Executive Summary The importance of personnel management is being increasingly realized in industrial and nonindustrial organization both in India

and abroad. The realization has come about because of increasing complexity of the task of managers and administrators. In most organizations the problems of getting the competent and relevant people, retaining them, keeping up their motivation and morale, and helping them to both continuously grow and contribute their best to the organizations, are now viewed as the most critical problems. So with this reference the project titled Study of Study of both HR & IR practices has been conducted, based on the primary research in MRK Sugar Mills, HR Policies prepared by the HR department in organization. It emphasizes on the importance of a clear cut organization structure and culture to avoid any confusion in order to achieve maximum result with minimum resources. The project is aimed to cover maximum knowledge of the HR & IR practices followed in the organization and how the performance is evaluated of employees, what primary factors are considered , how data is maintained and finally the evaluation done. Here the HR practices of the company have been explained to understand how the company follows these practices and the performance appraisal process adopted. The practical knowledge has been gained mainly by observing all the activities taking place in the H.R. department. This is a brief study done to have understanding of the subject H.R., how it is practically implemented, why it is necessary, its implications & the benefits. With reference to the HR Practices brief knowledge has been gained how the Recruitment cycle functions, Selection done, Training Calendar prepared, what does compensation & cost to company means and the steps of performance appraisal

INTRODUCTION: HR PRACTICES The success of any business depends as much on appropriate, effective, well-communicated, HR and business practices as it depends on meeting the requirements of mandated laws and regulations. In fact, good planning and the development of effective practices make regulatory compliance much easier. HR practices helps in increasing the productivity and quality, and to gain the competitive advantage of a workforce strategically aligned with the organizations goals and objectives. KPI's For HR PRACTICES Some of the key performance indicators for Human Resources include but are not limited to the following. Employees clarity on HR policies Employees clarity on roles, responsibilities and expectations Development of qualitative staff Number of HR issues arising for which there are no clear policies and guidelines Competitiveness of compensation structure relative to industry benchmark Usefulness and accuracy of compensation survey Lead time to respond to staff welfare issues Employees assessment of promotion criteria and process (clarity, fairness) Measurement of HR policy violation Average time required to fill vacancies Proportion of training programs resulting in productivity improvement Staff attrition rate Understanding / Clarity of the Organizational philosophy

 Outline Internal capabilities and identify gaps on skills-competencies-behavioral aspects. Employers are realizing that the success of an organization relies on more than hiring qualified candidates. Effective human resource (HR) planning and management is required at all stages of an employees corporate lifecycle to help ensure employee growth and satisfaction. Employee satisfaction is vital to the success of an organization because of its direct impact on productivity. When employees are satisfied, they are more likely to produce high quality work, optimize performance, and exercise more critical thought and creativity. This combination of high satisfaction and maximum productivity amounts to employee engagement.

COMPANY PROFILE M/s. M.R. Krishnamurthy Co-operative Sugar Ltd. had been registered as a Coop. Society in 1987 under the Tamil Nadu Coop. Societies Act 1983 with the object of manufacturing and sale of sugar along with the byproducts to the best advantage of the Share Holding members. The mills started its business in 1990. The capacity of the mills is 2500 TCD. M/S. M.R. Krishnamurthy Co-operative Sugar Ltd. is promoting 45 KLD multi product Ethanol in same premises Sethiathope village, Chidambaram Taluk, Cuddalore District in Tamil Nadu. Plant Location: The proposed distillery plant is to be located at S.F. Nos. 110, 113 A, 114, Sethiathope village, Chidambaram Taluk, Cuddalore District. This proposed site is located about 16 km away from Chidambaram and it is in-between the road connecting Mannargudi and Panruti. The site is located in the Eastern of this road. The nearest Major railway station is Virudhachalam. The gross assets value of the proposed project cost is 36 crores. Products Manufactured: Alcohol production (Rectified Spirit ) from molasses 45.0 KL / Day Anhydrous Alcohol 40.8 KL / Day

Raw Materials S.No. Raw Material 1. 2. 3. 4. Cane Molasses D.A.P. / Urea Antifoam Oil Sulphuric Acid Quantity 196 MT/Day 45 Kg/ Day 90 kg/Day 67.5 Kg/day

Manufacturing Process: Molasses is diluted with process water and calculated quantity of yeast isadded. Air is passed through the above diluted molasses with the first two fermentors and CO2 is passed in the balance three fermentors. The enzymes produced during the yeast metabolism converts the fermentable sugars present in the molasses to ethyl alcohol and Carbon di-oxide gas. The fermented liquid containing ethyl alcohol is distilled in the series of distillationcolumn to produce industrial alcohol (Rectified sprit), Extra neutral alcohol and anhydrous Alcohol. Molasses with process water in constant proportion is continuously fed to the 1st three fermentors, air is passed in the 1st two fermentors. The Carbon dioxide gas generated in the 1st 2 fermentors is passed into balance three fermentors. The diluted molasses flows from 1st fermentor to 5th fermentors. During this flow the ethyl alcohol is produced by the action of enzymes in the yeast as fermented liquid. The fermented liquid is settled in the settling tanks and the clear liquid is taken to the distillation column for ethyl alcohol distillation. Rectified spirit: The fermented liquid is fed at the top of the distillation column and at the bottom steam is passed. The generated alcohol vapours are concentrated in the distillation column and cooled in the condensers to get Industrial alcohol (Rectified spirit) which contains 95% of ethyl alcohol.

Anhydrous Alcohol: The Anhydrous Alcohol is manufactured from Industrial alcohol (Rectifiedspirit) by Molecular Sieve System. The Industrial alcohol is vaporized in the evaporation column and fed into the molecular Sieves where the water vapour gets absorbed and the pure Alcohol vapour is collected and cooled to get Anhydrous Alcohol. Power and Fuels: Total Power requirement of the Plant will be 500 KWH. Total Power and steam will be obtained from its sister concern M/s. M.R. Krishnamurthy Coop. Sugars Mills Ltd. (Cogeneration Plant) or the boiler and turbogenerator from distillery plant itself. Raw Water: The total requirement of raw water for this unit will be 548.5 KLD, which will be met from wells inside the factory premises. Land: The total area allotted for this factory is 20 acres. Manpower: The plant will have about 57 employees per day for its normal working. Organization Structure: The Senior General Manager is responsible for the factory operations. There are several executives for various sections such as Production, Human Resource, Purchase, Store, Accounts, Environmental & Safety, Maintenance,and Quality Control etc.

REVIEW OF LITERATURE

Michael Muller 1998,Most of the research about HRM and IR practices of MNCs in their host country has been conducted in deregulated countries such as the UK and the US. Host countries with relatively weak institutional arrangements facilitate the transfer of home-country practices. In contrast, those with institutionally strong systems, such as Germany, impose stronger pressures for adaptation. This paper reports research about nine US and four UK subsidiaries operating in Germany. It examines how their HRM and IR practices are shaped by German labour and IR institutions, how they differ from a control group of indigenous firms and what room for manoeuvre is left for the introduction of home-country practices. The main conclusions are that small and medium-sized subsidiaries in particular can to some extent avoid the pressures exerted by German labour and IR institutions. This facilitates the transfer of homecountry practices. However, even larger affiliates that comply with the German institutions can transfer practices from their parent company. The highly regulated German system leaves some room for flexibility. Nevertheless, the institutional environment prevents large companies from following a unitarist HRM and IR approach.

THE

RELATIONSHIP

BETWEEN

HR

PRACTICES

AND

FIRM

PERFORMANCE: EXAMINING CAUSAL ORDER PATRICK M. WRIGHT,TIMOTHY M. GARDNER, LISA M. MOYNIHAN,MATHEW R. ALLEN (2005), Significant research attention has been devoted to examining the relationship between HR practices and firm performance, and research support has assumed HR as the causal variable.

Using data from 45 business units (with 62 data points), this study examines how measures of HR practices correlate with past, concurrent, and future operational performance measures. The results indicate that correlations with performance measures at all 3 times are both high and invariant, and that controlling for past or concurrent performance virtually eliminates the correlation of HR practices with future performance. Implications are discussed. The impact of HR practices on the performance of business units,Patrick M. Wright, Timothy M. Gardner, Lisa M. Moynihan. (2006), This article examines the impact of HR practices and organisational commitment on the operating performance and profitability of business units. Using a predictive design with a sample of 50 autonomous business units within the same corporation, the article reveals that both organisational commitment and HR practices are significantly related to operational measures of performance, as well as operating expenses and pre-tax profits.

Moving HR to a higher level: HR practices and organizational effectiveness. Ostroff, Cheri; Bowen, David E. Klein, Katherine J. (Ed); Kozlowski, Steve W. J. (Ed), (2000).Integrates the 3 primary streams of researchindividual-level, organization-level, and cross- or multilevel approachesinto a cohesive multilevel framework. The chapter also proposes a meso paradigm for understanding linkages between human resource (HR) practices and firm performance. The authors adopt the perspective that HR practices shape the skills, attitudes, and behaviors of an organization's workforce, and these skills, attitudes, and behaviors in turn influence organizational behavior and that HR practices can have a direct impact on firm performance by creating structural and operational efficiencies.

Further, the authors adopt a multidimensional view whereby there are multiple configurations of HR practices that drive climates and contracts, multiple climates and contracts that guide the behavior and attitudes of the workforce, and multiple dimensions of firm performance and effectiveness. Definition: As outlined above, the process of defining HRM leads us to two different definitions. The first definition of HRM is that it is the process of managing people in organizations in a structured and thorough manner. This covers the fields of staffing (hiring people), retention of people, pay and perks setting and management, performance management, change management and taking care of exits from the company to round off the activities. This is the traditional definition of HRM which leads some experts to define it as a modern version of the Personnel Management function that was used earlier.

The second definition of HRM encompasses the management of people in organizations from a macro perspective i.e. managing people in the form of a collective relationship between management and employees. This approach focuses on the objectives and outcomes of the HRM function. What this means is that the HR function in contemporary organizations is concerned with the notions of people enabling, people development and a focus on making the employment relationship fulfilling for both the management and employees.

These definitions emphasize the difference between Personnel Management as defined in the second paragraph and human resource management as described in the third paragraph. To put it in one sentence, personnel management is essentially workforce centered whereas human resource management is resource centered. The key difference is HRM in recent times is about fulfilling management objectives of providing and deploying people and a greater emphasis on planning, monitoring and control.

HR practices: The role of Human Resources is changing as fast as technology and the global marketplace. Historically, the HR Department was viewed as administration, kept personal files and other records, managed the hiring process, and provided other administrative support to the business. Those times have changed. The positive result of these changes is that HR professionals have the opportunity to play a more strategic role in the business. The challenge for HR managers is to keep up to date with the latest HR innovations-technological, legal, and otherwise. This special report will discuss the best practices in HR management for 2012-in other words, how HR managers can anticipate and address some of the most challenging HR issues this year. This report will give you the information you need to know about these current HR challenges and how to most effectively manage them in your workplace. Human resources is an increasingly broadening term with which an organization, or other human system describes the combination of traditionally administrative personnel functions with acquisition and application of skills, knowledge and experience, Employee Relations and resource planning at various levels. The field draws upon concepts developed in Industrial/Organizational Psychology and System Theory. Human resources has at least two related interpretations depending on context.

The original usage derives from political economy and economics, where it was traditionally called labor, one of four factors of production although this perspective is changing as a function of new and ongoing research into more strategic approaches at national levels. This first usage is used more in terms of `human resources development', and can go beyond just organizations to the level of nations. The more traditional usage within corporations and businesses refers to the individuals within a firm or agency, and to the portion of the organization that deals with hiring, firing, training, and other personnel issues, typically referred to as `human resources management'. This article addresses both definitions. The objective of human resource's' development (the `s' is important in human resource`s' in that it underscores indiduality/variability) is to foster human resourcefulness through enlightened and cohesive policies in education, training, health and employment at all levels, from corporate to national (Lawrence 2000) Human resource management's objective, on the other hand, is to maximize the return on investment from the organization's human capital and minimize financial risk. It is the responsibility of human resource managers in a corporate context to conduct these activities in an effective, legal, fair, and consistent manner

Human resource management serves these key functions: Recruitment & Selection Training and Development Performance Evaluation and Management Promotions Redundancy Industrial and Employee Relations Record keeping of all personal data. Compensation, pensions, bonuses etc in liaison with Payroll Confidential advice to internal 'customers' in relation to problems at work Career development Modern analysis emphasizes that human beings are not "commodities" or "resources", but are creative and social beings in a productive enterprise. The 2000 revision of ISO 9001 in contrast requires to identify the processes, their sequence and interaction, and to define and communicate responsibilities and authorities. In general, heavily unionized nations such as France and Germany have adopted and encouraged such job descriptions especially within trade unions. The International Labour Organization also in 2001 decided to revisit, and revise its 1975 Recommendation 150 on Human Resources Development.

One view of these trends is that a strong social consensus on political economy and a good social welfare system facilitates labor mobility and tends to make the entire economy more productive, as labor can develop skills and experience in various ways, and move from one enterprise to another with little controversy or difficulty in adapting. Another view is that governments should become more aware of their national role in facilitating human resources development across all sectors. IR practices: Industrial relations has become one of the most delicate and complex problems of modern industrial society. Industrial progress is impossible without cooperation of labors and harmonious relationships. Therefore, it is in the interest of all to create and maintain good relations between employees (labor) and employers (management). The term Industrial Relations comprises of two terms: Industry and Relations. Industry refers to any productive activity in which an individual (or a group of individuals) is (are) engaged. By relations we mean the relationships that exist within the industry between the employer and his workmen. The term industrial relations explains the relationship between employees and management which stem directly or indirectly from union-employer relationship. Industrial relations are the relationships between employees and employers within the organizational settings. The field of industrial relations looks at the relationship between management and workers, particularly groups of workers represented by a union. Industrial relations are basically the interactions between employers, employees and the government, and the institutions and associations through which such interactions are mediated.

The term industrial relations has a broad as well as a narrow outlook. Originally, industrial relations was broadly defined to include the relationships and interactions between employers and employees. From this perspective, industrial relations covers all aspects of the employment relationship, including human resource management, employee relations, and union-management (or labor) relations. Now its meaning has become more specific and restricted. Accordingly, industrial relations pertains to the study and practice of collective bargaining, trade unionism, and labormanagement relations, while human resource management is a separate, largely distinct field that deals with nonunion employment relationships and the personnel practices and policies of employers. The relationships which arise at and out of the workplace generally include the relationships between individual workers, the relationships between workers and their employer, the relationships between employers, the relationships employers and workers have with the organizations formed to promote their respective interests, and the relations between those organizations, at all levels. Industrial relations also includes the processes through which these relationships are expressed (such as, collective bargaining, workers participation in decision-making, and grievance and dispute settlement), and the management of conflict between employers, workers and trade unions, when it arises.

OBJECTIVES:

To study the existing Human Resources and Industrial Relation practices being adapted by Neyveli Lignite Corporation Limited, Neyveli. To analyze the factors influencing the HR & IR practices in NLC. To study the impact of HR & IR practices on employee productivity and suggest the measures for improving the same. To ascertain the present system of innovative HR & IR practices and suggest the alternative means to improve the effectiveness. To study the opinion of the employees towards the present innovative HR & IR practices followed and practiced in NLC. To highlight how the innovative HR & IR practices facilitate smooth functioning of IR practices in NLC.

RESEARCH METHODOLOGY Research: Research is a process in which the researcher wishes to find out the end result for a given problem and thus the solution helps in future course of action. The research has been defined as A careful investigation or enquiry especially through search for new facts in any branch of knowledge.

Research Methodology: The procedure using, which researchers go about their work of describing, explaining and predicting phenomena, is called Methodology. Methods compromise the procedures used for generating, collecting and evaluating data. Methods are the ways of obtaining information useful for assessing explanations. Research Design: Research design is the specification of the method and procedure for acquiring the information needed to solve the problem. The research design followed for this research study is descriptive research design where we find a solution to an existing problem. The problem of the study is to find out the HR & IR practices in NLC.

Type of Research: The type of research used in this project is descriptive in nature. Descriptive research is essentially a fact-finding related largely to the present, abstracting generations by cross sectional study of the current situation. The descriptive methods are extensively used in the physical and natural science, for instance when physics measure, biology classifies, zoology dissects and geology studies the rocks. But its use in social science is more common, as in socio economic surveys and job and activity analysis. Descriptive research aims at,

To portray the characteristics of a particular individual situation, or group (with or

without specific initial hypothesis about the nature of these characteristics).

To determine the frequency with which something occurs or with which it is associated

with something else (usually, but not always, with a specific initial hypothesis).

Data Collection Method: Survey method is considered the best method for data collection of data and the tools used for data collection are Questionnaire. This method is quite popular particularly in case of big enquires. Private individuals, research works, private and public organizations and even government are adopting it.

In this method a questionnaire is sent to the persons concerned with a request to answer and return the questionnaire. A questionnaire consists of a number of question involves both specific and general questions relating to HR & IR practices. Sources of Data: The two sources of data collection are namely Primary & Secondary. Primary Data: Primary data are fresh data collected through survey from the employees using the questionnaire. Questionnaire helps to recognize the employees perception regarding the HR & IR practices and their problematic areas. Secondary Data: Secondary data are collected from the past records & books and various journals, magazines etc. regarding the HR & IR practices and there impacts . Period of the Study: The period of the study is done for xxx weeks. Statistical tools used: Percentage method Chi-square test PERCENTAGE METHOD In this project Percentage method test was used. The percentage method is used to know the accurate percentages of the data we took, it is easy to graph out through the percentages. The following are the formula No of Respondent Percentage of Respondent = Total no. of Respondents From the above formula, we can get percentages of the data given by the respondents. x 100

CHI-SQUARE ANALYSIS In this project chi-square test was used. This is an analysis of technique which analyzed the stated data in the project. It analysis the assumed data and calculated in the study. The Chisquare test is an important test amongst the several tests of significant developed by statistical. Chi-square, symbolically written as x2 (Pronounce as Ki-Spare), is a statistical measure used in the context of sampling analysis for comparing a variance to a theoretical variance. Formula
(O-E) 2 2 = E

O E

= =

Observed frequency Expected frequency

Sample Design:

Universe

: xxxx

Sample Element

: Employees

Sample Size

: 100 samples

Sample Test

: Percentage Method, Chi-square test,

Sample Media

: Questionnaire

DATA ANALYSIS AND INTREPRETATION

Table 4.1: Gender of the respondents.

PARTICULARS Male Female Total INTREPRETATION:

FREQUENCY 95 5 100

PERCENTAGE 95% 5% 100%

From the above table it is inferred that, 95% of the respondents are male, 5% of the respondents are female.

Chart 4.1: Gender of the respondents.

5%

Male Female 95%

Table 4.2: Age of the respondents.

PARTICULARS Below 20 years 21 - 30 years 31 - 40 years Above 40 years Total INTREPRETATION:

FREQUENCY 1 1 17 81 100

PERCENTAGE 1% 1% 17% 81% 100%

From the above table it is inferred that,81% of the respondents are belongs to the age above 40 years, 17% of the respondents are belongs to the age group between 31 40 years, 1% of the respondents are belongs to the age group between 21 30 years, 1% are belongs to the age group below 20 years.

Chart 4.2: Age of the respondents.

90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

81%

Percentage

17% 1% Below 20 years 1% 21 - 30 years 31 - 40 years Above 40 years

Age group

Table 4.3: Marital status of the respondents.

PARTICULARS Married Unmarried Total INTREPRETATION:

FREQUENCY 97 3 100

PERCENTAGE 97% 3% 100%

From the above table it is inferred that, 97% of the respondents are married, 3% of the respondents are unmarried.

Chart 4.3: Marital status of the respondents.

3%

Married Unmarried 97%

Table 4.4: Educational qualification of the respondents.

PARTICULARS SSLC HSC Diploma UG PG Total INTREPRETATION:

FREQUENCY 30 19 26 12 13 100

PERCENTAGE 30% 19% 26% 12% 13% 100%

From the above table it is inferred that, 30% of the respondents are SSLC qualified, 26% of the respondents are Diploma, 19% of the respondents are HSC, 13% of the respondents are PG, 12% of the respondents are belongs to UG.

Chart4.4: Educational qualification of the respondents.

PG Educational Qualification UG Diploma HSC SSLC 0% 5% 10%

13% 12% 26% 19% 30% 15% Percentage 20% 25% 30%

Table 4.5: Working departments of the employees. PARTICULARS Production HR Stores Accounts Maintenance Total INTREPRETATION: From the above table it is inferred that, 41% of the respondents are working in the maintenance, 38% of the respondents are working in the production, 9% of the respondents are working in the accounts, 7% of the respondents are working in the stores, 5% of the respondents are working in the HR department. FREQUENCY 38 5 7 9 41 100 PERCENTAGE 38% 5% 7% 9% 41% 100%

Chart 4.5: Working departments of the employees.

45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

38%

41%

Percentage

5%

7%

9%

Department

Table 4.6: Work experience of the employees.

PARTICULARS Below 2 years 3 - 6 years 7 - 10 years Above 10 years Total INTREPRETATION:

FREQUENCY 0 2 3 95 100

PERCENTAGE 0% 2% 3% 95% 100%

From the above table it is inferred that, 95% of the respondents are in the work experience of above 10 years, 3% of the respondents are in the work experience between 7 10 years, 2% of the respondents are in the work experience between 3 6 years, 0% of the respondents are in the work experience of below 2 years in the company.

Chart 4.6: Work experience of the employees.

Above 10 years

95%

Experience

7 - 10 years

3%

3 - 6 years

2%

Below 2 years

0% 0% 20% 40% 60% 80% 100%

Percentage

Table 4.7: Monthly income of the employees.

PARTICULARS Below 10,000 10,001 15000 15,001 - 20,000 Above 20,000 Total INTREPRETATION:

FREQUENCY 11 45 40 4 100

PERCENTAGE 11% 45% 40% 4% 100%

From the above table it is inferred that, 45% of the respondents are in the monthly income between 10,001 15,000, 40% of the respondents are in the monthly income between 15,001 20,000, 11% of the respondents are in the monthly income below 10,000, 4% of the respondents are in the monthly income above 20,000 in the company.

Chart 4.7: Monthly income of the employees.

45% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 40%

Percentage

11% 4%

Below 10,000

10,001 15000

15,001 20,000

Above 20,000

Experience

Table 4.8: HR & IR department is essential for smooth functioning of the management. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 39% of the respondents are in moderate extent towards the HR & IR department, 31% of the respondents are small extent towards the HR & IR department, 15% of the respondents are in not at all towards the HR & IR department, 11% of the respondents are in large extent towards the HR & IR department, 4% of the respondents are in greater extent towards the HR & IR department in smooth functioning of the management. FREQUENCY 15 31 39 11 4 100 PERCENTAGE 15% 31% 39% 11% 4% 100%

Chart 4.8: HR & IR department is essential for smooth functioning of the management.

Greater extent To a large extent Moderate extent To a small extent Not at all 0%

4% 11% 39% 31% 15% 10% 20% Percentage 30% 40%

Table 4.9: Present HR & IR practices helps to realize the mission of the company. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 31% of the respondents are to a large extent towards the present HR & IR practices helps in realize the mission of the company, 26% of the respondents are to a small extent towards the present HR & IR practices helps in realize the mission of the company, 26% of the respondents are to a moderate extent towards the present HR & IR practices helps in realize the mission of the company, 9% of the respondents are to a greater extent towards the present HR & IR practices helps in realize the mission of the company, 8% of the respondents are not all in agreeing towards the present HR & IR practices helps in realize the mission of the company. FREQUENCY 8 26 26 31 9 100 PERCENTAGE 8% 26% 26% 31% 9% 100%

Chart 4.9: Present HR & IR practices helps to realize the mission of the company.

35% 30% Percentage 25% 20% 15% 10% 5% 0% 8% 26% 26%

31%

9%

Not at all To a small Moderate To a large extent extent extent

Greater extent

Table 4.10: Existing HR & IR practices are adaptive & proactive. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 37% of the respondents are in moderate extent about the existing HR & IR practices, 24% of the respondents are in small extent about the existing HR & IR practices, 15% of the respondents are in not all about the existing HR & IR practices, 13% of the respondents are in greater extent about the existing HR & IR practices, 11% of the respondents are in large extent about the existing HR & IR practices are adaptive & proactive. FREQUENCY 15 24 37 11 13 100 PERCENTAGE 15% 24% 37% 11% 13% 100%

Chart 4.10: Existing HR & IR practices are adaptive & proactive.

Greater extent To a large extent Moderate extent To a small extent Not at all 0% 10%

13% 11% 37% 24% 15% 20% Percentage 30% 40%

Table 4.11: Future and success of the organization is depending to great extent of innovative HR & IR practices.

PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION:

FREQUENCY 19 24 35 5 17 100

PERCENTAGE 19% 24% 35% 5% 17% 100%

From the above table it is inferred that, 35% of the respondents are in moderate extent towards HR & IR practices, 24% of the respondents are in small extent towards HR & IR practices, 19% of the respondents are in not all towards HR & IR practices, 17% of the respondents are in greater extent towards HR & IR practices, 5% of the respondents are in large extent towards HR & IR practices for the future and success of the organization.

Chart 4.11: Future and success of the organization is depending to great extent of innovative HR & IR practices.

35% 35% 30% 24% 25% Percentage 19% 20% 15% 10% 5% 0% Not at all To a small extent Moderate extent To a large extent Greater extent 5% 17%

Table 4.12: HR & IR department works towards in improvement of employee morale, motivation and welfare of the organization. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 37% of the respondents are in moderate extent about the HR & IR department, 28% of the respondents are in small extent about the HR & IR department, 15% of the respondents are in greater extent about the HR & IR department, 14% of the respondents are in not all about the HR & IR department, 6% of the respondents are in large extent about the HR & IR department in improving the employee morale, motivation and welfare of the organization. FREQUENCY 14 28 37 6 15 100 PERCENTAGE 14% 28% 37% 6% 15% 100%

Chart 4.12: HR & IR department works towards in improvement of employee morale, motivation and welfare of the organization.

Greater extent 6%

15%

To a large extent

Moderate extent 28%

37%

To a small extent 14% 0% 10% 20% Percentage

Not at all

30%

40%

Table 4.13: HR & IR practices aims in motivating the employees in the right direction towards in attainment of management objectives . PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 29% of the respondents are in small extent towards the HR & IR practices aims in motivating the employees in right direction in achieving the management objectives, 26% of the respondents are in not all towards the HR & IR practices aims in motivating the employees in right direction in achieving the management objectives, 25% of the respondents are in moderate extent towards the HR & IR practices aims in motivating the employees in right direction in achieving the management objectives, 12% of the respondents are in greater extent towards the HR & IR practices aims in motivating the employees in right direction in achieving the management objectives, 8% of the respondents are in large extent towards the HR & IR practices aims in motivating the employees in right direction in achieving the management objectives. FREQUENCY 26 29 25 8 12 100 PERCENTAGE 26% 29% 25% 8% 12% 100%

Chart 4.13: HR & IR practices aims in motivating the employees in the right direction towards in attainment of management objectives .

29% 30% 25% Percentage 20% 15% 10% 5% 0% Not at all To a small Moderate To a large extent extent extent Greater extent 8% 12% 26% 25%

Table 4.14: An HR & IR practice provides employees in individualized career planning. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 51% of the respondents are in small extent in HR & IR practices in career planning, 25% of the respondents are in moderate extent in HR & IR practices in career planning, 11% of the respondents are in not all in HR & IR practices in career planning, 7% of the respondents are in greater extent in HR & IR practices in career planning, 6% of the respondents are in large extent in HR & IR practices in career planning. FREQUENCY 11 51 25 6 7 100 PERCENTAGE 11% 51% 25% 6% 7% 100%

Chart 4.14: An HR & IR practice provides employees in individualized career planning

Greater extent To a large extent Moderate extent To a small extent Not at all 0%

7% 6% 25% 51% 11% 10% 20% 30% Percentage 40% 50% 60%

Table 4.15: Competitive environment of the organization flexible to innovative HR & IR practices. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 48% of the respondents are in small extent towards the innovative HR & IR practices, 24% of the respondents are in moderate extent towards the innovative HR & IR practices, 13% of the respondents are in greater extent towards the innovative HR & IR practices,10% of the respondents are in not at all towards the innovative HR & IR practices,5% of the respondents are in large extent towards the innovative HR & IR practices in the competitive environment of the organization. FREQUENCY 10 48 24 5 13 100 PERCENTAGE 10% 48% 24% 5% 13% 100%

Chart 4.15: Competitive environment of the organization flexible to innovative HR & IR practices.

60% 50% 40% Percentage 30% 20% 10% 10% 0% Not at all To a small extent Moderate extent To a large extent Greater extent 5% 13% 48%

24%

Table 4.16: HR department provides guidance for achieving and maintaining Industrial Harmony. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 53% of the respondents are at small extent toward the HR department in achieving and maintaining Industrial harmony, 24% of the respondents are at moderate extent toward the HR department in achieving and maintaining Industrial harmony, 10% of the respondents are at large extent toward the HR department in achieving and maintaining Industrial harmony, 7% of the respondents are at greater extent toward the HR department in achieving and maintaining Industrial harmony, 6% of the respondents are not at all toward the HR department in achieving and maintaining Industrial harmony. FREQUENCY 6 53 24 10 7 100 PERCENTAGE 6% 53% 24% 10% 7% 100%

Table 4.16: HR department provides guidance for achieving and maintaining Industrial Harmony.

Greater extent To a large extent Moderate extent To a small extent Not at all 0%

7% 10% 24% 53% 6% 10% 20% 30% Percentage 40% 50% 60%

Table 4.17: HR department periodically updates the existing policies system and procedure. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 36% of the respondents are at moderate extent that the HR department periodically updates the existing policies and procedure, 27% of the respondents are at small extent that the HR department periodically updates the existing policies and procedure, 18% of the respondents are at large extent that the HR department periodically updates the existing policies and procedure, 12% of the respondents are not at all that the HR department periodically updates the existing policies and procedure, 7% of the respondents are at greater extent that the HR department periodically updates the existing policies and procedure. FREQUENCY 12 27 36 18 7 100 PERCENTAGE 12% 27% 36% 18% 7% 100%

Chart 4.17: HR department periodically updates the existing policies system and procedure.

40% 35% 30% Percentage 25% 20% 15% 10% 5% 0% Not at all To a small extent 12% 27%

36%

18%

7%

Moderate extent

To a large extent

Greater extent

Table 4.18: Satisfaction of the present promotion & recruitment policies .

PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION:

FREQUENCY 10 29 35 10 16 100

PERCENTAGE 10% 29% 35% 10% 16% 100%

From the above table it is inferred that, 35% of the respondents are in moderate extent with the present promotion & recruitment policies, 29% of the respondents are in small extent with the present promotion & recruitment policies, 16% of the respondents are in greater extent with the present promotion & recruitment policies, 10% of the respondents are in large extent with the present promotion & recruitment policies, 10% of the respondents are in not at all with the present promotion & recruitment policies.

Chart 4.18: Satisfaction of the present promotion & recruitment policies .

Greater extent To a large extent Moderate extent To a small extent Not at all 0% 10% 10% 10%

16%

35% 29%

20% Percentage

30%

40%

Table 4.19: HR department acts as an career counselor in choosing their career path. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 40% of the respondents are in small extent towards the HR department in choosing their career path, 30% of the respondents are in moderate extent towards the HR department in choosing their career path, 15% of the respondents are in not at all towards the HR department in choosing their career path, 9% of the respondents are in greater extent towards the HR department in choosing their career path, 6% of the respondents are in large extent towards the HR department in choosing their career path. FREQUENCY 15 40 30 6 9 100 PERCENTAGE 15% 40% 30% 6% 9% 100%

Chart 4.19: HR department acts as an career counselor in choosing their career path.

Greater extent To a large extent Moderate extent To a small extent Not at all 0% 6%

9%

30% 40% 15% 10% 20% Percentage 30% 40%

Table 4.20: Existing performance appraisal system is effective and serves the purpose. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 46% of the respondents are in moderate extent in the performance appraisal system is effective, 21% of the respondents are in small extent in the performance appraisal system is effective, 17% of the respondents are in large extent in the performance appraisal system is effective, 9% of the respondents are not at all in the performance appraisal system is effective, 7% of the respondents are in greater extent in the performance appraisal system is effective and serves the purpose. FREQUENCY 9 21 46 17 7 100 PERCENTAGE 9% 21% 46% 17% 7% 100%

Chart 4.20: Existing performance appraisal system is effective and serves the purpose.

50% 45% 40% Percentage 35% 30% 25% 20% 15% 10% 5% 0% Not at all To a small extent 9% 21%

46%

17% 7%

Moderate extent

To a large extent

Greater extent

Table 4.21: Company has well developed & well co-ordinate set of HR policies & procedures. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 42% of the respondents are in moderate extent that the company has well developed and co-ordinate sets of HR policies, 24% of the respondents are in small extent that the company has well developed and co-ordinate sets of HR policies, 13% of the respondents are in large extent that the company has well developed and coordinate sets of HR policies, 11% of the respondents are in greater extent that the company has well developed and co-ordinate sets of HR policies, 10% of the respondents are not at all that the company has well developed and co-ordinate sets of HR policies. FREQUENCY 10 24 42 13 11 100 PERCENTAGE 10% 24% 42% 13% 11% 100%

Chart 4.21: Company has well developed & well co-ordinate set of HR policies & procedures.

Greater extent To a large extent Moderate extent To a small extent Not at all 0% 10%

11% 13% 42% 24% 10% 20% 30% 40% 50%

Percentage

Table 4.22: Companys HR policies & procedures provides value added contribution to all employees. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 40% of the respondents are at small extent with the companys HR policies and procedures, 23% of the respondents are at moderate extent with the companys HR policies and procedures, 14% of the respondents are not at all with the companys HR policies and procedures, 12% of the respondents are at large extent with the companys HR policies and procedures, 11% of the respondents are at greater extent with the companys HR policies and procedures in value added contribution to all employees. FREQUENCY 14 \40 23 12 11 100 PERCENTAGE 14% 40% 23% 12% 11% 100%

4.22: Companys HR policies & procedures provides value added contribution to all employees.

40% 35% 30% Percentage 25% 20% 15% 10% 5% 0% Not at all To a small extent Moderate extent To a large extent Greater extent

Table 4.23:Satisfication of the existing inter unit transfer system. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 38% of the respondents are in moderate extent towards the satisfaction of the inter unit transfer system, 30% of the respondents are in small extent towards the satisfaction of the inter unit transfer system, 19% of the respondents are not at all towards the satisfaction of the inter unit transfer system, 9% of the respondents are in greater extent towards the satisfaction of the inter unit transfer system, 4% of the respondents are in large extent towards the satisfaction of the inter unit transfer system in the company. FREQUENCY 19 30 38 4 9 100 PERCENTAGE 19% 30% 38% 4% 9% 100%

Chart 4.23:Satisfication of the existing inter unit transfer system.

Greater extent To a large extent Moderate extent To a small extent Not at all 0% 4%

9%

38% 30% 19% 10% 20% Percentage 30% 40%

Table 4.24: Industrial relation climate of the company is healthy. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 41% of the respondents are with small extent about the industrial relation climate, 33% of the respondents are with moderate extent about the industrial relation climate, 12% of the respondents are with large extent about the industrial relation climate, 7% of the respondents are with greater extent about the industrial relation climate, 7% of the respondents are not at all about the industrial relation climate is healthy in the company. FREQUENCY 7 41 33 12 7 100 PERCENTAGE 7% 41% 33% 12% 7% 100%

Chart 4.24: Industrial relation climate of the company is healthy.

45% 40% 35% Percentage 30% 25% 20% 15% 10% 5% 0% Not at all 7%

41% 33%

12% 7%

To a small extent

Moderate extent

To a large extent

Greater extent

Table 4.25: Satisfaction with the grievance redress system. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 45% of the respondents are moderate extent with the grievance redress system, 20% of the respondents are small extent with the grievance redress system, 13% of the respondents are large extent with the grievance redress system, 11% of the respondents are greater extent with the grievance redress system, 11% of the respondents are not at all with the grievance redress system of the company. FREQUENCY 11 20 45 13 11 100 PERCENTAGE 11% 20% 45% 13% 11% 100%

Chart 4.25: Satisfaction with the grievance redress system

Greater extent To a large extent Moderate extent To a small extent Not at all 0% 10%

11% 13% 45% 20% 11% 20% 30% 40% 50%

Percentage

Table 4.26: Industrial disputes are amicably settled. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 38% of the respondents are at small extent with the industrial disputes settlement, 36% of the respondents are at moderate extent with the industrial disputes settlement, 10% of the respondents are not at all with the industrial disputes settlement, 9% of the respondents are at large extent with the industrial disputes settlement, 7% of the respondents are at greater extent with the industrial disputes settlement of the company. FREQUENCY 10 38 36 9 7 100 PERCENTAGE 10% 38% 36% 9% 7% 100%

Chart 4.26: Industrial disputes are amicably settled.

40% 35% 30% Percentage 25% 20% 15% 10% 5% 0% Not at all 10%

38%

36%

9%

7%

To a small extent

Moderate extent

To a large extent

Greater extent

Table 4.27: HR & IR integrate labor, industrial relations union and management cooperation. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 48% of the respondents are with the small extent towards the HR& IR integrate labor, industrial relation union and management co-operation, 26% of the respondents are with the moderate extent towards the HR& IR integrate labor, industrial relation union and management co-operation, 14% of the respondents are with the greater extent towards the HR& IR integrate labor, industrial relation union and management co-operation, 7% of the respondents are with the large extent towards the HR& IR integrate labor, industrial relation union and management co-operation, 5% of the respondents are not at all towards the HR& IR integrate labor, industrial relation union and management co-operation. FREQUENCY 5 48 26 7 14 100 PERCENTAGE 5% 48% 26% 7% 14% 100%

Chart 4.27: HR & IR integrate labor, industrial relations union and management cooperation.

Greater extent

14%

To a large extent

7%

Moderate extent

26%

To a small extent

48%

Not at all 0%

5%

10%

20%

30%

40%

50%

Percentage

Table 4.28: Satisfaction with the existing welfare measures. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 47% of the respondents are at moderate extent with satisfaction with the existing welfare measures, 26% of the respondents are at greater extent with satisfaction with the existing welfare measures, 19% of the respondents are at small extent with satisfaction with the existing welfare measures, 5% of the respondents are at large extent with satisfaction with the existing welfare measures, 3% of the respondents are not at all with satisfaction with the existing welfare measures in the company FREQUENCY 3 19 47 5 26 100 PERCENTAGE 3% 19% 47% 5% 26% 100%

Chart 4.28: Satisfaction with the existing welfare measures.

Greater extent To a large extent Moderate extent To a small extent Not at all 0% 3% 10% 20% 19% 5%

26%

47%

30%

40%

50%

Percentage

Table 4.29: Satisfaction with the existing disputes settlement committee. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 48% of the respondents are at small extent with the existing disputes settlement committee, 23% of the respondents are at moderate extent with the existing disputes settlement committee, 18% of the respondents are at large extent with the existing disputes settlement committee, 6% of the respondents are at greater extent with the existing disputes settlement committee, 5% of the respondents are not at all with the existing disputes settlement committee of the company. FREQUENCY 5 48 23 18 6 100 PERCENTAGE 5% 48% 23% 18% 6% 100%

Chart 4.29: Satisfaction with the existing disputes settlement committee.

50% 45% 40% Percentage 35% 30% 25% 20% 15% 10% 5% 0% Not at all 5%

48%

23% 18%

6%

To a small extent

Moderate extent

To a large extent

Greater extent

Table 4.30: Satisfaction with the existing safety and healthy measures. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 37% of the respondents are at small extent with the existing safety and healthy measures, 32% of the respondents are at moderate extent with the existing safety and healthy measures, 14% of the respondents are at large extent with the existing safety and healthy measures, 11% of the respondents are at greater extent with the existing safety and healthy measures, 6% of the respondents are not at all with the existing safety and healthy measures of the company. FREQUENCY 6 37 32 14 11 100 PERCENTAGE 6% 37% 32% 14% 11% 100%

Chart 4.30: Satisfaction with the existing safety and healthy measures.

Greater extent To a large extent Moderate extent To a small extent Not at all 0% 6% 10%

11% 14% 32% 37%

20% Percentage

30%

40%

Table 4.31: Workers participation in management is helps in promoting industrial democracy. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 39% of the respondents are with the small extent towards the workers participation in industrial democracy, 37% of the respondents are with the moderate extent towards the workers participation in industrial democracy, 10% of the respondents are not at all towards the workers participation in industrial democracy, 8% of the respondents are with the greater extent towards the workers participation in industrial democracy, 6% of the respondents are with the large extent towards the workers participation in industrial democracy. FREQUENCY 10 39 37 6 8 100 PERCENTAGE 10% 39% 37% 6% 8% 100%

Chart 4.31: Workers participation in management is helps in promoting industrial democracy.

45% 40% 35% Percentage 30% 25% 20% 15% 10% 5% 0% Not at all To a small extent Moderate extent To a large extent Greater extent 10% 6% 8% 39% 37%

Table 4.32: Existing practices helps to meet out training needs and ensure effective utilization of knowledge. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 34% of the respondents are at small extent with the existing practices, 31% of the respondents are at moderate extent with the existing practices, 16% of the respondents are at large extent with the existing practices, 10% of the respondents are at greater extent with the existing practices, 9% of the respondents are not at all with the existing practices which helps to meet the training needs and effective utilization of knowledge. FREQUENCY 9 34 31 16 10 100 PERCENTAGE 9% 34% 31% 16% 10% 100%

Chart 4.32: Existing practices helps to meet out training needs and ensure effective utilization of knowledge.

Greater extent To a large extent Moderate extent To a small extent Not at all 0% 5%

10% 16% 31% 34% 9% 10% 15% 20% 25% 30% 35%

Percentage

Table 4.33: Existing Training and Development framed with the objectives of improving the skill of the employees. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 49% of the respondents are small extent towards the existing training and development for improving skill of the employees, 30% of the respondents are moderate extent towards the existing training and development for improving skill of the employees, 10% of the respondents are large extent towards the existing training and development for improving skill of the employees, 7% of the respondents are not at all towards the existing training and development for improving skill of the employees, 4% of the respondents are greater extent towards the existing training and development for improving skill of the employees. FREQUENCY 7 49 30 10 4 100 PERCENTAGE 7% 49% 30% 10% 4% 100%

Chart 4.33: Existing Training and Development framed with the objectives of improving the skill of the employees

49% 50% 45% 40% Percentage 35% 30% 25% 20% 15% 10% 5% 0% Not at all To a small extent Moderate extent To a large extent Greater extent 7% 10% 4% 30%

Table 4.34: Existing Training and Development increases the quality of human relation in the organization. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 54% of the respondents are at small extent with the existing training and development increases the quality of human relation in the organization, 23% of the respondents are at moderate extent with the existing training and development increases the quality of human relation in the organization, 11% of the respondents are at greater extent with the existing training and development increases the quality of human relation in the organization, 8% of the respondents are not at all with the existing training and development increases the quality of human relation in the organization, 4% of the respondents are large extent with the existing training and development increases the quality of human relation in the organization. FREQUENCY 8 54 23 4 11 100 PERCENTAGE 8% 54% 23% 4% 11% 100%

Chart 4.34: Existing Training and Development increases the quality of human relation in the organization.

Greater extent To a large extent Moderate extent To a small extent Not at all 0% 4%

11%

23% 54% 8% 10% 20% 30% Percentage 40% 50% 60%

Table 4.35: Training and Development improve the value of the individual employees in terms of self development career growth. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 41% of the respondents are at small extent in improving the individual employee self development, 31% of the respondents are at moderate extent in improving the individual employee self development, 15% of the respondents are at large extent in improving the individual employee self development, 7% of the respondents are not at all in improving the individual employee self development, 6% of the respondents are at greater extent in improving the individual employee self development towards career growth. 31 15 6 100 FREQUENCY 7 41 PERCENTAGE 7% 41% 31% 15% 6% 100%

Chart 4.35: Training and Development improve the value of the individual employees in terms of self development career growth.

45% 40% 35% Percentage 30% 25% 20% 15% 10% 5% 0% Not at all 7%

41% 31%

15% 6%

To a small extent

Moderate extent

To a large extent

Greater extent

Table 4.36: Satisfaction of the infra-structure for training and development. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 46% of the respondents are with moderate extent with the infra-structure for training and development, 21% of the respondents are with small extent with the infra-structure for training and development, 15% of the respondents not at all with the infra-structure for training and development, 11% of the respondents are with large extent with the infra-structure for training and development, 7% of the respondents are with greater extent of satisfaction with the infra-structure for training and development. FREQUENCY 15 21 46 11 7 100 PERCENTAGE 15% 21% 46% 11% 7% 100%

Chart 4.36: Satisfaction of the infra-structure for training and development.

Greater extent To a large extent Moderate extent To a small extent Not at all 0%

7% 11% 46% 21% 15% 10% 20% 30% 40% 50%

Percentage

Table 4.37: Experienced trainers seek to evaluate the impact of training and development activities. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 36% of the respondents are moderate extent with the experienced trainers for training, 27% of the respondents are small extent with the experienced trainers for training, 14% of the respondents are not at all with the experienced trainers for training, 12% of the respondents are greater extent with the experienced trainers for training, 11% of the respondents are large extent with the experienced trainers seeks to evaluate the impact of training and development activities. FREQUENCY 14 27 36 11 12 100 PERCENTAGE 14% 27% 36% 11% 12% 100%

Chart 4.37: Experienced trainers seek to evaluate the impact of training and development activities

40% 35% 30% Percentage 25% 20% 15% 10% 5% 0% Not at all To a small extent 14% 27%

36%

11%

12%

Moderate extent

To a large extent

Greater extent

Table 4.38: Positive relationship between union and management. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 34% of the respondents are moderate extent with the positive relation between union and management, 30% of the respondents are small extent with the positive relation between union and management, 22% of the respondents are greater extent with the positive relation between union and management, 7% of the respondents are large extent with the positive relation between union and management, 7% of the respondents are not at all with the positive relation between union and management. FREQUENCY 7 30 34 7 22 100 PERCENTAGE 7% 30% 34% 7% 22% 100%

Chart 4.38: Positive relationship between union and management.

Greater extent 7%

22%

To a large extent

Moderate extent 30%

34%

To a small extent 7% 0% 5% 10% 15% 20% 25% 30%

Not at all

35%

Percentage

Table 4.39: Union and management relation influence on successful collective bargaining and securing industrial peace. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 38% of the respondents are with small extent in collective bargaining and securing industrial peace, 35% of the respondents are with moderate extent in collective bargaining and securing industrial peace, 11% of the respondents are not at all with the collective bargaining and securing industrial peace, 10% of the respondents are with large extent in collective bargaining and securing industrial peace, 6% of the respondents are with greater extent in collective bargaining and securing industrial peace by union and management relation. FREQUENCY 11 38 35 10 6 100 PERCENTAGE 11% 38% 35% 10% 6% 100%

Chart 4.39: Union and management relation influence on successful collective bargaining and securing industrial peace.

40% 35% 30% Percentage 25% 20% 15% 10% 5% 0% Not at all 11%

38% 35%

10% 6%

To a small extent

Moderate extent

To a large extent

Greater extent

Table 4.40: MRK sugar mills union and management strive to improve quality of work life for the employees. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 30% of the respondents are at moderate extent with the union and management, 30% of the respondents are at small extent with the union and management, 18% of the respondents are at greater extent with the union and management, 16% of the respondents are at large extent with the union and management, 6% of the respondents are not at all with MRKs mill union and management strive to improve quality of work life for the employees. FREQUENCY 6 30 30 16 18 100 PERCENTAGE 6% 30% 30% 16% 18% 100%

Chart 4.40: MRK sugar mills union and management strive to improve quality of work life for the employees.

Greater extent To a large extent Moderate extent To a small extent Not at all 0% 5% 6% 10% 15% Percentage

18% 16% 30% 30%

20%

25%

30%

Table 4.41: Interaction between the management and collectives for SC/ST welfare association. PARTICULARS Not at all To a small extent Moderate extent To a large extent Greater extent Total INTREPRETATION: From the above table it is inferred that, 47% of the respondents are at moderate extent with the management and collectives for SC/ST welfare, 20% of the respondents are at small extent with the management and collectives for SC/ST welfare, 14% of the respondents are at large extent with the management and collectives for SC/ST welfare, 13% of the respondents are at greater extent with the management and collectives for SC/ST welfare, 6% of the respondents are not at all with the management and collectives for SC/ST welfare association. FREQUENCY 6 20 47 14 13 100 PERCENTAGE 6% 20% 47% 14% 13% 100%

Chart 4.41: Interaction between the management and collectives for SC/ST welfare association.

50% 45% 40% Percentage 35% 30% 25% 20% 15% 10% 5% 0% Not at all To a small extent 6% 20%

47%

14%

13%

Moderate extent

To a large extent

Greater extent

CHI-SQUARE TEST Hypothesis: There is no association between the Existing HR & IR practices are adaptive and proactive and HR & IR practices improves employee morale, motivation. Cross tabulation:

HR & IR practices improves employee morale, Existing HR & IR practices are adaptive and proactive Not at all 3 4 5 1 1 14 To a small extent 7 9 9 0 3 28 motivation To a large extent 0 0 2 2 2 6 Total Greater extent 0 1 2 6 6 15

Not at all To a small extent Moderate extent To a large extent Greater extent Total

Moderate extent 5 10 19 2 1 37

15 24 37 11 13 100

Chi-Square Tests: Asymp. Sig. (2sided) .000 .000 .000

Particulars Pearson Chi-Square Likelihood Ratio Linear-byLinear Association N of Valid Cases Value 46.679a 47.759 21.502 df 16 16 1

100

FINDINGS 95% of the respondents are male. 81% of the respondents are belongs to the age above 40 years. 97% of the respondents are married. 95% of the respondents are in the work experience of above 10 years.

 51% of the respondents are in small extent in HR & IR practices in career planning. 53% of the respondents are at small extent toward the HR department in achieving and maintaining Industrial harmony. 54% of the respondents are at small extent with the existing training and development increases the quality of human relation in the organization.

SUGGESTIONS