INTRODUCTION

Harmonious relations between labor and management are essential to achieve industrial peace and higher productivity. When the relationship between the parties is not cordial, discontentment develops and conflicts erupt abruptly. It is not always easy to put out the fires with the existing dispute-settlement machinery, created by the government. Hence both labor and management must appreciate the importance of openness, trust and collaboration in their day-to-day dealings. Economists have traditionally identified four factors of production, vi , land, labor, capital and organi ation. !he role of labor as a factor of production is becoming increasingly important in the modern society. "apital and natural resource endowments, no doubt, are vital elements in the production process but it is labor which contributes most to the wealth of company. #Human beings are the active agents who accumulate capital, exploit natural resources, build social, economic and political organi ations and carry forward national development$. %rowing industriali ation and the rapid expansion of the services sector resulted in the galloping demand for s&illed labor after '(s the emergence of the concept of human relations, human resource management and human resource development contributed to the growing importance of labor. !he issue of industrial relations arose from the issue of divorce of the wor&ers from the ownership and management of the production process. !his has brought about a sense of deprivation and loss of independence on the part of wor&ers and is probably the primary cause of industrial disputes. Industrial wor& has drastically reduced the independence of wor&ers and made them mere cogs in the machine- a &ind of )second class citi ens*. !he disciplinary rules for wor& have become +uite harsh and arbitrary. !he heterogeneous nature of wor&ers, illiteracy and politici ation of trade unions made it impossible for the wor&ers to bargain for their rights united. ,ll these factors have led to growing unrest among the ran&s of wor&ers.

INDUSTRIAL RELATIONS
!he term )industrial relations* refers to relationships between management and labour or among employees and their organi ations that characteri e or grow out or employment. !heoretically spea&ing there are two parties in the )employment* relation ship-labour and management. .oth parties need to wor& in spirit of cooperation, ad/ustment and accommodation. In their own mutual interest certain rules for coexistence are forward and formed and adhered to. 0ver the years, the state has also come to play a ma/or role in industrial relations-one, as an initiator of policies and the other, as an employer by setting up an extremely large public sector. !he term )industrial relations* has been defined by different ways. 1ale yoder defined it as #a relationship between management and employees or among employees and their organi ations that characteri e and grow out of employment$. ,ccording to 2 , lester industrial relations # involve attempts to have wor&able solutions between conflicting ob/ectives and values, between incentive economic security, between discipline and industrial democracy, between authority and freedom and between bargaining and cooperation$. ,ccording to the I30, #industrial relations deal with either the relationships between the state and employees and the wor&ers* organi ations or the relation between the occupational organi ations themselves$. !he I30 uses the expression to denote such matters as #freedom of association and the protection of the right to organi e, the application of the principles of the right to organi e, and the right of collective bargaining, collective agreement, conciliation and arbitration and machinery for cooperation between the authorities and the occupational organi ations at various levels of the economy.

Figure: Industrial 2elations5 6a/or Influences

NEED FOR THE STUDY

Industrial 2elations is a sub/ect of critical concern because, #it is easy to handle machine but it is very difficult to handle human beings$. It is so because the mindset or perception of all human beings is not similar and they differ from one person to another. Industrial 2elations 1epartment plays an important role in bringing all of them under one roof and utili ing them for achieving a common goal. Hence we can say that of all the tas&s of management. #6anagement the human is the central and most important tas&, because all else depends upon how well it is done$. hence I tend to &now the importance of industrial relations in sri sarvaraya sugars limited

OBJECTIVES OF THE STUDY

-. !o study the genesis and concept of Industrial 2elations. 4. !o portray the profile of sugar industry and organi ational profile of "helluru sugar factory, with a special focus on its H2 department. 7. !o probe into the impact of various existing practices of Industrial 2elations in "helluru sugar factory. 8. !o analy e the perception of employees on existing Industrial 2elations at "helluru sugar factory. '. !o &now the factors leading conflicts between employees and employees and employers, employers and employers. 9. !o offer necessary suggestions for the promotion if of relations which in turn leads to enhanced productivity in the organi ations.

'

METHODOLOGY
!he :ro/ect entitled #Industrial 2elations at "helluru ;ugar <actory$ was carried out for = wee&s at "helluru ;ugar <actory. !he data re+uired for the study has been collected from both primary and secondary sources. :rimary 1ata was collected by discussions with managers, employees and trade union leaders. , >uestionnaire was prepared and administered for a sample of =( respondents constituting executives ?7(@, non-executives ?7(@ and trade union leaders ?4(@ adopting stratified random sampling techni+ue. !he data collected is analy ed to &now the perception of executives, non-executives and trade union leaders towards their role in maintaining the cordial Industrial 2elations. ;econdary data is collected from "ompany 2ecords, In-house 6aga ines, through Internet regarding the Industry and company profile and also about Industrial 2elations events in "helluru ;ugar <actory in right from its inception.

LIMITATONS
!he data opinions, observations and conclusions expressed here are collected by survey and literature provided by "helluru ;ugar <actory. <ollowing are the few constraints faced during the study. 0ne of the limiting factors for a through and complete study of the sub/ect has been the insufficient period of study.

-. Elaborate study was not possible due to lac& of financial resources. !he survey was conducted on the sample based upon stratified random selection has its own defects .

4. Executives are not available because they were involved in various activities. 7. !he si e of the sample representing the universe is very small.

PROFILE OF INDIAN SUGAR INDUSTRY SUGAR INDUSTRY ORIGIN AND GROWTH IN INDIA:
!he sugar industry is the most advanced processing industry in the agricultural sector in India. In fact, it is second largest agro-based industry in the country. <rom a modest beginning in -B7(-7-, when tariff protection was granted to it, the industry has made rapid stri&es. ,gainst a mere 4B sugar mills in -B7(-7-.!he number has gone up to 8-9.In -BB4-B7 with 4(( in the co-operative sector A' in public and the rest in the private sector. !he industry has surpassed the targets set for it in the various plan periods and output of -9( la&h tones per annum has been targeted for the year 4(((. ;ugar industry was initially concentrated the subtropical Cttar :radesh and .ihar but since the second plan it has dispersed in to the 1eccan and the ;outhern states. ,bout 7' million farmers ?including their families@ constitution about AD of the rural absorbs a si able portion of cane crop and provides the farmer with resources to meet his commitments. Each ;ugar factory deals with thousands. ;ugar can being a highly perishable crop cannot be transported over long distances. Hence, the factories have necessarily to be set up within economic distances. Having regarded to the basic characteristic of the industry the concept one factory and another has come to be accepted. !he bye-products of the industry, specially molasses and biogases, have opened up fresh areas of utili es. 6olasses is utili ed for production of alcohol and down stream chemicals.

STATE-WISE SPREAD
;ugar cane is grown widely in India, in out of 44 states and in two out of the nine union territories. Cttar :radesh tops the list with B7 factories and -A la&h hectares of sugar cane, 6aharashtra ran&s next with A= factories and 7 la&h hectares under sugarcane. ,ndhra :radesh ran&s 7rd in respect of number of factories, but 'th in respect of area under sugarcane. =

, note worthy feature of the regional of spread, is while the eastern states5 vi ,ssam, .ihar, Haryana, :un/ab, 2a/asthan, Cttar :radesh and West .engal, together accounted for 9=D of the area under sugar cane in the country, their share in the number if factories was 87 percent. !he central and southern states which accounted for 74 percent of the area had 'A percent of the factories.

PROBLEMS
!he worst handicap clipping the industry is the low level of productivity. !his is attributed to inade+uate irrigation facilities, untimely supply of +uality seeds etcEone factor which is of crucial importance to the growth of sugar industry is the yield of sugar cane per acre. :ercentage recovery of sucrose is the second factor, which determines the production. In India, both the yield of ;ugar cane per acre and percentage recovery of sucrose is low. !here is a possibility of trebling the yield of sugar cane.

COMPETITION
6anufacturer of sugar consumes 77D of the sugar cane prosecution, while about ''D is consumed by Fhandasari and guru producers and -4D goes for chewing and seeding purpose. !here are about =((( Fhandasari producers in the country. !he competition of Fhandasari producers is a real cause of worry to the sugar manufacturer because they procure more by paying higher prices and ma&ing prompt payment. Cnder the pay that recovery of &handasari is lower than that of sugarG a section of the sugar industry demands some restriction of &handasari producers. .ut rural masses the &handasari. :roducers ensure utili ation of usage cane where selling up a sugar factory is not feasible. !he sugar industry will have to live with competition of &handasari producers.

SUGAR MACHINERY
,t present there are twenty seven units in India to manufacture sugar plants and components there of. !he industry is in a position of manufacture and supplies 4- complete sugar plants per annum. !he exiting installed capacity has been estimated at 'A.(' crore per annum.

NEW SUGAR POLICY

!he policy, investigate an additional 7( la&hs tons capacity in areas specified as industrially bac&ward. 3icensing of new sugar factories in the co-operative and public sectors would be allowed with an initial capacity of -A'( tons cane crush per day. .ut this would be sub/ect to the condition that it would be expanded to 4'((tons cane crush capacity per day within ' years of going into production. !he policy relaxed the distance criterion of 4'&ms which could be -'&ms in special bases where can availability /ustified it. ,ccording to the -BB- policy al new licenses would be &ept in view. 3icenses for down stairs would also be readily given. :riority would be given to proposals for new units from the co-operative and the public sectors. Incase of more than one application, priority would be given to the one received earlier. !he government ta&ing not of the problem of the industry has agreed and announced that bugger stoc&s of ' la&hs tons should be created. it has also been decided to rise statutory minimum price for cane to 2s.7- from 2s.49 +uintal for the current season and 2s.74.'( +uintal for the -BB7-B8 season. With a view to improving profitability of operations, it has been decided that the +uota for free sales sugar would be raised to 9(D from ''D and that for levy sugar reduced to 8(D from 8'D.!he issue price for levy sugar has also been increased by 2s.-8(H&g with a view to facilitating the fixation of higher retention prices for levy sugar to offset an increase in the cost of cane and conversion charges. ,lso with higher price for levy sugar, the government will not be incurring any subsidy on its sale incentives have been provided in the shape of a higher free sale +uota of =(D irrespective of output in Ianuary. ,pril in excess of +uantum for the same period in the -BB--B4 season for encouraging late crushing operation, the free sale +uota for 6ay, Iuly has been raised to A4D.

SUGAR INDUSTRY IN INDIAN ECONOMY

!he sugar industry is the second largest agro based processing industry in India, having certain uni+ue features perishable raw material namely sugar cane. !he byeproducers of the industry have opened up fresh areas of enterprise in diverse directions. 6olasses is an important bye-product apart from meeting the fuel re+uirements of the -(

industry, offers the potential to generate additional power of supply to the grid. <urther, it offers tremendous potential to ma&e the country self sufficient in its re+uirements of paper and new print. !here are now 8-9 sugar factories, 4(( in the co-operative sector. !he annual production capacity of these units is around B' la&h tons. !he six decades old history of the industry has been characteri ed by cyclical fluctuations in production due to a lac& of coherence between the pricing policies for cane and sugar. ;ugar industry holds the pride of place an instrument of rural re-construction and development. !he extent ion of sugar cultivation and setting up new sugar factories since independence have greatly contributed to the socio economic development of some rural tracts in the country with an investment of about 2s.-'(( crores. !he sugar industry provides employment to nearly 7.9-la&h wor&ers about 7' million farmers are engaged in cane cultivation in India.

DEVELOPMENT
In the beginning there was no progress in the sugar industry. :roduction was granted to this industry since -B74 then the industry is ma&ing worth while progress. Efforts to establish a modern sugar industry however date bac& only to the beginning of the present century. 3ittle head way would be made in the earlier years, as the varieties of the cane grown did not posses good milling +ualities and the yield per acre was low on account of which the cost or production of sugar was high. ;ugar cane is grown nearly in all parts of India. ;ugar cane growing areas in the country may be broadly divided into two typical belts, the sub-tropical and tropical. !he sub-tropical part mainly comprises .ihar, 6adhya :radesh, %u/arat, ,ndhra :radesh, !amilnadu, Farnata&a and Ferala. !he two belts are characteri ed by mar&ed indifferences in climate and agricultural conditions. !he sub tropical area is a flat, plain soil with an elevation between 7(( and B(( feet above the sea level. "ane here is grown under the extreme climate. Irrigation facilities are not ade+uate, but the cane survives in the dry season because of the sub-soil moisture. !he progress of the industry during the ' years plans has been phenomenal. !he number of factories went up from -7B in -B'(-'- to 79= in -B=A-==, the installed capacity of the industry increased from -9.9= la&h tones in -B'(-'- to --( la&h tones in -B=A-== --

and production from --.78 la&h tones to B-.Bla&h tones in -B=A-==.<or -B==-=B the out put estimated to be even higher at -(4 la&h tones representing an increase of more than -( la&h tones last year.

SUGAR INDUSTRY IN ANDHRA PRADESH

In ,.:, there are 78 sugar factories of which are under the co-operative sector, = are under public sector and other = are under the private sector. , stri&ing development, ,.:, in the production of sugar has been gradually declining in recent years in account of irrespective prices. !hey are an under sugarcane which was -= la&h factories during -BB--B4 declining to -.79 la&h factories in -B=9-=A, <armers having an investment at '((( per acre. ;ugar industry continues to play a dominant role in the economy of the state as sugarcane is one of the important commercial crops. !he installed capacity of the 74 states is '8,((( tons of cane crushing per day ?!.".1@. !his includes the capacity of 47,((( !.".1 in -= co-operative mills -(,((( !.".1 in public sector units and 4(,4'( !.".1 in A private units. 1uring -BB7-B8 season the sugar factories in the state crushing '9 la&h tons of sugarcane with an average recovery of B.87D. ,bout '.4= la&h tons sugar was produced by these factories. !he co-operative sugar mills alone crushed 4'.(A la&h tons of sugarcane and produced 4-.44 la&h tons. ,ndhra :radesh occupies fourth place in respect of sugarcane growing. ;ugarcane is largely cultivated in the districts of ;ri&a&ulam, Jisha&apatnam, East %odavari, West %odavari, Frishna, Ki amabad, 6eda&, Fadapa, "hittur, and %untur. !he biggest in ,sia three more units were set up under the same management. !he three units used to pay more remunerative price to cane growers of when compared to other. .ecause of those remunerative price, farmers had resorted too much land under cultivation and this was 4, 8(,((( acres against its previous year acre of 7, AB,((( in our country of total land under sugarcane of fifth belongs to ,.:, and this occupies ninth place in the country.

-4

,verage cane yield per acre in India is 4( tons and in ,.: it is 7( tons crushing capacity of all the ,.: in 7( tons. !he crushing capacity of all the sugar mills in the state is 'A la&h tons. :rivate 6ills could utili ed A(D of the crushing capacity where as the others could /ust manage. !he sugar industry in ,ndhra :radesh has sugar units under three different sectors. :ublic sector :rivate sector "o-operative sector. <rom the above table it is clear sugar industry in ,ndhra :radesh has a good base. !he functions in the public sector have achieved capacity utili ation 9=.7AD only. !he factories in the private sector could utili e the productivity, capacity up to the extent of '7.9(D.

SUGAR INDUSTRY IN EAST GODAVARI

.efore going to &now the history of data of ;ri ;arvaraya ;ugars, It is essential to &now the industrial development in E.%.1t., ,.:., and the factors helpful for their development. !he district is situated in the fertile deltas of the river %odavari which is supposed to be the biggest rivers in ;outh India. !he main occupation of the people is agriculture as there are a number of fertile lands. ,s an effect of this the districts of the state of ,.:, the people of the area are very much interested in cultivating the land as it has got favorable conditions for its development.

-7

COMPANY PROFILE
;ri .alusu ;arvaraya great social sender of Fapileswarapuram who for sometime nominated as a special officer of the district board of East %odavari 1istrict under than .ritish refine, ;ri ;...:...F.;atyanarayana 2ao inherited the +ualities of mobili ed spirit of public service from his illustrious father. His date of birth is 47-(B--B4-.He is B( years old. He received his high school education from :.2."ollege in Fa&inada %raduation from 2esidency "ollege, 6adras. He has therefore an abiding interest in human development archaeology and temple arts. His global turns include C.;, C.F, Europe, Iapan and other south-east ,sian countries. Even at the age of 4' years he became the president of the Fapileswarapuram cooperative society which he held for about 4( years there after he was an architect of the :anchayat 2a/ Institutions and having served as president, from ?-B'7-98@ Fapileswarapuram,:anchayat ;amithi ?-B'B-98@ and chairman of Lilla :arishad,east %odavari from -B98-A9 for a recode -4 years. He is pioneer in Industry, in collaboration of his family members and friends, he established a sugar factory at "helluru,!extile mill at Fa&inada ?with a submit of it at vi/ayanagaram@., soft drin& factory?parley*s franchise@ at Jemagiri, near 2a/ahmundry and at ;attupally of Fhammam 1istrict and a multi colored printing press at Jisa&hapatnam. !he main stay of ;ri ;atyanarayana 2ao is a benevolent personality. He cosmopolitan in outloo& and he is friendly to all. Education is his first priority. He is the founder, :resident of ;.2J...;.I.. 6aharani "ollege of arts and science at :eddapuram in East %odavari 1istrict. He has associated himself with various other institutions beside many 1banni&a, ,dhyatmi&e !rustier.

CONSTRUCTION OF THE FACTORY

With a share capital of 2s.'( la&hs and a long term loans from the industrial finance "orporation, 1elhi, the factory has imported up to date machinery from Holland with fixed of 2s. -,-8,((,((( and a wor&ing capital of 2s. B',((,(((. !he crushing capacity of the concern is about -((( tons per day. Which was increased to 4((( tons per day and after it

-8

was increased to 7'(( tons per day. In the year -B97 1istillery plant was also added to the sugar factory. 6Hs. ;arvaraya ,gencies :rivate 3imited, are the managing agents of the factory who manages it under a renewable -( contract. !hey were ta&en &een interest in the development of the various sector of controlling authorities of the factory who in turn are ta&ing &een interesting in developing various other industries in the 1istrict. !his factory was initially installed by the Holland machinery and was built up by Holland experts deputed from Holland by the manufacturers for the construction of the factory on 7(th ;eptember, -B'9 the construction was started and was completed by -B'B ;eptember. !he five experts deputed by the manufacturers from Holland completed the installation of the factory with the help of the wor&men available from the nearest localities. !hey are casual labors including some s&illed wor&ers li&e carpenter etc. !he construction was completed in the year -B'B.,fter completion of the factory a trial demonstration was given for the newly installed factory from -B'B 1ecember to <ebruary. 1uring the trial period the crushing was about 47,4A' tons of sugarcane and the production was about -A,B=A bags of sugar. 1uring this period wor&ers wor&ed under contractors for the construction wor& were ta&en on temporary basis who were returned after the period.

PRODUCTS
;ugar and industrial alcohol are two products of the factory of sugar is about -,((( tones per day during -B9'-9A season and -,A(7(' +uintals of sugar was produced. !he present crushing capacity of sugarcane is about '.=8 la&h tones per day during -BBB-4((( season and 9.=4 3a&h +uintals of sugar was produced. 1uring -BB'-B9 seasons 49, 48,7=( liters of alcohol is 4,((( gallons per day, but it is now 9'.'B la&h bul& liters of rectified spirit per day.

-'

;ugarcane crushing ME,2 -BB---BB4 -BB4--BB7 -BB7--BB8 -BB8--BB' -BB'--BB9 -BB9--BBA -BBA--BB= -BB=--BBB -BBB-4((( 4(((-4((4((--4((4 4((4-4((7 4((7-4((8 4((8-4((' 4(('-4((9 4((9-4((A 4((A-4((= 4((=-4((B ?la&h tons@ 4.7' 7.B8 7.(7 7.97.=9 7.B8 8.8= '.4'.(A '.=8 9.(7 9.-4 '.A'.47 '.8B '.97 9.(' 9.89

;ugar production?tons@ 4',=4' 8(,(7= 77,--A 8(,(A7 84,B=9 8=,8B( '9,AB7 9(,=47 9=,A'4 9=,(8( 9A,8-( 9',844 9',9'A '9,=7( 97,7=( 9A,89( 9=,--4 9=,9A8

2ectified spirit ?la&h in .3*s@ 7(.49 74.=9 74.'4 7-.8A 47.=' 8(.=' 4-.98 ''.-8 '7.(98.'B A4.94 98.(7 9(.A''.9= '=.-4 'B.(B A'.87 A=.9'

-9

PRODUCTION OF SUGAR
80,000 Su ga r Pr od uc tio n(t on s) 60,000 50,000 40,000 30,000 20,000 10,000 0 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 Years PAYMENT OF SUGARCANE
:ayments will actually be effected only on the supply of cane. Ket amount paid5 ?+uintal of cane supplies (.94' &g per +uintal for weight correction@ x ?cost of cane accrued interest on contracted advances N contract advance on the basis of ratio between +uantity contracted and supplied N interest on previous dues if any N interest on differed account if any@

70,000

-A

MANUFACTURING PROCESS OF SUGAR CANE MILLING OR JUICE EXTRACTION

!his is the first step of liberating the imprisoned sugar /uices in the cells of the plant by the process of laceration. !hese canes after being sliced by the cane shredders. Enter the first mill by an automatic feeder, each factory consist train of ' mills. !he milling section constitutes the largest and heaviest mechanical installation in the whole plant, water is added to the cane during the crushing process, in order to extract more /uice. !his water is called ambition water, which is &ept a minimum in order to minimi e the subse+uent in corporation process. ,s the efficiency of the milling process determines the +uantity of /uice extracted on 9th of total rolls have been repelled in crushing period. !he mill extracts now stands at ='D. !he whole mill is &nown as #!,K1E6$. !he operation of this process is under control ?technical@ of the chief mechanical engineer. !he baggage is sent to a big measuring tan& where is weighed and is ta&en note off. <rom this stage chemical department starts functioning as follows.

CLARIFICATION
!his is a process of separating impurities from the /uice. !his purification re+uired in order to reduce the content of non-sucrose impurities which other wise interfere with the subse+uent crystalli ation. ;ulphur dioxide gas is passed ?lime sulphur@ in to the /uice. "larification occurs while the /uice is hot. .y giving A(c heat first and re-heating -(7c, the combined action of heat and chemicals list to coagulate and precipitation, a part of the impurities of the /uice. !hus muds or scum*s are separated from clear /uice in large clarifying tan&s and settlers. !he mud contain considerable /uice which pass expressed in filter press for which door drivers and door clarifies, the highly scientific machines are used.

CRYSTALISATION
This is a process of separation of sugar crystals from the admired molasses, by the treatment in centrifugal machines. !he condensed syrup, discharged from the vacuum pans, -=

consist of magma of crystals with some molasses. !o separate molasses from the sugar crystals to maximum amount high speed centrifugal machines were introduced. If the sugar content in the molasses is more, it is sent to vacuum pans for further crystalli ation. 3astly as the sugar discharged by the centrifugal contains a high percentage of moisture, the dampness is removed by passing /oy air through a duration counter to the travel of sugar .In order to preserve the whiteness of the sugar and render it immune against deterioration. ,fter being sieved the sugar is bagged by manual labor and stored in big wheel maintained godown.

GRADES OF SUGAR
!he sugar generally is manufactured in the grades of E4B, 14B, ;7(, "4= and "4B. !he sugar letter donates the si e of the crystals and the number denotes the color of crystal. !he production in ;. ;. " is mar&et at present. !he factory stands at an average production 7',=4- tons of sugar with an average recovery of -(.B-D on the year -BB'-B9. In the year -BBB-4((( is record production and a recovery of --.9AD. !he only raw material, sugarcane is available during particular season. ;pecial staff is employed for accounting sugarcane purchases and payment the raw material sugarcane is purchased at rate. !he cane in the yard by 3orries, tractors and tailors or carts is unloaded on the cane truc&s move on rails. !he cane truc&s recalibrated and weighed on the electronic weigh bridge. !he particulars li&e name of the suppliers, variety of cane etc, as re+uired for statutory purpose and also for accounting and information purpose is recorded by data processing machines. <rom this basis data the E. 1. : department processes the cane suppliers ledger and other related accounts. Ko separate stoc& registers are maintained for the raw material and the material is not stored. !he sugarcane is ta&en at the entrance gate and is weighed by the electronic weighing machines. ,fter these process the sugarcane out into pieces i.e. it went for crushing. !he crushed capacity of ;;;3 is 7,'(( tons per day. !he crushed material in the year -BB7-B8 was 7,9-,4'( tons and the output i.e. sugar produced by the factory was 8,((,A7( +uintals with an recovery of --.(9 in the year -BB8-B' the cane ta&en 7,=9,84' tons and the output was 8,7-,49' +uintals of sugar with an effective recovery of --.7 which is the highlight and got state second in recovery. In the year -BBB-4((( the factory

-B

produced a output of 9.=4 la&h tons of sugarcane and --.9A was the recovery in that particular year.

BY-PRODUCTS BAGASSE
!his is also termed as ).agasse*. !his is a waste resulted in the cane milling and is sent out through bagasse carrier. It composes of cane fiber, cellulose and moisture about 4A to 7(.'( tons of bagasse is produced per every -(( tons of cane crushed. :ercentage of fiber content of the cane crushed and the milling efficiency are the two basic determinants of the amount of bagasse produced. ,ll the bagasse has been utili ed as fuel to steam boilers and also used for cattle fields. !he fuel value of bagasse is 4.' tons to a tone of firewood and ' tons to a tone of furnace oil.

FILTER PRESS CAKE

!his is waster residue sent out in the process of clarification, in the ratio of 4.' tons per every -(( tons of cane crushed. ,bout B'((--('(( tons of this sulphitation, filter press mud is utili ed in the farms in the ratio of two tons per acre. !his is the best source of organic matter, which increases the !EO!C2E of the soils that can sustain good growth of crops.

MOLLASSES
!his is syrup, from which is not possible of uneconomic to crystalli e out any more sucrose, is sent out in the process of centrifugation in the ratio of -8(8.A( tons per every -(( tons of cane crushed, sucrose content of cane, the strength of evaporation and crystalli ation are the three chief determinants of the total molasses sent out. 6olasses is a complicated solution of salts, organic matter, and sucrose and inverted in water. !hought it is used in multiple ways e.g., as a fertili er, as a fuel to power generators etc., it is used only in the manufacture of power alcohol. !he ;. ;. ;. is engaged with industrial alcohol plant attached to the factory at "helluru is ta&ing this molasses

4(

ORGANISATION STRUCTURE AND MANAGEMENT

;ri ;arvaraya ;ugars 3imited, "helluru, has the general body which in constituted by shareholders. !he board of directors of this society consists of 4- member included 7 members to be nominated by the ;tate %overnment of one shall be a 6anaging 1irectorG the other two are 1istrict collector and director of sugars. !hree members by <inancial Institutions ?!wo 6embers are nominated by I.<.".I.@. 0ne member nominated by co-operative "entral .an&. ,ccording to the by laws of the society, the president is to be elected members. !he first set the .oard was in office from (--(A--BA4 to 7(-(9--BA'. !he second set the .oard was in office from 49-(9--BA' to -(-----B=-. !he third set of directors was elected on -(-----B=A and functioning till now. !he 6anaging 1irector appointed by the %overnment in the cader of "hief Executives of the society is representing the board and involved in decision ma&ing, ,ctual wor&ing 6anaging 1irectors as the representative of %eneral and .oard of 1irectors. !here are the following departments in the organi ation.

MARKETING DEPARTMENT
6ar&eting department is a separate section which maintains the sugar sales of free sugar and is controlled by the .I":.

ACCOUNTS DEPARTEMENT
,ccounts department again separate in different subsection i.e., stores accounts, sugar sale accounts, cane accounts, chief accounts officer is the supreme of above all departments.

ENGINEERING DEPARTEMENT
Engineering department is also divided in the different sub-groups mechanical engineering sections, electrical engineering section, wor& shop division, civil engineering division, chief engineer co-ordinate above all section.

4-

MANUFACTURING DEPARTEMENT
6anufacturing department can be divisible by laboratory and process of manufacturing division, these departments under the control of chief chemist.

TIME OFFICE OR ADMINISTRATIVE OFFICE

!ime office or administrative office can be broadly classified for administrative purposes. !hese classifications are security, personnel, purchase, sales and good own under the guidelines or labor welfare officer and medical officer.

AGRICULTURAL DEPARTEMENT
,gricultural department co-ordinates, production of sugarcane and relation between farmers and the firm chief agricultural officer and his subordinates control this department.

HIGHLIGHTS ABOUT SRI SARVARAYA SUGARS LIMITED

6Hs. ;arvaraya ;ugars was established on 4( ;eptember, -B'9 as a public limited company under the private sector by the Lamindars and 3andlords of the district. , number of petty landlords were gathered together as shareholders under the leadership of the Lamindars of Fapileswarapuram and thus this concern was started. !hese shareholders themselves are sugarcane grower a who supply cane to the factory. !hough it is started as a private sector it resembles the co-operative enterprise in this aspect. "ane growers are very much interested in the development of the factory, as they are the shareholders. !hus the development of the factory and cane supply to the manufacturer depends upon each other in this concern which is a rare thing. .ut now the authorities i.e. factory motivated the cultivators and improved their suppliers rapidly by giving loans, fertili ers etc., and continuing the support from management side as well as they ta&en from the cane growers.

THE SRI SARVARAYA SUGARS LIMITED

!his company engaged with not only sugar industry but also engaged with industrial alcohol unit at chelluru attached to the sugar factory with an installed capacity of -,7'( bul& liters, of rectified spirit per day. !he rectified spirit is the one of the input of the ,lcohol industries to produce li+uors. <rom this product the company is earning good profits. 44

SRI SARVARAYA BOTTLING UNITS

!his company is managing bottling units, distributor of 6H;. :,23E Industries 3td., earlier and now "0",-"03, bottling units located at vemagiri near 2a/ahmundry, East %odavari 1istrict in ,ndhra :radesh with an installed capacity of -8,((( crates of soft drin&s per day. !he other unit, which is maintained by the company, is at ;athupalli in Fhammam 1istrict of ,ndhra :radesh with an installed capacity of -4,((( craters of soft drin&s per day. !he above unit belongs to the ;ri ;arvaraya ;ugars 3imited and that units are also earning profits and they maintained this units with good result oriented.

SRI SARVARAYA PRINTERS & PUBLISHERS

!he ;ri ;arvaraya ;ugars limited, is also maintaining this unit and the entire wor& of ;ri ;arvaraya ;ugars groups can be done in this particular unit and this located at Jen&o/ipalem in Jisha&hapatnam of ,ndhra :radesh.

47

PERSONAL POLICIES AND PROCEDURES AT SRI SARVARAYA SUGARS LIMITED

RECRUITMENT AND SELECTION
Jacancy Kotification ,dvertisement ?1ailyHspeciali ed 6aga ines@ ?, copy is sent to the local Employment officer@ 2eceipt of ,pplications ?2esponse from the candidate@ ;ecurity "hec& of ,pplication ;ending Interview "all 3etters :ersonal Interviews :reliminaryH <inal %roup 1iscussion <inal Interview ;election of the "andidate Issue of ,ppointment 0rder Ioining 2eport of the "andidate 48

!raining 2egular :lacement ?Iob 1escription@ :romotion >ualification and ability in discharging the duties and the experience is the basis of promotion policy of ;ri ;arvaraya ;ugars 3imited. !he elements considered for this purpose are as under5 0bedience 3oyalty .ehavior with colleagues endance

SALARY & WAGES

;alary and wages depends upon the /obs attached to the employees or grades assigned to the employees. !he salaries and wages are according to the wage board seasonal Industry the seasonal wor&ers will get '(D salary in the off season. In season all the employees will ta&e the full amount for their duties.

BONUS
.onus is paid after ' years from the date of the employment of employees P=.77D of basic and dear ness allowance, irrespective of profit or loss earned by the company. ;ri ;arvaraya ;ugars 3imited paid 4(D as bonus in the last year.

GRATUITY
,n employee wor&s for more than ' years, he is eligible for claiming gratuity -' days basic and dear ness allowance per year is paid as gratuity to the employees.

4'

WORKING HOURS
!he wor&ing hours of the company per day are as follows5 6orning ;ession 5 (=.((a.m. - -4.((p.m. 3unch .rea& Evening ;ession 5 5 -4.((p.m. (-.7(p.m. (-.7(p.m. ('.7(p.m.

SAFETY
!he ;ri ;arvaraya sugars 3imited is maintaining safety tools to protect their employees as well as the wor&ers and they aim of control the accidents for the sa&e of the company. !hey providing Waste "loth, Helmet, %losses and ;afety ;hoes. !hey are also providing li+uids and water to control the fire accidents by the electrical short circuits. !he 6otivate the employees about the safety rules and they are conducting classes, meeting and training programs for the employees in order to reduce the unexpected accidents.

SECURITY
!he chief security office will loo& overall security of the company as well as godowns under the chief security officers there are security officers, inspectors and security guards are wor&ing. !he compound wall is must and should be the entire factory should have one main gate i.e. entrance to control the misbehavior. !he company should proper have lighting system as well as drainage system. !he security officer or manager also chec&s the security persons while they are discharging their duties. Inside the factory the security men ta&e charge where the security must be and he secure the godowns in every time because the valuable goods are stored in the particular godowns. !he ;ri ;arvaraya ;ugars 3imited appointed good security officers and security men to secure overall plant and godowns from the external environment.

49

Sri Sar ara!a S"#ar$ Li%i&'() R'#i$&'r'( O**i+': ,OLF NO- ../ 01) E&2ira3 $a4ai) C2'55ai 677 77.) I5(ia

BOARD OF DIRECTORS
1r. K.2. ;ivaswamy ;ri K. .ala&rishna Iyer ;ri 2. Fandaswami ?I"I"I Kominee@ ;ri F. 2amachandra 2ao ;ri 6. ;ubbarayudu ;mt. ;. .. 2a/a 2a/eswaramma ?6anaging 1irector@ ;mt. Csha ;arvarayalu ;ri ;...:.;. Frishna 6ohan ;ri ;...:. ,nand 6ohan ?"hief Executive@ ;ri 2. ;udha&ar "howdary ?%eneral 6anager@ ;ri ;. Jen&atesan 1ate of Incorporation5 -8-(B--B'9 ;tatus :ublic 3imited "ompany 3ocation of the <actory ;ri ;arvaraya ;ugars 3imited, "helluru-'7749East %odavari 1istrict, ,ndhra :radesh.

4A

ORGANI8ATION CHART
S2ar' H94('r$ 4 B9ar( 9* Dir'+&9r$ 4 Ma5a#i5# Dir'+&9r 4 C2i'* E:'+"&i ' l :ersonal officer officer ,ccounts 0fficer "hief Engineer "hief "hemist "hief ,g

3abor Welfare ",0 0fficer 6edical

%eneral

6echanical

6anufacturing

1eputy

;tore ,ccounts "ane ,ccounts

Electrical

6anufacturer

0ffice

;ecurity ".,.1 :urchase

Wor& ;hop

3aboratory

"ivil ,.,.0

;ales !ime

,.,.0 ,.,.0

,.,.0 %odowns ;tores 4=

INDUSTRIAL RELATIONS
Industrial 2elations is concerned with the relationship between 6anagement representing the holders of capital and trade unions representing the holders of labour power regarding the employment, unemployment, terms of employment and unemployment, conditions of employment and unemployment and conditions of wor&. !hus Industrial 2elations connote a vast complex of relationships obtaining between management and employees, union and management, union and employees and between employees themselves. .oth parties to industrial relations have a common interest in industry, but many a time, they are found to be pulling in different directions, which lead to industrial unrest. !herefore, it has become necessary to secure the cooperation of both wor&ers and management to achieve good industrial relations. .esides management and wor&ers, state is another party associated with industrial relations. !he interference of government is industrial relations through legal and administrative measure is +uite common. !hus, the area of industrial relations has been extended relations among the state, employer and employees.

DEFINITION
,ccording to Encyclopedia .ritannica, #!he sub/ect of industrial relations includes individual relations and /oint consultation between employees and wor&ers at the place of wor&, collective relations between employers and their organi ations and trade unions and part played by the stat regulating these relations ,ccording to 1ale Moder, #!he term industrial relations refer to the relationship between management and employees or among employees and their organi ation that arise out of employment$.

MAJOR PLAYERS TO INDUSTRIAL RELATIONS

;imply stated, industrial relations are the outcome of the employment relations in industry. !he government of a nation influences these relations to a great extent. !hus, there are three ma/or players in industrial relations.

4B

WORKERS AND THEIR ORGANI8ATIONS

!he personal characteristics of wor&ers, their culture, educational attainments, +ualifications, s&ills, attitude towards wor&, etc play an important role in industrial relations. Wor&ers organi ations, &nown as trade unions are political institutions. !rade unions are formed for safeguarding the economic and social interests of the wor&ers. !hey put pressure on the management for the achievement of these ob/ectives.

EMPLOYERS AND THEIR ORGANI8ATIONS

!he Employers are a very important variable in industrial relations. !hey provide employment to wor&ers and try to regulate their behavior for getting high productivity from them. Industrial unrest generally arised when the employers demand from the wor&ers and other benefits. In order to increase their bargaining power employers in several industries have organi ed Employers* ,ssociations. !hese associations put pressure on the trade unions and the government. !hey also participate in tripartite bodies constituted by the government to regulate industrial relations.

GOVERNMENT
!he %overnment exerts an important influence on industrial relations through such measures as providing employment, intervening in wor&ing relationships and regulating wages, bonus and wor&ing conditions through various laws relating to labour. their activities in the interest of the nation. !he %overnment &eeps an eye on both the trade unions and employers organi ations to regulate

7(

INDUSTRIAL RELATIONS AT CHELLURU SUGAR FACTORY

It has been considered of crucial importance in "helluru ;ugar <actory of establishing and sustaining a productive wor& culture. ;everal initiatives haveN been ta&en towards it. !he concept of optimum utili ation of Human 2esources was adopted through 6ulti-;&ill and 6ulti-pattern of wor&ing with emphasis on flexibility in /ob deployment. 2esult oriented environment was broad through tailor made H21 programmes, attitudinal change and positive wor& ethics. !o carry on such an 0rgani ational "limate "helluru ;ugar <actory has suitable supportive systems and structures for productive Industrial 2elations 6achinery.

EMPLOYEE RELATIONS
Csually, in any organi ation, Industrial 2elations climate depends upon the relationship with wor&men and their unions. <or this, the initial years are very crucial. ,n approach characteri ed by courage, firmness and total commitment to company*s interest is essential to build a right relationship over years. Whereas, in "helluru ;ugar <actory, the initial period focused on educating the unions, establishing rapport etc., to attain the commitment of unions, innovative agreements have been signed that reflects the ompany*s 6ission and 0b/ectives. !he matters li&e wor&ing hours, holidays, verlapping shifts, transport subsidy, canteen, production-lin&ed incentives, "helluru ;ugar <actory made long term agreements with the unions. !he modern practices of Industrial 2elations have been put to practice, which needs few years more to ma&e their full-fledged presence. Industrial relations will be different at commissioning stage to that of the 0perational level or its smooth implementation, sustaining cooperation and collaboration between the management and unions is much needed.

CENTRAL EMPLOYEE RELATIONS SECTION-ROLE

"entral Employee 2elations ;ection was earlier called as Industrial 2elation ;ection. It is a wing of :ersonnel 1epartment."entral Employee 2elations ;ection acts as a bridge between the management and the !rade unionsH employees. It plays ma/or role for maintaining Industrial peace Q harmony. :ersonnel Executives also performs the function 7-

of the Industrial 2elations 6anager. !hey are placed close to the shop floor level in order to facilitate close relations with the employees. !hey, in turn, provide the information to the :lant Head and facilitate the process of Industrial 2elations at "entral Employee 2elations. !he function of "entral Employee 2elations is to gather information regarding the activities of !rade Cnions and Employee ,ssociations, predict the possible outcomes and to ta&e preventive measures to sustain Industrial :eace and harmony and to ensure uninterrupted production. !he main tas& of this section is to settle industrial disputes amicably within less time and loss of production. ;igning of 6emorandum ;ettlements, coordination with the unions and the ;tate 3abour 1epartment, :olice and "I;< adds support to the redressal of Industrial 2elations 1isputes. !he information collected from the Lones will be thoroughly analy ed and will be used for case studies and forecasting, as and when re+uired. It is the responsibility of the "entral Employee 2elations to organi e meetings with unions and other agencies on the issues connected with Industrial relations. In this way "entral Employee 2elations contributes much in the matter of internal communication.

AREAS FOCUSED
;ensitive to Employees %rievance. Expeditious 2edressal of %rievances. 2eduction of !ime "ycle. Lero-grievance ;ought Cnion "ooperation and 6itigate Inter union rivalry. "reating awareness among Cnions towards the 0rgani ational goals. "onfidence building measure. Wor&ers :articipation in 6anagement.

"entral Employee 2elations also helps in conducting Cnion Elections i.e., for every two years in "helluru ;ugar <actory in coordination with the ;tate 3abour 1evelopment 74

TRADE UNIONISM
, !rade Cnion signifies an organi ation of wor&ers engaged in securing certain benefits for it members. However, this is not the true view of a trade union. In the modern context, trade union*s activities are not confined to mere #securing the economic benefits$. !he purview of its activities now includes even the political and welfare activities underta&en by it for the benefit of its members. , trade union may be defined as an organi ation of employees formed on a continuous basis for the purpose of gaining diversified benefits. !rade union is a necessity and by product of the Industrial 2evolution. <or good Industrial 2elations, it must be remembered that trade unions play a vital role in providing a proper wor& atmosphere and congenial Industrial 2elations .With a view to self-protection and self-help, labour has organi ed itself under Employee ,ssociations and Cnions. !he conflict between capital and labour in Europe and ,merica resulted in the origin of the !rade Cnion 6ovement.

TRADE UNION MOVEMENT IN INDIA

!rade Cnions, as understood today, however, originated in the first +uarter of the 4(th "entury, although the groundwor& was laid during the last +uarter of the -B th century. In 6umbai, as early as in -=A', reformers under the leadership of ;orab/i !hey protested against the appalling conditions of the ;hapur/i started a movement.

factory wor&ers and appealed for introduction of ade+uate legislation to prevent them. !he credit for laying the foundation of the organi ed 3abour 6ovement in India is attributed to 6r.K.6.3o&hande, a factory wor&er himself in -==8 in 6umbai. ,ctually a real organi ed labour movement in India was started at the end of the <irst World War. 2ising prices, without a corresponding increase in wages despite the employers ma&ing huge profits, led to a new awa&ening. 6any !rade Cnions were formed throughout India. !o this was added the influence of the 2ussian 2evolution, the establishment of I30 ?International 3abour 0rgani ation@ and the ,ll India !rade Cnion "ongress. !his speeded up the pace of the !rade Cnion 6ovement. <ollowing the ;econd World War, a spiraling of prices. !he wor&ers once again became movement in India. 77 restive. !his further indirectly strengthened the

EVOLUTION OF TRADE UNION IS CHELLURU SUGAR FACTORY

"helluru ;ugar <actory has a uni+ue history of !rade Cnion 6ovement. !rade Cnion 6ovement in "helluru ;ugar <actory started during -BAB with registering of -st !rade Cnion by name # "helluru ;ugar Employees Cnion$. However some of the senior employees who /oined from other ;ugar factories had educated the modalities of !rade Cnion 6ovement and thereby could achieve in establishing !rade Cnion 6ovement in "helluru ;ugar <actory. 1uring -B=-, the main activities were ;ite 3eveling, Evacuation of villages etc., and whereby nearly 4' to 7( thousand wor&ers wor&ed daily in the shape of 3abour "ontract, continuously around the cloc&. !his has led to the influence some of the petty !rade Cnions to enter into the contract labour issues of. "helluru ;ugar <actory 1ue to continuous activities around the cloc&, the scope to implement the policies as laid down under different acts was very little. !he trade unions, which were established for the purpose of "helluru ;ugar <actory regular employees, did not indulge in contract labour activities. "helluru ;ugar <actory being a new organi ation, initially it faced difficulties and confusion as executives at different levels /oined from different sugar factory brought ther their own culture and wor& practices. "helluru ;ugar <actory 6anagement did not show interest to discuss and negotiate the !rade Cnions on any matter. !his has also led to run regular confrontation at wor& spots. In the absence of clear-cut policies in matters li&e welfare, wages, promotion, allowances etc., the trade union representatives also faced immense difficulties. ,fter a year to this "helluru ;ugar <actory recruited a large percentage of is placed persons, these new recruits challenged the leadership of unions stating that they can lead he !rade Cnions not only for the benefit of the displaced persons but also the welfare of he other employees. ,nd in this way they captured the unions which was then affiliated to K!C", they registered it as "helluru ;ugar 6a door ;angh, the 4 nd Cnion, by -B=4both ,I!C" and "I!C established their unions, which were influenced by the communist but in the initial period these communist unions would not get the support of the employees. 3ater on the unions that had originated in counts to "helluru ;ugar <actory 4( in.

78

"helluru ;ugar <actory. !he names and the year of registration are given below.

ELECTIONS AT CHELLURU SUGAR FACTORY

,ccording to "ode of 1iscipline in our ;tate every industry is obliged to recogni e one union as representatives of employees. <irst union elections were conducted during -B=', in which IK!C" got the ma/ority. In the second elections ,I!C" won the election. However, in -BB7 "helluru ;ugar Employees "ongress an independent union was elected as the employee representative. In due course, other unions li&e "I!C and "helluru ;ugar Wor&ers Cnion have also been elected as representatives. !he details of the year elections, unions elected are also enclosed in !able.Ko.8.7 and !able Ko. 8 showing the polling details of recent elections that was held at 4-.(9.4((7. In "helluru ;ugar <actory, Eight Elections have ta&en place including the recent elections that too& place on 4-st Iune 4((7, which was won by IK!C". Here union elections were held for every 4 years, in which ,I!C" got recogni ed for 7 times, "I!C and IK!C" /ointly sharing the second with 4 times. "entral Employee 2elations 1epartment a division of :ersonnel 1epartment in "helluru ;ugar <actory in coordination with the ;tate 3abour 1epartment organi es the election by ma&ing all arrangements li&e preparation of voters list, printing of .allot papers, ;tationery etc., they also loo& after for the security with the help of local :olice <orce along with "entral Industrial ;ecurity <orce and suitable arrangements li&e accommodation, transport and so on for the labour department officials and the election coordination staff who loo& after the organi ation of election procedure.

EMERGING TRENDS
,s a conse+uence of all these happenings, a few issues are coming into sharp focus in the Indian economic scene. %radually, as India gets integrated into the world, mar&et there is cutthroat competition in the industrial sector. "ompetition is including innovation and companies are evolving newer strategies to survive the onslaught on their mar&et share by new and more efficient enterprises, improving the +uality of their goods and services and yet trying to remain cost efficient. <aced with &een competition,

7'

one sector of economy is also, at times evolving short-term strategies with utter disregard to the interest of other sector?s@. !he customers are becoming supreme, see&ing greater and greater value in the goods and servi ces they buy. Indian !rade Cnions and for that matter, trade unions in nay developing economy in the above, is finding it difficult to continue with their traditional role of promoting the interests of their membership with a sectorian emphasis. 6ar&et forces are no longer allowing any sub-optimal utili ation of resources to be passed on to consumers in the form of substandard goodsHservices or increase in prices. In such a situation, any demand for #more$ has to be lin&ed up with higher productivity and improved +uality. In this hanged context, trade unions in India may have to find a new role for !hem selves as important agents of social and economic transformation for the common good of everybody, especially the under privileged. !rade Cnions with their resources and expertise may also provide a platform to other social institutions to integrate the conflictinginterests of different segments of society, e.g., the employed and unemployedH under-employed etc. However, no voluntary organi ation can survive by neglecting the sectorian interests of their membership altogether. Feeping this in view, I would suggest that the unions perating in industrial and services sectors may shift their emphasis from demanding more and more financial benefits for their members to more important issues on their agenda such as5 2ehabilitation of displaced employees <acilitating self-employment Ensuring social security ;afety and health of the wor&ers Wor&ing education Involvement in the running of business through greater degree of participation :roductivity bargaining etc., However, in order to play any meaningful role, 79

trade unions must have a strong membership base. <or too long has the trade union movement in India remained wea& and obsessed with intra-union conflicts. <or ages, their leadership has deliberated over some important and urgent issues li&e5 ;ecret ballot vis-R-vis verification of membership through chec&-off5 2ecognition of a single union vis-R-vis formation of bargaining council or a combination of these5 0ne union in one industry vis-R-vis formation of a confederation of trade unions, etc. .ut very little has been achieved so far towards consolidation of wor&ers. !here has been, in fact, a tendency of further splitting the movement with every split in political parties. !his has not only created utter frustration amongst the sincere and devoted sections of trade union members, but the movement is also losing public sanction very fast. In my analysis, two ma/or issues are to be resolved by the leadership to achieve consolidation of the movement. !hey are5 0ver-emphasis on political ideology of some trade union houses5 3eadership issues in the consolidation process5 0nce these issues are resolved and the trade union movement gets consolidated, the leadership will find itself

7A

DISCIPLINARY PROCEDURE
1isciplinary is a "ode of "onduct in an Enterprise in which the members of the enterprise conduct themselves within the standards of acceptable behavior which means that the stipulations of the code of conduct laid down by the enterprise are properly understood and observed by one and all. he state of Industrial 2elations in a countryHfactory is also reflected in the disciplineand the morale of the labour force. 1iscipline is very essential for a healthy industrialatmosphere and the achievement of organi ational goals. In any 0rgani ation maintenance of discipline among personnel at all levels isre+uired to create the conductive wor& environment so as to facilitate increased productivity and organi ational effectiveness. ;o management of an organi ation can adopt two approaches for discipline maintenance. ,dopting preventive measures prevention is better than cure principle is based on the assumption that employees perform better through rewards than punishments. ;o the problems of indiscipline do not emerge. "urative measures that it ta&ing #disciplinary actions$ against the persons involved in indiscipline. !he 1isciplinary ,ction should be ta&en after going through specific process because the punishment may be held invalid if there is any deviation from the procedure laid down. !he procedure for ta&ing disciplinary action is defined by the ;tanding 0rders formulate by the 0rgani ations. While ta&ing an action, all the relevant facts leading to indiscipline must be scertained so that the need for disciplinary action is determined. !he facts must be collected a soon as possible to ta&e action promptly. !he dsciplinary procedure either :unitive or "urative has to be invo&ed for preserving industrial peace as well as maintaining the efficiency of the organi ation.

DISCIPLINARY PROCEDURE AT CHELLURU SUGAR FACTORY

When an act of misconduct is alleged against a wor&man for whom a punishment as provided under ;tanding 0rders of the "ompany. !he wor&man shall be given an opportunity to show cause before punishment is imposed.

7=

DISCIPLINARY AUTHORITY
,ny ExecutiveH0fficer to whom powers are delegated to ta&e disciplinary action against a wor&man shall be the disciplinary authority competent to initiate disciplinary action and to impose punishment on a wor&man. !he 1isciplinary ,uthority shall frame definite charges on the basis of the allegations against him. !he charges together with a statement of allegations on which they are based, shall be communicated in writing to the wor&man who shall be re+uired to submit a written statement of his defence within suchtime as may be specified but not exceeding 7 days by the 1isciplinary ,uthority. It is necessary the 1isciplinary ,uthority shall hold an en+uiry and ta&e the necessary action.

APPELLATE AUTHORITY
!he wor&ers shall have the right of appeal to ,ppellate ,uthority. !he appeal shall be submitted within -' days of receipt of the order of the 1isciplinary athority, and the ,ppellate authority shall dispose of the appeal within 7( days of the receipt of the appeal. !he appellate authority is the next higher authority to disciplinary authority.

7B

INDUSTRIAL DISPUTES
1ispute, in general sense, is the expression of difference over some issues of interest between two or more parties. Industrial disputes li&e problems of indiscipline and their effective management are on the ma/or issues in maintaining good Industrial 2elations in the "ountryH 0rgani ation.

D'*i5i&i95
,ccording to Industrial 1isputes ,ct, -B8A #Industrial 1isputes means any dispute or difference between employers and employers or between employers and wor&ers or between wor&men and wor&men, which is connected with the employment or non-employment or the terms of employment or with the conditions of labour of any person$. ,n individual dispute between an employer and one of his wor&men is by itself not an industrial dispute, which can be referred to under section -( of the ,ct. .ut such a dispute may become an Industrial dispute provided a ma/ority of wor&men, or union of wor&men ta&es up the cause of particular wor&man, in the particular industrial establishment. !he causes of industrial disputes are many varied and sometimes even trivial. In India, various causes of Industrial disputes may be grouped into for categories factors, management practices, trade union practices and legal and political factors.

MACHINERY FOR HANDLING INDUSTRIAL DISPUTES

In managing industrial disputes, management can ta&e certain actions. !hese actions may be grouped into two categories5

PREVENTION OF INDUSTRIAL DISPUTES

!he preventive machinery has been set up with a view to creating harmonious relations between labour and management so that disputes do not arise. It comprises of the following measures. 8(

Wor&er*s :articipation in 6anagement "ollective .argaining %rievance :rocedure !ripartite bodies "ode of 1iscipline ;tanding 0rders

SETTLEMENT OF INDUSTRIAL DISPUTES

If preventive machinery fails, then the %overnment under Industrial 1ispute ,ct, -B8A, should activate the industrial dispute settlement machinery because no- settlement of disputes will prove to be very costly to the wor&ers, management and the society as a whole. !his machinery consists of "onciliation "ourt of En+uiry Joluntary ,rbitration ,d/udication ?"ompulsory ,rbitration@

MAJOR INDUSTRIAL DISPUTES IN CHELLURU SUGAR FACTORY

1uring "onstruction phase, displaced persons +uite often organi ed ;tri&es and 2astha roo& agitations demanding Employment in "helluru ;ugar <actory. 1uring -B='=9, approximately B,'-' man-days were lost in "onstruction activity because of the above agitations. ;imilarly in -B=9-=A, in the wa&e of death of an employee in the Health "enter, employees resorted to sudden wor& stoppage demanding extension of ade+uate 6edical <acilities. In the 0peration phase, in the year -BB--B4 following the death of 4 employees in an ,ccident occurred in ;inter <actory, there was an illegal wor& stoppage at ;inter <actory from 48.=.-BB- which culminated into a plant wide stri&e from 7.B.-BB- to 9.B.-BB- demanding immediate policy for provision of immediate employment to the dependent of the deceased employee on compassionate grounds.

8-

1uring the year -BB7-B8 ?-9th 44nd 0ctober@ a wee& <actory wide ;tri&e too& place on account of a conflict between "I;< personnel and "helluru employees on the issue of an entry through the main gate. ;ubse+uently, a gate monitoring system was introduced with the officers in both line departments as well as staff departments to monitor that such incidents do not recur. ,s a preventive measure to arrest industrial relations problems a great amount of persistence and preservence has been professed by the management in inculcating a sense of positive discipline in the employees. It was also impress upon them through various H21 :rogrammes that the employees may act with restraint in all the matters and to adopt only peaceful methods of representation. !he employees have also come through the stages of "onstruction, "ommissioning and 0peration and have been made to understand that the pressure tactics, arm-twisting methods of wor& stoppages and stoppages of production units would result only in deterioration of industrial relations and in no way help bring them any solace.

84

WORKERS PARTICIPATION IN MANAGEMENT

Wor&ers :articipation, also &nown as 3abour participation or Employee participation, in management is a concept shrouded with so much vagueness that for different people, it has different meanings. !he basic reason for this perceptual differences id due to different pattern of practices and programes adopted by various "ountries for implementing wor&ers participation in management. 6any Industrial 2elations experts regard it as an essential step involving redistribution of power between management and wor&ers in the direction of industrial democracy though there are differences of views over the content and level of participation. !he principal forms through which wor&ers participate are Information sharing, /oint consultation and ;uggestion schemes. !he various forms of wor&ers participation in management have assumed great importance these days because it serves the following purposes5 2educed industrial unrest 6aintaining good Industrial 2elations Higher productivity

WORKERS PARTICIPATION IN CHELLURU SUGAR FACTORY

6anagement of "helluru ;ugar <actory also facilitates Wor&ers :articipation that secures a right for the recogni ed union in representing their views and opinions regarding production, safety, canteen and township development etc., through the formation of different "ommittees at ;hop floor and :lant level. .ut these committees constitute the representatives of recogni ed union, leaving behind the opinions of the other unions that constitute to around 9(D of employees. !his lead to the inter-union rivalry as the non-recogni ed unions were set aside without being consulted regarding the policy matters, creating difficulties in implementing of issues that was settled through negotiations.

87

EMERGENCY OF JCM
!o overcome this limitation an alternative method called #Ioint "onsultative 6achinery$ was introduced. Ioint "onsultative 6achinery constitutes representatives of all the unions, which got more than -'D of the total votes polled during the union elections. !heir number will be e+ual to the management representatives being nominated by the organi ation. !his facilitated the non-recogni ed unions too in presenting their opinions. !he total numbers of union representatives are e+ually divided among the unions having more that -'D of the polled votes. Ioint "onsultative 6achinery extends its scope in the areas li&e production, productivity, +uality, safety, corporate affairs, wor& related issues, incentives, deploymentHre-deployment, /ob rotation etc., ,ccording to the terms of settlements departmental safety committees with an apex <actory level safety committee were being constituted to loo& after all issues relating to safety. ,nd each department of the organi ation constitutes Ioint "onsultative 6achinery to discuss production, welfare and so on covering all the matters of employees and management. In addition, a company levels "orporate .usiness Information <orum ?"I.<@ to discuss functional aspects of "helluru ;ugar <actory with the participation of top management and senior representative of ma/or unions. <acilitating all the ma/or unions in Ioint "onsultative 6achinery helped a lot in diminishing the Inter-union rivalry and led to the establishment of peaceful Industrial 2elations climate. .ut Ioint "onsultative 6achinery wor&ed only when the recogni ed union cooperates with pother union. "I!C, when in chair, accepted to share it but, ,I!C" didn*t so, as a result of it, Ioint "onsultative 6achinery came to standstill. !his non-performance of Ioint "onsultative 6achinery led to the establishment of :articipative for a in a different form. !he various :articipative "ommittees formed by the management along with the statutory constitute representatives from management as well s from recogni ed union, in e+ual numbers. !hese representatives carry on the functions of these "ommittees that include provident fund trust, sports council, town development committee, and community 88

welfare center etc., !he various :articipative "ommittees with number of members, scope of function, periodicity of the meeting and charimanHconvernor of the committees are shown in the table.

8'

GRIEVANCE MANAGEMENT
%rievance is a state of dissatisfaction over some issues related to employment. %enerally, expression of this dissatisfaction in oral form is &nown as complaint while in written form it is &nown as grievance. In the organi ational settings, employees may some grievances against employers, in the same wayG employers may have grievances against employees. %rievance 6anagement is very essential to maintain good Industrial 2elations, which increases productivity and effectiveness of an organi ation. %rievance should be redressed by adopting proactive approach rather than waiting for the grievance to be brought to the notice of management. In many cases, even the proactive approach of management for removing the causes of grievances may leave some scope for the emergence of grievances. <or handling such grievances, %rievance Handling 6achinery, &nown, as %rievance :rocedure is re+uired. !he %rievance :rocedure is a problem solving, dispute-sugaring machinery which has been set up following an agreement to that effect between labour and management. It is the means by which a trade union or an employee ma&es and processes his claims that there has been a violation of the labour agreement by the company. %rievance :rocedure is a device through which grievances are settled, generally to the satisfaction of employeesHtrade union and management.

89

GRIEVANCE REDRESSAL PROCEDURE AT CHELLURU 5

!he ob/ective of %rievance 2edressal is to provide easily accessible machinery for settlement of grievances of executives and to adopt measures as would ensure expeditious settlement of grievances leading to increased satisfaction on the /ob and resulting in improved productivity and efficiency of the organi ation. In the %rievance :rocedure consist of 7 stages, they are

STAGE;I
,n aggrieved employee shall send his grievance to his Head of the 1epartment within a period of 7 months of its occurrence. !he Head of the 1epartment will give a personal hearing and try to resolve the grievance at his level and intimate his decision to the aggrieved employee in writing within a wee&.

STAGE;II
If the aggrieved employee is not satisfied with the reply of the ;tageSI authority or has not got a reply within the stipulated time, he may submit his grievance to his 1ivisional Head. !he 1ivisional Head concerned shall go through the %rievance and settle the same at this level. !he decision ta&en shall be communicated in writing to the aggrieved employee within -' days of receipt of the grievance.

STAGE;III
If the aggrieved employee is not satisfied with the reply of the ;tageSII or has not got reply within the stipulated time, he may address his grievance to the %rievance "ouncil. !he %rievance "ouncil shall examine the %rievance in "helluru ;ugar <actory detail and give their recommendations before the end of the month following the month in which the grievance council receives the representation. !he aggrieved shall have the right to represent his grievance before "hairman-cum1irector direct if his grievance is not settled to his satisfaction at ;!,%ESIII or within the time limits as prescribed under the "ompany*s %rievance 2edressal :rocedure. !he 6achinery for %rievance 2edressal at 1epartmental 3evel,<actory 3evel and "ompany 3evel shall consists of5 8A

0-AREA GRIEVANCE REDRESSAL FORUM ,AGREF/

,ll 6a/or 1epartments will have ,%2E< and the ;mall 1epartments will be clubbed into groups with each group having one ,%2E<.!he <orum consists of5 -. Head of the 1epartment 4. Lonal :ersonnel Incharge 7. 2epresentative of <inance 1epartment -- "hairman -- "onvener -- 6ember

8. 2epresentative of 6ar&eting ;ystems 1epartmentS6ember '. 0ne 2epresentative of from each ma/or Cnion -- 6ember

1- CENTRAL GRIEVANCE REDRESSAL FORUM ,CENGREF/

It consists of ?a@ Wor&s 1ivision5 Executive 1irector ?wor&s@ <actory :ersonnel incharge %eneral 6anager ?Industrial 2elations@ Ioint %eneral 6anager ?<inance@ 0ne 2epresentative from each union ?b@ Kon-Wor&s 1epartment5 %eneral 6anager ?:ersonnel@ 6anager ?:ersonnel@ %eneral 6anager ?6ar&eting ;ystems@ "hief ?:roduction@ Ioint %eneral 6anager ?<inance@ 0ne 2epresentative from each Cnion 8= --"hairman --"onvener --6ember --6ember --6ember --6ember --"hairman --"onvenor --6ember --6ember --6ember

!he following matters are comes under the grievances redressal. !hey are :ayment of Wages and Incentives Increments 1eductionH 2ecovery of dues ,llowances and ,dvances ;eniority and :romotion ,ttendance and 3eave Wor&men*s "ompensation Wor&ing conditions at place of wor& !ransfer etc.,

8B

DATA ANALYSIS AND INTERPRETATION

Human 2esources are the most strategic resources. Ko other resource can be fully utili ed to generate income and wealth to any 0rgani ation or Kation without the active involvement of the Human 2esource. Hence, Human factor is considered for determining the efficiency and effectiveness of an organi ation.

0ut of all the Human 2esource 6anagement problems, the problem of Industrial 2elations has achieved more prominence. !he increased popularity of this aspect of !he effective Human 2esources management is due to one single factor that it deals with people who are the base of any industry-a class of people that ma&es things happen. management of Human 2esources in any organi ation depends on the various aspects of Industrial 2elations, which e+uip the people with morale, motivation and commitment. Employees generate their ideas and views out of their day-to-day observations with regard to various aspects of Industrial 2elations followed by their organi ation. Feeping this in view, survey was conducted on =( employees who belong to different cadres. In the light of the above, the respondents* opinions are elicited and the perceptions of the employees have been analy ed and interpreted with the help of the +uestionnaire

'(

0- O<i5i95 a=9"& ':i$&i5# i5("$&ria4 r'4a&i95$ i5 C2'44"r" S"#ar

Fa+&9r!. Ta=4' 0
;l no 4 7 8 0pinion Highly ;atisfied ;atisfied Keutral 1issatisfaction Executives ' 7-4 4 Kon executives -78 7 4 In D 44D 9=D 9D 8D

Gra<2 0 A-2i#24! $a&i$*i'( B- $a&i$*i'( C-5'"&ra4 D-(i$$a&i$*i'(

# % #0% " % "0% ! % !0% % 0% A $ C D e%ecuti&es non'e%ecuti&es

I5&'r<r'&a&i95
'-

<rom the above analysis I have found that 44 percent of the employees are highly satisfied. 9= percent are satisfied. 9 percent are neutral.8 percent are dissatisfied.almost =percent of the employees are expressed in positive manner due to harmonious and peaceful industrial relations.

1- F"5+&i95i5# 9* &ra(' "5i95$Ta=4'1

;.Ko 4 7 8

0pinion Jery good %ood ,verage .elow average

Executive 8 48 -A '

Kon Executives -= 4= 7

In D 'D 84D 8'D =D

Gra<2 1
# % #0% " % "0% ! % !0% % 0% A $ C D e%ecuti&es non'e%ecuti&es

A-

V'r! #99() B- G99() C- A 'ra#') D- ='49> A 'ra#' '4

I5&'r<r'&a&i95
<rom the above analysis I have found that ' percent including executives and non executives are opinioned very good.. 84 percent are expressed good opinion..8' percent are expressed average. = percent are expressed below average about functioning trade unions

?- T2' %ai5 <r9=4'% 9* &ra(' "5i95$ . Ta=4'?

;.no 4 7 8 Gra<2 ? 0pinion :olitical affiliation Inter union rivalry 0utside leadership 0thers Executive -9 -= 8 -4 Kon executive -9 44 9 9 In D 74D 8(D -(D -4D

" % "0% ! % !0% % 0%

A-

e%ecuti&es non'e%ecuti&es

P94i&i+a4 a**i4ia&i95 B- I5&'r "5i95 ri a4r! C- O"&$i(' 4'a('r$2i< D-O&2'r$

I5&'r<r'&a&i95
!he view of employees on trade unions problems in "helluru ;ugar <actory in respect of executives, non-executives are measured in terms of political affiliation, inter union rivalry, outside leadership, others. '7

,s can be seen in table invariably, inter union rivalry more or less can be attributed as main problem of trade unions as a ma/ority of both executives and nonexecutives i.e., about 8-D opined the same.

@- A<<r9a+2 9* '%<49!''$ &9>ar($ >29% a& &2' &i%' 9* <r9=4'% Ta=4'@

;.no 4 7 8 Gra<2 @ A- I%%'(ia&' $"<'ri9r B- D'<ar&%'5&a4 2'a( C- Tra(' "5i95$ D-C9->9rA'r
#0% " % "0% ! % !0% % 0% A $ C D e%ecuti&es non'e%ecuti&es

0pinion Immediate ;uperior 1epartmental head !rade Cnions "o-wor&er*s

Executives 49 -4 4 -(

Kon Executives -9 = 4 48

In D 84 4( 8 78

I5&'r<r'&a&i95
<rom the above analysis I have found that highest percentage of non-executives ?4AD@ opined that they would refer to co-wor&ers, and Executives ?47D@ opined that they would refer to their immediate superior. However, it is very interesting to note from the above table that even non-executives do not prefer trade unions for solving their problems '8

B- Sa&i$*a+&i95 >i&2 E:i$&i5# &ra(' "5i95$Ta=4'B

;.Ko 4 0pinion ;atisfied Kon satisfied Executive 79 78 Kon Executives -8 -9 In D '( '(

Gra<2 B

(0% # % #0% " % "0% ! % !0% % 0% A $ e%ecuti&es non'e%ecuti&es

A- $a&i$*i'( B- 59& $a&i$*i'(

I5&'r<r'&a&i95

''

<rom the above analysis I have found that the perception of employees on existing of recogni ed trade unions in "helluru ;ugar <actory in respect of executives, nonexecutives are measured in terms of satisfied and not satisfied. ,s can be seen in table invariably, highest percentage of non-executives ?79D@, Executives ?74D@ opined that they are satisfied with the functioning of the existing recogni ed trade unions

6- W9rAi5# 9* &ra(' "5i95$ $"++'$$*"44! &9>ar($ &2' $'&&4'%'5& 9* i5(i i("a4 #ri' a5+'$Ta=4'6
;.Ko 4 7 0pinion ;uccessful <airly ;uccessful Kot ;uccessful Executives -9 4= 9 Kon Executives 7( -' ' In D 89 87 --

GRAPH 6: A- S"++'$$*"4
# % #0% " % "0% ! % !0% % 0% A $ C e%ecuti&es non'e%ecuti&es

B- Fair4! $"++'$$*"4

C- N9& $"++'$$*"4

I5&'r<r'&a&i95

'9

<rom the above analysis I have found that !he perception of employees on trade unions success in setting individual grievances in "helluru ;ugar <actory in respect of executives, no n-executives are measured in terms of successful, fairly successful, and not successful ,s can be seen in table invariably, highest percentage of executives 7AD ?-4DN4'D@ and non-executives 8BD?74DN-AD@ opined that the individual grievances be settled successfully by trade unions

C-Ma5a#'%'5& +95$i('ra&i95 9* '%<49!''$ i'>$ a& &i%' 9* <r9=4'% $94 i5#. Ta=4'C

;.Ko 4

0pinion Mes Ko

Executives 79 -8

Kon Executives 7A -7

In D A7D 4AD

Gra<2 C

0% (0% #0% e%ecuti&es "0% !0% 0% A $ non'e%ecuti&es

'A

A- Y'$

B-N9

I5&'r<r'&a&i95
<rom the above analysis I have found that the perception of employees on management give due consideration for wor&ers views in "helluru ;ugar <actory in respect of executives, non-executives are measured in terms of yes, no. ,s can be seen in table invariably a ma/ority of ?A'D@ of employees both executives and non-executives opined that the management will give due consideration to the employee views

.-W'4*ar' a+&i i&i'$ i5 C2'44"r" S"#ar Fa+&9r! Ta=4'.

;.Ko 4 7 8 ' 0pinion Excellent Jery good %ood <air :oor Executives ' -B -B 9 Kon Executives ' 74 -( 4 In D 9D 48D '-D -9D 7D

Gra<2 .

(0% # % #0% " % "0% ! % !0% % 0% A $ C D ) e%ecuti&es non'e%ecuti&es

'=

A- E:+'44'5&

B- V'r! #99( C- G99( D- Fair

E-P99r

I5&'r<r'&a&i95
<rom the above analysis I have found that the perception of employees on welfare activities in "helluru ;ugar <actory in respect of executives, non-executives are measured in terms of excellent, very good, good, fair, and poor. ,s can be seen in table invariably, highest percentage of non-executives ?7AD@, Executives ?-AD@ i.e., nearly A9D ?44D N'8D@ of employees opined that the welfare activities are fairly good.

D- T2' (i$+i<4i5ar! <r9+'("r' i5 C2'44"r" S"#ar Fa+&9r! Ta=4'D

;.no 4 7 8 Gra<2 D 0pinion Jery good %ood ,verage .elow ,verage Executives 9 7( -( 8 Kon Executives 7 7( -' 4 In D BD 9(D 4'D 9D

A- V'r! #99( B- G99( C- A 'ra#' D-B'49> a 'ra#'

(0% # % #0% " % "0% ! % !0% % 0% e%ecuti&es non'e%ecuti&es

'B

I5&'r<r'&a&i95
<rom the above analysis I have found that the perception of employees on the disciplinary procedure in "helluru ;ugar <actory in respect of executives, non-executives are measured in terms of very good, good, average, below average. ,s can be seen in table invariably, highest percentage of non-executives ?7AD@, Executives ?4'D@ i.e., nearly 9= D?9DN94D@ of employees opined that disciplinary procedure in "helluru ;ugar <actory is fairly good

07- C944'+&i ' =ar#ai5i5# $!$&'% i5 C2'44"r" S"#ar Fa+&9r! Ta=4'07

;.Ko 4 7 8 Gra<2 07 .- ;atisfied "- 1issatisfied 1- Highly dissatisfied 0pinion Highly ;atisfied ;atisfied 1issatisfied Highly 1issatisfied Executives 7 7B 8 8 Kon Executives ( 8' 8 In D 7 =8 = '

<ig--(

A-2i#24! $a&i$*i'( B- $a&i$*i'( C- (i$$a&i$*i'( D-2i#24! (i$$a&i$*i'(

I5&'r<r'&a&i95
<rom the above analysis I have found that the perception of employees on collective bargaining system in "helluru ;ugar <actory in respect of executives, non-executives are measured in terms of highly satisfied, satisfied, dissatisfied, and highly dissatisfied. ,s can 9(

be seen in table the collective bargaining system in "helluru ;ugar <actory is fairly good as almost ='Dof employees including executives and non-executives expressed satisfaction over the system.

;.Ko 4 7 8

0pinion Jery good %ood ,verage .elow average

Executives ' 4A -4 9

Kon Executives 7 -= 44 A

In D = 8' 78 -7

00- O<i5i95 95 *"5+&i95i5# 9* r'(r'$$a4 (i$<"&' $'&&4'%'5& %a+2i5'r! i5 C2'44"r" S"#ar *a+&9r! Ta=4'00
Gra<2 00

" % "0% ! % e%ecuti&es !0% % 0% A $ C D non'e%ecuti&es

9-

A- V'r! #99(

B- G99(

C- A 'ra#'

D-B'49> a 'ra#'

I5&'r<r'&a&i95
<rom the above analysis I have found that the perception of employees on functioning of redresser machinery in "helluru ;ugar <actory in respect of executives, nonexecutives are measured in terms of very good, good, average and below average. ,s can be seen in table it can be constructed that redresser machinery in is functioning fairly good as only -7D of employees including both executives and non-executives expressed the functioning of the above machinery is below average

01- Mai5 +a"$'$ *9r #ri' a5+' Ta=4'01

;.Ko 4 7 8 Gra<2 01 A#0% " % "0% ! % !0% % 0% A $ C D e%ecuti&es non'e%ecuti&es

0pinion Welfare ,menities Wage H ;alary 6anagement ,ttitude !rade Cnion

Executives -' -B -7 7

Kon Executives 4( ' 47 4

In D 7' 48 79 '

W'4*ar' a%'5i&i'$ B- Wa#'E$a4ar! C-Ma5a#'%'5& a&&i&"(' D-Tra(' "5i95$

I5&'r<r'&a&i95
94

<rom the above analysis I have found that the perception of employees cause for grievance in "helluru ;ugar <actory in respect of executives, non-executives are measured in terms of welfare amenities, wageHsalary, management attitude and trade unions. ,s can be seen in table the main cause for grievance can be attributed to management attitude and welfare amenities as a total of A7D of employees including executives and non-executives opined the same.

0? IR i$ 95' 9* &2' <r'r'F"i$i&'$ *9r 2i#2'r <r9("+&i i&! Ta=4'0?

;.Ko 4

0pinion Mes Ko

Executives 8' '

Kon Executives 8= 4

In D B7 A

Gra<2 0?

*0% 0% (0% #0% "0% !0% 0% A $ e%ecuti&es non'e%ecuti&es

A- Y'$

B-N9

I5&'r<r'&a&i95
97

<rom the above analysis I have found that the perception of employees on existing industrial relations is one of the per+uisites for higher productivity in "helluru ;ugar <actory in respect of executives and non-executives are measured in terms of yes and no. ,s can be seen in table invariably it is meant that one of strong per+uisites for higher productivity in "helluru ;ugar <actory is the existing industrial relations as nearly B'D of the employees including both executives and non-executives opined the same.

0@ W9rAi5# +95(i&i95$ & i5*ra$&r"+&"r' *a+i4i&i'$ i5 C2'44"r" S"#ar Fa+&9r! Ta=4'0@

;.Ko 4 7 8
(0%

0pinion Jery good %ood ,verage # % .elow ,verage #0%

" % "0% ! % !0% % 0% A $

Executives 9 7' A 4

Kon Executives 9 77 -(

In D -4 9= -= 4

e%ecuti&es non'e%ecuti&es

Gra<2 0@ A- V'r! #99( B- G99( C- A 'ra#' D-B'49> a 'ra#'

I5&'r<r'&a&i95
<rom the above analysis I have found that the perception of employees on wor&ing conditions Q infrastructure facilities in "helluru ;ugar <actory in respect of executives and non-executives are measured in terms of very good, good, average and below average. ,s can be seen in table invariably, it can be constructed that wor&ing conditions and infrastructure facilities in "helluru ;ugar <actory are fairly good, as about =(D of 98

employees opined it is good and -=D expressed average. It may be mentioned here that no non-executive employee expressed his opinion in negative manner.

0B- Mai5 +a"$' *9r i5("$&ria4 (i$<"&'$ Ta=4'0B

;.Ko 4 7 8 0pinion 6anagement ,ttitude towards wor&ers %ovt 6achinery Industrial <actors 0ther "auses Executives -A -( -= ' Kon Executives 79 ' 7 9 In D '7 -' 4--

Gra<2 0B

( % (0% # % #0% " % "0% ! % !0% % 0%

e%ecuti&es non'e%ecuti&es

D B- G9 'r5%'5& %a+2i5'r!

A- Ma5a#'%'5& a&&i&"(' &9>ar($ >9rA'r$ 9'

C- I5("$&ria4 *a+&9r$

D- O&2'r +a"$'$

I5&'r<r'&a&i95
<rom the above analysis I have found that the perception of employees on industrial disputes is respect of executives and non-executives are measured in terms of management attitude towards wor&ers, government machinery, industrial factors and other causes. ,s can be seen in table the main cause for industrial disputes is mainly because of management attitude towards wor&ers as almost '9D of employees attributed the same

FINDINGS
,ccording to the opinion of various respondents in "helluru it was found that ma/ority of employees satisfied with the existing Industrial 2elations scenario in "helluru. ,s we all &now that human wants are unlimited there do few employees who expressed their dissatisfaction with the various Industrial 2elations practices exist in "helluru. !he <ollowing are the findings of my study. !he overall Industrial 2elations are very cordial. !he organi ation profile of sugar industry is very systematic and coordinating all employees together ,ll the employees of the organi ation are satisfied with the disciplinary procedures and wor&ing conditions. 6anagement attitude is positive towards the settlement of grievances, because all the grievances are settled at the initial stages ?i.e., at unit level@ and even !rade Cnions are successful in setting the grievances. !he superior Q subordinate relations are formal Q cordial. 6a/ority of the employees are satisfied with the functioning of trade union. :olitical affiliation and Inter-union rivalry are the main cause for the disputes between trade unions. 99

!he employees are very much satisfied with the participative management prevailing in "helluru.

6ost of the employees are satisfied with the salary administration being implemented in "helluru.

9A

SUGGESTIONS
It is better that !rade Cnions should not have affiliation with political parties. ;ome employees feel that the structure of the system is not too much satisfying hence if all the employees are coordinated in the system it would result good. !he management should constitute more numbers of /oint consultative 6achineries at shop floor level in each department !here should be a proper and ade+uate two way communications between management and wor&ers and ensure peaceful industrial relations and thereby achieve better production Q productivity. Employee participation should be encouraged at all levels of decision ma&ing. !here should be %rievance Handling committee each at shop floor level and at every department level. It should review its functions at regular intervals. H21 and !raining programs can be extended to Cnion 3eaders to enrich their &nowledge and their self development so that their services can be utili ed to accomplish companies* goals.

9=

GUESTIONNAIRE
-. How do you feel about existing I2 in "helluru ;ri ;arvaraya ;ugar <actory. a@ Highly ;atisfied b@ ;atisfied a@ Jery %ood b@ %ood c@ Keutral c@ ,verage d@ 1issatisfied d@ .elow ,verage 4. How do you feel about functioning at !rade CnionsT 7. ,ccording to your view the main problem of !rade Cnions isT a@ :olitical ,ffiliation c@ 0utside 3eadership b@ Inter union rivalry d@ 6ultiple unionism b@ 1epartmental Head d@ "o-wor&ers b@ Kot ;atisfied grievances. b@ <airly ;uccessful b@ Ko b@ Jery %ood b@ %ood c@ %ood c@ ,verage d@ <air e@ :oor c@ Kot ;uccessful

8. ,pproach of employees towards whom at the time of problem a@ Immediate ;uperior c@ !rade Cnion

'. ;atisfaction with Existing trade unions a@ ;atisfied a@ ;uccessful a@ Mes a@ Excellent a@ Jery %ood 9. Wor&ing of trade unions successfully towards the settlement of individual A. 6anagement consideration of employees views at time of problem solving. =. How do you feel about welfare activities in "helluru ;ri ;arvaraya ;ugar <actoryT B. !he disciplinary procedure in "helluru ;ri ;arvaraya ;ugar <actory isT d@ .elow ,verage

-(. How do you feel about collective .argaining system in "helluru ;ri ;arvaraya ;ugar <actoryT a@ Highly ;atisfied c@ 1issatisfied b@ ;atisfied d@ Highly 1issatisfied

9B

--.What is your opinion on functioning of redressed dispute settlement machinery in "helluru T a@ Jery good ,verage -4.,ccording to your view what is the main cause for grievancesT a@ Welfare ,menities c@ 6anagement ,ttitude b@ Ko b@ Wage H ;alary d@ !rade Cnions b@ %ood c@ ,verage d@ .elow

-7.1o you thin& good I2 is one of the prere+uisites for higher productivityT a@ Mes ;arvaraya ;ugar <actoryT a@ Jery %ood b@ %ood c@ ,verage -8.How do you feel about wor&ing conditions infrastructure facilities in "helluru ;ri

-'.what are the main causes of industrial disputesT a@management attitude towards wor&ers b@government machinery c@industrial factors d@other causes

A(

K,6E 0< !HE ;.K0 .00F

,C!H02

ME,2 0< :C.3I",!I0K

E1I!I0K

Human2esource 6anagementQ :. ;ubba 2ao Industrial 2elations 4((= !hird revised addition

<ifteenth 4 1ynamics of Industrial 2elations "... 6amoria ;.J. %an&ar 4((A revised addition

:ersonal 6anagement

"... 6amoria ;.J. %an&ar 4((9

49 th addition

BIBLIOGRAPHY

0ther maga ines published in "HE33C2C, ;2I ;,2J,2,M, ;C%,2 <,"!02M A-

A4