A

Project Report
On
“Study on Different Dimensions Affecting the Employee
and Employer Relationship
SUBMITTED IN PARTIAL FULLFILMENT OF

MASTERS OF BUSINESS ADMINISTRATION

(SESSION: 2020-22)

Project Supervisor : Submitted by:

Dr. Tarun Jain Aman
Assistant Professor 20/MBA/04
VCE, Rohtak MBA 4th Sem.

SESSION: 20-22

VAISH COLLEGE OF ENGINEERING, ROHTAK

AFFILIATED TO

MAHARISHI DAYANAND UNIVERSITY

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 DECLARATION BY THE STUDENT

I Aman, Class MBA 4th Sem. Roll No. : 20/MBA/04 of VAISH COLLEGE OF ENGINEERING ,

ROHTAK, hereby declare that the project entitled “Employee and Employer Rlationship” is an

original work and the same has not been submitted to any other institute for the award of any

other degree. The project report was presented to the head of project &the feasible suggestions

have been duly incorporated in consultation with the supervisor.

Signature

Aman

Counter Signed

Dr. Tarun Jain

Assistant Professor

VCE, Rohtak

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 ACKNOWLEDGEMENT

Nobody is born perfect in himself; it is some timely guidance, proper teachings

and blessings by well wishers and seniors around us, who gives me perfection and
skills to make myself prepared to walk on the path of success.

My project work, which is the first step of mine in the fields of professionalism,
has been successfully accomplished, due to co-operative efforts of friends and
colleague together.

I would like to pay my sincere gratitude and thanks to those people, who directed
me at every step in the project work.

My sincere thanks go to the Director of VCE, ROHTAK without his support this
study would not have materialized.

Aman

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 TABLE OF CONTENT

S.NO PARTICULAR PAGE NO.

1. INTRODUCTION 05-39

2. Review of Literature 40-44

RESEARCH METHODOLOGY 44-49

3.
Limitation of the study

4. DATA ANALYSIS & INTERPRETATION 50-57

5. FINDING, SUGGESTION & CONCLUSION 58-64

6. BIBLIOGRAPHY 65-65

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Introduction

5
“EMPLOYEE AND EMPLOYER RELATIONSHIP

 I have tried to systematically and objectively look into all important

aspects. A combination of primary and secondary data has been used. The
former, though limited, has helped us give first hand information on the
utility of information technology in HR department. The latter has been
used to understand the theoretical aspects.

 Strategic information has been given to both current and past trends and I
have tried to correlate both in a manner to gain maximum insight.

 This document has been designed to serve a two fold purpose. The first
which is also the main objective of the research report is to reflect the
significance of IT in human resource department. The second is to provide
detailed information of the scope of It in HR department.

 Another objective of this research is to analyze the contribution of

information technology in improving the overall performance of the
organization.

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Definition of Employee under various Acts

Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959

2B Any person who is employed in an establishment to do any work for

remuneration
Employee's Provident Fund and Miscellaneous Provisions Act, 1952

2F Any person who is employed for wages in any kind of work, manual or
otherwise, in or in connection with the work of an establishment, and who gets his
wages directly or indirectly from the employer, and includes any person- (i)
employed by or through a contractor in or in connection with the work of the
establishment; (ii) engaged as an apprentice, not being an apprentice engaged
under the Apprentices Act, 1961, or under the standing orders of the establishment

2FF Exempted Employee: An employee to whom a Scheme or the Insurance

Scheme, as the case may be would, but for the exemption granted under Section
17, have applied

Employees Provident Fund Scheme, 1952

2F Excluded Employee (i) an employee who, having been a Member of the fund,
withdrew the full amount of his accumulations in the Fund under clause (a) or (c)
of sub-paragraph (1) of Paragraph 69; (ii) an employee whose pay at the time he is

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otherwise entitled to become a Member of the Fund, exceeds five thousand rupees
rupees per month; Explanation.-"Pay" includes basic wages with dearness
allowance, retaining allowance (if any) and cash value of food concessions
admissible thereon (iii) (iv) an apprentice; Explanation.-An apprentice means a
person who, according to the certified standing orders applicable to the factory or
establishment, is an apprentice, or who is declared to be an apprentice by the
authority specified in this behalf by the appropriate Government Employee State
Insurance (General Provident Fund) Rules, 1950

2(e) "Employee" means a person appointed to or borne on the cadre of the staff of
the Corporation, other than persons on deputation;

Employee State Insurance Act , 1948

2(10) Exempted Employee: An employee who is not liable under this Act to pay
the employee's contribution;

2(9) Employee Any person employed for wages in or in connection with the work
of a factory or establishment to which this Act applies and- (i) who is directly
employed by the principal employer on any work of, or incidental or preliminary to
or connected with the work of, the factory or establishment, whether such work is
done by the employee in the factory or establishment or elsewhere; or (ii) who is
employed by or through an immediate employer on the premises of the factory or
establishment or under the supervision of the principal employer or his agent on
work which is ordinarily part of the work of the factory or establishment or which
is preliminary to the work carried on in or incidental to the purpose of the factory
or establishment; or (iii) whose services are temporarily lent or let on hire to the
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principal employer by the person with whom the person whose services are so lent
or let on hire has entered into a contract of service; and includes any person
employed for wages on any work connected with the administration of the factory
or establishment or any part, department or branch thereof or with the purchase of
raw materials for, or the distribution or sale of the products of, the factory or
establishment or any person engaged as an apprentice, not being an apprentice
engaged under the Apprentices Act, 1961 (52 of 1961), or under the standing
orders of the establishment; but does not include- (a) any member of the Indian
naval, military or air forces; or (b) any person so employed whose wages
(excluding remuneration for overtime work) exceed such wages as may be
prescribed by the Central Government a month: Provided that an employee whose
wages (excluding remuneration for overtime work) exceed such wages as may be
prescribed by the Central Government a month at any time after and not before the
beginning of the contribution period, shall continue to be an employee until the end
of the period;

Minimum Wages Act , 1948

2I Any person who is employed for hire or reward to do any work, skilled or
unskilled, manual or clerical, in a scheduled employment in respect of which
minimum rates of wages have been fixed; and includes an out-worker to whom any
articles or materials are given out by another person to be made up, cleaned,
washed, altered, ornamented, finished, repaired, adapted or otherwise processed for
sale for the purposes of the trade or business of that other person where the process
is to be carried out either in the home of the out-worker or in some other premises
not being premises under the control and management of that other person; and
also includes an employee declared to be an employee by the appropriate
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Government; but does not include any member of the Armed Forces of the Union.

Payment of Bonus Act, 1965

2(13) Any person (other than an apprentice) employed on a salary or wage not
exceeding three thousand and five hundred rupees per mensem in any industry to
do any skilled or unskilled manual, supervisory, managerial, administrative,
technical or clerical work of hire or reward, whether the terms of employment be
express of implied

Payment of Gratuity Act, 1972

2E Any person (other than an apprentice) employed on wages, in any

establishment, factory, mine, oilfield, plantation, port, railway company or shop, to
do any skilled, semiskilled, or unskilled, manual, supervisory, technical or clerical
work, whether the terms of such employment are express or implied, and whether
or not such person is employed in a managerial or administrative capacity, but does
not include any such person who holds a post under the Central Government or a
State Government and is governed by any other Act or by any rules providing for
payment of gratuity.

The Sales Promotion Employees (Conditions Of Service) Act , 1976

2D Sales promotion Employees Any person by whatever name called (including an

apprentice) employed or engaged in any establishment for hire or reward to do any
work relating to promotion of sales or business, or both, but does not include any

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such person- (i) who, being employed or engaged in a supervisory capacity, draws
wages exceeding sixteen hundred rupees per mensem; or (ii) who is employed or
engaged mainly in a managerial or administrative capacity Explanation.---For the
purposes of this clause, the wages per mensem of a person shall be deemed to be
the amount equal to thirty times his total wages (whether or not including, or
comprising only of, commission) in respect of the continuous period of his service
falling within the period of twelve months immediately preceding the date with
reference to which the calculation is to be made, divided by the number of days
comprising that period of service Working Journalists and Other Newspaper
Employees (Conditions of Service) and

DEFINITION OF THE TERM ‘EMPLOYER’

The Supreme Court has given a wider definition of the term ‘employer’ in its
recent judgement. The term embraces not only a person who employs another
permanently or on a temporary basis, but also those who are in control of the
workman temporarily lent or let on hire to the employer, the Supreme Court has
ruled with reference to the Workmen’s Compensation Act, 1923.
 
In the judgement Zila Sahakari Kendriya Bank vs Shahjadi Begum, the
government had requisitioned a jeep owned by the bank. The driver of the jeep,
while obeying the orders of the government officers, died in an accident.
 
The widow filed a claim petition under the Act. The commissioner of
compensation held the bank liable to pay the compensation. The Madhya Pradesh
High Court upheld that view. The bank appealed to the Supreme Court, which set
aside the high court judgement and took a contrary view.

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According to the Supreme Court, the definition of employer under the legislation is
broad. In this case, the jeep was requisitioned under law and the bank had no
choice but to provide it to the government. Under this contract, therefore, the
driver became the workman of the requisitioning authority as he was under its
complete control. Thus the state is liable to pay the compensation, the court held.
 
Recognition of unions
 
The Supreme Court has directed the industrial court in Mumbai to decide as soon
as possible the dispute between two rival trade unions regarding recognition under
the Maharashtra Recognition of Trade Union and Prevention of Unfair Labour
Practices Act, 1971.
 
The two unions are the Vegetable Vitamin Foods Employees’ Union and Sarva
Shramik Sangh. Recognition is given to the union which has at least 30 per cent
membership in the industry in the six months immediately prior to the application
for recognition. The inquiry should be conducted by the industrial court.
 
The Bombay High Court directed the industrial court that the membership in the
case of one union should be done according to the 1988 figures while in the case of
the other, it should be done according to the 2003 figures.
 
The Supreme Court stated that this would clearly create confusion in the matter.
Therefore, it directed the industrial court to dispose of the applications taking the

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cut-off date as January 1 this year.

 
Award by industrial tribunal
 
The Supreme Court has stated that when an award is passed by an industrial
tribunal at the national level, all employees, whether members of the unions or not,
would be covered by it. No person can argue that he was not heard before passing
the award. This ruling was made in the judgement Punjab National Bank vs
Manjeet Singh.
 
In this case, deposit collectors of New Bank of India, which was merged with
Punjab National Bank, were required to be absorbed as regular staff after passing
the qualifying exam.
 
The Punjab and Haryana High Court set aside the direction of the tribunal to
absorb them as regular staff, as they were not heard by the tribunal. The Supreme
Court stated that according to Section 18(3)(d) of the Industrial Disputes Act, the
award would be binding on all employees.
Employee

An employee is any person hired by an employer – typically, a worker hired to

perform a specific "job". Typical examples include accountants, solicitors, lawyers,
photographers, among many other worker classifications.

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There are differing classes of employee. Some are permanent and provide a
guaranteed salary, other employers hire workers on short term contracts or rely on
consultants.

The employee contributes labour and expertise to an enterprise. Employees

perform the discrete activity of economic production. Of the three factors of
production, employees usually provide the labor.

Some companies feel that a happier work force is a better one and thus offer extra
benefits to improve morale and performance. However, other employers try to
increase profits by providing low wages and few benefits. To resist this, employees
can organize into labor unions (American English), or trade unions (British
English), who represent most of the available work force and must therefore be
listened to by the management. This is the source of considerable bad feeling
between the two sides, and sometimes even violence.

Alternatives

An individual who entirely owns the business for which he labours is known as
self-employed, although if a self-employed individual has only one client for
whom he performs work, he may be considered an employee of that client for tax
purposes.

Workers who are not paid wages, such as volunteers, are generally not considered
as being employed.

Someone who works under a threat of physical force is known as a slave and
slaveowners are also not considered employers. Some historians suggest that

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slavery is older than employment, but both arrangements have existed for all
recorded history.

How to Improve Employee Employer Relationships

What's This?

The relationship between an employer and its employees is an important factor in the
company's success. Employers will treat their employees with respect and visa versa if
they all want to succeed and achieve goals. Some companies forget to focus on employee
retention and appreciation, and then they lose productivity. Find out how you can
improve employer and employee relationships and keep your team motivated for the long
haul.

Instructions

Motivate employees by giving them incentives within the workplace. Treat all of your
employees equally and give them all the chance to win a free trip, a free dinner or tickets
to the next theatre production. Reward your employees for their improved hard work.

Spend time with your employees. Many bosses and owners forget the 'little people' that
make it all happen. Sit down and talk with each one of your employees when you have

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time and ask if they are happy with their jobs and what improvements they think the
company should make.

Plan a team building event and ask all your employees to attend including upper, middle
and lower management. Get everyone together as a team and allow them to undergo
various team building and trust creating activities.

Invite all of your staff and managers to an event or a BBQ in your back yard. If you are
an owner or the CEO of the company, then what better way to warm up to your
employees then homemade BBQ chicken!

Ask your managers to work closely with their teams and to support any issues that come
up, or mistakes that might occur. Get everyone working together on finding a solution
that everyone agrees on. If you have to, create a problem and ask everyone to work on it
to find the answer.

Employer and Employee Relationship

When employers start a business (or open a branch of an existing business), they require
employees to produce, administer, organize, publicize, sell, transport, maintain, repair,
etc. They advertise job openings, conduct interviews, and hire individuals based on
qualifications, requirements and wages. They usually provide training to newly-hired
employees and make them aware of the company's policies, rules and goals. They assign
tasks according to the job positions and employee profiles, and may offer vacations,
health insurance coverage, workers’ compensation, and other benefits. But one day,
sooner or later, the employer may serve an employee the dreaded pink slip, and terminate

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his/her employment without any valid reason or cause. The employee becomes an ex-
employee and, usually but not always, is eligible for unemployment insurance. And
his/her employment process begins again.

From the beginning of the employment to the end, the employee may have been treated
unlawfully, discriminated against, harassed, denied his/her due wages or benefits, made
to work in unsafe conditions, or wrongfully terminated.

Years ago, the relationship between employer and employee was governed by the
assumption that employers were like kings and were free to offer any terms of
employment and treat their employees in any way they dictated, and the employees were
free to either accept or reject those terms (i.e., take it or leave it). There were few laws
and protections available to employees that would safeguard their interests at times of
manipulation, shabby treatment, defamation, discrepancies, retaliation, unfair practices,
etc. Employees did not have a platform to voice theirprotests.

Initially, it was the unions that protested employers' unfair practices and demanded that
employees be provided rights. In the 1930s, the federal government enacted the National
Labor Relations Act (NLRA), which called for fair wages and safe workplaces. The
NLRA set off a deluge of new laws governing the workplace.

With the Civil Rights Movement of the 1960's, the federal government, followed by
many state governments, began to enact laws prohibiting discrimination against women
and minority group members and barring discrimination against older employees. In 1970
the federal government enacted the Occupational Safety and Health Act (OSHA), setting
minimum workplace safety standards. By 1990 Congress had enacted laws prohibiting
discrimination against disabled workers, and requiring employers to reasonably
accommodate such workers if the accommodation did not cause undue hardship on the
employer.

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Today, employees and job applicants are protected by various federal and state laws.
Many state courts have recognized additional employee rights that have not been set out
in written statutes, but instead are part of common law, based solely upon earlier court
rulings. Employers no longer have the right to treat their employees any way they desire.
Employees have the right to protest, make claims, file litigation, and seek damages, if
they believethey have been mistreated at any stage of the employment relationship.

Employer-employee relations

Category: People in business

Employers and employees need to have some system for communicating their views and
requirements to each other. Employee-employer relations take place at two main levels:
1. Individual relationships
2. Collective relationships.

An individuals relationship is with their employer and relates to their contract of

employment and conditions of work. Sometimes an individual employee may have a
dispute with their employer leading to a tribunal case.

Trade unions

Collective relationships typically involve groups of employees and often involve trade
unions like Unison and an individual employer or group of employers. The body that
represents trade unions in this country at a national level is the Trades Union Congress
(TUC). The body that represent employers collectively is the Confederation of British
Industry (CBI).

In this country the number of disputes is remarkably low when compared with other

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countries. The vast number of trade unionists have never been on strike.

Trade union representatives help to ensure the smooth running of industry. Wherever
people work or meet together, disputes and grievances will occur, and in industry the
problems of new technology, complicated payment systems and work that lacks
stimulation are bound to create dissatisfaction. Many of these everyday problems are
easily dealt with by meetings, discussion and bargaining.

It is the trade union representative of an organisation like Unison who expresses the
views of the employees.

Collective bargaining

Collective bargaining involves representatives of employers and employees getting

together to discuss and bargain. At one extreme negotiation may just involve two people.
This is a very common arrangement - the human resource manager and a representative
of each trade union at a place of work will probably have short meetings every week.
Most collective bargaining over major issues, however, involves inter-party negotiations.
These can range from fairly small groups on each side of the bargaining table to over 20
representatives from management and a similar number from different trade unions. It is
important to remember that talk and discussion is the major tool of employment relations.

One of the reasons why we have had such good employment relations in this country is
because of the work of the Advisory, Conciliation and Arbitration Service (Acas). The
job of Acas is to create harmonious working relationships by encouraging employees to
develop best practice in this field and by providing codes of conduct, training and
guidelines for employers and employees and their representatives to follow.

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The bodies that represent groups of trade unions and employees are:

The Trades Union Congress

Every year delegates from the various unions meet together at the Annual Congress to
debate and discuss general union policy. The TUC also has a permanent body of national
officials under the leadership of a president.

The TUC puts forward the unions' point of view to the government, the CBI and other
major groups, and has a major interest in employment laws, training and conditions at
work.

The Confederation of British Industry

This body was set up to provide a national organisation giving the view of employers.
The CBI acts as a mouthpiece for the employers to present their opinions and feelings to
trade unions, government, the media and other interested parties.

The CBI collects and makes known information about a wide range of matters. Its
Industrial Trends survey is published quarterly giving up-to-date information about the
state of business. CBI News gives employers up-to-the-minute information on a wide
range of business issues. The CBI has a permanent staff involved in collecting statistics,
processing information, publishing articles, and dealing with queries from industrialists.
The CBI is led by a Director General.

EMPLOYER - EMPLOYEE RELATIONSHIPS

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Employees make or break a business. You should be familiar with the basic requirements
that ensure good relations and compliance with federal and state regulations. Your
concern as an employer should center around three basic needs:

 Keeping records about wages/salaries, injuries and illnesses;

 Complying with anti-discrimination requirements; and
 Complying with OSHA Standards - assuring safe and healthful working
conditions.

Each of these issues is a major piece of legislation in itself. Each one is the subject of
both federal and state legislation. Don’t underestimate state legislation. Often it is stricter
than federal legislation and it puts additional obligations on you and your business.

Beyond these three areas, you should be familiar with many other requirements. In
particular, you should be aware of the following subjects and distinctions:

 The difference between worker and employee;

 The difference between salaries and wages;
 Persons exempted from minimum wage/maximum hours requirements;
 The definition of overtime and its compensation;
 Child Labor Laws - employment of minors. Generally, minor refers to any person
under the age of 18; notwithstanding certain exemptions (employing family
members) the minimum age for hiring is age 16 or as low as 14 within certain very
stringent limitations. The list of prohibited occupations for minors is a major
aspect of the various child labor laws. This is most relevant in the areas of
manufacturing, mining, restaurants and entertainment;
 The Civil Rights Act of 1964 (applicable for any employer of 15 or more persons).
Massachusetts State Law applies to any employer of more than 5 employees;
 The Age Discrimination in Employment Act (applicable for employees between
ages 40 and 70);

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  The Americans With Disabilities Act;
 The Federal Unemployment Tax Act (unemployment compensation regulation);
 Workers’ Compensation Laws (covering financial benefits for employees with
work-related disabilities, illnesses or fatalities);
 Income Tax Laws (regulating computation and withholding procedures); and
 Social Security Tax Laws (regulating computation and withholding procedures).

As long as you operate inside this framework, you are free to make any employment
decisions. Of course, you know that the days of management tyranny are gone. Although
legal requirements are extensive, they leave many areas of the employer-employee
relationship untouched.

 As long as you don't discriminate, no one will interfere with your hiring and firing
procedures. Make sure you know the legal definition of discrimination as provided
by the various laws. It virtually covers all minority groups, not only racial
minorities.
 Don’t operate in a vacuum. You may have competitors who treat their employees
better, foster a more pleasant work environment and/or offer better salaries. Then
there are the unwritten social laws of ethics, etiquettes and other norms and
conventions an employee might successfully appeal to should problems or
litigation become imminent.
 Social security is a federal matter. Unemployment compensation is regulated by
both federal and state governments. You will have to check on the appropriate
regulations for each.
 Workers’ compensation, for the most part, is regulated on the state level. You
should check with the appropriate state agencies. In some states, for example, it’s
up to the individual employer to make arrangements with insurance companies. A
group insurance policy may be obtained from any private company that is
authorized by the state to provide such coverage. Do not forget to get this

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 coverage. It is mandatory if you have any employees and there are heavy fines for
failure to obtain the insurance.
 Providing health care and life insurance is a strictly voluntary matter. For
competitive reasons, however, you might need to offer at least some coverage. In
fact, many employers do so. Since this is the domain of private insurance
companies, it takes more than a few pages or hours of work to come up with
sensible answers. Rates and conditions vary and numerous combinations between
life and health coverage limits are available. Your sense or social responsibility to
provide these benefits will not, unfortunately, shield you from bureaucratic
headaches. Once you have opted to provide this type of insurance, many states
stipulate certain standards be maintained.

How to use Employee Relationship Management

Employee relationship management is directing relations between the employee and

employer to increase employee satisfaction--which is directly related to employee
productivity. Employee relationship management can improve the overall business
culture and includes such things as communication, conflict management, employee
growth, company growth and increased productivity.

Difficulty: Moderate

Instructions

1Communication
Establishing effective communication between employee and employer is the
first step in employee relationship management. A work environment in which
employees feel heard and respected greatly enhances morale. Communication
can be in the form of an open door policy, an anonymous suggestion or
complaint box, e-mail and instant messaging, for example.
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2

Conflict Management
Employee issues can be handled efficiently and effectively by anticipating
possible conflicts and creating a procedure for resolving them. This procedure
could include a hierarchy for airing grievances and a formal process to do so.
Conflict management is directly related to communication and the current methods
in place can be used to control conflict.

Employee Growth
Employee relationship management offers incentives for employees to become
greater assets to the company. Incentives can include employee work reviews,
goals and rewards for met goals. Employees that feel valued and rewarded will be
better workers.

Company Growth
Company growth is directly related to employee growth: When employees are
given the opportunity to grow, the company as a whole can grow. Effective
employee relationship management can create better employees and draw in a
higher caliber applicant. Happy employees increase company moral, which in turn
create a better product or service.

Increased Productivity
Coupled with company growth is increased productivity. The incentives for
employees to grow are typically coupled with goals that are higher than the current

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 standard. The standard productivity for one employee will increase, possibly
resulting in fewer employees doing the same amount of work.

How to Create Policies for Results

Policies that bring change to the workforce create satisfaction and goal achievement.

Companies implement employment policies to improve the employer-employee

relationship. Solid workplace relationships result in great job satisfaction and employee
engagement. Employers who create policies that really work help their employees
achieve professional development and organizational goals. HR experts utilize various
methods to create policies that bring results and address workplace needs. Some key
elements of workplace policies are based on employee opinion, consensus and human
resources best practices. Many forward-thinking employers are reconstructing policies
according to employment trends. One current trend is how generational differences
change the workforce.

Instructions

Request an employee census from your human resources information system expert or IT
manager; the census should be sorted by age, salary, race, sex and job category. Sorting

25
the data enables you to analyze workforce statistics to ensure there exists no disparate
workforce treatment based on characteristics unrelated to job performance.

Examine sorted reports very closely, noting patterns which may suggest imbalances or
disparities within your workplace. Determine how many of your employees represent
each of the four generations in today's workforce. Online resources contain a wealth of
information related to generational breakdowns. The employee census sorted by age will
contain important data for analyzing the types of job categories filled by workers in
certain age groups.

Conduct research on how each generation functions in the workplace. Older workers--
referred to as traditionalists--prefer a structured working relationship based on respect for
authority. Baby boomers are noted for attaching personal identity to professional
accomplishments. Generation X and Generation Y--unofficially and collectively referred
to as the "Facebook Generation"--have experience, education and values that are shaped
by technology and social networking capabilities.

Administer a confidential employee opinion survey to elicit responses about job

satisfaction, employee engagement and suggestions for improvement. In your analysis,
you will likely notice similarities among workers from each of the generations.
Traditionalists may suggest that tenure and experience should be better utilized. Baby
boomers may want greater rewards for exceeding performance standards. Employees in
the Facebook generation--Gen X and Gen Y workers--might want more flexibility for
improving productivity and job satisfaction.

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Deliver the employee opinion survey results to the executive leadership team with
research, documentation and a full explanation of employment trends related to matters
such as generational differences in the workforce. Describe how policies that address the
needs of four distinct generations can improve morale, increase productivity and reduce
turnover. These are the results you can almost promise with the development of policies
based on employee opinion.

Draft new policies or revise current policies that modify working conditions; provide
options for employees who want flexibility, formality or greater rewards for performance.
These policies may include options for implementing a dress code based on rank, position
or frequency of the employee's presence in the office. Create policies that provide options
for flexible work arrangements such as telework, telecommuting or work share.

Convene a directors meeting to discuss and finalize the policies. Schedule presentations
during all-staff meetings to announce changes and expanded options to your workforce.
After implementing policies and publishing them in your employee handbook, monitor
changes among employees and schedule annual employee opinion surveys to track
improvement.

Benefits of employer and employee co-operation

Employer/employee relations refer to the communication that takes place between

representatives of employees and employers.

Much of the employee relations involve employees and employers working together.
Indeed, part of the aim of the European Union's social policy today is to create a system
of shared responsibility of employers and employees for working practices, conditions

27
and other areas of working life.
This policy of shared responsibility is called co-determination.

Discussions between employers and employees typically cover the following areas or
rights:
*pay
*bonuses
*the work environment
*disputes
*work schedules
*grievances
*health and safety
*hours of work
*production targets.

The Advisory, Conciliation and Arbitration Service was set up in 1974 to try and create
more harmonious working relationships in this country. It negotiates in disputes between
employers and employees as well as establishing codes of practice and principles for
harmonious relationships. It has been tremendously successful in its work because today
there are relatively few major employment relations disputes in this country. Where
problems start to arise in a company, it is an easy process to consult with ACAS to find
ways of improving relationships. Because ACAS has experience of dealing with so many
workplaces it is able to suggest guidelines for harmonious relationships in nearly all
situations.

Employer/employee relations

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Successful employer/employee relations involve striking a balance of interests. From the
employer's point of view, industrial relations is about having the right to manage - the
ability to plan for the future so that a company can continue to be a success, to make
profits for its shareholders and to keep its employees motivated. From the employee's
point of view, it is all about securing the best possible conditions and living standards for
employees.

Where employees are not happy with working conditions this frequently leads to high
labour turnover, bad timekeeping, and high levels of absenteeism. It may also occur in
the form of slackness by individuals, poor working, deliberate time wasting and similar
practices. Other evidence of discontent will be revealed in complaints, friction, ignoring
rules and apathy.

There are a number of forms of organised trade union action, including:

1.withdrawal of goodwill
2.a go slow
3.working strictly to the rules set out in work rulebooks and sticking rigidly to only doing
tasks set out clearly in a job description
4.refusing to work overtime
5.going on strike.

All of these actions are undesirable:

*they reduce company profitability, and its' ability to fulfil orders
*they harm employment prospects, and reduce wages of employees
*they lead to festering discontent
*they cause problems for customers and the economy as a whole.

Thus it is very important to create harmonious workplaces for the benefit of all

29
concerned. The work of ACAS therefore is primarily concerned with outlining good
practice and models of harmonious working practice.

Employer Vs Employee

There has always and will continue to be a certain push/pull between owners and
workers. Each sees his position differently. The owner has considerations that the worker
does not ever have to have as a concern. He is responsible for the whole business, not just
the finishing department. He takes on all the risk of doing business. He must pay the
taxes and insurance, and worry about the lawsuits and losing everything. He has much
more at stake than just how good the finish is on the cabinet going out. If the finisher
loses his job, he can go to another shop and if he is good, can pick up another job without
much loss of income. If the business goes under, the owner loses much more than a job.
Therefore, the business owner has the right to a larger share than those that work for him,
otherwise they would assume the risk themselves and be in business for themselves
instead of working for someone else. A good percentage of those I have seen go into
business for themselves were back looking for a job as soon as they found out the hassles
of owning a business (usually the first time they had to pay taxes and set up an
accounting system).

I am not saying that a finisher should not be paid adequately for his skill. I do believe in
paying a skilled person for his services. However, he should not be paid more than is
justifiable by what he produces. No skill is worth more than it brings in revenue back to
the company. I know many business owners who put in half again the hours that any of
their men work in a week. Over the years I have found more people who think they are
better than the reality they show in their work, and of course they want more
compensation than is justifiable from their performance! Somewhere each has to
understand the balance of things. The owner cannot do all the work himself and the

30
worker cannot do the job without a company and business owner to provide the necessary
work and place of employment. Each should be compensated fairly for his investment of
skill, time, risk, and involvement.

Mark Twain commented that if you took a hungry dog and made him prosperous, he
would not bite you, and that was the fundamental difference between a man and dog. He
also went on to say that when he was a young man he could remember things whether
they happened or not. (As he aged he could only remember the things that didn't.)

That being said, you won't elicit a whole lot of response on this (or any other) forum
when you want to discuss employee/employer relationships. This is probably the most
complicated part of our business but it seems to get the least amount of attention.
The complexity lies in the fact that money has very little to do with motivating people,
but they would not come back to work if you stopped paying them. I would recommend
that you give this guy a whole bunch of money every time there is extra prosperity to
pass around. I would only pay this money as a bonus on top of wages. I would not raise
guaranteed wages.

Increases in hourly pay do not cause a whole lot of extra effort. If you raise a guy's wages
it won't be long before he concludes you are paying him on the margin because that is
what he is worth. That same amount of money distributed as a bonus tends to get noticed.
Particularly if you let him know it was because he did a really good job *last* week.

When a lot of employees get together and chat up their jobs they always say "The pay
sucks but the benefits are great." This is another big clue. Put the money in a wrapper that
they will notice.

31
Start with the assumption that these people are as good or better a capitalist than you are.
If you don't believe this, try forgetting to pay them for a couple of hours and see if they
don't notice this in a nanosecond. The trick is to make them recognize their own self
interest in what they do for you each day.

In a lot of ways you have answered your own question. But I can add my two cents on
this one. Perhaps what each is looking for is a successful business relationship. That
really forces one to look at what will be successful. That is different for each of them as
individuals, but similar for them as participants in the company. Each may be forced to
make decisions personally that will impact their success that may have a negative impact
on the others' success.

Neither one is without vulnerability. I spoke with a gentleman a while back who was
selling and managing an average of 5-6 million dollars annually for the company that
employed him. He operated at a 20% profit margin. Do the math on that one and see what
was happening to the owner of that company financially. I asked him why he did not just
go out on his own. He said 'I can perform at these high levels here because I have a very
capable secretary, very skilled people in the field, two powerful lawyers to keep that side
of the business going, a very trusting boss and a lot of resources in the way of computers,
software, transportation, et cetera.' Each of these guys was successful in their jobs. They
do have intense discussions about compensation and each is trying to leverage their own
benefit, but when that is done each one understands the symbiotic nature of the their
business relationship.

A finisher or a cabinet maker or a floor sweeper has the same tension and there is the
same symbiosis that happens on that level, only with smaller dollar signs. In my
experience, mutual respect goes a long way to keep the relationship civil. And if they are
unwilling to discuss matters, the relationship will predictably sour quickly.
32
Very early in my career a wise manager told me that we were all part of a profit sharing
scheme called "salary." If there was no profit, it was only a matter of time before there
would be no salary.

What is occasionally depressing about the "tension" between labour and capital is that
capital often makes no effort to educate labour about the realities of economics. I really
believe that given a reasonable, frank explanation of the economics, most people support
sensible decisions. I have experienced this many times in my career.

Just a few other random thoughts around this issue…

1 - The owner of a business will (may) be able to realize a financial advantage at some
point in the future by selling all or part of a successful business. He (She) is effectively
deferring immediate gratification (more income) in favour of later gratification (capital
appreciation). The employee cannot participate in this (except where enlightened owners
offer specific schemes). Basically, the owner might be able to sell his business but the
employee cannot sell his job.

2 - The owner is the only person in the business who is not able to hand in his resignation
and leave. Now I know that he can shut down the business but I would contend that they
are not the same thing. Therefore, the owner has to set a compensation level which
entices the employee to keep coming back. Unless he doesn't want him to come back, in
which case the compensation level should reflect that desire. The owner's compensation
level is a factor of the market he is in. If there is insufficient income available in that
market, then capital should desert the market, restricting supply and raising price. Simple
supply and demand says that, basically, if you can't make a living from running your
business, you should move on to something else.

33
3 - The owner has the opportunity to dictate his own working style to a far greater extent
than the employee. That is just one of the intangible benefits that he enjoys.

My basic point is that everybody is taking differently and giving differently. Regrettably,
the comparison of apples and oranges can mean that everybody convinces themselves
they are hard done by.

Employee
Rights &
Responsibili
ties

Treating employees with respect and fairness is essential for two reasons. First, it
establishes a company's reputation for fairness and impartiality which is carefully
scrutinized by individuals both within and outside the organization, and is a vital
factor in keeping and attracting desirable employees. The second, but equally
important reason is that identifying and safeguarding employee rights reduces the
possibility that the company becomes entangled in charges of discrimination, lengthy
litigation, and costly settlements. Employee rights fall into categories, one of which
is the right to fair treatment by the employer. In this paper, I will defend Werhane
and Radin’s argument advocating the removal of EAW. In the article “Employment
at Will, Employee Rights, and Future Directions for Employment” by Tara J. Radin
& Patricia H. Werhane, they address the “employment at will” (EAW). This provides
for minimal regulation of employment practices. It allows either the employer or the
employee to terminate their employment relationship at any time for virtually any
reason or for no reason at all (Werhane, Radin 343). They start off by laying out the
arguments and critiques against EAW and why it is a downfall.

How to Write an Employee Performance Evaluation

34
Employee performance evaluation

With employee performance evaluations there's always room to improve-on both sides. But how
does the employer accurately convey those things that need to be improved without offending the
employee? It can be tough to maintain the delicate balance between employees and their
supervisors during these employee performance evaluations. These steps will help you to write
employee performance evaluations and build stronger business and working relationships.

Difficulty:Easy

Instructions

Write about Performance and not personality. In an employee performance

evaluation obviously it's important to offer your suggestions and point out
improvements that the employee can make. Avoid criticism that might be viewed
as offensive or a personal. For example, you wouldn't want to tell an employee
you don't like the way they do something unless it conflicts with a company
policy. When you write employee performance reviews remain unbiased.

35
Review and set goals. During an employee performance evaluation, it's important
to review the goals set during the previous evaluation. Evaluate progress on the
employee's goals, and set new goals. Try to set goals that are realistic, but goals
that will push the employees to succeed.

Review the good and the bad. An employee performance evaluation can be
disheartening-especially for the employee. It's important to find 2-3 things that the
employee often does that are commendable. Start out by telling the employee
some things they can work on and then letting them know you've noticed some
more desirable aspects as well.

Finally, ask for self evaluation. An employee performance evaluation can seem
awfully one sided; it's important that your employees recognize that you're not
perfect either! Be sure to ask for areas in which you can improve.

36
In the past, the relationship between employer and employee was based on the
assumption that employers were like owners and were free to dictate any terms of
employment. There were few laws and protections available to employees that would
protect their interests at times of poor treatment, manipulation, unfair practices, etc.

The employer did not value the employee loyalty and the employee benefits. The
employer did not seek ways for the employee satisfaction and as a rule they did not
intend to build better employee relationship. This terrible situation could not last too
long. At first, it was the labor unions that made pro test s against the unfair relationships
between employers and employee, and called for the government to provide rights,
better employer and employee relationship, and the employee satisfaction.

In the 1930s, the federal government of The United States enacted the National Labor
Relations Act (NLRA), which called for better and fair employee wages and safe
workplaces. This was only the beginning. In 1960's, the federal government began to
enact laws forbidding discrimination against women and older employees. In 1970, The
U.S. Government enacted the Occupational Safety and Health Act (OSHA), which set
minimum standards of workplace safety. By 1990 Congress had enacted laws which
forbid discrimination against disabled employees, and require employers to accommodate
such employees if the accommodation did not provoke excessive difficulties on the
employer. And today, the employee relationship with the employer is protected by
various laws. The laws provide the employee satisfaction and give the employees the
right to pro test, make claims and seek damages if they have been mistreated.

This history outline briefly demonstrates that the employees did not always have better
standards of workplace safety, labour legislation and wages. We cannot be sure that today

37
we have perfect laws and terms of employment. However, we are sure that today's
employers give better workplace and employee benefits which increase employee
loyalty and employee satisfaction.

Consider all points to win subordinate's favor

If employers want to be successful managers, they needs to carefully learn the history of
employee management and consider all points to win your subordinates' favor. When the
employers start a business, they employ workers to produce, organize, sell, transport,
repair, maintain, etc. They publish job openings, hold interviews, and hire individuals
based on qualifications, requirements and wages. The employers try to provide best terms
of employment to meet employee loyalty and attract more skilled and qualified
employees. To be better managers and to decrease employee turnover, the employers
should consider the following major points:

 Provide training to newly-hired employees and make them aware of the company's
rules and goals
 Assign tasks according to the employee profiles and job positions
 Offer health insurance coverage, compensation, and other employee benefits
 Develop the ability to reveal an issue beforehand
 Make regular meetings with the subordinates
 Demonstrate concern to the problems of the subordinates
 Be confident and non-conflict managers
 Maintain and develop corporate spirit and corporate culture
 Award the successful employees

38
Each of these points is a major part of successful employee management. The main goal
is to reduce, increase employee loyalty and collect the employee list with the most
skilled people. Since you are a manager you gain managerial experience and know more
about employee management. To increase your managerial skills, you can use VIP Task
Manager application, which provides you with employee management solutions and
allows to better organize and control your employee list

39
 REVIEW OF LITERATURE
“Manpower” or “Human resource” may be thought of as “the total knowledge, skills, creative
abilities, talents and aptitudes of an organization’s work force, as well as the values, attitudes and
benefits of an individual involved….. It is the sum total of inherent abilities, acquired knowledge
and skills represented by the talent and aptitudes of the employed persons.” Of all the “Ms” in
management (i.e., the management of materials, Machines, methods, money, motive power), the
most important is “M” for men or human resources. It is the most valuable asset of an
organization, and not the money or physical equipment.

Human resources are utilized to the maximum possible extent in order to achieve individual an
organizational goals. An organization’s performance and resulting productivity are directly
proportional to the quantity and quality of its human resources.

Human resource or manpower planning is “the process by which a management determines how
an organization should move from its current manpower position to its desired manpower
position. ‘Through planning, a management strives to have the right number and the right kind of
people at the right places, at the right time, to do things which result in both the organization and
the individual receiving the maximum long-range benefit.

Coleman Bruce. P: Manpower planning is the process of determining human resource

requirements and the means of meeting those requirements in order to carry out the integrated
plans of the organization”

Giesler: Manpower planning is a process by which the firm ensures that it has right number of
people, right type of people, at right places, at right time doing work of which they can be
economically most useful”

40
NEED FOR MANPOWER PLANNING:

(1) To carry on its work, each organization needs personnel with the necessary qualifications,
skills, knowledge, work experience and aptitude for work. These are provided through
effective manpower planning.

(2) Since a large number of persons have to be replaced who have grown old, or who retire, die
or become incapacitated because of physical or mental ailments, there is a constant need for
replacing such personnel. Otherwise, the work would suffer.

(3) Human resource planning is essential because of frequent labour turnover which is
unavoidable and even beneficial because it arises from factors which are socially and
economically sound such as voluntary quits, discharges, marriage, promotions, or factors
such as seasonal and cyclical fluctuations in business which cause constant ebb and flow in
the workforce in many organizations.

(4) In order to meet the needs of expansion programmes human resource planning is
unavoidable (it becomes necessary due4 to increase in the demand for goods of the same
goods and services with growing population, a rising standard or living --- large quantities
of the same goods and services are required.

(5) The nature of the present workforce in relation to its changing needs also necessitates the
recruitment of new labour. To meet the challenge of a new and changing technology and
new techniques of production, existing employees need to be trained or new blood injected
in an organization.

(6) Manpower planning is also needed in order to identity areas of surplus personnel or areas in
which there is a shortage or personnel. If there is a surplus, it can be redeployed; and if there
is shortage, it may be made good.

41
(A) MANPOWER PLANNING:

Manpower planning fulfills individual, organizational and national goals. The main purpose
is one of matching or fitting employee’s abilities to enterprise requirements, with an
emphasis on future instead of present arrangements. The objectives may be laid down for a
short-term (i.e., for one year). For example, the short-term objective may be to hire 25
persons from Scheduled tribes or Backward Class for purposes of purposes of training. The
long-term objective may be to start a new industry, to expand the market, to produce a new
product, to develop its own sales force rather than depend on distributors, or to have
minority group members eventually in position of middle and upper management cadres.

(B) FORECASTING THE MANPOWER REQUIREMENTS:

The management must estimate the structure of the organization at a given point in time.
For this estimate, the number and type of employees needed have to be determined; many
environment factors affect this determination. They include business forecasts, expansion
and growth, design and structural changes, management philosophy, government policy,
product and human skills mix, and competition.

After estimating what the future organization structure should be, the next step is to draw
up the requirements of human resources, both for the existing departments and for new
vacancies.

In determining the requirements of human resources, the expected losses which are likely
to occur through labour turnover --- quits, retirement, death, transfers, promotions,
demotions, dismissals, disability, resignations, lay-offs, and other separations --- should
be taken into account.

It may be noted that for purposes of manpower planning, the main dimensions to be taken into
consideration are:

42
(i) The total number of personnel available, this could be obtained from the payrolls and
other personnel records, such as the applications for employment.

(ii) The job-family, i.e., a detailed job-description for each position such as stenographers
who may belong to various departments, e.g., finance, marketing, personnel, public
relations, general administration, etc.

(iii) Age distribution of the employees, available in the present departments, says in the age-
groups 20-29 years; 30-45 years; 46 years and above.

(iv) Qualification and experience desired, such as a person with 5 years or 10 years
experience in a particular branch/job; and wither under-graduate, post-graduate, diploma
holders, etc.; or with specialized knowledge in the field of marketing, finance, computer
programming or engineering work.

(v) The salary range, etc.

(B) AUDITING HUMAN RESOURCE:

Once the future human resource needs are estimated, the next step is to determine the present
supply of manpower resources. This is done through what is called “Skills Inventory.” A skills
inventory contains data about each employee’s skills, abilities, work preference and other items
of information which indicate his overall values to the company.

Some organizations do not compile a Skills Inventory but prepare Organization Charts to
determine “how many people, at what level, in what position and what kind of person’s age, the
number of years he has been in a particular position, and his fitness for promotion.

Once the present manpower resources are determined, the personnel department can estimate
what changes will occur in the present labour force in the next few years, say, 5 years

43
(C) JOB ANALYSIS:

After having decided how many persons would be needed, it is necessary to prepare a job
analysis, which records details of training, skills, qualifications, includes the preparation of job
description and job specifications. This has been discussed in the later section of this chapter.

(D) DEVELOPING A HUMAN RESOURCE PLAN:

This step refers to the development and implementation of the human resource plan, which
consists in finding out the sources therefore, is to decide on the policy --- should the personnel be
hired from within through promotional channels or should it be obtained from an outside source.
The best policy which is followed by most organization is to fill up higher vacancies by
promotion and lower level position by recruitment from the labour market.

44
RESEARCH METHODOLOGY
This research is exploratory in nature. I collected data from various primary
and secondary sources. The choice of sample scheme was guided by the fact that a
reasonable amount of information was available and representing true picture of
application of information technology in HR department.

The methodology adopted for the completion of this project was divided into
four stages:

The first stage included understanding the Concept, Application and

Contribution of IT in HRD department to perform its function effectively and
efficiently. Secondary data for this purpose was collected through various books,
magazines, journals and various sites.

Second stage included the input stage in which various types of information
data were collected related to application of IT in HRD. The data was collected
through discussion and interviews with the representatives of the company.

In the third stage all the gathered data were arranged and tabulated to arrive
at the necessary conclusion. All the information was correlated into tabulation,
charts and in figures to make the preparation of tool like Questionnaire to evaluate
the significance of It in HR department.

45
 The last stage, i.e. the output stage included analyzing of the processed
information in final findings and then arriving of final conclusions.

I) DATA COLLECTION METHOD: -

BY THE SURVEY METHOD, QUESTIONNAIRE AND INTERVIEW.

II) DATA SOURCE: -

o Primary data.

o Secondary data

 Primary Data:-

PRIMARY DATA IS ONE WHICH IS COLLECTED A FRESH AND FOR THE FIRST

TIME AND THUS HAPPENS TO BE ORIGINAL IN CHARACTER. THERE ARE

DIFFERENT METHODS OF DATA COLLECTION. IMPORTANT ONES ARE: -

 OBSERVATION METHOD

 INTERVIEW METHOD

 THROUGH QUESTIONNAIRE

 THROUGH SCHEDULES

 THROUGH DISCUSSION

46
  Secondary Data:- SECONDARY DATA ARE THOSE WHICH HAVE

ALREADY THROUGH THE STATISTICAL PROCESS. SECONDARY DATA MAY

EITHER BE PUBLISHED DATA OR UNPUBLISHED DATA. USUALLY PUBLISHED

DATA ARE AVAILABLE IN:-

 BOOKS, MAGAZINE AND NEWSPAPERS

 EARLIER REPORT AVAILABLE

 TECHNICAL AND TRADE JOURNALS

 PUBLIC RECORDS AND STATISTICAL.

Sampling Plan:- All the people of Agra region who uses a Mahindra &
Mahindra Products and bike of Hero Honda Sampling Unit : -

A person of Agra region who use a motor bike Hero

Honda

Sample Size: -

Sample size will be of 100 peoples.

a) Sampling Method: -

Judgment and Convenience

Area of Study: - Atma Ram Auto, Bhagwan Talkies Xing,

Agra

Agra region

47
 RESEARCH METHODOLOGY AT A GLANCE

Primary data was collected through a Questionnaire; which was served to 40

respondents. The design of the present study is presented as under:

Research Design Descriptive

Data Source Primary and secondary

Sample size The sample size is 40

Sample Definition HR manager and employees of HR

department
Contact Method Personal

Survey Technique Questionnaire Administration

Types of Questions Structured and close ended

Data processing Table processing and charts

48
 LIMITATIONS

1. Research work was carried out in one region of U.P. (MUTHRA-AGRA) only
the finding may not be applicable to the other parts of the country because of social
and cultural differences.

2. The sample was collected using connivance-sampling techniques. As such result

may not give an exact representation of the population.

3. Shortage of time is also reason for incomprehensiveness.

4. The views of the people are biased therefore it doesn’t reflect true picture.

49
 The Changing Employer-Employee Relationship

Bad times affect expectations on both sides. But managers can turn
downturns into an opportunity to build employee loyalty

The public is all too aware of the controversy surrounding AIG's (AIG) collapse
due to its exposure in credit default swaps, the scope of the government investment
to bail out the company, the outrage over generous bonuses paid to many of the
same executives responsible for the poor business decisions that derailed the
company, and the efforts from many quarters to recover those bonuses.

Beyond these executives, however, are thousands of AIG employees in more than
100 countries who can't entirely avoid being tarred with the same brush. In the
U.S., employees have been advised not to display the company logo while out of
the office. In advance of a planned demonstration at the New York headquarters,
employees with offices on low floors were advised to close the shades on their
windows for their protection. Angry, even threatening e-mails have been sent to
the company.

A Challenge for Leaders

A company that until recently was portrayed on Web sites such as vault.com as a
very solid employer—now faces a situation where the company's relationship with
its employees has fundamentally changed. Negative comments outpace the positive
on jobvent.com by a 2 to 1 margin. Clearly, the team that will be assembled to lead
forward faces a tremendous challenge. However, the recession has similarly

50
affected the employer-employee relationship at all companies—not just those
grabbing headlines.

To attract, retain, and motivate employees, employers made promises that really
could be kept only if the pace of growth in the business continued. Expected
growth in profitability and in opportunities were the fuel that fed the "deal" that
employers were able to offer employees. At many companies growth plans have
since been shelved in favor of retrenchment plans. This recasting of the
employment context raises a number of important questions, among them:

• How should we expect the nature of the employer-employee relationship to

evolve?

• How have the tools employers have to attract and reward employees changed,
and what does that mean for how managers must manage?

One way to characterize the exchange between employers and employees is as a

series of promises. Employers promise some level of safety and security, adequate
resources to perform jobs, opportunities for development and advancement, and so
on. In return, employees promise their experience and effort. The recession
effectively has forced employers to defer delivery of all sorts of promises to
employees. Economic uncertainty is creating a situation where employees no
longer see a direct link between how hard they work today and how their employer
will respond.

The resulting challenge for managers is to find ways to stay credible and
trustworthy in an environment where promises may be seen as empty. Effectively
this means employers find themselves more frequently asking employees to trust
the company—assuring employees that better days are ahead and their efforts
51
today will not be forgotten tomorrow. Of course, if the recession is a fairly short
one, then less forgetting will occur. Employees can be expected to endure a rough
patch. When emotions like fear and frustration become a new normal, though, it is
tiresome. How long can employers rely on "trust me" as a way to encourage
employee engagement?

Loyal Workers in Bad Times

What can employees fairly expect from their employers in times like these? In
tough times true character is revealed—this is just as true for companies as it is for
individuals. The way employees are treated when the chips are down says a great
deal about what really matters to employers. Ironically, these difficulties provide
opportunities for employers to earn tremendous loyalty from their workforce. Of
course, if the cards are misplayed, the damage in employee relations can take years
to repair.

Employers need to communicate tirelessly and strive for transparency. It may be

all they have to offer employees in such resource-constrained times.

The Changing Employer-Employee Relationship

Management

 When the iPad Is the Only Computer Your Employees Need—or Want
 Employee Reciprocity
 Pimco’s McCulley to Leave Investing for Think Thank
 UBS Says Naratil to Replace Cryan as CFO, Ermotti to Run Europe
 PepsiCo CEO Taps Cold War Hero to Seal Latest Russian Takeover

52
Unfortunately, some employers are resorting to fear-based tactics in an effort to
reinforce employee engagement. In the short run employees may respond to such
heavy-handed approaches, but such a practice is not likely to be sustainable.

So what are employers to do? The first recommendation is that employers work
diligently to create a "no surprises" environment. In managing this way, they build
employee perceptions of the company's trustworthiness. Doing what is planned
when it is planned creates trust.

A second recommendation is to work to find out and then to protect what really
matters to employees. There will be elements of work that truly are cherished—and
they may be surprising. In one instance, a headquarters cut a fairly inexpensive
perk—afternoon cookies in the break room. The impact on morale was so strongly
negative that one executive commented the "cookies were the costliest savings we
ever achieved."

The third recommendation is to be certain you fully understand how the cuts and
other changes being made around the workplace affect each employee's ability to
do his job well. If tools, full-time employees, and other resources are being more
carefully managed (as they should be), make sure first that employees' capabilities
to perform are not threatened. Make adjustments as needed, such as ensuring that
there is enough time available to complete work, so that the employee doesn't lose
confidence that he or she can deliver to the company's expectations.

These three steps will generate a sense that a company is trying to be sensible,
trustworthy, and transparent in managing through the recession. Some employers
are managing today as if employees have no options—that they should simply be
thankful they have a job. This may be true today, but as things improve, the way

53
you manage through these rough times will send a signal to employees about
whether or not you remain an employer of choice when things improve. Chief
executives must remember that they will get the culture they deserve, and much of
what they do in this downturn will define "what they deserve" going forward.

Stephen A. Miles is managing partner-Americas for Heidrick & Struggles'

Leadership Consulting practice. Nathan Bennett is the Wahlen professor of
management at the Georgia Institute of Technology.

54
Data Analysis

Category 1: Behavior

Factors Associated: Behavior of the Security Staff, Staff at Reception, HR Department

0.00

36.59
1
2
48.55
3
4
5

1.09

13.77

Strongly Strongly Moderately Disagree Agree to a large

Disagree(1) Agree (2) Agree (3) extent (5)

(4)

Cumulative 0 134 38 3 101

55
Percentage 0 48.55 13.77 1.09 36.59

Behavior of the security staff towards the candidates who appear in the interview is satisfactory

to a large extent. 78.14 % are satisfied with the behavior of the security staff. Mahindra &

Mahindra being a service sector could improve it further.

It should be communicated to their respective agencies. Agencies should either undergo training

or they should have a system of feedback from the respective buildings where they report.

This way the staff will have a pressure to perform accordingly. Moreover, the security sometimes

have the feeling that the candidates who comes for the interview cannot complaint against them.

Security should be supportive enough to help the candidates in the very possible manner.

Behavior of the staff at reception was satisfactory. There is definitely a scope of improvement.

Staff at reception should be well aware of the events and functions. They should be provided

with adequate information regarding the functions. If they have not been informed at the right

time then they might end up with something else. This will then hamper the communication

between the candidates and the staff.

Moreover they should try to help the candidates to make them comfortable.

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HR Department in Mahindra & Mahindra was helpful and provided them with relevant

information. HR department no doubt was able to built relationships with the candidates. This

implies that the people in the HR department are efficient as they know that “To recruit an

efficient candidate is a difficult job”. Therefore, they don’t want to loose any such candidate

because of this reason. 96.74 % of the candidates agree that the HR was helpful.

Category 2: Environment

Factors Associated: Ambience of the Office, Seating Arrangement,

Interview Conducted

0.00

31.88

1
2
3
52.90
4
5
2.17

11.96

Strongly Strongly Moderately Disagree Agree to a large

extent (5)
Disagree(1) Agree (2) Agree (3)

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 (4)

Cumulative 0 146 33 6 88

Percentage 0 52.90 11.96 2.17 31.88

71.74 % of the candidates agree that the ambience of the office was appealing.

In addition, seating arrangement was good according to their standards. Approx 58.70 %

candidates strongly agree that they have been provided the better seating arrangements. 29.35 %

candidates agree to large extents that were comfortable with the seating arrangements. I think the

percentage could have been much better as this is totally in the hands of the management. This

could also prove to be a barrier in recruiting an efficient employee as one needs to be relaxed

while waiting for the interview. Before this gets too worsen, management should consider and

work upon it.

Interview was conducted in a professional manner. This shows that the panel of judges for the

interview was experienced and well versed with the interview techniques. This implies that the

management very well knows the value of the time and money that is being spent at the time of

recruitment.

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Note: The percentage mentioned in the interpretation is individual question’s percentage. The table

shown after the pie chart is the cumulative percentage of 3 questions.

Category 3: Communication

Factors Associated: Information on Mahindra & Mahindra website, Interview Panel, Job

Profile Explained

1.81

25.72

1
2
3
45.29
4

7.25 5

13.77

Strongly Strongly Moderately Disagree Agree to a large

extent (5)
Disagree(1) Agree (2) Agree (3)

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 (4)

Cumulative 5 125 38 20 71

Percentage 1.81 45.29 13.77 7.25 25.72

35.87% of the candidates strongly agree that the Mahindra & Mahindra website helped them in

their interview and approx 29.35 % agree to a large extent that Mahindra & Mahindra website

was informative and helped them. Information in the Mahindra & Mahindra website should be

updated as and now so that it is fruitful to the candidates at the time of interview.

Candidates were pretty much comfortable with the Interview panel. Panel of the judges made

them comfortable during the interview process. Sometimes the efficient employee is not selected

if the panel of the judges failed to make them comfortable. This way, the candidate gets

frustrated and unable to give their 100 percent. Interview Panel at Mahindra & Mahindra

realizes this fact as they don’t want to loose the efficient candidate at any cost.

Note: The percentage mentioned in the interpretation is individual question’s percentage. The table

shown after the pie chart is the cumulative percentage of 3 questions.

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Category 4: Perception

Factors Associated: Interview Experience, If offered will join Mahindra & Mahindra

Recommend Mahindra & Mahindra

0.00
21.01

1
0.36
2
5.43 3
4
5

72.46

Strongly Strongly Moderately Disagree Agree to a large

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 Disagree(1) Agree (2) Agree(3) (4) extent (5)

Cumulative 0 200 15 1 58

Percentage 0 72.46 5.43 0.36 21.01

50% of the candidates strongly agree that the interview was a satisfying experience for them.

33.70 % of the candidates largely agree to the same extent.

It was satisfying as the panel made them feel comfortable and relaxed. There is always a

difference in the candidate experience. This is totally up to the candidates how they take and

interpret it.

Every candidate wants to work in this organization. There is a lot of growth and scope if one

enters into this organization. Mahindra & Mahindra has a market value and once worked with

this organization will give them the exposure. Every candidate wants to take advantage of the

Mahindra & Mahindra ’s market value.

Similarly, every candidate agrees that they will recommend Mahindra & Mahindra as a

preferred employer to their friends. This shows that Mahindra & Mahindra is a good

organization to work with.

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 Suggestion & Recommendation

Employees are encouraged to contribute to society and their communities during

their leisure time.

The success of this Code lies in its implementation and periodic review.
The Compliance Officer and the Board of Directors of the Company will be
responsible for ensuring that these principles are properly communicated to and
understood by all to whom these are addressed.

As these are broad guiding principles, detailed procedures will be laid down by
each Business Unit within the Company to suit its individual needs.
Every employee of the Company to whom this Code applies will be required to
formally acknowledge that having received and understood the Code, he/she will
abide by its prescriptive principles.

There will, most certainly, be doubts, for which clarifications will be required.
Employees are encouraged to seek these clarifications from the Compliance
Officer, and be watchful of situations that could result in an impropriety.

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The Compliance Officer will be responsible for monitoring compliances with the
provisions of this Code. The Compliance Officer shall review the provisions of the
Code from time to time and suggest such amendments as it considers necessary for
the Code to be relevant in changing circumstances.
Employees are expected to report any non-compliance or potential non-compliance
to the Compliance Officer, who promises complete confidentiality in respect of
matters referred to him.
Compliance with the Code is mandatory at all levels. Cases of non-compliance will
be referred to the Compliance Officer, which shall recommend the nature of
punitive action.

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 Conclusion

Employees will display the highest level of ethics and integrity in every sphere of

activity and will abide by the rules and regulations of the organization.

Every employee will be given an assignment that best suits the employee’s

capabilities and will be sufficiently empowered to function at an optimal level.

Adequate opportunities will be provided to our workforce to upgrade their skills.

Every employee is entitled to equal consideration for any open job opportunity

within the Company and due importance will be given to Succession Planning.

Innovation and well-reasoned risk taking shall be supported, but performance will

be demanded. Employees shall have no rights or lien over any inventions that arise

in the course of employment.

Suggestions from the workforce for the betterment of processes and practices

will always be welcomed.

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Employees are expected to devote their full time attention to the business of

the Company and not take on any competing assignments either directly or

indirectly without proper authorizations.

Frequently Asked Questions about Employee & Employer’s Relations

Work Sample

1. Is there a software application for time study or work measurement on the

market?

No, there is not an application to perform the study for you, nor to plug in
information and generate work measurement results. There is software to allow
you to use a PDA for studies.

The variables in operations, across many businesses and functions, are different, as
are the methods, work and its requirements, materials, specifications, work flow.
The variation means that each project is different, and software apps are not
written to include all of the differences. Direct observation of work is required.

In addition there are several work measurement techniques; time study, work
sample, predetermined times for instance which have different characteristics and
capabilities.
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2. Is there a simple way for untrained, inexperienced people to perform successful
time study and work measurement?

No. Training and experience are necessary in order to recognize and deal with
routine variations. Work measurement is a statistical process; operators to be
studied have different training and skill; they will react differently. Only an
experienced observer will be able to develop an accurate set of time values to
define and quantify normal, expected operating times.

3. Can a consultant recognize the differences in operations?

Yes, an experienced consultant can successfully apply work measurement

techniques, which tend to be similar across different businesses, functions and
technology.

4. What are the most important benefits from work measurement?

a. Expectations. Work measurement quantifies objectively what is expected of an

individual, or team, or work group, or process.

b. Reporting. Reporting of actual performance compared to objective expectations

provides a benchmark, an understanding of how an operation is doing, and a basis
for planning any corrective action necessary.

c. Balance of work. It is possible to balance workloads, based on objective

timestudy, to equalize the amount of work and to even the flow of materials.
Balance individuals, progressive assembly lines, equipment. Recognize constraints.

5. What improvement is typically expected after work measurement and reporting?

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My experience indicates that unmeasured work is usually about 60% productive.
When an objective expectation is engineered, the previous performance against
that rate generally was about 60%.

6. Is all of the low performance because people are not working hard?

No, although that occurs. Work measurement will also point out potential savings
where time is lost; because of constraints elsewhere; improper balance of
assignments; delay for materials, or direction, or a previous step; machine
downtime; low quality or rework; poor scheduling; poor methods and insufficient
training; inadequate documentation; etc. This waste, once identified, can be
corrected.

7. Can work measurement resolve contested situations, differences of opinion?

Yes. There may be a difference of opinion about workloads between union and
management, or just an internal difference in a company which objective work
measurement by an outside consultant can define.

8. Is work measurement just for the production floor?

Not at all. Time study, time and motion study, work sampling, and methods study
are just as effective in the office, the lab, the maintenance shop, the field, customer
service, and the warehouse as on a production floor. Just about anywhere your
organization had a presence.

9. Are incentive systems useful to increase motivation and performance?

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Yes. From my experience, incentives are effective motivators because most people
go to work for money in the first place, and incentives offer an opportunity for
them to increase their pay by their own efforts both physical and mental.

Incentives also cause a company to pay closer attention to labor performance, to

measure it and relate it not only to costs but also to output, and calendar
performance, and customer service, and capacity. Good performance in these
factors will benefit the company balance sheet, P&L, and corporate image.

Good company performance will also motivate employees subjectively because

people want to feel that their contribution matters.

10. How can JPR assist to measure work?

JPR consults at your location, measures work, identifies improvements, creates

reporting mechanisms. JPR will also train operators on site, both classroom and
on-the-job experience.

JPR will observe a contested situation, a difference of opinion, and provide an

independent, objective quantification.

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 SELECTED BIBLIOGRAPHY

 Personnel management by K.V Mishra, Aditya publishing house Madras, 1992.

 CHHABRA T.N, Princlples & practices of management, Dhanpat Rai and co. (p) Ltd, Delhi,
2000.

 Practice of Human Resource by Danny Shield.

 Manuals from the organization.

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