Degree Project

CHAPTER 1
INTRODUCTION
INTRODUCTION
Employers and employees need to have some system for communicating their
views and requirement to each other. Employee-employer relations take place at two main
levels that are individual relationships and Collective relationships. An individual's
relationship is with their employer and relates to their contract of employment and
conditions of work sometimes and individual employee may have a dispute with their
employer leading to a tribunal case. Collective relationships typically involve groups of
employees and often involve trade unions and an individual employer or group of
employers. The body that represents trade unions in this country at a national level is the
Trade Union Congress (TUC). The body that represents employers collectively is the
Confederation of British Industry(CBI).In this country the numbers disputes are
remarkably low when compared with other countries. The vast number of trade unionists
has never been on strike. Trade union representatives help to ensure the smooth running
of industry. Wherever people work or meet together, disputes and grievances will occur,
and in industry the stimulation are bound to create dissatisfaction. Most of the everyday
problems are easily dealt by meetings discussion and bargaining. It is the trade union
representative of an organization like Unison who expresses the views of the employees.
Collective bargaining involves representatives of employers and employees getting
together to discuss and bargaining. One extreme negation may just involve two people.
This is a very common arrangement - the human resource manager and representative of
each trade union at place of work will probably have short meetings every week. These
can range from fairly small groups on each side of the bargaining table to over 20
representatives from management and similar number from different trade unions. The
job of Aces is to create harmonious working relationships by encouraging employees to
develop best practice in this field and by providing codes of conduct, training and
guidelines for employers and their representative to follow.
STATEMENT OF THE PROBLEM
The employees are the vital part in every organization. The relationship between
an employer and his employees in an important factor in the organization success.
Employees will treat their employees with respect and vice versa if they all want to
succeed and achieve goals. Some organization forget to focus on employee retention and
appreciation and then they lose productivity. Employee-employer relation is a common
title for the industrial relations functions within the personnel management.
NEED AND SIGNIFICANCE OF THE STUDY
Employee-employer relation refers to communication that take place between

representatives of employees and employer. Most of the employee retention involves
employer and employee typically covering the following area rights. Pays, bonus, working
environment, disputes work schedule, grievance, health and safety, hours of work product
target etc. Where employees are in working condition, it frequently leads to high labor
turnover, bad time keeping and high level of absentees. Employee-employer relation is a
mutually beneficial relationship put it also a dedicated one. And these studies also have
another scope that everyone can understand the importance of the industrialationship.
The starting point for employers is to ask themselves why their employees are
there. Often the answer is not purely financial.That's because employees are more than one
dimensional beings. Once you understand what drives your staff you can better understand
the incentives and encouragement they need Seting clear goals for yourself and your
employees is an important part of creating a strong relationship. When employees set goals
that are both clear and achievable, they can focus their daily activities.
OBJECTIVES OF THE STUDY
 To analyses employer-employee relationship and its impact on success of the

organization.
 To understand the role of trade union in the organization and how it influences
the employer-employee relationship.
 To identify the various aspects of employee-employer relationship.
 To suggest the techniques for improving employer-employee relationship

to achieve higher productivity and profit maximization.
RESEARCH METHODOLOGY
The study on topic "Employee-employer relationship was under taken at kerala

state handloom weavers co-operative society ltd (hantex) thiruvananthapuram.
SOURCE OF THE DATA
 Primary Data:
Primary data was collected through questionnaire method.
 Secondary Data:
Secondary data was collected from the published sources like data published
in the net, institution records and the books.
TOOLS FOR DATA ANALYSIS AND PRESENTATION
 Tools used for data analysis:
The tool used for data analysis is percentage analysis:
Percentage of respondent = (number of respondent/total number of respondent) x 100
 Tools used for data presentation:
The main tools adopted for the presentation are tables and charts.
LIMITATIONS OF THE STUDY
❖ Due to bias of the respondents, accurate information cannot be obtained.
❖ Time limit was the major limitation in this project.
❖ The financial cost of the project is considered high.
❖ The scope of the project is limited. It does not cover all managerial aspects.
REVIEW OF LITERATURE
 Hemalatha J. (2019) conducted “A STUDY ON EMPLOYEE RELATIONSHIP

MANAGMENT AT RAYS TECHNOLOGY AND BUSINESS SOLUTIONS”:
One of the maximum pressing troubles going through most corporations nowadays
is the want to elevate worker productiveness. There is a vast idea that productiveness
upgrades can handiest be finished via a fundamental reform within the location of
worker family members. Modifications are idea to be important both inside the
corporation and shape of labor and in the way in which employees are educated,
remunerated and prompted.
 Ms. Paspunoori Manvitha, Dr. D. Pranathi (2020) conducted “A STUDY ON

EMPLOYEE-EMPLOYER RELATIONSHIP MANAGEMENT AT
SELECTED SECURITIES COMPANY”: This study aims to understand the
nature of employee relations, their level of effectiveness, and its impact on Talent
Management with employee-employer relationship as the major element. The art
that monitors and manages relationships between individuals of different groups or
groups. Employee relationship management helps strengthen the bond
between employees and ensures that each is satisfied and enjoys healthy
relationships with others.
 Chukwuyem Joel Arimie (2020) conducted “A STUDY ON EMPLOYER-

EMPLOYEE RELATIONS AND EMPLOYEE ENGAGEMENT IN A
TERTIARY INSTITUTION IN BENINCITY, EDO STATE”: This study
aimed to explore the relationship between employer-employee relations and
employee engagement in a tertiary institution in Edo State. The results of this study
revealed that employee engagement is a by-product of employer- employee
relations and the quality of the relationship is one of the most critical factors that
drive engagement and satisfaction of employees.
 Jesse Pinkman (2020) conducted " A STUDY ON EMPLOYER EMPLOYEE

RELATIONSHIP THAT EMPLOYEES MUST BE MOTIVATED TO
AVOID POLITICS AND BLAME GAMES AT WORK ": Such activities are
considered highly unproductive and spoil the relationship among the employees.
Backbiting is a strict no no at the workplace. Avoid getting into unnecessary
controversies and useless criticism at work Respect your team members as well as
yoursuperiors. It is important that one trusts his management rather than
unnecessarily cribbingand finding faults.
 Myul Mang Tae (2020) conducted " A STUDY ON EMPLOYER
EMPLOYEE RELATIONSHIP TO ENCOURAGE GROUP ACTIVITIES
AT THE WORKPLACE": Motivate individuals to workLO together probably in
a group so that the comfort level increases. The more they talk, the more they get to
know each other. Give them a target, a deadline and ask them to take each other's
help and reach to a conclusion. They would definitely come closer this way and
start trustingeachothermore.
 Ayra Malhotra ( 2020) conducted " A STUDY ON EMPLOYER EMPLOYEE

RELATIONSHIP ABOUT UNDERSTANDING WHAT 'CONTROL'
MEANS: An employer doesn't necessary have to exercise their right to control the
employees .The standard law test should work as a balance in maintaining the
employer-employee relationship. Having strong employer and employee relations
reaps a lot of benefits for your business.
 Nikitha Alex (2020) conducted " A STUDY ON EMPLOYER EMPLOYEE

RELATIONSHIP THAT RESPECT ANY RELATION TO EACH OTHER
FOR EFFECIENT MANAGMENT": Employer-employee relations include both
individual relations as well as collective relations. Individual relations imply
relations between employer and employees. Collective relations mean, relations
between employers' associations and trade unions as well as the role of the State in
regulating these relations.
 Meghna Surya (2021) conducted " A STUDY ON EMPLOYER EMPLOYEE

RELATIONSHIP THAT BOTH PARTIES ARE RELEVANT IN THE
MANAGMENT": Employer-employee relations are the outcome of the
employment relationship in industry. These relations cannot exist without the two
parties-employer and employees." It is the industry which provides the setting for
employer-employee relations.
 Katherine Petrova (2021) conducted "A STUDY ON EMPLOYER

EMPLOYEE RELATIONSHIP THAT PARTIALITIES MUST BE
AVOIDED FOR A BETTER EMPLOYEE RELATIONSHIP ": Treat
everyone as one and every individual must respect each other's privacy. There is a
limit to everything and thus over indulgence in each other's work, too much of a
friendly nature should be avoided.
 Dr K.Sathish Kumar, Anindita Saha, Dr.G.Naga Rama Devi, L Chandra

Sekhar Reddy, Dr.Bazani Shaik, Dr.P.Vishnu Raja (2021) conducted “A
STUDY ON EMPLOYEE AND EMPLOYER RELATIONSHIP USING
DATA INTERPOLATION AND PREDICTION”: In the numerous employer
opinion analysis reports, the study tried to determine the employer-employee
connection. The goal of this investigation is to learn more about the employee-
employer interaction at the private agricultural service company at the centre of the
issue. This study's research strategy is based on some statistical methods that are
used to determine the exact outcome. The employer-employee relationship is one of
the most critical topics that every company should examine. This relationship is
crucial since Associate level personnel provide excellent service to the company. If
those employees are unsatisfied with the company's employees, their motivation
will suffer, and the company's productivity will suffer as a result. The primary goal
of this research is to establish a harmonious connection between workers and
management, as well as to identify strategies to increase the quality of industrial
peace by improving working circumstances.
 Lydia Akoth Opiyo (2021) conducted “A STUDY ON EMPLOYER-

EMPLOYEE RELATIONSHIP AND ITS IMPACT ON EMPLOYEES
ATTITUDE AND ORGANIZATION EFFECTIVENESS”: The main purpose
of this study was to investigate employer-employee relationship and its impact on
employee’s attitude and organizational effectiveness in the hospitality industry. The
study aimed at assessing the impact of employer- employee relationship on
employee’s attitude. It also aimed at assessing the employer- employee attitude on
the organizational effectiveness. This study employed a descriptive design. The
study was conducted in restaurants within Nairobi. The population of the study
comprised of the restaurant employees. The population size examined was 45 and
the sample size that the researcher used 41.
 Nandana Varadarajan (2021) conducted "A STUDY ON EMPLOYER-

EMPLOYEE RELATIONSHIP IN CASE OF TRANSPARENCY IN
COMMUNICATION FOR A HEALTHY EMPLOYEE RELATIONSHIP
MANAGMENT": Employer employee relationship based on transparency in
communication. Both parties must maintain good communication through each
other. Both parties must have the knowledge about the activities conducting in the
company. Employer and employee should maintain close relation through effective
communication.
 Kumar Krishna (2022) conducted " A STUDY ON EMPLOYER EMPLOYEE

RELATIONSHIP THAT BOTH PARTIES HAVE DYNAMIC
CHARACTERS: Employer-employee relations is a dynamic and developing
concept. It undergoes change with changing structure and environment of industry.
It is not a static concept. It flourishes or stagnates or decays along with the
economic and social institutions that exist in a society. The institutional forces give
content and shape to employer-employee relations.
 Ian Walter (2022) conducted " A STUDY ON EMPLOYER EMPLOYEE

RELATIONSHIP BASED ON ASSIGNING CHALLENGING WORK TO
YOUR TEAM MEMBERS SO THAT THEY FEEL MOTIVATED TO
DELIVER THEIR LEVEL BEST": Do not assign something which they do not
find interesting.The responsibilities must be divided equally among the team
members and no employee should be overburdened. Every employee should be
aware of his key responsibility areas to avoid confusions. No way should the work
get monotonous.
 Sreya Nair (2022) conducted " A STUDY ON EMPLOYER EMPLOYEE

RELATIONSHIP THAT SUPERIORS OR THE TEAM LEADERS MUST
NOT ACT PRICY AND TRY TO DOMINATE THEIR TEAM MEMBERS”:
The employees must be able to fall back ontheir team leader anytime. The team
leader must understand the needs and expectations of his employees and should not
be too harsh to them. If they want a leave for a genuine reason do grant them.
CHAPTERISATION
CHAPTER 1: Deals with the introduction of the study
CHAPTER 2: Deals with the theoretical background
CHAPTER 3: Deals with the company profile
CHAPTER 4: Deals with the data analysis and interpretation
CHAPTER 5: Deals with the findings, suggestions and conclusion

CHAPTER 2
THEORETICAL
BACKGROUND
THEORETICAL BACKGROUND
Employee employer relationship could be studied in reference of empowerment

and interpersonal trust in the organization. It could help to improve organizational
profitability Employee Relations are practices or initiatives for ensuring that
employees are happy. Employee Relations offers assistance in a variety of ways
including employee recognition, policy development and interpretation, and all types
of problem solving and dispute resolution Employees in such organizations develop
attitudes very different from those in another organization that does not make any such
differentiation and is more secular in its policies Employee Relations is concerned
with the systems, rules and procedures used by unions and employers to determine the
reward for effort and other conditions of employment, to protect the interests of the
employed and their employers, and to regulate the ways in which employers treat their
employees.
EMPLOYEE EMPLOYER RELATION PROCESS
Applying ERM requires specific processes that offer operational measures to

achieve the objective of individualized, mutually valuable relationships. A first group
exclusively focuses on recruiting which explains the term "candidate. Relationship
management". By contrast, a second group focuses on all customary HR domains, i.e.,
beyond recruiting also development, compensation, etc. The combination of domains
and characteristics as categorization criteria hence offers an instructive possibility to
categorize ERM processes as well.
The cores of ERM process can be classified in three general areas according to their
general roles are:
1. Collaborative processes: It refer to the interaction between

organization and employees in recruiting, development, compensation,
etc. things that are required for building and maintaining the intended
relationships.
2. Operational processes: It refer to all administrative activities related to

Recruiting, development, compensation, etc., as required by the
strategic aim of the concept. The main difference between this and
current operational HR activities lies in the consistent orientation
toward individual employees. In operative compensation, for example,
payroll processing changes from calculating identical salary
components to calculating different and even unique components for
each employee.
3. Analytical processes: It refers to the collection, preparation and

provision of the in-depth information required to support decisions in
operational and collaborative ERM. Major information needs to refer to
individual employee preferences, to the history of individual operations
and collaborations and, in particular, to reasonable future operations
and collaborations. In brief, ERM processes are comprised of
collaborative, operational and analytical activities within the familiar,
however consistently individualized HR.
ROLE OF HR IN EMPLOYEE EMPLOYER RELATIONSHIP MANAGEMENT
A human resource plays a key role in binding the employees together. He/she
must undertake certain activities which help in strengthening the bond among the
employees and bring them closer. The individual taking care of the HR activities plays
a key role in involving all the employees into something productive which would give
them an opportunity to know each other well. The human resource department must
ensure that several group activities are being organized at the workplace to bring all
employees on a common platform.
The employees are satisfied with their job responsibilities, they send to remain
happy and avoid conflicts with each other. Individuals develop a feeling of trust and
loyalty towards their organization and don’t waste their time and energy in
unproductive tasks. A motivated employee works better and at a much faster rate as
compared to other.
The team leader of the employer plays an important role in promoting healthy
relation at workplace. It is essential that the employer assigns challenging tasks to his
team employee as per the qualification.
ROLE OF COMMUNICATION IN EMPLOYEE EMPLOYER RELATIONSHIP
Communication is not only important in our daily lives but also plays a crucial
role at workplace. It is one of the most important factors which either improves or
spoils the relationship among employees. The communication has to be transparent
and precise for a warm relationship among employees, Clarity in thoughts is
important. Don’t assume that the other person will come to know on his own what is
going on in your mind. The thoughts must be converted sensibly into relevant words
such that the other person is able to understand you well.
The employees must be very clear about what is being expected from them.
Their key responsibility areas, roles and responsibilities must be communicated to
them in the desired form for them to perform their level best. Don’t play with words.
Be straightforward and precise in what you expect from your team members. Don’t
blame them later. Haphazard thoughts and abstract ideas only lead to confusions and
spoil the relationship among the employees.
Important information should be passed on in the presence of each and every

employee for better clarity. Every employee should have the liberty to express his
views and ideas. Don’t expect you would clear your doubts later on, ask questions then
and there. No one would feel bad, rather appreciate your interest and attentiveness but
do not jump in between Do wait for your turn to speak. Don’t meet anyone separately
as the other person might feel neglected or left out resulting in major displeasure and
conflict among the team members.
Depend more on written modes of communication as they are more reliable as

compared to verbal communication. An individual might back out if the information is
passed on to him verbally as there are no records, but it never happens in written
modes of communication. Prefer passing on information through Emails. All the
related team members must be marked a carbon copy so that everyone knows what is
being communicated to his fellow member. One should master the art of writing
emails. Remember an email is nothing but a mirror image of one’s thoughts. Make
sure that your mail is self-explanatory and every one is clear about your ideas and
opinions
MOTIVATION IN EMPLOYEE EMPLOYER RELATIONSHIP
Motivation can be defined as stimulating, inspiring and inducing the

employees to perform to their best capacity. A motive is an inner state or desire which
energizes an individual to move or to behave towards achievement of goal. Motive
arises out of needs of an individual. When a motive emerges in an individual. It causes
restlessness as he wants to fulfill his motive.
Motivation induces people to behave in such a manner so that they can achieve
their goal. Motivated person need no supervision or direction. He will always work in
desired manner. The motivation improves the efficiency level of employees which
means the employees start performing the job to the best of their ability with minimum
wastage of time and resources because motivated employees always go for best
utilization of resources. The motivation bridges the gap between the ability to work
and willingness to work and willingness always improves efficiency.
In motivation the relations between employee and employer are always

improved. When the employees get their need satisfied or get the recognition and
respect in the organization then they always offer a supportive hand to superiors.
There is more cooperation and co-ordination in the organization and all the employees
Work with the team’s spirit.
EMPLOYEE RELATION AND ITS IMPACT ON EMPLOYER PERFORMANCE
An effective employee relation involves creating and cultivating a motivated

and productive workforce. It’s necessary to keep the dynamics of employer-employee
relationship in mind. It covers all the relation between employers and employees in
industry. Employee relations also includes giving scope for employee participation in
management decisions, communications, policies for improving cooperation and
control of grievances and minimization of conflicts People are generally motivated
from within, but HR and organization focus should be on what they can do to help
foster the type of environment where employees thrive to give their best performance.
Motivated employees have higher level of work engagement, reduced Time over and
better performance as compared to disengaged employees. Since the organization
success is directly linked with the performance of its employees the companies
maintaining strong employee relations initiatives will benefit because their workforce
is highly motivated to put their best efforts. Hence managing these relationships
becomes important for business success, strong and healthy relationships can lead to
greater employee happiness and even increased productivity.
STRATEGIES TO IMPROVE EMPLOYEE EMPLOYER RELATIONSHIP
The management promotes healthy employee relations at workplace to extract

the best out of each individual. Competition is essential but it should not promote
negativity or any kind of positive among the employees. The strategies for a healthy
employee relationship in the organization are:
Encourage individuals to share their work with each other: This way people.
Tend to talk with each other more, discuss things among themselves and thus the
comfort level increases. Let them work together and take decisions on their own. A
team leader should intervene only in extreme cases of conflicts and severe
Misunderstandings.
Assign them targets and ask all your team members to contribute equally and
achieve the target within the desired time frame. Motivate them to work in groups.
These way employees have no other choice than to trust their fellow workers and take
each other’s help as well. An employee must have the liberty to express his ideas and
all of them should sit together to decide on something which would be beneficial to all
Encourage effective communication among the team members. It has been observed
that poor communication leads to confusions and misunderstandings The
communication has to be precise and relevant. One should not play with words and be
very specific about his expectations from his fellow workers as well as the
organization.
BUILDING AND MAINTAINING EFFECTIVE RELATIONSHIPS WITH
EMPLOYEE-EMPLOYER
Effective relationships between employer and employees are vital to the

performance of a company. The quality of employer and employee relationships can
impact organizational outcomes such as profits, customer service, job satisfaction, etc.
A climate of good relationships between employer and employees can help recruit
quality staff, and can keep employee turnover low. This relationship can be one of
three types: low, medium-, and high quality.
1. High-Quality (HQ) Relationship:
Admiration, and social exchange. HQ employees are the “go to

person” or the “star employee”. They exhibit higher levels of performance, job
satisfaction. Dependability, and have low turnover. HQ relationships are high
maintenance for employers since the relationships tend to be differentiated by high
levels of mentoring, coaching, and socializing.
2. Middle-Quality (MQ) Relationships:
These employees tend to be your “worker bees” or the “engine” of your

organization. The organizational outcomes of the middle-quality group are similar to
those of the HQ employees. For example, they perform just as well as HQ and have
higher levels of job satisfaction, and lower levels of stress and role ambiguity. More
importantly, these employees tend to be self-sufficient.
3. Low-Quality (LQ) Relationships:
LQ employees tend to have higher turnover and are less productive. They
experience higher levels of uncertainty about their roles and abilities, therefore
requiring more managerial oversight. This requires a disproportionate amount of a
manager’s time and resources to address these issues.
EMPLOYER’S RESPONSIBILITIES FOR EMPLOYEE RELATIONS
The way people feel about their work is strongly affected by HR practices;
thus, it is the responsibility of Human Resources departments to encourage good
employee working relationships. Employers need to invest time to fully understand
what is meant by employee relations, and how to strengthen employee relation skills
and competencies. Establishing employee relation strategies in your workplace will
enable you and your HR department to keep the focus on ensuring employee
involvement, commitment and engagement practices are maximized and implemented
in all departments.
Employee relations can be used as a strategic tool to manage both the downside
risk of non-compliance with an expanded body of employment law. And the upside
risk of failing to deliver maximum business performance. Many employers use
employee relations strategies to manage the Workplace Conflict in their organization.
TRAINING AND COURSES IN EMPLOYEE RELATIONS
Employee relations training and courses aim to show the ways in which
employee involvement produces business benefits, and are particularly beneficial to
HR staff and managers. Developing employee relations skills generally results in more
effective teams, that have less time away from the workplace, are happier, more
engaged and have an overall higher achievement of business goals and financial
returns. Employee relations training and courses aim to provide managers with
advanced communication skills, knowledge on the benefits and results of recognizing
and rewarding individual employee contribution and how to implement and operate
employee relations skills across the organization. Training and courses help managers
to become more understanding of employee relation skills.
INDUSTRY PROFILE HANDLOOM INDUSTRY IN INDIA
Handloom industry is one of the oldest and traditional cottage industries in the
country. Next to agriculture it provides large employment opportunities to the people.
It ranks second in terms of size and income. Handloom industry is almost old as Indian
civilization.
Handloom sector in India has an important role to play in the country's

economy. It provides direct and indirect employment to over 30 lakhs weavers. The
industry generates indirect employment to other like loom manufactures, dyers,
printers, processors. The most notable feature of Indian Handloom Industry is its
glorious survival in the competition with large scale mill sector.
The handloom industry spreads all over the country. Tamil Nadu is the most
flourished state in respect of handlooms followed by Andhra Pradesh, Uttar Pradesh
West Bengal and Assam in the order of having maximum number of looms. Tamil
Nadu and Andhra Pradesh together contribute 60% of the handloom production in the
country. Handloom industry is unparalleled in its flexibility and versatility, permitting
experimentation and encouraging innovations. The strength of Handloom lies in the
introducing innovative designs, which cannot be replicated by the Power loom sector.
Thus, Handloom forms a part of the heritage of India and exemplifies the richness and
diversity of our country and the artistry of the weavers. Handloom production has
significant contribution to the National GDP and export earnings. According to the
Ministry of Textiles, export earnings as late as 1998-99 was Rs. 1,956 crore. Current
figures are also estimated to be around the same figure. The handloom sector provides
employment to an estimated 12.5 million people and is the largest rural employment
provider next to agriculture – generating jobs in semi-urban and urban areas of India as
well. According to surveys conducted by various research institutions over the recent
past, the country has more than 38, 00,000 handlooms. In north-eastern States, there
are more than 15, 00,000 domestic handlooms. Handlooms in north and south India are
geared for commercial production for domestic market and also exporting their
products abroad.
The handloom sector had a remarkable change in the nature and structure of
production, technology and marketing since the late 1960s in response to the change in
the textile production and marketing according to the regional and local specificities.
Equally important changes have occurred in the social life of the weaver communities
shaping their survival responses. The factor that contributed to this change is the
growth of power looms which recorded an unprecedented increase from 1.5 lakh in
1963 to 3.09 lakh in 1975.The direct impact of the power loom growth on the
handlooms is that the addition of the power loom resulted in the displacement of six
handlooms. Its impact could clearly be seen in the gradual and visible displacement of
weavers, decline of their economic well-being and loss of their independence in the
production process. It is necessary to examine the changes in the organizational
structure and the relations of production in the handloom industry to appreciate this
process. On the basis of this the handloom sector can be divided into Independent
Weaver, Co-operative, and Master-weaver sectors.
PROBLEMS OF HANDLOOM INDUSTRY IN INDIA
With the growth of power loom sector since the sixties, and the low priced
power loom products penetrating the market, especially in the country side, the
handlooms had to face cut throat competition from the former. Again, the rising prices
of cotton hank yarn and dyes made the handlooms vulnerable. This was mostly
affected by the independent weavers and small master-weavers-cum-traders owning
few looms and employing wage labourers. The displacement of the independent
weavers led to growth of the major urban power loom and handloom centres under the
master- weavers: with men weavers migrating to them and women weavers shifting to
beedi making.
In urban areas where alternative employment opportunities are relatively

better, young weavers taking up job of shop assistants, shifting to construction works
etc., as the skilled handloom weaving is found to be less attractive due to low wages
and continual insecurity. The handloom co-operatives are a major segment accounting
for a large proportion of weavers, next to the master –weaver segment. The entry of
vested interests and their increasing use as channels of political ascendancy by the
community elite drifted the handloom co-operatives away from their true purpose.
Further, the increasing political and governmental interference, development of
bureaucratic tendencies and corruption hampered their autonomous functioning.
Again, the ineffectiveness of the co-operatives in ensuring regular supply of the raw
materials and the inordinate delay in the payment of wages, has forced the average
weaver to prefer to work for the master-weaver. As a consequence of this, a number of
co-operatives, which once had successful record, have been rendered non- functional.
Some of the bogus co-operatives, floated by influential master-weavers/local
politicians and also the power loom owners to corner the public funds and marketing
facilities extended by the state apex handloom co-operative bodies, have not only
robbed the genuine co-operatives of their due share but also contributed to the
credibility crisis of the co-operatives movement. (Srinivasulu, 2010) .In the master-
weaver system, master-weaver produces cloth by employing wage labour. He markets
the product either directly or sells it to traders. Two types of production practices can
be seen under this system.
 Put-out system, the weaver works at his home on his own loom using the
raw materials supplied by the master weaver for a piece-wise wage. The entire
family of the weaver is involved in the production process – with the adult
members engaged in weaving and the aged and children helping in the
preparation of accessories.
 In the Kharkhana system, the weavers work on the looms provided by

master weaver under one roof .Critical to the crisis in the handloom industry has
been the rise in the prices of yarn and dyes. The fluctuating nature of prices of
yarn imposed great hardship on handloom weavers. The trade liberalization
initiated as part of economic reforms had made the problem bigger by allowing
exports. The master- weavers disinclined to continue production, thus finding
them out of work, the weavers were pushed into starvation and suicides.
(Srinivasulu, 2010).The loom- lessness and loom idleness are two aspects of the
displacement and marginalization of handloom weavers. When a weaver
displaced from work leaves his native village he becomes loom less and his
loom back at home idle.
The strength of the handlooms lies in its ability to commercially
produce the goods in small volumes, quick switchover to new designs and creation of
exquisite designs which cannot be made on the power looms. For this the government
has to support to develop new designs, new fabrics and new products having market
acceptance and commercial viability, which may not be easily replicated on power
looms. (GOI, 1996, 39). On the basis of this, the Mira Seth report recommended an
export growth strategy for the handloom survival.
For more than five decades, the poor handloom weavers remained
spoon-fed through Government Schemes and they continue to look up the Government
for anything and everything. Only the upper crust of the weaver community could
attempt to survive the ensuing competition, while the bulk of the weavers have to
simply give up their occupation.
The handloom sector presents a quite complex picture of diversity. The
strength of the handlooms has been the regional specificity and specialty of their
products determined by the historically inherited community skills, techniques and
designs and tuned to the local traditions, cultural practices and community needs.
Ignoring this reality, if the fashionable prescription of the official policy makers to the
handlooms to go ‘global’ were to be accepted and followed, the end to the handlooms
weavers would not be very far away. The future of the handlooms depends on the
organized struggles of the weavers against the anti-handloom policy dispensation of
the rulers. (Srinivasulu, 2010).
Financial Crisis: Majority of the handloom units have limited financial resources
to spare to put even simple marketing concepts into practice. Many of them are faced
with multiplicity of problems. If improvements are provided to their current problems
and sincere efforts are made to change the marketing culture in which they are
operating, can enable the handloom market to increase the sale of their products and
thus increase the overall market demand for their products which will result in an
increase in their market share. Problems in marketing and non-availability of raw
materials. The steep rise in cotton yarn prices without a corresponding increase in
handloom product prices made the production of handloom suspended in some places,
destroying the livelihood of handloom weavers and laying off handloom wage
workers. (NHDC, 2006-07). Stiff competition from power looms. Addition of one
power loom resulted in the displacement of six handlooms. The result of the power
loom proliferation makes the gradual and visible displacement of the weavers, decline
of their economic well-being and loss of their independence in the production process.
(Sankaran, 2009) [6]. Today power looms dominate textile production in India and
have encroached upon the handloom sector’s traditional market. Many handloom
weavers do not have enough raw materials and it is because the raw material is being
diverted to power looms. (AMS, 2006 - 07).Non-availability of skilled and specially
trained labourers. Organize skill development training programme for poor handloom
weavers. Skill training, subsidy loans etc. is already given by government. What is
needed is to give a country wide movement. Low living style and suicides of handloom
weavers due to the entry of foreign companies and their prominence against handloom
resulted in low wage rates for handloom weavers.
The Indian handloom is associated with the country’s freedom struggle. Prime
Minister Narendra Modi in his first radio message urged every Indian to use something
made of Khadi – a bedspread or a handkerchief, own a piece of Khadi and it will be a
benefit for the poor. The handloom sector in India is a significant employer across the
country. As per Census 2009-10, it employed 43.3 lakh weavers and ancillary workers.
Handlooms that account for nearly 11 per cent of fabric production in India
contributed Rs.2812 crore to exports in 2012-13. According to the Labour Ministry of
India’s quarterly surveys India’s textile industry created the highest number of jobs,
even more than IT in the first quarter of this fiscal year. Despite the figures, the sector
seems to be festering. The number of people it employed dipped by 21 lakh since
1995- According to the Third Handloom Census of India, only 25 per cent of weaver
households report that their children are interested in taking up handloom as a
profession. Handloom industry, in spite of a large employer in rural India, comprised
of a workforce of 77 per cent women, the sector has largely remained poor and lacking
in basic facilities for a vast majority among the weaver population.
A common problem in the industry is the difficulty in acquisition of yarn.
Currently, the National Development Corporation meets nearly 15 per cent of the yarn
requirement of the handloom sector. In many areas, weavers have little or no access to
yarn. How weaving works compounds the issue. The master weaver act as middlemen
providing yarn, work and pay for others. So democratic access to yarn, dyeing
facilities etc. are usually not available to everyone. The Planning Commission
recommends common facilitation centres that can be used democratically by any
weaver for a small fee. Chanderi weaving cluster in Madhya Pradesh is an example for
this model. It has as many as 35000 handlooms and a majority of the weavers working
as wage earners. Yarn and dyeing depots were set up for any weaver to use at a
nominal fee. About 80 per cent of the weavers work with master weavers and they lack
direct access to credit facilities. Nearly 47 percent of handloom worker households
own Below Poverty Line (BPL) ration cards. The NDA government has promised to
revive the sector and the UPA-led government also had large welfare schemes for the
community.
It waived off loans worth Rs.3, 884 crore. It also included a special Rs.
2,350 crore scheme for weaver’s credit cards, 3 per cent interest subsidy, margin
money assistance ( Rs. 4,200-5,400), credit guarantee, 10 per cent subsidy on yarn and
transportation subsidy (between 2.5 and 10 per cent). But it is alleged that still the
benefits are yet to reach to all the weavers and such benefits utilized by only a few.
Weavers also lack basic entitlements such as healthcare. The nature of weaving –
which involves repetitive movement is linked to occupational health hazards. Body
pain, pulmonary problems, chronic bronchitis, decrease in hand-grip and eye problems
are common. Currently handloom welfare schemes provide life/health insurance. In a
detailed evaluation of this insurance scheme seen that weavers don’t trust the doctors
and clinics empanelled with ICICI Lombard, the implementing agency for the health
insurance scheme, primarily due to issues with reimbursement of claims. Only 67 per
cent weavers who availed in-patient hospital services, claimed reimbursement due to
their view that ICICI Lombard is a company did not settle reimbursement claims. This
problem is severe in rural areas. Due to the above issues, the Ministry of Textiles has
accepted the proposal to bring the scheme under the Rashtriya Swasthya BimaYojana
and the merger is expected to be completed by the next financial year. By doing so it
expects the operational mechanism of the scheme should ensure proper reach of the
implementing insurance company, enabling the enrolled weaver’s families to get
cashless OPD/IPD facilities close to, if not at their door step. Marketing of handlooms
requires urgent attention.
HANDLOOM INDUSTRY IN KERALA
In the state of Kerala, handloom occupies a preeminent position next to coir

industry. This industry plays a vital role in Kerala's economy Resides giving clothing
needs of the people, it provides direct employment to two lakh people.
Most of the handloom development programs are implemented through the

primary handloom weavers cooperate societies. About 80% of the handlooms in the
state are brought under the cooperative sector. There are two apex institutions, one for
the handloom primary cooperative societies and the other one for the private individual
weavers cooperate society limited (HANTEX) and Kerala State Handloom
Development Co-operative Lid (Hanvee). The handloom sector in Kerala employs
about 1.75 lakh of people directly and indirectly and this stands second to the coir
sector in providing employment among the traditional industries of the state. The
handloom industry in the state is concentrated in Thiruvananthapuram, Kannur,
Kozhikode, Palakkad, Ernakulum, Thrissur, Kollam and Kasargode Districts.The
Kerala Kasavusarees are praised by women all over India for their fineness of count
and natural colours, texture and golden borders. Kerala is also known for the
manufacture of cottonhandloom fabrics in Kannur, Vadagara and Kozhikode and has
captured an export market. Balaramapuram in Thiruvananathapuram district is the
most historically important and one of the oldest handloom centers in Kerala. The
weavers belonging to Chaliyas community migrated from Nagarcoil and Thirunelveli
in Tamilnadu during the period of Balaramavarma, ruler of Travancore about 250
years back. Kuthampully in Thrissur District is also well known for handloom fabrics.
In Kuthampully Devangas migrated from Karnataka are engaged in weaving. It is
believed that this community of traditional weavers were brought by the Kochi Royal
family about 500 years back to make dress exclusively for the palace.
Chennamangalam in Ernakulum District is also an important handloom centre in
Kerala. Here, the weavers are producing the Double Dhoti and Mundu and Neriyathu.
Competition from Tamilnadu handloom sector is another problem faced by the

handloom sector in Kerala. This also affects the market of the Kerala handloom
products. For the efficient use of all the resources the employment of a suitable human
force is essential. The need for capable working force is ever increasing more and
better trained employees are constantly needed in all enterprises. Manpower planning
plays a vital role in the achievement of the common goals of the enterprise. One of the
major problem relating to labour in the handloom sector is training to the labours. The
basic requirement for the development of the industry is constant technical
improvement. Due to lack of adequate and properly trained workers, the handloom
sector is unable to pay constant attention to the technical improvement that makes the
handloom cloth more durable and more attractive to the consumers. Technical and
management problem also affect the performance of handloom weavers society.
Generally persons with no background of managerial knowledge are appointed to
manage the affairs of the co-operative societies. Among the managerial problem the
most important is the lack of efficient managing committee. Often retired officers from
the industries department with no business ability are inducted into the society. Some
of the Kerala handloom products having geographical indication tags, and these
include Chennamangalamsarees, Kuthampullysarees and Kannur sarees. These fabrics
are popular among public. The fabrics are coloured with lasting quality materials
certified by geographical indications registry. The weavers allowed the traditional
methods in the early days to produce Indian clothing like Kasavu, double dhoti, veshti
and settumundu. All traditional handloom is a part of village life in Kerala. The
handwork of traditional weavers is blended with contemporary concept too offer
creative value addition to handloom products. Rhythm of the looms weaving together
resonates in the air to remind the new generation about the glorious past this cottage
industry had in the Kerala society.
CHAPTER 3
COMPANY PROFILE
COMPANY PROFILE
Kerala state Handloom Weavers Co-operate Society limited No-232 known as

Hantex is registered as co-operatives and Kerala co-operatives sponsored by the
government of Kerala. The registered office of the society is in Trivandrum district of
Kerala state Handloom Weavers Co-operate Society (special status) Act-1960.
Hantex is functioning according to Kerala state co-operative societies Act-

1969. The members of Hantex are primary societies; it renders assistance for the
members in the production and marketing of products. Hantex produces and markets
an incredible quantum of handloom cloth covering five million meters per annum,
giving a unique look and feel eco- friendly comfort. The latest innovations are used in
the Design Department of Hantex with the help of Computer Aided Design (CAD)
system to create design for domestic and international markets.
Hantex has one of the largest distribution networks in the state and well
established in all major towns and semi-urban areas. Hantex comprises of 4 Regional
offices, 7 production centers, 4 Factories and 98 showrooms. Hantex have over 7
production centres and 98 sales outlets with most modern infrastructure to market hand
craft fabrics, furnishing, made-ups, Sarees, traditional wears etc., strictly in tune and
harmony with eco-friendly norms for internal and external markets.
The product of Hantex is having high demand throughout Kerala state through
competition with co-opex (Tamil Nadu Handloom Co-operative society). For checking
out the product strategy for each region, Hantex sought the help of National Institute
for each design, Ahmadabad and weaver's service center, Kannur.
The Petrofils Co-operative Ltd. of Baroda is also involved in the program of

increasing polyester production. Hantex has setup a processing plant of
Balaramapuram for an outlay of Rs 1 crore with financial assistance of the government
of India.
HISTORY OF THE ORGANIZATION
Before 1961 there were three central societies in handloom sector. The three
societies were Kerala State Handloom Weavers Society of Malabar area with its
headquarters at Kozhikode from north Kerala, Cochin Central Handloom and
Handicraft Marketing Cooperative Society with its headquarters at Thrissur from
central Kerala and Sri Moolam Central Handloom Weavers Co-operate society with its
head at Thiruvananthapuram from south Kerala passed and act (Special Provisions
Act, 1960).
The three societies amalgamated on July 24, 1961 and formed Kerala State
Handloom Weavers Co-operative Society Ltd. No H232. It is popularly known as
Hantex. Actually, the name handed is the society's trade name around 450 handloom
societies are now members of the society. Membership of Hantex is limited only to
primary handloom societies and spinning mills.
DEVELOPMENTS AND ACHIEVEMENTS
The share capital of the society is 3 cores at the time of formation. But now the
authorized share capital of the society is 20 cores. Hantex is a protective umbrella to
around 450 primary societies, which stated its operations with around 71 outlets an
annual sale of around Rs. 27 lakes in 1961 has today grown to a large enterprise with
98 sales outlets.
The procurement of handloom goods in 1961-2002 has risen to Rs 35 cores.

Hantex divided Kerala into 7 regional officers. They are situated at
Thiruvananthapuram, Kollam, Ernakulam, Trissur, Kozhikode and Kannur.
AREAS OF OPERATION
The area covered by Hantex is too wide. It covers almost all areas of Kerala
and it has some business in the state of Tamil Nadu and Karnataka.
OBJECTIVES OF HANTEX
The main objective of the society is to supply raw materials to member

societies. For this they make bulk purchase of raw materials. The mission of Hantex is
to organize and market the product of primary societies.
The Important objectives of Hantex are as follows:
● To organize and promote handloom industry on commercial basis.
● To give financial assistance to the member societies.
● To supply raw materials to afflicted societies.
● To market the products of the finished products of member societies.
● To supply improved appliances of member societies.
● To develop, assist, direct and control the working of affiliated weaver's society.
● To establish and run depot within or outside the state for exhibition and sales
of products.
● To advice the societies regarding the production of improved and easily
marketable pattern and design.
● To coordinate all member societies under a single umbrella.
● To provide employment in rural areas. One of the major objectives of the
societies is to assist the primary handloom products within and outside the
state. In order to meet the objectives, Hantex distributes raw materials and
looms on outright on loan basis to the establishment of units for blenching,
drying and printing
WORKING UNITS
The society has two weaving centers in the state - one at Balaramapuram and
the other one at Kannur. The society undertook the responsibility of yarn procurement
and distribution. The society participated in exhibition cum sales at 17 places
including the major cities in India like Chennai, New Delhi and Mumbai. It has
supplied handloom clothes to the various government departments. These units were
earning profits at the initial years. Now it is in loss due to LPG (liberalization,
privatization and globalization policy of the government.
Hantex has four working units:
a) Hantex international garments
This is a tiny garment unit situated at Thiruvananthapuram with a fixed

capital of Rs 2.78 lakhs. The products of these units are sold through Hantex house.
Some products are also used for export.
b) Weaving and dye house:

This unit at Thiruvananthapuram has 69 looms and was started with an
invention of importing the latest techniques of weaving There are four types of looms
used here They are Chitaranjan looms, Fame looms, Jacquard looms, Pedal looms.
c) Pattern weaving factory:
The objective of pattern weaving factory at Kannur is to evolve suitable design

for the production of fabrics and distribute the same to the weavers to improve the
quality and design of the handloom fabrics produced by them. The products are sold
through Hantex sales outlets.
d) Sales outlets:
Sales outlets of Hantex are known as Hantex house. There are 98 sale outlets
both. The Hantex houses are managed by the manager.
PRODUCT PROFILE
Hantex is engaged in the production and marketing of all handloom

items. Its product line covers sarees, bed sheets, and dhotis furnishing cloths, shirting,
suiting, jubbah, napkins and pillow covers. Hantex's products are made up of cotton
and polyester. But cotton items are produced in large quantity.
PRODUCT LINE
 Cotton item
⮚ Sarees
⮚ Double dotty
⮚ Bed sheet
⮚ Pillow cover
⮚ Shirting
⮚ Floor mats
⮚ Towel
⮚ Thorthe
 Polyester item
⮚ Suiting
⮚ Matching set
 Garments
⮚ Suiting
⮚ Jubbah
⮚ Shirting
NETWORK OF HANTEX
Hantex has about 450 primary societies as its members and the products of
these societies are being marketed through 98 sales outlets. Hantex will open trade
fares and exhibitions in major cities of the state during festival seasons like Onam,
Christmas and Vishu. The head office at Thiruvananthapuram have a central god own
is attached to the head office.
The regional offices are located at the district headquarters such as Kollam,
Ernakulam, Palakkad and Kozhikode. These offices are headed by the regional
manager with adequate staff attached with a central god own to the need of the
concerned region.
FUNCTIONAL DEPARTMENT
There are three important departments. They are:
 Marketing department
 Finance department
 Advertisement department
1. MARKETING DEPARTMENT:
Marketing of Hantex products are based on festival season. More than half of
the total sale of Hantex is achieved in Onam. Government gives 30% of rebate on the
products of Hantex for boosting up sales. The huge purchase of cloths made by various
government departments.
o SALES PROMOTION:
For increasing the sales Hantex improves the quality of the products to obtain
maximum supply orders. Hantex is planning to open new and improved showroom in
cities and also trying to improve export by improving the quality of products. conducts
lucky draw during the festival season for boosting sales.
o ONAM REBATE SALE:
The 60% of the sales is achieved in Onam rebate sale. For improving sales in
festival seasons, Hantex aimed at improving advertisement, conducting lucky draw
and government credit. Hantex offer credit facility to government employees in five
instalments.
o EXPORTS:
Hantex sells its products not only within the country but also outside the
country. The society mainly exports its products mainly to United Kingdom and Japan,
but the export market of Hantex is negligible, it exports only 10% of total sales.
Government gives export subsidy and incentives for handloom products.
o COMPETITION:
Hantex face competition from:
● Hanveev
● Co-opex
● Power loom
o CHANNELS OF DISTRIBUTION:
Hantex sell their products through retail outlet, and export. Hantex distributes
the goods by using their own vehicles.
o PRODUCTION CENTRES OF HANTEX
The production centers working under the Hantex are following:
⮚ Hantex procen house - Pappanamcode and Balaramapuram
⮚ Hantex international garment unit – Thiruvananthapuram
⮚ Hantex head office weaving factory and dye house – Thiruvananthapuram
⮚ Hantex design research and product development centre – Thiruvananthapuram
⮚ Hantex garment unit – Wayanad
⮚ Hantex pattern weaving factory – Kannur
o PURCHASE SECTION
The primary co-operative societies are largely depending upon Hantex for
their operations like procurement of yam chemicals. The major activity of Hantex
though is marketing of handloom fabrics, the required raw materials viz, yarn is
supplied to member’s societies to enable them to produce salable varieties of fabrics
for achieving this objective, Hantex assistance is provided by government in the form
of loan for setting up raw material bank.
o PRODUCTION WING
Hantex has seven production centers throughout Kerala under 4 regions. These
production centers are situated at Thiruvananthapuram and Kollam under
Thiruvananthapuram region, Kottayam and Ernakulam under Ernakulam region,
Thrissur under Palakkad region and Kannur under Kozhikode region. Production is
only a minor function.
from primary societies. The procurement officer checks the quality of products by new
machines. The width, length and count are specified. The standard weight of double
dhoti is 250 gm.
Hantex procure goods, which have high demand in the market
and take a strong decision of not procuring the products which are not moving
in the market.
o SUPPLY CENTRAL DEPARTMENT
The handloom fabrics are collected from primary societies by providing 13%
of profit to Hantex, the whole goods procured by the Hantex are stored in the central
depot and in each region, and there are four regional central depot.
2) FINANCE DEPARTMENT
Financial manager is the supreme authority of the finance. He is responsible for

the financial matter as well as to board of directors. There is a deputy financial
manager to assist financial manager duties. The main function of finance manager is to
take decision regarding utilization of funds. The major source of finance from
government and from member societies in the form of shares. Hantex got finance also
from NABARD co-operative bank as loan and cash credit, grand’s from government
etc.
Depreciation is calculated on the basis of diminishing balance method

application of standard costing principles are only limited. There is no formal cost
volume profit a analysis in the organization and there is no sufficient working capital
in the organization.
Budget is being prepared yearly and is being prepared for each and every item
and finally a master budget is also prepared rolling budget, are not practicing m the
organization. Budget is prepared by the finance manager in co-operation with
managing director. Board is the budget controller and departmental heads such as
marketing manager administrative officer and finance manager are in budget
committee. Trend methods are used for preparing budget.
o FUNCTIONS OF FINANCE DEPARTMENT
● Supervision of all financial accounts
● Watching of bank operators
● Accessing the financial position
● Procurement of finance from NABARD, Co-operative bank,
government etc.
● Proposal for utilization of funds preparing budgets
● Preparing loss account and balance sheets
● Preparing of yearly reports
o SOURCE OF FINANCE
● Share capital contribution from government
● Share capital from members
● Fees from members

● Borrowings from financial institutions like SBI, RBI, SFC'S, LIC and
NABARD etc.
Grants and loans from government MANPOWER PLANNING

Administration officer analyses the present and future vacancies that may occur as a
result of retirements, discharges, transfers, promotion, sick leave, leave of absence or
other reasons. He also analyses the change of present and future expansion in the
various departments. And he reports to board as well as to PSC regarding vacancies of
posts. GRIEVANCE PROCEDURE Hantex have adopted the employee's grievance
and redressed programs. Employees’ complaints are reported to the managing director.
If the managing director cannot solve the grievance, it will be passed to the appellate
tribunal and then to the registrar. PERSONAL FILE Administration department
maintains the personal file of the employees. It contains all the details regarding
employees such as name, income, personal strength, qualification of the employees
etc.
o SHARE CAPITAL
The authorized share capital of the society is Rs 20 crores consisting

of 4 lakhs shares of Rs 500/- each. There is a provision in the annual budget for central
and state government takes shares yearly in the year 2005-2006 state government
provide 36 lakhs to Hantex.
o DISTRIBUTION OF PROFIT
The net profit of the society as declared by the competent authority

for every year is disposed of as follows:
⮚ 15% is carried to the reserve fund.
⮚ An amount not exceeding 5% as provided in clause 2 (a) of rule 53
shall be remitted to the co-operative education fund in Kerala State Co-

operative Bank Ltd.
⮚ 20% is credited to the business loss reserves.
⮚ 10% is credited to the reserves for bad debts.
⮚ The balance amount if any shall be credited to the building fund.
3) ADMINISTRATION DEPARTMENT
Administration department is headed by administration officer. There are two

deputy administrative officers to assist him. And there is an administration assistant
and two senior superintendents. And there are some junior superintendents and clerks
for the successful running of the department.
All staffs of the organization come under this department. This
department deals with matters relating to salary, wage, bonus and allowance of all
organization. The major drawback of this department is adequate persons are not
available and affects the smooth running of all department and the entire organization.
This department maintains employee profile, educational records, and career profiles and
payroll data.
o FUNCTIONS OF ADMINISTRATIVE DEPARTMENT
⮚ Direction human resources of the organization
⮚ Overall administration of the organization
⮚ Controlling personnel in the organization.
⮚ Access the vacancies in the organization.
⮚ Providing training to workers.
⮚ Analysing performance with co-ordination of other departments.
⮚ Promotion of employees and workers.
⮚ Demotion of employees and workers.
⮚ Providing report to board as well as to PSC regarding vacancies of posts in
the organization.
⮚ Fixing of salary and wages.
⮚ Providing incentives and bonus to employees and workers.

o MANPOWER PLANNING
Administration officer analyses the present and future vacancies

that may occur as a result of retirements, discharges, transfers, promotion, sick leave,
leave of absence or other reasons. He also analyses the change of present and future
expansion in the various departments. And he reports to board as well as to PSC
regarding vacancies of posts.
o GRIEVANCE PROCEDURE
Hantex have adopted the employee's grievance and redressed programs.

Employees’ complaints are reported to the managing director. If the managing director
cannot solve the grievance, it will be passed to the appellate tribunal and then to the
registrar.
o PERSONAL FILE
Administration department maintains the personal file of the employees. It

contains all the details regarding employees such as name, income, personal strength,
qualification of the employees etc.
o LEAVE FACILITY
The leave facility available in Hantex is casual leave, festival leave and
maternity leave (for women). The employees will get full pay for these leaves. They
can use 20 days as casual leave and 33 days earned leaves. They will get full pay for
these leaves. They can use 20 days as leave on half pay.
o HOLIDAY FACILITY
Employees will get pay for the holiday.
o HOURS OF WORK
The working hours of Hantex is 10 am to 5 pm. The working hour is

fixed and regular.
o ALLOWANCES
There are two types of allowances in Hantex, They are:

⮚ Dearness allowance
⮚ House rest allowance
o FESTIVAL ALLOWANCES
Hantex has adopted the old age benefit scheme as provident fund and gratuity
insurance.
o RECRUITMENT
Earlier, recruitment was made by this department and the sources of

recruitment were employee recommendation. But in 1995 the duty of appointment of
employees was handed over to PSC.
o TRAINING AND DEVELOPMENT
Generally, the organization is giving on the job training to the employees and
workers. Training should be given especially to salesman of showroom to attract
customers to the shop. This will help to improve the sales. But the training provided by
the organization is not effective.
o COMPENSATION, WAGES AND SALARY ADMINISTRATION
Compensation, wages and salary administration is done by the administrative

officer for appraising the performance of employees and workers in the organization.
o PROMOTION
Promotion and demotion of workers and employees is one of the functions of

administrative department. Promotion system in Hantex is based on seniority basis.
Here the ability of the employees is not considered.
o EMPLOYEES WELFARE
Hantex gives provident fund to the workers and they also contribute to
the employee's welfare fund.
o INCENTIVES
Provide sufficient salary and allowances of Rs. 40- per month to the workers.
In production centers, contributes money to employee's state insurance apart from this
they also provide a fixed percentage of total sales as commission to all employees. It
motivates the workers to improve sales.
CHAPTER 4
DATA ANALYSIS AND
INTERPRETATION
`DATA ANALYSIS AND INTERPRETATION
Table no: 1 WORK EXPERIENCE IN YEARS
Opinion No of Respondent Percentage

Less than 6 months 30 37.5
1 – 2.5 years 25 31.25
2.5 – 5 years 20 25
More than 5 years 5 6.25
Total 80 100
Source: Primary data
Chart no: 1 WORK EXPERIENCE IN YEARS
40
35
30
25
20
15
10
5
0
Lessthan6months 1– 2.5years 2.5– 5years Morethan5years
Interpretation
From above analysis it is clear that 37.5% of the respondents are having
an experience of less than 6 months, 31.25% of them are having an experience of 1-
2.5 years, 25% of them are having the experience of 2.5-5 years and 6.25% has an
experience of more than 5 years. Majority of the respondents have been working in
the organisation for less than 6 months.
Table no: 2 OPINION ABOUT EMPLOYER – EMPLOYEE RELATIONSHIP

Strongly agree 0 0
Agree 60 75
No comments 20 25
Disagree 0 0
Strongly Disagree 0 0
Total 80 100
Chart no: 2 OPINION ABOUT EMPLOYER-EMPLOYEE RELATIONSHIP
80
70
60
50
40
30
20
10
Stronglyagree Agree Nocomments Disagree
0
Interpretation
From the analysed data it is clear that 75% of respondent agree that there
is a good employer –employee relationship and 25% has no comments.
Table no: 3 JOB ALLOTTED AS PER THE QUALIFICATION

Highly satisfied 8 10
Satisfied 50 62.5
Neutral 9 11.25
Dissatisfied 10 12.5
Highly dissatisfied 3 3.75
Total 80 100
Chart no: 3 JOB ALLOTTED AS PER THE QUALIFICATION
70
60
50
40
30
20
10
0
Highlysatisfied Satisfied Neutral DissatisfiedHighlydissatisfied
Interpretation
From the analysed data it is clear that 62.5% of them are satisfied
with their job, 12.8% of themare highly satisfied, 11.25% of them have neutral
opinion, 10% of them are dissatisfied with their job and 3.75% of them are highly
dissatisfied with their job. Majority of them are satisfiedwith that the employer allots
job as per the employees’ qualification.
Table no: 4 SATISFACTION ON PRESENT SALARY SCALE

Highly satisfied 30 37.5
Satisfied 15 18.75
Neutral 20 25
Dissatisfied 10 12.5
Total 80 100
Chart no: 4 SATISFACTION ON PRESENT SALARY SCALE
40
35
30
25
20
15
10
Highly satisfied Satisfied Neutral DissatisfiedHighly dissatisfied
Interpretation
From the analysed data it is clear that 37.5% of the employees are
highly satisfied with the present salary scale, 25% are neutral, 18.75% are satisfied,
12.5% are dissatisfied and 6.25% are highly dissatisfied with present salary scale.
Majority of them are highly satisfied with the present salary scale.
Table no: 5 ORGANIZATION’S WORKING ENVIRONMENT

Satisfied 48 60
Neutral 7 8.75
Dissatisfied 5 6.25
Total 80 100
Chart no: 5 ORGANIZATION’S WORKING ENVIRONMENT
70
60
50
40
30
20
10
0
Highly satisfied Satisfied Neutral DissatisfiedHighly dissatisfied
Interpretation
From the analysed data it is clear that 60% are satisfied with
working environment, 18.75% arehighly satisfied, 8.75% are neutral, and 6.25% are
highly dissatisfied and dissatisfied with the working environment. Majority of them
are satisfied with the working environment of the organization.
Table no: 6 DEGREE OF COMMUNICATION BETWEEN
EMPLOYER & EMPLOYEE

Satisfied 38 47.5
Neutral 14 17.5
Dissatisfied 6 7.5
Total 80 100
Chart no: 6 DEGREE OF COMMUNICATION BETWEEN EMPLOYER

&EMPLOYEE
50
45
40
35
30
25
20
15
10
5
Highlysatisfied Satisfied Neutral DissatisfiedHighlydissatisfied
0
Interpretation
From the analysed data it is cleared that 47.5% of them are

satisfied with the degree of communication between Employer & Employee, 25% of
them are highly satisfied, 17.5% are neutral, 7.5% are dissatisfied and 2.5% are highly
dissatisfied. Majority of the respondent are satisfied with degree of communication
between employer and employee.
Table no: 7 EMPLOYER MAINTAINS PEACEFUL ATMOSPHERE

Strongly agree 50 62.5
Agree 20 25
No comments 10 12.5
Disagree 0 0
Total 80 100
Chart no: 7 EMPLOYER MAINTAINS PEACEFUL ATMOSPHERE
70
60
50
40
30
20
10
0
Strongly agree Agree No comments Disagree
Interpretation
From the analysed data it is clear that 62.5% of them are strongly agree
that the employer maintains peaceful atmosphere for increasing productivity, 25% of
them are agree with the same and 12.5% has no comments.
Table no: 8 UNDERSTANDING THE EMPLOYEES PERSONALLY BY
THE EMPLOYER

Strongly agree 20 25
Agree 45 56.25
No comments 10 12.5
Disagree 0 0
Strongly Disagree 5 6.25
Total 80 100
Chart no: 8 UNDERSTANDING THE EMPLOYEES PERSONALLY BY THE

EMPLOYER
60
50
40
30
20
10
0
Interpretation
From the above analysed, it is clear that 56.25% of them agreed that
the employer understand the employees personally, 25% of them are strongly agree
with the statement, 12.5% of them have no comments and 6.25% of them strongly
disagree with the statement.
Table no: 9 PROVIDING ASSISTANCE TO EMPLOYEES
Always 36 45
Often 25 31.25
Sometime 19 23.75
Never 0 0
Total 80 100
Chart no: 9 PROVIDING ASSISTANCE TO EMPLOYEES
50
45
40
35
30
25
20
15
10
5
Always Often Sometime Never
0
Interpretation
From the analysed data it is clear that 45% of the respondents say that
the employer always provides assistance to employees, 31.25% of the respondents’
opinion is often and 23.75% of the respondents’ opinion is that assistance is provided
sometimes.
Table no: 10 EMPLOYEES’ SATISFACTION ON ORGANIZATIONS
PROBLEM-SOLVING PROCEDURE
Opinion No Of Respondent Percentage

Satisfied 26 32.5
Neutral 0 0
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 80 100
Chart no: 10 EMPLOYEES’ SATISFACTION ON ORGANIZATIONS

PROBLEM-SOLVING PROCEDURE
80
70
60
50
40
30
20
10
Highly satisfied Satisfied Neutral Dissatisfied
Interpretation
From the analysed data it is clear that 67.5% highly satisfied

towards the organization’sproblem-solving procedure and 32.5% are satisfied.
Table no: 11 EMPLOYEES’ OPINION ON THE WELFARE MEASURES
ADOPTEDBY THE ORGANIZATION.

Excellent 40 50
Good 10 12.5
Satisfactory 22 27.5
Poor 8 10
Total 80 100
Chart no: 11 EMPLOYEES’ OPINION ON THE WELFARE MEASURES

ADOPTEDBY THE ORGANIZATION.
60
50
40
30
20
10
0
Excellent Good Satisfactory Poor
Interpretation
From the above analysis it is clear that 50% of the respondents

opinioned that the welfare measures adopted by the organization was excellent, 12.5
% of the respondents opinioned that the welfare have good opinion, 27.5% of the
respondents opinioned that the welfare have satisfactory opinion and 10% of the
respondents opinioned that the welfare have poor opinion.
Table no: 12 ACCEPTANCE OF SUGGESTIONS PROVIDED BY THE
EMPLOYEES
Opinion No Of Respondent Percentage

Always 50 62.5
Often 20 25
Sometimes 10 12.5
Never 0 0
Total 80 100
Chart no: 12 ACCEPTANCE OF SUGGESTIONS PROVIDED BY THE

EMPLOYEES.
70
60
50
40
30
20
10
0
Always Often Sometimes Never
Interpretation
From the above analysis it is clear that 62.5 % of the respondents’

suggestions are accepted the employers, 25% of the respondents’ suggestions are
often accepted by the employer and 12.5% of the respondent’s suggestions are
sometimes accepted by the employer.
Table no: 13 MODE OF COMMUNICATION
Mode of communication No of Respondents Percentage

Telephone 20 25
Email 5 6.25
Notice 5 6.25
Direct instructions 50 62.5
Total 80 100
Chart no: 13 MODE OF COMMUNICATION
70
60
50
40
30
20
10
0
Telephone Email Notice Direct instructions
Interpretation
From the above analysis it is clear that 62.5% of the respondents

receive instructions via direct instructions, 25% of the respondents receive
instructions via telephone, 6.25% of the respondents receive instructions via email,
6.25% of the respondents receive instructions via notice.
Table no: 14 TRADE UNION HELPS IN ATTAINING NEED AND WANTS
OF THE EMPLOYEES
Opinion No of Respondents Percentage

Always 50 62.5
Often 30 37.5
Sometimes 0 0
Never 0 0
Total 80 100
Chart no: 14 TRADE UNION HELPS IN ATTAINING NEED AND WANTS OF THE
EMPLOYEES
70 62.5
60
50
37.5
40
30
20
10
0 0
0
Always Often Sometimes Never
Interpretation
From the above analysis it is clear that 62.5% of the respondents have
the opinion that the trade union always helps in attaining their needs and wants and
37.5% of the respondents have the opinion that the trade union often helps them.
Table no: 15 PARTICIPATION OF TRADE UNION

Strongly agree 40 50
Agree 40 50
No comments 0 0
Disagree 0 0
Total 80 100
Chart no: 15 PARTICIPATION OF TRADE UNION
60
50
40
30
20
10
0
Interpretation
From the above analysis it is clear that 50% of the respondents strongly
agree about the active participation of trade union and 50% of the respondents agree
about the active participation of trade union.
Table no: 16 SATISFACTION LEVEL ABOUT FRINGE BENEFIT
Opinion No of respondents Percentage

Satisfied 25 31.25
Neutral 5 6.25
Dissatisfied 0 0
Total 80 100
Chart no: 16 SATISFACTION LEVEL ABOUT FRINGE BENEFIT
70
60
50
40
30
20
10
0
Highlysatisfied Satisfied Neutral Dissatisfied
Interpretation
From the above analysis it is clear that 62.5% of the respondents are
highly satisfied with the fringe benefits provided by the organization, 31.25% of the
respondents are satisfied and 5% of the respondents have a neutral opinion about the
fringe benefits provided by the organization.
Table no 17: RECOGNITION AND ACKNOWLEDGEMENT OF WORK
Level of opinion No of respondents Percentage of

respondents
Agree 40 50
No comments 10 12.5
Disagree 0 0
Total 80 100
Chart no 17: RECOGNITION AND ACKNOWLEDGEMENT OF WORK
70
60
50
40
30
20
10
0
Highly satisfied Satisfied Neutral Dissatisfied
Interpretation
From the above analysis it is clear that 50% of the respondents agree that
the work are recognized and acknowledged by the employer, 37.5% of the
respondents strongly agreed that the work are recognized and acknowledged by the
employer, and 12.5% of the respondents have no comments about their work are
recognized and acknowledged by the employer.
Table no 18: OPINION ABOUT CAREER PROSPECTS

Agree 35 43.75
No comments 0 0
Disagree 0 0
Total 80 100
Chart no 18: OPINION ABOUT CAREER PROSPECTS
56.25
60
50 43.75
40
30
20
10
0 0 0
0
Stronglyagree Agree NocommentsDisagree Strongly
Disagree
Interpretation
From the above analysis, 56.25% of the respondents strongly agreed that
better career prospects are provided and 43.75% of the respondents agreed that better
career prospects are provided by the organization.
Table no 19: OPINION ABOUT WORKING HOURS

Satisfied 40 50
Neutral 0 0
Dissatisfied 0 0
Total 80 100
Chart no 19: OPINION ABOUT WORKING HOURS
50 50
50
45
40
35
30
25
20
15
10
5
0
0 0 0
Highly Satisfied Neutral DissatisfiedHighly

satisfied dissatisfied
Interpretation
From the above analysis, 50% of the respondents are highly satisfied and 50%
of them are satisfied with the working hours of the organization.
Table no 20: SATISFACTION LEVEL OF TRAINING PROGRAMS ORGANIZED BY
THE ORGANIZATION
Level of opinion No of respondents Percentage of

respondents
Satisfied 40 50
Neutral 8 10
Dissatisfied 0 0
Total 80 100
Chart no 20: SATISFACTION LEVEL OF TRAINING PROGRAMS ORGANISED
BYTHE ORGANIZATION
50
50
45
40
40
35
30
25
20
15
10
5
0 10
0 0

Interpretation
From the above analysis, 40% of the respondents are highly satisfied with
the training programs provided by the organization, 50% of the respondents are
satisfied with training programs provided by the organization and 10% of the
respondents have neutral opinion about the training program provided by the
organization.
Table no 21: MEASURES TO DEVELOP SKILLS OF EMPLOYEES

Agree 28 35
No comments 22 27.5
Disagree 0 0
Total 80 100
Chart no 21: MEASURES TO DEVELOP SKILLS OF EMPLOYEES
37.5
40 35
35
30 27.5
25
20
15
10
5
0 0
0
Strongly agree Agree No commentsDisagree Strongly
Disagree
Interpretation
From the above analysis it is clear that 37.5% of the respondents strongly
agree on the opinionthat the employer takes measures to develop the skills of the
employees, 35% of the respondents agree and 27.5% has no comments about the
measures to develop the skill of the employees.
Table no 22: COUNSELLING PROGRAM CONDUCTED FOR REDUCING
STRESS AMONG EMPLOYEES

Highly Satisfied 10 12.5
Satisfied 20 25
Neutral 45 56.25
Dissatisfied 5 6.25
Highly Dissatisfied 0 0
Total 80 100
Chart no 22: COUNSELLING PROGRAM CONDUCTED FOR REDUCING

STRESS AMONG EMPLOYEES
60 56.25
50
40
30 25
20
12.5
10 6.25
0
0
Satisfied Dissatisfied
Interpretation
From the above analysis it is clear that 56.25% has no comments, 25%
of the respondent satisfied, 12.5% of the respondent are highly satisfied with
counselling program conducted by the organization for reducing the stress among
employees and 12.5% of the respondent are highly satisfied.
Table no 23: EMPLOYER PROVIDES AUTHORITY TO PERFORM THEIR DUTIES
EFFECTIVELY

Agree 27 33.75
No comments 20 25
Disagree 8 10
Total 80 100
Chart no 23: EMPLOYER PROVIDES AUTHORITY TO PERFORM THEIR

DUTIES EFFECTIVELY
33.75
35 31.25
30
25
25
20
15
10
10
5
0
0
Strongly AgreeNocommentsDisagree Strongly
agree Disagree
Interpretation
From the above analysis 31.25% strongly agree that employers provides
enough authorities to perform their duties efficiently, 33.75% agree, 25% has no
comments and 10% disagree on this statement.
Table no: 24 OVERALL EMPLOYER-EMPLOYEE RELATIONSHIP

Satisfied 58 72.5
Neutral 10 12.5
Dissatisfied 0 0
Total 80 100
Chart no: 24 OVERALL EMPLOYER-EMPLOYEE RELATIONSHIP
80 72.5
70
60
50
40
30
20 15 12.5
10
0 0
0
Interpretation
From the above analysis, it is clear that 15% of the respondents are highly
satisfied with overall employee employer relationship, 72.5% are satisfied and 12.5%
has neutral opinion about the overall employer employee relationship.
CHAPTER 5
FINDINGS, SUGGESTION &

CONCLUSION
FINDINGS
● From the study, it is clear that 37.5% of the respondents have an experience of
less than 6 months.
● 75% of the respondents agree that there is a good Employer-Employee relationship.
● 62.5% of the respondents are satisfied with the job allocated to them.
● 37.5% of the respondents are highly satisfied with the present salary scale.
● 60% of the respondents are satisfied with the organization’s working environment.
● 47.5% of the respondents are satisfied with the degree of communication with the
employer.
● 62.5% of the respondents strongly agree that the employer maintains
peaceful atmosphere for increasing the productivity.
● 56.25% of the respondents agree that the employer finds time to understand the
employee personally.
● 45% of the respondents’ opinion is that the employer always provide assistance to
them.
● 67.5% of the respondents are highly satisfied towards the organization’s problem
solving procedures.
● 50% of the respondents have excellent opinion on the welfare measures adopted
by the organization.
● From the study, it is clear that 62.5% of the respondents’ suggestions are accepted
by the employers.
● 62.5% of the respondents receive instructions directly from the employer.
● 62.5% of the respondents have the opinion that the trade union always helps in
attaining their needs and wants.
● 50% of the respondents strongly agree and 50% of the respondents agree about
the active participation of trade union.
● 62.5% of the respondents are highly satisfied with the fringe benefits provided by
the organization.
● 50% of the respondents strongly agree that their works are recognized and
acknowledged by the employer.
● 56.25% of the respondents strongly agree that they are provided with better career
prospects.
● 50% of the respondents are highly satisfied with the working hours of the
organization and 50% of the respondents are satisfied with the workings of the
organization.
● 50% of the respondents are satisfied with training programs provided by the
organization.
● 37.5% of the respondents strongly agree on the statement that the employer takes
measures to develop the skills of the respondents.
● 56.25% of the respondents have no comments on the statement that the
organization conducts counselling programs for reducing stress among

respondents.
● 33.75% of the respondents agree that employers provides enough authorities to
perform their duties efficiently.
● 72.5% of the respondents are satisfied with overall employee employer relationship.
SUGGESTIONS
 As the employees are faced with work pressure the management must take
proper measures to reduce work pressure for increasing the productivity in the
organization.
 Management always provide extra benefits to all the employees so that the
organization can increase the satisfaction level of the employee and they are
more loyal towards the organization.
 Organization should provide award & rewards for the target attained by the
employee, so they can reduce absenteeism & turnover and they can maintain
employee in the long run.
 The trade union should be more positive, it will create a smooth and peaceful
atmosphere in the organization. More often than not, the focus of evaluations are
on how an employee can improve and what they need to do better. In addition to
this, employees need to hear about the things that they do right-on a regular basis.
 If your employees are happy, they will be more engaged as well as more
productive at work. The brain of a person in a positive mood simply performs
better than that of an unhappy person. And happy workers are also more creative
and better at solving problems.
 Employees with a positive connection to the company's leadership often feel more
motivated at work. Motivated employees can show an initiative to complete tasks
and an eagerness tc exceed expectations to achieve results
 Employees are more likely to thrive when they know that their role has an impact
on the overall success of the organization.
 Help employees understand how their work fits into a broader organizational
 Employees in the organisation must communicate thoroughly with each other.

Strong communication must be maintained so that employer employee
relationship will be efficient.
CONCLUSION
This is a project report on "KERALA STATE HANDLOOM WEAVERS CO

OPERAIVE SOCIETY LTD (HANTEX)" conducted at Hantex Trivandrum,
employer- employee relationship in the organization is fair. Employees, particularly
dedicated productive employees with family responsibilities, deserve fair treatment
within the context of the employee - employer relationship.
Promotion of society and family values, corporate responsibility, good will and
community relations add to the preservation of functional employer-employee
relationships. Moreover, who believe that they are respected and treated ethically by
their employer, they are likely to be positively motivated, productive and loyal.
This study deeply throws a light to the overall functions and process of
company. In short, without employees the organization cannot survive. So, the trade
union and management must consider employees needs and wants and also maintain
good relationship with them.
APPENDIX
“A STUDY ON EMPLOYER EMPLOYEE RELATIONSHIP
MANAGEMENT”
Dear Sir/Madam,
QUESTIONNAIRE
I would be grateful if you could spare some time to respond to the

following questions for my project which is a part of my Bachelor of Business
Administration Curriculum. I assure you that the information gathered will be solely
used for Academic Purpose only.
PERSONAL DETAILS
NAME
AGE
GENDER: MALE FEMALE
DEPARTMENT:
DESIGNATION:
1. Since how long you have been working in Hantex Handloom ltd?
a. Less than 6 months
b. 1 - 2.5 years
c. 2.5 - 5 years
d. More than 5 years
2. Do you agree that this organisation maintains a positive

employer- employee relationship?
a. Strongly agree
b. Agree
c. No comments
d. Disagree
e. Strongly Disagree
3. Are you satisfied with the work assigned to you as per your qualification?
a. Highly satisfied
b. Neutral
c. Dissatisfied
d. Highly dissatisfied
4. Are you satisfied with the present payment system?
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied
5. Are you satisfied with the working environment of your organisation?
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
6. Are you satisfied with the degree of communication between employer- employee
in the organisation?
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
7. How far are you agreeing that the employer is maintaining peaceful atmosphere for
increasing the productivity in Hantex handloom?
a. Strongly agree
b. Agree
c. No comments
d. Disagree
8. Do you agree that the employers take time out to get to know the employees
personally?
a. Strongly agree
b. Agree
c. No comments
d. Strongly disagree
9. Does your employer assist the employees for improving their performance?
a. Always
b. Often
c. Sometimes
d. Never
10. Are you satisfied with the method adopted by the employer for solving
the problem among the employees?
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
11. What is your opinion about the welfare measures adopted by your organisation?
a. Excellent
b. Good
c. Satisfactory
d. Poor
12. Does the employer consider ideas and opinions from the employees
for taking decisions in the organization?
a. Always
b. Often
c. Sometimes
d. Never
13. Which mode of communication is used by the employer while giving

instructions to you?
o Telephone
o Email
o Notice
o Direct instructions
14. How often the trade union helps the employee to attain needs and wants?
a. Always
b. Often
c. Sometimes
d. Never
15. Do you agree that trade union have an active participation in maintaining a
good employee-employer relationship?
a. Strongly agree
b. Agree
c. No comments
d. Disagree
16. Are you satisfied with the fringe benefit provided by the organization?
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
17. Do you agree that the employer recognise and acknowledge the work done
by the employee?
a. Strongly agree
b. Agree
c. No comments
d. Disagree
e. Strongly disagree
18. Do you agree that the employer provide better career prospects to the employees?
a. Strongly agree
b. Agree
c. No comments
d. Disagree
19. Are you satisfied with the working hours of the organization?
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
20. Are you satisfied with the training programs provided by the organisation?
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
21. Do you agree that the employers adopt remedial measures to develop the skills
of the employees?
a. Strongly agree
b. Agree
c. No comments
d. Disagree
e. Strongly disagree
22. Are you satisfied with the counselling programs organized by the
organization for reducing the stress among the employees?
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly satisfied
23. Do you agree that the employees in the company have the necessary
authority to perform their duties?
a. Strongly agree
b. Agree
c. No comments
d. Disagree
24. Overall how do you rate the employer employee relationship in your organisation?
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highlydissatisfied
BIBILOGRAPHY
Textbooks
 Arun monappa & Mirza Saiyadain (1996), personnel management,

Himalaya Publication, Mumbai
 Wayne F Cascio (2010), Managing Human Resource, Tata McGraw Hill
Publication, New Delhi
 Kothari, C.R (1999), Research Methodology : Methods and Techniques,
Vishwaprakasham, NEW DELHI
Journals
 Chukwuyem Joel Arimie (2020) conducted “A Study on Employer-

Employee relations and Employee engagement in a Tertiary Institution in
Benincity, Edo state”. Influence of Organizational Justice on Employee
Engagement in Tertiary Institutions in Edo State, Nigeri, Vol.15,Issue
No.28.
 Lydia Akoth Opiyo (2021) conducted “A Study on Employer-Employee
relationship and its impact on Employees Attitude and Organization
effectiveness”, STRATHEMORE University.
 Ms. Paspunoori Manvitha, Dr. D. Pranathi (2020) conducted “A Study on
Employee-Employer relationship Management at selected securities
company”,CMR Technical Campus.
Websites
 https://www.businessmanagementideas.com/human-
resources-
management/employer-employee-relationship/20690
 https://getsling.com/blog/employee-employer-relations/
 https://www.questionpro.com/blog/employee-motivation/

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CHAPTER 1

NEED AND SIGNIFICANCE OF THE STUDY

Employee-employer relation refers to communication that take place between

 To analyses employer-employee relationship and its impact on success of the

 To identify the various aspects of employee-employer relationship.

 To suggest the techniques for improving employer-employee relationship

The study on topic "Employee-employer relationship was under taken at kerala

SOURCE OF THE DATA

Primary data was collected through questionnaire method.

 Tools used for data analysis:

The tool used for data analysis is percentage analysis:

Percentage of respondent = (number of respondent/total number of respondent) x 100

 Tools used for data presentation:

LIMITATIONS OF THE STUDY

❖ Due to bias of the respondents, accurate information cannot be obtained.

❖ Time limit was the major limitation in this project.

❖ The financial cost of the project is considered high.

 Hemalatha J. (2019) conducted “A STUDY ON EMPLOYEE RELATIONSHIP

 Ms. Paspunoori Manvitha, Dr. D. Pranathi (2020) conducted “A STUDY ON

 Chukwuyem Joel Arimie (2020) conducted “A STUDY ON EMPLOYER-

 Jesse Pinkman (2020) conducted " A STUDY ON EMPLOYER EMPLOYEE

 Ayra Malhotra ( 2020) conducted " A STUDY ON EMPLOYER EMPLOYEE

 Nikitha Alex (2020) conducted " A STUDY ON EMPLOYER EMPLOYEE

 Meghna Surya (2021) conducted " A STUDY ON EMPLOYER EMPLOYEE

 Katherine Petrova (2021) conducted "A STUDY ON EMPLOYER

 Dr K.Sathish Kumar, Anindita Saha, Dr.G.Naga Rama Devi, L Chandra

 Lydia Akoth Opiyo (2021) conducted “A STUDY ON EMPLOYER-

 Nandana Varadarajan (2021) conducted "A STUDY ON EMPLOYER-

 Kumar Krishna (2022) conducted " A STUDY ON EMPLOYER EMPLOYEE

 Ian Walter (2022) conducted " A STUDY ON EMPLOYER EMPLOYEE

 Sreya Nair (2022) conducted " A STUDY ON EMPLOYER EMPLOYEE

CHAPTER 1: Deals with the introduction of the study

CHAPTER 2: Deals with the theoretical background

CHAPTER 3: Deals with the company profile

CHAPTER 4: Deals with the data analysis and interpretation

CHAPTER 5: Deals with the findings, suggestions and conclusion

Employee employer relationship could be studied in reference of empowerment

EMPLOYEE EMPLOYER RELATION PROCESS

Applying ERM requires specific processes that offer operational measures to

1. Collaborative processes: It refer to the interaction between

2. Operational processes: It refer to all administrative activities related to

3. Analytical processes: It refers to the collection, preparation and

ROLE OF HR IN EMPLOYEE EMPLOYER RELATIONSHIP MANAGEMENT

Important information should be passed on in the presence of each and every

Depend more on written modes of communication as they are more reliable as

Motivation can be defined as stimulating, inspiring and inducing the

In motivation the relations between employee and employer are always

EMPLOYEE RELATION AND ITS IMPACT ON EMPLOYER PERFORMANCE

An effective employee relation involves creating and cultivating a motivated

STRATEGIES TO IMPROVE EMPLOYEE EMPLOYER RELATIONSHIP

The management promotes healthy employee relations at workplace to extract

Effective relationships between employer and employees are vital to the

1. High-Quality (HQ) Relationship:

Admiration, and social exchange. HQ employees are the “go to

2. Middle-Quality (MQ) Relationships:

These employees tend to be your “worker bees” or the “engine” of your

3. Low-Quality (LQ) Relationships:

TRAINING AND COURSES IN EMPLOYEE RELATIONS

Handloom sector in India has an important role to play in the country's

PROBLEMS OF HANDLOOM INDUSTRY IN INDIA

In urban areas where alternative employment opportunities are relatively

 In the Kharkhana system, the weavers work on the looms provided by

In the state of Kerala, handloom occupies a preeminent position next to coir

Most of the handloom development programs are implemented through the