CHAPTER – I

INTRODUCTION

The concept of the WORKERS PARTICIPATION IN MANAGEMENT DECISIONS IS

considered as a mechanism where workers have a say in the Decision -Making Process of
an enterprise.

DEFINITION:
The concept of Workers Participation in Management crystallizes the
concept of Industrial Democracy, and indicates an attempt on the part of an employer to
build his employees into a team which work towards the realization of a common
objective.

According to DAVIS, “It is a mental and emotional involvement of a person in a group of

situations which encourages him to contribute to goals and share responsibilities in them”
Within orbit of this definition, a continuum, of men management relationship can be
conceived:
Workers’ controls →Joint management →Joint consultations
Workers Place Consultations →Management Supremacy
“Workers Participation in Management decisions is a resounding phase,
bridging the past and future. It echoes the millennial vision of nineteenth century thinkers
while heralding the evolution of new forms of industrial organization twentieth century
pressures. The word ‘Workers participation’ is plentifully supplied with ideas,
instructions and opinions.

Formal Vs. Informal:

The forms of Workers Participation in Management depend on the differences in the
levels of management, the subject-matter of participation, the strength of the union and the
pattern of industrial relations. The important forms in which workers could participate in
management are collective bargaining, joint decision-making, consultations, and
information sharing.
They may take the form of formal organizations like works committees, Joint
Management councils or an informal system, for instance, a supervisor consults.

1
CONCEPT:
Criteria for selecting of Units for setting up of JMCs:

The sub-committees of the Fifteenth Indian Labor Conference which selected 48

units for introducing of criteria for selecting the units:

i. The understanding should have a well-established, strong trade union

functioning.
ii. There should be a readiness in the parties between employers and workers union
to try out experiment in a spirit of willing cooperation.
iii. The size of the undertaking should be at least 500 workers.
iv. The employer in the private undertaking should be a member of one of the
leading employers organization; and similarly the trade union be related to one
of the central federations.
v. The company should have a fair record of industrial relations.

Functions of JMCs:
i. To be consulted on matters like standing orders, retrenchment,
rationalization, closure, reduction of operations etc..
ii. To receive information, to discuss and offer suggestions.
iii. To shoulder administrative responsibilities like maintaining
welfare measures, safety measure, training schemes, working
hours, payment of rewards.
.

2
OBJECTIVES OF THE STUDY

 The primary objective of the study is to examine the “Workers

Participation in Management Decisions” conducted in
Cognizant.
 To understand that how the COGNIZANT workers utilizing their participation
authority.
 To understand the problems of the COGNIZANT workers in the participative
management.
 To recommend few suggestions to COGNIZANT to overcome the problems in
participative management.

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NEED FOR THE STUDY

Workers participation in management decisions is an important to both organization and

workers.
 It will be helpful to the organization to motivate the workers to get good
suggestions and profitable productivity.
 To create a feeling to workers that they are not only worker they also partner
to develop the organization.
 To need of this study on workers participation in management decisions is to
know the type of participation schemes followed by the unions and
management.
 This study provides suggestions and benefits to organization as well as
workers.
 This study is therefore taken up to know the various workers participation in
the management decisions in Andhra Pradesh State road Transport
Corporation.

4
SCOPE OF THE STUDY:
The forms of workers Participation in Management vary from industry to industry and
from country to country. The important forms are: Lobour-Management Consultations
and Co-operation, Joint consultation and Model of Participation (U.k.), Union
Management of Co-operation(U.S.A), Codetermination scheme(West Germany),

Forms of Workers Participation in Management are:

i. Works Committee:
ii. Joint Management Councils:
iii. Joint councils:
iv. Shop Councils:
v. Unit Councils:
(I) Works committees:
The industrial Disputes Act, 1949 provides for the setting up of works committees as a
scheme of workers participation in Management which consist of representatives of
employers and employees. The Act provides for these bodies in every undertaking
employing 100 or more workmen. The aim of setting up these bodies to promote
measures for maintaining harmonious relations in the work place and to sort out
differences of opinion in respect of matters of common interest to employees and
employers.

Functions:These works committees are consultative bodies. Their functions include

discussions of conditions of work like lighting, ventilation, temperature etc., amenities like
water supply for drinking purpose, provision of canteens, medical service etc.. . It shall be
the duty of the works committee to promote measures for securing and preserving amity
and good relations between the employers and employees and to comment upon matters of
their common interest or concern and endeavor to reconcile any material differences of
opinion in respect of such matters.
Structure: The works committees have, as office bearers, a President, a Vice-President,
a Secretary and a Joint Secretary. The President is a nominee of the employer and the
Vice-President is the Workers representative. The tenure of this bodies is 2 years. The
total strength of these bodies should not exceed 20. The employee’s representatives have
to be chosen by the employees.

5
(II). Joint Management Councils(JMCs):
The second Five year Plan recommended the setting up of
joint councils of management consisting of representatives of workers and
management. The Government of India deputed a study group (1957) to study
the schemes of workers participation in management in councils like U.K.,
France, Belgium and Yugoslavia.

OBJECTIVES:
The objectives of Joint Management Councils are as follows:
i. To increase the association of employees and employers thereby
promoting cordial industrial relations;
ii. To improve the operational efficiency of the worker;
iii. To provide welfare facilities to them;
iv. To educate workers so that they are well equipped to participate in
these schemes; and
v. To satisfy the psychological needs of worker.
a) a must for the success of the programme. The shorter is the time for
communication, the greater is the probability of correct interpretation.

6
 CHAPTER-II
REVIEW OF LITERATURE

INTRODUCTION
The concept of workers participation in management (WPM) is a broad and complex one
depending on the social, political environment and cultural conditions. The scope and
contents of participation may change in any case. A common thread running through all
interpretation is the idea of associating employees in managerial decision making. WPM
has been defined as the participation resulting from practices which increase the scope of
employees and the share of influence in decision making at different tiers of organizational
hierarchy with assumption of responsibility. WPM means different things to different
people depending upon their objectives and expectations. For management it is a joint
consultation prior to decision making, for workers it means co-determination, for trade
unions it is the new order of social relationship and a new set of power equation within
organizations, while for government it is an association of labor with management without
the final authority or responsibility in decision making.
Levine and Tyson (1990) distinguish between the consultative and substantive forms of
participation. In consultative forms, employees provide information or advice, but
management retains the right to make decisions. In more substantive participatory systems
workers have greater autonomous control over methods, pace of work and make decisions
that substantively affect the production process. This difference between consultative and
substantive forms of participation is what Rubestein, Bennett, and Kochan, (1992) called
“off-line versus “on-line” participation. Adewumi (1990) contended that the Nigerian
Industrial relations system is guided by the underlying philosophy in establishment of
institutions and machineries though which management and workers meet on equal
balance to discuss, consult and negotiate the terms and conditions of employment.

PROBLEM STATEMENT
Participation in decision making (PDM) takes several distinct forms. A review of
empirical study demonstrates that the effects of participation on satisfaction and
performance vary according to the organization. Workers play an important role in any
organization, so their participation and involvement in an organization is essential. This

7
study reveals how the workers participation helps in decision making and forward
planning in a firm.

OBJECTIVES OF THE STUDY

• To study about workers participation level in management.
• To identify the factors affecting the workers participation.
• To identify the internal relationship among the Employees and Employer
. • To study about workers involvement level at the time of organizational change.
• To ascertain workers level of involvement in the decision-making process of their work
place.

WORKERS PARTICIPATION IN INDIA

Post-independence, the concept of WPM emerged significantly in India. Provisions of the
Industrial Disputes Act, 1947 indicated the setting up of works’ committees and for the
establishment of bipartite committees in the Factories Act, 1948. After a decade, it
emerged as workers participation in management which included Joint Management
Councils. Another type of a scheme that was introduced has been joint consultative
machinery in government undertakings to facilitate co-operation between the government
and its employees. An attempt was made in 1971 by the government for having workers’
representatives on the boards of management in certain public sector undertakings. This
was attempted in Hindustan Antibiotics Limited and Hindustan Organic Chemicals
Limited and in 14 nationalised banks and the port trust. In the banking sector two worker
directors were on the board of management, representing one each from officers’ and the
workers’ side. The movement of WPM did not respond favourably due to unsatisfactory
industrial relations in the public sector enterprises. Besides multiplicity and rivalry of trade
unions, lack of support from management and the role conflict of the worker played a vital
role for not having the concept of WPM established in its real form. In October 1975, the
government introduced a scheme for workers’ participation in ϯϲ industry. This was a part
its 20 point economic programme. The government announced that WPM must be adopted
with the initiative of the management. The same was to be evolved suiting the requirement
of the units. The scheme of WPM included shop councils at the shop floor and joint
councils at the enterprise level. Bhowmik (2012) has mentioned that the meaning of the

8
concept participative management needs to be understood in the background of its
historical evolution from the beginning of this century.
It has been developed and improved in different forms, in different countries to suit the
requirement of the political system and economic structure of the countries concerned. In
India, the concept of WPM has been tried during the last four decades. The scheme of
Work’s Committees, Joint Management Councils and Worker Director aims at
institutionalisation of the theme or concept of industrial democracy. These schemes have
been introduced with the hope that participation and involvement of employees in the
process of decision making will reduce mutual suspicion and hostility and create
harmonious industrial relations. The works committee set up in 1919 by Tata Iron and
Steel Company Limited with representatives of the management and trade union did not
last long due to trade union rivalries. In 1920, as per the advice of Mahatma Gandhi,
Ahmedabad Textile Mills and the Unions of the Mills agreed to set up joint consultation
councils to settle disputes. The Royal Commission on Labour, 1931 in its report however,
accepted that workers’ organisations were weak, recommended that the efforts in the
direction of consultative works’ committees should be taken. Participative management
was given legal framework through the Industrial Disputes Act, 1947. Under Section 3 of
this Act, there is a provision which states that if the number of employees exceeds 100, an
industrial establishment should form a works’ committee with equal representation from
the management and workmen. In the first five year plan of 1951, the planning
commission considered that works committee “will be the best vehicle for improving
labour relations and promoting employer-employee relationship in the interest of higher
production and greater wellbeing of the workers through the progress of industry3 . The
importance of participation has been described in the industrial policy resolution of 1956
in the following words “In a socialist democracy, labour is a partner in the common task 3
Documents of the First Five Year Plans, Published by the Planning Commission,
Government of India. ϯϳ of development. There should be joint consultation and the
workers and technicians, should wherever possible, be associated progressively with
management. Enterprises in the public sector have to set an example in this model.” The
second five year plan document states that for ensuring industrial peace, better relations
and increased cooperation, steps should be taken increasingly to associate labour with
management, which is a prerequisite for the establishment of a socialist society. In 1957,
voluntary joint management council was instituted4 . Despite these efforts, it has been
generally felt that workers’ participation in management has not been successful in India.
9
“The Indian experience provides little encouragement to those who would like to see a
greater and speedier development of participative managerial practices... possibly there
might have been less participation without such efforts.” But certainly the evidence
doesn’t suggest that these have led to notable advances in increasing the participative role
of workers or unions in the decisions of the firm5 . The third five year plan, 1961 also
emphasised the need for the strengthening of industrial democracy in the country. It
maintained that, “for the peaceful evolution of economic system on a democratic basis it is
essential that workers’ participation in management should be accepted as fundamental
principles and as an urgent need”. The plan document visualised that in the course of time
“management should arise out or the working class itself” and that such a step would
greatly help “to promote social mobility which is an important ingredient of the socialist
system”6 . The Government of India adopted a number of industrial relations strategies to
facilitate the industrialisation process and the scheme of ‘workers’ representation in
Industry7 .’ On October 30 1975, workers’ participation was declared as a part of twenty
point economic programme8 . Reduction of industrial conflicts and improvement of
productivity were the main objectives of the programme. Shri. R. Venkatraman, the then
Union Minister of Finance in his speech at a conference said that “Workers’ participation
in management is one of the techniques adopted by this government to achieve a
harmonious relationship

10
 CHAPTER-III
RESEARCH METHODOLOGY

DEFINITION:
A plan outlining how information is to be gathered for an assessment or evaluation that
includes identifying the data gathering method(s), the instruments to be used/created, how
the instruments will be administered, and how the information will be organized and
analyzed
Types of Research Design:
I) Exploratory research
II) Descriptive research

EXPLORATORY RESEARCH:
Exploratory research is a type of research conducted because a problem has not been
clearly defined. Exploratory research helps determine the best research design, data
collection method and selection of subjects. Given its fundamental nature, exploratory
research often concludes that a perceived problem does not actually exist.
Descriptive research:
Descriptive research, also known as statistical research, describes data and
characteristics about the population or phenomenon being studied. Descriptive research
answers the questions who, what, where, when and how.
Although the data description is factual, accurate and systematic, the research cannot
describe what caused a situation. Thus, descriptive research cannot be used to create a
causal relationship, where one variable affects another. In other words, descriptive
research can be said to have a low requirement for internal validity.

11
 SOURCES OF DATA COLLECTION

 Primary Data:
The Primary data was collected by administrating a questionnaire
and obtaining the feedback. It was administrated on a random sample of employees
chosen, which consisted the staff from different departments and different levels. The
questionnaire consisted of 20 questions, which stressed upon the different factors to
understand the extent of orientation of workers participation in the management
decisionsin the organization.

The questions asked were of multiple choices in nature. A three points rating scale was
used for the responses of where a responded needed to indicate his/her attitude by the
selecting a position in the continuum consisting the 3 points in the rating scale.
There was a constant interaction with the Deputy Chief Personnel Manager (Industrial
Relations and Welfare) for the inputs and the information required.

Secondary data:
The information relevant to the topic was collected from the various secondary sources
like

 Internal Records, Reports and Manuals of the Organization.

 Internet, Journals and Literature Review.

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 DATA COLLECTION & SAMPLING TECHNIQUES:

SAMPLE DESIGN:
The study conducted is basically descriptive in nature.
SAMPLE PLAN:
 Sapling Technique:
Random sampling technique is used in this study.
 Sample Size:
The sample consist of 50 employees of the Andhra Pradesh Road Transport Corporation,
belonging to various departments and levels at the Bus Bhavan, Hyderabad and Chirala
Bus Depot.

STATISTICAL TOOLS:

The data collected was coded, edited, tabulated, analyzed and systematized in the form of
tables, Pie charts and bar diagrams.
Accordingly, findings were summarized and appropriate recommendations made to the
Organization.

13
LIMITATIONS OF THE STUDY:

1. The random sample chosen for the study consisted of just 50 respondents.
2. Due to the busy work schedules of the staff, they might not have
concentrated, which could have affected the findings of the study to some
extent.
3. As there is a tendency to behave or respond artificially when the workers are
observed or interviewed, due to complex human behavior, there could be
some deviations from findings.

14
 CHAPTER – IV
INDUSTRY AND COMPANY PROFILE

INTRODUCTION
India is the world's largest sourcing destination for the information technology (IT)
industry, accounting for approximately 67 per cent of the US$ 124-130 billion market. The
industry employs about 10 million workforces. More importantly, the industry has led the
economic transformation of the country and altered the perception of India in the global
economy. India's cost competitiveness in providing IT services, which is approximately 3-
4 times cheaper than the US, continues to be the mainstay of its Unique Selling
Proposition (USP) in the global sourcing market. However, India is also gaining
prominence in terms of intellectual capital with several global IT firms setting up their
innovation centres in India.
The IT industry has also created significant demand in the Indian education sector,
especially for engineering and computer science. The Indian IT and ITeS industry is
divided into four major segments – IT services, Business Process Management (BPM),
software products and engineering services, and hardware.
The IT-BPM sector which is currently valued at US$ 143 billion is expected to grow at a
Compound Annual Growth Rate (CAGR) of 8.3 per cent year-on-year to US$ 143 billion
for 2015-16. The sector is expected to contribute 9.5 per cent of India’s Gross Domestic
Product (GDP) and more than 45 per cent in total services export in 2015-16.
Market Size
The Indian IT sector is expected to grow at a rate of 12-14 per cent for FY2016-17 in
constant currency terms. The sector is also expected triple its current annual revenue to
reach US$ 350 billion by FY 2025#.
India ranks third among global start-up ecosystems with more than 4,200 start-ups##.
India’s internet economy is expected to touch Rs 10 trillion (US$ 146.72 billion) by 2018,
accounting for 5 per cent of the country’s GDP###. India’s internet user base reached over
400 million by May 2016, the third largest in the world, while the number of social media
users grew to 143 million by April 2015 and smartphones grew to 160 million.
Public cloud services revenue in India is expected to reach US$ 1.26 billion in 2016,
growing by 30.4 per cent year-on-year (y-o-y)^. The public cloud market alone in the

15
country was estimated to treble to US$ 1.9 billion by 2018 from US$ 638 million in
2014^. Increased penetration of internet (including in rural areas) and rapid emergence of
e-commerce are the main drivers for continued growth of data centre co-location and
hosting market in India. The Indian Healthcare Information Technology (IT) market is
valued at US$ 1 billion currently and is expected to grow 1.5 times by 2020^^. India's
business to business (B2B) e-commerce market is expected to reach US$ 700 billion by
2020 whereas the business to consumer (B2C) e-commerce market is expected to reach
US$ 102 billion by 2020^^^.

INVESTMENTS
Indian IT's core competencies and strengths have attracted significant investments from
major countries. The computer software and hardware sector in India attracted cumulative
Foreign Direct Investment (FDI) inflows worth US$ 21.02 billion between April 2000 and
March 2016, according to data released by the Department of Industrial Policy and
Promotion (DIPP).
Indian start-ups are estimated to have raised US$ 1.4 billion across 307 deals in quarter
ending March 2016.
Most large technology companies looking to expand have so far focused primarily on
bigger enterprises, but a report from market research firm Zinnov highlighted that the
small and medium businesses will present a lucrative opportunity worth US$ 11.6 billion
in 2015, which is expected to grow to US$ 25.8 billion in 2020. Moreover, India has
nearly 51 million such businesses of which 12 million have a high degree of technology
influence and are looking to adopt newer IT products, as per the report.
Some of the major developments in the Indian IT and ITeS sector are as follows:

 Druva Incorporation, a data protection firm, has received US$ 51 million in a

funding round led by its existing investor Sequoia Capital India along with new
investor EDBI which is the investment arm of the Singapore Economic
Development Board (EDB).
 Google, the American technology giant, has launched a new Wi-Fi platform called
Google station, under which the company will install Wi-Fi hot spots in places
frequented by a large number of people like malls, cafes, universities.

16
 Reliance Industries Ltd (RIL) plans to set up entrepreneurship hubs in key cities
and towns, and aRs 5,000 crore (US$ 748 million) fund, under the name of Jio
Digital India Startup Fund, to invest in technology based startups.
 Gurgaon-based digital wallet start-up MobiKwik, which is owned and operated by
One MobiKwik Systems Private Limited, has raised US$ 40 million from Nasdaq-
listed firm Net1, a South African payments technology company.
 Orange Business Services, the business services arm of Orange Group, has
launched a state data centre for Himachal Pradesh government, which will be the
first data centre in India to be designed using 'green' data centre concepts that
minimise power requirements and increase power utilisation efficiency. 
 PurpleTalkInc, a US based mobile solutions company, has invested US$ 1 million
in Nukkad Shops, a Hyderabad based uber-local commerce platform that helps
neighbourhood retail stores take their businesses online through a mobile app.
 KartRocket, a Delhi based e-commerce enabler has completed its US$ 8 million
funding round by raising US$ 2 million from a Japanese investor, which will be
used to enhance Kraftly, a mobile-first online-to-offline marketplace targeting
small sellers, individuals and home-based entrepreneurs in India in product
categories such as apparel and accessories.
 Mumbai-based baby care and kids products e-tailer, Hopscotch.in, has raised US$
13 million in a Series C round of funding from Facebook co-founder Mr Eduardo
Saverin, which will help the firm in growth and expansion of its technology
platform.
 MoMark Services, a mobile based customer engagement platform for small and
medium businesses, has raised US$ 600,000 from YourNest Angel Fund and LNB
Group, to scale up its product offerings and talent acquisition.
 Shouut, a social discovery app by Giant Tech Labs Pvt Ltd, which helps consumers
discover deals, buy event tickets or redeem coupons, has raised US$ 500,000 in
angel funding from a high net-worth individual angel investor based in India.
 Apple Inc. plans to set up its first technology development centre outside the US in
Hyderabad with an investment of US$ 25 million, which is expected to create
4,500 jobs, as per MrJayeshRanjan, Secretary, IT for the state of Telangana.
 Xpressbees, an e-commerce logistics firm operated by Busybees Logistics
Solutions Private Limited, has raised US$ 12.5 million in a Series A funding, led
by its existing investors SAIF Partners, IDG Ventures, Vertex Ventures and
17
 Valiant Capital, which will be used to strengthen technology initiatives and
processes of the firm.
 Housejoy, an online home services provider, has raised Rs 150 crore (US$ 22
million) in a Series B round of funding led by Amazon, and which also includes
new investors such as Vertex Ventures, Qualcomm and Ru-Net Technology
Partners.
 Global PE firm Blackstone Group has acquired a minority stake in an Indian travel,
transportation and logistics software firm, IBS Software, for US$ 170 million, by
buying the stake from General Atlantic and few other shareholders.
 India’s top-tier IT company, Infosys Ltd, has bought a minority stake worth US$ 3
million in Whoop, which is a US-based start-up that makes activity trackers worn
by athletes.
 Microsoft Ventures is planning to incubate 500 start-ups in India in the next five
years with a vision to create a viable and profitable business out of the booming
start-up sector in India.
 National Association of Software and Services Companies (NASSCOM) plans to
open four more tech start-up incubation centres in different parts of India, in
addition to existing three, in support of Government of India’s ‘Start-up India’
initiative.
 Nasscom Foundation, a non-profit organisation which is a part of Nasscom, has
partnered with SAP India to establish 25 National Digital Literacy Mission
(NDLM) centres in 12 cities across India, as a part of Government of India's
Digital India initiative.
 Infosys, India’s second largest Information Technology services company has
acquired US-based Noah Consulting, a provider of advanced information
management consulting services for the oil and gas industry.
 US-based Callidus Software Inc, cloud-based sales, marketing, learning and
customer experience solutions provider, has opened its centre in Hyderabad and
also launched its ‘The Lead to Money’ suite in Indian markets.
 Wipro Ventures, Wipro’s US$ 100 million corporate venture arm, plans to invest
in early-stage Venture Capital (VC) funds based in the US to pursue a strategy of
investing/partnering country-focussed VCs.

18
  A recent study by research firm International Data Corporation (IDC) suggests that
India may soon be able to catch up with the global technology trends that have
disrupted enterprises, industry and the way consumers behave and transact.
 Reliance is building a 650,000 square feet (sqft) data centre in India—its 10th data
centre in the country—with a combined capacity of about 1 million sqft and an
overall investment of US$ 200 million.
 Intel Corp plans to invest about US$ 62 million in 16 technology companies,
working on wearable, data analytics and the Internet of Things (IoT), in 2015
through its investment arm Intel Capital. The Indian IoT industry is expected be
worth US$ 15 billion and to connect 28 billion devices to the internet by 2020.

GOVERNMENT INITIATIVES
Some of the major initiatives taken by the government to promote IT and ITeS sector in
India are as follows:

 Mr Ravi Shakar Prasad, Minister of Communication and Information Technology,

announced plan to increase the number of common service centres or e-
Sevacentres to 250,000 from 150,000 currently to enable village level
entrepreneurs to interact with national experts for guidance, besides serving as a e-
services distribution point.
 The Government of Telangana has signed an agreement with network solutions
giant Cisco Systems Incorporation, to cooperate on a host of technology initiatives,
including Smart Cities, Internet of Things, cybersecurity, education digitisation of
monuments.
 The Railway Ministry plans to give a digital push to the India Railways by
introducing bar-coded tickets, Global Positioning System (GPS) based information
systems inside coaches, integration of all facilities dealing with ticketing issues,
Wi-Fi facilities at the stations, super-fast long-route train service for unreserved
passengers among other developments, which will help to increase the passenger
traffic.
 The Pune Smart City Development Corporation (PSCDCL) has signed a
memorandum of understanding (MOU) with the European Business and
Technology Centre (EBTC), which will allow it to gain access to real-time
knowledge of technologies, solutions and best practices from Europe.

19
 The e-Tourist Visa (e-TV) scheme has been extended to 37 more countries thereby
taking the total count of countries under the scheme to 150 countries.
 Department of Electronics & Information Technology and M/s Canbank Venture
Capital Fund Ltd plan to launch an Electronics Development Fund (EDF), which
will be a 'Fund of Funds' to invest in 'Daughter Funds' which would provide risk
capital to companies developing new technologies in the area of electronics, nano-
electronics and Information Technology (IT).
 The Human Resource Development (HRD) Ministry has entered into a partnership
with private companies, including Tata Motors Ltd, Tata Consultancy Services Ltd
and real-estate firm Hubtown Ltd, to open three Indian Institutes of Information
Technology (IIITs), through public-private partnership (PPP), at Nagpur, Ranchi
and Pune.
 Government of India is planning to develop five incubation centres for 'Internet of
Things' (IoT) start-ups, as a part of Prime Minister MrNarendraModi's Digital
India and Startup India campaign, with at least two centres to be set up in rural
areas to develop solutions for smart agriculture.
 The Government of India has launched the Digital India program to provide
several government services to the people using IT and to integrate the government
departments and the people of India. The adoption of key technologies across
sectors spurred by the 'Digital India Initiative' could help boost India's Gross
Domestic Product (GDP) by US$ 550 billion to US$ 1 trillion by 2025@@.
 India and the US have agreed to jointly explore opportunities for collaboration on
implementing India's ambitious Rs 1.13 trillion (US$ 16.58 billion) ‘Digital India
Initiative’. The two sides also agreed to hold the US-India Information and
Communication Technology (ICT) Working Group in India later this year.
 The Government of Telangana has begun construction of a technology incubator in
Hyderabad—dubbed T-Hub—to reposition the city as a technology destination.
The state government is initially investing Rs 35 crore (US$ 5.14 million) to set up
a 60,000 sqft space, labelled the largest start-up incubator in the county, at the
campus of International Institute of Information Technology-Hyderabad (IIIT-H).
Once completed, the project is proposed to be the world’s biggest start-up
incubator housing 1,000 start-ups.

20
  The Department of Electronics and Information Technology (DeitY) plans to start
a digital literacy programme, aimed at training over six crore Indians in the next
three years to empower them for digital inclusion.

ROAD AHEAD
India is the topmost offshoring destination for IT companies across the world. Having
proven its capabilities in delivering both on-shore and off-shore services to global clients,
emerging technologies now offer an entire new gamut of opportunities for top IT firms in
India. Social, Mobility, Analytics and Cloud (SMAC) are collectively expected to offer a
US$ 1 trillion opportunity. Cloud represents the largest opportunity under SMAC,
increasing at a CAGR of approximately 30 per cent to around US$ 650-700 billion by
2020. The social media is the second most lucrative segment for IT firms, offering a US$
250 billion market opportunity by 2020. The Indian e-commerce segment is US$ 12
billion in size and is witnessing strong growth and thereby offers another attractive avenue
for IT companies to develop products and services to cater to the high growth consumer
segment.

Exchange Rate Used: INR 1 = US$ 0.0149 as on September 29, 2016

References: Media Reports, Press Information Bureau (PIB), Department of Industrial
Policy and Promotion (DIPP) statistics, Department of Information and Technology
Notes: # - As per National Association of Software and Services Companies
(NASSCOM), ## - as per a report by NASSCOM and Zinnov Management Consulting Pvt
Ltd titled "Start-up India - Momentous Rise of the Indian Start-up Ecosystem", ### -
According to a report by the Boston Consulting Group (BCG) and Internet and Mobile
Association of India (IAMAI), ^ - as per a report by Gartner Inc, ^^ - As per IT industry
body National Association of Software and Services Companies (NASSCOM), ^^^ - as
per a report by the Confederation of Indian Industry and Deloitte Touche Tohmatsu India
LLP, @ - as per a study by Assocham-PricewaterhouseCoopers, @@ - as per research
firm McKinsey

21
 IT Companies in India

Latest update: December, 2016

India's IT market size growing
 India’s technology and BPM sector (including hardware) is likely to generate
revenues of US$ 160 billion during FY16 compared to US$ 146.5 billion in FY15,
implying a growth rate of 9.2 per cent
 The contribution of the IT sector to India’s GDP rose to approximately 9.5 per cent
in FY15 from 1.2 per cent in FY98
 TCS is the market leader, accounting for about 10.4 per cent of India’s total IT
&ITeS sector revenue in FY16
 The top five IT firms contribute over 25 per cent to the total industry revenue,
indicating the market is fairly competitive

22
 COMPANY PROFILE
Cognizant Technology Solutions Corporation, incorporated on April 6, 1988, is a
professional services company. The Company operates through four segments: Financial
Services, Healthcare, Manufacturing/Retail/Logistics, and Other. The Company's services
include consulting and technology services and outsourcing services. Its consulting and
technology services include business, process, operations and technology consulting,
application development and systems integrations, application testing, enterprise
information management and software solutions and related services. Its outsourcing
services include application maintenance, IT infrastructure services and business process
services. The Company deploys a range of commercial and delivery models, including
managed services, fixed bid, output and outcome based pricing and platforms to address
the various needs of its customers.

The Company provides assistance with strategy consulting, business and operations
consulting, technology strategy and change management, and program management
consulting. The Company offers a range of application design, application development
and systems integration services. Its application testing practice offers a suite of services
in testing, consulting and engineering. Its business-aligned services in the areas of system
and integration testing, package testing, user acceptance, automation, performance testing
and test data management address its customers' quality needs.

The Company develops, licenses, implements and supports third-party software products
for the healthcare industry, including solutions for health insurance plans, third party
benefit administrators (TPAs), and healthcare providers. It provides IT Infrastructure
management outsourcing services. Its IT Infrastructure services include data center,
infrastructure security, network and convergence, end user computing services and
mobility. Its industry-specific solutions include clinical data management,
pharmacovigilance, equity research support, commercial operations and order
management.

Financial Services

The Financial Services segment includes customers providing banking/transaction

processing, capital markets and insurance services. The Company serves traditional retail
and commercial banks, diversified financial enterprises, broker-dealers, asset management
firms, depositories, clearing organizations and exchanges. The Company assists its

23
customers in such areas as retail banking, wholesale banking, consumer lending, cards and
payments, risk management, investment banking and brokerage, asset and wealth
management, and securities services.

The Company serves global property and casualty insurers, life insurers, reinsurance firms
and insurance brokers. The Company focuses on such aspects of its customers' operations
as business acquisition, policy administration, claims processing, management reporting,
regulatory compliance and reinsurance.

HEALTHCARE
The Healthcare segment includes healthcare providers and payers, as well as life sciences
customers, including pharmaceutical, biotech and medical device companies. The
Company serves global healthcare organizations, including healthcare payers, providers
and pharmacy benefit managers. Its Healthcare business focuses on providing a range of
services and solutions that address regulatory requirements and industry trends, such as
regulatory compliance, integrated health management, enterprise information
management, claims investigative services and operational improvement in areas, such as
claims processing, enrollment, membership and billing. The Company serves
pharmaceutical, biotech, and medical device companies, as well as providers of generic,
animal health and consumer health products.

Manufacturing/Retail/Logistics

The Manufacturing/Retail/Logistics segment includes manufacturers, retailers, travel and

other hospitality customers, as well as customers providing logistics services. The
Company's customers in this sector include manufacturers of automotive and industrial
products as well as processors of natural resources, chemicals and raw materials. In
logistics, its customers include rail, truck, marine and other transportation and distribution
companies. It also serves energy utilities, as well as oil and gas producers. Some of its
manufacturing and logistics solutions for automotive and industrial customers include
warranty management, dealer systems integration, supply chain management, sales and
operations planning, and mobility. For transportation and distribution customers, its
service areas include warehouse and yard management, transportation asset management,
transportation network design, global trade management and analytics.

24
The Company serves a range of retailers and distributors, including supermarkets,
specialty premium retailers, department stores and large mass-merchandise discounters. It
also serves the travel and hospitality industry, including airlines, hotels, restaurants, online
and retail travel, rental car companies, global distribution systems and intermediaries and
real estate companies. It also serves consumer goods manufacturers. Its principal segments
include consumer durables, food and beverage, footwear and apparel, and home and
personal care products.

Other

The Other segment includes its information, media and entertainment services,
communications and high technology operating segments. The Company serves
communications (cable, wireless and wireline) service providers, equipment vendors, and
software vendors. It serves media and entertainment companies, including information
service providers, publishers, broadcasters, and movie, music and video game companies.
The Company provides solutions in areas, such as the digital content supply chain and
media asset management. Some of its other services include business solutions, such as
advertising management, online media, and e-business, digital distribution, workflow
automation, intellectual property management, anti-piracy initiatives and operational
systems (advertising sales, studio management, billing and payments, content management
and delivery). It serves independent software vendors, technology equipment
manufacturers, social network companies and online service providers.

Cognizant Technology Solutions, founded on January 26, 1994 by Kumar Mahadeva&

Francisco D'Souza, is an American multinational IT services provider. It also provides
consulting and business process outsourcing (BPO) services. In the course of dot com
boom, it flourished by receiving the application maintenance work that the big
corporations were reluctant to carry out. Gradually, it moved into application
development, complex systems integration and consulting work. Cognizant grew rapidly
during the 2000s and became a Fortune 500 company in 2011. It is a member of the
NASDAQ-100, the S&P 500, the Forbes Global 2000 and the Fortune 500 and is
positioned among the top performing and fastest growing companies in the world.

25
 If you do not hope, you will not find what is beyond. Cognizant Technology
Solutions Corporation is a global leader and a multinational company. It is one of the
important businesses outsourcing company in the world.

 Oracle Corporation Story

 Cisco Systems, Inc Story

FOUNDERS AND COMPANY BACKGROUND

The headquarters of the company is in Teaneck, New Jersey. It was founded

originally as a technology unit of Dun & Bradstreet, and the headquarters are in
Chennai, India.
In 1996, Cognizant started exceeding performance with its international clients. The
next year, the company had its headquarters moved from Teaneck to Chennai in
India. Cognizant was the first company to be listed on NASDAQ 100. 
After accepting some of the work of application maintenance, it went into application
development. During the 2000s, time looked like a golden era for the company. It
became one of the Future 500 companies in 2011. It is also known as the World’s
Most Admired Companies.

PROFILE
The company is split into two new major services, Nelson Media Research, and IMS
Health. After some time, it became the public subsidiary of the IMS Health. But in
2003, Cognizant sold all its shares in the subsidiary and the CEO also resigned from
his post. The company expanded its work from IT services to Outsourcing and
business consulting as well. There was a fast growth in the success of Cognizant. The
services provided include application development, business intelligence, supply
chain management, CRM, etc.

Cognizant also follows a global model for delivery. There are many offshore offices
of the companies span over many countries in the world. The main sources of
business for the company were the American as well as European clients. The
company is a provider of high-end services in all fields. It is one of the top 10
companies that are legitimate in bringing the employee on H-1B into the US. 

26
The company also has plans to increase its US business operations in the coming
years. A total of 50 recruiters is continually hiring in the United States for different
positions in the US itself. The company has nine delivery centers in the United
States, Bridgewater, New Jersey; Phoenix, Arizona,  Des Moines Iowa, etc.

Cognizant houses around 150,000 employees and has spanned all over the world.
There are many development centers of the company as well. There are many units
which are divided into vertical and horizontal sections. The vertical unit is for
Healthcare, Retail, Banking Services, whereas the horizontal unit focuses on mobile
computing, testing, and BPO. More than 100,000 employees work in India. The
major revenue of the company is from financial companies and then from healthcare
industries.
The company also launched the Go Green initiative in the year 2008. This cause
completely focused on recycling, waste management, and energy conservation.
Cognizant is the 50th traded companies in the United States. 

Head Quarters:

 Teaneck, New Jersey, United States

Key People:

 Chairman — John E. Klein

 Chief Executive Officer (CEO) — Francisco D’Souza

Logo:

 Cognizant’s logo consists of two C’s - one vertical and one horizontal. The vertical
C in the logo symbolises the equality of its employees while the horizontal C
signifies the corporation’s commitment to its customers.

Net Revenue:

 US$ 12.416 billion (2015)

27
Number of Employees:

 255,800 (2016)

Official Websites:

 www.cognizant.com

Achievements:

 Cognizant recognised as a Top Provider in the Outsourcing and Consulting

categories besides being named as a Customer Satisfaction Leader by CGT.
 Ovum Decision Matrix recognised Cognizant as "Market Leader" in Outsourcing
Testing Service Providers.
 Consumer Goods Technology (CGT) awarded Readers’ Choice Award for the
ninth consecutive year.
 Forrester Research, Inc. named Cognizant a Leader in Business Intelligence
Services.
 Cognizant placed as a Leader by the IDC MarketSpace report.
 Cognizant placed in IDC MarketScape as a Leader in IT and BPO Services.

28
 CHAPTER-V
DATA ANALYSIS & INTERPRETATION
1. In the Organization, is workers participation in practice or not?

The response obtained was as follows:

Table no.1
Option No. of Respondents % of Reponses
YES 50 100
NO 0 0

100%

Interpretation:
All(100%) are the respondents expressed that Participative Management is practice in their
organization.

Conclusion:
In Cognizant workers have an idea upon “Workers Participation in Management
Decisions”.

29
 2. In what form workers participation is going on?

The response obtained was as follows:

Table no.2
Option No. of Respondents % of Reponses
MEETINGS 38 76
APPROCH TO D.M. 12 24

Interpretation:
76% of the respondents expressed that they have to follow Meetings to participate in
management decisions.
24% of them said that they are like to participate as Directapproachment with the Depot
manager.

Conclusion:
Most of the respondents are satisfy to participate in Meetings to give suggestions to
management

30
 3. According to you, what are pre-requisites of Workers Participation in
Management Decisions?

The response obtained were as follows:

Table no.3
Option No . of Respondents % of Reponses
Knowledge on 16 32
WPMD(CAT-A)

Effective trade union 10 20

(CAT-B)

Relations between 24 48
Management
&workers(CAT-C)

Knowledge on WPMD
Relations between 32%
Management
48%

Effective trade union

20%

Interpretation:
48% of respondents suggested Good relations between management and workers is a pre-
requisite to participative management.
32% of respondents are prefer to suggest that Knowledge on WPMD.
20% of respondents prefer to Effective Trade Unions.

31
 4. Do you suggest a Web-site or E-Mail ID for suggestions?

The responses obtained were as follows:

Table no.4
Option No. of Respondents % of Reponses
NO 10 20
YES 33 66
NO RESPONSE 7 14
no
20%

no response
14%

yes
66%

Interpretation:
66% of the respondents suggested a Web-site or Mail ID to send their suggestions to
Management.
20% of the respondents don’t want any web-sites.
14% of respondents not responded to this.
Conclusion:
Most of the respondents wants to expressed their suggestions to the directly management
through the Web-sites.

5. Is the “Workers Participation in Management in Decisions” process helpful to

motivating to workers!
The response obtained were as follows:
32
 Table no.5
Option No . of Respondents % of Reponses
YES 41 82
NO 3 6
NO RESPONSE 6 12

NO
6%

YES
82%

Interpretation:
82% of the respondents expressed that Participative management if helpful motivate the
worker.
12% of them not responded for it.
06% of them not agree to that, Participative Management is not helpful to them.
Conclusion: Most of the respondents are expressed that and strongly tells that
Participative Management is motivating them.

6. Would you suggest AWARDS for good participation!

The response obtained were as follows:
TABLE No. 6
Option No . of Respondents % of Reponses

33
 Yes we suggest 40 80
No response 10 20

no response
20%

yes we suggest
80%

Interpretation:
80% of the respondents are suggested to announce Awards to the good Participator.
20% of the respondents are not responded for this.
Conclusion: Most of the respondents are suggest to announce Awards to the good
Participator.

34
7. Should workers recognized in the presence of his/her family for good suggestions?

The response obtained were as follows:

TABLE NO. 7:
Option No . of Respondents % of Reponses
YES 48 96
NO 2 4

no
4%

yes
96%

Interpretation:
96%of the respondents are agreed that they are motivated in front of their families.
04% of the respondents are its not preferable.

Conclusion :
The considerable respondents are motivated in front of their families, by getting
appreciations from the management.

35
8. Should quality of suggestions given by workers for improvement of RTC is considering
in performance appraisal ?

The response obtained were as follows:

TABLE NO.8
Option No . of Respondents % of Reponses
YES 31 62
NO 19 38

no
38%

yes
62%

Interpretation:
62% of the respondents are agreed that the management has considering their suggestion
in Performance appraisal system.
38%of respondents are not agreed.
Conclusion:
Majority of the respondents are fine to the management has considering their suggestion
in their Performance appraisal, but some are not satisfied with that.

9. Do you think “Trade Unions are necessary”?

36
The response obtained were as follows:
TABLE NO.9
Option No . of Respondents % of Reponses
YES 48 96
NO 2 4

Interpretation:
96% of the respondents are wants Trade Unions.
Only 04% of the respondents are not accepted Trade Unions.
Conclusion:
Majority of the workers are very interested to maintain Trade Unions in their
Organization.

10. Are you member of any Trade Union?

The response obtained were as follows:

37
 TABLE NO.10
Option No . of Respondents % of Reponses
YES 50 100
NO 0 0

100%

Interpretation:
All(100%) are the respondents are members in the different trade unions.

Conclusion:
Here I had concluded that, every employee wants to a member of a trade union.

11. Are the Trade Unions influencing the Management Decisions to favourof workers ?
The response obtained were as follows:
TABLE NO.11
Option No . of Respondents % of Reponses

38
 YES 27 54
NO 8 16
DEPEND UPON 15 30
SITUATIONS

depend on
situations
30%
yes
54%
no
16%

Interpretation:
54% of the respondents are says that yes, Unions are favour to them.
16% of the respondents are says that no, Unions are not favour to them.
30% of the respondents are concluded that , Unions are favorable to them will be
depended upon situations.
Conclusion:
Many respondents are agree to that Un ions are favorable to them, but near to that it will
be next to Unions are following the situations.

12. Are the Trade Unions to solving your grievance”?

The response obtained were as follows:
TABLE NO.12
Option No . of Respondents % of Reponses
YES 34 68
NO 10 20

39
 BASED ON PROBLEM 06 12

no based on problem
20% 12%

yes
68%

Interpretation:68% of the respondents are said that the Trade Unions are solving their
grievance.
20% of them responded to Trade Unions are not solving their grievance.
12% of the respondents are says that the Trade Unions help to them will be depended upon
the strength of the problem.
Conclusion:
Most of the workers are fine with the Unions help to solve their problems. Less of
respondents are not satisfied with their Unions.

13. Are Trade Unions in COGNIZANT able to influence Government on maters of

importance to Worker and the Organization?

The response obtained were as follows

TABLE NO.13
Option No . of Respondents % of Reponses
YES 14 28
NO 05 10
SOME TIMES 31 62

40
 yes
28%

some times
62%
no
10%

Interpretation:
28% of the respondents are said that the Trade Unions are have discussions with
Government.
10% of respondents are says no interactions have Unions with the Government.
62%of the respondents are told the unions are sometimes will discuss with the
Government.

Conclusion:
More of them are know that the sometimes only Trade Unions are have interactions with
Government. That had in critical situations only.

14. DO you favor strikes for redressed of your grievance?

The response obtained were as follows:

TABLE NO.14
Option No . of Respondents % of Reponses
YES 22 44
NO 23 46
NO RESPOND 05 10

41
 no respond yes
10% 44%

no
46%

Interpretation:
44% of the responded workers are favour to do strikes
46% of them not favour to do strikes.
10% of the respondents are not have interest to respond to this.

Conclusion:
Here the respondents are equally have same opinions on strikes. Mostly concluded that
the workers are interested to do strikes only after failing the their discussions with the
management, so they are not preferable for un necessary strikes.

15. Did you ever participate in any strike?

The response obtained were as follows:

TABLE NO.15
Option No . of Respondents % of Reponses
NO 06 12
ONCE 07 14
SOME TIMES 33 66
ALWAYS 04 08

42
 no once
12% 14%
always
8%

sometimes
66%

Interpretation:
12% of they are not participated in any strikes.
14% of them only once participated in strikes.
66% of the respondents are some times participated.
08% of them are always participated in strikes.

Conclusion:
Most of the respondents are some times only participated in strikes. Here we concluded
that RTC workers are wants mostly problems are will be solved through discussions only.

16. Do you think that “Workers Participation in Management Decisions”

an effective medium to resolve your grievance?

The response obtained were as follows:

TABLE NO.16
Option No of Respondents % of Reponses
YES 45 90
NO 03 06
NOT ALWAYS 02 04

43
 no
6%
not always
4%

yes
90%

Interpretation:
90% of the respondents are believes Participative Management.
06% of them not believes participative Management.
04% of the workers are said the its not always will useful.

Conclusion:

Majority of the respondents are believes that the “Workers Participation in Management
Decisions ” is one and only effective medium to resolve their grievance.

17. Do you think Workers Participation in Management Decisions helps more in

getting worker grievance resolved & for implementing change effective in
Organization?

The response obtained were as follows:

TABLE NO.17
Option No . of Respondents % of Reponses
YES 44 88
NO 06 12

44
 no
12%

yes
88%

Interpretation:
88% of the respondents are thinking that the Participative management is more getting and
implementing grievance resolved their work.
12% of them are not accepting it.
Conclusion:
Majority respondents are feels that the “Workers Participation in Management Decisions”
is a asset to them for getting more and implementing their grievance resolved.

18. How are the relations between management & Trade Unions in APSRTC?

The response obtained were as follows:

TABLE NO.18
Option No . of Respondents % of Reponses
FINE 31 62
BAD 07 14
IMPROVE 12 24

45
 improve
24%

bad fine
14% 62%

Interpretation:
62% of the responded are feels that management relations are fine with the Trade Unions.
14% of them are feels that very bad relationship have the management and Unions.
24% of them are said that relations will be improved.

Conclusion:
Presently management and Unions relations are fine now and it will improvable .

19. Do you agree that “Workers participation” Topic be a topic in the training syllabus
of the worker

The response obtained were as follows:

TABLE NO.19
Option No . of Respondents % of Reponses
YES 45 90
NO 03 06
NOT RESPOND 02 04

46
 no
6%
not respond
4%

yes
90%

Interpretation:
90% of the responded are agree to have “Workers Participation in Management
Decisions” topic is will be in a topic of the Training Syllabus’
06% of them not interested that in training .
04% of them are not responded for it.
Conclusions:
Most of the respondents are wants get the training on “Workers Participation in
Management Decisions” topic to learn more on about this.

20. For the improvement of Economic conditions of COGNIZANT whether the workers
suggestions are to be valued or not?
The response obtained were as follows:
TABLE NO.20
Option No . of Respondents % of Reponses
YES, Valued 14 28
NO 21 42
DEPEND UPON 15 30
SUGGESTIONS

47
 yes, valued
28%

depend on suggestions
30%

no
42%

Interpretation:
28% of the respondents are feels that the management is giving value to their Economical
suggestions for development of RTC .
42% of the respondents are feels that management is not considering their Economical
suggestions for development of RTC .
30% of the respondents are said that their suggestion will be valued when the
suggestions are implacable.

Conclusions:
Workers fees that management is not considering their suggestions in economical way, but
some other feels that the management will follow our suggestion when the suggestions are
applicable.

CHAPTER-V
FINDINGS & CONCLUSIONS
FINDINGS:
After a brief study on “Workers Participation in Management Decisions” in APSRTC, for

a period of two months , it is clear that the workers were satisfactory. Majority of the

workers are satisfied with their opinions and feedback obtained through the questionnaire

and from the interpretation made that concluded there is a lot of scope for organization

48
development regarding the quality of suggestions to gather from the workers through the

Workers Participation in Management Decisions”. This can be helpful to organization to

motivate their workers and cerate more value to the workers for getting profitable

productivity with them, and also try to increase participation for their suggestion to get

good revenue.

CONCLUSIONS:

 Most of the respondents are satisfied by participating inthe Meetings, to give

suggestions to management.
 Most of them preferred to suggest that good Relations have to be maintained
for effective Workers Participation in Management Decisions.
 Most of the respondents wanted to express their suggestions to the
management directly through the Web-sites.

49
 Most of the respondents are expressed and strongly believes that
ParticipativeManagement motivating them.
 Maximum respondents suggested to announcing awards for the best
participants.
 Good appreciations to the eligible candidates in front of their families may
motivate them thus enhancing their abilities.
 Majority of the workers are very interested in maintaining trade unions in
their organizations.
 Many respondents agreed that unions are favorable to them.
 Most of the workers are delighted by their unions in solving their problems.
 Workers believe that trade unions rarely approach Government regarding
their problems, mainly during critical situations.

CHAPTER-VII
SUGGESTIONS
AND
RECOMMENDATIONS

50
 SUGGESTIONS:

 Be good in maintain healthy relationships between management and unions, which

would help in further for an effective “Workers Participation in Management
Decisions”.

 Suggest that to create a Web-site or Mail ID for workers to send more suggestions
directly to the management for RTC development.

 Qualitie of suggestions which are given by the workers are consider by the
management in workers performance appraisal system.

 Motivate the Unions to help workers and organizations for solving their grievance.
 In RTC, workers feel that “workers Participation in Management Decisions”
system is very effective medium to solve their grievance, so management will
always try to implement this medium in effective way.
 Most of the workers wantthat “Workers Participation in Management Decisions”
has to be included in their Training syllabus to learn more about that.
 All the Voluble suggestions which are given by workers can be considered by the
management even in the case of RTC Economical conditions.

RECOMMENDATIONS:
Recommendations for the Success of Workers Participation in
Management:
The following are the prerequisites for the successful functioning of the
schemes of workers participation in management decision making. Managements, trade
unions and the workers should be concerned with these prerequisites:
 There should be mutual trust, faith among all the parties concerned.
51
  There should be progressive management in the enterprise and should
recognize its obligations and responsibilities towards workers and trade
unions.
 There should be strong, democratic and representative union which
should represent the cause of workers without neglecting the
management’s interest.
 There should be closely and mutually formulated, objective for
participation by trade unions and management.
 All parties concerned to participative management should feel that they
should participate at all level.
 There should be effective communication between workers and
management and effective consultation of the workers by the
management.
 Both the parties should develop a favorable attitude towards the schemes
of participative management.
 Management and Government should provide training to all the parties
concerned to prepare them for participative management.

CHAPTER-VIII
BIBLIOGRAPHY
BOOKS:
1. “ Essentials of Human Resource Management” by
P. SUBBA RAO.
2. “INDUSTRIAL DISPUTES ACT 1947” by
VijendraVikram Singh Paul

52
 3. COGNIZANT MANUAL.
4. COGNIZANT MAGJINES. Pearson Education South Africa (pty) Ltd Second Reprint
2007. P. 66.

5. Pring, R (2000) The "False Dualism' of Educational Research

6. R. D. Agrawal. Dynamics of Personnel Management in India, Tata Mcgraw Hill

Publishing Co., New Delhi - 1977

7. Recruitment and Selection Management Extra, by Eleam, Published by ELSEVIER,

ISBN: 978-0-08-055743-4, Revised Edition, P.1

8. Research Methodology by PrakashAmit, RaghuvanshiBabita, RaiSonali, published by

LAP Lambert Academic Publishing, 2013, ISBN: 3659327395 & 9783659327391.

9. Research Methodology Methods and Techniques by Kothari R, New Age International

Publisher, P.122.
10. S. S. Khanka, Human Resource Management, Sultan Chand and Company Limited, New
Delhi - 2006
11. S. S. Khanka, Human Resource Management, Sultan Chand and Company Limited, New
Delhi - 2008
12. T. V. Rao, Human Resource Management in India Indutry, 1991
13. Terry George R. Principles of Management, Richard D. Irwin, Illinois, 1974

WEBSITES:
WWW.cognigent.com
WWW.google .com

QUESTIONNAIRE ON WORKERS PARTICIPATION IN

MANAGEMENT

a) NAME : ――――――――
b) DESIGNATION : ――――― ―――
c) GENDER : ――――――――
d) EXPERIENCE : ――――――――

1.In the Organization is workers participation is in practice or not?

53
 a. a) YES b) NO c) NO RESPOND

2. In what form workers participation is going on?

a) MEETINGS b) BY POST c) SUGGESIONS BOX

3. DIRECT APPROCHMENT WITH D.M.

According to you, what are pre-requisites of Workers Participation in

Management Decisions?

a) Knowledge on Participative Management b) Effective Trade

Unions c) Good Relations between management and workers

4. Do you suggest a Web-site or E-Mail ID for suggestions?

a. a) NO b) YES c) NO RESPOND

5. Is the “Workers Participation in Management Decisions” helpful in

Motivating worker?

a. a) YES b) NO c) NO RESPOND

6. Would you suggest AWARDS for good participation?

a. a) WHY NOT b) WE DONT KNOW c) NO RESPOND d) Yes,

b. We suggest

7. Should workers recognized in the presence of his/her family for good

a. suggestions?

b. a) YES b) NO c) NOT ALLWAYS

8. should the quality of suggestions given by workers for the improvement of RTC is
to be considered in the performance appraisal of WORKERS?

a. a) YES b) NO c) NOT ALLWAYS

9. Do you think Trade Unions are necessary?

a. a) YES b) NO c) NO RESPOND

10. Are you member of any Trade Union?

a) YES b) NO

11. Are the Trade Unions in COGNIZANT are influencing the management Decisions

54
 tofavour of workers?

a. a) YES b) NO c) Depended on Situation

12. Are Trade Unions helpful to solving your grievance?

b. a) YES b) NO c) Based on Problem

13. Are Trade Unions in COGNIZANT able to influence Government on maters of

importance to Worker and the Organization?

c. a) NO b) YES c) Some Times

14. DO you favor strikes for redressed of your grievance?

d. a) YES b) NO c) NO RESPOND

15. Did you ever participate in any strike?

e. a) NO b) Only Ones c) Some times d) Always

16. Do you think that “Workers Participation in Management Decisions”

f. an effective medium to resolve your grievance?

g. a) YES b) NO c) Not Always

17. Do you think Workers Participation in Management Decisions helps more in

getting worker grievance resolved & for implementing change effective in
Organization?

h. a) YES b) NO c) Its mandatory

18. How are the relations between management & Trade Unions in APSRTC?

i. a) FINE b) BAD c) IMPROVE

19. Do you agree that “Workers participation” Topic be a topic in the training
syllabus of the worker

j. a) YES b) NO c) NOT RESPOND

20. For the improvement of Economic conditions of COGNIZANT whether the

workers suggestions are to be valued or not?

k. a) YES, to be valued b) No c) Depend upon suggestions

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