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Procedures for handling disciplinary matters in ktms
1. Procedures for Handling Disciplinary Matters
TITLE OF THE PROJECT:
A study on “Procedures for handling Disciplinary Matters” with special reference to
Kalyani Global Engineering Private Limited., Mysore.
INTRODUCTION:
In the production process Human Resources plays a crucial role. This is because of its
capacity to control and coordinate the other two resources namely material, money. The
another unique feature of the man power is that it is the only live component. Hence the
presence or the absence of work force makes a significant difference in the production
process.
Any act which is subversive, of discipline may be called as indiscipline. Discipline is the
backbone of any industry. Discipline is to be followed by everyone in the organization
whether workers, supervisor, manager, CEO. No organization can survive without
discipline.
Hence, the researcher carried out a STUDY on procedures for handling disciplinary
matters to know indiscipline followed in the industry and they selected for the STUDY is
Kalyani Global Engineering Private Limited, Mysore.
H.R.Institute of Higher Education, Hassan 1
2. Procedures for Handling Disciplinary Matters
OBJECTIVES OF THE STUDY:
To have exposure to the functioning of major department’s.
To know more about Auto Component Industry.
To understand the working of the plant.
To study the behavior of workmen indiscipline.
To suggest appropriate suggestions which would help HR department at KGE.
To improve discipline amongst workers.
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SCOPE OF THE STUDY:
The organization is situated in Mysore city. The company gets technical know how for
assembling brakes from Meritor HVS USA, one of the leading industries in auto
component industry in the global market. This company belongs to Kalyani Group and
head office is situated at Pune.
The company has turnover of Rs.120 crores and is targeting to reach Rs.180 crores.
The development of any organization depends on the discipline and involvement of
employees. The study is conducted to know the various levels and reasons for indiscipline
of employees in an organization. By looking it, one can adopt corrective measures to
decrease indiscipline in the organization, leads to organizational growth. Naturally
organization has to look in to these aspects and need to find suitable remedial measures so
that qualitative and quantitative progress can be achieved. In this present study employees
indiscipline is analyzed in depth.
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PROBLEM STATEMENT:
Industrial Relations plays a very important role for the development of any industry.
In this industry, there is no proper co-ordination and cooperation between the employees
and employers and also the employees are not satisfied with the terms of employment ie:,
Wages, bonus, allowances, benefits, and working conditions etc. leads to industrial
conflicts. In the same way discipline is the backbone of any industry. Discipline is to be
followed by every one whether workers, supervisor, manager, CEO. No organization can
survive without discipline. In this industry, we can see some of the acts of misconduct
which can be done by the employees. They are Go-Slow Tactics, Drunkenness, Sleeping
while on duty, and Smoking where it is prohibited with in the premises, etc.
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RESEARCH METHODOLOGY:
EMPLOYEES PERCEPTION TOWARDS DISCIPLINARY MATTERS
DESIGN: Personal interaction.
Questionnaire.
OBSERVATION: Personal observation.
Indirect observation.
SAMPLING DESIGN:
Sampling is the process of obtaining information about an entire population by examining
only a part of it. Sampling plan calls for three decisions.
a) Sampling unit
b) Sampling size
c) Sampling procedure
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The design to be adopted for the study will be based on convenient sampling. The
population for the study will consist of employees in the KGE Sector from different
cities.
Sampling unit:
“KGE” is taken as the sampling unit.
Sampling size:
Out of 200 employees, 50 numbers are taken as sample size.
Sampling procedure:
For the study, respondents were selected on the basis of random sampling.
TYPE OF THE STUDY:
The study is a descriptive study. It is based on data collected through structured
questionnaire from the respondents.
SOURCES OF DATA:
The study requires both primary and secondary data.
Primary data:
Questionnaires
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Personal interviews
Indirect observation
Secondary data:
Library and research works
Internet, web portals and blogs
Books.
Secondary data will be used to analyze the primary data in the light of real world
situation.
Analysis of data:
The collected primary data will be analyzed with the help of statistical tools and
techniques.
DATA PRESENTATION TOOLS USED:
Primary data was collected through the questionnaire by distributing questionnaires;
questionnaire with both close ended and open ended questions have been used as sample
respondents. On the basis of the tables, the facts are presented in the form of various
charts.
LIMITATIONS OF THE STUDY:
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The first limitation of the study is it is undertaken for academic purpose only.
It could not go deep into the topic because of time constraints.
The study is confined to Kalyani Global Engineering Pvt Ltd., Mysore only.
The study is mainly concern with the opinion and perception of respondents.
It is not a scientific study, therefore, no empherical evidence can be deducted.
As some information was confidential. It was not possible to add them in the
report.
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INDUSTRY PROFILE
2.1 INTRODUCTION:
Brakes are devices whose function it is to slow down and to stop the automobile. They
are mandatory for the safe operation of vehicles. When a vehicle is in motion, it has
kinetic energy or energy derived from this motion. In order for the vehicles to slow down,
this energy must be decreased. This is accomplished by transforming it into another form.
In the case of brakes, this form is heat. In short, brakes transform the kinetic energy of the
vehicles into heat energy, thus slowing its speed and if enough is transferred, bringing it
to a stop.
Brakes have been refined and improved ever since their invention. The increases in
traveling speeds as well as the growing weights of cars have made this improvement
essential. The faster a vehicle goes and the heavier it is, the harder it is to stop. An
effective braking system is needed to accomplish this task.
2.1.1.How Brakes Work:
Brakes operate by converting the kinetic energy (motion) of an automobile into heat
energy. How effectively this is achieved depends on the type of braking system. There are
two main types of brakes that have been used in cars. These are disc brakes and drum
brakes.
Disc brakes operate in a similar fashion to that of a bicycle. It involves pushing a block
against a spinning wheel. This contact causes friction, which changes kinetic energy into
heat energy.
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Drum brakes have their blocks located in the inside of a drum like the disc in disc brakes,
the drum in drum brakes are attached to the wheels. When the brake pedal is pressed the
curved brake shoes are pushed outward so that they make contract with the rotating drum.
Not only are their different types of brakes, but there are various systems that operate
these brakes. These include mechanical, hydraulic, and power brake system.
2.1.2 Strong Demand:
The Indian auto component sector is expected to grow at a healthy clip of above 20% in
the coming years on the back of a strong demand from both the domestic and
international markets. This has already been evident from the industry’s performance over
the last two years when it crossed 20% growth rates.
Domestically, the number of vehicles manufactured in India has risen dramatically to 8.5
million units in 2004-05 from 2.4 million units in 1993-94. In the past, the industry was
severely hamstrung by its over dependence on the domestic automobile sector and its
swings and cyclicality.
However, this has changed quite dramatically in the recent past and the future growth is
pagged largely on exports. While on one hand this takes care of the oscillating fortunes of
the Indian auto sector, on the other hand, it diversifies risk, which promotes stability and
ensures better growth and margins for companies.
The automobile industry was also aided by some positive, proactive policy decisions by
government. In 2002, the automobile policy opened the automobile sector to 100 percent
Foreign Direct Investment (FDI) and also removed the minimum capital investment
norms for new entrants. Besides, the abolition of licensing and removal of quantitative
restrictions helped the industry restructure and absorb new technology.
The market for automotive components can be divided into three categories largely based
on the identity of the buyer – the Original Equipment Manufacturers (OEM or the vehicle
manufacturer), replacement (vehicle owners buying parts for maintenance and repair) and
exports (Foreign Vehicle Manufacturers and International Tier-1 Suppliers).
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The principal drivers of demand for the automotive components industry from the OEM
segment (in number terms) have been from passenger cars and commercial vehicles.
Where exports as an attractive option really come to the fore is the huge outsourcing
opportunity available for efficient Indian players. In the last two years, the Indian auto
component industry has established itself among International Original Equipment
Manufacturers (OEMs).
2.2 COMPANY PROFILE
2.2.1 BACKGROUND AND INCEPTION OF THE COMPANY:
Kalyani Global Engineering Pvt. Ltd Company was set up at Hootagalli Industrial Area
of Hunsur Road Mysore in the year 2003 at the request of Automotive Axles Limited and
Meritor HVS (India) Limited to take over the assembly of S cam brakes that use asbestos
liners. The joint venture partner of Automotive Axles Ltd, viz., Arvin Meritor Inc., USA,
has expressed concern over the use of asbestos liners, in view of legal situation in the
USA.
Details of the Company:
Name of the Company : Kalyani Global Engineering Private Ltd.
Establishment Year : 2003
Reg. Office and works : Hootagalli Industrial Area of Hunsur
Road, Mysore – 570018
Board of Directors : S.R. Swamy
S.B. Kanade
S.S. Hattarki
Auditor : Prashanth V. Deo
Bankers : State Bank of India
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HDFC Bank
2.2.2 NATURE OF THE BUSINESS
Kalyani Global Engineering manufacturers Air Brakes for the following Industrial
customers:
• Rear and front brakes to Ashok Leyland for Heavy and light commercial vehicles.
• Cam brakes front and rear brakes to Telco for heavy commercial vehicles.
• Dia rear brakes to VFJ (Vehicle Factory Jabalpur).
2.2.3. VISION, MISSION AND QUALITY POLICY:
Vision:
To be a world class Tier – I organization through total employee involvement by,
• Exceeding business plan objectives.
• Providing value to customer through innovative solutions, product quality
exceptional services.
• Continual improvement of quality management system.
Mission:
The major objectives are the end points toward which the activities of the enterprise are
directed.
Customer Satisfaction:
Supply state of the art product/service to customers that meet their expectations for
quality, technology, delivery and responsiveness.
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2.2.4 Quality Policy:
To build quality as a competitive edge as viewed by customer.
Human Resource Development:
To establish development oriented human resource system and practice through training
to achieve total employee involvement.
2.2.5 Competition:
To out perform competitors strategy by enhancing customer loyalty with differentiated
product, superior services and competitive pricing.
Financial Performance:
Exceed our financial and growth objectives through aggressive implementation our
business plan.
Environment, Health and Safety:
Establish and implement suitable environment health and safety related practices system
to fulfill social obligation.
2.2.6 PRODUCT/SERVICE PROFILE:
All vehicles need a brake system, therefore it has been present in the automobile since it
invention. However, the technology of the components and the design of the brake system
have evolved throughout the years.
In the brake technology came in 1918 with the invention of four wheel hydraulic brake
systems by Malcolm Laughed. It is interesting to note that Laughed was a member of the
Lockheed family, a company known better for producing airplanes.
The hydraulic brake system replaced the mechanical brake system that was in use at this
time.
Another development in braking systems came with anti-lock or anti-skid braking with
conventional braking systems. When the brakes are applied with enough pressure, the
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wheels will lock up. This result in a loss of steering effectiveness which may cause a loss
of control with anti-lock braking, the wheels do not lock up, allowing the driver to
continue steering. Anti-lock brakes are not a new technology. They had been used in large
aircraft since the 1950’s and the British had used them in race car in the 1960’s.
The product is produced based on the specifications given by the customers. Superior
products are produced due to superior technology. Backed by certificates such as ISO
9001:2000, known for its quality and its durability.
2.2.7 Major products are:
• Air brake manufacture for commercial vehicles in the country.
Customers:
The main customers for Kalyani Global Engineering are as follows:
Ashok Leyland Limited:
Currently Company is selling 15.5 dia Rear and front brakes to Ashok Leyland.
Telco-Jamshedpur and Pune:
Currently Company is selling 410 S cam brakes front and rear brakes to Telco-
Jamshedpur and Pune.
Vehicle Factory – Jabalpur (Army vehicle):
Currently Company is selling 15.5 dia Rear brakes to VFJ.
2.2.8 AREA OF OPERATION:
KGE operates in national market. Its national customers are:
Ashok Leyland Limited: Hosur 1 and Hosur 2 Plant
Telco: Jamshedpur and Pune
Vehicle Factory (army vehicle): Jabalpur
2.2.9 OWNERSHIP PATTERN:
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KGE is not only a sole-trading company but also it is a private company. It is not a
ownership pattern. KGE has a joint venture with Automotive Axles Ltd. (AAL).
2.2.10 COMPETITORS INFORMATION:
The major competitors are M/S Brakes India Limited.
The company manufactures brake for all major truck manufacturers in India.
In the national market, Brakes India has its customers M/S Ashok Leyland, Telco
Jamshedpur.
Market Shares:
Customers Company Market Share
Ashok Leyland KGE 40%
Brakes India Ltd. 60%
Telco – Jamshedpur KGE 40%
Brakes India Ltd. 60%
Vehicle Factory, Jabalpur KGE 100%
(Source: Company Information)
2.2.11 INFRASTRUCTURE FACILITIES:
Location:
The unit is located at plot No. 34 and 35 (p), Hootagalli Industrial Area Mysore – 570018
is well connected by road and rail.
Technology:
The technology for manufacture and assembly of brakes gas been provided by Meritor
Heavy Vehicle systems (India) Limited, and Automotive Axles Limited, Mysore.
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Power:
The company got sanction for 80KVA and connected load of 76 KW from KPTCL. The
peak level requirement of power for the unit is 80KVA. Hence the power available to the
firm is sufficient for the current level of activity. In addition to this, the company is
having captive generation plants with aggregate capacity of 62.5 KVA. There is a
proposal of procuring captive generation set of 180 KVA
(1 No.) in order to cope up with the future level of activity.
Water:
The water requirement of the company is 30,000 Liters per day for domestic and other
utilities. The company has obtained sanction of water line from Karnataka Industrial Area
Development Board.
Concern for Environment Aspects:
The company’s manufacturing and assembling process is not hazardous in nature. For
discharge of smoke and for dust extraction the necessary stacks has been erected as per
requirements. This has already been approved by Karnataka Pollution Board.
Transport:
The necessary transport arrangement has been made for transport of raw-materials and
finished goods with the reputed transport agency.
2.2.12 ACHIEVEMENTS / AWARDS:
The products of the company have been certified as per ISO Standards. The company is
putting efforts to develop new models, through its Research and Development Wing.
They are also aiming to provide better service to customers.
2.2.13 WORK FLOW MODEL:
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The work flow model gives the brief idea of how the raw-material comes into
organization, how it is converted into finished goods and how the final products are
packed. The work flow model is shown in the figure.
The first step in work flow model is receiving orders from the customers and
marketing department receives the order.
In second step it under goes the production planning control there they decides the
production method. Here they will prepare the production plan, schedule and
material requirements. They will place an indent to purchasing department to
purchase required material.
After deciding the planning method then they will decide the bill of material.
After billing it may under go the placing of indent of sub contract method.
After placing they will place the goods into inward stores.
Then they will send the goods to quality control department for checking of
quality and quantity they produced.
After inspection then they will send the goods in to the main stores.
Production planning centre decides the assembling of the material according to the
order placed.
Finally they will delivered the ordered goods to the ultimate customers.
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2.2.14 FUTURE GROWTH AND PROSPECTS:
The unit is presently manufacturing liners of Asbestos make-up, the usage of which is not
only legal, but even the manufacture of such liners is legal.
Until such time the legal situation in India is changed mandating non-asbestos liners. This
unit would carry on the business in the proposed form. Should the legal situation in India
changes, the business will be taken back by Automotive Axles Limited and Meritor HVS
(India) Limited.
2.2.15 SWOT ANALYSIS:
A scan of the internal and external environment is an important part of the strategic
planning process.
The SWOT analysis provide information that are helpful in matching the firms resources
and capabilities to the competitive. Environment in which it operates. As such, it is
instrumental in strategy formulation and selection.
STRENGTH:
Strength is a resource skill or an added advantage in competence with the competitors and
the needs of the market.
Exclusive access to high-grade natural resources.
Favorable access to distribution network.
Can provide a wide range of value added products to the customers.
Single largest integrated brakes manufacture in India.
Good reputation among customers.
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WEAKNESS:
A weakness is a limitation in resources, skills and capabilities that seriously impedes
effective performance of the business of the organization.
A slow down in the commercial vehicle industry would impact KTMS
profitability.
KTMS depends totally on OEM’S customers. OEM’S cost for the product internal
cost is relatively less expensive due to their depreciated assets used in
manufacture of similar comparable products.
They cannot meet the customer demand due to already overloaded production
facility.
OPPORTUNITIES:
An opportunity is a favorable situation in the firms environment.
KTMS has got opportunities to export its product.
Growing commercial vehicle segment due to improved infrastructural facilities
available in Indian market.
THREATS:
A threat is a major unfavorable situation in the firm’s environment. It is a key impediment
to the firm’s current and desired future position.
Stiff competition from the competitors brakes India Ltd.
Increasing price of raw-materials, Ex: Steel
Increased trade barriers.
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3. REVIEW OF LITERATURE
3.1 Introduction:
Human resources is one of the most valuable and unique assets of an organization.
Human resources management means employing people, developing their resources,
utilizing, maintaining and compensating their services in tune with the job and
organizational requirements with a view to contribute to the goals of the organization,
individual and the society.
Definition:
According to Leon C. Megginson, the term human resources can be thought of as “the
total knowledge, skills, creative abilities, talents and aptitudes of an organization’s
workforce, as well as the value, attitudes and beliefs of the individuals involved.”
3.2 HISTORY OF HUMAN RESOURCE MANAGEMENT:
There is a vast difference between modern HRM and the personnel management that was
prevalent decades ago. By the end of twentieth century, the managerial philosophy that
has defined the personnel function has undergone radical changes. The human resource
approach has gained prominence in the recent times.
Scientific Management Approach
In the early 1900s, most business owners and managers believed that if employees
were to be effectively managed, they had to be constantly supervised and forced to
work. All employees were considered to be equal in terms of productivity; when
they failed to achieve the set targets they were disciplined or fired. The scientific
management approach challenged these beliefs and suggested that managers adopt
a scientific and objective approach to determine how work could be designed and
carried out most efficiently.
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Human Relations Approach:
The Hawthorne studies, conducted during the 1930s and 1940s, forced
organizations to shift their attention from the scientific management approach to
the human relations approach. The results of these studies suggested that
employee productivity was affected not only by the way the job was designed and
the economic rewards but also by certain social and psychological factors.
Human Resources Approach:
Organizations have now adopted the human resources approach, which treats the
organizational goals and employee needs as being mutual and compatible, and
which can be pursued in unison.
The human resources approach is based on a number of principles, some of which
are:
Employees are assets to an organization.
Policies, programs and practices must cater to the needs of employees.
It is necessary to create and maintain a conducive work environment, to
encourage the employees to develop and harness their knowledge and skills.
HR policies and practices should be in alignment with the goal of balancing
individual and organizational needs. This can be achieved through a mutual
process where the organization and the employees help each other to achieve
their goals.
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3.3 Importance of Human Resource Management
People have always been central to organizations, but their strategic importance is
growing in today’s knowledge-based industries. An organization’s success increasingly
depends on the knowledge, skills and abilities (KSAs) of employees, particularly as they
help establish a set of core competencies that distinguish an organization from its
competitors. With appropriate HR policies and practices an organization can hire, develop
and utilise best brains in the marketplace, realize its professed goals and deliver results
better than others.
Important Terms:
Human resource: Knowledge, skills sets, expertise of employees, the adaptability,
commitment and loyalty of employees.
Skills: The individual abilities of human beings to perform a piece of work.
Resource: The stock of assets and skills that belong to a firm at a point of time.
Capability: The ability of a bundle of resources to perform an activity; a way of
combining assets, people and processes to transform inputs into outputs.
Core Competencies: Activities that the firm performs especially well when
compared to its competitors and through which the firm adds value to its goods
and services over a long period of time.
Competitive advantage: It comes from a firm’s ability to perform activities more
distinctively and more effectively than rivals. To attain competitive advantage,
firms need to add value to customers and offer a product or
service that cannot be easily imitated or copied by rivals (uniqueness).
Value: Sum total of benefits received and costs paid by the customer in a given
situation.
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Human Resource Management helps an organization and its people to realize their
respective goals thus:
a) At the enterprise level:
Good human resource practices can help in attracting and retaining the best
people in the organization. Planning alerts the company to the types of people
it will need in the short, medium and long run.
It helps in training people for challenging roles, developing right attitudes
towards the job and the company, promoting team spirit among employees and
developing loyalty and commitment through appropriate reward schemes.
b) At the individual level:
Effective management of human resources helps employees thus:
It promotes team work and team spirit among employees.
It offers excellent growth opportunities to people who have the potential to
rise.
It allows people to work with diligence and commitment.
c) At the society level:
Society, as a whole, is the major beneficiary of good human resource practices.
Employment opportunities multiply.
Scarce talents are put to best use. Companies that pay and treat people well
always race ahead of others and deliver excellent results.
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d) At the national level:
Effective use of human resources helps in exploitation of natural, physical and
financial resources in a better way. People with right skills, proper attitudes and
appropriate values help the nation to get ahead and compete with the best in the
world leading to better standard of living and better employment.
3.4 Scope of Human Resource Management
The scope of human resource management is very wide. Research in behavioral sciences,
new trends in managing knowledge workers and advances in the field of training have
expanded the scope of HR function in recent years. The Indian Institute of personnel
Management has specified the scope of HRM thus:
Personnel aspect:
This is concerned with manpower planning, recruitment, selection, placement,
transfer, promotion, training and development, lay off and retrenchment,
remuneration, incentives, productivity, etc.
Welfare aspect:
It deals with working conditions and amenities such as canteens, crèches, rest and
lunch rooms, housing, transport, medical assistance, education, health and safety,
recreation facilities, etc.
Industrial relations aspect:
This covers union-management relations, joint consultation, collective bargaining,
grievance and disciplinary procedures, settlements of disputes, etc.
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3.5 Nature of HRM
Human Resource Management is a process of bringing people and organizations together
so that the goals of each are met. It tries to secure the best from people by winning their
wholehearted cooperation. In short, it may be defined as the art of procuring, developing
and maintaining competent workforce to achieve the goals of an organization in an
effective and efficient manner. It has the following features.
Pervasive force:
HRM is pervasive in nature. It is present in all enterprises. It permeates all levels
of management in an organization.
Action oriented:
HRM focuses attention on action, rather than on record keeping, written
procedures or rules. The problems of employees at work are solved through
rational policies.
Individually oriented:
It tries to help employees develop their potential fully. It encourages them to give
their best to the organization. It motivates employees through a systematic process
of recruitment, selection, training and development coupled with fair wage
policies.
People oriented:
HRM is all about people at work, both as individuals and groups. It tries to put
people on assigned jobs in order to produce good results.
Future-oriented:
Effective HRM helps an organization meet its goals in the future by providing for
competent and well-motivated employees.
Development oriented:
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HRM intends to develop the full potential of employees. The reward structure is
tuned to the needs of employees. Every attempt is made to use their talents fully in
the service of organizational goals.
Integrating mechanism:
HRM tries to build and maintain cordial relations between people working at
various levels in the organization. In short, it tries to integrate human assets in the
best possible manner in the service of an organization.
Comprehensive function:
HRM is, to some extent, concerned with any organizational decision which has an
impact on the workforce or the potential workforce. The term ‘workforce’
signifies people working at various levels, including workers, supervisors, middle
and top managers. It is concerned with managing people at work.
Auxiliary service:
HR departments exist to assist and advice the line or operating managers to do
their personnel work more effectively. It is a staff function.
Inter-disciplinary function:
HRM is a multi-disciplinary activity, utilizing knowledge and inputs drawn from
psychology, sociology, anthropology, economics, etc.
Continuous function:
According to Terry, HRM is not a one shot deal. It cannot be practiced only one
hour each day or one day a week. It requires a constant alertness and awareness
of human relations and their importance in every day operations.
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3.6 FUTURE OF HRM
• Size of workforce
• Composition of work force
• Employee expectations
• Changes in technology
• Life style changes
• Environmental challenges
• Personnel function in future
• Changes in 21st century impacting HRM
3.7 FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:
Every manager must get things done through people. Individual goals and aspirations
have to be in alignment with organizational goals for the successful handling of a
business. An effective manager should be able to utilize human and non-human resources
to bring about this alignment and eventually achieve these goals. A manager’s handling of
the human assets reflects his managerial capabilities. Managing people is one of the
biggest challenges for any manager, for the following reasons:
Individuals differ from each other in terms of their values, attitudes, beliefs and culture.
This leads to a very complex situation in an organizational context.
The stimulating and motivational factors might not be the same for all the employees. It is
important to understand the individual needs of these employees and cater to these needs.
The expectations of employees of today are much greater when compared to the
employees of yesteryears. They know they are valuable assets and demand to be treated
as such.
HRM functions can be broadly classified in to two categories:
Managerial functions
Operative functions
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o Managerial Functions:
Managerial functions of the human resource department are planning, organizing,
staffing, directing and controlling.
Planning:
Planning involves formulating the future course of action. It includes determining in
advance the personnel programs and changes required that would contribute to the
achievement of organizational goals.
Organizing:
Organizing involves establishing an intentional structure of roles for people in an
organization. Structural considerations such as the chain of command, division of labor,
and assignment of responsibility are part of the organizing function.
Staffing:
This is the process of obtaining and maintaining capable and competent personnel in
various positions at all levels. It broadly encompasses manpower planning, recruitment,
selection, placement, induction and orientation, transfer.
Directing:
It is the process of directing all the available resources towards the common
organizational goals.
Controlling:
The measurement and rectification of activities to ensure that events conform to plans is
known as controlling.
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Operative Functions
The operative functions of HRM are related to specific activities of HRM, viz.,
employment, development, compensation and employee relations.
Employment:
Employment is the first operative function of HRM. This involves procuring and
employing individuals with suitable knowledge, skills, experience and aptitude necessary
to perform various jobs. It includes functions such as job analysis, human resource
planning, recruitment, selection, placement, and induction.
Development:
HRD is the process of training and developing employees to improve and update their
knowledge and skills, so as to help them perform their jobs better.
HRD includes performance appraisal, training, management development, and career
planning and development.
Performance Appraisal:
This is the process of evaluating the performance of an employee on the job and
developing a plan for improvement.
Training:
It is the systematic development of the knowledge, skills and attitudes required to perform
a given task or job successfully, in an individual.
Management Development:
It is the concept of developing the employees of an organization to meet future changes
and challenges. It includes forecasting the human resource demands of an organization
and gearing up to meet these demands.
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Career Planning and Development:
It refers to identifying one’s career goals and formulating plans of reaching them through
various means like education, work experience etc.
Compensation:
It includes all the extrinsic rewards that an employee receives during and after the course
of his job, for his contributions to the organization.
Compensation encompasses base salary, incentives, bonus and benefits and is based on
job evaluation.
Employee Relations:
It deals with the employees in the organizational context, as a social group that
contributes to the organization.
Increasing employee productivity.
Keeping the employees satisfied and motivated.
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3.8 Core roles in Human Resource Management
The core roles of human resource management are grouped below into
four categories. The titles of the clusters are tentative, and are open for
comment.
• Planning and organizing for work, people and HRM.
• Strategic perspective
• Organisation design
• Change management
• Corporate Wellness management
• People acquisition and development
• Staffing the organisation
• Training & development
• Career Management
• Performance Management
• Industrial relations
• Administration of policies, programmes and practices
• Compensation management
• Information management
• Administrative management
3.9 Objectives of Human Resource Management
Objectives are pre-determined goals to which individual or group activity in an
organization is directed. Objectives of personnel management are influenced by social
objectives, organizational objectives, functional objectives and individual objectives.
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The objectives of HRM may be as follows:
To help the organization reach its goals: HR department, like other departments in
an organization, exists to achieve the goals of the organization first and if it does
not meet this purpose, HR department (or for that matter any other unit) will
wither and die.
To employ the skills and abilities of the workforce efficiently:
The primary purpose of HRM is to make people’s strengths productive and to
benefit customers, stockholders and employees.
To provide the organization with well-trained and well-motivated employees:
HRM requires that employees be motivated to exert their maximum efforts, that
their performance be evaluated properly for results and that they be remunerated
on the basis of their contributions to the organization.
To increase to the fullest the employee’s job satisfaction and self-actualization: It
tries to prompt and stimulate every employee to realize his potential. To this end
suitable programmes have to be designed aimed at improving the quality of work
life (QWL).
To develop and maintain a quality of work life: It makes employment in the
organization a desirable, personal and social, situation. Without improvement in
the quality of work life, it is difficult to improve organizational performance.
To communicate HR policies to all employees: It is the responsibility of HRM to
communicate in the fullest possible sense; tapping ideas, opinions and feelings of
customers, non-customers, regulators and other external public as well as
understanding the views of internal human resources.
To be ethically and socially responsive to the needs of society: HRM must ensure
that organizations manage human resource in an ethical and socially responsible
manner through ensuring compliance with legal and ethical standards.
To create and utilise an able and motivated workforce, to accomplish the basic
organizational goals.
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36. Procedures for Handling Disciplinary Matters
To establish and maintain sound organizational structure and desirable working
relationships among all the members of the organization.
To attain an effective utilization of human resources in the achievement of
organizational goals.
To create facilities and opportunities for individual or group development so as to
match it with the growth of the organization.
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3.10 HUMAN RESOURCE DEVELOPMENT
The term human resources refers to the knowledge, skills, creative abilities, talents,
aptitude, values and beliefs of an organization’s workforce. The more important aspects
of human resources are aptitude, values, attitudes and beliefs.
3.11 FEATURES OF HUMAN RESOURCE DEVELOPMENT
Human Resource Development is a systematic and planned approach for the
development of individuals in order to achieve organizational, group and
individual goals.
Human Resource Development is a continuous process for the development of
technical, managerial, behavioural and conceptual skills and knowledge.
Human Resource Development develops the skills and knowledge not only at the
individual level, but also at dyadic level, group level and organizational level.
Human Resource Development is multi-disciplinary. It draws inputs from
Engineering, Technology, Psychology, Anthropology, Management Commerce,
Economics, Medicine etc.
Human Resource Development is embodied with techniques and processes. HRD
techniques include performance appraisal, training, management development,
career planning and development, organization development, counselling, social
and religious programmes, employee involvement / workers participation, quality
circles etc.
Human Resource Development is essential not only for manufacturing and service
industry but also for information technology industry.
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3.12 SCOPE OF HUMAN RESOURCE DEVELOPMENT
Human resources management deals with procurement, development, compensation,
maintenance and utilisation of human resources. HRD deals with development of human
resources for efficient utilisation of these resources in order to achieve the individual,
group and organizational goals.
Recruiting the employees within the dimensions and possibilities for developing
human resources.
Selecting those employees having potentialities for development to meet the
present and future organizational needs.
Analysing, appraising and developing performance of employees as individuals,
members of a group and organizations with a view to develop them by identifying
the gaps in skills and knowledge.
Help the employees to learn from their superiors through performance
consultations, performance counselling and performance interviews.
Train all the employees in acquiring new technical skills and knowledge.
Develop the employees in managerial and behavioural skills and knowledge.
Planning for succession and develop the employees.
Changing the employee’s behaviour through organization development.
Employee learning through group dynamics, intra and inter team interaction.
Learning through social and religious interactions and programmes.
Learning through job rotation, job enrichment and empowerment.
Learning through quality circles and the schemes of workers’ participation in the
management.
3.13 HUMAN RESOURCE DEVELOPMENT OBJECTIVES
To prepare the employee to meet the present and changing future job
requirements.
To prevent employee obsolescence.
To develop creative abilities and talents.
To prepare employees for higher level jobs.
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To impart new entrants with basic HRD skills and knowledge.
To develop the potentialities of people for the next level job.
To aid total quality management.
To promote individual and collective morale, a sense of responsibility, co-
operative attitudes and good relationships.
To broaden the minds of senior managers by providing them with opportunities
for an interchange of experiences within and outside.
To ensure smooth and efficient working of the organization.
To provide comprehensive framework for HRD.
To enhance organizational capabilities.
3.14 HUMAN RESOURCE DEVELOPMENT FUNCTIONS
Performance Appraisal
Employee Training
Executive Development
Career Planning and Development
Succession Planning and Development
Organization Change and Organization Development
Involvement in Social and Religious Organizations
Involvement in Quality Circles
Involvement in Workers’ Participation in Management
3.15 TECHNIQUES OF HUMAN RESOURCES DEVELOPMENT
Performance Appraisal
Potential Appraisal
Career Planning
Career Development
Employee Training
Executive Development
Organizational Change
Organizational Development
Social and Cultural Programmes
Workers’ Participation in Management
Quality Circles
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Employee Counselling
Team work
Role Analysis
Communication Policies and Practices
Monetary Rewards
Non-monetary Rewards
Employee Benefits and
Grievance Mechanism
Role Analysis:
The HRD manager should design the wider roles rather than mere jobs based on
the organization’s present and future needs. The HRD manager should also take
into consideration the internal and external environmental factors.
Human Resources Planning:
The HRD manager, based on the role analyses, should plan for the human
resources which would meet not only the future organisational requirements but
also capable of being developed.
Recruitment:
It is the process of searching for prospective employees and stimulating them to
apply for jobs in an organization.
Selection:
It is the process of ascertaining the qualifications, experiences, skills, knowledge
etc. of an applicant with a view to appraising his / her suitability to a job.
Placement:
It is the process of assigning the selected candidate with the most suitable job. It is
matching of employee specifications with job requirements.
Induction and Orientation:
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Induction and Orientation are the techniques by which a new employee is
rehabilitated in the changed surroundings and introduced to the practices, policies,
purposes and people etc. of the organization.
Performance Appraisal:
It is the systematic evaluation of individuals with respect to their performance on
the job and their potential for development.
Training:
Training is a systematic process by which employees learn skills, knowledge,
abilities or attitudes to further organisational and personal goals.
Management Development:
It is the process of designing and conducting suitable executive development
programmes so as to develop managerial and human relations skill of employees.
Career Planning and Development:
It is the planning of one’s career and implementation of career plans by means of
education, training, job search and acquisition of work experiences. It includes
internal and external mobility.
Internal Mobility: It includes vertical and horizontal movement of an employee
within an organization. It consists of transfer, promotion, and demotion.
Organization Development:
Organization development is an organization wide, planned effort, managed from
the top, with a goal of increasing organizational performance through planned
interventions.
Compensation:
It is the process of providing equitable and fair remuneration to the employees. It
includes job evaluation, wage and salary administration, incentives, bonus, fringe
benefits, social security measures etc.
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Social and Cultural Programmes:
Social and Cultural programmes enable the employees to interact closely with
each other, open-up their cognitions, share the strengths etc. The HRD, manager,
should arrange for social and cultural programmes and enable the employees to
learn from each other.
Workers’ Participation in Management:
Workers’ participation in management enables both the management’s and
workers’ representatives to share and exchange their ideas and view points in the
process of joint decision-making.
Quality Circles:
Quality Circle is a self-governing group of workers with or without their
supervisors who voluntarily meet regularly to identify, analyse and solve
problems of their work field.
Employee Counselling:
The process of employee counselling about his job and organizational related
activities helps him to acquire additional skills, knowledge and abilities from his
counsellor-mostly his supervisor. Therefore, the HRD manager should arrange for
frequent employee counselling.
Team Work:
Teamwork requires a joint effort of the members to plan, make decisions,
implement them, evaluate them and correct them. This process enables the
members to learn from each other and make the others’ strength their own.
Communication Policies:
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The free-flow of upward comm.:unication policies encourage and motivate the
subordinates to share their new ideas, experiences and other work related issues
with their supervisors. The supervisors in turn learn them.
Grievance Mechanism:
Prompt settlement of employee grievances leads to job satisfaction and satisfied
employees are encouraged to enrich their resources with a view to enhance their
contributions to the organization. As such, the HRD manager should help the top
management to design an efficient grievance handling mechanism.
The other functions of HRD manager include:
To develop a human resources philosophy for the entire organization and get the top
management committed to it openly and consistently.
To influence personnel policies by providing the necessary inputs to the personnel
department / top management.
To plan and design new HRD methods.
To monitor effectively the implementation of various HRD methods.
To conduct human process research, organizational health surveys and renewal of
exercises periodically.
To work with unions and associations and inspire them.
Meaning:
Any act which is subversive, of discipline may be called as indiscipline.
Discipline is the backbone of any industry.
Discipline is to be followed by everyone whether workers, supervisor, manager, CEO. No
organization can survive without discipline.
Definition:
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According to the International Labour Organization (ILO), “Industrial Relations deal with
either the relationship between the state and employers’ and workers’ organizations or the
relation between the occupational organizations themselves.”
The concept of industrial relations has been extended to denote the relations of the state
with employers, workers and their organizations. The subject therefore includes
individual relations and joint consultations between employers and people at their work
place, collective relations between employers and their organizations collective
relations between employers and their organizations and trade unions and the part played
by the state in regulating these relations.
Dale Yoder, industrial relations is a “whole field of relationship that exists because of the
necessary collaboration of men and women in the employment process of an industry.”
The following points emerge from a close examination of the above definitions:
Employer – employee interactions:
Industrial relations arise out of employer-employee interactions. These relations
cannot exist without the basic building blocks, i.e., the employer on one side and
the employees on the other side.
Web of rules:
Industrial relations are a ‘web of rules’ formed by the interaction of the
government, the industry and the labour. They include the relations between
employer and employees and between employers’ associations, trade unions as
well as the State.
Multidimensional:
Industrial relations are fairly multi-dimensional in nature as they are influenced,
by a complex set of institutional, economic and technological factors.
Dynamic and changing:
Industrial relations change with the times, generally keeping pace with
expectations of employees, trade unions, employers, associations, and other
economic and social institutions in a society.
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Spirit of compromise and accommodation:
The industrial relations system is characterized by forces of conflict and
compromise on either side. In the larger interests of society, both the employer
and employees must put out fires amicably and get along with each other in a
spirit of compromise and accommodation.
Government’s role:
The government influences and shapes industrial relations with the help of laws,
rules, agreements, awards of courts and emphasis on usages, customs, traditions,
as well as the implementation of its policies and interference through executive
and judicial machinery.
Wide coverage:
The scope of industrial relations is wide enough to cover a vast territory
comprising of grievances, disciplinary measures, ethics, standing orders,
collective bargaining, participatory schemes, dispute settlement mechanisms etc.
Interactive and consultative in nature:
Industrial relations includes individual relations and joint consultation between
labour, management, unions, the state etc. It pinpoints the importance of
compromise and accommodation in place of conflict and controversy in resolving
disputes between labour and management.
3.16 Characteristics of Industrial Relations:
Industrial relations are the outcome of employment relationship in an industrial
enterprise.
Industrial relations develop the skills and methods of adjusting to and cooperating
with each other.
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Industrial relations system creates complex rules and regulations to maintain
harmonious relations.
The Government involves to shape the industrial relations through laws, rules,
agreements, awards etc.
The important factors of industrial relations are: employees and their
organizations, employer and their associations and the Government.
3.17 Factors of Industrial Relations:
Institutional Factors:
These factors include government policy, labour legislations, voluntary courts,
collective agreement, employee courts, employers’ federations, social institutions
like community, caste, joint family, creed, system of beliefs, attitudes of works,
system of power status etc.
Economic Factors:
These factors include economic organization, like capitalist, communist mixed
etc., the structure of labour force, demand for and supply of labour force.
Technological Factors:
These factors include mechanization, automation, rationalization, computerization
etc.
Social and Cultural Factors:
These factors include population, religion, customs and traditions of people,
ethnic groups, cultures of various groups of people etc.
Political Factors:
These factors include political system in the country, political parties and their
ideologies, their growth, mode of achievement of their policies, involvement in
trade unions etc.
Governmental Factors:
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These factors include governmental policies like industrial policy, economic
policy, labour policy, export policy etc.
3.18 Objectives of Industrial Relations:
To promote and develop congenial labour management relations;
To enhance the economic status of the worker by improving wages, benefits and
by helping the worker in evolving sound budget;
To regulate the production by minimizing industrial conflicts through state
control;
To socialize industries by making the government as an employer;
To provide an opportunity to the workers to have a say in the management and
decision-making;
To improve workers’ strength with a view to solve their problems through mutual
negotiations and consultation with the management;
To encourage and develop trade unions in order to improve the worker’s strength;
To avoid industrial conflict and their consequences and
To extend and maintain industrial democracy.
3.19 Functions of Industrial Relations:
Communication is to be established between workers and the management in
order to bridge the traditional gulf between the two.
To establish a rapport between managers and the managed.
To ensure creative contribution of trade unions to avoid industrial conflicts, to
safeguard the interests of workers on the one hand and the management on the
other hand, to avoid unhealthy, unethical atmosphere in an industry.
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To lay down such considerations which may promote understanding, creativity
and cooperativeness to raise industrial productivity and to ensure better workers
participation.
3.20 Approaches to Industrial Relations:
Psychological approach:
According to psychologists, the problems of industrial relations are attributable to
the differences in the perceptions of labour and management. Both parties tend to
look at factors influencing their relations – i.e. wages, benefits, working
conditions etc. – in different ways. Dissatisfaction with pay, benefits, services,
conditions of work compel workers to turn aggressive and resort to strikes,
gheraos etc.
Sociological Approach:
A number of sociological factors such as the value system, customs, and
traditions-affect the relations between labour and management.
Human Relations Approach:
According to the human relations approach, individuals are motivated by a
variety of social and psychological factors, not just earnings. Human behavior is
influenced by feelings, sentiments, and attitudes.
Giri Approach:
According to V.V. Giri (Former President of India) collective bargaining and joint
negotiations be used to settle disputes between labour and management.
Gandhian approach:
Gandhi ji accepted the worker’s right to strike but cautioned that this right be
exercised in just cause and in a peaceful, non-violent fashion.
Significance or Importance of Industrial Relations:
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Good Industrial Relations implies peaceful, harmonious, fruitful relations
between labour and management.
Industrial Peace:
Unilateral actions disappear; both parties consult each other before initiating any
action; they primarily focus on goals that are realizable without overstepping their
territories. This leads to peaceful co-existence.
Industrial Democracy:
The process of joint consultation paves the way for industrial democracy. This
motivates workers to give of their best to the organization and share the fruits of
progress jointly with management.
Improved Productivity:
Cordial relations between labour and management ensures uninterrupted
production and single-minded pursuit of pre-determined goals.
Benefits to Workers:
Cordial labour-management relations ensure higher productivity. The company
would be in a position to offer fair economic and non-economic incentives to its
employees. This, in turn, would spur people to realize targets and get ahead
productively.
3.21 ESSENTIAL CONDITIONS FOR SOUND INDUSTRIAL RELATIONS
The establishment of good industrial relations depends on the constructive attitude on the
part of both management and the union. The constructive attitude in its turn depends on
all the basic policies and procedures laid down in any organization for the promotion of
healthy industrial relations.
Existence of strong, well organized and democratic employees’ unions:
Industrial relations will be sound only when the bargaining power of the
employees’ unions is equal to that of management. A strong trade union can
protect the employees’ interest relating to wages, benefits, job security, etc.
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Existence of sound and organized employers’ unions:
These associations are helpful for the promotion and maintenance of uniform
personnel policies among various organizations and to protect the interests of
weak employers.
Spirit of collective bargaining and willingness to resort to voluntary
negotiations:
The relationship between an employee and the employer will be congenial only
when the differences between them are settled through mutual negotiation and
consultation rather than through the intervention of a third party.
Maintenance of industrial peace:
Permanent industrial peace in an organization can be ensured through the
following measures:
i) Establish machinery for prevention and settlement of industrial disputes.
This includes legislative and non-legislative measures. Preventive
measures include works committees, standing orders, welfare officers,
shop councils, joint councils and joint management councils. Settlement
methods include voluntary arbitration, conciliation and adjudication.
ii) Government should be provided with requisite authority for settling the
industrial disputes wherever necessary.
iii) Provision for the bipartite and tripartite committees in order to evolve
personnel policies, code of conduct, code of discipline, etc.
iv) Provision for the various committees to implement and evaluate the
collective bargaining agreements, court orders and judgements, awards of
voluntary arbitration, etc.
v)
Introduction:
The economic growth of a country depends upon the industrial development. Therefore,
the progress of a country being dependent upon the development of industry, the
Industrial Laws play an important role in the national economy of a country.
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Definition:
The Industrial Disputes Act, 1947, defines an industrial dispute as “ any dispute or
difference between employees and employees, or between employees and employers, or
between employers and employers, which is connected with the employment, or non-
employment, or the terms of employment or with the conditions of work of any person.”
Forms of Industrial Disputes:
Strikes
Lock-outs
Gherao
Picketing and Boycott
Strikes:
A strike is a spontaneous and concerted withdrawal of labour from production
temporarily. It is a collective stoppage of work by a group of workers for
pressuring their employers to accept certain demands.
Lock-outs:
Lock-out is the counterpart of strike. It is the weapon available to the employer to
close down the factory till the workers agree to resume work on the conditions
laid down by the employer.
Gherao:
Gherao means to surround. In this method, a group of workers initiate collective
action aimed at preventing members of the management from leaving the office.
Picketing and Boycott:
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When picketing, workers often carry / display signs, banners and placards ( in
connection with the dispute ), prevent others from entering the place of work and
persuade others to join the strike.
Boycott aims at disrupting the normal functioning of an enterprise. Through
forceful appeals and negative behavioural acts, striking workers prevent others
from entering the place of work and persuade them not to cooperate with the
employer.
3.22 Causes of Industrial Disputes:
Employment:
The list here includes disputes over wages, allowances, bonus, benefits, working
conditions, retrenchment of workers, methods of job evaluation, changes in
methods of production.
Nationalisation:
Workers protested against the introduction of rationalisation, automation, and
computerization.
Psychological / Social causes:
On occasion, family, friends, community, environmental pressures and concerns
also instigated the workers to take to the streets.
Institutional causes:
Disputes arose on account of institutional factors such as: recognition of unions,
membership of unions, scope of collective bargaining, unfair practices.
Political causes:
Political leaders have used unions as powerful weapons to build tensions inside a
plant / industry with a view to satisfy their own private ends.
Administration – related causes:
These pertain to ill-treatment, undeserved punishment, physical assaults, etc.
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Recognition:
Disputes arose when employers failed to recognise a union as a bargaining agent.
Sympathetic Strikes:
Workers struck work in one plant / industry when they wanted to exhibit their
solidarity with striking workers from another plant / industry.
Settlement of Conflicts:
Investigation:
This is conducted by a board or court appointed by the government . It may be
voluntary or compulsory. If the investigation is conducted on an application by
either or both the parties to the dispute, it is voluntary. If the government appoints
a court of inquiry to investigate in to a dispute without the consent of the parties, it
is compulsory. Investigations do not aim at bringing about the settlement of
disputes directly, but by analysing the facts, they aim at bringing about an
amicable solution.
Mediation:
Another attempt to settle disputes is Mediation. In this method, an outsider assists
the parties in their negotiations. It takes place with the consent of both the parties.
The mediator performs the messenger’s job for both the parties and he neither
imposes his will nor his judgement upon them.
Conciliation:
Conciliation is a process by which representatives of both workers and employers
are brought together before a third party with a view to persuading them to arrive
at some sort of settlement. It is an extension of collective bargaining with third
party assistance.
Voluntary Arbitration:
If the two parties to the dispute fail to come to an agreement, either by themselves
or with the help of a mediator or conciliator, who agrees to submit the dispute to
an impartial authority, whose decision, they are ready to accept.
Compulsory Arbitration / Adjudication:
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It is the ultimate remedy for the settlement of disputes in India. Adjudication
consists of settling disputes through the intervention of a third party appointed by
the government. An industrial dispute can be referred to adjudication by the
mutual consent of the disputing parties.
3.23 Code of Industrial Relations:
Management and Trade Unions formulate a code of industrial relations in a number of
Indian industries.
The attitude of management towards trade unions and employees should be
positive.
The attitude of employees and union towards management should be positive.
The attitude of employees towards trade unions should be positive.
There would be differences of opinions among trade unions, employees and
management.
Management should not have absolute authority to enforce decisions affecting the
interests of trade unions and employees.
Management need not consult the trade unions and employees regarding
disciplinary cases.
Management should not influence employees regarding joining or withdrawing
from unions.
Management should not encourage the workers for forming rival unions.
Trade unions should not involve in managerial activities which do not affect the
employees.
Managers and supervisors should be empowered to deal with grievances and
disciplinary cases.
All the collective bargaining agreements should be implemented in good faith as
early as possible.
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Employees and trade unions should emotionally cooperate in implementing
company strategies.
All employees should attend the training programmes as and when they are asked
to do so.
3.24 ACTS OF MISCONDUCT
There are many reasons for misconduct. Each misconduct will be having its own
reasons. Some of them are as follows:
Go-Slow Tactics:
It may be due to stress and strain, having no proper facilities at the work place or
may be intentional go-slow because of his lazyness. If it is due to sheer lazyness,
then it is definitely an indiscipline on the part of workmen.
If the workmen refuses to accept an alternative job which doesn’t call for
additional skill, then it also amounts to act of misconduct.
Leaving work place:
Leaving work place before due time or absence from the place of work without
due permission.
Handling any machine or apparatus not entrusted to his change.
Impersonation.
Drunkenness or intoxication while on duty.
Engaging in any private, personal unauthorized trade or business within the
company premises.
Failure to observe safety instructions or unauthorized removal of guards and other
safety devices.
Gambling and money lending or doing any other private business within the
factory premises.
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Habitual absence without leave or without permission.
Picketing or making demonstrations within the factory premises without the
permission of the management.
Refusal to wear prescribed uniforms and safety clothing and equipments.
Sleeping or napping while on duty.
Smoking where it is prohibited within the premises.
Unauthorized use of any property, machinery, tools, quarters or land belonging to
the company.
Refusal or failure to attend any training programme arranged by the company.
3.25 PROCEDURES FOR HANDLING MISCONDUCT
Counselling:
Oral warning
Issue a Show Cause Memo
Getting his reply and analysing the facts
Issue Charge Sheet Memo
Appointing Domestic Enquiry Officer
Appointing Management Representative
3.26 PUNISHMENT PERMISSIBLE UNDER STANDING ORDER / SERVICE
RULES
Warning.
Fine.
Stoppage of increment / withholding promotion with cumulative effect.
Demotion.
Removal from service which does not disqualify for future employment.
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Dismissal.
Any other punishment which meets ends of justice.
1. You have good relationship with your fellow employees.
Table
Chart
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Particulars Frequency Percentage
Yes 30 60
No 12 24
Can’t say 8 16
Total 50 100
Interpretation:
This chart shows the percentage of employees who possess good relations with their
fellow workers. Out of the 50 respondents, 60% of the employees says that they have
good relationship with their fellow employees, 24% of the employees says that they are
not having good relationship with their fellow employees, and another 16% of the
employees are refused to answer this question.
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2. Your organisation’s working environment is good.
Table
Particulars Frequency Percentage
Yes 25 50
No 7 14
Can’t say 18 36
Total 50 100
Chart
60
50
40
30
20
10
0
Yes No can't say
Interpretation:
This chart shows the percentage of employees feels that the organization working
environment is good. Out of 50 respondents, 50% of employees says that they are
satisfied with the working environment, 14% of employees says that they are not satisfied
with the working environment, and 36% of employees failed to answer this question.
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60. Procedures for Handling Disciplinary Matters
3. Our organization working hours are not stressful.
Table
Particulars Frequency Percentage
Yes 37 74
No 03 06
Can’t say 10 20
Total 50 100
Chart :
Interpretation:
This chart shows the percentage of employees feels that the organization working hours
are not stressful. Out of 50 respondents, 74% of employees says that the working hours
are not stressful, 6% of the employees says that the working hours are stressful, and 20%
of the employees couldn’t respond for this question.
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61. Procedures for Handling Disciplinary Matters
4. Your organization follows fair labor practices.
Table
Particulars Frequency Percentage
Yes 35 70
No 12 24
Can’t say 03 06
Total 50 100
Chart
Interpretation:
This chart shows that the percentage of employees feels that organization follow fair
labour practices. Out of 50 respondents, 70% of the employees says that organization
follow fair labour practices, 24% of the employees says that organization does not follow
the fair labour practices, and 6% of the employees are not answered for this question.
5. Your are satisfied with the way disputes are handled.
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62. Procedures for Handling Disciplinary Matters
Table
Particulars Frequency Percentage
Yes 21 42
No 09 18
Can’t say 20 40
Total 50 100
Chart
Interpretation:
This chart shows the percentage of employees are satisfied with the way disputes are
handled. Out of 50 respondents, 42% of the employees are satisfied with the way disputes
are handled, 18% of the employees are not satisfied with the way disputes are handled,
and 40% of the employees refused to answer this question.
6 .You are satisfied with the way disciplinary actions are initiated.
Table
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63. Procedures for Handling Disciplinary Matters
Particulars Frequency Percentage
Yes 35 70
No 07 14
Can’t say 08 16
Total 50 100
Chart
Interpretation:
This chart shows the percentage of employees are satisfied with the way disciplinary
actions are initiated. Out of 50 respondents, 70% of the employees are satisfied with the
way disciplinary actions are initiated, 14% of the employees are not satisfied with the
way disciplinary actions are initiated, and 16% of the employees can’t say anything.
7. Trade unions in your organization have sufficient powers.
Table
Particulars Frequency Percentage
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64. Procedures for Handling Disciplinary Matters
Yes 24 48
No 12 24
Can’t say 14 28
Total 50 100
Chart
Interpretation:
This chart shows the percentage of Trade Unions in organization have sufficient powers.
Out of 50 respondents, 48% of the employees says that Trade Unions in organization
have sufficient powers, 24% of the employees says that Trade Unions in organization are
not having sufficient powers and 28% of the employees are failed to answer this question.
8. Code of conduct at your organization is clearly defined.
Table
Particulars Frequency Percentage
Yes 21 42
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65. Procedures for Handling Disciplinary Matters
No 17 34
Can’t say 12 24
Total 50 100
45
40
35
30
25
20
15
10
5
0
Yes No Can’t say
Interpretation:
This chart shows the percentage of employees says Code of Conduct is clearly defined
in the organization. Out of 50 respondents, 42% of the employees says that code of
conduct is clearly defined, 34% of the employees says that code of conduct is not clearly
defined and 24% of the employees are refused to answer this question.
9. Collective bargaining is followed fairly to both management and workers
Table
Particulars Frequency Percentage
Yes 21 42
No 22 44
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66. Procedures for Handling Disciplinary Matters
Can’t say 07 14
Total 50 100
Chart
Interpretation:
This chart shows the percentage of Collective Bargaining is followed fairly to both
management and workers. Out of 50 respondents, 42% of the employees says that the
collective bargaining is followed fairly to both management and workers, 44% of the
employees says that the collective bargaining is not followed fairly to both management
and workers, and 14% of the employees are not answer for this question.
10.Are you happy with the wage system followed by your organisation?
Table
Particulars Frequency Percentage
Yes 21 42
No 22 44
Can’t say 07 14
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67. Procedures for Handling Disciplinary Matters
Total 50 100
Chart
Interpretation:
This chart shows the percentage of employees are happy with the wage system followed
by organization. Out of 50 respondents, 42% of the employees are happy with the wage
system followed by the organization, 44% of the employees are not happy with the wage
system followed by the organization, and 14% of the employees couldn’t answer for this
question.
11.Are you happy with the reward and recognition system?
Table
Particulars Frequency Percentage
Yes 20 40
No 12 24
Can’t say 18 36
Total 50 100
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68. Procedures for Handling Disciplinary Matters
Chart
Interpretation:
This chart shows the percentage of employees are happy with the reward and recognition
system. Out of 50 respondents, 40% of the employees are happy with the reward and
recognition system, 24% of the employees are not happy with the reward and recognition
system, and 36% of the employees are refused to answer for this question.
12. Are you happy with the safety measures taken by management to protect
employees at work?
Table
Particulars Frequency Percentage
Yes 35 70
No 12 24
Can’t say 03 06
Total 50 100
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69. Procedures for Handling Disciplinary Matters
Chart
Interpretation:
This chart shows the percentage of employees are happy with the safety measures taken
by management to protect employees at work. Out of 50 respondents, 70% of the
employees are happy with the safety measures taken by management to protect
employees at work, 24% of the employees are not happy with the safety measures taken
by management to protect employees at work, and 6% of the employees are not answer
for this question.
13. Do you feel that Managers Trade Union are stronger than Employees Trade
Union or vice versa?
Table
Particulars Frequency Percentage
Yes 42 84
No 05 10
Can’t say 03 06
Total 50 100
Chart
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70. Procedures for Handling Disciplinary Matters
Interpretation:
This chart shows the percentage of Managers Trade Union are stronger than Employees
Trade Union or vice versa. Out of 50 respondents, 84% of the employees says yes to this,
10% of the employees says no to this, and 6% of the employees couldn’t answer for this
question.
14. Are contract labourers treated at par with permanent employees?
Table
Particulars Frequency Percentage
Yes 20 40
No 23 46
Can’t say 07 14
Total 50 100
Chart
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71. Procedures for Handling Disciplinary Matters
Interpretation:
This chart shows the percentage of contract laborers treated at par with permanent
employees. Out of 50 respondents, 40% of the employees says yes to this, 46% of the
employees says no to this, and 14% of the employees are not answer for this question.
15. Are you happy with the bonus and profit sharing practices?
Table
Particulars Frequency Percentage
Yes 21 42
No 12 24
Can’t say 17 34
Total 50 100
Chart
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72. Procedures for Handling Disciplinary Matters
Interpretation:
This chart shows the percentage of employees are happy with the bonus and profit sharing
practices. Out of 50 respondents, 42% of the employees are happy with the bonus and
profit sharing practices, 24% of the employees are not happy with the bonus and profit
sharing practices, and 34% of the employees are refused to answer this question.
16. Are you happy with the supervisory practices?
Table
Particulars Frequency Percentage
Yes 29 58
No 11 22
Can’t say 10 20
Total 50 100
Chart
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73. Procedures for Handling Disciplinary Matters
Interpretation:
This chart shows the percentage of employees are happy with the supervisory practices.
Out of 50 respondents, 58% of the employees are happy with the supervisory practices,
22% of the employees are not happy with the supervisory practices, and 20% of the
employees can’t say anything for this.
17. Are you happy with the Promotion Policies?
Table
Particulars Frequency Percentage
Yes 29 58
No 20 40
Can’t say 01 02
Total 50 100
Chart
H.R.Institute of Higher Education, Hassan 73