Mms Proj

A STUDY ON EMPLOYEE RELATIONSHIP MANAGEMENT
SUMMER INTERNSHIP PROJECT REPORT

On
“A STUDY ON EMPLOYEE RELATIONSHIP

MANAGEMENT”
Submitted In Partial Fulfillment of MMS- 2016-2018

To
Swayam Siddhi College of Management and

Research, Bhiwandi
University of Mumbai
Submitted by, Submitted to,
Student Name : Jaiswal Ekta K SIP Guide name : Dr. Suchismita Das
MMS, Semester-III, 2016-18 SSCMR
Roll NO: 7141 BHIWANDI.
SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 1

DECLARATION
I, undersigned, am Mr./ Miss (Student’s Name) Jaiswal Ekta, student of Swayam Siddhi
College of Management and Research, Bhiwandi hereby declare that the project entitled “A
Study on Employee Relationship Management ” is partial fulfilment for the requirement of
the degree of Master of Management Studies (MMS) is an authentic work and has not been
submitted to any other University/Institute for award of any degree/diploma.
Date: Name: Jaiswal Ekta
Place: Bhiwandi Course: MMS-III (2016-18)
Roll No: 7141

ACKNOWLEDGEMENTS
No endeavor is complete without acknowledging those who have helped to make this report a
success. A sense of satisfaction can only be achieved after giving thanks to all people directly
and indirectly contribute to this project work. The project is a great source of learning and good
experience as it made me aware of professional culture and conducts that exists in an
organization. Inspiration and guidance are valuable in all aspects of life especially in an
academic field. It is my personal belief that no report is the result of only its author’s efforts.
I would like to take this opportunity to express my deep sense of gratitude towards Mr. Minesh
C. Gudhka (Executive Manager) and Tarun Shukla ( HR manager ) for giving me opportunity
to undertake a project in Human Resource at Dodhia Synthetics Ltd.
I express my sincere thanks to my guider Dr. Suchismita Das and Prof Ms. Sneha Patel without
their supervision and inspiration, I could not have completed my project. There guidance
proved to be valuable in solving many of my difficulties.
Also I would like to express my heartfelt thanks to the team members of Human Resource
Department and all my friends at Dodhia Synthetics Ltd, who helped me in the successful
completion of thi project. I will always carry Fond memories of these training days.
Last but not the least; I would like to express my sincere gratitude to my parents, teachers, and
friends for their support, co-operation and their prayers without which my project would not
have been completed.
Jaiswal Ekta.K
MMS (7141)

SUPERVISOR’S CERTIFICATE
This is to certify that the Summer Internship Report entitled “A Study on Employee
Relationship Management” submitted by MR. / MISS STUDENT’s NAME Jaiswal Ekta
k. (ROLL NO-7141) as a partial fulfilment for the requirement of MMS course at Swayam
Siddhi College of Management and Research, Bhiwandi is carried out under my
supervision and guidance. The facts and figures are true to the best of my knowledge.
SIP Guide’s Name : Dr. Suchismita Das

(Assitant Professor) (Operation)
Swayam Siddhi College of Management and Research,
Bhiwandi.

Executive Summary
This is internship report based on the two months period internship program that
I had successfully completed in Dodhia Synthetics Ltd under Human Resource Division
for interning about Employee Relationship from 03th July to 16th August as a
requirement of my MMS program on Swayam Siddhi College of Management &
Research College, Mumbai University.
The term 'employee relations' refers to a company's efforts to manage relationships

between employers and employees. An organization with a good employee relations
program provides fair and consistent treatment to all employees so they will be
committed to their jobs and loyal to the company. Such programs also aim to prevent
and resolve problems arising from situations at work.
Employee relations programs in Dodhia Synthetics Ltd are typically part of a human
resource strategy designed to ensure the most effective use of people to accomplish the
organization's mission. Human resource strategies are deliberate plans companies use
to help them gain and maintain a competitive edge in the marketplace. Employee
relations programs in Dodhia Synthetics Ltd focus on issues affecting employees, such
as pay and benefits, supporting work-life balance, and safe working conditions.
One of the most effective ways for a company to ensure good employee relations is to
adopt a human resource strategy that places a high value on employees as stakeholders
in the business. Stakeholders are people who are committed, financially or otherwise,
to a company and are affected by its success or failure. When employees are treated as
more than just paid laborers, but as actual stakeholders with the power to affect
outcomes, they feel more valued for the job they do.

DODHIA SYNTHETICS LTD
COMPANY PROFILE:
Dodhia Synthetics Limited is a Public incorporated on 07 January 1987. It is classified

as Non-govt company and is registered at Registrar of Companies, Mumbai. Its
authorized share capital is Rs. 100,000,000 and its paid up capital is Rs. 17,428,570.It
is inolved in Spinning, weaving and finishing of textiles.
Dodhia Synthetics Limited's Annual General Meeting (AGM) was last held on 15 July
2016 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet
was last filed on 31 March 2016.
Directors of Dodhia Synthetics Limited are Pradeep Meghji Dodhia, Ritesh Mansukhlal
Dodhia, Suchit Pradeep Dodhia, Kunjal Viral Dhanani, Dinesh Meghji Khimasia,
Jinesh Mansukhlal Dodhia, Bhadresh Mansukhlal Dodhia.
It is a part of Dodhia group, which include other entities such as Vasupujya filaments
A-One Sizing, Kemox Corporation, Dodhia Chem Tex Pvt Ltd, Dodhia Filaments Pvt
Ltd and Arun Amber Silk Mills. The Groups is mainly involve in yarn and chemical
businesses, with DSL being its flagship company. DSL manufactures dyed polyester
yarn, speciality yarn and high bulk carpet yarn, with denier ranging from 75 to 1400.
Current status of Dodhia Synthetics Limited is - Active.

Company Details:
Company Name : Dodhia Synthetics Ltd
Company Status : Active
RoC : RoC-Mumbai
Registration number : 42131
Company Category : Company limited by shares
Company sub category : Non govt company
Class of Company : Public
Date of Incorporation : 07 January 1987
Age of Company : 30 years, 6 month, 7 days
Activity : Spinning, weaving and finishing of textiles

SYNOPSIS
PROJECT SUMMARY
I. BACKGROUND OF THE STUDY:-
This research study is done on the topic “A study on

Employee Relationship Management”.
In this research I have survey with various parameter which is main
concern of the employees of the organisation so from that it has been
surveyed that employees are satisfied with the performance
accomplishment and expecting to conduct councelling on monthly basis,
also to have the comfortable working environments for employees there
should not be much communication gap between employer and the
employees also avoid disputes, misunderstandings, instead work together,
enjoy together and make the organization a better place to work
2. OBJECTIVE OF STUDY :-
• To critically analyse how positive employer-employee relationship can

impact on organisational success.
• To critically evaluate the benefits of employee involvement in setting
organisational goals and objectives.
• To critically analyse how different management style can impact on
employee behaviour in terms of motivation and commitment.
• To critically evaluate the relationship between employer and employee
in Dodhia Synthetics Ltd company and how it affects their performance.

• To recommend ways of improving employer-employee relations to

achieve higher productivity and profit maximization
3. SOURCES OF DATA:-
• Primary data-
Primary data is collected through structured questionnaire which is
filled by employees of Dodhia Synthetics. The questionnaire was
distributed by meeting the employees face to face in the company
.
• Secondary data-
Secondary data is collected by using books, journals, articles, past
research papers and the summary of respondents is also considered.
4. SAMPLING METHOD:-
• Universe of the study: the target population of this research was

employees of Dodhia Synthetics.
• Sampling method: - random sampling method is adopted. Employees
were asked to fill the questionnaire.
• Maximum 60 samples were taken.
5. CONCLUSION :

• To promote, encourage and strengthen communication between

employees and management at all levels.
• To promote and safeguard the proper application of University
personnel policies
• To establish and heighten mutual trust and acceptance within the
campus community.
• To provide confidential, fair, reliable and effective resolutions in a
timely fashion
CONTENTS :

Contents
CHAPTER 1 : INTRODUCTION .........................................................................................................14

1.1 HISTORY OF EMPLOYEE RELATIONSHIP MANAGEMENT ............................................14
1.2 DEFINATION OF EMPLOYEE RELATION ............................................................................17
1.3 MEANING OF EMPLOYEE RELATION ................................................................................18
1.4 OBJECTIVES OF EMPLOYEE RELATION ...........................................................................20
1.5 APPROACHES TO EMPLOYEE RELATIONS .......................................................................21
1.6 TYPES OF RELATIONSHIP WITHIN THE ORGANISATION ..............................................25
1.7 IMPORTANCE OF EMPLOYEE RELATIONS .......................................................................29
1.8 ACTIVITIES FOR HEALTHY EMPLOYEE RELATIONSHIP MANAGEMENT ................32
1.9 MODELS OF ER-EE RELATIONS .........................................................................................36
1.10 CORE ISSUES THAT CAN BE CONTROLLED BY ERM : ................................................39
CHAPTER 2 : REVIEW OF LITERATURE ........................................................................................41
CHAPTER 3 : RESEARCH METHODOLOGY ..................................................................................45
3.1:INTRODUCTION .......................................................................................................................45
3.2:RESEARCH DESIGN ................................................................................................................46
3.3:SAMPLING DESIGN .................................................................................................................46
3.3.1 DEFINITION OF TARGET POPULATIONS ................................................................................46
3.3.2 SAMPLING FRAME ................................................................................................................46
3.3.3 PERIOD OF STUDY .................................................................................................................47
3.4 GEOGRAPHICAL COVERAGE AND SAMPLE SIZE............................................................47
3.5 DATA COLLECTION ................................................................................................................47
3.6 STRUCTURE OF QUESTIONNAIRE .......................................................................................48
Rating Criteria: 1= Agree .................................................................................................................48
2 = Strongly Agree.............................................................................................................................48
3 = Neutral .........................................................................................................................................49
4 = Disagree .......................................................................................................................................49
5 = Strongly Disagree ........................................................................................................................49
CHAPTER 04 : DATA ANALYSIS ....................................................................................................50
CHAPTER 5 : SUMMARY FINDINGS ...............................................................................................67
CHAPTER 06: SUGGESTIONS & CONCLUSIONS.........................................................................69
CHAPTER 07 : BIBLIOGRAPHY .......................................................................................................70

Bibliography ..........................................................................................................................................70

A STUDY ON EMPLOYEE RELATIONSHIP

MANAGEMENT

CHAPTER 1 : INTRODUCTION
1.1 HISTORY OF EMPLOYEE RELATIONSHIP MANAGEMENT
Political Scenario
The two major changes in political scenario in the period under question have
reformed the employee relation to much extent. Firstly, in 1979, when the
Conservative party took over and a massive campaign started to oust the unions
from work places started. Brown et al (1997) argue that it was important for
Conservative government to reduce the resistance if they wanted to bring in the
changes and for that restricting the activities of unions was critical. Thatcher era
saw the network of unions squeezed to almost half in number as well as
membership and the. The practical participation of unions in decision making was
also controlled and except some public sector unions it was next to nothing.
Secondly in 1997 when Labour party came in power and took a U-turn on old
labour philosophy and hurled itself in political field as New Labour. The
Conservative period was marred by contraction of unionism and hence a sharp
decline in ‘collective bargaining’ trends, on the contrary Labour party, after 1997
pursued slightly different line and that was not only continuum of Conservative
policies to restrict unions at work places but also introduced a program of
legislative reforms with the intention of setting minimum standards in work
(Kersley, et al, 2006. P.8) . The rights of individual worker took a new turn in UK
when Blair administration opened the doors for Europe led legislation and re-
enforced it with local legislative initiatives like introducing the minimum wage
and other statutory rights. Labour’s employment policy continued the favour
individualism though at time unions did get some leverages in legislation which
in turn were just another measure to curtail their scope.

Collectivism Vs Individualism
Burchill (2008) argues that the criticism on trade unions have presented them as
anti development elements, organiser of disruption and strikes which cause
inflation and unfavourable balance of payment by demanding pay rise. Unions;
that were considered as decisive force before 1980s were put under strict control
and a series of legislation has been passed which gradually shifted the balance of
power in favour of employers. The two decades of government under
Conservative party (1979- 1997) saw the overall union membership tumble from
13 million members to 7 million, overall (Labour Force Survey, 2008) and 26 %
contrary to 56% in 1980s (National Office of Statistics). This decline curve got
some what steady after 2003 but still it is on downward curve as 2008 saw a total
of 1.8% decrease in member ship where female membership decline was by 0.8
% compared to 2007. Age group effect has been the most hammering for unions
as the density of membership in young worker fell sharply and seems steady only
because of increase in retention of mature workers. The tenure under Labour
government (1997-2008) saw it declined by 14.6 % in age group 16-24. Bryson
(2004) argues that the decline in union member ship has changed the patterns of
employee representation and consultation; more direct and individualistic
methods of communication have replaced the cumulative ways of past. It is also
argued that although the presence of union does not guarantee the effective
representation of workers but the absence of it does create the ‘representation
gap’ (Burchell, Ladipo, and Wilkinson, 2002). With such a large scale change in
unions’ strength as well as density in work place seems to prolong for a while and
no immediate rosy picture can be seen for unions’ return (Metcalf, 2005).
Diversity In The Workforce

Complexity in employment relation increases manifold with the diversity in work

force. An important change in the context of work place has been the increase in
female worker over the past 30 years, particularly a sharper increase in 1980s and
1990s which saw the number of female worker rise from 38% of the entire
workforce to 48%; almost equalling in number with male working population
(Millward et al, 2000). Inclusion of female workers has its specific impacts on
employee relations amongst which fall in union membership and rise in non-
standard employment contracts are most common (Cully and Woodland, 1998).
It also has changed the gender break down of the roles particularly at the medium
level management. Second major change has been the increase in ethnic workers.
In the late 1990s to the start of the recession in 2008 there has been a massive
inflow of the work force which has rapidly changed the map of diversity in
employee relation. Labour government’s lenient immigration policy in general
and its acceptance of Social chapter of EU in particular has recorded a net increase
of almost 100%; from 346 thousand immigrant workers in 2002/03 to 686
thousands in 2008/09 (Department of Work and Pension, 2009). This increase
has particularly benefited no other sector accept having a minimal effect on health
and IT sector as most of the migrant population is low skilled and have not done
much good to national growth instead there has been a visible increase in dispute
and grievances at work place which in turn has over burdened the Employment
Tribunals (ACAS report, 2008). The two major changes that has changed the
workforce to a large extent are aging population (Dixon, 2003) and growing
number of mothers who have young children (Walling, 2005). These changes
have caused considerable challenge for employers and government especially
when both men and women in the current labour force are experiencing
dissatisfaction with work-life balance (White et al, 2004).
Non Standard Employment (Flexible Forms Of Employment)

The common rather only form of employment contract UK working environment

has seen before 1980s was full-time, open ended contract. Job for life concept
confronted in its first ever change when a wave of part-time workers, contract
worker, free lances and many more types of job contracts surfaced in mid 1980s.
These were more flexible for both employer and the employee and found a sharp
increase particularly after mid 1980s with statistics showing only a rise from 13
% to 47 % over late1980s and 1990s. Disney et al (1995) argue that the direct
impact of increase in non-standard contract workers on employee relations has
been a decrease in union membership and it has allowed the managers to hold
more liberal influence over the working practices.
PARTNERSHIP
In an environment of hard times, when unemployment is on the rise, redundancy

a common pattern and a general trend of cutting costs, employee relations can be
a tough job to perform. In such atmosphere, employers, trade unions and state
need to put forward a mutual effort to keep the economy on the right track. Any
such effort may not be a walk in the park and neither is a replacement to any
traditional collective bargaining instrument but denotes a mutual platform from
where common solutions can be launched. According to Dale Yoder “industrial
relations is the process of management dealing with one or more unions with a
view to negotiate and subsequently administer collective bargaining agreement
or labour contract”.
1.2 DEFINATION OF EMPLOYEE RELATION

➢ An employee relationship management (ERM) system is an information

system that supports the relationship between a company and its
employees. Employee relationship management has focused on enabling
employees to collaborate on typical managerial tasks with their employers.
➢ According to Lester, “Industrial relations involve attempts at arriving at

solutions between the conflicting objectives and values; between the profit
motive and social gain; between discipline and freedom, between authority
and industrial democracy; between bargaining and co-operation; and
between conflicting interests of the individual, the group and the
community.
➢ According to Dale Yoder “industrial relations is the process of

management dealing with one or more unions with a view to negotiate and
subsequently administer collective bargaining agreement or labour
contract”.
➢ According to Industrial Dispute Act 1947, “Industrial Relation is a

relation between employer and employees, employees and employees and
employees and trade unions.”
1.3 MEANING OF EMPLOYEE RELATION
The term 'employee relations' refers to a company's efforts to manage

relationships between employers and employees.
An organization with a good employee relations program provides fair and

consistent treatment to all employees so they will be committed to their jobs and
loyal to the company. Such programs also aim to prevent and resolve problems
arising from situations at work.
Employee relations programs are typically part of a human resource strategy

designed to ensure the most effective use of people to accomplish the
organization's mission. Human resource strategies are deliberate plans companies
use to help them gain and maintain a competitive edge in the marketplace.
Employee relations programs focus on issues affecting employees, such as pay
and benefits, supporting work-life balance, and safe working conditions.
One of the most effective ways for a company to ensure good employee relations
is to adopt a human resource strategy that places a high value on employees as
stakeholders in the business.
Stakeholders are people who are committed, financially or otherwise, to a

company and are affected by its success or failure. When employees are treated
as more than just paid labourers, but as actual stakeholders with the power to
affect outcomes, they feel more valued for the job they do.
Employees are among an organization’s most important audiences with the

potential to be its most effective ambassadors.
Employee Relations are practices or initiatives for ensuring that Employees are
happy and are productive. Employee Relations offers assistance in a variety of
ways including employee recognition, policy development and interpretation, and
all types of problem solving and dispute resolution.
Once there was a time when “Employee Relations” meant labor relations
everywhere around the world. Negotiate. Orchestrate. Dictate. HR professionals

helped negotiate collective bargaining agreements. The provisions of that

contract defined the relationship between management, unions, and workers.
Today, Employee Relations is a much broader concept. It involves maintaining a

work environment that satisfies the needs of individual employees and
management. Improving employee morale, building company culture, conveying
expectations.
An effective employee relation involves creating and cultivating a motivated and

productive workforce. People are generally motivated from within, but what can
you do to help foster the type of environment where employees thrive, enabling
your company to outperform the competition
1.4 OBJECTIVES OF EMPLOYEE RELATION
1. Establish and foster sound relationship between workers and management by

safeguarding their interests.
2. Avoid industrial conflicts and strikes by developing mutuality among the

interests of concerned parties.
3. Keep, as far as possible, strikes, lockouts and gheraos at bay by enhancing the
economic status of workers.
4. Provide an opportunity to the workers to participate in management and

decision making process.
5. Raise productivity in the organisation to curb the employee turnover and

absenteeism.
6. Avoid unnecessary interference of the government, as far as possible and

practicable, in the matters of relationship between workers and management.
7. Establish and nurse industrial democracy based on labour partnership in the

sharing of profits and of managerial decisions.
8. Socialise industrial activity by involving the government participation as an

employer.
1.5 APPROACHES TO EMPLOYEE RELATIONS
➢ UNITARY APPROACH
Employee Relation is grounded in mutual cooperation, individual

treatment, team work and shared goals.
Work place conflict is seen as temporary aberration, resulting from poor

management, employees who do not mix well with organisation culture.

Unions cooperate with the management, managements right to manage is

accepted because there is no 'we they' feeling.
Managements underlying assumption is that everyone benefits when the

focus is on common interest and promotion of harmony, based on reactive
strategy, direct negogiation with employees.
Participation of government, tribunals and unions are not sought or are seen
as being necessary for achieving harmonious employee relation.
➢ PLURALISM (CONFLICT APPROACH)
Pluralism is belief in the existence of more than one ruling principle, giving
rise to conflicts of interests.
The pluralist approach to ER accepts conflict between management and

workers as inevitable but containable through various institutional
arrangements ( like collective bargaining, conciliation and arbitration etc ) and
is in fact considered essential for innovation and growth.
It perceives organisation as coalitions of competing interests, where the

management role is to mediate among the different interests groups. It
perceives trade unions as legitimate representatives of employee interests and
also perceives stability in ER as the product of concessions and compromises
between management and unions.
Employees join unions to protect their interests and influence decision making
by the management. Union thus balance the power between management and
employees. In pluralistic approach a strong unions is not only desirable but
necessary.

➢ MARXIST APPROACH
Marxists like pluralists also regard conflict as inevitable but see it as a product
of capitalistic society where as pluralist believe that the conflict is inevitable
in all organisations.
For Marxists ER has wider meaning. For them conflict arises not because of
rift between management and workers but because of the division those who
own resources and those who have only labour to offer.
Marxist approach thus focuses on the type of society in which an organisations

functions.
Trade Unions are seen both as labour reaction to exploitation by capitalists, as

well as a weapon to bring about a revolutionary social change. Wage related
dispute as secondary.
For them all strikes are political and they regard state intervention as
supporting management’s interests, rather than ensuring a balance between
the competing groups.
➢ OTHER APPROACHES OF EMPLOYEE RELATIONS :
• PSYCHOLOGICAL APPROACH

Differences in the perception of labour and management wrt factors

influencing their relations i.e wages, benefits, services and working conditions
etc.
Dissatisfaction compels workers to turn aggressive and resort to strike,

lockouts and gherao etc.
• SOCIOLOGICAL APPROACH
Sociological factors such as value system, customs and traditions etc affect
the relations between labour and management.
• HUMAN RELATIONS APPROACH
Human Behaviour is influenced by feelings, sentiments and attitudes. As per

this approach humans are motivated by variety of social and
psychological factors like economic and non-economic awards to be used.
• GIRI APPROACH
Collective Bargaining and Joint negotiations be used to settle disputes

between labour and the management. Outside interferences to be avoided
• GANDHIAN APPROACH.

Worker's right to strike but cautioned that this right be exercised in just cause
and in a peaceful and non-violent manner for minimum wages etc like
'satyagrah'- Non - violent non- cooperation.
1.6 TYPES OF RELATIONSHIP WITHIN THE ORGANISATION
➢ EMPLOYER & EMPLOYEE RELATIONSHIP
Generally, employer and employee relationships should

be mutually respectful. The degree of closeness in these relationships will
depend on both the employer and the employee. Some employers opt to keep
their employees at a distance and, in doing so, ensure that there is no confusion
as to the hierarchy that exists between them. Others elect to become friendlier
with their employees, seeing this as a way to amp up employee happiness.
While neither option is entirely right or wrong, it is wise to avoid getting too
close to employees, as doing so can cause the line between employer and
employee to become blurred.

• Mutual Reliance
The employer-employee relationship should be one of mutual reliance. The

employer is relying upon the employee to perform her job and, in doing so,
keep the business running smoothly. Conversely, the employee is relying upon
the employer to pay her and enable her to support herself, and potentially her
family, financially.
• Relationship Building
Just as with all relationships, the employer and employee relationship is one
that must develop over time. Employers can promote the building of
relationships by speaking candidly with their employees about their lives,
asking them about their families and learning about their interests. Similarly,
employees can promote the building of this relationship by being open with
their employer and sharing information about themselves and their lives.
• Boundaries
Though the type of employee and employer relationship that is considered

appropriate varies from company to company, boundaries exist at almost all
companies. Generally, it is unwise for employers to develop romantic
relationships with their employees. Similarly, employers should exercise care
to ensure that the relationship they develop with one employee isn't notably
closer than the relationships they develop with others, as this can lead to
concerns regarding favoritism or similar issues of unfairness within the
workplace.

➢ EMPLOYEE RELATIONS AMONG THEMSELVES
The interpersonal relationship that an employee

develops at his workplace is a key to his career and job success. If he gets
along harmoniously with his co-workers and shares a special bond with them,
then the positive interpersonal relationship that develops fuels his work
achievement, happiness, and success. Hence it is very essential that each and
every employee must develop an effective interpersonal relationship with his
co-employees at his workplace. For developing a positive and healthy
interpersonal relationship the following aspects are important.
• Provision of space to the co-employee is essential for a healthy

interpersonal relationship. Overhearing the conversation of the co-
employee is strictly unprofessional. An employee must not open envelopes
or letters not meant for him. Such practices lead to severe displeasure
among employees and eventually spoil relationships.
• Rumours are the biggest enemy for a healthy and an effective interpersonal
relationship. An employee must not believe in any rumours nor does he
contribute to spreading of rumours at the workplace. It is always better to
discuss the things with the co-employee in private rather than publicizing
the thing.
• If some information is required to be shared with any of the co-employee
then it is to be ensured that it is shared in its desired form. Data tampering
and playing with information spoil relationships among colleagues and
lead to confusions at the workplace.
• It is essential that any confidential information is not shared with the co-
employees. One never knows when it can get misused, sometimes even
unintentionally. Employee must not trust his co-employee blindly.

For a healthy and effective interpersonal relationship,

employees must stay away from the politics at workplace. It is necessary
to support co-employee when he is under pressure or he is in any problem.
Also his good work is to be appreciated so that he gets encouragement and
gets further motivated. One must not be jealous with the co employee.
Jealousy always harm in the long run. There should be healthy competition
among the employees for a healthy environment at the workplace.
➢ EMPLOYEE & EMPLOYER RELATIONSHIP
An individual tends to lose focus and

concentration if his mind is always clouded with unnecessary tensions and
stress. It has been observed that if people talk and discuss things with each
other, tensions automatically evaporate and one feels better. Learn to trust
others, you will feel relaxed. One doesn’t feel like going to office if he is not
in talking terms with the person sitting next to him. An individual spends
around 8-9 hours in a day at his workplace and practically it is not possible
that one works non stop without a break. You should have people with whom
you can share your lunch, discuss movies or go out for a stroll once in a while.
If you fight with everyone, no one will speak to you and you will be left all
alone. It is important to respect others to expect the same from them.
• People tend to adjust more and stop finding faults in each other. Individuals
don’t waste their time in meaningless conflicts and disputes, rather
concentrate on their work and strive hard to perform better. They start
treating each other as friends and try their level best to compromise and
make everyone happy.
• He needs the guidance and advice of others as well. Sometimes we might
miss out on important points, but our fellow workers may come out with a
brilliant idea which would help us to achieve our targets at a much faster

rate. Before implementing any plan, the pros and cons must be evaluated
on an open forum where every employee has the right to express his
opinions freely. On your own, you will never come to know where you are
going wrong, you need people who can act as critic and correct you
wherever you are wrong. If you do not enjoy a good relation with others
no one will ever come to help you.
It is essential that employees are comfortable with each

other for better focus and concentration, lesser conflicts and increased
productivity.
1.7 IMPORTANCE OF EMPLOYEE RELATIONS
Every individual at the workplace shares a

certain relationship with his fellow workers. Human beings are not machines who
can start working just at the push of a mere button. They need people to talk to,
discuss ideas with each other and share their happiness and sorrows. An
individual cannot work on his own, he needs people around. If the organization
is all empty, you will not feel like sitting there and working. An isolated
environment demotivates an individual and spreads negativity around. It is
essential that people are comfortable with each other and work together as a single
unit towards a common goal.
It is important that employees share a healthy relation with each other at the work
place. Let us find out why employee relations are important in an organization:
• Shares the work responsibility among all :

Work becomes easy if it is

shared among all. A healthy relation with your fellow workers would ease
the work load on you and in turn increases your productivity. One cannot
do everything on his own. Responsibilities must be divided among team
members to accomplish the assigned tasks within the stipulated time frame.
If you have a good rapport with your colleagues, he will always be eager
to assist you in your assignments making your work easier.
• Maintain a friendly environment :

The organization becomes a happy place
to work if the employees work together as a family. An individual tends to
lose focus and concentration if his mind is always clouded with
unnecessary tensions and stress. It has been observed that if people talk and
discuss things with each other, tensions automatically evaporate and one
feels better. Learn to trust others, you will feel relaxed. One doesn’t feel
like going to office if he is not in talking terms with the person sitting next
to him. An individual spends around 8-9 hours in a day at his workplace
and practically it is not possible that one works non stop without a break.
You should have people with whom you can share your lunch, discuss
movies or go out for a stroll once in a while. If you fight with everyone, no
one will speak to you and you will be left all alone. It is important to respect
others to expect the same from them.
• Motivate and trust on one upon :

An individual feels motivated in the
company of others whom he can trust and fall back on whenever needed.
One feels secure and confident and thus delivers his best. It is okay if you
share your secrets with your colleagues but you should know where to draw
the line. A sense of trust is important.
• Helps to discourage conflicts and fights :

Healthy employee relations also
discourage conflicts and fights among individuals. People tend to adjust
more and stop finding faults in each other. Individuals don’t waste their
time in meaningless conflicts and disputes, rather concentrate on their work
and strive hard to perform better. They start treating each other as friends
and try their level best to compromise and make everyone happy.
• Helps to reduces the problem of absenteeism:

A healthy employee relation
reduces the problem of absenteeism at the work place. Individuals are more
serious towards their work and feel like coming to office daily. They do
not take frequent leaves and start enjoying their work. Employees stop
complaining against each other and give their best.
• Helps to have a warm relation with your fellow workers :

It is wise to share
a warm relation with your fellow workers, because you never know when
you need them. You may need them any time. They would come to your
help only when you are nice to them. You might need leaves for some
personal reasons; you must have a trusted colleague who can handle the
work on your behalf. Moreover healthy employee relations also spread
positivity around.

1.8 ACTIVITIES FOR HEALTHY EMPLOYEE RELATIONSHIP

MANAGEMENT
Employee relationship management is an art which effectively monitors and

manages the relation between individuals either of the same team or from
different teams. Employee relationship management activity helps in
strengthening the bond among the employees and ensures that each one is
contented and enjoys a healthy relation with each other.
Employee relationship management includes various activities undertaken by the

superiors or the management to develop a healthy relation among the employees
and extract the best out of each team member which are as follows :
• Transparency in communication :
Transparency in communication is of
utmost importance for a healthy employee relationship management. A
single point of contact must be assigned who should be made responsible
for handling queries of all the team members and escalating it to the
seniors. Confusions are bound to arise if all of them would walk up to their
superiors with their problems. Let the team members decide their SPOC.
In such cases employees actually know who to get in touch with in case of
a query and in the absence of their superiors. The hierarchy should not be
too complicated and every employee should be accessible to each other.
Important information must be passed on in the presence of all, where
everyone has the liberty to express his opinions freely. Important
information can also be put on the notice boards for everyone to read and
get a common picture. If any one has performed exceptionally well, do
display his name on the bulletin board. Let everyone read it and get inspired
to perform better next time. Encourage morning meetings where
individuals can come together and know each other well. Exchanging
information through emails is also an important way to improve the
relation among the employees as everyone knows what is being
communicated to the other individual.
• Encourage group activities at the workplace :

Encourage group activities at
the workplace. Motivate individuals to work together probably in a group
so that the comfort level increases. The more they talk, the more they get
to know each other. Give them a target, a deadline and ask them to take
each other’s help and reach to a conclusion. They would definitely come
closer this way and start trusting each other more.
An individual spends the maximum time at his workplace and one should
treat his team members as a part of one’s extended family. It is important
to celebrate festivals at organization, the same way we do at our homes.
Celebrate each other’s birthday and do ask for treats. Such informal get
together go a long way in improving the relation among the employees.

Individuals come together, enjoy together and come to know lot many
things which actually they don’t bother to find out during the normal
working hours. Families must also be invited for a better bonding. The
team leaders must ask their team members to take their lunch together so
that they discuss other things apart from their daily work.
• Assign challenging work :

Assign challenging work to your team members
so that they feel motivated to deliver their level best. Do not assign
something which they do not find interesting. The responsibilities must be
divided equally among the team members and no employee should be
overburdened. Every employee should be aware of his key responsibility
areas to avoid confusions. No way should the work get monotonous.
• Workstations and cubicles must be promoted :

The concept of workstations
and cubicles must be promoted rather than closed cabins. People sitting in
closed cabins tend to get cut off from rest of the employees in the
organization and are generally lost in their own sweet world. They would
enter their cabins in the morning and come out in the evening and thus
sometimes even don’t get the opportunity to exchange greetings with their
fellow workers. People sitting in workstations tend to talk to each other
more often even in between work and thus relationship improves. One can
even walk up to the other’s desk to have a brief chit chat in order to take a
small break and feel relaxed. Employees sitting together discuss many
things and even share their secrets, thus the trust increases. It is commonly
observed that if any of your colleagues sitting next to you is on leave for
some days, you start missing him.
• Motivate to avoid politics and blame games :

The employees must be
motivated to avoid politics and blame games at work. Such activities are
considered highly unproductive and spoil the relationship among the
employees. Backbiting is a strict no no at the workplace. Avoid getting into
unnecessary controversies and useless criticism at work. Respect your team
members as well as your superiors. It is important that one trusts his
management rather than unnecessarily cribbing and finding faults. Avoid
conflicts and try to adjust with each other. It is okay to be friends with your
colleagues but don’t have unrealistic expectations from anyone.
• Avoid to act pricy and to be dominated :

The superiors or the team leaders
must not act pricy and try to dominate their team members. The “Hitler
approach” does not work nowadays. No one should be afraid of his boss,
instead treat him as his well-wisher and mentor who is always there to
support him. The employees must be able to fall back on their team leader
anytime. The team leader must understand the needs and expectations of
his employees and should not be too harsh to them. If they want a leave for
a genuine reason, do grant them. Don’t be after their life if you find them
chatting with their family or friends over the phone once in a while or log
on to any social networking site. These things are natural but make sure the
work does not suffer.
• Partialities must be avoided :

Partialities must be avoided for a better
employee relationship. Treat everyone as one and every individual must
respect each other’s privacy. There is a limit to everything and thus over
indulgence in each other’s work, too much of a friendly nature should be

avoided.
1.9 MODELS OF ER-EE RELATIONS
PERFECT :
• Total congruence of employers and workers interests and goals, hence

there is no conflicts.
• Unitarian perspective where the organisation is perceived as an integrated
and harmonious whole with the ideal of “one happy family” where
management and other members of the staff all share common purpose,
emphasizing mutual co-operation.
• Paternalistic approach where it demands loyalty to all employees,being pre
dominantly managerial in its emphasis and applications.
• Consequently, trade unions are deemed as unnecessary since the loyalty
between employees and organisations are considered mutually exclusive,
where there cannot be two sided.

POLARIZATION :
• The interest of labour and management are diametrically opposed to each

other.
• Referred to as the Marxist or Radical perspective. This view of industrial
relations looks at the nature of the capitalist society, where there is a
fundamental division of interest between capital and labour, and sees
workplace relations against this history.
• Conflict is therefore inherent and seen as inevitable and trade unions are a
natural response of workers to their exploitation by capital.
CO-OPTIVE

• The interests of the workers are subservient to management interests.

• Similiar to the perfect model but in the Co-optive model, a union may be
allowed to exist but it is more of a “company union” or “yellow union”
where it signs as “sweetheart” contract with the management just for show
with no substantial concession granted.
COOPERATIVE :

• There are conflictual interests but congruence interests in common areas

like profitability and survival of the organisation.
• Pluralistics perspective where the organisation is perceived as being made
up of powerful and divergent sub-groups, each with its own legitimate
loyalties and with their own set of objectives and leaders-management and
trade unions.
• Role of management would lean less towards enforcing and controlling
and more towards persuasion and coordination
• Trade Unions are deemed as legitimate representatives of employees;
conflict is dealt by collective bargaining and is viewed not necessarily as
bad a thing and, if managed, could infact be channeled towards evolution
and positive changes.
1.10 CORE ISSUES THAT CAN BE CONTROLLED BY ERM :
When an organisation is sensitive to its

impact on society, and responds to the society’s concerns, it is said to be socially

responsive. On the contrary, if it is concerned only with its own purposes and
ignores the impact that it has on society, it is said to be socially not responsive
Relationships also contribute to stress and conflicts at work, which in turn, affect
quality of work life of individuals as well as the quality of organizational outputs,
measured in terms of customer satisfaction, competitive advantage, innovation,
and so on.
Some of the core issues that can be controlled with effective employee
relationship management are:
• Communication –
Open communication both amongst your employees and between the
employees and the management team is imperative. When employees feel
that they can’t be heard, they may become frustrated, leading to lowered
employee morale. Lowered morale can result in lowered productivity and
an uncomfortable, or even hostile, work environment. Employee surveys
can give you a thorough understanding of how your employees feel about
communication in your work environment.
• Conflict management –
When problems arise, it is important to understand how to handle them.
This is a fundamental aspect of employee relationship management.
Sometimes those conflicts occur between employees and employers.
EmployeeSurveys.com can provide you the necessary tools to help you
negotiate and manage conflicts in your business.
• Employee growth –

Employees that feel they are only required to put in their hours and go
home will do just that. Employees that feel they can become a valuable
asset based on their work, as well as their ability to provide important ideas,
offer input, and perhaps pursue growth opportunities within the company,
will create a positive atmosphere within the corporate culture.
• Focusing –
On employee relationship management can have profound effects on how
your business operates. Conducting employee surveys is a useful tool
towards reaching a beneficial level of employee relationship management
because they provide an opportunity for candid feedback and analysis that
isn’t achievable in typical business communication.
CHAPTER 2 : REVIEW OF LITERATURE

Employees not only need guidance from their managers or leaders, but they also
need to know that they will be there to help them when they need them or to help
put things back on the right track. Leadership need not imply that a leader is, by
nature, wise, and inspirational. Darker forces sometimes drive leaders as well
as their followers. Bad leadership is as ubiquitous as it is insidious. (Kellerman,
2007)
Many leaders/managers are not successful due to their authoritative leadership

styles, resulting in increased communication gap with their employees. Such
leaders are unable to earn the respect and loyalty of their employees, who simply
follow their orders because of their authority. Accordingly, there is a greater
possibility of turnover and absenteeism by the valuable workforce (Ahmed,
Shields, White, & Wilbert, 2010, Pg. 108). Fowlie & Wood (2009) further
illustrate from one of their studies that, "bad leadership equates to a lack of self-
management and relationship management competencies". (Ahmed, 2010)
Once the relationship between employees and management starts to deteriorate,

this can then lead to motivational issues. Managers need to realize that every
employee is different. Some employees prefer to work independently while others
like the continued feedback and support from their leaders. As Lazenby (2008)
notes, "a one-size-fits-all apprach to employee motivation doesn't work.
Challenges that motivate one person might actually discourage another. Some
individuals seem to have a high need for praise and recognition, even when their
work is mediocre; others don't seem to care about those things" (Lazenby, 2008,
Pg. 22).

Conflict in the workplace is not always a bad thing. However, conflict that's not
managed properly can certainly lead to bigger problems. Occasional conflict, if
managed appropriately, can lead to creativity, better decision-making, and
improved results. However, too much conflict can lead to a decrease in
performance and group cohesion (Sikes, Gulbro, & Shonesy, 2010, Pg. 48).
Culture wars can occur when the beliefs and habits of one cultural group come to
dominate the norms of the workplace, making it difficult for members of other
groups to be included, understood, and to attain success (Turner, 2007, Pg. 244).
Conflict is almost certain to occur in work teams due to the fact that they are
comprised of different people possessing different perceptions, personalities,
and behaviours. Although incredibly effective, work teams may stumble upon
barriers which must be overcome to allow for growth and continuation towards
the common goals of the group. Unfortunately conflict can't be managed by
walking away. You have to tackle the issue and, "the important takeaway is not
necessarily knowing how to eliminate conflict all together, but to eliminate the
problems before they begin or be prepared to deal with the conflict as it is
presented" (Sikes, Gulbro, & Shonesy, 2010, Pg. 48).
Managers must have a mind-set to think beyond their job titles and focus
more on developing and inspiring employees to accomplish
organizational goals." After all, "The ultimate goal of an organization is to
maximize shareholders' value and profitability, which is accomplished by
integrating strong leadership with formal and informal communication
networks" (Ahmed, Shields, White, & Wilbert, 2010, Pg 119).

Baldev R Sharma’s entitled, “Not by Bread Alone – A study of

organisational climate and employer –employee relation in India”,
examined the determinants of employer- employee relations in 51 public
sector and private sector industrial units in India. Grievance handling and
objectivity were the two dimensions of organisational climate together
explained 83% of variation in supervisory – management relations.
Advancement and grievance handling were the two most critical factors
influencing labour-management relations. In public sector units,
participation and objectivity were the determinants of labour –
management relations.
Performance and reward management related to the use of individualised

pay, performance-related pay and performance management. This factors
determines behaviour in terms of motivation, communication and level of
commitment. (Claydon)
Employee involvement is a form of employer-employee relations that

allows more participation of the employee in organisational decisions,
this is when employees can influence decisions that are normally reserved
for management.(Marchington and Wilkinson 2008).
Considering the competitive nature of industries and technological

advancement, the importance of employer-employee relationship becomes
more critical, reason being that to meet constant changing needs of
consumers, effective human resource management becomes very crucial in
achieving business success. (Dawson, 1995)

(Mac Mahon 1996), even in small firms where the need for improved
productivity is very important, reward systems was rarely tied to
productivity and performance, and also conflict between employer and
employee tend to be rare rather conflict was apparent on a personal level.
(Eitam-Meilik) showed that “trust is willingness to increase the resources

invested in another party, based on positive expectations resulting from
past positive mutual interactions”. Trust is a conviction by both parties to
never act in a way that brings detriment to the other party or to take
advantage of their weaknesses.
Cully (1998) addressed this issue as part of an attempt to ascertain the

extent to which employees in the UK were satisfied with their job/work.
They compiled a measure of job satisfaction which took into account
employees’ satisfaction with four different components of their overall
reward package incorporating both intrinsic and extrinsic factors.
The development of individuals with competence and commitment,

working towards the achievement of shared meaningful objectives within
an organisation which supports and encourages their achievement’
(Lockett,)
CHAPTER 3 : RESEARCH METHODOLOGY
3.1:INTRODUCTION

This Chapter concentrates on the research methodology. The research design,

sampling design, data collection method, tools applied for the study geographical
coverage and Research Ethics are detailed.
3.2:RESEARCH DESIGN
The research design is defined by Fouche (2002) as “the plan or blue print of the
study”. This is Qualitative research which allows the researcher to gather
information and do an in-depth exploration of issues, and therefore follows a less
structured format with fewer respondents than quantitative methods.
3.3:SAMPLING DESIGN
Quota sampling was adopted by researcher. Quota sampling is where the

researcher ensures that certain groups of people, who are knowledgeable about
the research problems, are adequately represented in the research through the
assignment of a fixed quota for each sub group.
3.3.1 DEFINITION OF TARGET POPULATIONS
The target population of this research was 30
3.3.2 SAMPLING FRAME
Random sampling method is use for the data collection.

In random sampling methods, the target audience is set and respondents are
selected randomly.
3.3.3 PERIOD OF STUDY
The period of study was from July 2017 to August 2017. The study is mainly
based on primary data collected by August 2017. The secondary data were
collected from various sources throughout the period of this study.
3.4 GEOGRAPHICAL COVERAGE AND SAMPLE SIZE
For qualitative researchers, there is no ideal number of cases that should be

investigated. The geographical area was divided into 4 key areas and in each
quota, resulting in total 4 quotas and from each 10 samples was collected, totaling
to 30 samples
3.5 DATA COLLECTION
This section discusses the techniques of gathering primary data for the testing of
the research propositions that were crafted in Chapter I and II. The choice of the
data instruments depends on the availability of facilities, time, costs, the degree
of accuracy required, the expertise of the researcher, and other resources
associated with the gathering of the data. The questionnaire is mailed
electronically and delivered by hand delivery to the respondent by researcher or
family members or friends and was collected later as per respondents preference
as to giving filling the pre printed form or giving the pre filled questionnaire print
form.

3.6 STRUCTURE OF QUESTIONNAIRE
The structured questionnaire was divided into two sections. The first section
covers personal variables, which are independent based on the assumption that
there were measurable differences amount the levels with regard to the perception
of dependent variables. The second to study factors section of questionnaire
covers the factors of study with dependent variables viz:
SAMPLE QUESTIONNAIRE :

RESEARCHER : JAISWAL EKTA
Employee Name :
Gender :  Male Female
Work Experience (year) :  0-1  1-3  3-5 >5
Rating Criteria: 1= Agree

2 = Strongly Agree

3 = Neutral
4 = Disagree
5 = Strongly Disagree
Questions : 1 2 3 4 5
1. Do you think skills & qualifications meets the nature of your job?     
2. Do you get rewards by the organisation for performance

accomplishment?     
3. Do you think performance appraisal in your organisation tends

to enhance employee motivation?     
4. Does your team leader fulfil the communication gap between

you and your manager?     
5. Do your grievances are effectively handled & resolved by the

organisation?     
6. Do your organisation conduct any feedback and support or

councelling for employees?     
7. Do your organisation shared common goals together in achieving
organisation objectives?     
8. Are you satisfied with the norms of your workplace?     
9. Do your employer maintain that respects & loyalty with employees?     
10. Do you think job satisfaction can lead to more productivity?     
11. Does your organisation provides satisfactorily remuneration

according to your performance?     
12. Are you satisfied with roles and responsibilities designated

with, are you able to execute it?     
13. Which factors accordingly motivates the most?

 Compensation/Benefits
 Performance management system

 Training & Development

 Roles & Recognition
14. Overall what do you think organisation should perform which can result to increase turnover and
reduce absenteeism?
Ans :
 Compensation/Benefits
 Performance management system
 Training & Development
 Roles & Recognition
15. Overall what do you think organisation should perform which can result to increase turnover and
reduce absenteeism?
Ans :
CHAPTER 4 : DATA ANALYSIS

VARIABLE WISE ANALYSIS (Overall)
1. Do you think skills & qualifications meets the nature of your job?
V=01 Skills & Qualifications
7% 11% Agree
15% Strongly Agree
30% Neutral
Disagree
37%
Strongly Disagree
Figure . 01
From the above figure it concluded that highest number of employees are
strongly agree with the job profile as its match with theirs skills and
qualifications and no any single employee feels that their job doesn’t match
their skills.

2. Do you get rewards by the organisation for performance

accomplishment?
V=02 Rewards
7% 11% Agree
15% Strongly Agree
30% Neutral
Disagree
37%
Strongly Disagree
Figure. 02
From the above figure it concluded that the maximum number of employees
who think that they used to be rewards for their performance are neutrally,
otherwise there are 30% of employees who think they get awarded.

3. Do you think performance appraisal in your organisation tends to enhance

employee motivation?
V03. Performance Appraisal

0%
Agree
14% 18%
Strongly Agree
25% Neutral
Disagree
43%
Strongly Disagree
Figure.03
From the above figure it has been concluded that 44% of the employee
think that due to performance appraisal which enhance employee
motivation and leads to higher productivity and null employee disagree
with this.

4. Does your team leader fulfil the communication gap between you and your
manager?
V04. Communication Gap

0%
14% Agree
18%
Strongly Agree
25% Neutral
Disagree
43%
Strongly Disagree
Figure.04
From the figure it has been concluded that from among the samples most
employees think neutrally regarding communication gap between
employee and the manager otherwise 33% agree with this .

5. Do your grievances are effectively handled and resolved by the

organisation?
V05. Grievances Handling

0%
14% Agree
18%
Strongly Agree
25% Neutral
Disagree
43%
Strongly Disagree
Figure.05
employees think neutrally regarding their grievances handling otherwise
24% agree that their grievances are handled effectively

6. Do your organisations conduct any feedback and support or councelling

for employees?
V06. Feedback & Councelling

0%
14% Agree
18%
Strongly Agree
25% Neutral
Disagree
43%
Strongly Disagree
Figure.06
employees think neutrally regarding their feedback and councelling session
otherwise 7% agree that their feedback and councelling haven’t conducted
yet.

7. Do your organisations shared common goals together in achieving

organisation objectives?
V07. Achieving objectives

0%
14% Agree
18%
Strongly Agree
25% Neutral
Disagree
43%
Strongly Disagree
Figure.07
From the figure it has been concluded that most of the employees strongly
agree that they are achieving the organisation goals by common objectives
and there are 0% who are not contributing in that.

8. Are you satisfied with the norms of your workplace?
V08. Norms
0%
14% Agree
18%
Strongly Agree
25% Neutral
Disagree
43%
Strongly Disagree
Figure.08
From the figure it has been concluded that mostly 41% employees are
satisfied with the norms of the organisation and not a single employee are
dissatisfied with the norms of the workplace.

9. Do your employers maintain that respects and loyalty with employees?
V09. Respects & Loyalty

0%
14% Agree
18%
Strongly Agree
25% Neutral
Disagree
43%
Strongly Disagree
Figure.09
From the above figure it has been concluded that most employees are
strongly agree that they have good relation with their employers also they
have good morale and just 3% employees are disagree with this.

10. Do you think job satisfaction can lead to more productivity?
V10. Job Satisfaction

0%
14% Agree
18%
Strongly Agree
25% Neutral
Disagree
43%
Strongly Disagree
Figure.10
From the above figure it has been concluded that 38% which is the highest
number of employees are strongly agree and satisfied with their job
specification and satisfaction which leads to more productivity and success
and on the other hand 10% are not satisfied.

11. Does your organisation provides satisfactorily remuneration according to

your performance?
V11. Remuneration
0%
14% Agree
18%
Strongly Agree
25% Neutral
Disagree
43%
Strongly Disagree
Figure.11
From the figure it has been concluded that from among the samples 32%
employees are neutrally satisfied about their remuneration with reference
to their performance, 31% are strongly satisfied with their remuneration
and 3% are dissatisfied with their remuneration as per their performance

12. Are you satisfied with roles & responsibilities designated with, are you able
to execute it?
V12. Roles & Responsibilty

0%
14% Agree
18%
Strongly Agree
25% Neutral
Disagree
43%
Strongly Disagree
Figure.12
From the figure it has been concluded that 43% which is highest among
the sample are strongly agree about that they are satisfied with their roles
and responsibilities which has been allotted to them and there are 0% also
who are not dissatisfied.

PERCENTAGE WISE ANALYSIS (OVERALL)
Variable Agree Strongly Neutral = Disagree= Strongly Total

=“1”% agree “3”% “4”% disagree = =
= “2”% “5”% 100%
V1 27% 53% 18% 2% 0% 100%
V2 25% 35% 28% 8% 3% 100%
V3 28% 47% 18% 7% 0% 100%
V4 25% 37% 30% 8% 0% 100%
V5 23% 28% 37% 12% 0% 100%
V6 18% 32% 35% 13% 2% 100%
V7 38% 38% 15% 8% 0% 100%
V8 43% 37% 20% 0% 0% 100%
V9 25% 48% 25% 2% 0% 100%
V10 22% 43% 23% 12% 0% 100%
V11 32% 33% 23% 10% 2% 100%
V12 35% 42% 17% 7% 0% 100%

From the above table it is found that:
➢ Agrees variable :
• As per the percentage variables analysis it is been found that employees
of that organisation are most simply agrees with the norms of the
company.
• Very few number of employees are agreed that they have been given any
support or councelling for any gist from among all the variables
➢ Strong Variable :
• According to this analysis the number of employees strongly agreed with
that their
skills and qualifications meets the nature of their job compare with all the
variables.
• Least number of employees are strongly agreed that their grievances
handled
effectively by putting everyone’s point of view.
➢ Neutral
• As per the percentage variable analysis it is been found that employees of
organisation are mostly neutralled when its comes to grievances handling
• Very few employees are there who think least neutralled regarding their
contribution while achieving companies objectives.
➢ Disagree

• In this analysis of percentage it is been concluded among all the

variables mostly employees are disagree because of not organising any
feedback or councelling session by the organisations
• Very null percentage of employees are there who are not satisfied with
the norms of the workplace.
➢ Strongly Disagree
• From the above analysis it is been concluded that from among all the
variables analysis, employees are strongly disagree on the rewards part as
they have putforth. They haven’t got any rewards for their performance
accomplishment.
Below is the Graph presentations for the same :

Overall Percentage Analysis
V12
V11
V10
V9
V8
Total = "100"%
V7 Strongly Disagree = "5"%
Disagree = "4"%
V6 Neutral = "3"%
Strongly Agree ="2"%
Agree = "1"%
V5
V4
V3
V2
V1
0% 20% 40% 60% 80% 100% 120%

CHAPTER 5 : SUMMARY FINDINGS
• Highest number of employees are strongly agree with the job profile in
Dodhia Synthetics as its match with theirs skills and qualifications and no
any single employee feels that their job doesn’t match their skills.
• The maximum number of employees who think that they used to be rewards
for their performance are neutrally, otherwise there are few of employees who
think they get awarded.
• Some employees think that due to performance appraisal which enhance
employee motivation and leads to higher productivity and null employee
disagree with this.
• Most employees think neutrally regarding their grievances handling otherwise
some agree that their grievances are handled effectively
• Employees think neutrally regarding communication gap between employee
and the manager otherwise few employees are there who have better
relationship with employers
• Employees think neutrally regarding their feedback and councelling session
otherwise few agree that their feedback and councelling haven’t conducted
yet.
• Employees strongly agree that they are achieving the organisation goals by
common objectives and there are 0% who are not contributing in that.
• Employees are satisfied with the norms of the organisation and not a single
employee are dissatisfied with the norms of the workplace.
• Employees are strongly agree that they have good relation with their
employers also they have good morale and just few employees are disagree
with this.

• Highest number of employees are strongly agree and satisfied with their job
specification and satisfaction which leads to more productivity and success
and on the other hand some of are not satisfied.
• Highest numbers are strongly agree about that they are satisfied with their
roles and responsibilities which has been allotted to them and there are 0%
also who are not dissa

CHAPTER 6: SUGGESTIONS & CONCLUSIONS
For a better employee relationship management, it is important that employees

have a positive frame of mind and don’t always consider their colleagues as their
enemies. Don’t always assume that your fellow team member would say
something against you in front of your boss. Avoid disputes, misunderstandings,
instead work together, enjoy together and make the organization a better place to
work.
Employee management issues can have adverse effects to any business and
ultimately to their bottom line. Furthermore, unaddressed issues and/or poor
leadership tend to have a rippling effect that can start with one employee and
work its way through departments or even entire company's if not addressed
accordingly. Not managing employees appropriately can also lead to reduced
opportunities not only for the employee, but for the company.
In summary, poor leadership can result in not providing proper direction and/or
guidance to your employees to meet company goals, not motivating employees
can result in a decrease in employee productivity, and not managing conflict can
lead to low morale or even a belief of inequality among the workgroup if issues
are not handled properly.

CHAPTER 7 : BIBLIOGRAPHY
Bibliography
1. Kellerman (2007) “Leaderships skills”, Journal “UKESSAYS” “17”
2. Ahmed, Shields, White, & Wilbert (2010) “Leaderships skills”,

Journal “UKESSAYS” “108”
3. Lazenby (2008) “Motivational Skills”, Journal “UKESSAYS” “22”
4. Sikes, Gulbro, & Shonesy (2010) “Conflict Management” Journal

“UKESSAYS” “48”
5. Turner, (2007) ““Conflict Management” Journal “UKESSAYS”

“244”
6. Sikes, Gulbro, & Shonesy (2010) “Conflict Management” Journal

“UKESSAYS” “48”
7. Ahmed, Shields, White, & Wilbert (2010) “Employee Management”

Journal “UKESSAYS” Page no : 119
8. www.wikipedia.com
9. www.managementstudyguide.com
10. www.humanresourcesmba.net
11. www.smallbusiness.chron.com


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A STUDY ON EMPLOYEE RELATIONSHIP MANAGEMENT

SUMMER INTERNSHIP PROJECT REPORT

“A STUDY ON EMPLOYEE RELATIONSHIP

Submitted In Partial Fulfillment of MMS- 2016-2018

Swayam Siddhi College of Management and

Submitted by, Submitted to,

MMS, Semester-III, 2016-18 SSCMR

Roll NO: 7141 BHIWANDI.

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 1

Date: Name: Jaiswal Ekta

Place: Bhiwandi Course: MMS-III (2016-18)

Roll No: 7141

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 2

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 3

SIP Guide’s Name : Dr. Suchismita Das

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 4

The term 'employee relations' refers to a company's efforts to manage relationships

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 5

DODHIA SYNTHETICS LTD

Dodhia Synthetics Limited is a Public incorporated on 07 January 1987. It is classified

Current status of Dodhia Synthetics Limited is - Active.

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 6

Company Name : Dodhia Synthetics Ltd

Company Status : Active

Registration number : 42131

Company Category : Company limited by shares

Company sub category : Non govt company

Class of Company : Public

Date of Incorporation : 07 January 1987

Age of Company : 30 years, 6 month, 7 days

Activity : Spinning, weaving and finishing of textiles

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 7

I. BACKGROUND OF THE STUDY:-

This research study is done on the topic “A study on

• To critically analyse how positive employer-employee relationship can

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 8

• To recommend ways of improving employer-employee relations to

• Universe of the study: the target population of this research was

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 9

• To promote, encourage and strengthen communication between

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 10

CHAPTER 1 : INTRODUCTION .........................................................................................................14

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 11

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 12

A STUDY ON EMPLOYEE RELATIONSHIP

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 13

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 14

Diversity In The Workforce

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 15

Complexity in employment relation increases manifold with the diversity in work

Non Standard Employment (Flexible Forms Of Employment)

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 16

The common rather only form of employment contract UK working environment

In an environment of hard times, when unemployment is on the rise, redundancy

1.2 DEFINATION OF EMPLOYEE RELATION

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH Page 17

➢ An employee relationship management (ERM) system is an information

➢ According to Lester, “Industrial relations involve attempts at arriving at

➢ According to Dale Yoder “industrial relations is the process of

➢ According to Industrial Dispute Act 1947, “Industrial Relation is a

1.3 MEANING OF EMPLOYEE RELATION

The term 'employee relations' refers to a company's efforts to manage

An organization with a good employee relations program provides fair and