Professional Documents
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A STUDY On Industrial Relations
A STUDY On Industrial Relations
AT
GTN TEXTILES LTD
INTRODUCTION
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.
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
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
companys requirement the following sampling plan is designed.
2 Sampling plan: The employees come to plant in 4-shifts viz., A-shift, B-shift, Cshift 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.
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
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.
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
customers 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
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 fullfledged 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 total worker plays an important role in industrial relations. The total worker
includes working age, educational background, family background,
psychological factors, culture, skills etc., Workers 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:
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.
PARAMETERS
WORKERS OPINION
STAFF OPINION
GOOD
47%
95%
FAIR
43%
5%
TO BE IMPROVED
10%
0%
GRAPHICAL REPRESENTATION:
47%
43%
WORKERS OPINION
40%
5%
20%
10%
STAFF OPINION
0%
0%
GOOD
FAIR
TO BE IMPROVED
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 its 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:
STAFF OPINION
90%
80%
60%
77%
40%
23%
20%
0%
AGREE
10%
DISAGREE
INFERENCE:
1. Around 77% of the employees agree that they have free access to the
management, whereas 23% of them feel they dont 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:
97% 100%
60%
WORKERS' OPINION
STAFF OPINION
40%
3%
20%
0%
AGREE
0%
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:
100%
100%
80%
95%
60%
WORKERS OPINION
STAFF OPINION
40%
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:
100%
100%
80%
95%
60%
WORKERS OPINION
STAFF OPINION
40%
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%
CANT SAY
10%
0%
GRAPHICALREPRESENTATION:
90%
80%
60%
WORKERS OPINION
40%
STAFF OPINION
20%
0%
0%
AGREEE
0%
DISAGREE
10%
0%
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 cant 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
employees:
always
expects
more
from
TABULAR FORM:
PARAMETERS
WORKERS OPINION
STAFF OPINION
the
AGREE
70%
81%
DISAGREE
30%
19%
GRAPHICAL REPRESENTATION:
70%
81%
WORKERS OPINION
STAFF OPINION
40%
30%
20%
0%
19%
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.
PARAMETERS
WORKERS OPINION
STAFF OPINION
AGREE
80%
81%
DISAGREE
20%
19%
GRAPHICAL REPRESENTATION:
80% 81%
60%
WORKERS OPINION
STAFF OPINION
40%
20%
0%
20% 19%
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.
WORKERS OPINION
STAFF OPINION
AGREE
97%
100%
DISAGREE
3%
0%
GRAPHICAL REPRESENTATION:
100%
97%
60%
WORKERS OPINION
STAFF OPINION
40%
3%
20%
0%
AGREE
0%
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.
PARAMETERS
WORKERS OPINION
STAFF OPINION
AGREE
60%
77%
DISAGREE
40%
23%
GRAPHICAL REPRESENTATION:
80%
70%
60%
50%
40%
30%
20%
10%
0%
60%
40%
WORKERS OPINION
23%
AGREE
STAFF OPINION
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.
PARAMETERS
WORKERS OPINION
STAFF OPINION
AGREE
33%
23%
DISAGREE
67%
77%
GRAPHICAL REPRESENTATION:
80%
67%
60%
40%
WORKERS OPINION
33%
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.
WORKERS OPINION
STAFF OPINION
AGREE
10%
62%
DISAGREE
80%
29%
CANT SAY
10%
9%
GRAPHICAL REPRESENTATION:
CANTEEN, RECREATION, TRANSPORT,
ACCOMMODATION ARE
80%
70%
80%
60%
50%
62%
40%
WORKERS OPINION
30%
STAFF OPINION
29%
20%
10%
0%
10% 9%
10%
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, accommodations
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
accommodations facilities are good fair and not ok respective
TABULAR FORM:
PARAMETERS
WORKERS OPINION
STAFF OPINION
MORE
0%
0%
TO A LITTLE
14%
19%
NORMAL
50%
48%
ABSENT
36%
33%
EXTENT
GRAPHICAL REPRESENTATION:
36%
33%
19%
14%
WORKERS OPINION
STAFF OPINION
0% 0%
MORE
TO A
LITTLE
EXTENT
NORMAL
ABSENT
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.
PARAMETERS
WORKERS OPINION
STAFF OPINION
HARSH
3%
0%
INPROPORTIONATE
44%
14%
FAIR
50%
52%
MEDIUM
3%
34%
GRAPHICAL REPRESENTATION:
50%
52%
44%
50%
34%
40%
WORKERS
OPINION
30%
10%
STAFF
OPINION
14%
20%
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%
CANT SAY
6%
0%
GRAPHICAL REPRESENTATION:
84%
52%
48%
WORKERS OPINION
STAFF OPINION
10%
YES
6%
NO
0%
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 cant 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.
WORKERS OPINION
STAFF OPINION
INCREASING FACILITIES
AND AMENITIES
26%
33%
64%
33%
10%
29%
0%
5%
INCREASING WAGES
AND OTHER MONETARY
BENEFITS
THROUGH CONSCELING
INDIVIDUAL WORKMEN
CANT SAY
GRAPHICAL REPRESENTATION:
70%
60%
50%
40%
26%
30%
33%
33%
20%
29%
10%
10%
0%
WORKERS
OPINION
0%
INCREASING
FACILITIES AND
AM ENITIES
INCREASING WAGES
AND OTHER
M ONETARY
BENEFITS
THROUGH
COUNSELING
INDIVIDUAL
WORKM EN
5%
STAFF
OPINION
CAN'T SAY
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 cant say.
is
having
major
position.
The
employees
are
freely
F I N DI N G S R E G A R D I N G S TAF F L E VE L
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, todays 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.
prosperity
permits
great
economic
security,
and
public
behavior is, therefore, very necessary on the part of those responsible for
managing manpower resources.
5.
6.
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
10.The staff members are not close up-to-the mark, especially in I.T
department, which lack of perfect co-operation between them.
INDUSTRIAL RELATIONS
A SURVEY IN GTN TEXTILES
1. How are the industrial relations in the company?
Good
Fair
To be improved
Yes
No
Yes
No
4. Does the management have faith in the employees as one of the main
resources?
Yes
No
Yes
No
Cant say
Yes
No
Yes
No
Yes
No
Yes
No
Good
Fair
Not ok
More
To a little extent
Normal
Absent
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
Cant say
15. Industrial peace, more than the prevailing scenario can be achieved through
Cant say
16. Do you feel it is necessary to involve the workers family members in some
social activities that will help cordial relations with management?
Yes
No
Yes
No
Normal
Cant say
18. Your position in this company when compared to other industries in this area
is
Better
On par with
19. How are the opportunities outside w.r.t salary/comfort/facilities etc., outside if
you leave this job at present?
Good
Fair
Bad
BIBLIOGRAPHY
S.No
Title
Essentials of Management
Subba Rao
HRM & IR
Himalaya - 2002
Richard Pettinger
Organizational Behaviour
Macmillan-1990
Dale Yoder
Personal Management