A Study on

Industrial Relations
With Reference to Sujana Metal Products Limited Visakhapatnam

A project report submitted to JNTU, Kakinada

In partial fulfillment of the requirements for the award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY

JAYAWARAPU. VENKATA SAI VARUN

(PIN. NO: 21L61E0018)

UNDER THE GUIDANCE OF

Mrs. M. PADMAJA
M.Com. MBA, (PhD)
Asst. Professor

DEPARTMENT OF BUSINESS AND MANAGEMENT STUDIES

CHAITANYA ENGINEERING COLLEGE
KOMMADI, VISAKHAPATNAM-530048

(2021-2023)

1
 Mrs. M.PADMAJA Tel: Of office – 2793322

Head of the Fax: 0891 – 2793666

Department of Business and Chaitanya Engineering College
Management Studies Visakhapatnam – 530048

CERTIFICATE

This is to certify that the project report entitled ―A STUDY ON WORKERS

PARTICIPATION with Reference to ―SUJANA METAL PRODUCTS LIMITED
VISAKHAPATNAM” submitted in partial fulfillment for award ofMasAdministration
by JAYAWARAPU VENKAT SAI VARUN, PIN No.21L61E0018 during the
academic year 2021-23 under myguidance and supervision. This report has not been
submitted previously for theaward of any Degree, Diploma, associate ship, Fellowship or
similar title in this University or in any other University.

M.PADMAJA Mrs. M. PADMAJA

Project Supervisor Head of the Department

2
 DECLARATION

I hereby declare that the exposition ―A STUDY ON INDUSTRIAL

RELATIONSHIP with Reference to “SUJANA METAL PRODUCTS LIMITED
,VISAKHAPATNAM” submitted by me to JNTU Kakinada in partial fulfillment for
the Award of the Degree of Master`s in Business administration is a original work
carried out by me . I completed this work under the guidance of Mrs. M.
PADMAJA, Asst. Professor, Department of Business & management studies,
Chaitanya Engineering College, Visakhapatnam.

I also declare that this dissertation has not been previously formed the basis for the
award of any Degree, Diploma Associate ship, fellowship or similar title in this
university or in any other university.

PLACE: Visakhapatnam
DATE: JAYAWARAPU VENKATA SAI VARUN

3
 ACKNOWLEDGMENTS

I take this opportunity to express my sincere gratitude to the following eminent

personalities without whose help & guidance, the successful completion of my project
work would have remained a dream.

I extend my sincere thanks to Sri. K. SURESH, Principal of Chaitanya

engineering college giving this opportunity to this project.

I also thank to Mrs. M. PADMAJA for his advice and giving me

opportunity to do this project

I express my gratitude to my project work guide Mrs. M.PADMAJA for her

valuable guidance and input throughout the project work and for providing the
relevant material needed for the completion of my project.

I express my gratitude to Sri. N.APPA RAO, H.R.Manager and also I express

my gratitude to General Manager for continuous support and encouragement
throughout my project.

Place:
Date: JAYAWARAPU VENKATA SAI VARUN

4
 CONTENTS
Pg.No

1. CHAPTER-I 1-11

 INTRODUCTION

2. CHAPTER-II 12-30

 INDUSTRY PROFILE

3. CHAPTER-III 31-47

 COMPANY PROFILE

4. CHAPTER-IV 48 -80

 THEORITICAL FRAMEWORK OF THE STUDY

5. CHAPTER-V 81-96

 DATA ANALYSIS & INTERPRETATION OF THE STUDY

6. CHAPTER-VI 97-106

 SUMMARY

ANNEXURE

5
 CONTENTS

Pg.No

1. CHAPTER-I 1-10

INTRODUCTION
NEED FOR THE STUDY
OBJECTIVES OF THE STUDY
METHODOLOGY
LIMITATIONS OF THE STUDY

2. CHAPTER-II 11-27

INDUSTRY PROFILE
COMPANY PROFILE

3. CHAPTER-III 28-52

THEORETICAL FRAMEWORK OF THE STUDY

4. CHAPTER-IV 53-68

DATA ANALYSIS & INTERPRETATION OF THE

STUDY

4. CHAPTER-V 69-85

SUMMARY
FINDINGS
SUGGESTION
CONCLUSION
BIBLIOGRAPHY
ANNEXURE

6
 CHAPTER-1
 INTRODUCTION OF THE STUDY
 NEED FOR STUDY
 OBJECTIVES OF STUDY
 METHODOLOGY
 LIMITATIONS OF THE STUDY

7
 INTRODUCTION
Role of Industrial Relations:

Industrial relations is also a multidisciplinary field that studies the collective

aspects of the employment relationship. It is increasingly being called employment
relations (ER) because of the importance of non-industrial employment relationships.
IR has a core concern with social justice through fair employment practices and
decent work. People often think industrial relations is about labor relations and
unionized employment situations, but it is more than that. Industrial relations covers
issues of concern to managers and employees at the workplace, including workplace
bargaining, management strategy, employee representation and participation, union-
management co-operation, workplace reform, job design, new technology and skill
development. An IR expert will more usually work for a trade union in order to
represent employees‘ interests. However, they may work for an employer in an HRM
department, or for an employers' association or consultancy, serving the employers'
interests. Major tasks of HRM and IR are: hiring staff, negotiation of employment
contracts and conditions, performance management and reward systems, dispute
resolution, disciplinary processes, ensuring health and safety of staff, employee
motivation, design of work, team and organization restructuring, and training and
development. HRM practitioners are responsible not only for the smooth running of
processes but also at a senior level for the bigger picture planning, strategizing and
policy-making as they affect staff and employment relationships.

Industrial Relations definition

Industrial relations has become one of the most delicate and complex
problems of modern industrial society. Industrial progress is impossible without
cooperation of workers who contribute to harmonious rapport. Therefore, it is in the
interest of all to create and maintain good relations between employees (labor) and
employers (Management).The term ‗INDUSTRIAL RELATIONS‘ comprises two
terms: ‗Industry‘ and ‗Relations‘. ―Industry refers to ―any productive activity in which
an individual (or a group of individuals) is (are) engaged. By ―relations‖ we mean
―the relationships that exist within the industry between the employer and his

8
workmen‖. The term industrial relations explain the relationship between employees
and management which stem directly or indirectly from union employer relationship.

The term industrial relations have a broad as well as a narrow outlook.

Originally, industrial relations were broadly defined to include the relationships and
interactions between employees and employers. From this perspective, industrial
relations cover all aspects of the employment relationship, including human resource
management, employee relations, and union management relations. Now its meaning
has become more specific and restricted. Accordingly, industrial relations pertains to
the study and practice of collective bargaining, trade unionism, and labor-
management relations, while human resource management is a separate, largely
distinct field that deals with nonunion employment relationships and the personnel
practices and policies of employers.

Importance of Industrial Relations:

 The main important in industrial dispute is to reduce Industrial Disputes.

 Industrial Relations improve the high morale.

 Good industrial relations are helpful for entering into long term agreements as
regards various issues between labor and management.

 One of the importance is to reduce wastage

9
 NEED FOR THE STUDY

The development of any organization depends on good industrial relations,

which involved both management and workers until and unless there is commitment
from both sides good industrial relation cannot be achieved.

Every organization faces a problem in maintaining good relations; this may

due to man, money, machinery and material, labor unions, working environment, etc.
Poor industrial relations adversely affect the industrial profile, labor, community in
particular and eventually the nation‘s economy.

Coming to SUJANA METAL a public sector unit, study of industrial relations at

SUJANA METAL is very helpful to me to get experience on industrial relations area
of collective bargaining ,trade union, and to know about the industrial disputes among
workers.

10
 SCOPE OF THE STUDY

Though the scope of field study is very vast, keeping in view the
availability of resources and time factor, present work is confined to a single unit. The
present study also specific in that, it aims at studying how industrial unit is organizing
the manpower and administrating them towards achieving organizational goal. The
present study aims at making an elaborate analysis of different functions in the area of
industrial relation.

The scope of this study is confined to SUJANA METAL-

Vishakhapatnam. The data have been elucidated in the following areas:

 Organization structure and functions of industrial relations department.

 Positive aspects of industrial relations, which broadly collect collective

bargaining, and labour management co-operation.

 Grievance handling and disciplinary actions.

 Trade unions and its relationship with management

11
 OBJECTIVES OF THE STUDY

1. To have knowledge about practices of organization in field of industrial

relations.

2. To get overall experience of an organization, it‘s day-to-day problem and the

experience of a personal executive in a company. In a broader sense the
present study enables the student to understand.

3. To review the company profile.

4. To study the importance of Industrial Relation to the company.

5. To know the methods used by company to maintain better relations.

6. To identify the role of Trade Union in maintaining cordial Industrial Relatio ns.

12
 METHODOLOGY OF THE STUDY

For investigation and acquiring scientific knowledge about any problem situation or
subject, the researcher has to make out the methodology of study, which refers to the
body of methods or techniques using conducting the study. To make the present study
more scientific the following methodology has been adopted.

METHOD OF DATA COLLECTION:

For the present study the methods of research utilized are:

 Historical method

 Survey method

In historical method it includes personal bulletins, personal policy book

records and documents applied by them, but when in the case of survey method it
includes that the data collected from schedules and questionnaires

SOURCE OF DATA COLLECTION:

Source of data collections are generally two types.

They are:

 Primary sources of Data collection

 Secondary sources of Data collection

In primary sources the data should be collected from various resources like
management representatives, union representatives and workers and random sampling
bases and also questionnaires, being distributed by interacting with officials at
different levels. A survey with 120 respondents has been conducted in SUJANA
METAL, with a questionnaire consisting of 15 questions.

Secondary data is collected from company records, In-house magazines, and

internet regarding the industry and company profile and also about industrial relations
events in SUJANA METAL

13
 LIMITATIONS OF THE STUDY

While conducting the research work the researcher has to face some or other
difficulties. The present study does not escape from it. The limitations are as follows.

 SUJANA METAL-Vishakhapatnam being a Manufacturing unit, most of the

data are kept confidential as per ‗official secret act 1923‘.

 The hindrances before the researcher was most of the executives as well as
the workers were busy with their normal work.

 Sometimes the executives opine from their own personal experiences while
the workers, union office bearers gave information from their angle but not as
per the demand of the study.

 Finally the company is big concern and has a huge records & data and the
researcher has to carry out his study omitting many of the cases and record.

 The time allowed for data collection was about 45 days it is difficult to get all
the information with in the short span of time.

14
CHAPTER-II
INDUSTRY PROFILE
AND
COMPANY PROFILE

15
 INDUSTRY PROFILE

INTRODUCTION:

Metalworking is the process of working with metals to create individual

parts, assemblies, or large scale structures. The term covers a wide range of work from large
ships and bridges to precise engine parts and delicate jewelry. It therefore includes a
correspondingly wide range of skills, processes, and tools.

Metalworking is a science, art, hobby, industry and trade. Its historical roots
span cultures, civilizations, and millennia. Metalworking has evolved from the discovery of
smelting various ores, producing malleable and ductile metal useful for tools and adornments.
Modern metalworking processes, though diverse and specialized, can be categorized as
forming, cutting, or joining processes. Today's machine shop includes a number of machine
tools capable of creating a precise, useful work piece.

Definition:

Metals are sometimes described as an arrangement of positive ions surrounded by a

sea of delocalized electrons. Metals occupy the bulk of the periodic table, while non-metallic
elements can only be found on its right-hand side. A diagonal line, drawn from boron (B) to
polonium (Po), separates the metals from the nonmetals. Most elements on this line are
metalloids, sometimes called semiconductors. This is because these elements exhibit
electrical properties common to both conductors and insulators. Elements to the lower left of
this division line are called metals, while elements to the upper right of the division line are
called nonmetals.

An alternative definition of metal refers to the band theory. If one fills the energy
bands of a material with available electrons and ends up with a top band partly filled then the
material is a metal. This definition opens up the category for metallic polymers and other
organic metals. These synthetic materials often have the characteristic silvery gray reflective
news (luster) of elemental metals.

Forming processes :
These forming processes modify metal or work piece by deforming the object,
that is, without removing any material. Forming is done with heat and pressure, or with
mechanical force, or both.

16
Casting:

Casting achieves a specific form by pouring molten metal into a mold and
allowing it to cool, with no mechanical force. Forms of casting include:

 Investment casting (called lost wax casting in art)

 Centrifugal casting

 Die casting

 Sand casting

 Shell casting

Plastic deforming:
Plastics involves using heat or pressure to make a work piece more conductive to
mechanical force. Historically, this and casting were done by blacksmiths, though today the
process has been industrialized.

 Cold sizing

 Extrusion

 Forging

 Hot metal gas forming

 Powder metallurgy

 Friction drilling

Cutting processes:
Cutting is a collection of processes wherein material is brought to a specified
geometry by removing excess material using various kinds of tooling to leave a finished part
that meets specifications. The net result of cutting is two products, the waste or excess
material, and the finished part. If this were a discussion of woodworking, the waste would
be sawdust and excess wood. In cutting metals the waste is chips or sward and excess metal.
These processes can be divided into chip producing cutting, generally known as machining.
Burning or cutting with an ox fuel torch is a welding process not machining. There are also
miscellaneous specialty processes such as chemical milling.

Cutting is nearly fully represented by:

 Chip producing processes most commonly known as machining

 Burning, a set of processes which cut by oxidizing a kerfs to separate pieces of metal

 Specialty processes

17
 Drilling a hole in a metal part is the most common example of a chip producing process.
Using an oxy-fuel cutting torch to separate a plate of steel into smaller pieces is an
example of burning. Chemical milling is an example of a specialty process that removes
excess material by the use of etching chemicals and masking chemicals.

Cutting fluid or coolant is used where there is significant friction and heat at the cutting
interface between a cutter such as a drill or an end mill and the work piece. Coolant is
generally introduced by a spray across the face of the tool and work piece to decrease
friction and temperature at the cutting tool/work piece interface to prevent excessive tool
wear. In practice there are many methods of delivering coolant.

Machining:

Milling is the complex shaping of metal or other materials by removing

material to form the final shape. It is generally done on a milling machine, a power-driven
machine that in its basic form consists of a milling cutter that rotates about the spindle axis
(like a drill), and a worktable that can move in multiple directions (usually two dimensions [x
and y axis] relative to the work piece). The spindle usually moves in the z axis. It is possible
to raise the table (where the work piece rests). Milling machines may be operated manually or
under computer numerical control (CNC), and can perform a vast number of complex
operations, such as slot cutting, planning, drilling and threading, rebating, routing, etc.

Turning:
Turning is a metal cutting process for producing a cylindrical surface with a
single point tool. The work piece is rotated on a spindle and the cutting tool is fed into it
radically, axially or both. Producing surfaces perpendicular to the work piece axis is called
facing. Producing surfaces using both radial and axial feeds is called profiling.

Threading:
There are many threading processes including: cutting threads with a tap or
die, thread milling, single-point thread cutting, thread rolling and forming, and thread
grinding. A tap is used to cut a female thread on the inside surface of a pre-drilled hole, while
a die cuts a male thread on a preformed cylindrical rod.

Grinding:

Grinding uses an abrasive process to remove material from the work piece. A
grinding machine is a machine tool used for producing very fine finishes, making very light

18
cuts, or high precision forms using an abrasive wheel as the cutting device. This wheel can be
made up of various sizes and types of stones, diamonds or inorganic materials

Filling:
Filing is combination of grinding and saw tooth cutting using a file. Prior to
the development of modern machining equipment it provided a relatively accurate means for
the production of small parts, especially those with flat surfaces. The skilled use of a file
allowed a machinist to work to fine tolerances and was the hallmark of the craft. Today filing
is rarely used as a production technique in industry, though it remains as a common method of
debarring.

Joining processes:
Welding:
Welding is a fabrication process that joins materials, usually metals or
thermoplastics, by causing coalescence. This is often done by melting the work pieces and
adding a filler material to form a pool of molten material that cools to become a strong joint,
but sometimes pressure is used in conjunction with heat, or by itself, to produce the weld.

Brazing:
Brazing is a joining process in which a filler metal is melted and drawn into a
capillary formed by the assembly of two or more work pieces. The filler metal reacts
metallurgic ally with the work piece(s) and solidifies in the capillary, forming a strong joint.
Unlike welding, the work piece is not melted. Brazing is similar to soldering, but occurs at
temperatures in excess of 450 °C (842 °F). Brazing has the advantage of producing less
thermal stresses than welding, and brazed assemblies tend to be more ductile than elements
because alloying elements cannot segregate and precipitate.

Soldering:
Soldering is a joining process that occurs at temperatures below 450 °C
(842 °F). It is similar to brazing in the fact that filler is melted and drawn into a capillary to
form a join, although at a lower temperature. Because of this lower temperature and different
alloys used as fillers, the metallurgical reaction between filler and work piece is minimal,
resulting in a weaker joint.

Riveting:
Riveting is one of the most ancient metalwork joining processes. Its use has
declined markedly during the second half of the 20th century, but it still retains important

19
uses in industry and construction into the 21st century. The earlier use of rivets is being
superseded by improvements in welding and component fabrication techniques.

Associated processes:
While these processes are not primary metalworking processes, they are
often performed before or after metalworking processes.

Heat treatment:
Metals can be heat treated to alter the properties of strength, ductility,
toughness, hardness or resistance to corrosion. Common heat treatment processes include
annealing, precipitation strengthening, quenching, and tempering. The annealing process
softens the metal by allowing recovery of cold work and grain growth.

Often, mechanical and thermal treatments are combined in what is known

as thermo-mechanical treatments for better properties and more efficient processing of
materials. These processes are common to high alloy special steels, super alloys and titanium
alloys.

Plating:
Electroplating is a common surface-treatment technique. It involves bonding a thin
layer of another metal such as gold, silver, chromium or zinc to the surface of the product. It
is used to reduce corrosion as well as to improve the product's aesthetic appearance.

Thermal spraying:
Thermal spraying techniques are another popular finishing option, and
often have better high temperature properties than electroplated coatings.

Sujana universal industries limited:

Sujana Universal Industries Limited (SUIL) was established in the year

1986. The company is engaged in the manufacturing of Light Engineering Components
(LEC), Domestic Appliances, Castings, Steel Processing and Domestic and International
Trading. The LEC division of SUIL manufactures ball and taper roller bearings, precision
engineering components and auto components; a wide range of ball bearings produced by the
company have several applications in automobiles, electric industry including ceiling fans.
The Domestic Appliances division manufactures a wide range of electric appliances.
Padmini&Zephyre are the two leading electric fan brands in South India, manufactured by
SUIL. The trading division takes up trading in steel and steel products, which are exported to
Middle East, Far East, SAARC countries and the African continent.

20
 COMPANY PROFILE
INTRODUCTION:

Sujana Metal Products Ltd., (SMPL) was incorporated in May 1988, for manufacture of re-
rolled products like long products like bars, rounds etc., Castings. Further the company is also
engaged in trading of steel products. SMPL has been promoted by Mr.Y.S. Chowdary and his
associates Mr.G.SrinivasaRaju.Born on June 2, 1961, in Kanchikacherla, near Vijay wads, Y
S Chowdary was the youngest amongst four children. He was named after his grandfather and
spent his formative years in Vijay Wada, Miriyalaguda and Hyderabad. YS Chowdary has
strong family ties, a testimony to this being Sujana is actually an amalgamation of the first
letters of his mother‘s name (SuhseelaKumari) and the first letter‘s of his father‘s name (Y
JanardhanaRao)

THE SUJANA GROUP

A $1.14 billion (Rs 5,590 crores) diversified group based at Hyderabad is

emerging as one of the largest business houses of South India with significant presence in
diverse business lines. Our presence is varied, our focus one: to match the needs of the
customer in several uncommon ways. We are a constellation of entities operating in different
sectors and areas of relevance. In each of the sectors like steel, power & telecom
infrastructure, energy, healthcare, urban infrastructure and international trade one can
discover the strong Sujana attribute of 'integration'. This demonstrates our ability to think,
learn and create an economy of scale and depth at a rapid pace, while ushering in self-
sustaining entities. All of which in turn help us service the needs of the customer in an
integrated manner.

21
 HISTORY BACKGROUND OF THE COMPANY

Name of the company Sujana Metal Products Limited

Registered Office S.No.296/7/9, Boll rams Village Jinn rams

MandalMedak District, Andhra Pradesh.

Head/Controlling/Administrative Office 18,Nagarjuna Hills, Panjagutta,

Hyderabad-500082

Andhra Pradesh.

Dates of 2/5/1988

Incorporation

commencement of Business

Sector Private

Constitution Public Limited Company

Location of Manufacturing 1. Re-Rolling Mills S.No.296/7/9,

Boll ram Village, Jinn ram
Mandal, Medak District, Andhra
Pradesh.
2. Re-Rolling Mills S.No.296/7/7,
Boll ram Village, Jinn ram
Mandal, Medak District, Andhra
Pradesh.
3. Casting Division MS ingots &
other casting products plot
No.128/a, IDA, Boll ram Village,
Jinn ram Mandal, Medak District,
Andhra Pradesh.

22
Sujana Metal Products Ltd. Is being managed by the following directors on board:

S.No Name Designation

1 Mr.Y.S. Chowdary Chairman

2 Mr.R.K.Birla Managing Director

Mr.G.SrinivasaRaju
3 Director

4 Mr.S.HanumanthaRao Director

5 Mr.J.Ramakrishna Nominee Director

6 Dr.K.SrinivasaRao Independent Non-Executive Director

7 Dr.V.Malkonda Reddy

8 Mr.S.Ramachandran

9 Mr.N.Srikrishna

The present manufacturing set up of Sujana Group is as under:

S.No Name Of The Unit Item Of Manufacturing

1 Sujana Universal Ind. Ltd Bearings, appliances, ingot Castings

2 Sujana Metal Products Ltd. TMT Bars and plus, Structural Steel, smart steels

3 Sujana towers Ltd Galvanized Towers for power and Telecom

4 Sujana energy ltd Patented Solar Thermal, Solar PV & LED

Lighting

23
Group of Companies

SUJANA TOWERS LIMITED :

Sujana Towers Limited (STL) was established in year 2006 by de-merger of
Tower division of Sujana Metal Products Limited. STL has facilities of fabrication of
galvanized towers & tower parts for Telecom and Power Transmission Sectors. Its product
portfolio comprises power transmission tower capacity ranging from 33KV to 765 KV and
product range comprises 9M to 27 M for rooftop towers and 30M to 80 M for ground telecom
towers. It also undertakes turnkey EPC services in Telecom and Power Transmission Sectors.
STL also manufactures XLPE Cables and ACSR/AAAC Conductors to strengthen Power
Transmission EPC capabilities and takes up Technological Structures Fabrication (TSF) for
the power generation industry. STL through subsidiary takes up telecom EPC in Africa
which is the next big telecom market. Its present capacity of 200,000 TPA of galvanized
steel and 70,000 TPA of re-rolled steel products near Hyderabad. STL conforms to high
quality standards (ISO Certified) and is constantly augmenting its tower capacity.

24
SUJANA METAL PRODUCTS LIMITED :
Sujana Metal Products Limited (SMPL) with an objective to manufacture steel re-
rolled products. SMPL is primarily engaged in the business of manufacturing and marketing
value added long steel products, viz,

Thermo Mechanically Treated (TMT) bars, Structural Steel (Light, Medium

and Heavy) and also cut and bend, ready to use steel named Smart Steel. With nine
manufacturing facilities ((ISO 9001: 2008 certified) in and around Hyderabad, Chennai and
Visakhapatnam, SMPL has gained the reputation of offering widest range of high quality long
steel products in the country. The company has also undertaken expansion and backward
integration with an aim to have captive supply of intermediate products and core raw material.

SUJANA ENERGY LIMITED :

Sujana Energy Limited (SEL) is a rapidly growing ‗Responsible Energy‘ company
of Sujana Group. SEL‘s prime focus is to leverage patented & proven technologies to
promote renewable energy & sustainable infrastructure with emphasis on Patented Solar
Thermal, Solar PV & LED Lighting to name a few. SE focuses on bringing applicable,
available & affordable solutions for clean & innovative use of electricity to consumers and
commercial markets worldwide. SEL has a focused R&D subsidiary in Florida, USA (called
Sustainable Energy Technologies, LLC) to drive innovation in the solar space. In addition,
SEL has Strategic Alliances with LED industry leaders like Nichia, Japan & CREE, USA as
the only joint marketing partner for India.

VISION & MISSION :

Vision:

Innovation in home appliances that brings smiles across 350,000 homes in AP...
Precision engineering components in over 750,000 machines that keep the wheels of progress
well-oiled and running... Connecting and empowering the nation Through 15,000 galvanized
steel towers across South India ... A steely resolve to support India‘s vibrant economy through
the widest range of quality, structural steel & Construction steel products... Building steadily
on our capabilities to bridge gaps in Infrastructure demands through mega projects... It speaks
of a vision that finds inner strength as the miles ahead unfold. A vision that makes its silent
and powerful presence felt by being ‗always there‘ no matter what. To be the premier
provider of Towers and Value-Added Services to the Telecom & Power Sectors.

25
MISSION:

 To achieve global standards in excellence in manufacturing and trading in various

ranges of products and appearance and domestic and international markets, caring for
customer satisfaction.

 Create infrastructure with a skilled human resources and modern technological base
for development of business.

 To register growth step by step and develop strategies to face new challenges in a
liberalized market economy and globalization.

 To generate adequate return on investment to meet the interest of shareholders and

investors by achieving high standards of productivity and quality.

 To enrich and enhance employee growth and contribution by a fostering groups

corporate culture, values and ethos.

OBJECTIVES:

 Maintain smooth and uninterrupted supply of products by keeping adequate

inventories and stocks, to ensure product availability in all markets.

 Optimize utilization of existing infrastructure and operate at installed capacities to

maximize production and enhance efficiency.

 Shore up power skills and technical expertise aimed at self-reliance, implementation

of expansion programs and diversification of plans.

 To consolidates and sustain growth by developing suitable structure, inducting

monitoring system for cost effectiveness and exercising controls at levels for effective
functioning.

Inherent Strengths:

 Survived through turbulent times of industry

 BIS standard compliance quality products

26
  Strong core technical team and low employee turnover.

 Capacity for flexible designs and small batch sizes

 Efficient use of infrastructure

Opportunities:

 Market value added products through innovation and development.

 Good growth prospects for galvanized towers for power transmission and telecom.

 A string growth in infrastructure industry.

 Growth in housing sector expected to continue.

 Increased export demand for galvanized products and reduction of tariff barriers.

 Waiver of anti-dumping duty by VSA

Strategies :
Taking advantages of liberalization policies, the group has devised strategies to

 Identify the trust areas and steels and bearings

 Diversify into infrastructural areas

 Add and expand its existing plant capacities

 Maintain its global standards of excellence

 Emergence as a key player both in domestic and international markets.

Obligations :

Towards shareholders:

 To ensure growth projection are matched by performance to build confidence and

goodwill.

27
  To ensure a reasonable annual dividend commensurate with company‘s performance,
profits and future plans for investment.

Towards customers and dealers :

 To provide a quality products and spread awareness amongst them for competitive
selling buyers marked by world class customer service

Toward employees:

 To develop and upgrade their skills through in- house and external training programs
enabling career progression and advancement.

 The inputs for upgrading managerial and operational skills are provided constantly to
meet present and future challenges.

Towards the community:

 To ensure environmental protection in and around plant operational areas and

promote development of community by participating in several activities.

DIVISIONS AND PRODUCTS :

SMPL deals with four divisions in metals

 TMT Bars
 Towers Manufacturing
 Structural Steels
 Smart Steels
The main products produced under structural steels, smart steels:

 Round Enforcement Bars

 Angels
 I Beam
 Channel Steel
 Flat Steel

28
COMPETITORS:

 Jai raj steels

 Carlotta steels
 Dhanalaxshmi steels
 Devshree steels,
 M.S agarwal steels
 Vinayaktmt
 Kamadhenutmt
 Radar tmt and etc.

Merits:

 SMPL products are well known to dealers, traders in the state and in south India.
 New products like structural steels, TMT plus, smart steel is a competitive idea.
 Management is working together with equal efforts and good organizational structure.
Product quality is a costumer‘s adequacy.
BACKDROPS:

 SMPL competitors are pricing less than us and gaining good projects so we have to
look into it.
 Smart steel is good concepts but the labor is not used to it so we have to help them.
 SMPL have to re-introduce smart steel and structural steel with more advertising
campaign so that it goes to all and they should understand the concept.
 Customers are confused about TMT and TMT plus both processes is under same

29
 CHAPTER-III
THEORETICAL FRAMEWORK OF THE
STUDY

30
 THEORETICAL FRAME WORK OF THE STUDY

ON INDUSTRIAL RELATIONS

Industrial Relations is concerned with the relationship between Management

resenting the holders of capital and trade unions representing the holders of labour
power regarding the employment, unemployment, terms of employment and
unemployment, conditions of employment and unemployment and conditions of
work, Industrial relations is a developing and dynamic concept and does not limit
itself merely to the complex of relations between the unions and management, but
also refers to the general web of relationships normally obtaining between employees
themselves. Both parties to industrial relations have a common interest in industry,
but many a time, they are found to be pulling in different directions which lead to
industrial unrest. Therefore, it has become necessary to secure the cooperation of both
workers and management to achieve good industrial relations.

Besides management and workers, state is another party associated with

industrial ions. The interference of government in industrial relations through legal
and administrative measures is quite common. Thus, the area of industrial relations
has been extended relations among the state, employer and employees.

Definition:

According to Encyclopedia Britannica -

"The subject of industrial relations includes individual relations and joint

consultation between employers and workers at the place of work, collective relations
between employers and their organizations and trade unions and part played by the
state in regulating these relations".

According to Dale Yoder -

"The term industrial relations refers to the relationship between management

and employees or among employees and their organization that arise out of
employment".

31
Major Players to Industrial Relations:

Thus, There are Three major players in industrial relations.

1. Workers and their Organizations:

The personal characteristics of workers, their "culture, educational
attainments, qualifications, skills, attitude towards work, etc play an important role in
industrial relations. Workers' organizations, known as trade unions are political
institutions. Trade unions are formed for safeguarding the economic and social
interests of the workers. They put pressure on the management for the achievement of
these objectives.

2. Employers and their Organizations:

The Employers are a very important variable in industrial relations. They
provide employment to workers and try to regulate their behavior for getting high
productivity from them. Industrial unrest generally arised when the employers'
demand from the workers and other benefits. In order to increase their bargaining
power employers in several industries have organized Employers' Associations. These
associations put pressure on the trade unions and the government. They also
participate in tripartite bodies constituted by the government to regulate industrial
relations.

3. Government:
The Government exerts an important influence on industrial relations
through such measures as providing employment, intervening in working
relationships and regulating wages, bonus and working conditions through various
laws relating to labour. The

Government keeps an eye on both the trade unions and employers' organizations to
regulate their activities in the interest of the nation

32
Indian Industrial Relations Spectrum

The spectrums of "Industrial Relations" scenario in India today present four distinct
pictures.

Scenario-1:

A sweet heart relationship scenario representing Industrial peace and harmony

characterized by

(a) Mutual trust

(b) Mere perfect collaboration and
(c) Even "collusion with unions"
Scenario-2:

A "cat and Dog" scenario, resulting in frequent conflict, work-stoppages and

strikes, lock-outs, characterized by

(a) Complete distrust

(b) Mutual blackmailing on issues and

(c) Product losses

Scenario-3:

A "Blow-hot, Blow-cold" scenario somehow pulling along relationship

characterized by

(a) Some time peace

(b) Some time conflict
(c) Most of the organizations fit into this category.
Scenario-4:

A "peace in the Grave" or "Marriage of convenience" situation Characterized by

(a) Apparent peace

(b) Patching of an issue
(c) Self-out of managerial authority
(d) Constant sickness of the industry

33
 Most of the sick Government Industries are the examples. While certain aspects of
Industrial Relations scenario have been cited above a close examination of the"
government, judiciary, a worker involved in the Industrial relations scenario also
requires proper appreciation.

The Government has also stepped in and played an important role in

establishing harmonious Industrial Relations, partly because it has itself become an
employer of millions of workers but mainly because it has enacted a vast body of
legislation to safeguard the rights of industrial workers and management by enlisting
cooperation of both. The objectives of Industrial Relations are to facilitate good
relationship between employers and employees.

The quality of this relationship differs Company to Company, industries and

economies. These relationships are based on class contradictions and antagonism
historically born out of the social structure, which is determined by the mode of
production.

Characteristics of IR:

 IR is outcome of employment relationship in an industrial enterprise.

 IR develops the skills & methods o adjusting to & cooperating with each
other.
 IR system creates complex rules & regulations to maintain harmonious
relations.
 The government involves shaping the IR through laws, rules, agreements,
awards etc.

Factors of IR

Institutional Factors:

It include Government policy, labour legislations, voluntary courts, collective

agreement, employee courts, employers federations, social institutions like
community, caste, joint family, creed, system of beliefs, attitudes of works, system of
power status etc

34
Economic Factors:

These factors includes economic organization, like capitalist, mixed etc, the
structure of labour force, demand for & supply of labour force etc

Technological Factors:

It includes mechanization, automation, rationalization, computerization etc.

Social & Cultural Factor:

It includes population, religion, customs & traditions of people race ethnic group,
cultures of various groups of people etc

Political Factors:

It include political system in the country, political parties & their ideologies
their growth, mode of achievement of their policy, involvement in trade unions etc.

Government Factors:

It includes government polices like industrial policy, economic policy, labour

policy, export policy etc.

Principles Of IR

1. Recognition of the dignity of the individual & of his right to personal Freedom &
equality of opportunity.

2. The part of the both employee, management & workers & their representatives in
the exercise of the rights & duties in the operation of the Industry.

 To promote & develop congenial management relations.

 To enhance the economic status of the worker by improving wages benefit & by
helping the worker in evolving sound budget.
 To regulate the production by minimizing industrial conflicts through state
control.
 To socialize industries by making the government as an employer.
 To provide an opportunity to the workers to have a say in the management &
decision making.
 To encourage & develop trade unions in order to improve the workers strength.
 To extend & maintain industrial democracy.

35
Changes In IR

Occupation in ancient India:

In ancient times the principal occupation was agriculture, and trading. In this period
the caste system had influence on the development and progress of the
various industries and occupations. The concept of caste system was originally based
on the transfer of skill and specialization which ultimately led to the standardization
of professionals.

Labor in medieval India:

British are entered in India. In this period the principal occupation was craft,
painting. A large no. of occupation was also carried on by small manufacturers and
traders in their cottages mostly on hereditary basis. A majority of artisans lived at
starvation level. They led a miserable life.

Guilds and unions:

Shreni union is the first union that is formed by craft people at the time of Mugal
Empire. The utility of union has been stated in shukla yajurveda samhita: ― if men are
united nothing can deter them‖. Cultivators, merchants, cattle breeders, bankers and
artisans worked under the recognized rules of their unions. These unions gradually
gained strength so that the employee‘s could improve unions were helpful not only in
the evolution of arts like sculpture but were powerful centers of arts themselves.

IR system:

The industrial relations machinery during the Vedic times consisted of a madhymasi,
a man of potion and influence in the society. People in the rural community were able
to solve and settle all disputes by themselves. The village officials attended to and
solved the local problems. They were invested with judicial as well as executive
authority. His system prevailed under the Hindu government. The unions were not
only the assemblies of the employees but they were also the institutions for
maintaining cordial relations between employers and employees.

36
Early British rule:

o The first industrial unrest in the year 1877 in the weavers of express mills in
Nagpur.
o In 1895 workers have called of for the first strike in budge jute mill.
o The first factories act is enacted in 1881.
o The first labor association known as Bombay mill hands association was
established.

IR from Ist world war to pre Independence period:

The First World War (1914-1918) gone back to their villages. After 1919
international labor organization is established.

o Trade Disputes Act 1917.

o Workmen Compensation Act 1923.
o Trade Union Act 1926.

II world war:

In this period they give 1% share to the employees:

 In 1947 INTUC formed.

 In 1946 INDUSTRIAL EMPLOYMENT STANDING ORDER ACT
 In 1947 ID ACT, which paid the machinery mainly to solve industrial
disputes.

IR after Independence:

Factories act in 1948

o To bring the industrial peace with a industrial truce revolution in 1947(only

employees).
o In 1948 – Factories Act, Minimum Wages Act, employee State Insurance Act.
o In this only the first five years plan was formed in1951 for bring industrial
peace.
o Second five year plan several mechanism and practices like need base and
minimum base, schemes for workers participation and management etc were
incorporated.
o Third five year plan in 1962 there is a war between India and china. In 1962 the
industrial truce revolution again brings peace in between the employees and
employers. In 1965 bonus act was enacted. In 1969 first national commission
labor under the chairmanship of gagendragadhar.

37
 New Economic Policy And IR:

In 1991 June 14th the new economic policy was started. Here increased the
foreign direct investments and also increased the MRTP.

 Introduction care growth plans for workmen.

 By providing regular training to employees to minimize their
obsolesce.
 Rationalization the workforce through internal transfers.
 Nurturing stress between union and management.
 In culcating proper work, culture etc.

Trade Unionism

A Trade Union signifies an organization of workers engaged in securing

certain economic benefits for its members. However, this is not the true view of a
trade union. In I the modern context, trade union's activities are not. Confined to mere
"securing the I economic benefits". The purview of its activities now includes even
the political and welfare activities undertaken by it for the benefit of its members.

Trade union is a historical necessity and by product of the Industrial

revolution. For good Industrial Relations, be remembering that trade Unions play a
vital role. With a view to self-protection and self-help, labour has organized itself
under employee associations and unions. Conflict between capital and labour in
Europe and American resulted in the origin of the trade union movements.

Trade Unions Definition:

The trade unions Act, 1926 defines a trade union as meaning— "any
combination whether temporary or permanent, formed primarily for the purpose of
regulating the relations between workmen and employers or between workman and
workmen, or between employers and employers or for imposing restrictive conditions
on the conduct of any trade or business, and includes any federation of two or more
trade unions".

38
 (a) Registration of Trade Unions:
Any seven or more members of a trade union can, by subscribing their names
to the rules of the trade union and otherwise complying with the provisions of this
Act, apply for registration under the Act. The application has to be made to the
Registration of Trade Unions appointed by the appropriate Government for the State
(sec3&4). This application must be accompanied by a copy of the Rules of the Trade
Union and a statement containing prescribed particulars.

The name under which the trade union seeks registration must not be similar to that of
any existing union (S.7). On registration, the Registrar issues o certificate of
registration in the prescribed form. This is conclusive evidence that the said Trade
Union has been duly registered.

Trade union is a necessity and by product of the Industrial Revolution. For

good Industrial Relations, it must be remembered that trade unions play a vital role in
providing a proper work atmosphere and congenial Industrial Relations scenario.
With a view to self-protection and self-help, labour has organized itself under
Employee Associations and Unions. The conflict between capital and labour in Europe
and America resulted in the origin of the Trade Union Movement.

The following are various tools employed by the Trade Unions. They may use
one of the too, or combination of some of them in pursuit of achievement of their
objectives.

1. Financial Support:
It means the provision of a fund to insure against eventualities and be of
some encouragement to the needy workman. It also acts as a deterrent to a worker
from accepting jobs on terms which are less advantageous to the work force.

2. Collective Bargaining:
This is useful for the workers, as their capacity to get the best in Industry
diminishes in case there are small groups, whereas the bargaining power goes high
when it is a collective and collaborative approach. Lasting settlements can be reached
through collective bargaining and implementation also is quick and smooth.

39
 3. Legal Approach:
Trade Unions also take the law as resort to realize their objectives. Also they
employ the usual methods of propaganda, canvassing etc. to convince the community
and the Government that the measures suggested for addition will prove advantageous
to the working class. When such aspirations are reflected by enactment, it satisfies the
Trade Unions.

4. Direct Action:
Implies, strikes, gheraos, procession, work-stoppages, demonstrations etc.
This should be discouraged because it is harmful in the long run for both the
employees and employers. This leads to loss in production, strained relations.

The Objectives Of Trade Unions:

The following are some of the aims and objectives of trade unions to secure
for the worker fairer wages in the light of the cost of living and the prevailing
standard of living.

1. To improve the worker's working conditions by securing shorter working

hours, better leave facilities, adequate social security benefits, appropriate
educational facilities and other welfare benefits:
2. To assure the workers a share in the increased profitability of an industrial unit
by providing him payment of adequate bonus;
3. To protect the workers interest and more specifically to avoid heir
exploitation;
4. To ensure the workers security of employment by resisting retrenchment and
victimization.
5. To protect the large interest of society by aiding in the improvement of trade
and industry.

A Trade Union signifies an organization of workers engaged in securing

certain economic benefits for its members. However, this is not the true view of a
trade union. In the modern context, trade union's activities are not confined to mere
"securing the economic benefits". The purview of its activities now includes even the
political and welfare activities undertaken by it for the benefit of its members.

40
 A trade union may be defined as an organization of employees formed on a
continuous basis for the purpose of gaining diversified benefits.

Trade union is a necessity and by product of the Industrial Revolution. For

good Industrial Relations, it must be remembered that trade unions play a vital role in
providing a proper work atmosphere and congenial Industrial Relations scenario.
With a view to self-protection and self-help, labor has organized itself under
Employee Associations and Unions. The conflict between capital and labour in
Europe and America resulted in the origin of the Trade Union Movement

Trade Union Movement In India

Trade Unions, as understood today, however, originated in the first quarter of

the 20th century, although the groundwork was laid during the last quarter of the 19 th
century. In Mumbai, as early as in 1875, reformers undShapurji started a movement.
They protested against the appalling conditions of the factory workers and appealed for
introduction of adequate legislation to prevent them. The credit for laying the
foundation of the organized Labor Movement in India is attributed to
Mr.N.M.Lokhande, a factory worker himself in 1884 in Mumbai. Actually a real
organized labour movement in India was started at the end of the First World War.
Rising prices, without a corresponding increase in wages despite the employers
making huge profits, led to a new awakening. Many Trade Unions were formed
throughout India. To this was added the influence of the Russian Revolution, the
establishment of ILO (International Labour Organization) and the All India Trade
Union Congress. This speeded up the pace of the Trade Union Movement. Following
the Second World War, there was a spiraling of prices. The workers once again
became restive. This further indirectly strengthened the movement in India.

Role Of Trade Unions In Changing Business Scenario

Many events in India and abroad are making significant effects on the trade
union movement in India. Firstly, the collapse of the socialist economies in Russia
and Eastern Europe has revealed glaring economic disparities between the East and
the West and also resulted in a uni-polar world.

41
 Secondly, while these changes are making significant socio-economic and
political impact on the world economy, regionalization and protectionism are also on
the increase. The unification of Europe and the formation of NAFTA are examples.

Thirdly, the development of satellite communication and the explosion in

information technology has resulted in customer needs across the world getting more
and more homogenized and this has perhaps lead to the creation of "The Global
Shopping Centre".

Fourthly, the emergence of the so called Asian Tigers in the 1980's as major
players in global trade challenges the classical international trade theory-the
convention which believes that the basis of international trade is the endowment of
the resources of nations. The Asian Tigers are not endowed with any of the
traditional productive or natural resources. what made them major players, in the
world market was their conscious effort to create a competitive advantage for
themselves.

These nations used $ technology and linked up their economy to the world market
economy to gain benefits.

Lastly, the liberalization policies of opening up of the Indian economy to the

global competition have also affected trade unions.

Emerging Trends:

1 As a consequence of all these happenings, a few issues are coming into sharp
focus in the Indian economic scene. Gradually, as India gets integrated into the
world market, there is cut-throat competition in the industrial sector.
2 Competition is inducing innovation and companies‘ rarer evolving newer
strategies to survive the onslaught on their market share by new and more
efficient enterprises, improving the quality of their goods and services and yet
trying to remain cost efficient.
3 Faced with keen competition, one sector of economy is also, at times evolving
short term strategies with utter disregard to the interest of other sector(s).
4 The customers are becoming supreme, seeking greater and greater value in the
goods and services they buy.

42
Role Of Trade Unions:

Indian Trade Unions and, for that matter, trade unions in any developing
economy in the above scenario, is finding it difficult to continue with their traditional
role of promoting the interests of their membership with a sectarian emphasis. Market
forces are no longer allowing any sub-optimal utilization of resources to be passed on
to consumers in the form of substandard goods/services or increase in prices. In such
a situation, any demand for "more" has to be linked up with higher productivity and
improved quality. In this changed context, trade unions in India may have to find a new
role for themselves as important agents of social and economic transformation for the
common good of everybody, especially the under privileged. Trade Unions with their
resources and expertise may also provide a platform to other social institutions to
integrate the conflicting interests of different segments of society, e.g., the employed
and unemployed/under-employed etc.

However, no voluntary organization can survive by neglecting the sectarian

interests of their membership altogether. Keeping this in view, I would suggest that
the unions operating in industrial and services sectors may shift their emphasis from
demanding more and more financial benefits for their members to more important
issues on-their agenda such as:

 Rehabilitation of displaced employees

 Facilitating self-employment
 Ensuring social security
 Safety and health of the workers
 Working as a watch-dog for protection of environment.
 Worker education
 Involvement in the running of business through greater degree of participation
 Productivity bargaining etc.
However, in order to play any meaningful role, trade unions must have a
strong membership base. For too long has the trade union movement in India
remained weak and obsessed with intra-union and inter-union conflicts? For ages,
their leadership has deliberated over some important and urgent issues like:

43
 1 Secret ballot vis-a-vis verification of membership through check-off;
2 Recognition of a single union vis-a-vis formation of bargaining council or
a combination of these;
3 One union in one industry vis-a-vis formation of a confederation of trade
unions, etc.
But very little has been achieved so far towards consolidation of workers. There has
been, in fact, a tendency of further splitting the movement with every split in political
parties.

This has hot only created utter frustration amongst the sincere and devoted
sections of trade union members, but the movement is also losing public sanction very
fast

In my analysis, two major issues are to be resolved by the leadership to

achieve consolidation of the movement. They are:

a) Over-emphasis on political ideology of some trade union houses;

b) Leadership issues in the consolidation process;
Once these issues are resolved and he trade union movement gets consolidated,
the leadership will find itself more comfortable in its redefined able.

Trade Unions In SUJANA METAL

Under the trade unions act 1926, the term trade union means any combination
whether temporary or permanent, formed primarily for the purpose of regulating the
relations between workmen and employers or between workmen and workmen or
between employees and employers.

 Independent unions are also there in BHPV, affiliated to state, these unions are
organized by those people are familiar faced and have the ability to organize
others.
 For every once in two years elections will be conducted, whose party has got
the majority that will be the lead party.

44
Recognised Trade Unions

In SUJANA METAL-, only one recognized union is there i.e SUJANA METAL
National employees Union, affiliated to INTUC i.e Congress party. It is an active
union, this union has the right to meet or talk to the management directly regarding
the problems of employees.

Procedures For Recognition

 Any seven or more workers of an establishment can form into a trade union
and apply to the registrar for its recognition by subscribing their names to its
rules. In SUJANA METAL INTUC is the recognized union in that 77
members are as office bearers.
 The application for registration should be accompanied by a copy of the rules
of the nation and the settlement containing particulars namely the names,
occupations, and address of the members making the application.
 The names of the trade union and the address of its head office.
 The titles, names, ages, addresses, and occupation of the office barriers of the
trade union.
 The registrar after verifying all these, the registrar of the trade union under
trade union acts 1926 and issue a registration certification.
 For every once in two years the verification is done i.e that the funds are
properly used or not, manner for appointing the members etc. by the Deputy
Commissioner of Labor, Visakhapatnam.
 Every year the membership has to be renewed then only the union has the
right to enter or participate in the elections.
 Whatever the information was submitted to the recognition was not accurate,
and then he has the right to dissolve the trade unions.
 In SUJANA METAL there are 6 unions, which union got the highest
percentage of votes that union will be recognized by the management.
 In SUJANA METAL as we know that INTUC is a recognized union, in that

45
 President Is V.Babu Rao

Secretary is Ch. Muni Babu

Honorable President is Dr. Kesawarao.

These members are selected depending upon the efficiency, caste, experience;
cash etc, basing on that the members will be elected

Disciplinary Procedure

Discipline is a Code of Conduct in an Enterprise in which the members of the

enterprise conduct themselves within the standards of acceptable behavior which
means that the stipulations of the code of conduct laid down by the enterprise are
properly understood and observed by one and all.

The state of Industrial Relations in a country/factory is also reflected in the

discipline and the morale of the labour force. Discipline is very essential for a healthy
industrial atmosphere and the achievement of organizational goals.

In any Organization maintenance of discipline among personnel at all levels is

required' to create the conducive work environment so as to facilitate increased
productivity and organizational effectiveness! So management of an organization can
adopt two approaches for discipline maintenance:

1 Adopting preventive measures 'prevention is better than cure' principle is

based on the assumption that employees perform better through rewards than
punishments. So the problems of indiscipline do not emerge.

2 Curative measures that it taking "disciplinary actions" against the persons

involved in indiscipline.

The Disciplinary Action should be taken after going through specific process
because the punishment may be held invalid if there is any deviation from the
procedure laid down. The procedure for taking disciplinary action is defined by the
Standing Orders formulated by the Organization.

46
 While taking an action, all the relevant facts leading to indiscipline must be
ascertained so that the need for disciplinary action is determined. The facts must be
collected as soon as possible to take the action promptly.

The disciplinary procedure either Punitive or Curative has to be invoked for

preserving industrial peace as well as maintaining the efficiency of the organization.

Disciplinary Management
Discipline

Discipline refers to a condition or attitude prevailing among the employees, with

respect to rules and regulations of an organization Maintenance of effective discipline
in an organization ensures the most economical and optimum utilization of various
resources including human resource.

Need For Discipline

 Rules and regulations of an organization are essential to maintain peace.
 Disciplinary measures ensue just and equal treatment to all the employees,
efficient 2 way communications, encourage c0-operative and build team pride.
 Disciplinary measures regulate the behaviors i.e commitment towards work.
Objectives of Discipline
 To obtain a willing acceptance of the rules, regulations and procedures of an
organization, so that organizational goals may be obtained.
 To develop among the employees a spirit of tolerance and desire to make
adjustments.
 To give and seek directions and responsibility.
SUJANA METAL employees follow the disciplinary rules and regulation framed
by the management, to run the organization successfully because even the company
gave less wages to all the employees were showing interest to develop their
organization profitably like previous one, this can be acquired through this
disciplinary measures.

47
Disciplinary procedures

Disciplinary procedures in SUJANA METAL comprise the following stages.

1. Issuing a letter of charge to the employee calling upon him for

explanation:-
When the management of SUJANA METAL comes to a conclusion that an act of
misconduct committed by an employee warrants disciplinary action the concerned
employee should be issued a charge sheet. The charge sheet should indicate the
charges of in discipline or misconduct clearly. Explanations should also be called
from delinquent employee of that sufficient time should be given.

2. considerations of the explanation:-

Whatever the explanations given by the employee is satisfied by the employer, there
is no need for conducting an enquiry. When the management is not satisfied with
employee‘s explanation, there is need for serving a show-cause notice.

3. show cause notice:-

In the show case notice, the employer provided another chance to the employee, to
explain this conduct. This notice was issued by the manager to the employee. It is
nothing but an enquiry commission.

4. Holding of a full fledged enquiry:-

In this, the enquiry should be in conformity with the principles of natural justice i.e.
the delinquent employee must be given a reasonable opportunity of being hear the
enquiry offices should record his findings in the process of enquiry. He also suggests
the nature of disciplinary action.

5. Considering the enquiry proceeding and findings and making final order of
punishment.

6. Follow up:-
After taking disciplinary action, there should be proper follow up. The disciplinary
action should not make the employees repeat the mistake.

48
Punishments

When a delinquent employee is going to be punished, the type of punishment

should be based on severity of the omission or misconduct. The following are
punishments imposed by the management of SUJANA METAL to the delinquent
employee i.e.,

 Oral warnings:-In case of minor, oral warnings will be given by superior

concerned.
 Written warnings:-Whenever oral warning fails to achieve the desired
behavior a part of an employee, written warning may be given means certain
rights of an employee would be withdrawn.
 If the omissions are minor, one year increment will not be given to the
delinquent employee, if it is a major life long Increment will be deducted.
 Promotions will not be given in some case.
 Demotions:-Under this kind of punishment, an employee is reduced to a lower
grade from the grade enjoyed by him earlier.
 Termination:-The employee services can be terminated in the following
forms i.e. discharge simplicity, discharge, and dismissal.
 Showing disciplinary action for various offences.
Industrial Disputes

Dispute, in general sense, is the expression of differences over some issues of

interest between two or more parties. Industrial disputes like problems of indiscipline
and their effective management are on the major issues in maintaining good Industrial
Relations in the Country / Organization.

Definition:

According to Industrial Disputes Act, 1947

"Industrial Disputes means any dispute or difference between employers and

employers or between employers and workers or between workmen and workmen,
which is connected with the employment or non-employment or the terms of
employment or with the conditions of labour of any person".

49
 An individual dispute between an employer and one of his workmen is by itself
not an industrial dispute, which can be referred to under section 10 of the Act. But
such a dispute may become an Industrial dispute provided a majority of workmen, or
union of workmen takes up the cause of particular workman, in the particular
industrial establishment.

The causes of industrial disputes are many and varied and sometimes even
trivial. In India, various causes of Industrial disputes may be grouped into four
categories: economic factors, management practices, trade union practices and legal
and political factors.

Machinery for Handling Industrial Disputes

In managing industrial disputes, management can take certain actions. These

actions may be grouped into two categories

Prevention of industrial disputes:

The preventive machinery has been set up with a view to creating harmonious
relations between labour and management so that disputes do not arise. It comprises
of the following measures.

(a) Worker's Participation in Management

(b) Collective Bargaining -
(c) Grievance Procedure
(d) Tripartite bodies Code of Discipline
(e) Standing Orders
Settlement of Industrial Disputes:

If preventive machinery fails, then the industrial dispute settlement machinery

should be activated by the Government under Industrial Dispute Act, 1947, because
no-settlement of disputes will prove to be very costly to the workers, management and
the society as a whole. This machinery consists of

(a) Conciliation
(b) Court of Enquiry
(c) Voluntary Arbitration

50
(d) Adjudication (Compulsory Arbitration)

Collective Bargaining Systems

Collective Bargaining is a technique adopted by the organization of workers

and employers collectively to resolve their differences with or without the assistance of
a third party. Its ultimate aim is to reach some settlement acceptable to both the
parties involved in labour-management relations. This concept was coined by Sydney
and Beatrice Webb. Great Britain is said to be the 'Home of Collective Bargaining'.

The phrase collective bargaining is made up of two words-Collective which

implies group action through its representatives; and Bargaining which
suggests/haggling and/or negotiating. This concept, implies "Collective negotiation of
a contract between the managements' representatives on one side and those of the
workers as the other. It may be defined as a process of negotiation between the
employers and the organized workers represented by their union in order to determine
the terms and conditions of employment.

International Labour Conference also defined as 'Collective Bargaining'

extends to all negotiations which take place between an employer, a group of
employers or one or more employers'- organizations on the one hand and one or more
workers' organizations on the other for determining working conditions and terms of
employment and/or regulating relations between employers and workers and/or
regularizing relations between employers of their organizations and a workers
organization.

As per Habirson, collective bargaining is a process of accommodation

between two institutions, which have common and conflicting interests. It is the
resolution of industrial problems between the representatives of employers and the
freely designated representatives of employees acting collectively with a minimum of
Government dictation.

It is a process in which the representatives of a labour organization and

representatives of the business organization meet and attempt to negotiate a contract
or agreement which specifies the nature of employer-employee union relationship.

51
 The technique of CB has been adopted by unions and management for resolving
their conflicting interests. It plays a significant role in improving the labour
management relations and in ensuring industrial harmony. It helps a lot in better
understanding of each other's point of view as well as problems. Through discussion
and interaction, both the parties learn more about others and often misunderstandings
may be removed. It helps in easing out many minor differences and there are many
instances in which even major disputes are said to be settled without any work
stoppage or outside intervention. Accordingly, its role in conflict resolution is very
significant.

Collective bargaining brings the employees and managers closer; develops

better understanding helps industrial peace; resolves conflicts and differences; brings
social change. It helps effective functioning of the enterprise and promotes industrial
harmony. It helps effective functioning of the enterprise and promotes industrial
harmony. It is a two-way process and mutual give and take aspect rather than take it
or leave it method of arriving at the settlement of disputes. The essence of collective
bargaining is the agreement for dispute settlement and smooth functioning of the
enterprise. The agreements bring both labour and management together to determine
the conditions of employment and create new environment for problem-solving. It
provides a flexible means of adjusting wages and conditions of employment to
economic and technological changes.

Scope of collective Bargaining:

The Encyclopedia Britannica defines collective bargaining as follows :

"In its widest sense collective bargaining is a negotiation between the

employer or group of employers and a group of work-people to reach an agreement on
working conditions. If negotiations are between an employer and a group of his own
work people the dependence of the work people on the employer for their jobs
weakens their bargaining powers, and therefore, collective bargaining is more usually
understood to be negotiations between one or more trade unions and an employer or
group of associations or employers".

It is a process of self-settlement by which management and organized labour

may discuss each other's problems and exchange each other's viewpoints negotiate

52
and reach a common understanding to develop a setting for a better employment and
working conditions to the mutual benefit of workers and management in a spirit of
cooperation and goodwill for keeping peaceful industrial relations.

Collective bargaining performs a legislative function.

The agreement under collective bargaining as concluded between the

parties performs a judicial function when it helps the parties in the
interpretation sought in case of a particular clause and also furnishes
meanings, explanation and application which a particular clause
conveys.Within the ambit of executive function of collective bargaining comes
the enforcement of the agreement, the various methods and procedures, for
discipline and grievances handling.

Some of the salient features of collective bargaining are:

 It is a 'group' process; wherein one group representing the employers and

the other representing employee sit together to negotiate terms of
employment.
 It is a process in the sense that it consists of a number of steps. The starting
point is the presentation of the charter of demands and the last stage is the
reaching of an agreement, or a contract which would serve as the basic law
governing labour-management relations over a period of time in an
enterprise.
 Negotiations form an important aspect of the process of collective
bargaining, i.e., there is considerable scope for discussion, compromise or
mutual give and take in the collective bargaining deliberations rather than
confrontation.
 It is a bipartite process. The employers and the employees are the only
parties involved in the bargaining process. There is no third party
intervention. The conditions of employment are regulated by those directly
concerned.
The purpose of collective bargaining is that it brings parties close and
develops better understanding for industrial peace, democracy resolves conflicts and
differences; guarantees the rights and responsibilities of the workers; develops self-
respect and fosters responsibility on both workers and employers; brings social
change through acceptable solutions; and formulates the terms and conditions under

53
which labour and management will have to work together. The primary objective is to
ensure effective functioning of the individual enterprise and more importantly the
entire economy

Main functions of Collective Bargaining:

The main functions of Collective Bargaining are:

 Concentration on wage determination- fixing the prices of labour services;

 Establishment of a system of workers rights in industry - this may be
termed as democratization of industrial relations system or industrial
jurisprudence;
 Establishment of machinery for the representation of employees in
decisions affecting their industrial and group interest.
Workers Participation In Management

Workers Participation, also known as Labour participation or Employee

participation, in management is a concept shrouded with so much vagueness that for
different people, it has different meanings. The basic reason for this perceptual
difference is due to different pattern of practices and programmers adopted by various
Countries for implementing workers participation-in management. Many Industrial
Relations experts regard it as an essential step involving redistribution of power
between management and workers in the direction of industrial democracy though
there are differences of views over the content and level of participation. The
principal forms through which workers participate are Information sharing, Joint
consultation and Suggestion schemes

The various forms of workers participation in management have assumed

great importance these days because it serves the following purposes:

 Reduced industrial unrest

 Maintaining good Industrial Relations
 Higher productivity

Workers participation in management falls into several categories. These are

informative, consultative, associative, administrative and decisive participation.

54
Informative:

In informative participation, there is sharing of information - for instance, the

information regarding production figures, the balance-sheet of the company and
economic conditions etc.

Consultative:

In consultative participation workers' representatives are consulted on matters

relating to welfare facilities by the management. Here, the workers' representative action an
advisory capacity and the final decision rests with management.

Associative:

In associate participation the management accepts the suggestions of the

council for solving a problem on hand. The management is obliged to accept and
implement if the committees take unanimous decisions regarding a problem.

Administrative:

In administrative participation, the decision is already taken and the councils

(joint bodies) have the right to choose the method of implementing it. This may
include administration of welfare measures, operation of vocational training and
apprentice schemes and preparation of work schedules. This involves higher degree of
delegation of authority and responsibility to the lower rank and file of the organization.

Decisive participation:

Finally there is decisive participation, the highest form of participation where

all matters, economic financial and administrative are brought under the scrutiny of
the councils and the decisions are taken jointly

55
Objects of workers participation in management:

The objective pursued by the various systems of workers‘ participation in

management varies from country to country, from region to region and even from
organization. The workers or the trade unions may regard participation as a means to
increase their wages, while the others may regard it as a means to increase production,
which may not necessarily result in greater security for workers. All these objectives
include in particular (ILO, 1969):

i. Moral, ethical or ideological considerations which are linked with the

growing awareness of (a) the basis equality of men which beyond the political
sphere, should extend also to that of economic pursuit and production effort,
and (b) the importance of the undertaking for the socio-cultural life of the
workers in general, and, more particularly, their need to be recognized and
associated as a community in decisions which may affect their conditions of
work and living within and without the undertaking.
ii. Socio-political objectives, aimed mainly at applying the principles of
democratic self-government within the economy; this generally claims for
what has often been defined as "industrial democracy" being particularly
stressed either where the need is felt thus to develop or to strengthen
democratic institutions in the political sphere by making them rest on the
undertaking self-government, or, in the undertakings belonging to the public
sector of the economy or under the. National development programmes, also,
to supplement or to replace private entrepreneurial motivation through the
association of workers in management and in the results of the undertakings.
However, the social aim in management and in the results of the undertakings.
However, the social aim of some of the participation schemes is merely to
achieve a closer integration of the workers within the undertakings while not
interfering with the latter's basic structures;
iii. The general economic objectives based on the assumption that whenever
people are allowed to participate in the preparation of measures and policies
which they are called upon to implement, such participation may prove apt
particularly where linked with economic advantage, to reduce conflict and to
enhance the cooperative spirit of all concerned.

56
 iv.
special features leading to the success of participation

One reason for the successful functioning of the joint consultation is the
clear demarcation of issues to be" discussed by various forums, which is strictly,
adhered to. Another important reason for the continued success is that both
management and union treat it as a dynamic system. From time to time? New subjects
are added to the list and financial powers of JDCs are increased. The list of subjects
which the highest council -the JCM - discusses is impressive. It includes not only
performance in relation to production, cost and manpower, but also sales, finance and
industrial relations. It is indeed a rare sight in India to see a meeting attended by an
equal number of top management and union officials which is chaired- 7 the union
president. Again, despite the pressures on his time the Managing Director makes it a
point to attend DC meetings. Other reasons of success are peaceful industrial relation
climate, good upward communication system, and progressive personnel policy of the
organization.

some suggestions for promoting workers participation in

management

Some important points which may be considered by the Government, management

and trade unions for making participative management a success and reality.

1) INDUSTRIAL RELATIONS: The quest for industrial peace has been the
central preoccupation of employers, workers and government for a long time.
The Five Year Plans, Labour legislations, the Industrial policy, have all
endeavored to emphasize industrial peace as the necessary pre-requisite for
industrial growth and development, but it has remained elusive. Here an
attempt has been made to indicate briefly some important measures which are
considered necessary for bringing about a conducive industrial relations
climate which is one of the basic pre-requisites for the success of participative
management. The essential features are:-
 It is a fact that in the absence of an arrangement for statutory
recognition of unions, or voluntary recognition by employers on moral
grounds, collective agreements have not made much headway.

57
  Consequently, there is a greater scope for more reliance on collective
bargaining thereby replacing avoidable adjudication or more of governmental
interference.
 To create appropriate climate for collective bargaining, it becomes
necessary to resort to statutory recognition of a sole bargaining agent, where
voluntary efforts fail.
 Recognition of trade union should be made compulsory under a central law
for all undertakings employing more than 1000 workers;

 Provided the trade union seeking recognition has at least 45% membership
among workers at present, but attempts should be made to have a higher
percentage of around 55 to 60.
 There should be a properly recognized authority under a central legislation
to decide disputes through verification of records, where the difference in .
The verified membership is 10% or less than a secret ballot open to all the
Employees should be undertaken.
The recognized union should be statutorily given:

 exclusive right of sole representation;

 exclusive right to enter into collective bargaining;
 exclusive right to collect membership subscription within the factory
premises;
 Right to nominate representatives on different joint committees.

The minority union should only be allowed the right to represent individual
cases of dismissal and discharge before a labor court.

Training for participation:

All employees (both management and workers) should be briefed on the reason for
the introduction of participation and its likely impact; they should receive clear
documentation and have the facility of questions being answered. Training for those
management and workers' representatives who are going to be directly involved in
participative forums should cover three main points:

58
  Basic knowledge of the philosophy, operation and intent of
participation
 Within the company. This approach should be intended to promote
joint working based on problem resolution rather than negotiating
'conflict'. Team development techniques in a workshop situation may
be used for this purpose.
 Special skills training to enable them to discuss and contribute to the
decisions in which they are to be involved:
 Contextual training - participation puts strains on and questions the
company's traditional approach to management. Opportunities therefore
have to be provided for management teams to consider the impact that
participation will have on them.
Participative Management

Joint management councils:

It constitutes a committee known as joint management committee, to look
after the duties and responsibilities of joint management councils. These bodies
represent both labor and management. The nature of functioning of these bodies are
only consultative in nature means, the management given an opportunity to
participative in management decisions, so that the employees shows more interest
towards the work.

Safety committee:

Means it is the committee which looks after the safety facilities in an industry.
In SUJANA METAL- one safety committee is there, the inspector of factory is the
safety committee head. His main function is to provide good working atmosphere at
the work place, whether the machinery in the company was properly functioning or
not, is there any pipe leakages, etc all these facilities will be properly maintained or
not are checked by the safety committee.

59
Works committee:

According to industrial disputes act 1947, every establishment employing 100

or more workmen may be required by the government to constitute a work committee
representing equal representatives of both management and workmen for promoting
dialogue between the employer and the workmen .SUJANA METAL constitutes this
work committee. The main function of this committee is to Endeavour to compose
any difference of opinion in matter of common interest, and thereby promote amity
cordial relations between the employer and employee.

Grievance Management

Grievance is a state of dissatisfaction over some issues related to

employment. Generally, expression of this dissatisfaction in oral form is known as
complaint while in written form it is known as grievance. In the organizational
settings, employees may have some grievances against employers, in the same way,
employers may have grievances against employees.

Grievance Management is very essential to maintain good Industrial

Relations, which increases productivity and effectiveness of an organization.
Grievance should be redressed by adopting proactive approach rather than waiting for
the grievance to be brought to the notice of management. In many cases, even the
proactive approach of management for removing the causes of grievances may leave
some scope for the emergence of grievances. For handling such grievances, a
Grievance Handling Machinery, known, as Grievance Procedure is required.

The Grievance Procedure is problem solving, dispute-settling machinery which

has been set up following an agreement to that effect between labour and
management. It is the means by which a trade union or an employee makes and
processes hi r- claim that there has been a violation of the labour agreement by the
company. Grievance Procedure is a device through which grievances are settled,
generally to the satisfaction of employees/trade union and management.

60
Grievance readressal mechanism:
―A Grievance is a sign of employees‘ discontent with job and its nature‖. The
employee has got certain aspirations and expectations which he thinks must be
fulfilled by the organization, where he is working. When the organization fails to
satisfy the employees‘ needs, he develops a feel of discontent or dissatisfaction.

For instance, the employer expects proper implementation of the central and
state government laws, collective agreements, company policies and management
responsibilities. A violation of any one degree among these cause dissatisfaction on
any part. Thus, grievance is caused due to the difference between the employee
expectation and management practices.

Grievance procedure:-

If any grievance is there, then the grievant employee, communicate with their
immediate supervisor, then the supervisor has to solve within 48 hours, if he is
unable, then he communicate with the Head of Departments, then the representatives
of the department has the decision within 3 days regarding this grievance, if he is
unable, then communicate with grievance committee, if the decision was not satisfied
the employees, then it will goes to the manager, next to the committee of union and
management of representatives, not satisfied, communicate to voluntary arbitration,
within 7 days. The grievance will be settled. This was the normal procedure which
was followed by every organization.

But in SUJANA METAL, at present there is no grievance committee, it there

is any grievance, they can directly approach to the union, and the union talks with the
management and try to solve the grievance, if it is not possible then the third party,
i.e. voluntary arbitration will be done.

Previously, one welfare officer will be there, if any grievances are there he will
collect the grievances from all departments and communicated to the concern
authorities and decision will be communicated in the next day.

61
 Industrial Relations And Its Impact On Production And Productivity

Industrial relations do not emerge in Vacuum they are born out of

"employment relationship" in an industrial setting. It is the Industry which provides
the environment for industrial relations. The Production and Productivity of an
Organization depends upon the type of Industrial Relations or the events that take
place in an organization which are harmful to industrial relations.

When it comes to Productivity, the impact of Industrial Relations events on

Productivity was not so severe. The Productivity details of the company show that the
productivity was increasing continuously in the last ten years. If the events did not
take place may be the productivity would have further increased. SUJANA METAL
plant being one of the integrated plates and vessels in the Country. The loss of
production in one department will affect the other department and the cost of loss of
production is also depends upon the type of manufacturing department. If it is a major
production unit the loss is very severe if it is a service unit the loss is less.

The Production and Productivity of an Organization is good when there is a

good Industrial Relations. The Industrial Relations would be good when the
management provides safety measures, incentives, good internal communication and
good welfare activities to the employees. At the same time the Trade Unions should
also function effectively to improve the Industrial Relations.

IR committee

In SUJANA METAL, for maintaining industrial relations a separate

committee is there i.e., Industrial relations committee. It is representing the members
of both management and employees. The main function of this committee is to
promote a capital relation between the employee and employer which helps in smooth
running of an organization without any disputes

Quality circles
It is a small group of employees in the same work area or doing similar type of
work who voluntarily meets regularly for about an hour every week to identify
analyze and resolve work related problems not only to improve quality, productivity

62
and the total performance of the organization but also to enrich the quality of work
life of the employees.

Objectives:-

 To develop enhance and utilize human resources effectively.

 To improve quality of products and reduce cost of production.
 To improve various supervisory skills.
Benefits:-

 Improvement in job performance of workers.

 Development of solution to the identified area.
 Promotions of participative management culture and team work.

Quality Management

 SUJANA METAL is reputed for quality and workmanship of its

product.
 SUJANA METAL-) has received a number of international
accreditation regarding quality.
 As a part of total quality management programmers, SUJANA
METAL- has acquired ISO 9001 certificate during the year 1993-94
particularly to boost up its exports and to be competitive in the
international market.
 Re-certification of ISO! Has been obtained in September 1996.

In recognition of high standards of our quality, confederation of industry (COI)

63
Quality Policy In SUJANA METAL

―in its quest to be global engineering enterprise, sujana metal pursues continual
improvement in the quality of its products, services and performance leading to
customer delight through commitment, innovation and team work of all employees‖.

Quality Assurance Activities At SUJANA METAL

The quality assurance activities that have been taken up at SUJANA

METAL are

 Advance planning of quality assurance activities for industrial

equipment.
 Preparation and updating of quality manual standards systems and
procedures.
 Defect analysis and casual removal.‘
 Quality auditing.
 Systematic training of quality control.
 Quality reporting and follow up corrective actions.
 The quality of equipment manufactured by SUJANA METAL has
received international recognition.

64
CHAPTER-IV
DATA ANALYSIS
AND
INTERPRETATION

65
 DATA ANALYSIS AND INTERPRETION

1) Your opinion about industrial relations in the company.

Response No. Of Respondent Percentage

Very good 4 3.33

Good 30 25

Satisfactory 80 66.6

Un satisfactory 6 5.0

INTERPRETATION:

From the above table we can say that 66,6% of your majority respondents
have agreed that the rapport between management and employees has been
satisfied, some of employees felt that relationship is good.

Graph -1

90

80

70

60

50
No. Of Respondent
40 Percentage

30

20

10

0
Very good Good Satisfactory Un satisfactory

66
2) You feel that industrial relations help in improving production in your company.

Response No of respondents percentage

Yes 96 80

No 0 0

Don‘t know 24 20

INTERPRETATION:

From the above table we can say that 80% of responded feel that industrial relations
help in improving production. Therefore maximum number of employees feel that
industrial relations helps in improving production in your organization.

Graph -2

120

100

80

60 No of respondents
percentage

40

20

0
Yes No Don’t know

67
3) The company following rules and regulations of trade union act and
Industrial disputes act.

Response No. Of Respondent Percentage

Strongly Agree 6 6.25

Agree 50 37.5

Disagree 52 43.75

Strongly disagree 12 12.5

INTERPRETATION:

From the above table we can say that 43.33% of employees are
disagreed with the acts of trade unions and industrial disputes, 41.6% of employees
are agreed with the acts of trade union and industrial disputes. Therefore the
employees are dissatisfied with the acts of trade union and industrial disputes in
SUJANA METAL

Graph -3

60

50

40

30
No. Of Respondent

20 Percentage

10

0
Strongly Agree Agree Disagree Strongly disagree

68
 4) According to you what are the factors that cause disharmony in the
organization.

Response No. Of Respondent Percentage

Management attitude 27 22.5

Wages 47 39.16

Welfare amenities 15 12.5

Trade union 31 25.83

INTERPRETATION:

From the above table we can say that, 39.16% of the employees felt wages and
25.83% of the employees felt for trade unions and 22.5% of the employees felt for
management attitude and 12.5% of the employees felt for welfare amenities.
Therefore, mostly employees are not satisfied with the wages in SUJANA METAL.

Graph -4

50
45
40
35
30
25 No. Of
20 Respondent
15
10 Percentage
5
0
Management Wages Welfare Trade union
attitude amenities

69
5) Is workers participation management is satisfactory in your organization.

Response No. Of Respondent Percentage

Yes 60 50

No 42 35

Needs a relook by the

18 15
org

INTERPRETATION:

From the above table we can say that, 50% of the employees are
satisfied, and 35% of employees say that they are not satisfied related to workers
participation management. Therefore, half of the employees say that workers
participation management is satisfactory in their organization.

Graph -5

70

60

50

40
No. Of Respondent
30
Percentage
20

10

0
Yes No Needs a relook by
the org

70
6) Is collective bargaining strengthened the industrial relations.

Response No. Of Respondent Percentage

Strongly Agree 60 50

Agree 32 26.6

Disagree 18 15

Strongly Disagree 10 8.33

INTERPRETATION;

From the above table we can say that 50% of respondents are strongly agreed
collective bargaining strengthened industrial relations, 26.6% of the employees are
agreed, 15% of the employees are disagreed and remaining employees are strongly
disagreed. Therefore, only half of the employees are satisfied that collective
bargaining strengthened the industrial relations.

Graph -6

70

60

50

40
No. Of Respondent
30 Percentage

20

10

0
Strongly Agree Agree Disagree Strongly Disagree

71
 7) What kind of systems do you approach for solving the grievance Redresses.

Response No. Of Respondent Percentage

Open door policy 45 37.5

Step ladder policy 66 55

Both 9 7.5

INTERPRETATION:

From the above table we can say that 55% of respondents are
approaching step ladder policy and 37.5% of respondents are approaching open door
policy and 7.5% of employees follow both policies.

Graph -7

70

60

50

40
No. Of Respondent
30 Percentage

20

10

0
Open door policy Step ladder policy Both

72
8) Is Grievance redressal forum are satisfaction in your organization.

Response No. Of Respondent Percentage

Satisfied 80 67

Not satisfied 28 23.3

Don‘t know 12 10

INTERPRETATION:

From the above table we can say that 67% of respondents Grievance redressal
forum are satisfactory, and 23.3% of employees are not satisfied on grievance
redressal forum. Therefore, maximum number of employees are satisfied with the
grievance redressal forum.

Graph -8

90

80

70

60

50
No. Of Respondent
40 Percentage
30

20

10

0
Satisfied Not satisfied Don’t know

73
 9) How is the system of labor management relations functioning in your
organization.

Response No. Of Respondent Percentage

Very good 42 35

Not Effective 52 43.3

Can do better 26 21.6

INTERPRETATION:

From the above table we can say that 43.3% of respondents say that not effectively
follow the labor management relations and 35% of employees feel that maintaining labor
management relations is good in the organization. Therefore, maximum number of employees
feel that there is not effectively follow the labor management relations.

Graph -9

60

50

40

30 No. Of Respondent
Percentage
20

10

0
Very good Not Effective Can do better

74
10) Management is concerned for welfare of work man.

Response No. Of Respondent Percentage

Strongly Agree 12 10

Agree 60 50

Disagree 30 25

Strongly Disagree 18 15

INTERPRETATION:

From the above table we can say that 50% of respondents are agreed and 25% of
employees are disagreed and 15% of employees are strongly disagreed on management are
concerned for welfare of work man. Therefore, half of the employees agree that management
is concerned for welfare of workman.

Graph -10

70

60

50

40
No. Of Respondent
30 Percentage

20

10

0
Strongly Agree Agree Disagree Strongly Disagree

75
11) Quality of work life is better in SUJANA METAL .

Response No Of Respondents Percentage

Strongly agree 24 20.83

Agree 70 58.3

Disagree 26 21.6

Strongly disagree 0 0

INTERPRETATION:

From the above table, we can say that 58.3% of employees are agreed, and 20.83%
of employees are strongly agreed and 21.6% of employees are disagreed for quality of
work life. Therefore, maximum number of employees is satisfied that quality of work
life is better in SUJANA METAL.

Graph -11

80

70

60

50

40 No Of Respondents
Percentage
30

20

10

0
Strongly agree Agree Disagree Strongly disagree

76
 12) Trade Unions gives more priority to company interest than towards
political interest.

Response No Of Respondents Percentage

Strongly Agree 10 8.3

Agree 49 40.83

Disagree 44 36.66

Strongly disagree 17 14.16

INTERPRETATION:

From the above table,we can say that 40.83% of employees are agreed, 8.3%
are strongly agreed and 36.6% are disagreed, and remaining 14.16% of employees are
strongly disagreed. Therefore half of the employees feel that that Trade Unions give
more priority to company interest than towards political interest.

Graph -12

60

50

40

30 No Of Respondents
Percentage
20

10

0
Strongly Agree Agree Disagree Strongly disagree

77
13)Satisfied with the activities of trade unions in SUJANA METAL.

Response No. Of Respondent Percentage

Strongly Agree 17 14.16

Agree 70 58.3

Disagree 28 23.33

Strongly Disagree 5 4.16

INTERPRETATION:

From the above analysis, 58.3% of the employees are agreed,

23.33% of employees are disagreed, 14.16% of the employees are strongly agreed,
and 4.16% of employees strongly disagreed with the activities of trade unions.
Therefore maximum number of employees are satisfied with the activities of trade
union.

Graph -13

80

70

60

50

40 No. Of Respondent
Percentage
30

20

10

0
Strongly Agree Agree Disagree Strongly Disagree

78
 14) The management consider the grievance of the employees

in SUJANA METAL.

Response No. Of Respondent Percentage

Always 18 15

Frequently 38 31.66

Rarely 53 44.16

Never 11 9.16

INTERPRETATION:
From the above table,we can say that 44.16% of the employees felt that
management consider the grievance rarely, and 31.66% of the employees felt that
management consider the grievances frequently, 9.16% of them felt never the
management consider the grievances, and 15% of employees felt that management
consider the grievance always.

Graph -14

60

50

40

30 No. Of Respondent
Percentage
20

10

0
Always Frequently Rarely Never

79
15)Employee participation in management is really improving the Industrial Relations.

Response No. Of Respondent Percentage

Strongly Agree 18 15

Agree 89 74.16

Disagree 9 7.5

Strongly Disagree 4 3.33

INTERPRETATION:

From the above analysis, 74.16% of the employees agreed employees

participation in management improving the industrial relations, 15% of the employees
strongly agreed, 7.5%of them disagreed and a 3.33% of the employees strongly
disagreed. Therefore, maximum number of employees respondend, that their
participation in management makes them improve in industrial relations.

Graph -15

100
90
80
70
60
50 No. Of Respondent
40 Percentage
30
20
10
0
Strongly Agree Agree Disagree Strongly
Disagree

80
CHAPTER-V
SUMMARY
FINDINGS
SUGGESTIONS
CONCLUSION
BIBLIOGRAPHY
ANNEXURE

81
 SUMMARY

The overall Industrial relations scenario in SUJANA METAL is peaceful,

conidial and healthy. With the dedication and commitment of metal collective, the
organization has surmounted all odds and achieved best even records by crossing its
rated capacities continuous effort to improve the employees morale have resulted in
improving the Technological and operational discipline Which ultimately helped in
heightening the motivation of the Employees.

It is noticed that since inception metal has signed successive usage

settlements with the recognized union. The notable features of the implementation are
productivity and production. Apart from this a number of settlements on various
issues like promotions, incentives and welfare have helped enhancing the moral and
motivate and motivation of the employees. The most important feature in metal, is the
spirit of joint consultation, which is being persuaded in all matters of work related
issues. Participative committees have helped the organization goals through the active
employees‘ participation/ involvement.

One of the most important factors is the productive work culture which is
being considered as of crucial important is metal. As such several initiatives have
been taken to adopt a multi-skill and multi-employment thus ensures the optimum
utilization of its human resources

The Production and Productivity of an Organization is good when there is a

good Industrial Relations. The Industrial Relations would be good when the
management provides safety measures, incentives, good internal communication and
good welfare activities to the employees. At the same time the Trade Unions should
also function effectively to improve the Industrial Relations.

82
 FINDINGS

 Most of the employees did not undergo the grievance in the organization.

 All the employees are satisfied with their working conditions.

 All the safety norms are fulfilled and welfare measures such as canteen
facilities, leave & Maternity Leave, Medical facilities, Housing facilities to
employees are good.

 The structure neglects the functions like manpower planning, scientific

recruitment

 Since last several years they had been no strikes and lockouts in the
organization.

 The number of disciplinary cases not much to cause alarm or to reflects a

highly unsatisfactory of industrial relations.

 The functioning of various participative forms has particularly not successful in

the company.

 Workers participation meeting committees are not held regularly.

 Some of the employees are not satisfied with the functioning of trade unions
because the opinion of all the members is not considered.

83
 SUGGESTIONS

 It should be suggested that the manpower planning and forecasting should be

done strictly and properly.
 Employees are not satisfied with welfare measures, so the management should
take due steps for the effective use of welfare measures.

 Here the unions are leaders centered, so the rank & file members should be
allowed to participated in the unions.

 More work committees should be formed at shop floor level to solve day to
day work related issues and problems, so that harmonious relations can be
maintained in the work place.

 I suggest that management should adopt the ―Hot stove rule‖ for prompt
redressal of the cases and awarding to the punishment.
 The management should try to implement all collective bargaining decisions.
 A few quality circles are functioning regularly so management should try to
encourage workers to participate and improve the mutual trust between the
parties.
 Grievance procedure should be maintained as far as possible.

 Strengthening of workers- management relationship is essential for the

successful IR.

 Cooperation between management and unions could sort out IR problems in

metal, this cooperation can be achieved by having continuous meetings
between them.

84
BIBLIOGRAPHY

1. Journals

 ANNUAL REPORTS AND MANUALS OF SUJANA METAL- Ltd.

2. Text books

 HUMAN RESOURCE INDUSTRIAL RELATIONS

- V. SUBBA RAO

 PERSONNEL MANAGEMENT
- EDWIN B FLIPPO

3. Websites

www.sujana metal.com

www.citehr.com

www.bookboon.com

85
 QUESTIONNAIRE

Name of the Employee :

Designation :

Department :

Employee No :

1) Your opinion about industrial relations in the company.

a) Very good b) Good c) Satisfactory d) Unsatisfactory

2) Do you feel that industrial relations helps in improving production in your

company.

a) Yes b) No c) Don‘t know

3) Is the company following rules and regulations of trade union act and Industrial
disputes act.

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

4) According to you what are the factors that cause disharmony in the organization.

a) Management attitude b) Wages c) Welfare amenities d) Trade Union

5) Is workers participation in management is satisfactory in Your organization.

a) Yes b) No c) Needs a relook by the organization

86
6) Collective bargaining strengthened industrial relations.

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

7) What kind of systems do you approach for solving the Grievance Redressal.

a) Open door policy b) Stepladder policy c) Both

8) Grievance redressal forum are satisfaction in your organization.

a) Satisfied b) Not satisfied c)Don‘t know

9) How is the system of labor management relations functioning in your organization.

a) Very good b) Not effective c) Can does better

10) Management is concerned for welfare of work man.

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

11) Quality of work life is better in SUJANA METAL.

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

12) Trade unions give more priority to company interest than towards political
interest.

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

13) Satisfied with the activities of trade unions in SUJANA METAL

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

87
14) The management considers the grievance of the employees in SUJANA METAL-

a) Always b) Frequently c) Rarely d) Never

15) Employee participation in management is really improving the industrial

relations?

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

88
 BIBLIOGRAPHY

1. Journals

 ANNUAL REPORTS AND MANUALS OF SUJANA METAL- Ltd.

2. Text books

 HUMAN RESOURCE INDUSTRIAL RELATIONS

- V. SUBBA RAO

 PERSONNEL MANAGEMENT
- EDWIN B FLIPPO

3. Websites

www.sujana metal.com

www.citehr.com

www.bookboon.com

89