CONTENTS

Chapter No. Name of the concept Page No.

Introduction 2-3

Need of the study 4

Scope of the study 5

I
Objectives of the study 6

Methodology of the study 7-8

Limitations of the study 9

II Industry Profile 11-21

III Company Profile 22-34

IV Theoretical Frame Work 35-42

V Data analysis and interpretation 43-64

VI Findings, Suggestions & Conclusion 65-69

VII Annexure &Bibliography 70-74

1
 INTRODUCTION

Human Resources Management:

Human Resource Management (HRM) is the function within an organization that

focuses on recruitment of, management of, and providing direction for the people who work in
the organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues
related to people such as compensation, hiring, performance management, organization
development, safety, wellness, benefits, employee motivation, communication, administration,
and training.

Human resource management (HRM) is the strategic and coherent approach to

the management of an organization's most valued assets - the people working there who
individually and collectively contribute to the achievement of the objectives of the business. The
terms "human resource management" and "human resources" (HR) have largely replaced the
term "personnel management" as a description of the processes involved in managing people in
organizations. In simple words, HRM means employing people, developing their capacities,
utilizing, maintaining and compensating their services in tune with the job and organizational
requirement.

Human Resources Development:

Human Resource Development (HRD) is the framework for helping employees

develops their personal and organizational skills, knowledge, and abilities. Human Resource
Development includes such opportunities as employee training, employee career development,
performance management and development, coaching, mentoring, succession planning, key
employee identification, tuition assistance, and organization development.
The focus of all aspects of Human Resource Development is on developing the
most superior workforce so that the organization and individual employees can accomplish their
work goals in service to customers.

2
 Human Resource Development can be formal such as in classroom training, a college
course, or an organizational planned change effort. Or, Human Resource Development can be
informal as in employee coaching by a manager. Healthy organizations believe in Human
Resource Development and cover all of these bases.

Industrial Relations:

Industrial Relations means the relationship between employees and management in the day-to-
day working industry. But the concept has a wide meaning. When taken in the wider sense,
Industrial Relations is a “set of functional interdependence involving historical, economic, social,
psychological, demographic, technological, occupational, political and legal variables”.

According to Dale Yoder, Industrial Relations are a “whole field of relationship that exists
because of the necessary collaboration of men and women in the employment process of an
industry. The concept of industrial relations has been extended to denote the relations of the state
with employers, workers, and their organizations. The subject therefore includes individual
relations and joint consultations between employers and work people at their work place
collective relations between employers and their organizations and trade unions and part played
by the state in regulating these relations.

Company:

The Delta Paper Mills Limited was established as a public limited company on 23r
may 1975. Late Sri BH.Vijay Kumar Raju and Andhra Pradesh Industrial development
corporation (APIDC) on 18th September 1975 promoted the Delta Paper Mills Limited; the
company started its commercial production on 7th April 1977.

In 1978 the initial production capacity was 30 tones per day. In 1986, Delta paper
mills Limited under took an expansion project to double its capacity to 60 tones per day. Now
the capacity of the plant is 115 tones per day.

3
 NEED FOR THE STUDY

Any organization to be effectively performed should have sound Industrial Relations. A sound
Industrial Relations comprises..,

 Congenial relations between employees and employer.

 Congenial labor management relations

 Minimized industrial conflicts

 Highly developed trade unions

 Contribution to the organizational objectives

With respect to all these requirements an IR has to be maintained. As the contribution of IR is

vast there is a definite need to undertake a study to assess and to develop the given requirements.

4
 SCOPE OF THE STUDY

1. Labour relations, i.e., relations between labour union and management.

2. Employer-employee relations i.e. relations between management and employees.

3. The role of various parties’ viz., employers, employees, and state in maintaining industrial
relations.

4. The mechanism of handling conflicts between employers and employees, in case conflicts
arise.

5
 OBJECTIVES OF THE STUDY

 To study the need and importance of “Industrial Relations”.

 To portray the profile of “Delta Paper Mills”.

 To study the Industrial Relations implementation in delta paper mills.

 To make data analysis and interpretation based on the perception of the employee in the
organization.

 To summarize and find certain suggestions for the impotent of Industrial Relations in the
company.

6
 METHODLOGY OF THE STUDY

Research Design

This study on Industrial Relations has been carried out at DELTA PAPER MILL manufacturing
plant, Vendra Unit. A certain sample of workmen and staff has been chosen for the process. The
views of staff and workmen have been extracted separately with the help of a pre-devised
questionnaire. And in the due process of the study a detailed analysis has been done on the
responses given by them.

Data collection method

The data collected to carry out the study involves two types of data.

Primary Data: The primary data has been collected from the employees. This data helps most
for the completion of the study by providing full and direct information, which needs some
interpretation and analysis, to attain the objectives of the study.

Secondary Data: This secondary data has been collected from various sources such as books,
journals, magazines and sites. Although the data collected or gathered from these sources neither
participate directly in the analysis nor influence the outcomes. This forms a basis for an effective
approach in making a report of what has been studied. This data forms a part of the report and
facilitates to acquire pre-requisite knowledge regarding the study under consideration.

Data collection tools

To collect the above-mentioned primary data, the following tools can serve at its best:

Personal Interview:

The employees under consideration have been interviewed personally to get the desired
responses by asking questions. And those responses were noted.

7
Structural Questionnaire:

The questionnaire consists of a set of close-ended questions, which are orderly arranged to
extract the best from employees. In this study we make use of the questionnaire, for collecting
the responses of workmen level and staff level separately

Research measuring tools

To carry out the above laid research design and to collect data in the prescribed manner, we have
to use a tool that facilitates our study. As we cannot take all employees into consideration certain
sample of staff and workmen is considered.

Sampling: To best suit this study a stratified sampling is undertaken. As per the company’s
requirement the following sampling plan is designed.

Sampling plan: The employees come to plant in 4-shifts viz., A-shift, B-shift, C-shift and one
General shift. . There are 6 departments

Sampling size:

The sample size for workmen level is 30

The sample size for staff level is 20

Thus the total sample size is 50

8
 LIMITATIONS OF THE STUDY

As the study revolves around the Industrial Relations of human resources aspects the
overall organization performance cannot be ascertained. In spite of giving honest and sincere
efforts there are several limitations, which are as follows

 As the time span of the study is only 45days, gathering the total information is not
possible.

 There is very less scope of gathering the confidential data as we are vocational trainees.

 Studies based on the information given by the departmental heads of the company are
biased.

 The study cannot be oriented with all HRM practices followed by

 DELTA PAPER MILLS Ltd. because of the paucity of time requirements.

 The sample size taken for the research is small due to the constraint of time.

9
 CHAPTERIZATION

 The first chapter deals with introduction to the topic and to the company and it also
consists of Need for the study, Objectives of the study, Methodology, Scope of the study,
& Limitations.

 The second chapter consists about the industry profile.

 The third chapter consists of the company profile of DELTA PAPER MILLS.LTD,
VENDRA.
 The fourth chapter consists of Theoretical frame work of INDUSTRIAL RELATIONS.

 The fifth chapter consists of Analysis and Interpretation of the study.

 The sixth chapter consists of Findings, and Suggestions & Conclusion.

 The seventh chapter consists of Annexure & Bibliography.

10
INDUSTRY PROFILE

11
Origin & Development of Paper:

Etymologically the word “paper” owes its origin to “Papyrus” (cypress Papyrus), a plant
that grew in abundance in the delta of Egypt. The barks and leaves of this plant were woven and
pressed into a sheer to be used as writing material by ancient Egyptians (3000BC).

There is a degree of consensus that the art of making paper was first discovered in china
and its origin in that country is traced back to 2nd Century. In about 105 A.D. T’saiLun, an
official attached to imperial court of China, created a sheet of paper using Mulberry and other
best fibers along with fishnets, old rags and hemp waste.(2nd Century B/C)

Chinese considered paper a key invention and kept this a closely guarded secret for over
five centuries until the technology slowly made it way westward. Chinese city containing a paper
mill in the early 700’s and from this started their own paper making industry (Early 700’s).

Note: - Arabs named paper as “KAGAZ” a name that continues to remain prevalent in India
invention of printing I 1450’s brought a vastly increased demand for paper.

Paper was first made in England in 1496. The first U.S. Mill was built in 1690, the
written house mill, Germany town, Pennsylvania.

Development of Paper Machine:

1801:

Development of paper machine was led by the two four Drinier Brothers, Henry and seau,
who in 1801, about 1/3 interest in the British patent rights of Roberts machine. They hired Bryan
Donkin who took three years to develop first practical paper machine, which was in operation at
two water mill, Hertz, England in 1804. Don kin’s company continued to manufacture and
improve the four-Drinier machine for many years. His company supplied most of the early four-
Drinier machines 9throughout the world.

1809:

At about the same time John Dickinson, a colleague and friend of Donkin, was working
on his cylinder machine, which was refined by 1908. Infect both Dickinson and Donkin
contributed important idea to each of these machines:

12
1825:

The two brothers John and Christopher Philips of Kent country patented the Dandy roll in
1825.

1826:

M.Canson of Annonay, France put a suction box under the wire of his four Drinier
machine in 1826, as had already been on cylinder machine, but on cylinder machine, but kept
this as a secret With the invention of paper machine, the amount of paper that could be produced
was soon limited by the fiber supply since cotton was the main constituent of paper.

Mid 19th Century:

During the mid 19th Century the technology for converting wood into pulp was
developed, with a plentiful supply of pulp available the amount of paper production was then
closely related to improvements in paper machine speed.

Thus availability of writing material as always gone hand in hand with the development
of the society.

Development of Paper Industry In India:

The art of making paper reached in India though Arabs who initially learnt it from
Chinese prisoners when they raided parts of china. Some Indian Muslims might have also learnt
it directly when they visited Mongolia.

The art of making paper was kept a fairly guarded secret by few families that initially
learn it. These papermaking families were known as “KAGZIS”. These kagzis were largely
settled in Punjab and Kashmir and flourished under the patronage of Moguls Empire.

The adoption of the art of papermaking could not be widespread in India because Hindus,
which constituted a large majority of population, did not like handling of rags and other materials
essentials to paper making.

13
 Paper forms basic material for written communication. The need for paper was felt
because human capability to memories the accumulating wealth of information and knowledge
was limited. The limitation was over come by early Aryans settled in north India by the use of
“TamraPatra”(Copper plates), Talapatra etc.,

At the need for writing surface increased in India, attention was paid to master the
techniques of putting metals such as lead, copper and bronze to increased use in this regard.

The records suggest that before the advent of machine made paper a sizeable hand made
paper industry flourished in India. Paper was observed to be in common use almost all over India
at the close of Akbar’s region.

Paper Classification and Uses:

According to the use of paper it may be broadly classified into two categories.

1. The products, which are used for writing and printing, wrapping, packaging.
2. The products, which are comparatively thicker and stiffer for the purpose of packing,
decorating etc. this paper called as board.

Writing Paper:

Writing paper is a general trade term used to indicate all papers intended to be written
upon. The quality requirements for such kind of papers are hard size, smooth finish and low
transparency.

Example:- Cream wove, Cream laid, Azure laid etc.

Use:- For such tools as exercise books, account books, Loose-leaf binders, registers, letterheads
and office forms.

Printing Paper:

It is a comprehensive tem used by printers for the innumerable varieties of paper

suitability for many process of production. In general a printing paper should be a good shade,
migrate size and opaque.

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Examples:- Maplitho, Offset, Parchment, Photocopier etc.

Wrapping Paper:

The basic requirement of wrapping paper as that it should be able to fulfill its task of
wrapping, to contain and protect. Therefore essential requirement of this paper is its strength.

Example:- Poster, Tea yellow, Manila etc.

Packaging Paper:

This category of paper includes Kraft Paper, Linear, media etc. The basic purpose of this
paper is to pack various commodities.

Specialty Paper:

This paper is specialized to serve a particular purpose. Some of the specialty papers
include Bond paper, MICR, Electrical, Greaseproof, Tissue, Cigarette Paper, etc.

Board:

It is a general term for stiff and thick papers of 200 GSM and above. Some of the
paperboards include strawboards, millboard, duplex, triplex, etc.

15
Sickness of the Small Paper Units:

Though there are large numbers of small paper units, many of them are facing the
problems of sickness such as absence official recovery plant, absence of effluent treatment
facilities etc.

Because of these problems small paper mill find it difficult to the produce quality paper
at low cost. On the other hand, large paper mills have better equipment and have competitive
advantage over small unit. As a result small paper units unable to compete with larger units.

The sickness of small paper mills were mainly due to:

 High cost of production and low rate of return.

 Severe competition in this industry.
 Ultimate increase in cost but stagnant price of paper and paperboard.
 High rate of interest of loans from financial institutions.
 Increasing if electricity and water charges.
 Non-availability of raw materials in production time.
 Non-availability of coal in required quality and quantity.
 Cluster of mills in particular region, which resulted in demand of raw materials.

Success Factor for the Indian Paper Industry:

The success for the Indian paper industry in the medium and long term will be:

 Access to quality and competitive fiber.

 Modern technology for improved product quality.
 Improved cost competitiveness to meet International competition.
 More focused business and product mix approach, emphasizing the core strength of each
approach.
Working with along the above lines would pre-conceive plenty of joint effort with in the
paper industry itself, between the industry and the Government as well as between the industry
and its financiers.

16
Outlook for the Indian Paper Industry:

The Paper Industry is observed to be in the down turn cycle and the realization is already
under severe pressure. Further, the industry is likely to face stiff competition from the overseas
suppliers too considering the cheaper products being already imported by may other segments.

While the growth in paper consumption is moderate at the level of approximately 3 to 4

%, it is not going up in consonance with the demand growth in other sectors like information
technology etc. Moreover, the treats of cheaper imports make it imperative that the Indian
companies will have to strive hard to strive hard to improve the quality and productivity and
become cost effective with a view to combat competition from imports.

TABLE- 2.1 DEAMED FOR PAPER & PAPER BOARD IN INDIA

YEAR CULTURE PAPER INDUSTRIAL PAPER TOTAL

1995-96 1.32 1.54 2.86

1996-97 1.39 1.64 3.03

2000-01 1.68 2.11 3.79

2001-02 2.00 2.50 4.50

2002-03 2.75 3.25 6.00

2003-04 3.20 3.90 7.10

2004-05 4.00 4.50 8.50

2005-06 4.75 5.50 9.50

2006-07 5.00 5.75 9.75

(Expected)

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 A finish consultancy firm, in its recent study of world market for paper and Board has
forecast the growth in capita consumption and demand for paper and paperboard in India, as
shown in the following table.

TABLE-2.3 DEMAND FORECASTE FOR PAPER AND BOARD IN INDIA

1993 2000 2005 2011

Population (million) 901.46 102.36 111.03 119.32

Per capita consumption (kg) 3.20 4.40 5.20 6.20

Paper and Board demand 2.92 4.50 5.80 7.35

(Million tones)

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TABLE-2.4 DEMAND SUPPLY SCENARIO FOR PAPER &PAPER BOARD
(MILLIONTONES)

YEAR NEWSPRINT P & W

INDUSTRIAL PAPERS

Demand as of 1995 0.69 1.24 1.33

Demand by 2000 0.01 1.95 1.74

Demand by 2005 0.99 2.45 2.36

Production in 1995 0.40 1.27 1.33

Additional Capacity 0.51 0.86 0.52

Build up required by 2000*

Additional capacity 0.74 1.48 1.29

Build up required by 2005*

Additional capacity 0.25 0.65 0.52

Build up in various

Stages of implementation

Additional Capacity 0.26 0.65 0.52

Build up in various

Stages of implementation

Additional capacity 0.49 0.84 0.77

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TABLE-2.5 The price paper increased gradually during the period 1992- 1996 was as in 1997 it is
decreased.

Major Players Capacity in TPA Product mix

AP Paper Mills 1,53,500 Cream wove, Maplitho,

Kraft

Ballarpur Industries 1,98,368 Maplitho, Cream Wove,

Bond, Others

Hindustan Paper Corp 2,00,000 Cream Wove

ITC Bhadrachalam 3,00,000 Duplex board, Maplitho,

Kraft

JK Corp 75,500 Maplitho, bond, board,

Security paper

Orient Paper & Industries 1,61,000 Cream Wove, Kraft,

Maplitho, duplex

Sinar Mas 1,10,000 Coated writing, and

Printing paper

West Coast Paper Mills 1,19,750 Cream Wove, Maplitho,

Kraft, MG Pos.

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TABLE- 2.6 PAPER PRODUCTION OF TOP TEN COUNTRIES

PAPER BOARD PRODUCTION

COUNTRY (Metric tones)

U.S.A 80,000,000

CANADA 19,000,000

JAPAN 29,000,000

CHINA 19,000,000

GERMANY 14,200,000

FINLAND 9,200,000

SWEDAN 8,400,000

FRANCE 7,600,000

ITALY 6,600,000

UNITED KINGDOM 5,200,000

INDIA 3,500,000

21
COMPANY PROFILE

22
Introduction:

The DELTA PAPER Mills Ltd., Located at VENDRA village near BHIMAVARAM of
WEST GODAVARI Dist in A.P is one of the and at the same time most modern paper units in
the Country today.

History:

The mill initially started 1975 by SRI B.H VIJAYA KUMAR RAJU garu and had
tone into commercial production in 1978

The Krishna, Godavari delta known as the rice- bowl of Indian and more particularly
W.G.Dist comes under the well known networks of canal from the Godavari Anacut. Almost all
parts of the district have wet land. Cultivation with to paddy, crops per year since paddy straw
can be used to the 60% of the total raw material of delta paper mills and as it also is the most
economical of all the available inputs, one could not have asked suitable location.

Other raw materials such as gunny waste , cotton lintels and waste paper are produced
easily from Rajahmundry, Vizag, Eluru, Vijayawada and Hyderabad in A.P. Since the company
as well connected by broad gauge railway lines, the factory as not in the past experienced any
problem in producing these raw material.

Coal needed boil the pulp solution is obtained from the nearly singarni coal mines which
situated A.P. itself. The lad and other chemicals need in water purification are available with coal
mines, which are situated about 200 km from the site. Fortunately, the factory is situated in the
proximity of the electrolytic castic-soda and chlorine plant of the Andhra sugars limited, Kovvur
which is hardly 60 k.m from the plant bournt lime could be produced from pidiguralla of
dronchalam lime store belt in A.P.

However Udaipur in rajastan is the only source of Talcum powder which is another
chemical required for any paper –plant.

The Delta Paper Mills Limited was established as a public limited company on 23r may
1975. Late Sri BH.Vijay Kumar Raju and Andhra Pradesh Industrial development corporation

23
(APIDC) on 18th September 1975 promoted the Delta Paper Mills Limited; the company started
its commercial production on 7th April 1977.

The plant is located at Vendra, a village of Palakoderu mandal, in Andhra Pradesh.

The following reasons will explain for selecting the location.

• For bringing reputation to the native place of the founder.

• For creating employment to the rural youth.
• The availability of raw material is surrounding areas, water facilities, drainage for
disposal of effluents and its proximity to the broad gage railway line connecting
Chennai and Kolkata.
• The companies' main activity is to produce all varieties writing and printing paper. It is
mainly an agro-based industry. Its main raw material is paddy straw.
In 1976 ICICI along with IDBI, IFCI, LIC and UTI assisted the company for selling up the
product DELTA PAPER MILLS LIMITED commissioned the paper machine for commercial
production from July 1978 and pulp mill by November 1973. It earned its profits in the second
and third year of operations.

Around 2000 families are getting their lively hood from this industry besides; ill farmers in
and around the Vendra village are benefited from selling their paddy raw to the company.

24
Objectives of the Company:

• To carry on the business of manufacturing and dealing in all kinds and classes of paper.
• To manufacturing and deal in all material and substances used in the manufacturing
production of treatment of all kinds and classes of paper.
• To buy, sell, import, process chemically or otherwise treat and to workout for special
purpose of all kinds and classes of paper.
• To plant, cultivate, produce, raise, manufacture, purchase, sell, export or otherwise handle
or deal in grass timbered, bamboo, straw to other forest products.

Types of the products of the company:

1. Cream wove: This type of paper is used for typing notebooks and for government etc;
2. Azur laid: This type of paper is used for making charts, cards etc.
3. Azur wove: This type of paper is used for making office work, used usually for rough
work.
4. Duplicating paper: This type of paper is used for stencil work cyclostyling etc., it is used
very much for rough works, color paper, vouchers etc.,
5. Colour wove: This type of is used for packing bundles, packing and covers
manufacturing.
6. Sack Kraft: This type of paper is used for packing bundles, packing and covers
manufacturing.
7. Delta Hasthi: Brand name of the books this type of paper is used for note books.

Analysis and location of the company:

The company is situated at Vendra, 8km from Bhimavaram, West Godavari that
some under the well-known Krishna Godavari Delta known as rice bowl of India. The company's
main raw materials are paddy straw, which is available in huge quantities in this area. The other

25
raw materials such as gunny waste, cotton linters and waste paper are procured easily from
Rajahmundry, Visakhapatnam, Eluru, Vijayawada and Hyderabad in Andhra Pradesh.

Capacity:

In 1978 the initial production capacity was 30 tones per day. In 1986, Delta paper mills
Limited under took an expansion project to double its capacity to 60 tones per day. Now the
capacity of the plant is 115 tones per day.

Nature of Activity:

Delta paper Mills Limited specialties in making paper alone, and produce primarily only
three types of paper.

1. Printing
2. Writing
3. Craft paper.

Raw Materials:

The following type of raw materials is used in manufacturing the paper in this company
are:

1. Paddy straw.
2. Waste paper.
3. Cotton linters.
4. Reg pulp.
5. Wood pulp.
6. Bagasse & Chikusa.
7. Gunny & Jute waste.
8. Bleaching pulp.
9. Hosiery cutting pulp and others.

26
 Coal:
Coal, which is essential to boil pulp solution, is obtained from sniggering calmness,
which is in AP tiles.

Water facility:

The Delta paper Mills plant requires 30 million gallons of water per day, and that up to
60 million after expansion of the plant. The water supply for the plant is obtained form Godavari
canal system.

The company was permitted to dispose of its effluents into Godavari river drains, which
flows, by the plant.

Electricity Facility:

The Andhra Pradesh state Electricity Board (APSEB) agrees to supply, required power to the
plant and 2500KW, line was laid down from Nidadavole electric substation.

Gas and fuel:

Delta paper Mills Limited is the first paper mill in South India to utilize the natural gasses
as fuel, which is supplied by ONGC.

Transportation:

The factory has both rail and road transportation facility. Apart form these navigable
canal system aids economical transport of paddy straw and other raw materials form all sides. So
it is better place to install the paper mill which is mainly based on agricultural raw material.

27
The Delta Paper Mills limited enterprise is broadly divided into two parts:

1. Mills.
2. Administration.

Mills part divided into 10 parts:

1. Production.
2. Electrical.
3. Mechanical.
4. Paper machine.
5. Utilities.
6. Stores.
7. Quantity.
8. Personnel.

9. Co-ordinate.

10. Finishing house and paper go down.

The administration part is divided into 4 divisions:

1. Administration.
2. Accounts.

3. Marketing.

4. Purchasing.

The factory part is kept under the control of a DEPUTY MANAGER for works, to his
absence it is under the control of the in charge President of the factory (or) the factory Chief
Executive. The administration part is kept under control of the Executive (Administration), in
case of this absence it is under the control of Managing Director.

28
Employment:

(AS ON 1 JANUARY 2017)

Dedicated and committed team of about 2376 employees mans the company.

Officers ------ 38

Staff ------ 156

Workers ------ 571

Workers 5 grades:

E, F, G, H, I, J

Un Semi Skilled (E) ------ 253

Semi Skilled (F) ------ 2

Semi Skilled (G) ------ 4

Skilled (H) ------ 1

Skilled (I) ------ 60

Semi Skilled (E) ------ 253

Total 571

Personnel Philosophy of Management:

Delta Paper Mill is professionally managed result oriented company. The personal or
with outstanding experience in paper manufacturing and other major industries with proven track
record in their respective professions with outmost dedication to achieve the company’s
objective.

The company adopted modern management philosophy and believes in human resources
development as a pre-requisite for optional growth of the organization.

29
 To the growth and development of the employees opportunities are provided to improve
their performance and professional competence by appropriate exposure to nee based training
and development programs.

Welfare, sports and recreation facilities are provided to the employees in best traditions
of the organization. The plant provides direct employment to around 3000 persons. The trust of
the policies of directed towards the adoption of appropriate systems of management for
providing security to share holders, speed in decision making, service to the customer and
success of the employees exposes in the achievement of companies objectives.

Environment Policy:

Delta paper Mills shall continue to pursue the policy of modifying and upgrading the
existing technologies and processes. Implementing eco-friendly measures for minimizing waste
generation, resource conservation and prevention of pollution of contribute to wars
environmental improvement.

Reduction in Water Consumption:

With the commitment of the employees and the support of the management towards
energy conservation, continuous In-house R&D and energy conservation cell studies, the
company is able to substantially reduce the water consumption.

Paper Making Process:

The manufacture different type of writing printing, packaging papers and Boards using
Sulphate process. The principal raw materials are Bamboo and wood. The Bamboo and wood are
chipped in chippers and coved to chip silos. From the chip silos, the chip are fed to batch
digesters with cooking, the pulp that comes out of the diggers is unbleached pulp and then passed
through pulp Knitters to remove Knots and then passed through four stage counter current
washer for screening the foreign matters and separating the spend liquor is collected in big

30
storage tanks from where it goes to soda recovery for converting into white liquor for use
cooking chemical in diggers.

The unbleached pulp fitter through screening to separate out the foreign materials is
processed in bleaching plant to make it white for manufacturer of white/color paper. The pulps
bleached in three stages consisting of chlorination. Cause extraction and hypochlorite in Bleach
Plant No.2 and in addition chlorine Dioxide Bleaching is taking place in Bleach plant no.03 as
per requirement.

The bleached and unbleached pulp are send to stock preparation section, where the
same is suitably refined to impart strength to the paper to be produced and suitable
chemicals/dyes are added to give desirable chemicals generally used are Talcum, Alum, Rosin
clay, Whitening agent.Various dyes for tinting & colorings.

The wet web of paper is taken passed through roller presses with Woolen/Synthetic felts
acting as cushion between the set paper and rolls. The function of the press is to extract future
water as far as possible from the wed paper sheet and impart the required texture and when the
paper comes out of the press it contains around in series to give dry paper.

The sheet is then passed through highly polished rolls stacked one over the other. This
process of calendaring imparts smooth finish to the paper. Then the paper sheet is wound around
rotating shaft and rolls of paper are built up. These rolls converted into sheets on sheet cutters to
meet the sheet orders. The rewound small reels and bundles of reams are packed with
Hessian/HDPE cloth and transferred to go down for dispatch to customers.

At corporate level, the Vice President (Finance) executes the overall responsibility for
finance activities Viz., Management of Budgetary Activities, Electronic Media Data Control and
through the respective Managers.

At corporate level, the Vice President (Commercial) executes the overall responsibility
for Marketing activities and contract reviews, Marketing Co-ordination, Conversion activities put
side the works.

31
 At Factory level, the Vice President (Personnel &Administration) executes maintenance,
plant accounting, material management and technical service though the General Manager
(works) and other respective Managers for implementation of Corporate Production plans and
Plant Management.

At Factory level, the General Manager (works), execute the overall responsibility for
Planning of Production and Maintenance though the Deputy General Manager (production),
Deputy General Manager (PD&CS).

At factory level, the Deputy General Manager (Tech.), executes the overall responsibility
for quality and formulates Norms for quality.

32
 ORGNIZATIONAL CHART IN DELTA PAPER MILLS

BORD OF DIRECTOR

MANAGING DIRECTOR

CHIEF EXICUTIVE

WORKS MANAGER GENARAL MANAGER

(Engineering) (Finance and Administration)

SUPDT SUPDT SUPDT SUPDT EXICUTIVE EXICUTIVE

Paper Paper Process Electrical Engineer Engineer

M/c Mills Quality Civil Mechanical Mechanical

Finance Manager Manager Sr. Manager

Manager Personal Stores (Marketing & Purchase)

2 Clerks

2 Typists Marketing & Purchase

Deputy Manager

Asst. Manager

Sales Officer

Staff
33
 ORGNIZATIOLNAL CHART OF THE PERSONAL DEPARTMENT

GENARAL MANAGER

ASSISTANT MANAGER

PERSONAL

MANAGER

PERSONAL WELFARE SECURITY MEDICAL

OFFICER OFFICER OFFICER OFFICER

ASST.PER.O CANTEEN SECURITY DOCTER

FFICER SUPERVISOR
SUPERVISOR

GARDINER SECURITY COMPOUNDER

LABOUR GUARDS
ASSISTENTS

MAJDUR
SWEEPERS
ASSISTENTS

TIMEKEEPERS

TYPIST

ATENDER

34
THEORETICAL FRAME WORK

35
Introduction:

The concept of Industrial Relations means the relationship between employees and management
in the day-to-day working industry. But the concept has a wide meaning. When taken in the
wider sense, Industrial Relations is a “set of functional interdependence involving historical,
economic, social, psychological, demographic, technological, occupational, political and legal
variables”.

According to Dale Yoder, Industrial Relations are a “whole field of relationship that exists
because of the necessary collaboration of men and women in the employment process of an
industry. The concept of industrial relations has been extended to denote the relations of the state
with employers, workers, and their organizations. The subject therefore includes individual
relations and joint consultations between employers and work people at their work place
collective relations between employers and their organizations and trade unions and part played
by the state in regulating these relations.

Three Actors of Industrial Relations

According to John T. Dunlop three major participants or actors of industrial relations viz.,
workers and their organizations, management and Government are identified.

Workers and their organizations

The total worker plays an important role in industrial relations. The total worker includes
working age, educational background, family background, psychological factors, culture, skills
etc., Worker’s organizations prominently known as trade unions play their role more to protect
the workers’ economic interest through collective bargaining and by bringing pressure on
management through economic and political tactics.

36
Employers and their organizations

Employer is a crucial factor in industrial relations. He employs the worker, pays the wages and
various allowances, and regulates the working relations through various rules, regulations and by
enforcing labour laws. Employers form their organizations to equate or excel their bargaining
power with that of trade unions. These organizations protect the interest of the employer by
pressuring the trade unions and government.

Government

Government plays a balancing role as custodian of the nation. Government exerts its influence
on industrial relations through its labour policy, industrial relations policy, implementing labour
laws, the process of conciliation an adjudication by playing the role of a mediator etc.,

Principles of Sound Industrial Relations

Maintenance of sound industrial relations is as crucial and difficult as that of human relations.
Hence, the following principles should be followed to maintain sound industrial relations:

Recognition of the dignity of the individual and of his right to personal freedom and equality of
opportunity.

Mutual respect, confidence, understanding, goodwill, and acceptance of responsibility on the part
of the both employer, management and workers and their representatives in the exercises of the
rights and duties in the operation of the industry.

Similarly, there has to be an understanding between the various organizations of employers and
employees who represent the management and workers.

37
Functional requirements for Sound Industrial Relations

Top management support: Since industrial relations is a functional staff service, it must derive
authority from the line organization. This is accomplished by having the industrial relations
director report to the top line authority- the president, chairman or vice-president. Besides, top
management must also set an example for others.

Sound Personnel Policies: They constitute a business philosophy for the guidance of the human
relations’ decisions of the enterprise. The purpose of such policies is to decide ahead of
emergency and what shall be done with a large number of problems that may arise daily. Policy
can be successful only when it is followed at all levels from top to bottom.

Adequate practices: Adequate practices should have been developed by professional in the field
to assist the policies of the units. A system of procedures is necessary to translate intention into
action. The procedure and practices of industrial relations are the “tools of management” which
keep the supervisor ahead of his job; the work of time-keeping, rate adjustments, grievance
reporting a merit rating.

Detailed supervisory training: To carry out the policies and practices by the industrial relations
staff the job supervisors must be trained in detail, and the significance of the policies must be
communicated to the employees. They must be trained in leadership and communication.

Follow-up of results:

Constant review of the industrial relations programme is necessary not only to evaluate existing
practices but also as a check on certain undesirable tendencies. Follow-up of turnover,
absenteeism departmental morale, grievances, employee suggestions, wage administration, etc.,
must be supplemented with continuous research to make certain that the policies pursued are
those best fitted to company needs and employee wishes.

It has been realized in Vedas that one of the important factors necessary for happiness in a group
or community is good mutual relations. The industrial relations machinery during the Vedic

38
times consisted of madhyamasi (mediator), a man of position and influence in the society. People
in the rural community were able to solve and settle disputes by themselves. The village officials
attended to and solved the local problems. They were invested with judicial as well as executive
authority.

This system prevailed under the Hindu government. The unions were not only the assemblies of
the employees but they were also the institutions for maintaining cordial relations between
employers and employees.

Every effort was made to improve the mutual relations between capital and labor. The Law
givers (like Sukra) have warned the employers that employees become their enemies, in case
they use harsh words, inflict heavy punishment, cut their wages, and treat them dishonorably.
The employees who were treated with respect or kept content with their wages, and addressed
with sweet words never leave the employer. In the Epics also, the employees were treated with
respect, given some gifts and sweetly addressed.

To maintain good relations between employees and employers emphasis has been laid on good
treatment of employees and to condone their minor faults. The lawgivers are unanimous in
holding that disputes cannot end by continuing them; but they should be settled by peaceful
means. They have advised that no employee should remain discontented because a disgruntled
employee encourages other employees to create industrial unrest. Therefore, in their opinion, no
such work or action should be undertaken if the employees show opposition.

Not only during the Vedic times but also even today in the modern industrial system cordial
relations between the employees and employers play a crucial role to build a strong industrial
work setting.

Hence, maintenance of good human relationship is the main theme of industrial relations,
because in its absence the whole edifice of organizational structure may crumble down.

39
Definition and concept of Industrial Relations

The term ‘Industrial Relations’ comprises ‘Industry’ and ‘relations’. Industry means “any
productive activity in which an individual is engaged”, and relations means “ the relations that
exist in the industry between the employer and his workmen.” Observers like Dr. Kapoor say, “
Industrial Relations is a developing and dynamic concept and as such no more limits itself
merely to the complex of relations between the unions and management but also refers to the
general web of relationships normally obtaining between employees- a web much more complex
than the simple concept of labor capital conflict.”

Different authors have defined industrial relations in somewhat different way. Below are given
some oft-quoted definitions:

FUNCTIONS OF INDUSTRIAL RELATIONS

Communication is to be established between workers and the management in order to bridge the
traditional gulf between the two.

To establish a rapport between managers and the managed.

To ensure creative contribution of trade unions to avoid industrial conflicts, to safeguard the
interests of workers on the one hand and the management on the other hand, to avoid unhealthy,
unethical atmosphere in an industry.

To lay down such considerations which may promote understanding, creativity and co-operative
ness to raise industrial productivity, to ensure better workers’ participation

Characteristics of Industrial Relations

Industrial Relations are outcome of employment relationship in an industrial enterprise.

Industrial Relations develop the skills and methods of adjusting to a cooperating with each other.

40
Industrial relations system creates complex rules and regulations to maintain harmonious
relations

The government-involves to shape the industrial relations through laws, rules, agreements,
awards etc.,

The important factors of industrial relations are: employees and their organizations, employer
and their associations and government.

Importance of Industrial Relations:

‘Industrial Relations’ constitute one of the most delicate and complex problems of modern
industrial society. Industrial relations has become one of the vital aspects in today’s industrial
system as the times have always been changing bringing a lot of change in working and living
conditions of people. Keeping pace with changing trends and tough competition with the world
outside has become the key factor. Many changes have occurred in just a few decades with the
advent of Industrial Revolution. The need for a more sophisticated industrial system should be
devised keeping employee and his needs in mind. The importance of employee relations can be
appreciated by observing the following aspects/changes:

With growing prosperity and rising wages, workers have gained better living conditions,
polished education, sophistication and generally greater mobility.

Career patterns have changed as growing proportions have been compelled to leave the farms
and become wage and salary earners under trying factory conditions.

Large number of men, women and children dwelling in urban areas under mass ignorance are
drenched in poverty possessing diverse conflicting ideologies. The working organizations in
which they are employed have become larger and shifted from individual to corporate
ownership.

There also exist status-dominated, secondary group-oriented, universalistic and aspirant-

sophisticated class in the urban areas.

41
Employees have their unions and employers their bargaining associations to give a tough fight to
each other and establish their powers.

The government has played a growing role in industrial relations, in part by becoming the
employer for millions of workers and in part by regulating working conditions in private
employment.

Rapid changes have taken place in the techniques and methods of production. Technological
advances have eliminated long established jobs and have created opportunities that require
different patterns of experience and education.

Non-fulfillment of many demands of the workers has brought industrial unrest. They are the
points of flexion and the base of industrial edifice.

All these changes have made employment relationship more complex. Hence, a clear
understanding about these is as interesting as it is a revealing experience. The creation and
maintenance of good relations between the workers and the management is the very basis on
which the development of an Industrial Democracy depends. It in turn seeks to gain cooperation
of the two partners in industry in the field of production and promotes industrial peace.

The healthy and orderly industrial relations in an enterprise generate attitudes

that procreate progress and stabilize democratic institutions. ‘Stable industrial relations’ means a
situation when requirements of management and the work force are discussed between them in a
spirit of mutual trust and confidence and without causing friction. For example, the management
would like to develop stable relation with a view to getting a disciplined and conscientious
workforce for more work. This would reduce supervisory and administrative work as also enable
better planning for future production and expansion. The workforce, on the other hand, expects
liberal thinking by management and a more human approach to its need by giving stable
relations. Stable relationship is, therefore, means to an end and not an end in itself. The unions
are also involved in industrial relations. Through stability they obtain for the work force more
benefits. The Government would like stable relations to prevail both for better production and for
easier law and order.

42
DATA ANALYSIS AND INTERPRETATION

43
 The present study is aimed at analyzing the “INDUSTRIAL RELATIONS” at DELTA
PAPER MILLS at VENDRA. There is a felt, need and justification to conduct surveys and to
know the perceptions of employees regarding existing practices. A structured questionnaire has
been surveyed among 50 respondents by adopting strata technique. And their perceptions are
analyzed and interpreted in this chapter.

The following are the analysis, interpretation and graphical representations of the responses
collected from the workmen. The inferences are drawn from these graphs as under:

1. Employees’ opinion on the overall industrial relations:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

GOOD 47% 95%

FAIR 43% 5%

TO BE 10% 0%
IMPROVED

GRAPHICAL REPRESENTATION:

OPINION OF THE EMPLOYEES ON THE INDUSTRIAL RELATIONS

95%

100%

80%
47%
43%
60% WORKERS OPINION

40% STAFF OPINION

10%
5%
20% 0%

0%
GOOD FAIR TO BE IMPROVED

44
INFERENCE:

As can be seen in the graph, around 47% of workers are of the opinion that the overall industrial
relations is good in the establishment, while 43% of them feel that it’s fair whereas 10% of them
suggest that it should be improved.

In case of staff, 95% of them are of the opinion that the industrial relations is good at the
establishment, while 5% of them feel that it is fair.

On the whole majority of the employees at the establishment are satisfied with the industrial
relations.

45
2. Employees have free access to the top management:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 77% 90%

DISAGREE 23% 10%

GRAPHICAL REPRESENTATION:

EMPLOYEES' HAVE FREE ACCESS TO THE TOP

MANAGEMENT

WORKERS' OPINION
STAFF OPINION
100%
80% 90%
60% 77%
40%
20% 23%
10%
0%
AGREE DISAGREE

46
INFERENCE:

Around 77% of the employees’ agree that they have free access to the management, whereas
23% of them feel they don’t have.

Regarding the staff level, 90% of them are satisfied with it whereas 10% of them are dissatisfied.

On the whole majority of them are happy with their free access to the management.

47
3. The top management listens to the employees patiently:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 97% 100%

DISAGREE 3% 0%

GRAPHICAL REPRESENTATION:

TOP MANAGEMENT LISTENS TO THE EMPLOYEES

PATIENTLY

100%

80% 97% 100%

60% WORKERS' OPINION

40% STAFF OPINION

20% 3% 0%

0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 97% of the workers agreed that the top
management listens to them patiently, 3% of the workers disagree.

From the above graph it has been identified that 100% of the staff agreed that the top
management listens to them patiently.

48
4. The management has faith in the employees as one of the main resources:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 100% 95%

DISAGREE 0% 5%

GRAPHICAL REPRESENTATION:

MANAGEMENT HAS FAITH IN THE EMPLOYEES

100%
100%
90% 95%
80%
70%
60%
WORKERS OPINION
50%
40% STAFF OPINION
30%
20% 0% 5%
10%
0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 100% of the workers agreed the management
has faith in the workers as they are one of the main resources to the company.

From the above graph it has been identified that 95% of the workers agreed that management has
faith in the staff as they are one of the main resources to the company and 5% of the staff
disagreed

49
5. The management has faith in the employees as one of the main resources:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 100% 95%

DISAGREE 0% 5%

GRAPHICAL REPRESENTATION:

MANAGEMENT HAS FAITH IN THE EMPLOYEES

100%
100%
90% 95%
80%
70%
60%
WORKERS OPINION
50%
40% STAFF OPINION
30%
20% 0% 5%
10%
0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 100% of the workers agreed the management
has faith in the workers as they are one of the main resources to the company.

From the above graph it has been identified that 95% of the workers agreed that management has
faith in the staff as they are one of the main resources to the company and 5% of the staff
disagreed

50
6. Whether the employees have confidence in the top management to run the industry
efficiently:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 90% 100%

DISAGREE 0% 0%

CAN’T SAY 10% 0%

GRAPHICALREPRESENTATION:

EMPLOYEES HAVE CONFIDENCE IN THE

MANAGEMENT TO RUN THE INDUSTRY EFFICIENTLY

100%
90%
100%

80%

60%
WORKERS OPINION
40% STAFF OPINION
10%
20% 0% 0% 0%

0%
AGREEE DISAGREE CAN'T SAY

INFERENCE

From the above graph it has been identified that 90% of the workers agreed that they have
confidence in top management that they are capable to run the company efficiently and 10% of
the wokers can’t say any thing

From the above graph it has been identified that 100% of the staff agreed that they have
confidence in top management that they are capable to run the company efficiently.

51
7. Management always expects more from the employees:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 70% 81%

DISAGREE 30% 19%

GRAPHICAL REPRESENTATION:

MANAGEMENT ALWAYS EXPECTS MORE FROM THE

EMPLOYEES

100%

80%

60% 81%
70% WORKERS OPINION

40% STAFF OPINION

20% 30%
19%
0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 70% of the workers agreed that management
expects more from them and 30% of the workers disagreed.

From the above graph it has been identified that 81% of the staff agreed that management
expects more from them and 19% of the staff disagreed.

52
8.The employees always expect more benefits from the management:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 80% 81%

DISAGREE 20% 19%

GRAPHICAL REPRESENTATION:

EMPLOYEES EXPECT MORE BENEFITS FROM THE

MANAGEMENT

100%

80%
80% 81%
60% WORKERS OPINION

40% STAFF OPINION

20%
20% 19%
0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 80% of the workers agreed that they expect
more from management and 20% of the workers disagreed.

From the above graph it has been identified that 81% of the staff agreed that they expect more
from management and19% of the staff disagreed.

53
9.The management is satisfied with the employees’ performance:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 97% 100%

DISAGREE 3% 0%

GRAPHICAL REPRESENTATION:

MANAGEMENT IS SATISFIED WITH EMPLOYEES'

PERFORMANCE

100%
100%
80% 97%

60% WORKERS OPINION

40% STAFF OPINION

20% 3% 0%

0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 97% of the workers agreed that management is
satisfied with their performance and 3% of the workers disagreed.

From the above graph it has been identified that 100% of the workers agreed that management is
satisfied with their performance.

54
10.Employees’ are satisfied with managements’ offers:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 60% 77%

DISAGREE 40% 23%

GRAPHICAL REPRESENTATION:

EMPLOYEES ARE SATISFIED WITH MANAGEMENTS'

OFFERS

77%
80%
70% 60%
60%
50% 40%
WORKERS OPINION
40%
23% STAFF OPINION
30%
20%
10%
0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 60% of the workers agreed that they are
satisfied with the man agreement offers and 40% of the workers are not satisfied.

From the above graph it has been identified that 77% of the staff agreed that athey are satisfied
with the management offers and 23% of the staff are not satisfied.

55
11.There is serious conflict between management and employees w.r.t. wages/salaries:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 33% 23%

DISAGREE 67% 77%

GRAPHICAL REPRESENTATION:

THERE IS SERIOUS CONFLICT BETWEEN

MANAGEMENT AND EMPLOYEES W.R.T.
WAGES/SALARIES

77%
80% 67%

60%

33% WORKERS OPINION

40%
23% STAFF OPINION
20%

0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 33% of the workers agreed that management is
satisfied with their performance and 67% of the workers disagreed.

From the above graph it has been identified that 23% of the staff agreed that there is conflict
between them and management with respect to wages/salaries and 77% of the staff disagreed.

56
12. Canteen, recreation, transport, accommodation are:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 10% 62%

DISAGREE 80% 29%

CAN’T SAY 10% 9%

GRAPHICAL REPRESENTATION:

CANTEEN, RECREATION, TRANSPORT,

ACCOMMODATION ARE

80%
70% 80%
60%
50% 62%
WORKERS OPINION
40%
30% STAFF OPINION

20% 29%

10% 10% 9%
10%
0%
GOOD FAIR NOT OK

INFERENCE

From the above graph it has been identified that 10% of the workers, 80% of the workers and
10% of the canteen, recreation, transport, accommodation’s facilities are good fair and not ok
respectively.

57
From the above graph it has been identified the 62% of the staff, 29% of the staff and 9% of the
staff opine that canteen, recreation, transport accommodation’s facilities are good fair and not ok
respective

13. Indiscipline among the employees:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

MORE 0% 0%

TO A LITTLE 14% 19%

EXTENT

NORMAL 50% 48%

ABSENT 36% 33%

GRAPHICAL REPRESENTATION:

INDISCIPLINE AMONG THE EMPLOYEES IS

50% 48%
50%
36%
40% 33%

30%
19%
20% 14% WORKERS OPINION

STAFF OPINION
10%
0% 0%
0%
MORE TO A NORMAL ABSENT
LITTLE
EXTENT

58
INFERENCE:

From the above graph it has been identified that 14% of the workers, 50% of the workers and
36% of the workers opinion that the indiscipline among the emploees are” to a little extrent”,
normal and absent respectively.

From the above graph it has been identified that 19% of the staff, 48% of the staff and 33% of
the staf opinion that the indiscipline among the employees are to a little extent, normal and
absent respectively.

59
14. Punishments for indiscipline are:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

HARSH 3% 0%

INPROPORTIONATE 44% 14%

FAIR 50% 52%

MEDIUM 3% 34%

GRAPHICAL REPRESENTATION:

PUNISHMENTS FOR INDISCIPLINE ARE

60%
50% 52%
50% 44%

40% 34%
WORKERS
30% OPINION

20% STAFF
14% OPINION
10%
3% 0% 3%
0% HARSH INPROPORTIONATE FAIR MEDIUM

INFERENCE:

From the above graph it has been identified that 3% of the workers, 44% of the workers 50% of
the workers and 3% of the workers opinion that punishments for the indiscipline’s are harsh, in
proportionate, fair and medium respectively.

60
From the above graph it has been identified that 14% of the staff, 52% of the staff and 34% of
the staff opinion that punishments for the indiscipline’s are harsh, in proportionate, fair and
medium respectively.

15. Do you like your children working in this industry if they are employed:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

YES 10% 48%

NO 84% 52%

CAN’T SAY 6% 0%

61
GRAPHICAL REPRESENTATION:

DO YOU LIKE YOUR CHILDREN WORKING IN THIS

INDUSTRY IF THEY ARE EMPLOYED

90% 84%
80%
70%
60% 52%
48%
50% WORKERS OPINION
40% STAFF OPINION
30%
20% 10% 6%
0%
10%
0%
YES NO CAN'T SAY

INFERENCE:

From the above graph it has been identified that 10% of the workers opinion that they like their
children getting emnployed in their organization, 84% of the workers are not interested and 6%
of the workers can’t say.

From the above graph it has been identified that 48% of the workers opinion that they like their
children getting employed in their organization, 52% of the workers are not interested.

62
16.INDUSTRIAL PEACE, MORE THAN THE EXISTING ONE CAN BE ACHIEVED
THROUGH:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

INCREASING
FACILITIES AND
AMENITIES
26% 33%

INCREASING WAGES
AND OTHER
MONETARY BENEFITS
64% 33%

THROUGH CONSCELING
INDIVIDUAL WORKMEN

10% 29%

CAN’T SAY 0% 5%

63
GRAPHICAL REPRESENTATION:

INDUSTRIAL PEACE MORE THAN THE EXISTING ONE CAN

BE ACHIEVED THROUGH

70% 64%

60%
50%
40%
33% 33% 29% WORKERS
30% 26% OPINION
20% STAFF
10% 10% OPINION
5%
0% INCREASING INCREASING THROUGH
0%
CAN'T SAY
FACILITIES AND WAGES AND COUNSELING
AMENITIES OTHER INDIVIDUAL
MONETARY WORKMEN
BENEFITS

INFERENCE:

From the above graph it has been identified that 26% of the workers opinion that industrial peace
more than the existing one can be achieved through increasing facilities and amenities, 64% of
the workers opinion that industrial peace more than the existing one can be achieved through
increasing wages and other monetary benefits and 10% of the workers opinion that industrial
peace more than the existing one can be achieved through counseling individual workmen.

From the above graph it has been identified that 33% of the staff opinion that industrial peace
more than the existing one can be achieved through increasing facilities and amenities, 33% of
the staff opinion that industrial peace more than the existing one can be achieved through
increasing wages and other monetary benefits, 29% of the staff opinion that industrial peace
more than the existing one can be achieved through counseling individual workmen and 5% of
the staff can’t say.
64
FINDINGS, SUGGESTIONS&CONCLUSION

65
FINDINGS REGARDING WORKMEN LEVEL

 The communication aspect in workers regarding work is only above average and time
taken for that is around 5min, but communication casually is having major position. The
employees are freely communicating with each others.
 The relationship among the employees is very strong as they are very helpful to each
other at any circumstances.
 The majority of employees are having many close-aides to them
 Most of the employees likes to communicates with others.
 Moderate number of employees are having very few family friends
 Employees most of them get in touch regularly.
 Majorities of the employees borrow & lend money from very few others and there is
hardly any such situation where their relationship has been broken.
 The union leader also helps personally as well as with respect to work to all the
employees.
 All the above stated facts connotes that, the relationship between trade union and workers
and as well as management.
 Majority of the employs are feeling satisfied with respect to H.R. Manager.

66
FINDINGS REGARDING STAFF LEVEL

 The communication in staff level is high as they are communicating at an average of 10m
regarding work, whereas it was a bit decreased in case of casual communication.
 In the staff there exists, although not majority, a matter of disliking to talk with very few
of their colleagues.
 Some of them are also having few family friends, and they are maintaining few regular
contacts
 Staff members also satisfied with the behaviour and encouragement of their superiors.
 The superior’s closeness with staff is having equal majority for normal as well as close.
 Majority of the staff is not interested in the way the worker’s unions organize themselves.
 Some of the staff are getting problems with the union and they are facing those problems
often.
 The relationship between the staff and workers is not looking anywhere favorable.
 All the staff members are feeling satisfactory towards H.R. Manager

67
SUGGESTIONS

 The communication among the workers as well as staff members is going on well but it
doesn’t means to be consistent. Measures should be taken to strike the right aspect
pertaining to them to communicate consistently.
 The communication within the each section and department of workers and staff
respectively is fine, but when comes to the matter of different sections, shifts and
departments, it is not at all having even basics also. It is an essential to have
interdepartmental relations, so adequate measures, which cater to the needs of employees
and staff, should be employed.
 The workers – staff members relation is a bit drowsy, mutual co-operations in the work
environment should be entertained to develop a sense of belonging ness.
 The union-management relationship is going nicely till times. This is the most delicate
relationship, where the progress of the company lies on, and this relationship have
constant whistle such that any undesirable effects won’t occur.
 The company should be preplanned in those aspects, which are having more probability
to happen.
 The staff-union relationship is sending alarming signals, which should be considered at
earliest to face the resultant effects.
 The staff members are not close up-to-the mark, especially in I.T department, which lack
of perfect co-operation between them.

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Conclusion

It has been increasingly realized that the industrial system has brought about a number of
complexities which have rendered the management of people in an organization more difficult
and complicated than man power management in earlier and simpler societies because free,
mobile men and women in modern societies whose complex and ever changing problems for
their managers and employers. Therefore, today’s industrial societies have developed a distinct
system of management based upon the experience of over 300 years.

Modern industrial relations represent a blending of older systems with innovation introduced
as society has changed through the ages. Some features of early system even now persist, while
other features are the result of industrial revolution and, therefore, represent sharp breaks with
traditional, creating challenging problems for the management for many of them may be opposed
by the workers.

The employment relationships are not static but dynamic. The most important characteristic
is the persistence of change. Technological advances eliminate long established jobs and create
opportunities that require sharply different patterns of experience and education. Higher living
standards encourage demands for new products and services. Economic prosperity permits great
economic security, and public regulation makes the assurance of that security a problem for
managers. All of these changes have made the present system of employment relationships very
complex. Collaboration and cooperation is very necessary to achieve the designated objectives.
Understanding of human behavior is, therefore, very necessary on the part of those responsible
for managing manpower resources.

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 ANNEXURE

1. How are the industrial relations in the company?

Good

Fair

To be improved

2. Do you have free access to the top management?

Yes

No

3. Does the top management listen to you with patience?

Yes

No

4. Does the management have faith in the employees as one of the main resources?

Yes

No

5. Whether employees have confidence in the management to run the industry efficiently?

Yes

No

Can’t say

6. Management always expects more from the employee

Yes

No

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7. The employees expect more benefits from the management

Yes

No

8. The management is satisfied with employee’s performance

Yes

No

9. Employees are satisfied with management’s offers

Yes

No

10. There is serious conflict between management and employees w.r.t wages/salaries

Yes

No

11. Canteen, Recreation, Transport, Accommodation are

Good

Fair

Not ok

12. Indiscipline among the employees is

More

To a little extent

Normal

Absent

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13. Punishments for indiscipline are

Harsh

In proportionate

Fair

Medium

14. Do you like your children working in this industry if they are employed (if ‘No’, please give
reason)

Yes

No

Can’t say

15. Industrial peace, more than the prevailing scenario can be achieved through

Increasing the facilities and amenities

Increasing wages/other monetary benefits

Through counseling individual workmen

Can’t say

16. Do you feel it is necessary to involve the worker’s family members in some social activities
that will help cordial relations with management?

Yes

No

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17. Dissatisfaction in various aspects among the employees is more in this establishment

Yes

No

Normal

Can’t say

18. Your position in this company when compared to other industries in this area is

Better

On par with

Lower than others

19. How are the opportunities outside w.r.t salary/comfort/facilities etc., outside if you leave this
job at present?

Better than this job

Equaling this job

Lower than this

20. Your overall opinion on the top management

Good

Fair

Bad

73
 BIBLIOGRAPHY

S.No Name of the author Title Name of the Publishers

1 Weihrich & koontz Essentials of Management Tata McGraw Hill-2000

2 Subba Rao HRM & IR Himalaya - 2002

3 Richard Pettinger Organizational Behaviour Macmillan-1990

4 Dale Yoder Personal Management Prentice Hall of India-1992

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