when authority and responsibility are passed on to the employees who then e/perience a sense of ownership and control over their jobs. 2mployees may feel more responsible, may take initiative in their work, may get more work done, and may enjoy the work more. 1or empowerment to occur, the following approach needs to be followed as compared to the traditional approach+

Ele'ent -rganizational structure Kob design Management role 6eadership ,nformation flow Rewards Kob process

T!%dition%l O!,%niC%tion 6ayered, individual Jarrow, single task .irect, control Top8down 0ontrolled, limited ,ndividual, seniority based Managers plan, control, improve

E'powe!ed Te%'s 1lat, team :hole process, multiple tasks 0oach, facilitate 5hared with the team -pen, shared Team8based, skill8based Teams plan, control, and improve

Fe%t$!es of e'powe!ed o! self-di!e"ted te%'s 2mpowered to share various management and leadership functions. *lan, control and improve their work. -ften create their schedules and review their performance as a group. May prepare their own budgets and co8ordinate their work with other departments. o Hsually order materials, keep inventories and deal with suppliers. o 1re uently responsible for ac uiring any new training they might need. o May hire their own replacement to assume responsibility for the uality of their products or services

44

Titan, Reliance, )GG, C2 *lastics %,ndia', :ipro 0orporation and :ipro ,nfoTech are empowering employees I both frontline as well as production staff, and are enjoying positive results. //. Tot%l 6$%lit( M%n%,e'ent T?M refers to the deep commitment, almost obsession, of an organization to improve it. uality.

2very step in company7s processes is subjected to intense and regular scrutiny for ways to

So'e t!%dition%l *eliefs %!e dis"%!ded High uality costs more. ?uality can be improved by inspection. .efects cannot be completely eliminated. ?uality in the job of the ?0 personnel.

New p!in"iples of T6M %!e Meet the customer7s re uirement on time, the first time, and &AAP of the time. 5trive to do error8free work. Manage by prevention, not correction. Measure the cost of uality. T?M is called participative because it is a formal programme involving every employee in the organization$ making each one responsible for improving uality everyday. /1. Fin%n"i%l +%!ti"ip%tion This method involves less consultations or even joint decisions. *erformance of the organization is linked to the performance of the employee. The logic behind this is that if an employee has a financial stake in the organization, he4she is likely to be more positively motivated and involved.

45

So'e s"#e'es of fin%n"i%l p%!ti"ip%tion *rofit8linked pay *rofit sharing and 2mployees7 5tock -ption schemes. *ension8fund participation

+!e-!eD$isites fo! s$""essf$l p%!ti"ip%tion Management and operatives4employees should not work at cross8purposes i.e. they must have clearly defined and complementary objectives. 1ree flow of communication and information. *articipation of outside trade union leaders to be avoided 5trong and effective trade unionism. :orkers7 education and training. Trade unions and government needs to work in this area. Trust between both the parties. :orkers should be associated at all levels of decision8making. 2mployees cannot spend all their time in participation to the e/clusion of all other work.

.i'it%tions of p%!ti"ip%tion: Technology and organizations today are so comple/ that specialized work8roles are re uired. This means employees will not be able to participate effectively in matters beyond their particular environment. 2verybody need not want participation. The role of trade unions in promoting participative management has been far from satisfactory. 2mployers are unwilling to share power with the workers7 representatives. Managers consider participative management a fraud.

46

D%t% %n%l(sis %nd Inte!p!et%tion:

&. :hat is your opinion about workers participation in management in your companyQ S.No E3e"$ti&e &iews E3"ellent -e!( ,ood Good A&e!%,e poo! Tot%l No of !espondents &= (F > F = >B +e!"ent%,e of !espondents (= <= &A &( L /BB

/ 1 2 4 =

47

Inte!p!et%tion
:e can say from the above analysis that (=P of the e/ecutives agreed that worker participation in management was e/cellent while <=P of the e/ecutives felt very good, &AP of the e/ecutives felt good, &(P of the e/ecutives felt average.

(. .o you feel that your company has been considering you at the different levels of decision makingQ

48

S.No

E3e"$ti&e &iews St!on,l( %,!ee A,!ee Unde"ided Dis%,!ee St!on,l( dis%,!ee Tot%l

No of !espondents (A &3 &B > ( >B

+e!"ent%,e of !espondents 33 (( 3( &A 3 /BB

/ 1 2 4 =

49

S.No

E3e"$ti&e &iews St!on,l( %,!ee A,!ee Unde"ided Dis%,!ee St!on,l( dis%,!ee Tot%l

No of !espondents &F (= L > < >B

+e!"ent%,e of !espondents (L <( &< &A > /BB

/ 1 2 4 = >

Inte!p!et%tion
:e can say from the above analysis that the consideration of their decisions at different levels, where 33P of e/ecutives strongly agreed and 3P of the e/ecutives strongly disagreed, where as 3(P of e/ecutives were undecided. 3. .o you agree workers participation in management increase efficiency of the workersQ

50

Inte!p!et%tion
:e can say from the above analysis that the participation of workers in management and its affect on efficiency, where (LP of e/ecutives strongly agreed and &AP of the e/ecutives strongly disagreed, where as <(P of e/ecutives agreed.

<. The perception of e/ecutives and employees part of management in decision making.

51

S.No

E3e"$ti&e &iews .%!,e E3tent So'e E3tent .ittle E3tent +oo! Tot%l

No of !espondents &> (A &< &A >B

+e!"ent%,e of !espondents (F 3< (3 &> /BB

/ 1 2 4

52

Inte!p!et%tion
1rom the above analysis it is e/pressed that (FP of e/ecutives felt large e/tent, 3<Pof S.No E3e"$ti&e &iews E3"ellent -e!( ,ood Good A&e!%,e +oo! Tot%l No of !espondents &B &< &F L ( >B +e!"ent%,e of !espondents 3( (3 (L &< 3 /BB

/ 1 2 4 =

e/ecutives felt some e/tent,(3P of e/ecutives felt little e/tent and the rest felt poor about the perception of e/ecutives and employees part of management in decision making.

=. Cive your opinion about the work climate provided by the organizationQ

53

Inte!p!et%tion
:e can say from the above analysis that 3(P of the e/ecutives felt e/cellent about the work environment provided to the workers, (3P of the e/ecutives felt very good,(LP of the e/ecutives felt good, and remaining of them felt average with the work environment.

>. The perception of e/ecutives and employees part of management in decision making.
54

S.No

E3e"$ti&e &iews St!on,l( %,!ee A,!ee Dis%,!ee St!on,l( dis%,!ee Tot%l

No of !espondents (A &> &< &A >B

+e!"ent%,e of !espondents 3< (F (3 &> /BB

/ 1 2 4

55

S.No / 1 2 4

+inions St!on,l( %,!ee A,!ee Dis%,!ee St!on,l( dis%,!ee Tot%l

E3e"$ti&es &F (& &B 3 >B

+e!"ent%,e (L 3= 3( = /BB

Inte!p!et%tion
:e can say from the above analysis that the perception of e/ecutives and employees part of management in decision making, where (FP of e/ecutives strongly agreed and (3P of the e/ecutives disagreed, where as &>P of e/ecutives strongly disagreed.

F. 0an employee7s participation in management help improve their productivity and efficiencyQ

56

Inte!p!et%tion
:e can say from the above analysis that the participation of employees in management improve their productivity and efficiency, where 3(P of e/ecutives strongly agreed and =P of e/ecutives strongly disagreed, where 3(P of e/ecutives disagreed.

57

S.No

E3e"$ti&e &iews E3"ellent -e!( ,ood Good A&e!%,e +oo! Tot%l

No of !espondents (3 &F &A F 3 >B

+e!"ent%,e of !espondents 3L (L &F &( = /BB

/ 1 2 4 =

L. The perception of e/ecutives and employees with respect to satisfaction of 0ivimec.

58

Inte!p!et%tion
:e can say from the above analysis that 3LP of the e/ecutives felt e/cellent and satisfied with the organization. :here (LP of the e/ecutives felt very good, &FP of the e/ecutives felt good, and remaining of them are less satisfied by their organization.

59

B. Role of the union in participative management.

S.No

E3e"$ti&e &iews E3"ellent -e!( ,ood Good A&e!%,e +oo! Tot%l

No of !espondents &F &B &< > < >B

+e!"ent%,e of !espondents (L 3( (< &A > /BB

/ 1 2 4 =

60

Inte!p!et%tion
:e can say from the above analysis that (LP of the e/ecutives felt e/cellent about the Role of the union in participative management. :here 3(P of the e/ecutives felt very good,(<P of the e/ecutives felt good, and remaining of them felt average with union role in participative management.

&A. 0ommunication between employees and management is necessary.

61

S.No

E3e"$ti&e &iews St!on,l( %,!ee A,!ee Dis%,!ee St!on,l( dis%,!ee Tot%l

No of !espondents (= &= &= = >B

+e!"ent%,e of !espondents <( (= (= L /BB

/ 1 2 4

Inte!p!et%tion
62

,t is clear from the above analysis that <(P of the e/ecutives strongly agreed that harmonious industrial rela/ation e/ist in the company, (=P of the e/ecutives agreed, (=P of the e/ecutives disagreed about the necessity of communication between employees and management. S.No E3e"$ti&e &iews E3"ellent -e!( ,ood Good A&e!%,e +oo! Tot%l . No of !espondents &L (3 B = = >B +e!"ent%,e of !espondents 3A 3B &= L L /BB

/ 1 2 4 =

&&. 5uggestions put forth by employees given due.

63

Inte!p!et%tion
1rom the above analysis it is e/pressed that 3AP of e/ecutives felt e/cellent, (LPof e/ecutives felt very good,3BP of e/ecutives felt good and the rest felt poor about the suggestions put forth by employees given due in the organization.

64

&(. 2mployees satisfaction involving their participation in management.

S.No

E3e"$ti&e &iews E3"ellent -e!( ,ood Good A&e!%,e +oo! Tot%l

No of !espondents &B &< &F L ( >B

+e!"ent%,e of !espondents 3( (3 (L &< 3 /BB

/ 1 2 4 =

65

Inte!p!et%tion
:e can say from the above analysis about the satisfaction levels for the involvement in management process, :here 3(P of e/ecutives felt e/cellent and (3P of e/ecutives felt very good,(LP of e/ecutives felt good,&<P of e/ecutives felt average, where as 3P of e/ecutives felt poor.

66

&3. Kob security in the organization is.

S.No

E3e"$ti&e &iews E3"ellent -e!( ,ood Good A&e!%,e +oo! Tot%l

No of !espondents &F (= L > < >B

+e!"ent%,e of !espondents (L <( &< &A > /BB

/ 1 2 4 =

67

Inte!p!et%tion
:e can say from the above analysis that (LP of the e/ecutives felt secured about their job in the organization, <(P of the e/ecutives felt very well, and &<P of the e/ecutives felt good, and remaining of them felt averagely secured about their job in the organization.

68

&<. .oes establishment of the workers committee preserving amity and relations between the employers and employeesQ S.No E3e"$ti&e &iews St!on,l( %,!ee A,!ee Unde"ided Dis%,!ee St!on,l( dis%,!ee Tot%l No of !espondents (A &3 &B > ( >B +e!"ent%,e of !espondents 33 (( 3( &A 3 /BB

/ 1 2 4 = >

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Inte!p!et%tion
,t is clear from the above analysis that 33P e/ecutives strongly agreed that establishment of workers committees preserved good relations between employers and employees while ((P of the e/ecutives agreed, 3(P of the e/ecutives undecided and remaining disagreed with the above statement.
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&=. .o you agree that the plant council plays an important role in operational areas, economic S.No E3e"$ti&e &iews St!on,l( %,!ee A,!ee Unde"ided Dis%,!ee St!on,l( dis%,!ee Tot%l No of !espondents (F &= > F = >B +e!"ent%,e of !espondents <= (= &A &( L /BB

/ 1 2 4 = > areas and welfare areasQ

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Inte!p!et%tion
,t is clear from the above analysis that <=P e/ecutives strongly agreed that the planned council plays an important role in the operational, economic 9 welfare areas, (=P of the e/ecutives agreed, &AP of the e/ecutives undecided with the above statement.

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&>. :hat is your opinion about the councils working and performanceQ

S.No

E3e"$ti&e &iews E3"ellent -e!( ,ood Good A&e!%,e +oo! Tot%l

No of !espondents &B &F &< > < >B

+e!"ent%,e of !espondents 3( (L (3 &A > /BB

/ 1 2 4 =

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Inte!p!et%tion
:e can say from the above analysis about the councils working and performance, where 3(P of e/ecutives felt e/cellent and (LP of the e/ecutives felt very good,(3P of e/ecutives felt good,&AP of e/ecutives felt average, where as >P of felt poor.

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&F. ,s there any benefit by workers participation in management to achieve the following objectivesQ S.No E3e"$ti&e &iews E"ono'i" o*7e"ti&es So"i%l o*7e"ti&es +s("#olo,i"%l o*7e"ti&es All t#e %*o&e Tot%l No of !espondents &F (& &B 3 >B +e!"ent%,e of !espondents (L 3= 3( = /BB

/ 1 2 4

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Inte!p!et%tion
The above analysis shows that (LP of e/ecutives e/pressed benefit of workers participation in S.No E3e"$ti&e &iews St!on,l( %,!ee A,!ee dis%,!ee St!on,l( dis%,!ee Tot%l No of !espondents &F &F (A > >B +e!"ent%,e of !espondents (L (L 3< &A /BB

/ 1 2 4

management achieving economic objectives,3=P of e/ecutives e/pressed benefit of workers participation in management achieving social objectives,3(P of e/ecutives e/pressed benefit of workers participation in management achieving psychological objectives and the rest felt that workers participation benefits in achieving all objectives of the firm.

&L. .o you agree that the plant council an important role in operational areas economic areas and welfare areas.

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Inte!p!et%tion
,t is clear from the above analysis that 3LP of the e/ecutives strongly agreed that the plant council plays an important role in the operational, economic 9 welfare areas, (LP of the e/ecutives agreed, 3<P of the e/ecutives disagreed and &AP of the e/ecutives strongly disagreed the above statement

FINDINGS
<=P of the e/ecutives felt very good regarding the workers participation in management in an organization. 33P of the e/ecutives strongly agreed about the consideration of worker7s decisions at different levels. <(P of the e/ecutives agreed for the participation of workers in management and its effects on efficiency. 3<P of the e/ecutives felt that there is participation of e/ecutives and employees part of management in decision making to some e/tent.

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3(P of the e/ecutives felt e/cellent about the work climate provided by the organization. 3=P of the e/ecutives agreed that employee7s participation in management help improve their productivity and efficiency.

3(P of the e/ecutive7s felt very good about the role of union in participative management. <(P of the e/ecutives strongly agreed that communication between employees and management is necessary.

3(P of the e/ecutives felt e/cellent regarding the involvement of employees in management. <(P of the e/ecutives felt very good regarding the job security in the organization. 3(P of the e/ecutives felt e/cellent about council7s working and performance. 3=P of the e/ecutives felt good about the organization7s retirement and medical benefits. 3=P of the e/ecutives felt that is highly beneficial by workers participation in management to achieve organization7s objectives.

3LP of the e/ecutives strongly agreed that plant council plays important role in operational economic and welfare areas.

<=P e/ecutives strongly agreed that the planned council plays an important role in the operational, economic 9 welfare areas

3(P of e/ecutives felt e/cellent about council work and performance. (LP of e/ecutives e/pressed benefit of workers participation in management achieving economic objectives

Con"l$sions

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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 e/cellent about the work climate provided by the organization. Most of the respondents agreed that employee7s participation in management help improve their productivity and efficiency.

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SUGGESTIONS
The employee7s involvement and participation in management should be increased to increase productivity and efficiency of organization. The working committee should preserve good relations between the employers and employees. The management should conduct uality improvement programmes. The management should provide job security to the every worker in the organization. The role of the union should be more active in participative management.

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ANNEEURE
&' :hat is your opinion about workers participation in management in your organizationQ a'2/cellent b';ery good c'Cood d')verage e'*oor

(' .o you feel that your organization has been considering you at the different levels of decision makingQ
a' 5trongly agree b' )gree c' Hndecided d' .isagree e' 5trongly disagree

3' .o you agree workers participation in management increase efficiency of the workersQ
a' 5trongly agree b' )gree c' Hndecided d' .isagree e' 5trongly disagree

<' The perception of e/ecutives and employees part of management in decision making.
a' 6arge e/tent b' 5ome e/tent c' little e/tent d' *oor

=' Cive your opinion about the work climate provided by the organizationQ a' 2/cellent b' ;ery good c' Cood d' )verage e' *oor

>' The perception of e/ecutives and employees part of management in decision making.
a' 5trongly agree b' )gree c' .isagree d' 5trongly disagree

F' 0an employee7s participation in management help improve their productivity and efficiencyQ
a' 5trongly agree b' )gree c' .isagree d' 5trongly disagree

L' The perception of e/ecutives and employees with respect to satisfaction of 0ivimec. a' 2/cellent b' ;ery good c' Cood
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d' )verage

e' *oor

B' Role of the union in participative management. a' 2/cellent b' ;ery good c' Cood d' )verage e' *oor

&A' 0ommunication between employees and management is necessary.

a' 5trongly agree b' )gree c' .isagree d' 5trongly disagree

&&' 5uggestions put forth by employees given due. a' 2/cellent b' ;ery good c' Cood d' )verage e' *oor

&(' 2mployees satisfaction involving their participation in management. a' 2/cellent b' ;ery good c' Cood d' )verage e' *oor

&3' Kob security in the organization is. a' 2/cellent b' ;ery good c' Cood d' )verage e' *oor

&<' .oes establishment of the workers committee preserving amity and relations between the employers and employeesQ
a' 5trongly agree b' )gree c' Hndecided d' .isagree e' 5trongly disagree

&=' .o you agree that the plant council plays an important role in operational areas, economic areas and welfare areasQ
a' 5trongly agree b' )gree c' Hndecided d' .isagree e' 5trongly disagree

&>' :hat is your opinion about the councils working and performanceQ a' 2/cellent b' ;ery good c' Cood d' )verage e' *oor

&F' ,s there any benefit by workers participation in management to achieve the following objectivesQ a' 2conomic objectives b' 5ocial objectives c' *hysiological objectives d' )ll

&L' .o you agree that the plant council an important role in operational areas economic areas and welfare areas.
a' 5trongly agree

b' )gree

c' .isagree

d' 5trongly disagree

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BIBI.IOGRA+H5

TEET BOO:S

AUTHORES

Human Resource Management 9 ,ndustrial Relations

*.5HGG) R)-

Human Resource 9 *ersonal Management

)5H:)TH)**)

Research Methodology, Methods 9 Techni ues

0.R. D-TH)R,

e*sites www.civimec.com. www.google.com.

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