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Introduction To the Industry



When India achieved independence in 1947, there was hardly any industrial base in
the country. Right form the prior H.M.T. has played an important role in providing the much
needed industrial base as well as a launching pad for the growth & development of the

HMT was conceived by the Government of India in 1949, and was incorporated in
1953, with the objective of producing a limited range of machine tools, required for building
an industrial edifice for the country.

HMT Limited was established in 1953 in technical collaboration with M/s Orleikon of
Switzerland. Over the years, new products have been added to its manufacturing range. It
has technical collaboration with over 30 leading International Engineering Companies for
manufacture of various products HMT’s diversified product range includes Machine Tools,
Watches, Tractors, Printing Machine Press, Di-Casting and Plastic Injection, Moulding
Machines, Food Processing Machinery, CNC Systems, Bal Screws etc.

This Unit was established as Machine Tool Corporation of India limited in January
1964 keeping in view the Government Policy of differing new industries in under developed
areas of the country and achieving self reliance in production of Grinding Machine Tools
which were imported.

This Unit was started 1970-71 with a production of Rs. 8.64 Lack faces with difficulty
in procurement of quality Machine Tool Casings a captive Foundry Plant was installed in
193 with a capital of about Rs.2 Crore.

This Unit was subsequently merged with HMT Ltd. On 1st April 1975 as sixth
Machine Tool Plant with this merger; the Unit got backup support of HMT. The basic plant
was established with the collaboration of the Czechoslovakian firms, M/s Skoda Export,
Praha and German firm WMW, then in East Germany.

Today, HMT is a Multi-Product, Multi Technology Engineering Complex with
strengths comprising of:
 16 Manufacturing Units / 22 Product Division
 Assets Worth over US$ 250 Million
 ISO-9000 accreditation
 the widest range of machine tools, ranging from General- purpose lathes to CNC
turning machine centers.
 Source of qualified and experienced Manpower.

HMT Corporate Mission:

 To establish ourselves as one of the Worlds companies in the engineering field

having strong international competitiveness.
 To achieve market leadership in India through ensuring customer satisfaction by
supplying internationally competitive products and services.
 To achieve sustained growth in the earnings of the group on behalf of shareholders.

To produce and market engineering goods and services of world class excellence
for satisfying the aspiration of the stake holders through total performance leadership,
consistent with the national socio-economic needs and priorities.

Board of Directors

Shri A.V. Kamat :- Chairman

Dr. Surajit Mitra :- Director

Dr. B.B.L. Madhukar :- Special Director (BIFR)

Dr. S.K. Gupta :- Director

Shri K.H.Suresh :- Director (Technology)

Shri V. Hemachandra Babu :- Managing Director (Machine tools)

Birth Of HMT :- Pt. Jawahar Lal Nehru

Inaugurated HMT’s
First manufacturing unit
(MT, Bangalore on June 10, 1955).

Introduction To the Organization


Date of Registration 11-01-1967

Commencement of Production 1970-71
Merger with HMT 1-04-1975
Capital Employed(as on 1.4.2007) 201 Lacs.
Land Area –Total 178 Acres
Plant Foundry 62 Acres
Township 116 Acres
Covered Area (Plant) 31848 Sq. M.
No. of Quarters 136
Power Required 4.00 Lacs Units/Month
No. of Employees (as on 31.5.2009) 424
No. of Machines 250
ISO-9001 Certified 1994
Unit situated area 178 acres

[62 acres : For factory campus

166 acres : for township

136 quarters : for housing its employees]

Workforce 426

[Officers : 108

Workers : 318]

Cost of Machines working in the unit 6 Lacs up to 1 CR.60 Lacs

No. Of machine shops 180

Working shifts 4

[‘A’ shift - (6.00am to 2.00pm)

‘B’ shift - (2.00pm to 10.00pm)

‘C’ shift - (10.oopm to 8.00am)

‘General’ shift - 8.30am to 4.30pm)]


1) Manufactures of hydraulic groups for defence, hydraulic assembly for tractors.

2) Manufactures of high precision and critical items and assemblies.
3) Manufactures of jigs and fixtures and tooling for various machinery.
4) Supply of casting.
5) Reconditioning and retrofitting of old machines.
6) Chemical, mechanical and meteorological tests.
7) Checking and calibration of instruments and machines.
YEAR Training to outsiders /students/customers.
1953 Machine Tools I Banglore Karnataka
1961 Machine Tools II Banglore Karnataka
1962 Watch Factory I Banglore Karnataka
1963 Machine Tools III Pinjore Haryana
1965 Machine Tools IV Kalamessery Kerala
1967 Machine Tools V Hyderabad Andhra Pradesh
1971 Tractor Division Pinjore Haryana
1971 Die Casting Division Banglore Karnataka
1972 Printing Machine Division Kalamessery Kerala
1972 Watch Factory II Banglore Karnataka
1973 Precision Machine Division Banglore Karnataka
1975 Machine Tools VI Ajmer Rajasthan
1975 HMT (International) Ltd. Banglore Karnataka
1975 Watch Factory III Sri Nagar Jammu & Kashmir
1978 Watch Factory IV Tumkur Karnataka
1981 HMT Bearing Ltd. Hyderabad Andhra Pradesh
1981 Quartz Analog Watches Banglore Karnataka
1982 Watch Factory V Ranibagh Uttar Pradesh
1983 Stepper Motor Division Tumkur Karnataka
1985 Ball Screw Division Banglore Karnataka
1986 CNC System Division Banglore Karnataka
1991 Central Re-Conditioning Banglore Karnataka

1. Machine Tools
2. Project Consultancy
3. Tractor & Agricultural Implements
4. Watches
5. Bearing
6. Printing Machinery
7. Software & IT Services
8. Imports

The unit was established at Ajmer as “MACHINE TOOL CORPORATION OF INDIA

LIMITED” a government of India undertaking in January, 1967bin collaboration
with M/s. WMW, GDR, the then east Germany, for the purpose of making India
self-reliant in manufacture of precision grinding machines. This unit was merged
with M/s.HMT Limited in 1975.
From 1.4.2000 it became a unit of HMT MACHINE TOOLS LTD., a wholly owned
subsidiary of HMT Limited.
This unit is situated over 178 acres of land, out of which 62 acres are for factory campus
and 116 acres for township comprising 136 quarters for housing its employees with
community centre, club, playground, etc.

Factory Lay-Out

 Unit has two workshop Buildings-Building 1-1 Houses assembly, Painting, heavy
Parts, and High technology centre and test floor. Building1-2 houses small parts,
medium parts, tool room and special accessories, tool crib, tractor hydraulics, heat
treatment shop and plant maintenance departments.
 Annex houses civil maintenance, vendor development and sub- contracts, electrical
generation or distribution and conservation.
 Stores building houses central stores, material planning and training centre.
 Pattern shop Building houses pattern shop and machine shop of training centre.
 Foundry shed houses moulding, machining, sand-plant, core making, knock out,
short lasting areas.
 Store foundry block houses personnel, engineering, designing, information
technology centre, industrial engineering, servicing and G.M.’s office.
 Administrative building houses purchase, sales and finance department.

Technology base
Unit has Machine shop well equipped with 186 nos. precision machines, such as CNC
Machine centers, CNC Lathes, Jig Boring, Honing, Super Finishing Machine, Plano-milling,
Sideway Grinding, Milling &Lathes. Apart from these, unit is also having heat treatment
shop, Measuring Centre to measure high precision items & test pieces, Material testing
laboratory, CAD centre, Information technology centre and foundry.

The unit has highly skilled and dedicated work force of 394 employees (109 officers
and 285 workers). The unit has qualified and experienced design &engineering personnel
to fulfill requirement of business operation to the entire satisfaction of customers.

Unit business
 Manufacture of machine tools:
 Wide range of CNC conventional, general purpose & special purpose
grinding machine (cylindrical, centre less, internal, crank shift, duplex,

horizontal & vertical, tool & cutter). The product strategy is mainly focused
on auto & auto-ancillary, engineering and defense segments.
Unit’s product CNC double disc grinder displayed in IMTEX 1998 at New
Delhi was conferred upon CMTI trust award for the best innovative design of
the year.
 CNC turning centers.
 CNC training machine (lathe & machining centre).
 Other machine like super finishing, Knife edge grinding, Gap grinding, cot
grinding, coil winding, Needle sharpening, Rotary table vertical surface
grinding, etc.

 Reconditioning / CNC retrofitting of machine tools.

 Job orders / customer component manufacture
 Hydraulic groups for defense.
Unit got national award for excellence in indigenization of defense store in
the category of mechanical engineering for the year 1993-94. This award
was for development and supply of Hydraulic unit for T-72 tank.
 Hydraulic lifts for tractors.
 High precision components / operation on job work basis for automobile
industry and BHEL.
 Jigs & cylinders for bank note press.
 Supply of castings.

Some other details of above Business Groups as follows:

Machine Tools
1.1 M.T. Marketing Bangalore
1.2 Printing Demonstration Centre Bangalore
1.3 Computer Integrated Mfg. Division Bangalore

2.1 HMT I & II Bangalore

2.2 HMT III Pinjore
2.3 HMT IV Kalamassery
2.4 HMT V Hyderabad
2.5 HMT VI Ajmer


Mumbai Pune Aurangabad Nagpur
Ahmedabad Bhopal Jabalpur Jaipur
New Delhi Chandigarh Kanpur Faridabad
Kolkata Ranchi Bangalore Belagaum

Other Services Offered

 Chemical, mechanical & metrological tests, instruments calibration.

 Training to customer / outsiders / students pursuing engineering & professional

Market Standing
The unit pioneered manufacturing technology for grinding machine in India, which
was a milestone for country’s journey towards self-reliance.

Unit has positioned itself as “Centre of excellence for Grinding Solution”. It caters to
requirement of sun rising user sectors like Automobile, Auto Ancillaries, Tractors, Bearings.
It also caters to requirement of General Engineering, Defense & Power Sectors.

Reliability and precision are hallmark to have a fleet of 7500 machines working in
every corner of country & abroad.

Productivity & Quality

Great emphasis is given on Productivity and Quality in HMT. The unit has achieved
substantial progress in implementation of productivity improvement activities i.e. KAIZEN,
ISO-9000, Total Customer Satisfaction, TQM, Multi-trade training, Good House Keeping
through 5-S, Waste Elimination, Small Group Activities etc. Unit was the first to receive the
ISO-9000 Certification in Rajasthan and second in HMT Units, on 24.2.1994.

The unit has the distinction of getting “National Productivity Award” (instituted by
National Productivity Council if India), in Machine Tool Category for the year 1986-87 from
the Hon’ble President of India.
Awards Won

(i) National Productivity Award, in Machine Tools Category for the year 1986-87.
(ii) National Award for R&D efforts in Mechanical Engineering Sector in 1990.
(iii) ISO-9001 Certification on 24th February 1994 HMT Ajmer was the First Unit to
receive this certification in Rajasthan & Second in HMT Units.
(iv) National Award for excellence in indigenization of Defense Stores in the category of
Mechanical Engineering for the year 1993-94. This Award was for development &
supply of Hydraulic Unit for T-72 Tank.
(v) MTA product, computer controlled double disk grinder CNC GDS-22 displayed in
IMTEX-98 at New Delhi, was confirmed upon CMTI – Trust Award for the best
innovative design of the year.

Different Departments of HMT, Ajmer

1. Human Resource Department: Headed by Joint General Manager (HRM) this

department is setup with an aim of conservation and proper utilization of human
resources and is also responsible for maintaining the cordial relations between
employees and management. The other important functions of this department are
performance appraisal and different welfare activities for the employee.

2. Manufacturing and Assembly Department: Headed by JGM (manufacturing).

HMT Ajmer’s manufacturing environment is highly advanced; this department also
looks after utilizing only the latest production techniques in all phases of
manufacturing maintenance. This assembly of machine is done stages, much as sub
assembly. Group assembly and final assembly of individual components. There
subassemblies after inspection pass on group assembly, which consists of head
stock assembly, saddle, gearbox, tail stock assemblies etc. this group then reaches
to the final assembly to be fitted on the bed. Electrical are also inter faced and the
machine is ready for final testing and printing of plant and equipment.

3. Service & Inspection Department: Headed by DGM. This department is
responsible for inspection & Servicing of the M/C’s. This department is concerned
with the inspection of various components and machines being manufactured. The
inspection is carried out in various stages, beginning from the inspection of individual
components at different stages of manufacturing followed by the inspection of the
whole machine while included final runs etc. Inspection of incoming material is also

4. Materials Department: Headed by JGM. It is responsible for all kinds of purchases

made by unit. This department also maintains a Central store and looks after
appropriate levels.

5. Planning Department: Headed by Chief Engineer Planning. The main functions of

the planning department are as under: -
 Time calculations for each operation. Job card booking of workers in shifts.
 To prepare monthly progress reports for the production activities carried out in
 To calculate manpower and machines available, accordingly new machines are
ordered and component.
 Counting of products and components.
 Prepare machines and sectional layouts

6. Design Department: Headed by JGM. Its functions are: -

 Design & development of products.
 Vendor development for new items.
 Drawing of component, group assembly, special assembly etc. along with
master part list (BOM) for machines.
 Deciding the type of material required for each component grade such as
casting alloy etc.
 Testing & trials of machines.
 Marketing of special purpose machine.

7. Foundry Department: Headed by JGM Foundry. This department is
administratively under HMT Ajmer, but functionally under executive director.

8. Finance Department: Headed by AGM Finance. The functions of this department

include maintenance of all accounts of the Company. The balance sheet is finally
prepared which is sent to the head office for the preparation of combined balance
sheet. The costing section of this dept. is responsible for the computing of each
product of that the selling price may be determined accordingly.

9. Sales Department: is headed by DGM. This dept. is divided into 3 sections viz.
Sales, Spares and Reconditioning. These functions of sales sections are the
execution of sales order and to bid for contracts through tenders. The function of
service section is to provide after sales & also looks after customer’s complaints and
supply of spares.

10. Security Department: This is headed by Asst. Security office. Main function of this
dept. is preventions of theft, sabotage and maintenance of industrial security within
the HMT compound including Township.

11. Quality Assurance Department: Dy. General Manager heads this department. This
department also looks after the feedback received from marketing division so as to
make improvement accordingly.

HRD Activities
The Unit has got well-equipped training center to facilitate periodical HRD Activities,
Vocational Training to student’s customers, Training etc.

HRD Programmes are periodically arranged for PID/KAIZEN recommendations ISO

9000/ Total Customer Happens/ TQM multi trade training computer awareness and

The Unit has provided amenities such as town ship consisting of 136 Quarters
Transport facilities for school going children, canteen, sports, facilities etc.

Hierarchy in the organization

The organizational hierarchy of HMT MTL Ajmer is based on functions. General

Manager leading the unit, assisted by the General Manager, Directly controls in different

The organization hierarchy consists of seven management levels in all. They are listed
below in descending order:

 General Manager
 Joint General Manager
 Deputy General Manager
 Assistant General Manager
 Manager
 Deputy Managers
 Foremen

Diagrammatic Representation

Human Resource Management
Meaning and Definition

Human Resource Management is a process of bringing people and organizations

together so that the goals of each are met. It is that part of the management process which
is concerned with the management of human resources is an organization. It tries to
secure the best from people by winning their whole hearted co-operation. In short, it may
be defined as the art of procuring, developing and maintaining competent work force to
achieve the goals of an organization is an effective and efficient manner.

Human Resource / Personnel Management may be defined as the art of procuring,

developing and maintaining competent workforce to achieve organizational goals

According to Flippo, “ Human Resource / Personnel Management is the planning,

organizing, directing, and controlling of the procurement, development, compensation,
integration, maintenance and separation of human resources to the end that individual,
organization and social objectives are accomplished.”

According to E.F.L. Breach, “Personnel Management is that part of process which is

primarily concerned with the human constituents of an organization.”

According to R.G. Gokhle, “Personnel Management is the specialized intelligent handling

of the human factor by a separate department which could devote its full time for research
along the line of improvement is industrial relation.”

Features of HRM
 Pervasive Force.
 Action Oriented.
 Individually Oriented.
 People Oriented.
 Development Oriented.
 Integrating Mechanism.
 Comprehensive Function.
 Auxiliary Service.
 Inter-Disciplinary Function.
 Continuous Function.

Human Resource Management in HMT

1) Functions of HRM in HMT.
 Manpower planning & recruitment : s
 Policy centralized recruitment (Ps Category)
 Scheme on recruitment of co- trainees.(WG Category)
 Standard force norms.
 Rationalization of Designation (PS).
 Internal recruitment
 Authority competent to confirm Employees.

2) Career Development
 Promotion policy & rules for workmen.
 Promotion policy & career planning.
 Performance appraisal system.
 Rules on seniority.
 Transfer policy & rules.

3) Conduct regulations
 Conduct discipline and appeal rules.

 Standing orders.

4) Salary Structure and Allowances

 Salary structure of PS category.
 Wage structure of WS category.
 Guidelines on pay fixations.
 Policy on annual increments (PS).
 Wage anomaly settlement.
5) Company assistance and welfare
 Leave & Leave encashment rules.
 Leave travel concession scheme.
 Policy on uniforms.
 Policy on gift watches.
 Incentives for small family norms.
 Inter - units sports regulations.
6) Participative Management scheme
 Participative Management scheme.
7) Suggestion scheme
 Guidelines on SC/ST
8) General
 Monthly incentive scheme
 Policy on official language
 Grievance procedure (PS) category
 Benefits and facilities for trainees during training period.
 Payment of transfer responses to those moving from one public sector
units to another.
 Employee consoling.
9) Foreign deputation/tour
 Procedure for selection of personnel for posting abroad.
 Guideline of selection of personnel for training abroad.
 Procedure for seeking sanction for tour abroad.
 Terms and conditions of foreign posting / deputation.

 Overseas medical insurance scheme.

Trade union

“Unity is strength” We can understand the real meaning of the idiom which we heard from
childhood, only when we use it in our practical life and trade union is practical use of this.
Means what is the trade union? If we find the answer than we can say that trade union is an
A trade union is a natural and necessary vehicle for workers to secure protection dignity
and moral status at work.
So we can say that an individual is not able to organize and defend his interest as well as
group can. Therefore workers saw the advantage of organizing themselves into group to
improvement there terms and condition of employment.

Trade Union Organization in HMT - Earlier there is a union, which work with non principle
ways . So people are against it. They divide it in two parts- i) Shramik sangh ii) Mazdoor

This sangh believe to work with national principle. It fights election with employee union
and wins the election and get affiliated. This work for two and half year and after that it
divides in Mazdoor and Shramik sangh and after some time it also divides in MTS also. In
1997 worker union build from Employee union.

It is required for two reasons-

a) For labour
b) For management
a.) For labour:- Unity become strength slowly but surely the work begin because of his
union to be more and more like human being and not like either commodity. It’s provides all
rights of labour for their prosperity. A union is continuous long term association for the

company worker with the union. Union Leader is chosen by the company labour on their
agreement and work for labour.

• For benefits of labour- Organization of trade union is mostly or mainly for the
benefits of labour, to give them justice, to solve their problems etc.
• For benefits of organization- What is the responsibility of trade union? Is fight for
their rights and strikes? Are we see the rapid changes around us or trade union is
limited to that extent or something more? When we see it, than it seems that real
mean of union is to work for profits of organization and create good position of it.
• In the form of a chain- It is an art to fulfill the communication or management
according law.

b) For management-

• To communicate any report- It is not possible that any communication takes place
directly between management and labour. So, the management’s people talk to the
leader of union and declare their decision through leader. So, to communicate the
management side to union, trade union is required.
• It is an authorized body to union for management.

I. Type of trade union- Trade union has its existence on each. So, on this base
it is of two types.
II. That trade union which has its existence not only in company but in state and
country and is called as Indian level union.

For Example:- In HMT- i) HMT employees union

ii) HMT shramik sangh
iii) HMT mazdoor Sangh.
iv) MTA seva sangh

That union which has it’s existence upto it’s own district. For Example:-In HMT- HMT
workers union comes under this.

Dealing With the Trade Unions

A union is a continuous, long term association of employees, formed an d maintained for a

specific purpose of advancing and protecting the interest of its members in their working
relationship. The union aims to bargain collectively, represents the employees in there
relationship with the employer. Unions representing the employees are here to stay and it is
necessary for the employer to establish good and amicable relations with the unions. An
employer should endeavour for amicable relationship with the union.

When the manufacture was handwork and the productive group was a small one,
the worker was looked upon a commodity which not be easily secured but also be replaced
when he was no longer useful. Hence the employee’s attitude was that of considering the
supply and demand position as in the case of commodity. The employer being in a
dominant position, he dictated the terms and condition of service. The inhumane treatment
the workers were receiving, filthy and unsafe condition, harsh and unjust supervision and
intolerant by low wages. The workers realized that they must help themselves. They formed
unions. Unity becomes strength. Slowly but surely the worker began, because of his union
to be treated more and more like human being and like either commodity, machine or tool.
Hours were shortened and regulated, wages were increased, leave and holidays were
granted, and safety measures were taken. Thus a worker joins a trade union and starts
bargaining collectively for the improvement in his working conditions, he gain his status in
his own eyes and those of his fellow-workers.

There are a lot of misconceptions about the trade union and they are mainly
because of the psychological mindset of the employers. The purpose of the unions is not to
remain at daggers’ drawn with the management but to protect them at work to improve the
working conditions of its members. The trade union movement has a long history in India.
The trade union came into existence long before the freedom was achieved. Before that,

Mahatma Gandhi has formed a union of textile workers of Ahmedabad and his union
enjoyed tremendous respect of the proprietors as well as workers.

Employer should not get panicky when a union is formed by the workers since the
right to organize or form a union is not only natural but a fundamental right of the workers /
employees as guaranteed by the Constitution of India. The workers also realize that if they
bargain as individually, the employer would have better leverage, for an individual would
not matter as much as a group in terms of the running of the enterprise. Since a group’s
contribution is much larger than that of a individual, so are the effects of its withdrawal.
Also, an individual may not be able to organize and defend his interests as well as a group
can. Therefore, workers saw the advantage of organizing themselves into groups to
improve their terms and conditions of employment. The enlightened employers also found it
advantageous to deal with a group, or a representative of a group rather than go through
the process of dealing with each individual over a length of time.

A trade union is a natural and necessary vehicle for workers to secure protection,
dignity and moral status at work. Whenever person’s means of livelihood are in the hands
of another, whenever there is a labour of division, a division who direct and those who are
directed, the union is the natural protective agency against arbitrary, unjust or mistaken
decisions. Some employers are surprised at the need for ‘protection’ but the fact simply is
that no employer, however knowledgeable and well-intentioned, can realize the implications
or anticipate the consequences of all his decision for employees and their families.
Consequently, the union is neutral, sometimes the only agency for such protection as well
as the apt vehicle for ensuring progress in the workers’ condition of life and work. The
necessity and inevitability of union for large organization and still maintain that the
employees will not feel the need of a union in small establishment. Ordinarily, if the
leadership of an organization is at all enlightened, if it’s policies are straight-forward, clear
and fair communications open and a sprit of collaboration cultivated, there should be no
need for their fellow collaborations to organize. it may be helpful for an employer to
remember that when the employees form the union, unity of workers is always a source of
great insight into organization and the circumstances of the employees. The management
should not look upon an employee who has joined a union as ‘disloyal’. The term ‘loyal
worker’ and / or ‘disloyal worker’ are objectionable terms and be avoided. And employee
has two loyalties: one to the organization, other to the union. A good ‘Unionist’ can still be a
‘good employee’. Consequently, the employer should not feel it as a personal affront or
disappointment if a ‘good’ employee joins the union, or even leads the drive to form a
There is a marked distinction behaviour and intentions. Employees see behaviour
not intentions. They react, not to the employer’s good intentions but to his behaviour as
they perceive it. There is always a communication gap here: a difference between the way
the manager perceives himself and his behaviour and the perception of same by the

The decision of the employees to form a union or any employee’s decision to join
or not join should not be interfered as this is there internal matter. The formation and choice
of a union is no business of the employer. Also such an interference amounts to an unfair
labour practice under section 2(r) read with fifth schedule of the Industrial Disputes Act.
Such steps will also be counterproductive. Also some managements attempt to set up rival
employee unions. This not only unjust but invariably aggravates the reciprocal relations.

Even when employees desire an outsider union to represent them, tht is their
choice and responsibility. The employer has no justification to interfere. Very often this
position indicates an underestimation of the employees, a false paternalism, and failure to
treat employees as the adults they are. An outsider will not be able to get a following unless
there is a real grievance somewhere. There is a distinction between registration of a union
and its recognition. Registration is the act of the members of union by which through a
procedure set up by the government the union attains legal identity and status. If the union
provides the information required by the Trade Union Act, 1926, the Registrar of Trade
Unions give it a registration number under the Act. Recognition, on the other hand is an act
of the employer whereby he agrees to treat a certain union as the legitimate representative
of all the establishment’s workmen. There is no central legislation obliging the employer to
recognize a union. Even in Maharastra, Gujrat Madhya Pradesh and Rajasthan there are
no uniform legislation either for recognition or representative unions. So far as public sector
undertakings are concerned, the Departments of Public Enterprises has instructed the
PSUs to recognize the trade union under code of discipline in industry but that has no legal
sanctity. Also the multiplicity of unions creates hurdles in determination of representative

When the union resort to agitational activities such as demonstration, work to rule,
non co-operation etc., the action called for will only be known in the light if the particular
circumstances. Under such situation, the employer should appreciate the utility of dialogue,
negotiating, bargaining. Keeps talk going, listen dialogue, stress communalities, work out
alternatives, negotiate but keep communication going. Keep also a sense of humour.
Humour keeps things in perspective. Such an approach can be helpful in defusing
explosive situations and establishing a problem-solving atmosphere. Efforts should made to
resolve the disputes/ grievances by settlement.

Only the facts that should be the basis for any settlement. The more facts that
enter the discussion, the more feasible become the suggested solutions. It is far more
helpful to look at facts open-mindedly than to speak of ‘management rights’ or ‘union
rights’. There is very little in such situations that can be solved by appeals to ‘principles’.
What are the facts? What solution benefit the institution, employees and the community it
wishes to serve? In most situation incidentally, there should be no reason why financial
sheets and balance record of the organisation cannot be openly shared. Efforts should
always be for a solution from which both parties gain.

An amicable settlement and not confrontation should be the main aim of the
organization. Most of the labour disputes ultimately result into settlement and then why not
start the process in the beginning itself.

The most important quality of a personnel is his capacity for dealing with problems
with initiative, energy and imagination as to be able to devise a workable solution. He must
be capable of clear thinking and should have temperament with a liking for people and
interests in their problems so as to inspire their confidence. He should have capacity of
leadership ability to convince, persuade and encourage to meet opposition calmly without
showing any temper or emotional instability. He should have strength of character and
integrity and sense of justice and fair play. He should have adequate knowledge which
would enable him to devise plans objectively so that he may gain support for his proposals
both from his superiors and subordinates.

Should a Personnel executive find himself in such a situation where the workers
are organizing, it may be helpful to remember the following:
When workers organize, is always a source of great insight into circumstances of
the workers. Avoiding any alarm or panic, try coolly to diagnose the symptoms, to see what
the message is. Workers don’t organize unless there is a real ‘pinch’ somewhere.

Do not in anyway interfere, threaten or try to influence either the workers’ decision
to form a union or any worker’s decision to join or not to join. The formation and choice of a
union is no business of the Personnel Executive. Not only is such interference an unfair
management practice but it is usually counter- productive. Some managements have
attempted to set up rival employees unions. This is not only unjust but invariably
aggravates the situation. If the Personnel Executive will respond: ‘I do not mind employees
organizing but I do object to outsider leading them’. If union is truly representative of the
workers and they wish an outsider to represent them, that is there choice and responsibility
and the Personnel Executive has no ground to interfere. Nor is it wise to thin too quickly
that the workers are being misled. Very often this position indicates an underestimation of
the workers, a false paternalism, and failure to treat workers as the adults they are. An
outsider will not be able to get a following unless there is a real grievance somewhere.

Even when organizing activities are going on, there should be no abdication on
management’s part. Organizing efforts should not interfere with work, and management
should seek that work goes on as usual. There is a very legitimate competition that can
take place between a union and management for a greater share of the dual loyalty of the
workers. While competition is never good as collaboration, it is sometimes the best
available. Management should use worker complaints to improve the quality of its
administration. Improved management is usually enough in itself to lessen employee
enthusiasm for formal organization.

If situation leads to ‘go slow ‘, ‘work to rule’, strike, and the like, the action called
for will only be known in the light of the particular circumstances. Even here, however, the
Personnel Executive should appreciate the utility of the dialogue, negotiating and
bargaining. Very few workers want strikes. Very few can afford strikes, more particularly in
these days when the Supreme Court has held that no wages will be payable even when
strike is legal and justified. Thus keep talks going, listen, dialogue, workout alternatives,
negotiate, but keep communication going.
It is the facts that should be the basis for any settlement. The more facts that enter
the discussion, the more feasible become the suggested solutions. It is far more helpful to
look at facts open mindedly that to speak of ‘management rights’ or ‘union rights’. There is
very little in such situation that can be solved by appeals to principles. What are the facts?
What solution benefits the establishment, employees and the community it wishes to serve.

Throughout any management-union discussion, the effort should always be for a

solution from which both parties gain. So called ‘victories’ won over the other are always
short-lived. Workers are never fooled for long, neither are managements. Look for win-win
rather than win-lose solutions; stress mutual benefits. Workers have there demands of their
own, the union demands are usually economic, those of management and performance
related. Exchange of one for the other often leads to mutual benefit solutions.

5) Today Trade Union in HMT-

a) HMT employee union - HMT employee union is associated with

HIND Mazdoor sangh. It starts from 1970. This was its first union.
Today there are 40-50 workers in this union.

President of this union is- Sakal Lal Katar
Vice President of this union is- R.S. Ninama

b) HMT Shramik Sangh - It works with INTOC and it was started since
President of this union is- Sohan Singh Rawat
Vice President of this union is- Jai Narayan
Workers in this union are- 70-75

c) MTA Seva Sangh -

President of this union is- Mohan Lal Sharma
Vice President of this union is- Abdul Vahid Ansari
Workers in this union are- 70-75

d) Worker union -
President of this union- Kailash Chand Sekhawat
Vice President of this union is- Shiv Charan Sharma.
Workers in this union are- 4-5

e) HMT Mazdoor Sangh -

President of this union- Devi Singh Rawat
Vice President of this union is- Durga Ram Choudhary.
Workers in this union are- 80-85

6) Function of Trade Union -

a) To listen workers.
b) To solve their problems.
c) Deliver management’s decision to union.

7) Mechanism to organize Trade Union -

By union act- Minimum 9 members required

In HMT -
Total workers- 317 (137 are under training right now)
Official Workers- 106
Total – 423 Workers

8) Structure of Trade Union

9) Parts of Trade Union-

10) Working manner of Trade union - By union-

a) Unit Board - Union leader- 1
Official leader- 1

b) Medical Board - Union leader- 1

Official leader- 1

c) P.F. Trust - Union leader- 2

Official leader- 1

d) Well fare Committee

e) Games Committee
f) Natural Calamity Committee
11) Facility which are given in HMT -
a) Dresses, shoes etc.
b) Breakfast.
c) Earlier lunch was given but now Rs. 5 are given as lunch allowance.
d) 250 ml of milk is given to those workers which work hard.

12) Works which are done by HMT-

a) Death relief fund - Regular 10 Rs. Are deducted from everyone
salary. If anyone died than 25000-30000 Rs are given to his family.
b) Before funeral 3300 Rs. are given.
c) In 1975, during flood breads were distributed in Nagra and
d) When Godhra kand happens in Gujrat, than cloths, shoes etc. were
delivered to Gujrat.
e) Help was done in December 1993.

13) Work shift of HMT -

6 AM – 2PM A shift- 35-40 employee
2 PM – 10 PM B shift- 30-35 employee
10 PM – 6 AM C shift- Assemble duty

General Shift run from 8:30 – 4:30, mostly people come in this shift.
14) Organization of S.C, S.T association is done in HMT and
organizing Assemble also.

15) Reason for backwardness of HMT -

a) New employees do not come.
b) No planning
c) Standard of HMT is disturbed by management.

i) HMT Buyrin- Closed in Hyderabad
ii) HMT watch
iii) HMT Build factory
iv) Machine tool

Name of Nominated Persons

No. HMT/Per/IR/86/ 2ndAugust, 1986
The General Secretary,
HMT Officers’ Association, AJMER

Dear Sir,
The following members of your association are here by nominated to the committee
as mentioned below to represent HMT Officers’ Association, Ajmer.
1. Canteen services : Shri P.P. Saini
2. Welfare committee. : Shri RW Jethwni, Planning
3. Council of sports & : Shri HS Vilku, Inspection
Cultural affairs : Shri AK Assdani, Sub:cont
Shri DK Verma, Elect. Assay
4. Death Relief Assurance : Shri AL Verma, Purchase Fund
5. House Allotment : Shri AS Bhati, Tool Engg
Committee Shri RP Sharma, Planning
6. Cooperative Hosing : Shri SK Arora, Tool Plg
Committee Shri HC Bansal, Insepection
7. P.F. Trust Committee : Shri NK Mehta, PPC
8. Small Saving (C.T.D) : Shri SK Parashar, Assembly
9. Safety Committee : Shri Dalbir Sing,Heavy parts
Shri DP Chadha, Foundary
10. House keeping committee : Shri Sunder Lakwani,Design
11. Township Welfare : Shri IM Suri, Spl. Acc.
Committee Shri SP Dhiman, Inspection
The President and General Secretary of HIT Officers’ Assn. shall also be special
invitiees in addition to president and General Secretary of HMT Sharmik Sangh
(Recognised Union), Ajmer.
Thanking you,

(Maj. J.S. Gill , Retd)
Personal Manager

(Name of different committees)

 Cooperative Housing Committee.

 Trust Committee.
 Small saving (CTD) Committee.
 E.S.I. Committee.
 Safety Committee.
 Rehabilitation Committee.
 House keeping Committee.
 Accident Committee.
 Township Welfare committee.
 C.T.D. Welfare Committee.

Trade Union Act, 1926

Object of the Act:- To proide for the registration of Trade Union and in certain respects to
define law related to registered Trade unions.

Registration of Trade Union:-Any 7 or more members of a trade union may, by

subscribing their names to the rules of the trade union and its compliance. There should be
at least 10% or 100 of the work-men, whichever is less, engaged or employed in the
establishment or industry with which it is connected. It has on the date of making
application not less than 7 people as its members who are work-men engaged or employed
in the establishment or industry with which it are connected.

Sec. 4
Application for registration:- Presc ribed form with the following details:- Names,
Occupation and address of the members place of the work.
Address of its head office and
Names, ages, address and occupation of its office bearers.

Minimum requirement for membership of trade union:- Not less than 10% or 100 of the
workmen , whichever is less, subject to a minimum of 7 , engaged or employed in an
establishments etc.

Cancellation of registration:- If the certificate has been obtained by fraud or mistake or it
has ceased to exist or has willfully contravened any provision of this Act. If it ceases to
have the requisite number of members.

Sec. 10
Criminal conspiracy in trade disputes:-No office bearer or member of a trade union shall
be liable to punishment under sub section (2) of conspiracy u/s 120B of IPC in respect of

any agreement made between the members for the purpose of furthering any such object
of the Trade Union.
Sec. 17
Disqualification of office bearers of Trade union :-If one has not attained the age of 18
years, conviction for an offence involving moral turpitude. Not applicable when 5 years
have elapsed.

Sec. 21-A
Returns:-Annually to the Registrar, on or before such date as may be prescribed, a
general statement, audited in the prescribed manner, of all receipts and expenditure of
every registered Trade Union during the year ending on the 31st December.

Sec. 28
Penalties Offence Punishment
U/s 31 For making false entry in Fine upto Rs 500.

On any omission in general continuing default, statement required for additional fault, Rs 5
sending returns for each week. For making false entry in Fine upto Rs 500. form. U/s 32
Supplying false information Fine upto Rs 200regarding Trade Union.

HMT Machine Tools Ajmer Employees, Officers’
Association, Worker Union and ST/SC Association

Ref: HMTOA/ MP/ 03/2009-10 Dt.30.5.2009

SH. Sachin Pilot,

Hon’ble Union Minister of State
Govt. of India
New Delhi

Respected Sir,

We the representative of entire former and present employees of HMT Machine Tools Ltd,
Ajmer and their family members CONGRATULATE you on your grand success in recent
elections. It is a matter of pride for Ajmer citizens that after so many decades, one
nationally recognized, young and dynamic leader is their representative in Parliament, who
will whole heartedly contribute for the development of this city in every sphere in next five

Ajmer city is industrially backward and except railway workshop and HMT, no other industry
is situated in Ajmer. Due to ineffective political leadership of last 2-3 decades neither a
single new industry came into existence nor was the existing industry expanded. On the
contrary the present organizations are deliberately pushed towards sickness with the result
these are bound to have a natural death.

Sir, during the election companion you were kind enough to accept our invitation and came
to HMT premises where we had the opportunity to explain the hardship being faced by the
entire employees of HMT Ltd. and its subsidiaries spread all over India including HMT
Machine Tools Ltd. Ajmer and consequent deterioration of activities in this world renowned
company of great repute.

HNT Ltd was incorporated in 1953 by the Govt. of India as a Machine Tools Manufacturing
company and was inaugurated and dedicated to the Nation by the first Prime Minister of
India Pandit Jawaharlal Nehruji describing HMT “A JEWELL OF THE NATION” Over the
years under the able guidance and dynamic leadership of Smt. Indira Gandhi ji and
energetic leader ship of Rajiv Gandhi ji, it has diversified into manufacturing of Watches,
Tractors, Printing Machinery. Metal forming Presses Die Casting and Plastic Machinery,
CNC Systems and Bearings. HMT Limited comprises of six subsidiaries under the ambit of
a Holding company HMT Ltd, also manages the tractors business directly. Today HMT is
having 22 all over India and is an Engineering company of great repute with huge brand
equity. Brand HMT is one of the most trusted wholly owned Indian Brands. The pioneers of
Machine Tools Manufacturing in India has contributed immensely to the growth and
development of various industrial sectors of this country including Defense, Aero Space,
Railways Power Plants, Automobiles , Education and Nuclear for more than 5 decades
through its quality product and services. At present more than 12,000 employees are
working in this organization.

The Ajmer Plant was established in 1970 and presently it is known as “A CENTRE OF
EXCELLENCE FOR GRINDING SOLUTIONS” where all type of highly sophisticated
grinding machines including CNC Machines are being manufactured with present working
strength of approx 700 employees (including contracted and temporary labour & staff).

In spite of the above strength, to day HMT employees are passing through great difficulties
and want to submit before you a few important issues in brief, related to HMT and its
employees for your kind reference, perusal and to be raised in Parliament.
 Those parted from HMT through Govt. of India VRS scheme got the package with
financial security net 150% for balance service, where as existing employee
remained unfortunate as the has not been implemented for them till date.
 The company has lost a significant number of highly skilled work force, operators
and managers, trained and experienced professionals & on the contrary hardly
and new incumbent has joined HMT in last 10 years. Today a newly recruited
clark of Central/State Govt. is drawing much more than HMT engineer. Even the
newly recruited Engineer and workers have left company during last 3-4 years
seeking better opportunities. There is a big vacuum at every level of employees.
 To fulfill the domestic obligation like education and marriage of children, the
employees had to withdraw all their savings including the provident fund etc &
thus become finally bankrupt.

 The morale of the employees have gone to a very low level which is adversely
affecting Company’s performance particularly when HMT is undergoing the
implementation of revival package sanctioned by GOI during 2007.
 Based on recommendation of the 2nd Pay revision committee for PSU’s from
01.01.2007, but same is not being implemented in HMT, as the HMT will have to
first implement the earlier Wage/Pay revision of 1997 which is still due.
 After implementation of 6th pay commission for Central/ State Govt. employees/
other Govt. organizations and 2nd pay revision of PSU’s HMT employees and
perhaps be most poorly paid employee in organized sector of the country. The
senior most, well qualified, 35 year experienced engineers and skilled workers are
getting salary less than the minimum wage earner of Central/ State Govt.
 The retiring age is 58 in HMT, whereas all other PSU’s, Central and State Govt.
employees is having retiring age of 60 years. In next 5 years around 5000
employees comprising engineers, professionals and very experienced workmen
will be superannuated, which will have adverse effect on company’s performance
particularly when GOI has approved revival packages of hundreds of crores
Rupees financial assistance to the company.

On above issues, in past we have approached to Hon’ble union minister for HI & PE,
Hon’ble union minister for labour, Sh Rahul Gandhi Ji, Smt Sonia Gandhi Ji, various
Parliamentarians on different forums. However even after getting positive response and
assurance, not even a single issue is addressed till date.

The Parliamentary Standing Committee on labour, (during last session of Parliament on

25.02.2009) strongly recommended the revival of HMT. The committee chairman Sh.
Sudhkar Reddy also stressed on pay revision, payment of arrears, age of superannuation
as 60 years and merging of HMT with other PSU’S and Defense organizations.

Sir, today the very survival of our family is on stake and before it becomes too late we
request you to kindly intervene in the matter to provide immediate lease of life to thousands
of HMT families.

It may be out of context to submit, but in case Govt. of India does not wish to accede to our
just grievances, our company could be considered for merging with other PSU’s or
alternatively all the suffering employees may allowed to leave the job with a golden hand
shake scheme.

After going through above submission, you will kindly appreciate the level of agony and
frustration of HMT employees are carrying for last two decades. We hope you will help in
redressing these issues in your capacity in Union Minister & strong Parliamentarian.

Sir, once again assure you of whole hearted support / co.-operation of HMT employees to
bring HMT to its past glory under the dynamic leadership of UPA government and our
prime minister.

We Remain
Yours Sincerely

For President Gen. Secretary

HMT Officer’s Association
ST/SC Association
HMT Sharmik Sangh
Machine Tools Mazdoor Sangh
MTA Sharmik Seva Sangh
HMT Employees Union
HMT Workers Union
Correspondence Address:
A.K. Goyal
HMT Machine Tools Ltd,
Beawar road Ajmer 305003
Mob. 9928024507, FAX: 0145-2602095

Research Methodology
Research Methodology refers to search of knowledge .one can also define research
methodology as a scientific and systematic search for required information on specific

The word research methodology comes from the word “advance learner ‘s dictionary
meaning of research as a careful investigation or inquiry especially through research for
new facts in my branch of knowledge for example some author have define research
methodology as systematized effort to gain new knowledge.

An appropriate methodology in an essence of any research work. The success of any

project depends. Upon the method chosen. The study of product of HMT Machine Tools
Ltd., Ajmer is historical, descriptive and analytical in nature. The data and information
required has been made available from the various records of sales department.

Title of the Study

• Trade Union Analysis in HMT

Duration of the Project

• 45 Days

Objective of Study
1. To study the measures of labor welfare and status of Industrial Relations in HMT Ltd,

2. To know the satisfaction level of the employees towards labor welfare measures
adopted in HMT Ltd, Ajmer.

3. To probe into the data’s pertaining to various exciting segments of the Company.

4. To suggest means and ways of retaining and further improving the strong
requirement and strengthening the weaker ones.

In the end, I have presented my finding and recommendation, which I hope, would be
helpful in increasing the manpower planning & recruitment.

Type of Research
It has to used facts or information already available and analyze these to make a
critical evaluation of material.

Sample Size and method of selecting sample

Sample size:
Considering the constraints it was decided to conduct the study based on sample size of 50
people in specific age groups.

Methods of Data Collection

In the project work Primary data secondary data (both) sources of data has been used .
1. Primary sources of data: In the primary sources of data used Observation Method &
Questionnaire method.
2. Secondary sources of data :In the secondary sources of data is used. (Internet ,
magazine ,books, journals)

Tools Of Analysis
In the project work quantitative technique & percentage method are has been used.

Research Design
For the proper analysis of data simple quantitative technique such as percentage were
used . It help in marketing more accurate generalization From the data available .The data
which was collected from a sample of population was assumed to be representing entire
population was interested .Demographic factor like age, income and educational
background was used for the classification purpose .

Scope of Study
As per syllabus of the two-year degree course of Master of Business
Administration every student has to under go a practical training of 6 weeks in his/her field

of interest. This training is a vocational training in the organization to learn more about the
organization and a project by the person under whom one is posted during the period. I
underwent practical training at HMT Machine Tools Ltd., Ajmer.

Practical training is an essential part of Management studies as it helps one to

visualize the management practices in the field, the theoretical aspects of which we have
the learnt in the classroom. Then one has to present a report, which is to be in two parts,
the first part devoted to giving a profile of the organization and the second part containing
the project on which one has worked during the training period.

This report is an attempt to presents some aspects of the practical training taken
by me. The topic of the projects undertaken by me is “Analysis of the Sale of Product and it

For convenient and better functioning. HMT Machine Tools Ltd., Ajmer has
divided its marker into twelve segments on the basis of the product manufactured by the
buyers. Due to wide segment of HMT, it is necessary to forecast the individual products of
company so that we can easily make the policy and make strategy to increase the sales
and maintain the segments of the Company. Its help the organization to increase the
profitability reducing the operational cost and achieving the organization objectives. In this
project, I have referred the recruitment figures of the last 3 years. On this basis I have
studied and analyzed the performances of each product.

Limitation of Study
The project has been subject to the following limitations:

1. The project has been working upon the existing framework. The Company has
already decided upon the target segment thus limiting the area of study.

2. For HMT Machine Tools Ltd., Ajmer products total market consists of Indian
Industrial as well as customers so due to time and financial limitations it was not
possible to control with them.

3. The sole limitations of the project is that the primary data relating to the recruitment
could not be collected.

4. HMT being a public sector enterprise has an obligation towards other government
enterprises so some of the recommendations to increase profitability cannot be

Fact and Findings
The study on Trade Union excising in the HMT in the Ajmer reveals that the Trade
Union are playing their better role come in looking after the interest of the workers and
setting the various issues per training the issues at the various level at unit as well as
corporate platform the workers all most satisfied with the leader ship of the various trade
Various at unit level, various committee are firmed were in union as well as
management representatives are made the member of committee for different issues .It is
also seen that the issues are settled in various peaceful and harmony atmosphere.
 10% employees are of the opinion that some facilities started earlier by
management have been withdrawn due to loss making HMT.
 42% employees are of the opinion that organization provides freedom to use their
skills for the growth of the organization.
 57% of the union members are of the viewpoint that every new change at HMT is
being communicated to them.
 44% employees feel that supervisors provide motivating feedback for their work
 89% employees feel that recognition is given to them for their work done.
 59% employees have good relation with their supervisors.
 86% employees are satisfied with their jobs at HMT.
 56% employees are of the opinion that HMT has good transport facility.

Analysis and Interpretation
Organization gives freedom to employees use their skills in your area of job.

4% 10%
Strongly agree
Strongly disagree

Company communicates every new change to employees that occurs

Strongly agree
10% Strongly disagree



Feedback given to employees by their supervisors about the work done

M o t iv a tin g
D e m o t iv a tin g
31% N e u tr a l



Does management provides any recognition for good work

Strongly agree
9% 2%

Employees relation with their immediate superiors

G ood
S atis fac tory
Uns atis fac tory



Are employees at HMT satisfied with their Jobs

8% 6%
Strongly agree
D is agree

How employees perceive medical reimbursement scheme of the Company


14% 32%


How is the Transport Facility of the


Exec el l ent
Sat i s f ac t or y
Uns at i s f ac t oy


How are the wage policies adopted by the Company





How are the welfare activities provided by the Company

E xc e lle nt
4% Good
A ve ra g e
P oor


You are you provided with all the necessary and required safety/protective

F requently
S om etim es

SWOT Analysis
• It is multi dimensional, multi trade organization and its pioneer in machine tools in
India having large India wide marketing and after sales service network.
• It has very sound base for training for the newcomers and in –depth technical know-
how to available with the company.
• Emerging capabilities in the CNC segment.
• Quality orientation.
• ISO-9001 certified.
• Proper organization structure for smooth working of the employees.
• HMT takes care of the employee welfare.
• There is proper delegation of Authority and Responsibility.
• Provides good canteen facility at all working hours.
• There is proper channel of Communication i.e. top to down and down to up.
• Facing financial crises.

• Due to non revision of wage, Employee turnover is high.

• Due to lack of Working Capital, production is hampering.

• Government is not making any revival policy for this loss making PSU.

• Company is unable to continue some basic facilities which were earlier started.

• In year 2000, government has supported financial to the company for restructuring
their business plans reducing manpower and improve productivity by automation of

• Access to international technology.

• Centre for precision manufacture parts.

• Centre for detailed designs based on international concepts.

• Every private organization is allowed to purchase second hand machinery
under open general license from any country.

• Cheaper imports cutting into share of Indian machine tools.


The role of different trade union in the organization has been found quite satisfactory as
per as setting of various workers relative issues is concerned the total IR Industrial relation
is peaceful indicating that workers are having full confidence in the union and happy with
the function of the union .

Trade unionism is a means for workers to liberate themselves from poverty and social
exclusion. Workers use trade unions as their representative voice to demand their rights
and improve their living and working conditions. The formation of trade unions was a
reaction against the mechanisms of pauperisation, notably: low pay, long working hours,
child labour and generally appalling working conditions. And so trade unionism has always
been about eradicating poverty. The symposium recalls this historical, as well as the
current role of trade unions, to continue the fight againstpoverty and to promote social
justice in the global economy.

Recommendations and Suggestions
A few suggestions for the development of such unions are:
I. One Union in One Industry: Multiplicity of unions in the same plant leads to inter-
union rivalry that ultimately cuts at the root of the trade union movement. It weakens the
power for collective bargaining and reduces the effectiveness of workers in securing
their legitimate rights. Therefore, there should be only one union in one industry.

II. Paid Union Officials: Generally, the trade unions avail the services of the honorary
workers due to lack of funds. The practice should be stopped because honorary office
bearers cannot do full justice to the task entrusted to them because of lack of time at
their disposal. Suppose that you are asked to do something in the office, which requires
a lot of responsibility. You are not offered any thing in return. Of course the motivational
levels will come down unless and until you are a very passionate or a committed
person. The same applies to the officials of the unions. Therefore, paid union officials
should be employed who are persons of proven integrity and who are able to evaluate
the demands of workers so that they may negotiate with employers on equal footing.

III. Development of Leadership from Within: It is of crucial importance that trade

unions are managed by the workers, and not by outsiders. Leadership should be
developed from within the rank and file of the workers. We have already discussed the
problems related to the outside leadership in the organisations. Please note that the
outside leadership should not be encouraged in the organisations because of the
following reasons:

Salary of organization is not be revealed since after 1992 resulting into poor response
toward poor recommended it is felt necessary that the long over due revision from 1992 be
have given to the organization employee to satisfy there needs.

 Enforcement of Discipline.
 HMT should try to create a sense of belongingness among its employees by
introduction of new schemes and facilities.
 HMT should follow the policies laid with full devotion which will be helpful for the
Company in the long run.

1. Organization gives freedom to employees use their skills in your area of job.
2. Company communicates every new change to employees that occurs
3. Feedback given to employees by their supervisors about the work done
4. Does management provides any recognition for good work
5. Employees relation with their immediate superiors
6. Are employees at HMT satisfied with their Jobs
7. How employees perceive medical reimbursement scheme of the Company
8. How is the Transport Facility of the Company
9. How are the wage policies adopted by the Company
10. How are the welfare activities provided by the Company
11. You are you provided with all the necessary and required safety/protective
12. What is Trade Union?
13. How many Union in HMT?
14. How can worker choose the Union Leader?
15. What is the role of Union Leader?
16. What is the work of Trade Union?
17. How many member works in Trade Union?
18. Which facilities provide by the company to the Trade Union?
19. How can affect new technology to Trade Union?
20. What is the role of labour in Trade Union?
21. How can change Union according time?


I. Author V S P RAO
II. Title Human Resource Management
III. Place of publication New Dehli
IV. Publisher Excel books, New Dehli
V. Date of Publication 2005 2nd edition

i. Author K Aswathappa
ii. Title Human Resource Management
iii. Place of Publication New Dehli
iv. Publisher Tata McGraw- Hill
v. Date of Publication 1999

I. Author S.N.PANDY
II. Title Basis of Management
III. Number of pages referred from “25 to 31”


 Previous Summer Training Reports.